BSCC
Board of State and Community Corrections
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2011 PUBLIC SAFETY
REALIGNMENT ACT:
N A R
INTH NNUAL EPORT
I
ON THE MPLEMENTATION
C C
OF OMMUNITY ORRECTIONS
P P
ARTNERSHIP LANS
July 2021
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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) ................................... Kathleen Allison
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
Kings County Chief Probation Officer .................................................................................. Kelly Vernon
A chief probation officer from a county with a population over 200,000 appointed
by the Governor and subject to Senate confirmation
County Chief Probation Officer ....................................................................................................... Vacant
A chief probation officer from a county with a population under 200,000
appointed by the Governor and subject to Senate confirmation
Retired Judge, Yolo County .................................................................................................... Janet Gaard
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, Corrections Planning & Grant Programs ........................................... Michelle Killian
Chief of Research Staff (RDM) ............................................................................................. Kasey Warmuth
Research Data Specialist I ....................................................................................................... Teah Hairston
*Board member composition is pursuant to Penal Code § 6025
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TABLE OF CONTENTS
Executive Summary ........................................................................................................ 1
Introduction ..................................................................................................................... 9
Data Collection Method: FY 2020-21 CCP Survey ........................................................ 11
Individual County Profiles .............................................................................................. 21
Appendices ................................................................................................................. 631
• Glossary of Terms ............................................................................................ 633
• BSCC Definitions of Key Terms ........................................................................ 635
• FY 2020-21 Community Corrections Partnership Letter & Survey.................... 639
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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) plans1.
BACKGROUND
The enactment of Assembly Bill 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, trauma-
informed, culturally responsive community programing that have improved the
reintegration of system-involved people successfully back into communities and improved
public safety outcomes.
Community Corrections Partnerships (CCPs) develop, implement, and sustain various
approaches addressing local needs. Counties are investing in numerous diverse
approaches premised on the recognition that the most valuable way to care for people
with complex challenges is to serve their full spectrum of needs (e.g., behavioral, medical,
socioeconomic, housing) in an integrated and coordinated effort. CCPs are investing in
strategies that are evaluated to determine their effectiveness by measuring results based
on clearly defined objectives.
FUNDING
Since Realignment was enacted, annual appropriations in the State Budget Act have
provided funds for counties to implement different approaches for supervision,
rehabilitation, reentry, and housing that reduce recidivism and improve the lives of
system-involved people. Local approaches and corresponding spending plans for
Realignment activities are developed by each county’s CCPs as established in Penal
Code section 1230.
In conjunction with the enactment of AB 109, legislation requires the BSCC to collect
information from each county’s CCP regarding the implementation and ongoing strategies
of Realignment and prepare an annual report. To fulfill this obligation, the BSCC (in
collaboration with several partnering agencies) developed the CCP Survey- a tool
provided to the counties annually to collect programmatic and fiscal data based on the
goals and objectives established within their CCP plans.
The Fiscal Year (FY) 2020-21 CCP Survey (see Appendix Section) was emailed to each
Chief Probation Officer (in their capacity as CCP Chair) in October 2020. Chairs were
asked to share the survey with CCP members and submit responses to the BSCC that
represent the CCP view for their county.
1 In March 2021, the California State Auditor released an audit report on Public Safety Realignment which
included Alameda, Fresno, and Los Angeles counties, as well as the BSCC. The audit report is located at
https://www.auditor.ca.gov/reports/2020-102/index.html as well as each county and the BSCC’s responses
to the report. The 2020 CCP plans and surveys were completed prior to the release of the audit report.
1
The Budget Act of 2020 (AB 74, Chapter 6) appropriated $7,950,000 to counties to assist
them in completing this task. The Budget Act language states:
Counties are eligible to receive funding if they submit an updated Community
Corrections Partnership plan and a report to the Board of State and Community
Corrections by December 15, 2020, that provides information about the actual
implementation of the 2019-20 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 2020-21 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.
It is important to note that the Budget Act of 2020 included a new condition for counties to
be eligible to receive the above funding: an updated Community Corrections Partnership
plan and a report (i.e., the CCP Survey). Both documents were required to be submitted
to the Board of State and Community Corrections by December 15, 2020. All 58 counties
submitted the CCP Survey; however, only 57 also submitted an updated CCP plan.2 All
updated plans can be found on the BSCC website at:
https://www.bscc.ca.gov/s_communitycorrectionspartnershipplans/
Funds were disbursed by January 31, 2021 to those counties that complied with
conditional 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
IMPACT OF COVID-19
Beginning in March 2020, the global public health crisis created an unprecedented impact
on local corrections and community-based programs. It cannot be overstated that in
response to the COVID-19 pandemic, jurisdictions were forced to significantly change
operations, minimizing services to only those that were deemed essential crisis services,
(e.g., medication management, psychiatric services) to prevent the spread of the virus.
Quarantines due to COVID-19 hindered the ability to provide in-person programing,
referrals were suspended, it became difficult to reach individuals as they transitioned from
in-custody to the community, and exacerbated the need for available bed space in
transitional and permanent housing. Some counties experienced diminished funding
resulting from the pandemic and then encountered subsequent economic downturn,
adding to more barriers for programs and services to individuals.
2 San Diego County elected not to submit an updated CCP plan.
2
Although the pandemic created overarching, unique, and ongoing challenges, as one
county stated “the COVID-19 Pandemic provided an opportunity for enhanced
communication and problem solving among the reentry networks. Agencies modernized
equipment, tracking and reporting mechanisms as well as more responsive
communication among members and to the clients and community. We will continue to
build off the momentum of this challenge to continue efforts in research and data sharing.”
HIGHLIGHTS
For almost a decade now, California counties have implemented collaborative,
multifaceted, and diverse strategies to meet their unique local needs. The following are
some examples of projects and collaborative efforts from around the state, as well as
statements from participants of those efforts.
Alameda – The county developed a cross-system partnership between the Probation
Department, the District Attorney, and the Courts to review cases for early termination
and it has produced positive results. The Probation Department began sending cases
qualified for early termination to be reviewed by the Early Termination Project team. 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.
Another promising county program seeing positive results is pre-
release interviews via Skype. An Alameda County Probation
Department Deputy Probation Officer (trained in motivational
interviewing) has conducted 301 pre-release interviews by Skype in
19 CDCR state prisons. Of the 301 interviews, 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 recent
releases, 60 clients reported, which is a 68% success rate. This pre-release interviewing
strategy has increased the success rate by 14% for clients reporting, which decreased
the number of clients violating a condition of post release community supervision.
Imperial – The Imperial County Sheriff’s Office has continued to develop and employ its
Sheriff’s Community Services Program (SCSP) for nonviolent offenders who have been
ordered to the county jail. Service participants are
carefully selected, medically screened, and
interviewed for consideration into the program and are
awarded “good time” credit to be applied to their
sentence. The SCSP has been designed for those
who have shown responsibility, maturity, and stability
and to grant them the privilege of working in the
community to perform meaningful community service
projects. The SCSP also established two new
partnerships, one with the Imperial County Fire
Department, which has used the first Inmate Fire crew to assist in wildland fires and fire
preventions, and a second partnership with the City Of El Centro Public Works
3
Department to assist in the beautification of the City of El Centro. The Inmate Fire Crew
was provided lessons at the local community college to learn about and train for
firefighting. The Crew has been used to assist local fire departments combatting
significant fires that burned throughout the year. Through the SCSP, the participants
involved with the work crews have gained useful skills that will allow them to obtain
employment with fire departments in the future.
Los Angeles – Los Angeles County provides a full range of mental health, substance
abuse, and behavioral treatment services, as well as employment
and housing support. Best and promising practices used by
mental health treatment programs include Assertive Community
Treatment (ACT) and Risk, Needs, Responsivity (RNR). Mental
health providers also included principles from Critical Time
Intervention (CTI), Dialectical Behavioral Therapy (DBT), and
Motivational Interviewing.
CommonGround is used to incorporate peer service in the work with clients as well as
various psychoeducational groups such as Mindfulness, Anger Management, Healthy
Relationships (Domestic Violence), Vocational, Independent Living, and substance
abuse. One treatment provider reported a 24% recidivism rate in comparison to the 64%
federal rate.
Forensic Inpatient Step Down is a service delivery program that uses innovative solutions
to complex problems encountered by staff delivering mental health treatment and health
care to incarcerated patients. This program is a collaboration between the Sheriff’s
Department and Correctional Health Services nursing and mental health clinicians. In
much of 2019, there was an average of .5 incidents of self-directed violence on the Step-
Down modules. The other 34 pods of high observation modules had an average of 3.6
incidents. This amounts to a 600% decrease.
To increase access and minimize the time between the initial
verification of eligibility, clinical need determination, referral, and the
first clinical encounter, the SUD Treatment Helpline is a 24/7/365
days a year access line (1-844-804-7500) that clients can call to
initiate a self-referral for treatment. The service conducts screening
via telephone and, based on screening results, recommend clients to the appropriate
treatment provider that meets appropriate level of care.
The HOPE Dorm is an innovative treatment program for suicidal patients within the Los
Angeles County Jail. This program is a collaboration between the Sheriff’s Department
and Correctional Health Services Mental Health Department. The rate of suicides in the
jail has improved from an average of 5.2 per year to 2.8 per year, which is a 46%
reduction.
4
Marin - Quinn’s Story
When I was released from custody, I headed to the Civic Center
with a somewhat leery attitude about being on probation. I was
pleasantly surprised when I found out about all the resources and
support available to me. I literally had a team of people to help me
get back on track and I'm happy to say it worked like a charm. In 30
days, I had a good job. Three months later I got my license back
and today I have awesome relationships with family and friends,
not to mention a good support network and a great place to live. To
sum it all up, I'm completely on track and very grateful.
Supervisor DPO Cole’s Nomination:
Quinn was released from State Prison on October 27, 2016 on Post Release Community
Supervision. From the start, Quinn made it clear that he wanted to change his life around
for the better. He was referred to outpatient drug/alcohol treatment program and was
connected with a Sober Living Environment. Quinn took advantage of these services and
flourished. He was able to obtain full time employment and be successful in his recovery
efforts. As of October 27, 2017, Quinn completed one year of Post Release Community
Supervision with no violations of his terms and conditions. He was successfully
terminated from supervision on that date. Quinn’s dedication and hard work has paid off
and he now leads a life free of crime and maintains a positive network of relationships.
Merced – Realignment Goal: Increase the number of
referrals and graduates in the Merced County
Probation Department Leadership for Life program
with the objective of
reducing recidivism
by transitioning
those released from
jail back into the
community. There
was a total of 148
referrals from July 1, 2019 to June 30, 2020. A total of
63 clients graduated thereby exceeding the graduation
rate by 13%.
Realignment Goal: The K9 Unit (K9 Sage) will provide a safer community by finding drug
paraphernalia and weapons when a search is called with the objective that Sage will
conduct 50% or higher hits with every search conducted in a in a vehicle and with every
search conducted in a building or area. Sage conducted a total of 32 vehicle searches
with a 97% success rate. Sage conducted 113 building and area searches which resulted
in 326 finds. Ammunition served as the largest number of
Sage’s finds.
Compliance check in the city of Merced on August 29,
2019. Sage located firearms, several rounds of
ammunition and a wooden baton. The .22 rifle was
reported stolen out of Oakland, CA.
5
Santa Cruz – Written by a client at the Probation Service Center (condensed version)
Hello my name is T-292…. Oh wait- I no longer have to be identified as a CDCR #.
Sometimes I cannot believe that I’ve been out for as long as I have, nor can I believe in
all that I have been able to achieve along the way. Sure, in the eyes of society, I am
simply doing what is expected of me. However, the bottom line is that I have served over
five prison terms in approximately 20 years, and in all those times I’ve never once stayed
out longer than 90 days or stayed clean for longer than 30 days. It is a sad truth and it
happens to a lot of people when they are released. This is my truth.
As I sat in solitary confinement for the umpteenth time with little hope for a bright future,
an amazing thing happened. Through funding coming from AB109, we were allowed to
participate in college courses. I decided to give it a shot just cause I was bored and
wanted to try something new, without knowing that it was gonna be the catalyst to set me
on a new life-altering course. I excelled in college. It was like a hunger had awakened
inside of me. I couldn’t believe that I enjoyed learning so much or was capable of
achieving such high marks. From that point forward, I decided to participate in every
educational course that was provided for us. And the amazing thing is I completed them.
For the first time in so long as I can remember, I set my mind to something and achieved
it. The best part of it was the feeling of accomplishment that I received afterwards. It was
this feeling that would help me continue to grow and mature in my studies. Indeed, it still
helps me to this day. I am grateful. Thank you.
Sonoma – The Home Confinement 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. The program successfully placed 437 inmates
into home confinement, saving 14,565 jail days.
The Day Reporting Center (DRC) serves as the
From DRC Graduates
central point of evidence-based programming
and structure for felony offenders. The DRC
“The DRC has encouraged me to have a
provides a detention alternative to traditional
say and really made me feel like they
incarceration for adults who meet the program valued my opinion.”
criteria. The Probation Department
“The staff at DRC has really helped me to
collaborates with the Sheriff’s Office, the stay encouraged and motivated to make
Department of Health Services, and the Human the necessary changes to better my life.”
Services Department to provide seamless,
“The CBI program is beneficial for everyday
offender-engaged reentry service coordination life situations, and I would encourage
that begins in custody, continues through anyone to adopt this program to teach
supervision, and transitions the offender to these useful skills as a preventative and
corrective measure.”
ongoing community-based supports and
services when supervision ends. Services “[Aggression Replacement Therapy was a]
very good class to learn how to control
include vocational, life, and parenting skills;
negative behavior and teaches how to be
substance abuse treatment; and Cognitive
more honest and less selfish.”
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.
6
Tehama - The Sportsman Lodge is a sober transitional housing
facility for male and female offenders on probation, parole, and the
Sheriff’s work release program. Prior to placement in the Lodge, the
offender’s case will be reviewed by the Sportsman Lodge committee
to review eligibility, placement expectations and goals for the
offender. If the offender is accepted into the Lodge, there are strict
rules and expectations that offer residents of limited means the
chance to apply them to their own improvement, to move from
homelessness to self-sufficiency, from addiction to sobriety and from
dependency to earning one's livelihood. Residents can stay at the
Lodge for a maximum of four months. All residents are subject to
random drug testing and room searches to ensure
compliance and a sober living environment. A resident
manager oversees facility management and offender
compliance for work programs and treatment groups
24/7. If not already gainfully employed, residents must
participate in a work program offered at the Day
Reporting Center, participate in a treatment program, or
productively search for a job. Residents can stay at the
Lodge free of cost giving them a chance to save money from their earnings and improve
their financial situation. Residents are given a chance to restore their lives, secure
housing and be a productive member of society.
Tuolumne - Tuolumne County contracts 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 Reconation Therapy (MRT). This program is very extensive and demanding for
clients. To successfully complete the program, individuals must complete Phase 1-3,
aftercare, and obtain employment and housing. This can be a minimum of a 210-day
program. To advance to the next phase, the participant must complete each step listed in
his/her Moral Reconation Workbook and remain drug free. Tuolumne County has
averaged a 40% success rate from program inception, which is highly positive given the
difficulty of the program and the type of offenders (typically PRCS and other high-risk
classifications). This can be attributed to the collaboration between GEO, Probation, and
Sheriff’s Office staff.
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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, • The presiding judge of the superior
presiding as Chair court or his or her designee
• The sheriff • A chief of police
• The district attorney • The head of the county department
• The public defender of social services
• The head of the county • The head of the county alcohol and
department of mental health substance abuse programs
• A county supervisor or the chief • A representative from a community-
administrative officer for the based organization with experience
county or a designee of the board in successfully providing
of supervisors rehabilitative services to persons
• The head of the county who have been convicted of a
department of employment criminal offense
• The head of the county office of • An individual who represents the
education 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 Realignment each CCP developed
and recommended a strategic local plan to the
county Board of Supervisors for
implementation. 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
the county board of supervisors.3 In addition, SB 92 authorized the BSCC to publish and
disseminate information regarding the implementation of those CCP plans through an
annual report to the Governor and the Legislature.
This report is the ninth annual report on the implementation of county CCP plans.
3 See Penal Code, § 6027, subd. (b)(11).
9
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10
DATA COLLECTION METHOD: FY 2020-21 CCP SURVEY
To comply with reporting requirements, the BSCC, in consultation with the Department of
Finance, California State Association of Counties, California State Sheriffs Association,
and Chief Probation Officers of California, developed a CCP Survey to gather information
annually about county CCP implementation plans. The intent of the CCP Survey is to
gather information about each CCP’s efforts, goals, and successes in implementing
Public Safety Realignment. The first survey was distributed in 2013 for FY 2012-13 CCP
information. Any changes made to the survey are approved prior to distribution by the
Department of Finance, California State Association of Counties, California State Sheriffs
Association, and Chief Probation Officers of California.
Each year, the CCP survey and an annual letter to the field are distributed electronically
to each Chief Probation Officer as the CCP Chair. Chairs are asked to share the survey
with CCP members and submit responses to the BSCC that represent the collective views
of the CCP and not a single agency or individual.
The FY 2020-21 CCP Survey (see Appendix Section) consists of two (2) parts and five
(5) sections. Part A (completed as a Microsoft Word document) consists of Sections 1
through 3. Section 1 elicits information about CCP Membership, Section 2 gathers
information about goals, objectives, and outcome measures of the CCP, and Section 3,
an optional section, gathers information about evaluation, data collection, programs and
services, training and technical assistance needs, and local best practices. Section 3 was
a new addition starting with the 2015-16 CCP Survey to reflect new definitions approved
by AB 1050 (AB 1050, Ch. 270, Sec. 6027, 2013-2014) and to increase focus on topics
such as mental health, substance-use disorder, and behavioral health treatment. Part B
(completed as a Microsoft Excel file) consists of two (2) sections and gathers information
about the use of Fiscal Years 2019-20 and 2020-21 Public Safety Realignment Funding
(Sections 4 and 5, respectively).
The FY 2020-21 CCP Survey was emailed to each Chief Probation Officer on October
16, 2020. Survey submissions were due by December 15, 20204. All 58 counties
responded to the FY 2020-21 CCP Survey.
To assist counties with responding to the survey, starting in 2013, each year’s Budget Act
has provided funding to counties that submit the survey to the BSCC. Specifically, the
Budget Act of 2020 (AB 74, Chapter 6) appropriated $7,950,000 to counties as follows:
Counties were eligible to receive funding if they submitted a report to the Board of
State and Community Corrections by December 15, 2020, that provided information
about the actual implementation of the 2019-20 and 2020-21 Community Corrections
Partnership plan accepted by the County Board of Supervisors pursuant to Section
1230.1 of the Penal Code. Requested information included, but was not limited to,
progress in achieving outcome measures as identified in the plan or otherwise
available. Additionally, information about plans for the 2019-20 allocation of funds,
4 Survey submissions and updated implementation plans were due by December 15, 2020 to receive CCP
Survey funding (see information in text about the Budget Act of 2020).
11
including future outcome measures, programs and services, and funding priorities as
identified in the plan accepted by the County Board of Supervisors was requested.
Funds were disbursed by January 31, 2021 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
Statewide Summary of Key Information from FY 2020-21 CCP Survey
The statewide summary focused on key information provided in Part A of the survey.
Table 1 and Figures 1 through 6 summarize CCP composition, evaluation of programs
and services, and the percent of funds allocated toward use of evidence-based
programming. Table 2 and Figure 7 summarize the types of programs and services
offered by each county. Part B responses were not summarized as survey flexibility in the
way counties could report the use of CCP funds limited the ability to summarize across
counties.
CCP Composition, Evaluation of Programs, and Percent of Allocation used for
Evidence-Based Practices
Table 1 provides an at-a-glance summary of each county’s CCP composition, whether
the programs are evaluated for effectiveness, and the percent of allocation used for
evidence-based programming. For each county’s CCP composition, the table provides
whether the CCP membership is complete5, the CCP’s meeting frequency (bi-weekly,
monthly, bi-monthly, quarterly, semi-annually, other specified by the respondent), the
meeting frequency of the CCP’s Executive Committee (bi-weekly, monthly, bi-monthly,
quarterly, semi-annually, other specified by the respondent), and the subcommittees or
working groups of the CCP6 in columns two through four, respectively. The second-to-
last column identifies whether the county evaluates the effectiveness (as defined locally)
of the programs and/or services funded.7 The final column indicates the percentage of
the allocation that is used for evidence-based programming (less than 20 percent, 21 –
40 percent, 41 – 60 percent, 61 – 80 percent, and 81 percent or higher).8
5 Penal Code Section 1230 identifies the membership of the CCP. CCP membership was considered
complete if survey responses provided a name of each individual fulfilling a membership role as of October
1, 2020. Any roles specified as vacant or N/A in the survey response were considered unfilled positions.
6 For the table, CCP’s with a single subcommittee or working group were identified. “Multiple” was used for
any CCP with more than one subcommittee or working group.
7 This was an optional question within the survey. Respondents may have declined to provide a response
resulting in no information provided for Table 1. As such, this list may not include all counties that evaluate
the effectiveness of the programs.
8 Ibid.
12
• Out of the 58 counties, 55 responded to the optional question about the evaluation
of programs and services. Of those 55 counties, 85 percent (n = 47) evaluated the
effectiveness of programs and services; 15 percent (n = 8) did not (see Figure 1).
• Out of the 58 counties, 54 counties responded to the optional question about
percentage of allocation toward evidence-based programming. Of those 54
counties, 17 percent (n = 9) allocated less than 20 percent of their funds to
evidence-based programming; 30 percent (n = 16) allocated 21-40 percent; 17
percent (n = 9) allocated 41-60 percent; 18 percent (n = 10) allocated 61-80
percent, and 18 percent (n = 10) allocated 81-100 percent (see Figure 2).
• Out of the 58 counties, 64 percent (n = 37) reported having complete CCP
membership, with 36 percent (n = 21) reporting vacancies (see Figure 3).
• Out of the 58 counties, 47 percent (n = 27) of the CCPs met quarterly and 16
percent (n = 9) met semi-annually (See Figure 4).
• Out of the 58 counties, 36 percent (n = 20) of the CCP Executive Committees meet
quarterly and 21 percent (n = 20) meet as needed (see Figure 5).
• Out of the 58 counties, 48 percent (n = 28) reported having subcommittees or
working groups while 52 percent (n = 30) did not (see Figure 6).
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Table 1. Summary of CCP Composition, Evaluation of Programs, and Allocation Use for Evidence-Based Programs by County.
Percentage of Allocation Used
Subcommittees Evaluate Effectiveness of for Evidence-Based
Complete Meeting Executive Committee or Working Programs/Services Programming
County Membership Frequency Meeting Frequency Groups (optional question) (optional question)
Alameda ✓ Quarterly Bi-monthly Yes Yes 81% or higher
Alpine As needed As needed No Yes 21% – 40%
Amador As needed As needed No
Butte ✓ Bi-monthly Bi-monthly Yes Yes 21% – 40%
Calaveras Bi-monthly Bi-monthly No Yes 81% or higher
Colusa ✓ Semi-annually Semi-annually No Yes 61% – 80%
Contra Costa ✓ Quarterly Quarterly Yes Yes 21% – 40%
Del Norte Semi-annually Semi-annually No Yes 21% – 40%
El Dorado Quarterly Quarterly No No 41% – 60%
Fresno Quarterly Quarterly Yes Yes 21% – 40%
Glenn Semi-annually Semi-annually Yes Yes 41% – 60%
Humboldt Monthly Monthly No Yes 41% – 60%
Imperial ✓ Monthly Monthly Yes Yes 21% – 40%
Inyo ✓ Quarterly Semi-annually Yes Yes 61% – 80%
Kern ✓ Quarterly Quarterly Yes Yes 41% – 60%
Kings ✓ Quarterly Quarterly No Yes Less than 20%
Lake As needed Annually No Yes 41% – 60%
Lassen ✓ Monthly Monthly No Yes Less than 20%
Los Angeles ✓ Quarterly Quarterly Yes Yes 81% or higher
Madera ✓ Quarterly Quarterly No No 21% – 40%
14
Percentage of Allocation Used
Subcommittees Evaluate Effectiveness of for Evidence-Based
Complete Meeting Executive Committee or Working Programs/Services Programming
County Membership Frequency Meeting Frequency Groups (optional question) (optional question)
Marin Semi-annually Semi-annually Yes Yes 61% – 80%
Mariposa Quarterly As needed No Yes
Mendocino Quarterly Quarterly No No 21% – 40%
Merced ✓ Quarterly Quarterly Yes Yes 21% – 40%
Modoc ✓ As needed As needed Yes Yes Less than 20%
Mono ✓ Bi-monthly Bi-monthly Yes No 81% or higher
Monterey ✓ Semi-annually Semi-annually No No 61% – 80%
Napa ✓ Quarterly Quarterly No No Less than 20%
Nevada Quarterly Quarterly No Yes 21% – 40%
Orange ✓ Quarterly Quarterly Yes Yes Less than 20%
Placer ✓ As needed As needed No Yes Less than 20%
Plumas Monthly Monthly No Yes 41% – 60%
Riverside ✓ Annually 3-4 times per year Yes Yes 61% – 80%
Sacramento ✓ Semi-annually Semi-annually Yes Yes 81% or higher
San Benito Quarterly Quarterly No No Less than 20%
San Bernardino Semi-annually As needed No Yes 21% – 40%
San Diego ✓ Semi-annually As needed No Yes 81% or higher
San Francisco ✓ Annually Annually No Yes 81% or higher
San Joaquin ✓ Bi-weekly Monthly Yes Yes 41% – 60%
San Luis Obispo Monthly As needed Yes Yes 21% – 40%
San Mateo ✓ As needed As needed Yes Yes 81% or higher
15
Percentage of Allocation Used
Subcommittees Evaluate Effectiveness of for Evidence-Based
Complete Meeting Executive Committee or Working Programs/Services Programming
County Membership Frequency Meeting Frequency Groups (optional question) (optional question)
Santa Barbara ✓ Bi-monthly Bi-monthly Yes Yes Less than 20%
Santa Clara ✓ Quarterly As needed No Yes 21% – 40%
Santa Cruz ✓ Quarterly Quarterly Yes Yes 61% – 80%
Shasta ✓ Quarterly Monthly (except Apr, Yes Yes Less than 20%
July, Dec)
Sierra Annually Annually No
Siskiyou Quarterly Quarterly No
Solano ✓ Tri-annually Tri-annually Yes Yes 21% – 40%
Sonoma ✓ Monthly Monthly Yes Yes 81% or higher
Stanislaus ✓ Quarterly Quarterly Yes Yes 21% – 40%
Sutter ✓ Tri-annually Tri-annually No Yes 21% – 40%
Tehama ✓ Semi-annually Semi-annually No Yes 41% – 60%
Trinity Quarterly Quarterly No Yes 61% – 80%
Tulare ✓ Quarterly As needed No Yes 81% or higher
Tuolumne ✓ Quarterly Quarterly Yes Yes 61% – 80%
Ventura ✓ Quarterly Quarterly Yes Yes 41% – 60%
Yolo ✓ Quarterly Quarterly Yes Yes 61% – 80%
Yuba Quarterly As needed No No 61% – 80%
16
Figure 1. Evaluation of Programs and Services Figure 2. Percentage of Allocation Used for
Evidence-Based Programming
Less than
Evaluate 20
15% Effectivesness 18% 17% 21-40
41-60
Do Not Evaluate 18%
30%
Effectiveness
85% 61-80
17%
Figure 3. Complete CCP Membership Figure 4. CCP Meeting Frequency
Bi-weekly
2%
5% Bi-monthly
10% 7%
3% Monthly
10%
36% Yes
Quarterly
No 16%
64% Semi-annually
47%
Tri-annually
Annually
As needed
Figure 5. CCP Executive Committee Meeting Frequency Figure 6. Subcommittees or Working Groups
Bi-monthly
2%
Monthly
9%
21% Quarterly
12% Yes
48%
2% Semi-annually No
52%
4%
14% Tri-annually
36%
Annually
As needed
3-4 times per
year
17
Programs or Services Identified by County
Survey responses provided information about the types of programs or services funded
in each county (see Appendix Section, FY2020-21 CCP Survey, Section 2, Goals,
Objectives, and Outcome Measures, and Section 3, Optional Questions). For the
common types of programs or services provided (mental health/behavioral health,
substance use, housing, employment9, education10, and family11), Table 2 provides an at-
a-glance summary of the programs or services within each county. This list may not
represent all services available in the county but only those identified and reported by the
CCP through the annual survey.12 The level of detail provided within survey responses
varied from county to county. In general, a broad mention of providing a specific type of
service (e.g., provide counseling) was the minimum criterion to be included in the table
below. For further detail about the specific programs or services, refer to the county’s
individual survey response.
Out of the 58 counties, 100 percent (n = 58) provided mental health services; 100 percent
(n = 58) provided substance use disorder services; 71 percent (n = 41) provided housing
services; 50 percent (n = 29) provided employment services; 40 percent (n = 23) provided
education services; and 17 percent (n = 10) provided family services (see Figure 3).
Table 2. Summary of Types of Services within each County.
Mental Health/ Substance Use
County Behavioral Health Disorder Housing Employment Education Family
Alameda ✓ ✓ ✓ ✓ ✓ ✓
Alpine ✓ ✓
Amador ✓ ✓ ✓ ✓
Butte ✓ ✓ ✓ ✓ ✓
Calaveras ✓ ✓ ✓ ✓
Colusa ✓ ✓ ✓
Contra Costa ✓ ✓ ✓ ✓
Del Norte ✓ ✓ ✓ ✓
El Dorado ✓ ✓ ✓ ✓
Fresno ✓ ✓ ✓ ✓ ✓
Glenn ✓ ✓
Humboldt ✓ ✓ ✓
Imperial ✓ ✓ ✓ ✓
9 Employment focused on providing skills training and employment connections.
10 Education services focused on academic achievement (e.g., GED, high school graduation, college
entrance) as opposed to trade schools or other trade skill training (see Employment column).
11 Family services focused on family-oriented education, service, and training (e.g., parenting classes, life
skills).
12 Section 3, Optional Questions, of the survey focused on programs and services in the county. As this
section was optional, respondents may have declined to provide a response.
18
Mental Health/ Substance Use
County Behavioral Health Disorder Housing Employment Education Family
Inyo ✓ ✓
Kern ✓ ✓ ✓ ✓
Kings ✓ ✓ ✓
Lake ✓ ✓ ✓ ✓
Lassen ✓ ✓ ✓
Los Angeles ✓ ✓ ✓
Madera ✓ ✓ ✓ ✓
Marin ✓ ✓ ✓ ✓
Mariposa ✓ ✓ ✓
Mendocino ✓ ✓ ✓
Merced ✓ ✓ ✓ ✓
Modoc ✓ ✓ ✓ ✓ ✓
Mono ✓ ✓ ✓
Monterey ✓ ✓ ✓ ✓
Napa ✓ ✓
Nevada ✓ ✓ ✓
Orange ✓ ✓ ✓
Placer ✓ ✓ ✓
Plumas ✓ ✓ ✓ ✓ ✓
Riverside ✓ ✓ ✓ ✓ ✓
Sacramento ✓ ✓
San Benito ✓ ✓ ✓ ✓ ✓
San Bernardino ✓ ✓ ✓ ✓ ✓
San Diego ✓ ✓ ✓
San Francisco ✓ ✓ ✓ ✓
San Joaquin ✓ ✓ ✓ ✓ ✓
San Luis Obispo ✓ ✓ ✓
San Mateo ✓ ✓ ✓ ✓
Santa Barbara ✓ ✓ ✓
Santa Clara ✓ ✓ ✓ ✓ ✓ ✓
Santa Cruz ✓ ✓ ✓ ✓
Shasta ✓ ✓ ✓ ✓
Sierra ✓ ✓
19
Mental Health/ Substance Use
County Behavioral Health Disorder Housing Employment Education Family
Siskiyou ✓ ✓ ✓
Solano ✓ ✓ ✓ ✓ ✓
Sonoma ✓ ✓ ✓ ✓ ✓
Stanislaus ✓ ✓ ✓ ✓
Sutter ✓ ✓ ✓ ✓
Tehama ✓ ✓ ✓ ✓
Trinity ✓ ✓ ✓ ✓
Tulare ✓ ✓ ✓ ✓ ✓
Tuolumne ✓ ✓ ✓
Ventura ✓ ✓
Yolo ✓ ✓ ✓ ✓ ✓
Yuba ✓ ✓ ✓ ✓ ✓
Figure 7. Types of Programs and Services Offered by Counties
58 58
41
29
23
10
Mental HealthSubstance Use Housing Employment Education Family
This report provides information and data compiled from the FY 2020-21 CCP Surveys.
The information is divided into two (2) sections—the first providing a statewide summary
of key information from the survey, and the second providing individual responses from
each county. Prior reports on the implementation of local CCP plans can be accessed via
the BSCC website at: http://www.bscc.ca.gov/m_realignment/. 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.
ecivreS
gnireffO
seitnuoC
fo
rebmuN
Types of Programs and Services
20
FY 2020-21 Community Corrections Partnership Survey
Alameda County
CCP Membership as of October 1, 2020.
Wendy Still Lori Cox
Chief Probation Officer Department of Social Services
Honorable Tara M. Desautels Colleen Chawla
Presiding Judge or designee Department of Mental Health
Susan Muranishi Rhonda Boykin
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
Gregory Ahern Kamarlo Spooner
Sheriff Community-Based Organization
Jeff Tudor Kamarlo Spooner
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
21
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Reduce Recidivism
Objective Percent of clients with a new felony conviction within three years of placement
on supervision (BSCC definition)
Outcome Percent of clients with a violation of probation within three years of placement
Measure 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 19/20
Measure
Outcome Percent of clients who were terminated from probation in FY18/19 and obtained
Measure a new offense in FY 19/20 (one year after termination of probation).
Progress 24% obtained a new felony conviction (BSCC definition)
toward 34% obtained a violation
stated goal 9.8% of active clients received a new offense in FY in19/20
6.4% 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/GED program; and
3. Percent that enrolled in college.
Outcome Housing:
Measure 1. Percent change from FY 18/19 to FY 19/20 for enrollments and total served; and
2. Percent served who exited the program with permanent or temporary housing.
Progress During FY 19/20, Alameda County Probation transitioned to an automated Case
Toward Management System. Numbers below reflect a combination of automated and
Stated manual reporting data. Effective 2020/21 automated data will be utilized for
Goal reporting
Data from Tyler Supervision (Automated Case Management System)
Employment
Referred – 984 individuals
Enrolled – 744 (76%)
Education
Referred – 237 individuals
Enrolled – 203 (86%)
22
Housing
Referred – 1474 individuals
• 152 obtained permanent housing with 80% not returning to homelessness
• 496 received temporary housing services through contracted housing
providers
Referrals and Enrollments Summary - Tyler Supervison
1600
1474
1400
1200
984
1000
744
800
648
600
400
237
203
200
0
Employment Education Housing
# Clients Referred # Clients Enrolled
Data Manually Reported by Providers
Employment
Only 2 out of 7 providers (29%) provided employment data through manual reports.
381 referrals were manually reported by provider(s).
• Enrolled/Assessed: 470 or 123%. Greater than 100% data is due to
carryover of referrals from prior year with enrollment or assessment in
current year
• Subsidized Employment (of those assessed): 320 or 68%
• Unsubsidized Employment (of those assessed): 111 or 24%
• 30-day Job Retention (of those placed in unsubsidized employment): 101
or 91%
• 90-day Job Retention (of those who reached a 30-day benchmark): 59 or
58%
• 180-day Job Retention (of those who reached a 90-day benchmark): 39 or
66%.
Education
Only 1 out of 4 providers (25%) provided education data through manual reports
Total enrolled in education programming: 67
• Enrolled in a high school/GED program: 9 or 13%
• Completed high school during FY 19/20: 1 or 2%
• Enrolled in college during FY 19/20: 0 or 0%
23
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 enrollment
Measure in the Transition Day Reporting Center.
Progress Between July 2019 and December 2019, 80% of referred clients enrolled into
Toward the Transition Day Reporting Center. (Note: 123 referred; 99 enrolled). Of those,
Stated Goal 12% were connected to one or more services within 30 days.
Note: The TDRC contract with LCA ended December 31, 2019.
In April 2020, the Probation Department awarded the contract to a new service
provider (Felton) and established the Center of Reentry Excellence (CORE).
This center, located within the Probation Office, provides services which
include, enrollment into Cognitive Behavioral Therapy (CBT) workshops,
barrier identification and removal (California ID card issuance and Social
Services benefit assessments/enrollments), engagement and connecting
clients to education, employment, housing, and health care services. In
addition, the center provides a clothing closet, food pantry and congregate
dining facility. From April-June 2020, 219 referrals and 213 active enrolled
clients were serviced at the CORE, a 97% engagement rate. Felton almost
doubled the total number of clients serviced the prior year in less than 3 months.
In addition to the CORE, Alameda County operates a Transitions Center within
the Santa Rita Jail. This multi-disciplinary facility connects clients pre-release,
to the same services identified above.
The Alameda County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21
Goal Reduce Recidivism – To promote community safety and improve the quality of
lives of all people in the community by reducing recidivism defined as: “re-arrest,
re-conviction, or return to incarceration/ custody for people with conviction
histories, with or without a new sentence within three years.”
Objective Reduce the rate of recidivism from prior year for clients within three years of
placement on supervision (BSCC definition)
Objective Reduce the percentage of violations filed by the Probation Department, District
Attorney or PRCS violations in comparison to prior year.
24
Objective Reduce the percentage of active clients with a new offense in comparison to
prior year
Objective Reduce the percentage of clients who were terminated from probation in
FY19/20 and obtained a new offense in FY 20/21 (one year from termination
date)
Outcome Number/percent of clients with a new felony conviction within three years of
Measure placement on supervision (BSCC definition)
Outcome Percent of clients with a violation of probation within three years of placement
Measure on supervision (BSCC definition) Note: violations filed by the Probation, District
Attorney or PRCS violations
Outcome Percent of active clients with a new offense in FY 20/21
Measure
Outcome Percent of active clients who terminated from probation in FY 19/20 that
Measure obtained a new offense in FY 20/21
Outcome Number of clients supervised by Probation who have been terminated early
Measure from supervision, successfully or unsuccessfully
Outcome Number of Penal Code 1203.4 (Expungement) and Clean Slate petitions filed
Measure and granted
Progress Resource Development Associates (RDA) worked with Alameda County from
toward February 2016 through December 2019 to evaluate the County’s AB 109
stated goal implementation and outcomes. They published a report in July 2020 which
provided an updated population overview and analysis of AB 109-funded
service receipt and examined recidivism outcomes for individuals under
probation supervision for a felony offense since the enactment of Realignment.
Key findings of the report are listed below:
• Alameda County’s average daily jail and probation populations have
decreased since the enactment of Realignment.
• Beginning in 2015, a greater variety of AB 109-funded services were
available to individuals under probation supervision. As a result, a greater
proportion have been connected to AB 109-funded services since that time.
Between 2015 and 2019, 19% of the County’s probation population enrolled
in AB 109-funded services.
• Individuals who received AB 109-funded services were less likely to
recidivate than individuals who did not receive these services.
• Individuals who received AB 109-funded services recidivated at a slower
rate than individuals who did not receive these services.
• Individuals under PRCS had higher recidivism rates than other caseload
types, as did individuals with more extensive and serious criminal histories,
and those who were younger; men and women had similar recidivism rates.
• Approximately one quarter of individuals under probation supervision have
been diagnosed with serious mental illness and/or substance use disorder.
These individuals are at a greater risk of recidivism than individuals without
these diagnoses; this is especially true for individuals diagnosed with serious
mental illness.
• Mental health and substance use services effectively reduce recidivism
among individuals diagnosed with serious mental illness and/or substance
25
use disorder; however, only about one quarter of these individuals are
connected with ACBH services.
Goal High quality, comprehensive, wrap-around services beginning at the first point
of contact with the criminal justice system, with a reintegration and reunification
focus that leads to pro-social outcomes
Objective Establish reentry planning and response at the earliest possible point of contact
with the criminal justice system and continue until “successful” reintegration, as
defined by an individualized plan and the acquisition of positive services and
social-based outcomes that are high-quality, peer involved, and
comprehensive, in the following areas: Civic/Community Engagement; Family
Reunification/Stability; Education; Health; Housing; Social Services; Workforce
Development and Employment; Joint Education/Workforce Development
Objective COMMUNITY AND CIVIC ENGAGEMENT
Increase the number of community/outreach events that provide education
around restorative justice practices, history of institutionalized racism,
oppression within the criminal justice systems and trauma
Objective Increase the number of reentry individuals hired as peer mentors for reentry
programs
Objective Expand case management plans with a direct correlation to risk and needs
assessments
Objective 90% of PRCS clients in the county jail to receive risk and needs assessments
pre-release
Objective 80% of active female clients will receive gender specific risk and needs
assessments within 30 days of active probation
Objective Increase hiring of Reentry positions in Probation to ensure 75% of funded
positions remain filled
Objective Incorporate more evidence-based and culturally responsive practices to
improve services
Objective Develop an Alameda County Reentry Network for Education
Objective Increase referrals to physical and behavioral health services in custody and on
supervision
Objective Develop MOU’s that allow for collection and reporting of behavioral health data
and establish measures
Objective Increase training and hiring of reentry peer specialists in mental health
programs
Objective Increase percentage of target population receiving health screenings at intake
at SRJ
Objective Increase percentage of target population receiving SUD screenings at intake at
SRJ
Objective Increase percentage of target population receiving SUD services pre-release
Objective Increase percentage of target population receiving SUD services post-release
Objective Ensure all clients who require MAT services in-custody or in the community
receive services
Objective Increase the percentage of the target population receiving access to health
insurance
Objective HOUSING
Decrease homelessness in comparison to prior year
26
Objective Increase the number of permanent and transitional housing placements from
prior year
Objective WORKFORCE DEVELOPMENT and EMPLOYMENT
Increase referrals to employment services pre-release from prior year
Objective Of those enrolled in employment services, increase the percent who obtained
30 day; 90 day; and 180-day job retention
Outcome COMMUNITY/CIVIL ENGAGEMENT
Measure 1. Number and percentage of Reentry positions in ACPD in comparison to
prior year
2. Number and percentage of Case Plans completed
3. Number and percentage of COMPAS Assessments
4. Number and percentage of WRNA Assessments
Outcome EDUCATION
Measure 1. Percent of target population completing GED or High School prior to
release
2. Percent of target population enrolling in and completing GED or High
School within two years of release
3. Percent of (eligible) target population completing secondary/post-
secondary education or academic services (GED, diploma, college)
prior to release
4. Percent of target population enrolling in and completing college level
courses within one year of release
5. Percent of target population attaining a higher education degree or
certificate within four years of release
6. Percent of target population completing Career Technical Education
within two years of release
7. Number and percent of viable, short-term Career Technical Education
programs available for the target population, pre- and post-release
Outcome FAMILY REUNIFICATION
Measure 1. Number of referrals to Family Reunification services provided by
community- based organizations to include county jail and prison pre-
release
2. Community/Civic Engagement Subcommittee to present to CCP
progress towards establishing MOU’s, systems and measures for data
collecting and reporting on Family Reunification goals
Outcome HEALTH CARE SERVICES
Measure 1. Number of referrals by Probation to Behavioral Health services
compared to prior year
2. Mental Health Subcommittee to present to CCP progress towards
establishing MOU’s, systems and measures for data collection and
reporting
3. Number and percentage of Reentry Peer Specialists providing Mental
Health Services and SUD in comparison to prior year
4. Health Subcommittee to present to CCP progress towards establishing
MOUs, systems and measures for data collection and reporting.
Outcome HOUSING
Measure 1. Percentage change from FY19/20 to 20/21 for housing enrollments and
total served for probation
27
2. Housing Subcommittee to present to CCP progress towards establishing
MOU’s, systems and measures for data collection and reporting.
3. Percentage change from FY19/20 to 20/21 for those who exited to
permanent or transitional housing
Outcome WORKFORCE DEVELOPMENT and EMPLOYMENT
Measure
1. Of the total number referred to employment services, percent of
participants enrolled
2. Of those enrolled in employment services, the percent of participants
placed in subsidized and unsubsidized employment
3. Of those enrolled in employment services, the percent who obtained 30
day; 90 day; and 180-day job retention
4. Number of referrals for employment services pre-release from prison and
county jail
Progress Alameda County has established a strategic plan “Roadmap to Reentry” that
toward was approved by the Board of Supervisors in August 2020. This roadmap
stated goal expanded the goals, objectives and performance measures the County will
collaboratively strive to obtain. The ongoing and continued investment is
showing progress as reported in the RDA report. Clients who are engaged in
AB109 funded programs and services have a lower percentage of recidivism.
We will continue to enhance the service and delivery of these programs and
invest in modernized and transparent systems of reporting and evaluation.
Goal Develop a Network of Well-Coordinated Systems of Service
Objective Develop an effective, culturally responsive, well-coordinated system of services
that promotes evidenced-based practices with and for those impacted by
reentry, including reentry individuals, their families, victims and the community
Objective Increase the number and percent of interagency MOUs (Memorandum of
Understanding) including CBOs and government agencies to increase cross-
system information and resource sharing to provide specific services
Objective Review Federal, State, and local policies that disproportionately penalize the
target population from obtaining housing, support services and employment
Outcome Stakeholder agencies to present to the CCP on progress towards
Measure implementation of Evidence Based Practices and cultural responsivity within
their agencies on an annual basis
Outcome All Subcommittees to report to the CCP on progress towards completion of
Measure MOUs and data sharing
Outcome All Subcommittees to report to the CCP on review of Federal, State, and local
Measure polices that disproportionately penalize the target population from obtaining
housing, support services and employment
Progress The COVID-19 Pandemic provided an opportunity for enhanced communication
toward and problem solving among the reentry networks. Agencies modernized
stated goal equipment, tracking and reporting mechanism’s as well as more responsive
communication among members and to the clients and community. We will
continue to build off the momentum of this challenge to continue efforts in
research and data sharing.
28
Goal Accountability, Transparency, Fiscal and Performance Outcomes
Objective Ensure transparency and accountability through outcome-based evaluations
based on evidentiary practices and a supporting information system that has
the ability to track individual services, provider and system outcomes and collect
appropriate data/ statistics
Objective Increase the number and percent of interagency MOUs (Memorandum of
Understanding) including CBOs and government agencies to increase cross-
system information and resource sharing to provide specific services
Objective Review Federal, State, and local policies that disproportionately penalize the
target population from obtaining housing, support services and employment
Outcome Stakeholder agencies to present to the CCP on progress towards
Measure implementation of Evidence Based Practices and cultural responsivity within
their agencies on an annual basis
Outcome All Subcommittees to report to the CCP on progress towards completion of
Measure MOU’s and data sharing
Outcome All Subcommittees to report to the CCP on review of Federal, State, and local
Measure polices that disproportionately penalize the target population from obtaining
housing, support services and employment
Progress This year has brought unprecedented new challenges for the world, nation,
toward state, and county. We have been challenged to find new and innovative ways
stated goal to keep our communities safe and healthy, as well as listen to the concerns
surrounding demand for law enforcement reform, the call for racial equality, and
requests for additional transparency and responsiveness. The County originally
developed the “Roadmap to Reentry” which was approved by the Board of
Supervisors in August 2020 which outlined our County Vision. This year’s
CCP updated the Goals, Objectives, and Measures to ensure responsiveness
to the concerns of the population and the community we serve.
29
FY 2019-20 and FY 2020-2021 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$2,194,652
Reserve
$3,185,210
$21,251,054
Program Services
$24,187,701
$3,250,000
Probation Department
$3,250,000
$1,250,000
Public Defender
$1,250,000
$1,250,000
District Attorney
$1,250,000
$18,500,000
Sheriff
$18,500,000
FY 2020-21 $43,306,402 FY 2019-20 $51,622,911
FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$3,250,000
Probation Department
$3,250,000
$1,250,000
Public Defender
$1,250,000
$1,250,000
District Attorney
$1,250,000
$18,500,000
Sheriiff Department
$18,500,000
FY 2020-21 $24,250,000 FY 2019-20 $24,250,000
30
FY 19-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
$6,809,316
To be allocated
$1,966,766
Transitional Day Reporting Center (TDRC)
$250,000
Probation Client Support
$1,677,426
Female/Male Residential Multi-Service Center- Project Costs
$6,545,802
$5,222,321
Housing
$4,472,000
$4,085,225
ACBH-Substance Use and Mental Health Services
$4,085,225
Family Reunification
$3,000,000
$1,200,000
Career Training
$2,027,847
Education
$1,180,542
Employment
$950,000
Reentry Court
$898,288
Sex Offeder Treatment
$550,000
Recovery residence/transitional Housing Facility
$408,997
Realignment Evaluation
$30,000
$40,000
211 Alameda County Information & Referral Services
$30,000
Community Advisory Board Transp Stipends
$9,000
FY 2020-21 $21,251,054 FY 2019-20 $24,187,701
31
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 and community input from listening sessions 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 and culturally
responsive service models 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?
Alameda County contracted with an outside evaluator who evaluated the County’s
realignment efforts. The Probation Department has implemented a case management data
system that includes a service provider portal. Information from this system allows us to
track program effectiveness, as it relates to client outcomes. The County also seeks grants
and has been fortunate to receive multiple grants that enhance funding to the Reentry
populations and often have independent evaluators attached.
Does the county consider evaluation results when funding programs and/or
services?
Yes
If yes, how?
The county utilizes evaluations, research and data analysis when funding 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
32
What percentage of the Public Safety Realignment allocation is used for evidence-
based programming (as defined locally)?
81% or higher
We would like to better understand your county's capacity to offer mental health,
substance use disorder, behavioral health treatment programs, and/or other
services? What type and level of services are now available?
Mental Health Services:
In-Custody: Medication evaluations and counseling; psychiatric hospitalization (5150 crisis);
and pharmacy
Out-of-Custody: psychiatric hospitalization and residential; crisis medication; counseling;
and pharmacy. Additionally, the Probation Department is utilizing clinicians embedded
onsite within its offices to provide mental health services, working collaboratively with the
Probation staff as members of a multi-disciplinary team.
Substance Use Disorder Services:
Out-of-Custody: detox; sobering station; residential/recovery residences; outpatient group
and individual sessions; care management; and narcotic treatment programs (dosing and
counseling)
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 support • Transportation assistance
• 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 Enrollment
classes
• Apprenticeship Programs • Literacy intervention services
• Adult Basic Education • Career Technical Education Training
• Academic Counseling • Educational Navigation Services
33
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.
What 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
34
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-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
35
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%!
36
FY 2020-21 Community Corrections Partnership Survey
Alpine County
CCP Membership as of October 1, 2020.
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
37
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Probation Department Case Management System Implementation
completed in February 2020
Progress The Go-live set for November 18, 2019 – December 6, 2019 was a success.
toward The input of all data was completed by February on 2020 and the project
stated goal ended with successful reports in that same month.
Goal Increase Staff in Probation Department
Objective This is a carryover goal from 2017/2018. 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.
The Alpine County CCP reports it will use the same goals, objectives,
and outcome measures identified above in FY 2020-21.
38
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$600
Training and Office supplies
$55,000
El Dorado County Jail
$55,000
$46,400
Probation admin position
$46,400
Case Management Software
$130,000
$21,000
Network Infrastructure
$12,371
$1,190
Technical Support
$2,791
$4,866
Indirect costs
$5,029
$46,000
Misc Special Services / Sheriff's Office MOU
$40,000
$11,307
Insurance
$11,120
$85,786
50% Salarie and benefits of CPO
$82,733
FY 2020-21 $272,149 FY 2019-20 $385,444
FY 19-20 and 20-21 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 2020-21 $95,000 FY 2019-20 $95,000
39
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 as well as on an as needed basis. In 2020 we
have only met once because of COVID and until the crisis is over, we will only meet on
an as needed basis. The Administrative Assistant in the department 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
which has completed this year. Upon the completion of the system there was a meeting
to report on the positive outcome of the new system.
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?
As with the Case Management System, each department is doing their own evaluation of
the program and reporting to the county in budget meetings and the CCP when we meet.
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
40
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 is limited 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. We also have Tahoe Youth and Family
Services for parenting classes and youth classes. 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 or staffed gas station. The County’s only school is K-8. Until 2016, the high
school students were bussed to Nevada to attend high school. There was an option to
bus students to El Dorado County, California implemented in 2016. In Alpine County, 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.
41
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42
FY 2020-21 Community Corrections Partnership Survey
Amador County
CCP Membership as of October 1, 2020.
Mark Bonini Anne Watts
Chief Probation Officer Department of Social Services
Dawn Harmon Mellissa Cranfill
Presiding Judge or designee Department of Mental Health
Chuck Iley, CAO Vacant
County Supervisor or Chief Administrator Department of Employment
Todd Riebe Melissa Cranfill
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
Chris Mynderup 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
43
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Continue to deal with impacts as a result of realignment and provide
a fluid response to those impacts
Objective Supervision of offenders
Objective Ensure jails beds are available for offenders
Objective Ensure evidenced based programing (EBP) is available
Outcome All offenders supervised by agency responsible for community supervision
Measure
Outcome Sheriff’s office has access to out of county contract beds if/when needed
Measure
Outcome All offenders have access to EBP
Measure
Progress No offenders have gone unsupervised, been released from custody early
toward and EBP is available. The CCP continues to have the ability to address
stated goal impacts quickly and with little interference.
Goal Eliminate barrier to employment and build employment
competencies utilizing the Workforce Assistance Placement
Program (WAPP)
Objective On the job training
Objective Offer assistance with job search and pre-employment activities
Objective Eliminate barriers to employment; transportation and dress/safety gear
Outcome Participants receive transferable skills to become gainfully employed
Measure
Outcome Participants learn job search, how to create a resume, interviewing skills
Measure and will dress appropriately for interviews and day to day employment
Outcome Participants receive budgeting training
Measure
Progress Program continues and offenders completing will have learned
toward employment competencies, job searching and budgeting skills to become
stated goal gainfully employed but to also be responsible regarding their finances
Goal Maintain a Psychiatrist on Health and Human Services staff to
provide services to realigned populations.
Objective Ensure psychiatric care is available for all realigned populations
Outcome Keep tally of realigned populations serviced be our Psychiatrist.
Measure
Progress We continue to have a Psychiatrist on staff who services our realigned
toward populations.
stated goal
The Amador County CCP reports it will use the same goals, objectives,
and outcome measures identified above in FY 2020-21.
44
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$192,787
Reserve Funds
$261,983
$1,461,298
Community Corrections Budget
$1,601,938
FY 2020-21 $1,654,085 FY 2019-20 $1,863,921
FY 19-20 and 20-21 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) $116,743
Salary/Benefits $107,902
FY 2020-21 $649,743 FY 2019-20 $640,902
FY 19-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
Hotel Rooms for Defendant (Temp. Emergency $3,000
Housing)
$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
$10,000
Swenson's - (WAPP Program-work boots, jackets, $12,000
pants) $12,000
$50,000
Sober Living Environment
$50,000
FY 2020-21 $85,940 FY 2019-20 $82,940
45
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.
46
FY 2020-21 Community Corrections Partnership Survey
Butte County
CCP Membership as of October 1, 2020.
Wayne Barley Shelby Boston
Chief Probation Officer Department of Social Services
Judge Clare Keithley Scott Kennelly
Presiding Judge or designee Department of Mental Health
Andy Pickett 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
Matt Madden 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
47
Goals, Objectives, and Outcome Measures
FY 2019-20
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 November 23, 2020, 417 PRCS Offenders were on supervision in
toward Butte County, with 32% in warrant status. In FY 19/20, 214 PRCS
stated goal Offenders were released onto supervision. During that same period, 143
PRCS Offenders were successfully discharged from supervision.
6 Month Felony Recidivism Rate for the PRCS Population was 4%
(based on 1983 PRCS Offenders who began supervision between
10/1/11 and 12/31/19, who were convicted in Butte County of a felony
within 6 months of beginning supervision). This rate decreased .2%
over last year.
12 Month Felony Recidivism Rate for the PRCS Population was 10.9%
(based on 1869 PRCS Offenders who began supervision between
10/1/11 and 6/30/19, who were convicted in Butte County of a felony
within 12 months of beginning supervision). This rate has stayed the
same 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 November 23, 2020, 133 Mandatory Supervision (MS) Offenders on
toward supervision in Butte County, with 35% in warrant status. In FY 19/20, 78
stated goal MS Offenders were released onto supervision. During that same period,
29 MS Offenders were successfully discharged from supervision.
48
6 Month Felony Recidivism Rate for the MS Population was 6% (based
on 652 MS Offenders who began supervision between 10/1/11 and
12/31/19, 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 14.2%
(based on 592 MS Offenders who began supervision between 10/1/11
and 6/30/19, who were convicted in Butte County of a felony within 12
months of beginning supervision). This rate decreased .8% over last
year.
Goal Provide effective supervision and programming to Alternative
Custody Supervision (ACS) offenders that ensures public safety and
uses evidence-based practices in reducing recidivism
Objective 100% of the offenders will be assessed to determine their individual needs
and follow-up with appropriate referrals
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 October 27, 2020, 38 Alternative Custody Supervision (ACS)
toward Offenders on supervision in Butte County. In FY 19/20, 193 ACS
stated goal Offenders were released onto supervision. During that same period, 148
ACS offenders were successfully discharged from supervision. Between
10/1/11 and 10/27/20, 182 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 2020-21.
49
FY 2019-20 and FY 2019-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$4,000,000
Jail Building Fund
$4,000,000
$2,000,000
Reserve funds
$2,000,000
$3,344,327
Carry Over Funds
$3,627,505
$72,646
District Attorney
$68,770
$134,137
Employment and Social Services
$134,137
$938,587
Department of Behavioral Health
$986,718
$3,519,608
Probation Department
$3,402,837
$4,826,087
Sheriff Department
$4,846,273
FY 2020-21 $18,835,392 FY 2019-20 $19,066,240
FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$880,888
Residential/ADF/Emergency Housing Services (SO/Pro)
$843,363
$119,731
Medical/Medication Services (BH)
$126,930
$1,185,030
Mental Health/Counseling Services (BH)
$949,507
$134,137
Employment/Veteran Services (DESS)
$134,137
$352,800
Day Reporting Center (SO)
$352,800
$13,500
Bus Passes (BH/SO/Prob)
$21,000
$345,000
GPS/RF Services (SO/Prob)
$345,000
$1,426,884
PRCS/Mandatory Supervision Services (Prob)
$1,371,540
$1,125,603
Alternative Custody Supervision Services (SO)
$1,118,516
FY 2020-21 $5,607,323 FY 2019-20 $5,286,543
50
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
51
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 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, Bear 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.
52
FY 2020-21 Community Corrections Partnership Survey
Calaveras County
CCP Membership as of October 1, 2020
Samuel Leach Kristin Stranger
Chief Probation Officer Department of Social Services
Timothy S. Healy Kristin Stranger
Presiding Judge or designee Department of Mental Health
Albert Alt Kristin Stranger
County Supervisor or Chief Administrator Department of Employment
Barbara Yook Kristin Stranger
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
53
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Perform a recidivism study.
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
stated goal been performed.
Goal Improve Connection to Services that help offenders achieve stability.
Outcome Number of personnel dedicated to connecting offenders to services and
Measure the number of services utilized by offenders.
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
offenders who are homeless and offenders who are mentally ill.
Outcome Number of emergency and transitional housing options in Calaveras
Measure County.
Progress The CCP has approved spending up to $50,000 to provide housing to
toward offenders.
stated goal
The Calaveras County CCP will add and/or modify goals, objectives,
and outcome measures identified above in FY 2020-21.
Goals, Objectives and Outcome Measures
FY 2020-21
Goal The CCP will explore options to address short term housing for
offenders who are homeless and offenders who are mentally ill.
Outcome Number of emergency and transitional housing options in Calaveras
Measure County.
Progress The CCP had approved spending up to $50,000 to provide emergency
toward shelters. CCP is planning to explore additional options to address short
stated goal term housing for homeless offenders and mentally ill offenders.
54
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$117,876
Health and Human Service Agency - Substance Abuse
$302,102
Health and Human Service Agency - Mental Health
$6,000
Facilities/Utilities
Non-Public Agencies
$66,500
$599,916
Sheriff
$587,528
$33,461
Adult Literacy
$30,737
$58,000
Human Resources
$54,000
Health and Human Services Agency
$454,405
$137,298
District Attorney
$82,180
Administration
$6,000
Day Reporting Center
$153,500
$779,555
Probation
$411,094
FY 2020-21 $2,034,208 FY 2019-20 $1,845,944
FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$58,000
Human Resources
$54,000
$6,000
Administration
$6,000
$599,916
Sheriff
$587,528
$419,978
Health and Human Services Agency
$454,405
$137,298
District Attorney
$82,180
$33,461
Adult Literacy
$30,737
$259,000
Day Reporting Center
$153,500
$454,055
Probation
$411,094
FY2020-21 $1,967,708 FY2019-20 $1,779,444
55
FY 19-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
$52,500
Emergency Housing
$52,500
$14,000
Substance Abuse Residential Treatment/ Sober Living
$14,000
FY2020-21 $66,500 FY 2019-20 $66,500
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
56
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 offenders’ 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.
57
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.
58
FY 2020-21 Community Corrections Partnership Survey
Colusa County
CCP Membership as of October 1, 2020.
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
59
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Continue utilization of Moral Reconation Treatment (MRT) (cognitive
intervention around criminal thinking), Thinking for Good (T4G),
Taking the High Road, English and Spanish Batterers’ Treatment
Programs and Female Batterers’ Treatment Program.
Objective Enroll all eligible AB109 probationers into MRT within the first month they
are out-of-custody.
Objective Assist all AB109 probationers who require assistance (e.g., bus passes)
and offer a variety of classes scheduled on various days and times.
Outcome 28 eligible probationers were enrolled in MRT in FY 2019-20; 6 graduated
Measure the program. 37 Eligible clients were enrolled in Thinking for Good, 3
graduated. 10 eligible clients enrolled in Taking the High Road. An
additional 24 were enrolled in Staying Quit.
Outcome 38 English speaking clients were enrolled in Batterers’ Treatment Program
Measure (BTP). 14 participants enrolled in Spanish Batterers’ Treatment Program
with 1 on a waiting list. 6 participants were enrolled in Female Batterers’
Treatment Program. 9 graduated English BTP and 2 graduated Spanish
BTP.
Progress At this current time goal is being met.
toward
stated goal
Goal Provide in-custody (jail) and out-of-custody Day Reporting Center
(DRC) Behavioral/Mental Health services to all of the AB109 clients
in Colusa County.
Objective All AB109 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 301 contacts were made by a Behavioral/Mental Health Therapist for
Measure appropriate needs and services at the jail and 345 contacts were made at
the DRC.
Outcome The clients assessed received Behavioral/Mental Health follow-up
Measure contacts at the jail and/or DRC, and appropriate services provided based
on each individuals assessment.
Progress At this time current goal is being met.
toward
stated goal
Goal Refer and provide employment assistance and education programs
to all AB109 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.
60
Objective Assist all eligible clients in the completion of resumes, how to answer
interview questions, and referrals to available jobs.
Outcome 107 clients were provided with educational programming at the jail and
Measure DRC through the Colusa County Office of Education.
Outcome One Stop provided services to 21 clients at the jail. 17 of the 38 clients
Measure receiving assistance in completing their job resumes and who were
actively searching for employment found jobs.
Progress At this current time goal is being met.
toward
stated goal
The Colusa County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Implement Probation Support Group via Zoom
Objective Implement a support group via Zoom that enables our clientele the
opportunity to have open lines of communication with peers and probation
staff, despite the pending pandemic. Furthermore, the opportunity to
receive program assistance and an outlet to voice their thoughts and fears
in a safe controlled environment.
Outcome Goal recently implemented; data not available at this time.
Measure
Progress Support goal has been implemented and is currently in progress.
toward
stated goal
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$346,865
Sheriff's Department
$346,865
$599,595
Probation Department
$587,050
FY 2020-21 $946,460 FY 2019-20 $933,915
61
FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$2,200
GPS/Electronic Monitoring
$1,000
$14,200
Assistance/Positive Reinforcement Incentives
$14,200
$14,000
Colusa County Office of Education
$14,000
FY 2020-21 $30,400 FY 2019-20 $29,200
FY 19-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
$15,000
Colusa One Stop
$15,000
FY 2020-21 $15,000 FY 2019-20 $15,000
Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
The Probation Department reviews 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 the needs of the clientele and sanctioned by the CCP.
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
62
If yes, how?
The Probation staff evaluate and review funded programs and/or services on a regular
basis evaluating the facilitation techniques, curriculum analysis and benefit to clientele.
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?
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 (CBO’s); lack of
Behavioral/Mental Health services for clients who are not eligible for Medi-Cal; lack of
phone accessibility and public transportation in various areas throughout the County for
this clientele population.
The current and anticipated reductions to the AB109 funding streams, sustained as a
direct result of the COVID-19 pandemic, have and will continue to adversely directly affect
our County’s ability to sustain both programming and service needs to our AB109
clientele.
What 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
Colusa County Department of Health and Human Services, Colusa County Behavioral
Health, Colusa County One Stop, Colusa County Superior Court and the Colusa County
Office of Education partnerships, thereby providing appropriate offender services for
these probationers (i.e. cognitive interventions, education, substance abuse,
63
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.
64
FY 2020-21 Community Corrections Partnership Survey
Contra Costa County
CCP Membership as of October 1, 2020.
Esa Ehmen-Krause Kathy Gallagher
Chief Probation Officer Department of Social Services
James Paulsen Matthew White
Presiding Judge or designee Department of Mental Health
Timothy Ewell 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
Brian Addison Devorah Levine
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
65
Goals, Objectives, and Outcome Measures
FY 2019-20
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
66
forward, GPS will seek to prioritize services that improve the employment
prospects of program participants.
Goal Implement Recommendations of the Racial Justice Task Force
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 Report back to the Board of Supervisors on progress made toward reducing
racial disparities within the criminal justice system in Contra Costa County
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 After the County’s Board of Supervisors (BOS) unanimously voted to
toward approve the creation of a 17-member Racial Justice Task Force in April
stated goal 2016, this body presented the BOS with a set of recommendations to reduce
racial and ethnic disparities in the administration of the juvenile and adult
justice systems. After the BOS formally adopted 18 of these 20
recommendations, it created an 18-member Racial Justice Oversight Body
(RJOB) to begin the process of implementing these recommendations and
the County contracted with the W. Hayward Burns Institute to help facilitate
this process. The RJOB began meeting in June 2019 and has made one
progress report on its work to a BOS subcommittee to date. During the year,
the RJOB created a two-year workplan, and three subcommittee that each
have their own workplan. This includes a Community Engagement and
Funding subcommittee, Data subcommittee, and Diversion subcommittee.
This final will plan to develop a definition of diversion and a series of
guidelines for the County’s diversion programs in the upcoming year.
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 incompetent to stand trial (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 to
toward 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
67
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
• 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
$3.1M under AB 1810. The County is taking a collaborative approach in
program design by assembling a workgroup made up representatives from
the Sheriff’s Office, District Attorney’s Office, Public Defender, Office of
Reentry and Justice, Probation, Superior Court, Behavioral/Detention
Health Services, Homeless Services, and the County Administrator to
steward the design and implementation of this effort. 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 Penal Code section 1001.36. These individuals will qualify for
services of this diversion program and become participants in the County’s
Mental Health/Mental Health Diversion Court.
The County has also begun the implementation of its Holistic Intervention
Partnership (HIP) led by the Office of the Public Defender. This program
provides multidisciplinary case management and navigation services to
indigent individuals, many with physical and/or behavioral health needs, to
68
ensure timely and coordinated access to a client-centered services that
provide access to housing, health, transportation and legal services. These
services are made available at the critical time of initial law enforcement
contact and continue to be accessible to clients after the conclusion of their
criminal case. This three-year grant funded project is intended to reduce the
overall burden on local social services caused by those that are among the
highest levels of recurring utilizers.
The Contra Costa County CCP will add and/or modify goals, objectives,
and outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-2021
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
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 may include co-located, site-based resources and services.
Objective Improve access to, and effectiveness of, services for the reentry
population.
Objective Enhance information sharing among partners and improve access to data
needed for effective evaluation and research
Outcome Recidivism reduction
Measure
Outcome Employment and wage rates of the County’s supervised population
Measure
Outcome Reduction in the size of County’s supervised population
Measure
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 Reduction in number of individuals in jail assessed with a mental illness as
Measure compared with baseline data
69
Outcome Reduction in number of individuals in jail assessed with a mental illness as
Measure compared with baseline data
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$133,796
Local Innovation Fund/Re-Entry Systems
$115,189
$5,503,000
Community Programs
$5,548,366
Employment and Health Services Department
$144,404
$271,687
Health, Housing & Homeless
$253,432
$203,298
Superior Court
$225,745
$825,779
County Administrator
$837,915
$459,527
Contra Costa County Police Chief's Association
$1,027,565
$190,221
Workforce Development Board
$208,000
$3,544,911
Public Defender (includes Pre-Trial)
$3,359,160
$1,759,722
District Attorney
$1,886,059
$1,152,714
Detention Health Services
$1,221,260
$2,283,856
Behavioral Health Services
$2,277,660
$3,464,002
Probation (includes Pre-Trial)
$3,872,096
$8,489,274
Sheriff's Office
$8,996,884
FY 2020-21 $28,281,787 FY 2019-20 $28,420,464
70
FY 2019-20 and 2020-2021 Allocations to Public Agencies for Programs & Services
$271,687
Health, Housing, & Homeless
$253,432.00
$133,796
Employment and Health Services Department
$144,404.00
$203,298
Superior Court
$225,745
$825,779
County Administrator
$837,915
$459,527
Contra Costa County Police Chief's Association
$1,027,565
$190,221
Workforce Development Board
$208,000
$3,059,911
Public Defender (includes Pre-Trial)
$2,859,160
$1,759,722
District Attorney
$1,886,059
$1,152,714
Detention Health Services
$1,221,260
$1,282,010
Behavioral Health Services
$1,163,698
$3,403,972
Probation (includes Pre-Trial)
$3,872,096
$8,247,989
Sheriff's Office
$8,698,234
FY 2020-21 $20,990,626 FY 2019-20 $22,397,568
71
FY 2019-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
$3,000
Allocation to be determined by Community Advisory Board
$20,000
Connections to Resources
$209,000
Mentoring and Family Reunification
$157,000
Legal Services
$1,272,000
Short and Long-term housing Access
$580,000
Reentry Success Center
$979,000
Network System of Services
$2,283,000
Employment Support and Placement Services
$1,001,846
Behavioral Health Contracts
$1,113,962
$60,030
Pre-Trial Program Evaluation
$55,000
$485,000
Stand Together Contra Costa (Immigration Rapid Response)
$500,000
$241,285
Jail to Community Program
$243,650
Local Innovation Fund Transfer
$115,189
Community Programs
$5,548,366
FY 2020-21 $7,291,161 FY 2019-20 $7,576,167
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 and
diversion services. The CCP’s Quality Assurance Committee meets quarterly to discuss
program needs and operational issues. The CCP conducts a Budget Workshop in
November of each year to consider the budget requests for AB 109 Realignment Funds
before making recommendations on the awarding of these funds the following month
(December). The CCP also directs the distribution of the funding for community-based
services through competitive procurement processes.
72
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 regular data and narrative reports from all agencies
receiving AB 109 Realignment revenue at least twice a year, and this information has
been compiled into an annual report for the past six years. The County has also used AB
109 revenue to fund the creation and operation of a Salesforce-based platform called
“SAFE” for the collection and sharing of reentry service provision data related to services
provided by the County’s AB 109 funded community partners.
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 since the 2014-15 fiscal year. The
ORJ has hired a Research and Evaluation Manager who is responsible for the ongoing
development and presentation of this report to the CCP prior to this body making its
annual funding recommendations.
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%
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We would like to better understand your county's capacity to offer mental health,
substance use disorder, behavioral health treatment programs, and/or other
services? What type and level of services are now available?
The Behavioral Health Access Line
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 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.
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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 and the Mobile Crisis Response Team - MCRT).
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
known 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.
Forensics Mental Health Services also provides clinicians that partner with AB 109 funded
officers from local police agencies to form Mental Health Evaluation Teams (MHET).
MHET exist in each region of the county as part of the County’s holistic AB 109 response.
The purpose of these teams is to respond to calls to the police for services where the
situation seems to involve a person suffering from mental illness. In addition to the
benefits clinicians are able to provide on the scene in moments of crisis, the teams provide
follow-up services that enhance opportunities to connect behavioral health consumers to
systems of care, help coordinate services to prevent future moments of crisis, and provide
support to family members and loved ones that are part of a person’s behavioral
management plan.
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 for 5150s and other emergency services.
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Pre-trial diversion services via implementation of AB 1810 is provided across a continuum
of care settings for justice involved individuals who have significant mental health
challenges and have been 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.
This program provides 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.
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
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(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.
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
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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 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, transportation
system with a recovery coach would be more effective; this is currently not in place.
2) There is 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
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long-term care, return to the community, and quickly relapse to using
methamphetamine again.
3) 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) Behavioral Health staff in the community is working in an ongoing fashion with
Mental Health in County Detention to improve coordination of care for seriously
mentally ill patients needing clinic support upon release from detention.
5) While all SUD services are now covered by Medi-Cal, 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) While improvements have been made, there is a lack of sufficient SUD services in
the jails to support the successful transitions to treatment services 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) with funding through the end of August 2020. Currently, there
are a variety of mental health services available in custody, but there is a need for
expanded access to in custody SU treatment.
9) Justice involved clients with substance use disorders would greatly benefit from a
decentralized case management unit that could assist them they reenter the
community, enter community-based treatment services, and progress through
various levels of SU treatment. At the present time, DMC requirements restrict
case management services not linked to a DMC-certified program, and those are
only 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?
We recognized that not only were housing and employment services among the most
utilized by our reentry population, but these two services also seemed to be
interdependent. Not only were individuals with stable housing more likely to achieve
positive employment outcomes, but obtaining a consistent source of income (i.e.,
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employment) was also a necessary condition of maintaining permanent housing.
Because of this, we decided to release the RFP for these services together which resulted
in the awarding of one contractor that provided housing services, another that provided
employment services, and a third that provides both services. We also required our
employment only provider to pursue a housing related deliverable (at least 50% of
individuals employed for 90 days will report improved housing stability), and our housing
provider to work towards an employment related deliverable (at least 60% of individuals
who obtain stable housing for 90 days will report an increase in income).
We also made a switch from the use of the Virginia Pre-trial Risk Assessment Instrument
(VPRAI) to the Public Safety Assessment (PSA) in April 2020 to assess risk of failure for
individuals detained during the pre-trial phase of criminal proceedings. The use of the
PSA requires the use of less administrative resources per case and better positions the
County to provide a pre-trial risk assessment for the arraignment of everyone detained in
a county jail. As the County works towards this goal, it is also planning to validate the
performance of the tool when appropriate to ensure it produces results that do not
increase systemic gender and racial bias.
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 has leveraged SB 678 funding for the Contra Costa Office of
Education’s Game Plan for Success (GPS) jail pre-release planning program. During the
year, the pilot project phased into its first year of this branded version. GPS looks to build
each participant’s individualized, and data-driven, reentry success plan from the results
of individual assessment tool from the Criminal Justice Targeted Research and
Application of Knowledge (CJ-TRAK) suite created by the George Mason University
Center for Advancing Correctional Excellence (GMU Ace!). This evidence based
approach to reentry planning not only helps sequence service delivery by separating
criminogenic and critical needs from other needed services, but also ranks programs by
how well they fit a participant’s profile, and the dosage needed for the best results. By
having this information while the person is in custody, GPS can advise the person as to
the types of in custody programs they should seek out while simultaneously referring the
person to those programs in the community that are most likely to have the greatest
recidivism impact. This way the person can begin developing relationships with these
community-based providers while the person is still in custody with the hopes of
increasing the likelihood the person will engage in these needed services upon their
release.
Another first-year project that has grown from a past effort is the County’s Holistic
Intervention Partnership (HIP) being implemented by the Public Defender. Leveraging
Justice Assistance Grant funding from the Board of State Community Corrections and AB
109 Revenue, this program seeks to build on the award winning success of the County’s
Early Representation Program (EarlyRep) that has achieved astonishing rates of
reductions in the proportion of individuals that fail to appear for their first court date after
being cited for a misdemeanor law violation. Through this EarlyRep work advocates in
the Public Defender’s office recognized that detailed social histories of their clients often
identified recurring episodes of chronic homelessness, unresolved trauma, and
debilitating mental and physical health diagnoses as underlying reasons for repetitive
justice system involvement. If through a coalition of partners the office could work to
address these underlying conditions, the efforts of lawyers to address legal cases related
80
to the symptomatic behaviors that arise from these conditions could more effectively lead
to a permanent exit from the cycle of justice system involvement. In addition to providing
HIP clients with access to coordinated housing, civil legal, and health related services,
clients will also be assisted by the Reentry Success Center to navigate and access the
other supportive services in the County they may need. Lastly, this project intends to
expand EarlyRep’s successful text messaging court reminder platform built by Uptrust to
HIP partners so that service providers can send reminders and communicate with clients
through this same phone texting app.
Because both these projects are in their first year of implementation, no data is being
provided at this time but is expected to be provided in future reports.
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FY 2020-21 Community Corrections Partnership Survey
Del Norte County
CCP Membership as of October 1, 2020.
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
Keith Morris 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?
Semi-Annually
How often does the Executive Committee of
the CCP meet?
Semi-Annually
Does the CCP have subcommittees or
working groups
No
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Goals, Objectives, and Outcome Measures
FY 2019-20
The CCP did not provide goals, objectives, and outcome measures for
FY 2019-20
Goals, Objectives, and Outcome Measures
FY 2020-21
The CCP did not provide goals, objectives, and outcome measures for
FY 2020-21
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
PRCS Extra Funds do to COVID $16,707
Early Release
$20,500
PRCS Funds
$75,478
Realignment Backfill
$20,500
Carry-Over Funds
$75,478
Local Innovation Subaccount (10%)
$6,856
$118,856
Financial Reserve (7.5%)
$89,354
$12,000
Public Defender
$12,000
$13,100
District Attorney
$13,100
$40,000
Alcohol & Other Drugs
$70,000
$472,514
Sheriff Department
$757,763
$60,000
Mental Health
$30,000
$676,760
Probation Department
$458,392
FY 2020-21 $1,042,833 FY 2019-20 $1,437,465
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FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$40,000
Alcohol & Other Drugs
$70,000
$30,000
Psychiatry
$20,000
$30,000
Mental Health - Moral Recognition Therapy
$10,000
$300
Community work service fees
$300
$8,500
Offender incentives
$1,500
$11,500
UA testing
$9,750
$2,000
Sex offender containment model
$2,000
$13,000
Housing
$20,000
$4,000
Financial Peace University
$19,000
$7,000
Electronic monitoring
$7,000
FY 2020-21 $146,300 FY 2019-20 $159,550
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
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collected to determine effective outcomes. Additionally, agencies are collecting and
reporting state-mandated data. A number of these reports, specifically Probation’s
reports, deal directly with the impacts of SB 678 and AB 109.
Does the county consider evaluation results when funding programs and/or
services?
Yes
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. With limited funding
sources, the CCP has agreed to continue funding SUD and mental health services for in-
custody populations in county jail. This includes psychiatric services which, in the past,
have been extremely hard to secure.
What challenges does your county face in meeting these program and service
needs?
In addition to the natural challenges caused by the response to COVID-19, challenges
have remained consistent over the last year. Del Norte has a very limited CBO presence,
particularly in relation to those that offer services to adult offenders. Those that do (e.g.
Workforce Center) do not offer offender-specific services.
Additionally, local government agencies that offer offender services have great difficulty
in recruiting and retaining staff due to non-competitive salaries and benefits. The rural
and isolated nature of the county and the lack of any substantial economic base is
86
severely limiting in developing durable and sustainable solutions for offender
rehabilitation.
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
The county declined to respond to this question.
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FY 2020-21 Community Corrections Partnership Survey
El Dorado County
CCP Membership as of October 1, 2020.
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
Joseph Wren 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
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal 100% of Justice Involved Individuals (JII) will be assessed to
determine their individual need and reassessed at the start of each
phase of the Community Corrections Center (CCC)
Objective 100% of JIIs will be supervised according to their needs and risk level.
Outcome Number of JIIs accepted into the CCC
Measure
Outcome Number of JIIs completing the program.
Measure
Outcome Number of JIIs convicted of a subsequent felony within two years of the
Measure program acceptance.
Progress 1. Number of offenders referred to the program
toward 2018- 56
stated goal 2019- 40
Acceptance rate (Acceptance divided by referrals)- was 50% in 2018, and
40% in 2019. There has been a nearly 40% increase in referrals since
2014
2. Number of offenders completing the program
2018- 11
2019- 19
Of those completed in 2018 and 2019, 30% graduated. This represents an
exit group of people accepted after referral, so these people started at
different points back to 2014.
3. Number of offenders convicted of a subsequent felony within 2
years of the program acceptance
Of those accepted into the program in 2017, only 2 had a subsequent
felony conviction noted in the probation violations records over the next 2
years. This represents a 5% felony reconviction rate during the period of
supervision but doesn’t account for technical violations or other reasons
for termination.
This program entry cohort was chosen to measure the impact of the time
in the program for those that were accepted into the program, not including
those referred.
The El Dorado County CCP reports it will use the same goals,
objectives, and outcome measures identified above in FY 2020-21.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
Reserve
$500,000
Pubic Defender
$30,000
$228,949
CAO (Office of Education)
$263,516
Local Law Enforcement
$50,000
$1,448,858
Sheriff's Department
$1,426,567
$1,296,317
Health & Human Services Agency
$1,688,738
$1,794,490
Probation Department
$1,996,834
FY 2020-21 $4,768,614 FY 2019-20 $5,955,655
FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$1,448,858
In-Custody Services
$1,426,567
Community Corrections Probation $1,108,144
Staffing $1,197,423
Community Corrections Center Services $50,312
& Supplies $83,752
Community Corrections Center Health $723,776
Staffing $385,211
Community Corrections Center Mental $147,541
Health Staffing $748,527
Health & Human Services - Services and $5,000
Supplies $15,000
Placerville & South Lake Tahoe Police
Departments $50,000
Contingency
$500,000
Community Corrections Center $228,949
Educational Staffing $263,516
Public Defender
$30,000
FY 2020-21 $3,712,580 FY 2019-20 $4,699,996
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FY 19-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
$30,000
Transitional Treatment Bed Housing
$125,000
Data Consulting Services
$115,502
$160,000
Electronic Monitoring Contract Services
$216,000
$81,234
Community Correction Center Lease Facility Costs
$77,532
$170,000
Treatment/Residential Providers
$290,000
$250,000
Jail Medcal Provider
$250,000
$100,000
Emergency Housing
$80,000
$139,800
Apprenticeship Training
$226,625
FY 2020-21 $1,056,034 FY 2019-20 $1,255,659
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?
No, however, Probation is beginning the early stages of program evaluation process
design in FY 2020/2021.
Does the county consider evaluation results when funding programs and/or
services?
No
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Does the county use BSCC definitions (average daily population, conviction, length
of stay, recidivism, and/or treatment program completion rates) when collecting
data?
Yes 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 Reconation 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
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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 Reconation 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 through Community Based Organization.
Transitional housing support is offered in Placerville, Auburn, and Grass Valley.
As of October 2020, El Dorado County Probation has secured its own Transition House
for men. The goal is to have the house ready for occupancy by FY 21/22, if not sooner.
The house will provide the opportunity to stabilize the house situation of our re-entry JII
population (max of 6) and allows us to leverage the services provided by our County
partners and us.
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?
COVID-19 has added an entire level of challenges for JIIs to access services. We are
continuing to evolve, identify, and work through barriers as they arise with JIIs and their
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access to service. A continued challenge around COVID-19 is the JII access to
technology and equipment needed to access no- contact services.
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 continues
to look 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 wide varieties of challenges that be difficult to overcome in a small rural County that
spans over a large geographical area. Equally as much, a lack of housing resources within
the county is often a barrier to the effectiveness and fidelity of the available services as
well.
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
As of October 2020, El Dorado County has a re-entry house for six males. The Probation
Department will run and maintain this housing service. This is a big accomplishment for
El Dorado County.
Because of our Stepping Up Initiative work, the County has data access across data
systems, specifically Health and Human Services, Jail, limited Court, Probation, and
Pretrial. The early analysis is allowing county leadership a specific look at clients’ groups
and their footprint in the County systems.
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.
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FY 2020-21 Community Corrections Partnership Survey
Fresno County
CCP Membership as of October 1, 2020.
Kirk Haynes Delfino Neira
Chief Probation Officer Department of Social Services
Michael L. Elliott, Court Executive Dawan Utecht
Officer Department of Mental Health
Presiding Judge or designee
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 and James Rowland
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
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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 In February 2020, the CCP set a special meeting to review the 2018/2019
toward Outcome summary data and fiscal reports.
stated goal
In July 2020, the CCP set a special meeting to again review the 2019/2020
Outcome summary data and fiscal reports for budget considerations.
25 outcome summaries for all funded CCP services and programs (100%
participation) were completed by all funded AB109 programs and services
for CCP to review.
The action taken by CCP was a 2.0% reduction of funding for all CCP funded
programs for fiscal budgeting purposes.
The CCP Resource Development and Research-Evaluation and
Technology Sub-committees are working with California State Association
of Counties (CSAC) for technical support in streamlining the Fresno County
Outcome Summary reports for the CCP funded entities.
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 Pretrial Program will consist of two units: Assessment Unit
and Supervision Unit. The Assessment Unit will focus on assessing the
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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 • March 13, 2020 – Met with Court for Pretrial expansion (goal was
toward Mid-April 2020 start-up)
stated goal • March 23, 2020; COVID-19 staff reduction
• The month of April 2020 worked on move in and logistics / hiring /
labor
• The Pretrial Assessment Unit is fully operational on the 1st floor of
the Crocker Building effective May 6, 2020
• Filled many of all Pretrial Expansion vacancies
• The Pretrial Supervision Unit remains on Winery with supervision of
approximately 500/ 150 GPS defendants and fluctuates
• The Fresno County Jail application continues to work well and we
are able to utilize the booking questions for our Pretrial assessment
tool (February 18, 2020).
• The Court continues to make direct placements on Pretrial both
GPS and/or at the discretion of Probation
• GPS units remain a premium statewide due to pandemic and we
are refilling supplies
• We began reviewing daily FCJ bookings (including Misdemeanors)
on May 11, 2020 (testing our capacity with 50% staffing due to
COVID-19)
• The Assessment Unit has provided the Court with ongoing Pretrial
reports and recommendations utilizing the “8” questions via the
Virginia Pretrial Risk Assessment Instrument (VPRAI)
• The RFP on the PSA tool implementation closed on June 26, 2020
• We anticipate going to the BOS in August 2020
• The Assessment Unit as of May 12, 2020 resumed Pretrial reports
and recommendations to the Court for in-custody booking that
made arraignment calendar
• On May 29, 2020, we had a WebEx call with the Misdemeanor
Judges and Court Administration staff to review the pretrial report
and process. The Court was very receptive to this new service
opportunity.
• On Monday, June 15. 2020 we began reviewing bookings 24-7 (all
afterhours staff shifts have been filled)
• Unfortunately, due to the COVID-19 pandemic, the Fresno County
Superior Court was not able to create an automated system for
Pre-Arraignment Release approval by a judicial officer.
99
• In addition, due to an unforeseen labor oversight, the 24-hour
operation was closed on September 20, 2020.
• In August of 2020, the Public Safety Assessment (PSA) Pretrial
implementation team - Justice System Partners was selected to
provide training, technical assistance, and quality assurance
package to Fresno County to fully implement the Public Safety
Assessment.
• The PSA will be integrated into the Probation Department Case
Management system.
• Planning and implementation team meetings have begun.
• The future of Pretrial expansion will depend on the November 2020
election Prop 25 and Proposition 25; however, funding will end for
the expansion pilot in December 2020.
Statistical Data:
Average number served based on program description:
(AVG 461 on pretrial/AVG 166 GPS)
Total number of participants screened: 5,731
Number of miscellaneous matters reviewed: 2,452
Number of Assessments completed: 3279
Number of participants granted Pretrial: 951
Average length on Pretrial: 134 days (166 days Successful/90 days
Unsuccessful)
Total number of jail bed days diverted: 168,156 days (AVG 459 per day)
Demographics:
AVG age: 33 years old
Gender: 758 male (79%), 191 female (20%). Other 2 (1%)
Ethnicity: Hispanic 471 (50%), Caucasian 219 (23%),
African American 180 (19%), Asian 32 (3%), Other 49 (5%)
Supervision Ratio:
High Risk: 169 (32%)
Medium Risk: 242 (46%)
Low Risk: 116 (22%)
Types of offenses:
Property/ID Theft/Fraud: 129 (24%) - (128 Felonies/1 Misdemeanor)
Weapons: 72 (14%)
Serious/Violent: 89 (17%)
Domestic Violence: 106 (11%) - (104 Felonies/2 Misdemeanors)
Person/Animal: 56 (11%) - (47 Felonies/9 Misdemeanors)
Drug: 31 (6%) - (30 Felonies/1 Misdemeanor)
Other: 15 (3%)
DUI: 29 (6%) - (27 Felonies/2 Misdemeanors)
100
Monitoring and compliance:
Number of participants failed to appear (FTA): 144 (19%)
Number of participants committed a technical violation: 42 (6%)
Number of participants committed a felony: 65 (9%)
Number of participants committed a misdemeanor violation: 20 (3%)
Number of unsuccessful outcomes: 271 (37%)
Number of successful outcomes: 470 (63%)
Number of participants never reported: 84 (10%)
PRETRIAL EXPANSION as of 05/06/2020 – 06/30/2020
Total number of participants screened: 525
Number of miscellaneous matters reviewed:160 (30%)
Number of Assessments completed: 365 (70%)
Number of felony cases: 384 (73%)
Number of misdemeanors cases reviewed: 141 (27%)
N umber of Court referral received: 139 (26%)
The Fresno County CCP reports it will use the same goals, objectives,
and outcome measures identified above in FY 2020-21.
101
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 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
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FY 2019-20 and 2020-21 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 2019-20 and 2020-21 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
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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 Executive Committee has Subcommittees that work with the various agencies
to develop goals and outcome summaries to gauge the effectiveness of programs funded
with AB 109 funds. The Outcome Summaries are annually provided to the CCP. In
addition, the California State Association of Counties (CSAC) is providing technical
support in streamlining the Fresno County Outcome Summary reports for the CCP funded
entities.
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. With looming budgetary shortfalls, the use of outcome
summaries and evaluations will be critical to identify what programs are effectively
providing services and community needs.
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
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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 STRONG (Static Risk and Offender Need Guide) as
an evidence-based risk and assessment and automated supervision planning system for
adult offenders. It assists with the ability to help personnel predict recidivism by type of
crime (violence, property, or drug offenses, etc.). 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.
An assessment conducted by Turning Point (mental health contracted provider), is
completed at the initial reporting date when mental health issues are identified or
suspected to correctly identify individuals who may need specialized services to include
mental health services, full service partnerships (FSP), specialized housing needs,
medication management, therapy, and substance abuse treatment.
What challenges does your county face in meeting these program and service
needs?
As noted in last report, we anticipate a significant shortfall in funding current service levels
and the CCP Board will have to continuously evaluate what programs and services that
are being funded, meet 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. In
addition, our work with CSAC will assist in development of a more concise data review
approach.
What 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 use of the Belgravia Homeless Transitional Program. Since it’s increase in capacity,
it has provided a significant impactful to reduce homelessness in the AB 109 population.
The program goals are to serve an AB 109 Fresno County Probation and Pre-trial
population. This service would be in the form of transitional housing, substance abuse
support, 24 / 7 supervision of in-house residents. Services for participants would include
resource referral, programming and money management via savings, while in a drug free
environment. The program has been an asset to the AB 109 population during the
pandemic as it has provided a safe living environment with COVID-19 screening and
safety protocols as an alternative to homelessness.
105
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
The multi-agency law enforcement collaborative, Adult Compliance Team (ACT) has
been a significant support to increase compliance, accountability, and redirection of
individuals under Post Release Community Supervision (PRCS) and Mandatory
Supervision (MS). Despite the COVID-19 pandemic, the team continues proactive
services in the Fresno County Community.
FY 2019-2020
July 1st, 2019 – June 30th, 2020
TOTAL STATS
Arrests 314
Contacts/Searches 2089
Firearms Recovered 32
Search Warrants 33
BENCH WARRANT SERVICE REPORT
Warrant Attempts W/ Arrest 43
Warrant Attempts W/out Arrest 111
Total Warrant Attempts 154
Total ACT Entries Completed into Probation Case
Management System:
2,524
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FY 2020-21 Community Corrections Partnership Survey
Glenn County
CCP Membership as of October 1, 2020.
Brandon Thompson Christine Zoppi
Chief Probation Officer Department of Social Services
Sharif Elmallah – Court CEO Amy Lindsey
Presiding Judge or designee Department of Mental Health
Keith Corum Christine Zoppi
County Supervisor or Chief Administrator Department of Employment
Dwayne Stewart Amy Lindsey
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?
Semi-Annually
How often does the Executive Committee of
the CCP meet?
Semi-Annually
Does the CCP have subcommittees or
working groups
Yes
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Goals, Objectives and Outcome Measures
FY 2019-20
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
criminogenic needs and appropriate referrals will be made to partner
agencies.
Objective 100% of offenders will be supervised based on their individual risk/needs
assessments.
Outcome Number of offenders (PRCS) released back into the community during the
Measure fiscal year July 1, 2019 to June 30, 2020.
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, 2020.
Measure
Progress Glenn County had 25 offenders released back into the community. We had
toward two (2) offenders who failed to report. As of June 30, 2020, we had five (5)
stated goal offenders on active warrant status. We had 22 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 6 offenders who were transferred to a
different county based on their residency. There were three (3) offenders
who sustained a new felony conviction. 18% of offenders were deemed to
be unsuccessful, while 82% completed their term of probation successfully.
Goal Provide effective supervision and programming to Alternative
Custody Supervision (ACS) offenders to ensure public safety while
utilizing evidenced-based practices in an effort to reduce recidivism.
Objective 100% of participants in the ACS program will be supervised based on their
risk levels.
Objective Number of offenders released into the community on ACS.
Objective Number of offenders completing their period of supervision
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 re-assigned to other duties. The number of offenders released to the ACS
stated goal program was three (3). Two (2) of the 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.
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Objective Provide AB109 offenders individual treatment, outpatient mental health and
substance abuse services.
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
Measure services.
Progress Being a small facility, the jail has only one room for all of the programing
toward that takes place within the facility. A Case Manager is able to go into the jail
stated goal to 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. However, due
to Covid-19, services have stopped in the jail as of March 2020. In total,
118 services were provided in jail, which included 10 offenders completing
Courage for Change workbooks and six (6) completed anger management
packets. Outpatient services included 21 offenders participating in mental
health services. 11 offenders received a mental health assessment while
seven (7) offenders received individual therapy. 35 offenders participated
in substance abuse counseling. 32 offenders received an assessment, 12
received case management. At our Learning Center (DRC), there was 158
Courage for Change sessions, where 19 individuals completed three (3)
journals; 191 anger management sessions where nine (13) offenders
completed the 12-week course. 18 offenders gain employment.
The Glenn County CCP reports it will use the same goals, objectives,
and outcome measures identified above in FY 2020-21.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$91,015
Reserves
$625,459
Board Directive Reduction to offset Probation's $773,756
Reduction of $508,908
$36,497
County Directed Charges, IT, A-87, Debt Service, etc.
$35,227
$19,998
Unity House
$19,998
$242,640
District Attorney
$240,000
$399,714
Health & Human Resource Agency
$319,714
$306,254
Sheriff's Office
$306,254
$621,982
Probation
$582,827
FY 2020-21 $2,491,856 FY 2019-20 $2,638,387
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FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$36,497
County Department of Finance
$35,227
$242,640
District Attorney
$240,000
Health and Human Services
$37,243
Resource Center/ Client Supports
$37,243
$147,218
Drug and Alcohol
$67,218
$215,253
Mental Health
$215,253
Sheriff
$40,000
Jail Medical
$40,000
Jail Special Needs/Electronic $21,054
Monitoring $21,054
Alternative Custody Supervision/Jail $245,200
Management $245,200
$595,828
Probation Supervision
$556,673
$13,193
K-9 Program
$13,193
$10,403
Electronic Monitoring
$10,403
$2,558
Drug Testing
$2,558
FY 2020-21 $1,607,087 FY 2019-20 $1,484,022
FY 19-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
$19,998
Unity House
$19,998
FY 2020-21 $19,998 FY 2019-20 $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.
111
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?
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, Jericho Project, or the
Johnson House of Recovery for residential treatment programs.
112
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.
Child Support Division – Assessment to determine if offender qualifies for a 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?
The county declined to respond to this question.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
The county declined to respond to this question.
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114
FY 2020-21 Community Corrections Partnership Survey
Humboldt County
CCP Membership as of October 1, 2020.
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
115
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Implement Jail Pretrial Release and Supervision Program
Objective Provide screening assessment to the court at detention hearing.
Objective Provide pretrial supervision and services to persons ordered by the court to
supervised release.
Outcome The County submitted 823 pretrial assessment reports in FY19-20
Measure
Outcome The County supervised 405 pretrial participants
Measure
Progress Program in full operation.
toward
stated goal
Goal Expansion of Sheriff’s Work Alternative Program
Objective Hire 2 additional Correctional Deputies
Objective Subsidize SWAP participation fees
Objective Increase participation in program
Outcome An average number of 171 persons participated each month in SWAP in
Measure FY19-20. [ During FY 19-20, a distinct count of 592 new SWAP bookings
were opened, and 203 persons successfully completed the program (time
served)].
Progress Program in full operation
toward
stated goal
Goal Implement Probation Department's Adult Day Reporting Center (DRC)
Objective Supervise realigned offenders in Day Reporting Center
Outcome In FY 19-20, the County supervised 492, AB109 realigned offenders
Measure
Progress Program in full operation
toward
stated goal
The Humboldt County CCP reports it will use the same goals,
objectives, and outcome measures identified above in FY 2020-21.
116
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$30,000
CARRY OVER: Sex Offender Treatment
CARRY OVER: Reserve (20% of budgeted on-going $1,243,076
costs) $1,153,486
CARRY OVER: Public Defender (case management $44,974
system) $42,833
CARRY OVER: Jail Camera Upgrade Project
$100,000
$176,830
CARRY OVER: Jail Suicide Netting Project
$176,830
$30,000
CARRY OVER: Community Based Organizations
$189,721
CARRY OVER: Multi-Agency Contract for Warrant $60,006
Apprehension $67,600
Local Innovation (10% of 18-19 Growth Funds)
$10,332
TRAINING FUNDS + CARRY OVER: Training MH & $59,074
ETD $102,706
PRCS FUNDING + CARRY OVER: Community Based $122,000
Organization $121,738
$25,000
Revenue Recovery Division (SWAP Admin)
$25,000
$331,294
Employment Training Department
$324,852
$672,267
Jail Medical Services
$672,267
$969,413
Sheriff Department
$752,102
$1,813,583
Mental Health Department
$1,568,528.00
$2,468,375
Probation Department (partially funded w/ Carry Over)
$2,348,002
FY 2020-21 $8,045,892 FY 2019-20 $7,655,997
117
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$1,243,076
Reserve Funds (CCP)
$1,153,486
Local Innovation Fund (Board of Supervisors)
$10,332
$44,974
Public Defender
$42,833
$60,006
Mutilple Municipal Police Departments
$67,600
Revenue Recovery Division (Treasurer Tax- $25,000
Collector Dept) $25,000
$331,294
Employment Training Department
$331,294
$1,872,657
Mental Health Department
$1,664,792
$1,146,243
Sheriff Department
$1,028,932
$1,838,375
Probation Department
$1,712,652
FY 2020-21 $6,561,625 FY 2019-20 $6,036,921
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$30,000
Sex Offender Treatment
$152,000
Community Based Organizations
$311,459
$630,000
Residential Treatment/Detox
$635,350
$672,267
Forensic Medical Group
$672,267
FY 2020-21 $1,484,267 FY 2019-20 $1,619,076
118
Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
County contracted with a consultant to complete a data analysis of local criminal justice
and service systems prior to development of 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?
Monthly review and distribution of quantitative data regarding service delivery.
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 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?
The plan contains psychiatric, mental health, substance use disorder, and employment
services. These are delivered through a day reporting center and community based
residential substance use disorder programs
119
What challenges does your county face in meeting these program and service
needs?
The County has struggled to fill mental health clinician, mental health case manager, and
substance use disorder counselors. This has been particularly difficult in justice involved
programs.
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
The County has declined to answer 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 has declined to answer this question.
120
FY 2020-21 Community Corrections Partnership Survey
Imperial County
CCP Membership as of October 1, 2020.
Dan Prince Veronica Rodriguez
Chief Probation Officer Department of Social Services
Maria Rhinehart Leticia Plancarte-Garcia
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
121
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 weakness
Measure in programs and services.
Progress Imperial County Probation Department continues to monitor individual
toward programs and services to identify successes and failures in programs
stated goal based on participation, successful completions, and other outcome
measures. The Probation Department works closely with Imperial County
Behavioral Health to monitor clients’ substance use disorder program
progress to ensure probationers are completing court mandated
requirements and receiving the necessary help they need in overcoming
their substance abuse disorders. The Department utilizes its case
management system to track program outcomes for probationers enrolled
in these programs. In addition, the programs have responded quickly to
challenges brought on by the COVID-19 pandemic and have started using
telecommunications services such as Zoom or Tele-Health in order to
continue providing these services while complying with Public Health safety
guidelines.
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.
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.
122
Progress The Probation Department made it a key priority to enhance its offering of
toward programs and services in the previous fiscal year and began utilizing its
stated goal case management system more effectively to track program enrollments
and outcomes. With this focus, the Probation Department was better able
to monitor AB109 supervision cases in order to determine how successful
probationers were in following court mandated orders for programs and
services. The Program & Development subcommittee was also provided
with monthly updates regarding services provided by CCP Partners. This
effort led to an increasing trend in referrals and enrollments to the
programs and services offered at the Day Reporting Center prior to the
COVID-19 pandemic. Due to the pandemic, many programs and services
had their operations interrupted due to safety concerns, but the Probation
Department is hoping to re-establish referral and enrollment trends when
normal operations resume. Currently some of the services operating at the
DRC are utilizing smaller group sessions or telecommunication services
like Zoom.
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 Cognitive Behavioral Therapy (COG) courses facilitated by the
toward Probation Department continue to be one of the most effective tools used
stated goal to assist clients on their road to rehabilitation and reintegration into our
community. In the previous fiscal year, the Probation Department
successfully trained 8 new staff members in CBT in order to expand the
number of classes available to our clients. The newly trained staff led to
30 Probation clients successfully completing their CBT courses and
graduating from the programs this previous fiscal year. The Probation
Department will continue to monitor these clients to determine how
effective these classes continue to be in lowering recidivism rates.
The Imperial County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21.
123
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Decrease recidivism rates through continued improvement of
programs and services offered by CCP partners.
Objective Impact recidivism rates among the AB109 population by continuing to
increase the number of referrals to services offered at the Day Reporting
Center.
Objective Impact recidivism rates among the AB109 population by continuing to
increase and improve upon the number of services being offered at the
Day Reporting Center
Objective Impact recidivism rates among the AB109 population by continuing to
ensure probation clients are successfully completing program
requirements by monitoring attendance and receiving regular updates
from programs and services
Outcome Monitor and track referrals and enrollment numbers for programs and
Measure services offered in order to increase the percentage of AB109 supervised
individuals being referred and enrolled.
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 The Imperial County Probation Department will continue to monitor
toward programs and services closely to identify successes and challenges in
stated goal program endeavors. Program and service providers report on a regular
basis to the CCP Executive Committee or to the Program and
Development subcommittee in order to determine the efficacy of these
programs. The Probation Department will additionally work closely with the
Imperial County Office of Education to establish a barbershop class that
can assist clients with obtaining new skills and employment opportunities.
The Department has also begun to utilize its case management system
more effectively to better track when referrals are being made by a
probation officer and what degree of success the probationer achieves.
For the upcoming fiscal year, a major challenge will be attempting to
restore enrollment numbers back to their pre-COVID levels to ensure that
clients can obtain the programs and services they need to successfully
reintegrate into the community and to ensure probationers follow court-
mandated programming requirements.
Goal Reduce the impact of COVID-19 on programs and services in order
to ensure that the AB109 population continues to receive the
necessary aid they require for successful reintegration.
Objective Work within established CDC Guideline to return programs and services
to pre-COVID levels of enrollments and successful completions.
Objective Work with local programs and services to continue offering services in an
accessible and safe manner
Objective Inform probationers of programs and services that become available
during the pandemic
124
Outcome Compare enrollment and completion rates of programs and services prior
Measure to countywide closure due to COVID-19 to verify success
Outcome Monitor enrollment rates of programs operating during pandemic
Measure
Outcome Monitor and track unsuccessfully completions to identify areas needing
Measure improvement in programs and services.
Progress Imperial County remains one of the hardest hit counties by the pandemic
toward in the state of California. Due to Imperial County’s unique population and
stated goal proximity to the Border, the infection and hospitalization rates are among
the highest in the state which have caused many local businesses and
programs to cease operations. CCP partners have worked diligently to
continue offering services to our AB 109 population. The CCP has worked
in close association with our Public Health Department to establish safety
guidelines in order to restart select programs and services. Programs such
as SMART Recovery, Sex Offender Counseling, and ICBHS Substance
Use Disorder Program have begun using telecommunication services to
reach out to our AB109 population so that they may continue to receive
the care they need. SMART Recovery saw an increase in participation for
its Zoom groups, and in the future will likely continue to utilize these
services in an effort to reach more people within Imperial County. The
Substance Abuse Program offered through Behavioral Health has also
been using services such as Zoom and Telehealth to connect clients to
psychiatrists, case managers, and mental health specialists to continue to
provide important mental health services.
Goal Review recidivism baseline rate for the AB 109 population that has
been supervised and participated in programs and services for the
past 3 years.
Objective Identify specific data elements required for recidivism study
Objective Develop methods of extracting data from the Probation Case Management
System
Objective Share data to CCP partners to obtain a better understanding on the
effectiveness of programs and services being offered
Outcome Establish baseline of recidivism rate for programs and services within
Measure Imperial County
Outcome Analyze effectiveness of programs and services provided by CCP partners
Measure
Outcome Determine factors that contribute to recidivism within Imperial County
Measure
Progress In 2014, the CCP reached out to San Diego State University to conduct a
toward research study on the Cognitive Behavioral Therapy Crossroads Program
stated goal that the Probation Department had been offering to its clients. The study
determined that probationers who successfully completed the program
had a lower rate of recidivism compared to those who did not successfully
complete the program or those who did not participate in the program. This
goal will allow the CCP to expand its understanding of the impact on
recidivism that newer programs and services being utilized have had on
the AB 109 population. It is crucial to determine how effective these
services are in order to better prepare the AB109 population in
125
reintegrating into our community and to better utilize the funding provided
to the CCP.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$36,151
Prior Year Encumbrance Probation
$384,578
Prior Year Encumbrance Sheriff
Reserves
$344,017
$15,000
Library
$15,000
$2,515,974
Sheriff
$2,515,974
$366,907
Public Defender
$256,288
$1,154,559
Probation
$1,108,485
$1,084,254
Day Reporting Center
$1,015,484
$409,015
District Attorney
$408,007
$565,542
Behavioral Health
$565,542
FY 2020-21 $6,531,980 FY 2019-20 $6,228,797
126
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
Reserves
$344,017
$105,184
Charter School
$109,789
$366,907
Public Defender - Deputy
$256,288
$409,015
District Attorney-Investigator, Victim Witness Supervisor, Deputy
$408,007
$447,053
Sheriffs Operational
$62,475
$1,801,737
Inmate Housing
$1,821,910
$651,762
Operation CWS Program
$631,589
$58,850
Day Reporting Center Operational
$80,900
$102,269
Behavorial Health-Counselor
$102,269
Substance Abuse Treatment
$89,810
Smart Recovery
$116,000
$120,003
Probation Operational
$49,900
$60,000
Sex Offender Counseling & Polygraph
$60,000
$20,000
Home Detention/EM Program
$6,500
$1,070,707
Field Supervision/PCRS
$1,055,085
$840,220
DRC Programs/Services
$761,795
$352,568
Sober/Transitional Living Housing
$329,025
$20,895
Transport Behavorial Health Services
$18,248
$15,000
Library Literary Services
$15,000
FY 2020-21 $6,531,980 FY 2019-20 $6,228,797
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 services. If
the discussed programs meet the objectives of the CCP, the subcommittee 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
127
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.
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 or applies to receive funding from the CCP
Executive Board are expected to provide reports and statistics to demonstrate the
success of their program on a regular basis. For new programs and services, agencies
are required to go through the Program and Development Subcommittee to describe the
manner in which the new program or service will positively impact our community and 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
What percentage of the Public Safety Realignment allocation is used for evidence-
based programming (as defined locally)?
Between 21% - 40%
128
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.
• 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 conservatees 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
129
delivery to ensure the person’s access to service and the service delivery system; and
monitoring the person’s progress.
• 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.
130
What challenges does your county face in meeting these program and service
needs?
COVID-19 has created unique challenges for Imperial County and currently it remains
one of the hardest hit counties by the pandemic in the state of California. The County’s
unique population and proximity to the Border has resulted in some of the highest infection
and hospitalization rates in California. Our CCP partners have worked diligently to
continue offer services to our AB109 population, but the pandemic has caused us to make
modifications in the way services are offered. The CCP has worked in close association
with our Public Health Department to establish safety guidelines in order to restart select
programs and services. Programs such as SMART Recovery, Sex Offender Counseling,
and ICBHS Substance Use Disorder Program have adapted to the changes and began
using telecommunication services to reach out to our AB109 population so that they could
continue to receive the care they need.
In addition, with the continued need for additional programs and services, along with
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?
Due to the pandemic, many of our programs have switched to using telecommunication
services which has had a positive impact for some members of our community. One of
our Drug and Alcohol Programs, SMART Recovery, saw an increase in participation for
its Zoom groups, and in the future, they will likely continue to utilize these services in an
effort to reach more people within Imperial County. The Substance Use Disorder Program
offered through Behavioral Health has also been using services such as Zoom and
Telehealth to connect clients to psychiatrists, case managers, and mental health
specialists to continue to provide important mental health services without jeopardizing
the health of the patients or service providers. We believe that utilizing online
telecommunication services in a larger capacity could allow other counties to reach more
of their AB109 population as some of our programs have done.
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 Sheriff’s Office has continued to develop and employ its Community
Services Program (SCSP) for nonviolent offenders who have been ordered to the county
jail. Service participants are carefully selected, medically screened, and interviewed for
consideration into the program and are awarded “good time” credit to be applied to their
sentence. The Sheriff’s Community Service Program is designed to grant those who have
shown responsibility, maturity, and stability the privilege of working in the community and
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participants are supervised by Imperial County
Sheriff’s personnel to perform meaningful
community service projects. The work crew has
become popular within county offices and non-
profit organizations such as, Imperial County
Parks & Recreation, Imperial County Fire
Department, Cal-Trans, Imperial County Airport
and surrounding cities. The SCSP also
established two new partnerships, one with the
Imperial County Fire Department which has
utilized the first Inmate Fire crew to assist in wild
land fires and fire preventions, and a second
partnership with the City Of El Centro Public Works Department to assist in the
beautification of the City of El Centro. The Inmate Fire Crew was provided lessons at the
local community college IVC to train and learn about firefighting and has been used to
assist our local fire departments combatting significant fires that started throughout the
year. Through the Community Services Program, the participants involved with the work
crews have gained useful skills that will allow them to obtain employment with fire
departments in the future.
The Imperial County Probation Department also
continues to utilize its partnership with the GEO
Group to great effect. The program is a primary
point of contact for clients who participate in
Cognitive Behavioral Programs at our Day
Reporting Center and aims to promote positive
change by modeling pro-social attitudes and
providing a structured environment by linking
offenders with the resources and services they
need to be successful. GEO orients new clients
to program requirements and use assessment
tools to determine an individual’s risk and needs in developing a comprehensive behavior
change plan. Through monthly Community Connections events, the Day Reporting
Center continues to provide information and referrals to other services that participants
need in order to complete their reintegration into their communities. In this previous fiscal
year the program had 42 participants successfully complete the program which has led
to five attending various educational programs, four becoming self-employed, one
enrolling at our local community college, one obtaining employment through Home Health
Aid Services, five enrolling in a High School / General Education Program, four becoming
employed part time, one enrolling at our local Regional Occupational Program, and eight
obtaining full time employment.
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FY 2020-21 Community Corrections Partnership Survey
Inyo County
CCP Membership as of October 1, 2020.
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
Josh Hillemeier 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
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Develop an In-Custody and Community Domestic Violence
Counseling Program
Objective Create an RFP for domestic violence counseling services for both in-
custody and out-of-custody clients.
Objective Work with HHS and other community stakeholders to determine the
components to a request for proposal
Objective Enter into a contract with the successful proposal
Outcome Contract signed
Measure
Outcome Program up and running
Measure
Progress The Board of Supervisors approved the funding to be used for an RFP. We
toward are still working on the development RFP. Unfortunately, this goal was
stated goal sidelined and will be carried over to FY20-21.
Goal Increase Capacity for the Reentry Program
Objective Get funds approved from the Board of Supervisors
Objective Develop job description
Objective Recruit for the new position
Outcome New job description is available for recruiting
Measure
Outcome Case manager is hired
Measure
Progress This goal has been accomplished
toward
stated goal
Goal Expand Programming Space at the Jail
Objective Develop a plan to utilize the existing, empty juvenile hall for programming
space for inmate programming
Objective Request CO positions to be funded
Outcome Programs space increased
Measure
Outcome Add 4 additional programs weekly.
Measure
Progress The plan was developed. The CO positions were approved in the FY20-
toward 21 budget.
stated goal
The Inyo County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21.
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Goals, Objectives and Outcome Measures
FY 2020-21
Goal Upgrade Communications Network
Objective Develop a plan for communication upgrade
Outcome Deploy upgraded radios to the Sheriff’s Office, Probation Department, and
Measure the Health and Human Services Department
Goal Provide Intensive Out-patient SUD Program
Objective Develop out-patient SUD program
Objective Work with HHS to determine the program steps
Outcome Provide intensive out-patient services to high risk clients
Measure
Progress This goal is still in the planning stages.
toward
stated goal
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$20,000
District Attorney's Office
$20,000
$228,000
Sheriff's Office
$228,000
$140,526
Health and Human Services Department
$162,548
$380,839
Probation Department
$379,193
FY 2020-21 $769,365 FY 2019-20 $789,741
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FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$18,469
Training
$18,469
$22,749
Pre-Trial Program Services
$22,368
$20,000
Electronic Monitoring/GPS Program
$20,000
$2,000
Reward/Sanctions Matrix Program
$2,000
$10,000
Re-Entry Assistance Program
$10,000
$115,133
High Rish Case Management
$113,868
$94,751
Out of Custody Re-Entry Services
$94,751
$173,000
In Custody Re-Entry Services
$173,000
$10,000
In-Custody Services
$10,000
$45,000
In-Custody Inmate Work Crew Program
$45,000
FY 2020-21 $518,102 FY 2019-20 $516,456
FY 19-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
$145,000
Direct Service Evidence Based Programs
$145,000
FY 2020-21 $145,000 FY 2019-20 $145,000
Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
The CCP has created several sub-committees to help determine the need for more
program and services. In addition, CCP stakeholders are consulted about the needs of
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the communities in an effort to utilize CCP funding to help fill some of the service gaps
within the community. The CCP full body passes the recommendations to the CCP
Executive Committee. The CCP Exec. Committee develops a budget to be approved by
the Board of Supervisors.
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?
There are specific benchmarks attached to each program. If those benchmarks are not
attained, the program will be reviewed in an effort to make changes and or improvements.
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.
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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. Telemedicine is used to enhance the services
available to inmates as well as community members in hard-to service-areas of the
county.
The Inyo County MAT program is up and running in the jail and in the community. County
agencies partner with our local health care providers (Northern Inyo Hospital and Toiyabe
Family Services) in an effort to provide MAT services to everyone who needs it. The
Probation Department, HHS, and the Sheriff’s Office are member of the Inyo County
Addictions Task Force and the Tribal Opioid Response Coalition.
What challenges does your county face in meeting these program and service
needs?
Inyo County experiences geographic challenges in meeting the needs of our criminal
justice and jail populations, as the jail facility is located approximately 45 miles from the
primary population base and the service area extends more than 10,000 square miles in
size. Some of our specific challenges include:
• Recruitment and retention of licensed professionals, including those willing and
able to work in a custody setting.
• Recruitment and retention of certified substance use disorder treatment
providers.
• Limited number of community-based organizations available to provide
additional support with in-custody services, as well as out of custody
programming.
Inyo has a very 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?
The County has declined to answer 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 has declined to answer this question.
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FY 2020-21 Community Corrections Partnership Survey
Kern County
CCP Membership as of October 1, 2020.
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
Greg Terry 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
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Goals, Objectives, and Outcome Measures
FY 2019-20
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
Measure the criminal justice population in Kern County.
Outcome Acquire a system for tracking CBO participant outcomes.
Measure
Progress The CBO program has been solidified within the CCP’s budget since 2012.
toward The CCP continues to show support for this program through large
stated goal contributions of Growth Funds, when available. Therefore, this goal has
been met. The use of a case management system 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. Based on the strides made to
accomplish this goal, the CCP is moving beyond this goal and seeking to
further improve and enhance CBO services through the addition of a new
goal (please see response 10 below).
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
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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.
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
Measure have shared information for tracking and reporting outcomes.
Progress KCSO offers CBO staff the opportunity to discuss services with
toward prospective clients prior to release to facilitate a smooth transition into
stated goal post-custody programs. Additionally, stakeholders have been engaged in
a series of meetings directed at seeking long-term housing assistance to
supplement the transitional housing provided by current CBO contracts.
The Kern County CCP reports it will add or modify goals, objectives,
and outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Incorporate/Initiate more outside resources into Sober Living
Environments (SLE) in order to better serve participants on-site and
mitigate transportation barriers.
Objective Minimize/Remove transportation barrier for a population when recruiting
for Job/Mentoring/education resources
Objective Familiarizing the SLE population with the resources so they know what to
expect and see familiar faces when they arrive at the SLE.
Objective Minimize/eliminate “no shows” for referrals to outside resources
Outcome Increase participation in job/mentoring/education resources
Measure
Outcome Improve completion rates for outside resource programs
Measure
Outcome Improve overall successful transitions into jobs/education/higher
Measure education
Progress Preliminary discussions have taken place at monthly CBO meetings
toward regarding this concept to enhance our previously met goal of continuing to
stated goal provide funding opportunities for Community-Based Organizations
(CBOs).
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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.
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
Measure have shared information for tracking and reporting outcomes.
Progress KCSO offers CBO staff the opportunity to discuss services with
toward prospective clients prior to release to facilitate a smooth transition into
stated goal post-custody programs. Additionally, stakeholders have been engaged in
a series of meetings directed at seeking long-term housing assistance to
supplement the transitional housing provided by current CBO contracts.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$110,793
Veterans Service
121279
$53,344
Contingency
$58,394
$279,033
Street Interdiction Team
$305,443
$566,273
Employers' Training Resource
$673,629
$878,133
Public Defender
$961,246
$1,120,234
Community-Based Organizations
$1,739,383
$1,756,266
District Attorney
$1,922,492
$5,564,244
Behavior Health and Recovery Services
$6,137,685
$14,591,778
Probation
$15,972,852
$16,114,148
Sheriff
$17,836,573
FY 2020-21 $41,034,246 FY 2019-20 $45,728,976
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FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$279,033
Street Interdiction Team
$305,443
Employers' Training Resource and Paid-Work $566,273
Experience $673,629
$4,558,691
Behavioral Health and Recovery Services
$5,206,735
$1,740,311
In-Custody Services
$1,926,678
Virtual Jail Program (including Sheriff's Parole and $1,046,381
Work Release) $1,284,342
Electronic Monitoring Program/Global Positioning $4,521,422
System $4,632,058
$133,442
Pre-Trial Release Program
$137,784
$1,154,275
Evidence-Based Program Unit
$1,160,267
$10,035,939
Intensive Community Supervision
$10,704,385
Day Reporting Center
$920,000
FY 2020-21 $24,035,767 FY 2019-20 $26,951,321
FY 19-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
$1,005,553
Behavioral Health and Recovery Services
$930,950
$1,120,234
Community-Based Organizations
$1,739,383
FY 2020-21 $2,125,787 FY 2019-20 $2,670,333
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,
144
enabling them to secure employment and housing, strengthen family ties, and contribute
to their community.
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 2021. 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 December 31, 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 Kern County Sheriff’s Office
(KCSO), Kern County Probation Department (KCPD), and Kern County Behavioral Health
and Recovery Services (KernBHRS) coordinate to conduct CBO monitoring which
involves on-site visits, monthly meetings, and CBO reviews. Tyler Supervision case
management system was acquired to assist CBO providers with participant tracking,
service referrals, verification of enrollment, data collection and program quality. The
CBOs that are contracted through the CCP provided various reentry services. These
services include residential/transitional housing, transportation, anger management,
substance abuse counseling, vocational/educational, family reunification, life skills, medi-
cal enrollment, parenting and neglect classes, and case management.
RSAT Statistical Evaluation and Evidence Based Correctional Program Checklist – As
part of its grant funded Residential Substance Abuse Treatment program (RSAT), KCSO
145
contracted with a professor from California State University, Bakersfield (CSUB) to
statistically evaluate the effectiveness of that program. The Kern RSAT program was
evaluated I 2014 and 2018 by the Board of State and Community Corrections (BSCC)
using their Evidence-Based correctional Program Checklist. KCSO continues to apply the
lessons learned from these evaluations to the ongoing improvement of all its in-custody
programs. (The results of the most recent Correctional Program Checklist assessment
are discussed below).
Additionally, in March of 2020, the Advocates for Humans Potential (AHP), contractors
for the Bureau of Justice, conducted a fidelity assessment of KCSO’s RSAT program.
This assessment determined how closely aligned the RSAT projects are with promising
practices as identified in their “Promising Practices Guidelines for RSAT.” While the
results of this assessment are pending, the initial feedback from AHP was very promising.
Does the county consider evaluation results when funding programs and/or
services?
Yes
If yes, how?
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?
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
146
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-Custody Services:
All KCSO Program staff are trained in and utilize Motivational Interviewing during
assessment, recruitment, and facilitation of the following curriculum:
o Matrix
o Seeking Safety
o Moral Reconation Therapy (MRT)
o Aggression Replacement Training (ART)
o Thinking For A Change (T4C)
o Meditation
o Offender Needs Assessments (ONA)
Outpatient Services:
o In-Custody Services listed above continue in outpatient settings,
maintaining a continuum of care.
o Adult Transition Team (ATT)
o Supportive Pathway Opportunities (SPO)
Crisis Services:
o Mobile Evaluation Team (MET)
o Psychiatric Evaluation Center/Crisis Stabilization Unit (PEC/CSU)
o Co-Response Teams
o Mary K. Shell Assessment Center
Substance Use Disorder (SUD) Outpatient Services:
o SUD services include outpatient, intensive outpatient and narcotic
treatment programs. Each modality is defined by eligibility criteria, treatment
goal, and expected service package for each individual enrolled.
o Recovery Stations opened in Bakersfield and Delano which allow
community agencies to bring individuals that are under the influence so that
they can let intoxication pass in a safe and supportive environment. They
are then linked to ongoing SUD treatment.
What challenges does your county face in meeting these program and service
needs?
In response to the COVID-19 pandemic, KCSO significantly changed its jail operations,
affecting both the incarcerated population and staff. Movement and group activities within
the jails were minimized to essential services only in order to prevent the spread of the
virus, resulting in the suspension of all in-person programing on March 17, 2020. In July
of 2020, KCSO’s Programs Unit began implementing independent study curriculum, such
as evidence-based Journaling by the Change Companies. In September 2020,
independent study was expanded to include education-based programs such as
Substance Abuse, Parenting, and Anger Management in partnership with the Bakersfield
Adult School. Additionally, one-on-one mentoring services are now offered through
visiting booths with Garden Pathways. Finally, as recently as October 2020, KCSO was
able to start the first five-participant, in-person and socially distanced RSAT cohort.
147
Since March 2020, Outpatient KernBHRS conducted most services through telehealth
due to the COVID-19 pandemic. Services continued during this time, and client care has
been utmost importance adhering to State and County COVID-19 directives. Groups were
discontinued to help prevent the spread and individual sessions proceeded through
telehealth. The services that continued to be provided despite the barriers due to the
COVID-19 pandemic include, but are not limited to, crisis services, individual therapy,
medication management, psychiatric services, and case management. KernBHRS has
continued to coordinate with community partners and treatment providers to assist with
clients’ housing, linkage to resources to provide for basic needs, and providing
transportation for clients to essential appointments and shelter. In an effort to reduce
client risk and decrease the likelihood for recidivism and homelessness, Kern BHRS
collaborated with local agencies and departments to establish treatment plans, provide a
warm hand off, and coordinate access to housing for incarcerated and at-risk clients.
Beginning in March 2020, all in-person Day Reporting Center (DRC) and Adult Programs
Center (APC) programming offered through KCPD were deferred in response to the
COVID-19 pandemic. Due to diminished funding resulting from the pandemic and
subsequent economic downturn, the DRC capacity was reduced from 200 participants to
50 participants. Additionally, to increase coordination APC and DRC now operate out of
a single location. DRC and APC resumed in-person services in October and November
2020, respectively.
• 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.
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.
148
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 was created based on the success of the DRC and
outcomes of the Results First project. KCPD hired and trained ten (10) Program
Specialists and a Supervisor to facilitate evidence-based programs. APC offers Thinking
for a Change (T4C), Aggression Replacement Training (ART), Moral Reconation Therapy
(MRT), and utilizes Effective Practices in Community Supervision (EPICS). APC holds
one or two graduations per year averaging twenty-five (25) graduates per ceremony.
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 2019/20, BHRS in partnership with the
KCSO Programs Unit screened and admitted 149 participants into the in-custody Matrix
and Residential Substance Abuse Treatment (RSAT) programs at the Lerdo detentions
facilities. Of these, 102 successfully completed the in-custody program, resulting in a
success rate of 60%.
The Access and Assessment Center serves as the centralized access system for adults
entering mental health treatment outside of the criminal justice setting. From July 2019 to
June 20, 2020, the center served 125 AB109 assigned individuals. For these 131
individuals, the Access and Assessment Center provided 79 mental health screenings
and 61 mental health assessments. 37 individuals did not show for their scheduled
assessment appointments. Of those individuals who received mental health
assessments, 60 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 2019 through June
2020, ATT served 130 unduplicated AB109 individuals with severe mental illness, all of
whom had a secondary diagnosis of a substance use disorder and were homeless.
Intensive Outpatient (IOP) mental health services are provided to AB 109 assigned
individuals by Mental Health Systems, a contracted provider with Kern BHRS. These
services are an enhanced level of outpatient service employed when an individual cannot
sustain psychiatric stability. Mental Health Systems employ the Assertive Community
Treatment (ACT) model through their ACTion program with services available 24 hours
per day, 365 days per year. The ACTion program offers community-based treatment for
individuals with severe and persistent mental illness, and/or a criminal justice background
who have been diagnosed with a significant MH disorder. Between July 2019 and May
2020, ACTion program served 67 unduplicated AB 109 assigned individuals.
149
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 963 criminal
justice involved individuals were referred to outpatient SUD services between July 2019
and June 2020.
In-Custody Programs – In custody programs like those provided by KCSO 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 KCSO provides include GED preparation, Life Skills, Parenting,
Anger Management, Domestic Violence, Substance Abuse, Health, Cafeteria and Food
Services including ServSafe testing and certification, and Computer classes. KCSO also
provides evidence-based programs such as RSAT program using the MATRIX
curriculum, Employers Training Resource Job Readiness, Seeking Safety, Parents on a
Mission (POM), Thinking for a Change (T4C), Meditation, Aggression Replacement
Training (ART) and Moral Recognition Therapy (MRT). In FY 19/20, 569 unique 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 KCSO’s 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 markedly improved and
promising results as evaluation of the program continues.
In FY 19/20, 1,123 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. KCSO/Bakersfield Adult School program at
Lerdo maintains its status as a certified GED testing site. In FY 19/20, 1,392 inmates
attended educational classes. KCSO 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.
Community-Based Sober Living Environments – The five (5) Community-Based Sober
Living Environments that are contracted with Kern County provide drug/breathalyzer
testing, required counseling, and aid participants in educational and employment
attainment, all while providing a drug and alcohol-free living environment. In FY 19/20,
these organizations saved 43,300 jail bed days, provided services to 915 participants,
and had 249 Program Completions.
Inter-department collaboration within the County is a valuable asset that is greatly utilized,
particularly regarding CBO monitoring. KCSO, KCPD, and KernBHRS work in
conjunction to execute monthly CBO meetings, monthly on-site visits, as well as individual
meetings between the three departments and CBOs to examine program successes and
areas where greater support and services are needed.
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FY 2020-21 Community Corrections Partnership Survey
Kings County
CCP Membership as of October 1, 2020.
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
151
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Collaboration with Job Training Office (JTO)
Objective Work collaboratively with the Job Training Office (JTO) to improve the
quality of life in our communities by providing employment education and
opportunities for Post Release Community Supervision (PRCS) clientele.
Objective Clients are offered Basic Career Services and Individualized Services.
Objective Clients are offered Job Readiness Workshops, Classroom Training,
Supportive Services, and Employment Opportunities.
Outcome Since July 2019, JTO has provided services to 182 PRCS clientele; with 76
Measure having become employed.
Progress Goals are being met as a result of JTO providing outstanding education and
toward employment opportunities to the clientele.
stated goal
The Kings County CCP reports it will use the same goals, objectives,
and outcome measures identified above in FY 2020-21.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$85,000
Defense of the Accused
$50,000
$2,179,066
Probation Department
$2,674,965
$8,371,648
Sheriff's Office
$7,949,186
$379,250
District Attorney's Office
$344,439
$65,900
Human Resources
$65,900
$44,000
County Counsel
$44,000
$47,491
County Administration Office
$47,491
FY 2020-21 $7,364,523 FY 2019-20 $9,328,211
FY 2019-20 Carryover - $1,847,770
FY 2020-21 Carryover - $3,807,832
152
FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$379,250
Victim Services
344439
CCP Collaborative Task Force - JTO - Job Training $110,673
Office 110673
CCP Collaborative Task Force - Lemoore Police
Department 115380
CCP Collaborative Task Force - Hanford Police
Department 135103
CCP Collaborative Task Force - Corcoran Police
Department 133510
CCP Collaborative Task Force - Avenal Police
Department $111,895
Electronic Monitoring - House Arrest - Probation $186,150
Department $186,150
FY 2020-21 $676,073 FY 2019-20 $1,137,150
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?
JTO provides a monthly and year-to-date status of referrals and participation with addition
to recidivism rates for participants.
Does the county consider evaluation results when funding programs and/or
services?
No.
153
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, Kings View Counseling and Champions provide mental
health and/or substance abuse disorder programs. Residential treatment, dual-diagnosis
and outpatient mental health services are also available.
What challenges does your county face in meeting these program and service
needs?
There are very limited resources available in providing programming as it relates to the
number of clientele.
What 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.
Collaboration with JTO – Job Training Office has had positive results. Since July 2019,
JTO has had 182 Post Release Community Service clients referred to their program. The
program offers a wide variety of classroom instruction and training for employment
purposes. A total of 76 have gained employment and there have only been 10 clients
who have reoffended.
154
FY 2020-21 Community Corrections Partnership Survey
Lake County
CCP Membership as of October 1, 2020.
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?
As Needed
How often does the Executive Committee of
the CCP meet?
Annually
Does the CCP have subcommittees or
working groups
No
155
Goals, Objectives, and Outcome Measures
FY 2019-20
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
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 have added a substance abuse and relapse prevention course we refer
toward to as “Stages” to our programs.
stated goal
The Lake County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Increase supervision effectiveness through reduced officer
caseloads.
Objective Increase DPO staffing.
Outcome Increase our DPO staffing level by four.
Measure
Progress We have hired one additional DPO and have numerous applicants in
toward various stages of the hiring process.
stated goal
Goal Provide remote (distance) learning alternatives.
Objective Increase our ability to provide remote learning to programs offered.
Outcome We want to be able to provide our DRC programs remotely to increase
Measure community safety during COVID, while still seeing the benefit of our
programing.
Progress We have begun holding our classes remotely and are in the process of
toward procuring the necessary equipment and technology to provide remote
stated goal (distance) learning for all of our clients.
156
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$148,000
District Attorney
$148,000
$147,709
Behavioral Health
$147,781
$905,620
Sheriff Department
$643,126
$448,900
Public Health
$448,900
$1,473,910
Probation Department
$995,910
FY 2020-21 $3,043,186 FY 2019-20 $3,043,187
FY 2019-20 Carryover - $659,470
FY 2020-21 Carryover - $80,953
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & 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 Monitory
$25,000
$170,000
In-Custody Services
$170,000
FY 2020-21 $868,275 FY 2019-20 $868,275
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FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$6,300
Sober Living Environment Placement
$6,300
$50,000
Hilltop Recovery Full Restidential Treatment
$50,000
FY 2020-21 $56,300 FY 2019-20 $56,300
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 service 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 and those
departments receiving funding. Evaluation results are part of that process.
158
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%
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 attending our programs. Funding
is also provided for full residential treatment, a sober living environment, a full DRC and
DRC and a remote check-in DRC.
What challenges does your county face in meeting these program and service
needs?
Our biggest challenge currently is assisting 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. During COVID we have transitioned many of those programs to remote
(distance) learning to continue to provide the services needed to help individuals succeed.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
We believe that providing our own Probation managed programs and services is our best
practice. Our targeted growth plan is to continue to have 30 consistent participants and
continue to increase each year. We offer Moral Reconation Therapy (MRT), Alcohol and
Other Drug Services (AODS) counseling, Mental Health counseling, Anger Management,
Job Readiness, Behavioral Health Trauma Groups, Nurturing Parenting and Men’s
Recovery Support through Alcohol and Other Drug Services.
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160
FY 2020-21 Community Corrections Partnership Survey
Lassen County
CCP Membership as of October 1, 2020.
Jennifer Branning Barbara Longo
Chief Probation Officer Department of Social Services
Tony Mallery 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
No
161
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.
Progress The Lassen County Probation Department successfully completed
toward procedures to implement an adult/juvenile work program,
stated goal incentive/sanction program and violation response matrixes. The Probation
Department has been working on evidence-based programs and services
to meet targeted needs and individual services when needed. The current
pandemic and staffing shortages have been a challenge and many
programs and services have been adapted. Measuring outcomes in the
current climate will be difficult and may not be possible.
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.
Objective To identify and define, at a local level, state data definitions 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.
Progress The Criminal Justice Analyst created guides to working in multiple systems
toward and departments within the county. Streamlining information as much as
stated goal possible and clearly defining data have increased confidence, reliability
and familiarity with funding allocations. The current pandemic and staffing
shortages have been a barrier to full implementation.
162
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.
The Lassen County CCP states it will use the same goals, objectives,
and outcome measures identified above in FY 2020-21.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$1,546,267
Sheriff Department
$1,438,960
$390,177
Probation Department
$436,989
FY 2020-21 $1,440,196 FY 2019-20 $1917,435
FY 2019-20 Reserves - $463,058
FY 2020-21 Reserves - $732,409
163
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$400,000
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
Behavioral Health Services
$15,000
$10,000
GPS/Electronic Monitoring
$9,612
$546,267
In-Custody Services
$600,823
FY 2020-21 $1,387,267 FY 2019-20 $998,435
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$4,000
Treatment Programs-Journaling Program
$5,000
FY 2020-21 $4,000 FY 2019-20 $5,000
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165
Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
Submit program information to be discussed at a CCP meeting and determine an
outcome.
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?
Verbal data reviews of outcomes with general increases and decreases at meetings.
Does the county consider evaluation results when funding programs and/or
services?
Yes
If yes, how?
Verbal data reviews of outcomes with general increases and decreases at 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)?
Less than 20%
166
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?
Basic Services are currently available as staffing, funding and capacity are barriers in
Lassen County. The current pandemic has been extremely challenging and in some
cases devastating in a rural community.
What challenges does your county face in meeting these program and service
needs?
Accessing services has been more difficult with the pandemic. Patchwork programs and
services have been resorted to in many instances. Every effort has been made by all
partners within the county to keep offenders engaged in any services we can provide.
What 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.
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168
FY 2020-21 Community Corrections Partnership Survey
Los Angeles County
CCP Membership as of October 1, 2020.
Raymond Leyva Antonia Jiménez
Chief Probation Officer Department of Social Services
Sam Ohta Jonathan E. Sherin
Presiding Judge or designee Department of Mental Health
Fesia Davenport Otto Solorzano
County Supervisor or Chief Administrator Department of Employment
Jackie Lacey Barbara Ferrer
District Attorney Alcohol and Substance Abuse Programs
Ricardo Garcia and Erika Anzoategui Debra Duardo
Public Defender Head of the County Office of Education
Alex Villanueva Troy Vaughn
Sheriff Community-Based Organization
Michel Moore and John Incontro 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
169
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 Establishment of the Adult-At-Risk Pilot program at all Probation HUBs and
Measure Area Offices that 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 CENS
stated goal navigators at the following locations:
• Airport Courthouse Start Date: 07/15/19
• Burbank/Glendale Courthouses Start Date: 08/13/19
• Downey Courthouse Start Date: 08/14/19
• DOORS Vermont Center Start Date: 10/16/19
• Metropolitan Courthouse Start Date: 03/18/20
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 was 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, reducing the negative consequences of SUD; support
community re-entry; reduce recidivism; and improve health outcomes.
Clients who completed the program received a certificate from DPH-SAPC
and were eligible for potential incentives from Probation. The program
offered 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 implemented at 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. The Adult At-Risk Pilot program ended
on June 30, 2020. As a result of the program being well received by CENS
counselors and program participants, DPH-SAPC has added the program
as a core activity into the CENS Scope of Work.
170
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 March 2020, 484 AB 109 Revocation Court clients
toward were referred to the START program. During April 2020 to June 2020,
stated goal Revocation Court referrals were suspended due to COVID-19 related
restrictions on Court operations and START in-custody treatment services.
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.
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 June 2020, the PRVC Pilot Program established required personnel
toward at the regional offices within Pomona, San Gabriel Valley, and Rio Hondo
stated goal offices. Meetings were held to discuss the overall PRVC implementation
plan. Assigned PRVC officers from their respective offices conducted
PRVC scheduling with CDCR. The PRVC Pilot required a sufficient flow of
data in order to calculate best practices and approach to creating an
effective PRVC. Department of Mental Health and Substance Abuse
Prevention and Control partners showed interest in participation for future
PRVCs. Due to pandemic safety precautions and guidelines throughout
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the State, CDCR had limited opportunity to offer PRVCs as reported by
the Department of Public Health.
*Individuals who have never reported or have not reported in six months.
The Los Angeles County CCP will add and/or modify goals, objectives,
and outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
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 2019/2020.)
Objective Increase the number of experienced SUD treatment providers that can
address the needs of justice-involved individuals transitioning from
custody to community.
Objective Increase the volume of client encounters and SUD screenings for justice
involved individuals.
Outcome Increase the number of new SUD treatment providers designated as a
Measure SAPC criminal justice SUD program by 20 percent.
Outcome Increase the number of client encounters and SUD screenings by 10
Measure percent
Progress Objective 1:
toward In FY 2020-21, DPH-SAPC has successfully added two SUD treatment
stated goal providers to offer services in the In-Custody to Community Referral
Program (ICRP) and Co-Occurring Integrated Network (COIN) programs:
• Social Model Recovery Systems (COIN & ICRP)
• Behavioral Health Services (ICRP)
Objective 2:
Information is currently being gathered.
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 2019/2020.)
Objective Once COVID-19 restrictions are lifted, 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.
Objective During COVID-19 restrictions to START operations, DHS-ICHS will
provide screenings, brief interventions and referrals to treatment (SBIRT)
for AB 109 referred persons to assist with community transitions from
custody.
Outcome Total AB 109 Revocation Court referrals to the START program in FY
Measure 2020-21.
Outcome Total AB 109 in-custody to community referrals during COVID-19
Measure restrictions implemented April 1, 2020.
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Progress Minimal access to the Sheriff’s Department jail facilities was available in
toward August 2020 for START providers to conduct Screening, Brief Intervention,
stated goal and Referrals for Treatment (SBIRTs) for AB 109 referrals. At the time of
this report, 189 referrals were received.
Goal The Probation Department will utilize Pre-Release Video
Conferencing (PRVC) to in-reach to individuals in prison who will be
released to the Probation Department’s supervision. (Partial
continuation of goal from FY 2019/2020.)
Objective Expand in-reach to individuals being released from prison onto Post-
Release Community Supervision (PRCS) with the use of PRVC to reduce
the abscond rate of newly released PSPs.
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 Develop policy and procedures for PRVC implementation with persons
being released from state prison.
Objective Expand PRVC activities from existing pilot program to full implementation
to all AB 109 supervision staff.
Outcome By April 2021, AB 109 policy and procedures for PRVC will be approved
Measure by Probation’s Executive Management staff and published for staff use.
Outcome By July 2021, at least 75% of AB 109 supervision staff will be trained in
Measure the new PRVC policy and procedures.
Outcome By September 2021, the Department will have completed at least 250
Measure PRVC contacts with inmates being released to Los Angeles County for
Post-Release Community Supervision.
Progress As of October 2020, Probation completed 50 PRVCs through its Pilot
toward PRVC Program. The three (3) Deputy Probation Officers assigned to the
stated goal program will matriculate to full PRVC caseloads. The progress of the pilot
program was also determinate on the coordination and capabilities of
CDCR to get inmates scheduled and on camera for the video
conferencing. The PRVC Pilot team continues to reshape and support a
highly interactive PRVC meeting with future clients to Post-Release
Supervision. Orientations, motivational interviewing, building rapport, and
introducing key partnerships from the Department of Mental Health and
Substance Abuse Prevention and Control personnel enhances the support
given to new clients. Additional details and assessments at this early stage
of contact reveal clients’ needs for possible Family Reunification, Gang
Interventions, Trauma Informed Care, Domestic Violence classes, Mental
Health placement, Substance Abuse Disorder programming, Prison to
Employment readiness, and auxiliary support through incentives of
positive behavior. The case management process in the Pilot incorporates
an evidence-based approach to instill the cognitive behavioral
interventions already established with Carey Guides. The pilot is designed
to develop a direct linkage to a Los Angeles County Probation Officer for
community transition to create an immediate foundation efficiently and
effectively upon release.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
Workforce Development, Aging, and Community $7,000
Services
$255,000
Contingency Reserve
$4,385,000.00
$49,000
Trial Court Operations - Conflict Panel
$49,000
$210,736,000
Sheriff
$220,380,000
$7,834,000
Public Health Department
$12,879,000
$5,712,000
Public Defender
$5,558,000
$117,608,000
Probation
$124,812,000
$14,034,000
Mental Health Department
$17,279,000
Local Innovation Fund
$1,080,000
$17,994,000
Health Services
$22,952,000
$4,036,000
Fire Department
$5,045,000
$18,414,000
Office of Diversion & Re-Entry
$22,334,000
$7,856,000
District Attorney
$7,770,000
$240,000
Chief Executive Office
$300,000
$1,878,000.00
Board of Supervisors
$2,525,000
$220,000.00
Auditor-Controller
$273,000
$1,263,000
Alternate Public Defender
$1,250,000
FY 2020-21 $408,136,000 FY 2019-20 $448,871,000
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
Workforce Development, Aging, and Community $7,000
Services
$255,000
Contingency Reserve
$4,385,000.00
$49,000
Trial Court Operations - Conflict Panel
$49,000.00
$210,736,000
Sheriff
$220,380,000.00
$7,834,000
Public Health Department
$12,879,000.00
$5,712,000.00
Public Defender
$5,558,000
$117,608,000
Probation
$124,812,000
$14,034,000
Mental Health Department
$17,279,000
Local Innovation Fund
$1,080,000
Health Services - Integrated Correctional Health $13,757,000
Services $10,379,000
$3,784,000
Health Services - Hospitals
$12,029,000
$453,000
Health Services - Administration
$544,000
$4,036,000.00
Fire Department
$5,045,000
$18,414,000
Office of Diversion & Re-Entry
$22,334,000
$7,856,000
District Attorney
$7,770,000
$240,000
Chief Executive Office
$300,000
Board of Supervisors - Information Systems Advisory $1,658,000
Body $2,250,000
Board of Supervisors - Countywide Criminal Justice $220,000
Coordination $275,000
$220,000
Auditor-Controller
$273,000
$1,263,000
Alternate Public Defender
$1,250,000
FY 2020-21 $408,136,000 FY 2019-20 $448,871,000
See further breakdown of FY 2019-20 and FY 2020-21 allocations at the end of the
county report.
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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 through the County’s established
budget process. Departments may then contract with Community-Based Organizations
(CBOs) to provide programs and/or services. The CCP helps inform this process and
budget requests submitted by departments 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. Monthly data reports are also maintained that indicate trends over time.
Further, the County has participated in multiple studies to identify trends and patterns,
including a Board of State and Community Corrections sponsored study by the Public
Policy Institute of California.
In addition, the County launched an AB 109 Study Series in 2019. This series of studies
will involve an ongoing partnership among justice agencies to evaluate Public Safety
Realignment implementation and assess its impact on AB 109 individuals’ outcomes, re-
involvement in the justice system, and trends in justice outcomes.
The first study focused on general trends in terms of outcomes for AB 109 individuals on
community supervision, with specific analyses of outcomes among individuals with
serious mental illness who were supervised on Post Release Community Supervision
(PRCS) and split sentences. This was completed in October 2020 and submitted to the
Board of Supervisors.
Due to the scope of Public Safety Realignment and its multiple components, the study
series is designed to provide a structure for ongoing analysis of realignment issues, with
each subsequent study building on the results of previous ones.
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Combined with other parallel measurement efforts in the County, this study series will
paint a clearer picture of AB 109 individuals' trends and outcomes and help guide future
program and policy decisions.
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 previously, the County Board of Supervisors is kept informed about
the programs and services related to Public Safety Realignment through reports
submitted on a semi-annual basis. In addition, individual departments 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.
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MENTAL HEALTH TREATMENT SERVICES
The Department of Mental Health (DMH) continues to make available to AB109 clients a
full continuum of services and supports as they reintegrate into their communities. This
includes the following:
• Screening, Assessment, Triage and Linkage by DMH staff co-located at the five
Probation hubs. Given the COVID-19 pandemic and the need to work remotely,
starting in March 2020, staff completed interviews and linkage of clients
telephonically.
• Linkage for clients referred from the Revocation Court, Department 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; and
• State Hospital and Institution for Mental Disease (IMD) beds.
Additional DMH-DPH residential Co-Occurring Integrated Care Network (COIN) beds
were allocated at a new location in 2019. In addition, a fourth collaborative site was
opened on January 10, 2020 in Los Angeles. Services provided include case
management, medication support, crisis intervention, therapeutic groups, and individual
treatment.
SUBSTANCE USE DISORDER (SUD) TREATMENT SERVICES
The Department of Public Health – Substance Abuse Prevention and Control (DPH-
SAPC) supports and oversees the provision of a full continuum of substance use disorder
(SUD) treatment services available to youth, young adults and adults enrolled or eligible
for Medi-Cal, My Health LA and/or participating in select County/State-funded programs
(e.g., Assembly Bill 109).
Services supported through the Drug Medi-Cal (DMC) program affords the opportunity to
leverage Federal Medi-Cal funding that sustains services to residents, including criminal
justice involved, in Los Angeles County through a single-benefit package.
Although SUD treatment services are primarily funded through Drug Medi-Cal, secondary
funding sources, such as public safety realignment funding, cover certain treatment costs
or more expansive wraparound services that support the needs of the population. This
may include navigation services, Recovery Bridge Housing, room and board for
residential services, and other supports and contributes towards the non-federal matching
fund commitment.
SUD treatment services are consistent with American Society of Addiction Medicine
(ASAM) criteria. The following types of SUD services are provided to residents of Los
Angeles County, inclusive of criminal justice-involved populations:
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• Outpatient Treatment – appropriate for patients who are stable with regard to acute
intoxication/withdrawal potential, biomedical, and mental health conditions.
• Intensive Outpatient Treatment – appropriate for patients with minimal risk for
acute intoxication/withdrawal potential, medical, and mental health conditions, but
who need close monitoring and support several times a week in a clinic (non-
residential and non-inpatient) setting.
• Low Intensity Residential (Clinically Managed) – appropriate for individuals who
need time and structure to practice and integrate their recovery and coping skills
in a residential, supportive environment.
• High Intensity Residential, Population Specific (Clinically Managed) – appropriate
for patients with functional limitations that are primarily cognitive, who require a
slower pace to treatment, and who are unable to fully participate in the social and
therapeutic environment.
• High Intensity Residential, Non-population Specific (Clinically Managed) –
appropriate for patients who have specific functional limitations. 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.
• 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.
• Recovery Support Services – appropriate for any patient who has completed SUD
treatment to support continued sobriety and relapse prevention.
• Case Management - is a patient-centered service that is intended to complement
clinical services, such as individual and group counseling, to address areas in an
individual’s life that may negatively impact treatment success and overall quality
of life.
• 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.
CUSTODY-BASED TREATMENT AND REENTRY SERVICES
In-Custody Mental Health Services
In-custody mental health programs are administered by the County of Los Angeles
Department of Health Services (DHS) and provide care to men and women identified as
having mental health needs while incarcerated in the Los Angeles County jails. Services
are provided at four locations: The Twin Towers Correctional Facility (TTCF), Men’s
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Central Jail (MCJ), Century Regional Detention Facility (CRDF), and North County
Correctional Facilities (NCCF).
Approximately 5,900 individuals, or 39% of the current average jail census of nearly
15,000, receive mental health services on any given day. The mental health client census
is comprised of approximately 5,000 men and 900 women. Over two-thirds of these
clients are housed in mental health areas of TTCF and CRDF, with the remainder housed
in the general population areas of TTCF, CRDF and MCJ.
Mental Health has more than 300 jail-based staff members, including psychiatrists,
psychologists, social workers, psychiatric nurses and technicians, service coordinators,
case workers that function as group leaders and release planners, substance abuse
counselors, recreation therapists, and support and administrative staff.
Staff funded by AB 109 are represented in every program, as are AB 109 clients.
Clients are provided individual and group treatment, crisis intervention, medication
management, and discharge planning.
Substance Treatment and Re-entry Transition (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 Sheriff’s Department. The ICHS – 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. Medication
Assisted Treatment (MAT) medications for incarcerated individuals with SUD’s are also
made available.
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
transgender male inmates and male inmates who have sex with men.
The target population is comprised of inmates that meet clinical criteria for SUD. Jail-
based SUD treatment services are provided to pre- and post-plea individuals, including
PSPs (Post-release Supervised Persons) and AB 109-sentenced individuals (non-violent,
non-serious, non-sex offending) who are Court-referred by probation officers, bench
officers, or defense attorneys.
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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.
Prior to the COVID-19 pandemic, ICHS-AMS provided evidence-based behavioral
therapy to 500 patients on any given day. The program was suspended due the
pandemic; however, the Sheriff’s Department is working with DHS to reinstitute the
program as soon as possible.
Medication Assisted Treatment (MAT)
In addition to providing SUD treatment under the START program, Los Angeles County
also provides 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 opioid 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 and Methadone are available to all pregnant women diagnosed with opioid
use disorder (MAT medications given prior to in-custody release).
DHS-ICHS 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 were delayed
due to the COVID-19 pandemic.
An additional effort to further support the availability of MAT in the criminal justice setting
is the creation of an ad hoc work group that is being convened by the Countywide Criminal
Justice Coordination Committee (CCJCC). This work group will support training,
education, and policy-making efforts with respect to the use of MAT.
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, or START-
Community) 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 justice-involved clients who have a minimum of ninety
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(90) days left on their sentence and who volunteer to participate in an 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.
Jail Release and Mental Health Discharge Planning
Reentry planning is provided by the Care Transitions unit in DHS Correctional Health
Services for individuals in LA County jails who are experiencing medical issues, mental
illness, homelessness, substance use disorders (SUDs), and other conditions.
Approximately 15,900 participants were served across four programs in FY 2019-2020.
Funding for these services has included Whole Person Care (State 1115 Medicaid
Waiver), local Homeless Initiative and Measure H funds, and AB 109.
Services include psychosocial assessment, development of a reentry plan, Medi-Cal
enrollment or reactivation, and linkages to interim housing, medical care, mental health
services, SUD residential or outpatient treatment, job training, and other services.
Coordinated releases are also arranged with transportation to interim housing or
treatment programs. In addition, participants in the Whole Person Care Reentry program
are linked to a Community Health Worker with lived experience of prior incarceration to
provide continued navigation and mentoring in the community. As part of a collaborative
effort, the Sheriff’s Department is working with the DHS-ICHS Care Transitions Unit to
comply with provisions set forth in Paragraph 34 of the Department of Justice (DOJ)
Settlement Agreement, which requires that individuals with mental illness leaving jails are
offered comprehensive and compassionate release planning.
The Sheriff’s Department is working to support DHS-ICHS’ efforts to conduct clinically
appropriate release planning for all inmates who are being released to the community
and who have been identified as having a mental illness and needing mental health
treatment, or as having a DSM-5 major neuro-cognitive disorder that caused them to be
housed in the Correctional Treatment Center at any time during their current
incarceration.
OTHER SERVICES
Care Coordination for Medically High-Risk AB-109 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.
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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 identified 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.
Generally, housing services are available for up to 365 days and includes the following
types of housing services: transitional, sober living, emergency shelter housing, and
medical housing (when available). In addition, housing services include case planning
and management to transition the client to permanent housing.
The system navigation services assist clients by providing links to public social services
benefit programs and assisting with eligibility support documents.
Employment services include the following components: employment eligibility support;
case management; job readiness workshops; job placement; job retention; and aftercare
services.
Additional employment services are provided by the Department of Workforce
Development, Aging & Community Services (WDACS). In particular, the following two
programs were successful in assisting the justice-involved population:
• The Jail-Based Job Center (JBJC) pilot program at the Pitchess Detention Center;
• The Reentry System Navigators program, which was funded by a Recidivism
Reduction Grant.
The JBJC provided a continuum of pre- and post-release workforce development services
aimed at preparing and placing individuals in jobs upon release from jail.
Pre-release services in the program included: intensive soft skill preparation, pro-social
skill development, peer supports, and system navigation services into the Los Angeles
County America’s Job Centers of California (AJCC) system (guided by Reentry
Navigators). Post-release services included: career planning, job training, employment
placement, continued career development, and follow-up services.
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LAC + USC Medical Center
The LAC + USC Medical Center provides mental health and SUD services to inpatients
whose condition requires this level of care. The primary medical team may submit a
referral for a psychiatrist to evaluate the patient and recommend treatment options.
What challenges does your county face in meeting these program and service
needs?
• Impact of the COVID-19 Pandemic on Public Safety Realignment Operations
The COVID-19 pandemic created overarching, unique, and ongoing challenges for
operations related to Public Safety Realignment in Los Angeles County. The
pandemic affected a broad range of activities ranging from jail population
management, staffing, and in-person contacts. The following is a review of some
of the impacts of the pandemic and accompanying responses:
o Jail Population Management: In March 2020, the Sheriff’s Department
implemented various measures to reduce the jail’s population in an effort to
mitigate the spread of the COVID-19 pandemic among those incarcerated and
staff. As a result, the number of persons incarcerated under realignment has
significantly decreased. On November 9, 2020, of the 15,154 individuals
incarcerated in the Los Angeles County jail system, 1,562 of them were held under
charges related to realignment. This is 60% lower than in February 2020 when
there was an average of 3,936 individuals in this group.
o Reduction of in-custody treatment program capacity due to COVID-19 pandemic:
START
During the period of April to June 2020, the START program’s capacity was
reduced to zero patients in response to limited access to the jail facilities during
the COVID-19 pandemic. DHS-ICHS coordinated with various collaborative courts
(i.e. Drug Courts) to develop coordinated releases to community-based treatment
services as part of the County’s efforts to reduce the overall jail population.
Sheriff’s Department programs
In addition, while the Sheriff’s Department has historically offered a robust array of
inmate worker, educational, vocational, life skills and therapeutic programs, the
COVID-19 pandemic resulted in various jail programs being interrupted or
otherwise affected.
For example, vocational and Alcoholics/Narcotics Anonymous programs have
been suspended indefinitely. Educational programming, although initially
suspended, has recently been modified to include distance learning for high
school, as well as hybrid distance learning for Life Skills and, at Pitchess Detention
Center, for college.
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Because school faculty are not entering custody facilities, Sheriff’s personnel are
now responsible for facilitating course packet pick-up, delivery, and return, which
has proven to be a logistical challenge.
Although the Sheriff’s Department has been innovative in finding alternative ways
to conduct the classroom portion of life skills (pre-recorded video of lesson plans,
real-time telephonic teaching and, at MCJ, virtual classes live streamed via
WebEx), in-person instruction by a teacher is preferred.
With social distancing restrictions comes limited classroom occupancy, which has
resulted in a significant decrease in overall student participation. Likewise,
recurrent quarantines due to COVID-19 continue to hinder the ability to provide
consistent and uninterrupted education and life skills curriculum to those who are
justice-involved.
For now, religious services remain modified to allow for individual Chaplain
counseling and distribution of religious reading material, although limited
occupancy services may be proposed in the future.
The combination of insufficient funding to maintain the jail beds for the current
population and the pandemic’s overall impact on jail operations have also worked
to hamper the ability to provide much needed programing.
In-person interviews
DMH has brought two clinicians on board in order to conduct mental health
assessments on AB109 individuals in Los Angeles County jails. The purpose is to
identify mental health needs and link individuals to appropriate levels of care.
Access to jail clearance has been obtained for both staff. However, given that the
County jails are currently closed to outside staff, in-person interviews have been
placed on hold and options for video interviews are being explored.
Medication Assisted Treatment
MAT for OUD is offered within the County jail system. It is limited to Naltrexone
for all inmates and Buprenorphine (i.e., Suboxone) and Methadone for pregnant
women. DHS-ICHS has begun the process to build the infrastructure to provide
Buprenorphine to more inmates beyond pregnant women and offer Methadone as
an additional MAT to inmates to increase overall MAT services in the County jail
system. However, these efforts were delayed due to the COVID-19 pandemic.
o SUD services
Accessing SUD services during the COVID-19 public health crisis became more
critical for some patients to reduce the risk of relapse. DPH-SAPC has responded
by providing guidance to its SUD treatment provider network and releasing regular
information notice updates, convening provider meetings focusing on COVID-19,
introduced telehealth services, and developed briefs offering guidance for
residential and outpatient SUD settings with respect to COVID-19.
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o Early inmate releases
Compounding the challenges from the COVID-19 pandemic, the early inmate
releases of both the California Department of Corrections and Rehabilitation
(CDCR) and Los Angeles County jails has made it difficult to reach clients as they
transition from in-custody to the community. Many individuals released have
limited conditions or incentives that persuade them to enter voluntarily into SUD
treatment services.
Departments are collaborating with one another to reach out to individuals in need
of SUD treatment upon their release.
In addition to the COVID-19 pandemic, the following are additional challenges to meeting
program and service needs:
• 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.
County Departments are continuing to work collaboratively to address this
challenge.
• Managing Client Risk: An on-going challenge is that of managing clinical risk and
risk for violence. AB 109 clients may have prior criminal offenses which would
classify them at higher risk for potential violence than the current offense for which
they were recently incarcerated. Additionally, AB 109 clients have committed
violent offenses while being supervised in the community post-release. As a result,
the higher-than-expected risk level of AB 109 clients presents a challenge for staff
who are tasked with providing treatment services to these clients. DMH provides
on-going consultation and offers a number of tailored trainings to increase the
ability of the legal entity providers to manage the risk.
• 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.
As an example, there has been difficulty placing high-risk individuals into certain
levels of care, including residential and recovery bridge housing.
Departments continue to work to address these limitations. For instance, although
limited to certain levels of care, DPH-SAPC employed Field Based Services (FBS),
which is a mobile service delivery option for populations at high-risk to receive
outpatient type services, to address the issue of treatment availability and delivery.
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• 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.
• Increase in mentally ill patients: There is a continued rise in mentally ill patients
without a respective increase in mental health staff. The percentage of patients
identified as mentally ill in 2012 was 17%, and that percentage has steadily
increased each year to the current percentage of 39%.
• Jail overcrowding: Despite a brief reduction in the jail’s overall population,
overcrowding has continued to be a challenge due to various factors. The lengthier
stays of individuals sentenced under P.C. 1170(h), the continued growth in the
jail’s mentally ill population, and the specialized housing demands for incarcerated
individuals impacted by the COVID-19 pandemic have served to exacerbate the
lack of available bed space at the Men’s Central Jail and the Twin Towers
Correctional Facility.
The County is further limited by a lack of appropriate space to meet the
instructional, clinical, and counseling needs for the jail population.
• Housing services for individuals leaving incarceration: The supply of interim and
permanent housing in Los Angeles County accessible to individuals leaving the
jails or prisons remains inadequate to meet the need. Residential settings – such
as Board and Care facilities that can provide additional care and assistance, as
well as residential treatment facilities that can accommodate individuals with co-
occurring medical, mental health, and/or SUD conditions – are exceptionally
scarce.
The COVID-19 pandemic has further exacerbated these challenges, as early
releases from jails and prisons have increased the housing demand, and facilities
have needed to accept fewer individuals to allow for isolation areas or periodically
suspend intakes due to quarantines.
• Transition from custody to community treatment services: A critical area remains
having a seamless transition from custody to community services. Departments
and agencies have been working together on an ongoing basis to enhance and
improve outcomes.
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
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:
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• 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 more proactively seek out available mental health information 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.
In addition, given the increased number of early releases from State prisons and
County jails, DMH collaborated with CDCR and DHS to obtain the names of
individuals that would be releasing to Los Angeles County in order to be better
prepared to serve these individuals and their mental health needs.
• Co-Occurring Disorders Services
Given the ever-growing need for residential Co-Occurring integrated services,
DMH and DPH-SAPC continue to increase their partnership to provide Co-
Occurring Disorder (COD) services in residential settings. In addition to the three
partnership locations that have been receiving patients, a fourth site became
operational in January 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; 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; Working with the Forensically-Involved, Mandated Consumer; and
Diagnosis, Treatment & Risk Management of Antisocial Personality Disorders and
Psychopathy – Forensic Focus.
• Justice Enterprise Application (JEA)
In order to collect, manage, and report accurate information on AB109 clients
engaged in mental health treatment, DMH collaborated with DMH’s Chief
Information Office Bureau (CIOB) to create a new web-based platform, Justice
Enterprise Application (JEA), to be used by the program. JEA was launched earlier
this year and is being utilized by the program staff. In addition, a separate provider
portal is being created which will serve as communication between program and
the providers.
• Medi-Cal Outreach to Inmates
The Sheriff’s Department has finalized a Memorandum of Understanding (MOU)
with the Department of Public Social Services (DPSS) and DHS to facilitate efforts
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in providing Medi-Cal outreach and enrollment services to individuals who are
being released from County-managed jails.
• Re-entry Services
The Sheriff’s Department Community Transition Unit (CTU) continues to partner
with community-based organizations and other agencies to offer re-entry services
to incarcerated individuals, including those in custody under realignment, with the
goal of reducing recidivism. Some of these services include the issuance of public
transportation “TAP” cards, replacement California identification cards, and birth
certificates.
In addition, the Community Re-entry and Resource Center (CRRC) was
established within the Inmate Reception Center (IRC) lobby to provide transitional
services to justice-involved individuals upon release from custody, including those
who identify as being homeless. Service windows provide information and
services for mental health, drug treatment programs, general relief benefits,
referrals for employment and housing, information regarding the Probation
Department, and information for Military Veterans.
• Expansion of DMC-ODS
Since July 1, 2017, DPH-SAPC has continued to expand the County’s Drug Medi-
Cal Organized Delivery System (DMC-ODS) program, which provides participating
counties with significant flexibility to grow service capacity and enhance services
available to residents of Los Angeles County.
The DMC-ODS program has allowed DPH-SAPC to begin transforming into a
managed care health plan for specialty SUD services. Through the evolution of
the DMC-ODS program, the County has been able to support a fuller continuum
of SUD services.
• Withdrawal Management
Effective July 1, 2019, DPH-SAPC added withdrawal management (WM),
commonly referred to as detoxification services, as a level of care reimbursable
under the DMC program. Prior to this change, WM services were supported with
limited county and state funding and maintained a limited capacity of 10 dedicated
beds. As result of this shift, the County now holds 173 beds for WM, significantly
increasing capacity for this service.
• Telehealth Services
Further policy flexibilities, consistent with state and federal allowances,
enabled the provision of SUD treatment and screenings via telephone and
introduced the provision of services via telehealth to minimize transmission
risks. Effective March 1, 2020, DPH-SAPC contracted providers began using
telehealth to enable the delivery of services to continue client participation and
reduce COVID-19 transmission.
• Co-location of Client Engagement and Navigation Services (CENS)
In FY 2019-20, to improve access to SUD services, DPH-SAPC successfully
increased the number co-location of the Client Engagement and Navigation
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Services (CENS), which offer face-to-face navigation services, including
screening, referral, linkages, and connection to SUD treatment services aimed
at individuals who need more hands-on assistance to maximize treatment
admission and retention in services. The following five CENS co-locations for
criminal justice involved individuals were added in Fiscal Year 2019-2020:
o Airport Courthouse
o Burbank/Glendale Courthouses
o Downey Courthouse
o DOORS Vermont Center
o Metropolitan Courthouse
• Recovery Bridge Housing
To address the need of homeless criminal justice involved populations
concurrently receiving outpatient type services, DPH-SAPC continues to invest in
expanding and supporting Recovery Bridge Housing (RBH). This 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. During FY
2019-20, DPH-SAPC increased RBH capacity and availability from 929 to 979
dedicated beds.
• Jail and Prison In-Reach
Jail and prison in-reach and transition planning is still in the implementation phase,
but these efforts should help reduce abscond rates and increase service utilization
and transition planning from custody.
• Office of Diversion and Reentry (ODR)
To expand the availability of treatment and reentry services, the County
established ODR in 2015. Since that year, public safety realignment funding has
been allocated to ODR to support various programs:
Public Defender Social Workers
Social workers on staff with the Public Defender’s Office support casework in eight
different programs in order to support the identification of appropriate alternative
dispositions and treatment case plans.
Various treatment, training, and housing programs
ODR programs divert targeted individuals from entering or further penetrating the
justice system. Programming is specifically designed to support criminal justice
diversion for community-based treatment and housing for AB 109 clients who have
serious mental health issues and substance use disorder.
Youth Development and Diversion
Funding supports ODR’s youth diversion programming model, which is based on
the 2015 report, “Roadmap for Advancing Youth Diversion in Los Angeles County.”
Mental Health Evaluation (MET) Teams - DMH
The Mental Health Evaluation Team, implemented by DMH, is a co-
response/mutual aid model that pairs a DMH clinician with a law enforcement
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officer. The primary mission is to respond to patrol officer requests for assistance
with 911 calls involving persons who are experiencing a mental health crisis.
Mental Health Evaluation (MET) Teams - Sheriff
The Sheriff’s Department Mental Evaluation Team, in collaboration with DMH,
provides crisis assessment, intervention and targeted case management services
to diffuse potentially violent situations, prepare appropriate documentation to
assist in the placement of persons with mental illness in acute inpatient psychiatric
facilities, and/or to link these individuals to outpatient mental health services or
appropriate community resources.
• Alternatives to Incarceration
The Board has established an Alternatives To Incarceration Initiative (ATI) that is
working toward transforming our local justice system into a “Care First, Jail Last”
model.
Although the ATI has only been in operation since late 2020, it has already begun
developing programs to address critical gaps within the justice system to divert and
transition vulnerable populations away from the justice system toward appropriate
care. These include:
Development of an ATI mobile app to assist first responders and system navigators
to link persons with real-time local bed availability based on an in-app needs
assessment; expanding the number of participating courtrooms in the Rapid
Diversion Program for persons facing low-level misdemeanor and felony charges
related to their mental illness (AB 1810 diversion); and building community-based
service provider capacity by creating an ATI Incubation Academy that partners
established service providers with smaller service providers who assist them in
building internal capabilities to meet County contracting requirements.
These and future ATI efforts will require extensive collaboration between County
Departments, community-based providers, justice reform advocates, and people
with lived experience.
• Restitution Collection Taskforce
When public safety realignment was enacted, it did not initially account for
restitution collection at the County level for cases that previously were supported
by CDCR. Changes in the law addressed this, but an infrastructure still needed to
be put into place. In 2014, the Board of Supervisors commissioned the
Countywide Criminal Justice Coordination Committee (CCJCC) to create a
Restitution Collection Taskforce to determine how best to do that.
During the past several years, the Restitution Collection Taskforce has
implemented restitution collection for AB 109 cases, first in 2016 for mandatory
supervision and PRCS cases, and then in 2018 for those AB 109 individuals in
custody in the county jail.
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The Taskforce tracks outcomes to measure benefit to victims of crime who have
suffered a loss, including information on the amount ordered, collected, and
disbursed.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
• Best and Promising Practices with Mental Health Treatment
Best and promising practices utilized by mental health treatment programs include
Assertive Community Treatment (ACT) and Risk, Needs, Responsivity (RNR).
Mental health providers also included principles from Critical Time Intervention
(CTI), Dialectical Behavioral Therapy (DBT), and Motivational Interviewing.
CommonGround is utilized to incorporate peer service in the work with clients as
well as various psychoeducational groups such as Mindfulness, Anger
Management, Healthy Relationships (Domestic Violence), Vocational,
Independent Living, and substance abuse. One treatment provider reported a 24%
recidivism rate in comparison to the 64% federal rate.
• Increasing 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 and maintains a number of entry points:
o Client Engagement Navigation Systems (CENS) – Establishes and maintains
cooperative linkages to connect individuals to SUD treatment by co-locating
qualified SUD counselors at designated county facilities e.g., Courts and
Probation offices, responsible for making appropriate connections and referrals
that address unmet client needs. This is the primary entry pathway for the AB
109 population.
o Substance Abuse Service Helpline (SASH) – A 24 hours a day, seven (7) days
a week, and 365 days a year access line (1-844-804-7500) that clients can call
to initiate a self-referral for treatment. SASH conducts screening via telephone
and, based on screening results, recommend clients to the appropriate
treatment provider that meets appropriate level of care.
o Service and Bed Availability Tool (SBAT) http://sapccis.ph.lacounty.gov/sbat/
is a publicly accessible, web-based tool that provides a dashboard of available
specialty County-contracted SUD services throughout Los Angeles County,
including: outpatient and intensive outpatient, various levels of residential
treatment and withdrawal management, OTPs, Recovery Bridge Housing
(RBH), and Driving Under the Influence (DUI) programs.
The purpose of the SBAT is to help achieve the aim of a more organized SUD
delivery system by simplifying the process of identifying appropriate SUD
providers. By allowing users to filter their search based on the levels of care,
languages spoken, and types of services delivered, users can tailor their search
according to their need, and more quickly identify intake appointment times and
available residential and RBH beds.
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• Co-Occurring Integrated Care Network (COIN)
Co-Occurring Integrated Care Network (COIN) – The COIN program is a
collaborative between DMH, DPH-SAPC, Probation, and the Superior Court that
serves clients who have a chronic SUD and severe and persistent mental illness.
The program targets clients who are at high risk for relapse and are referred
through the AB 109 Revocation Court.
• 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, which is funded as part of the State’s Medi-Cal 2020 Demonstration.
The program enrolls approximately 700 incarcerated individuals per month who
are eligible for Medi-Cal, are high utilizers of health or behavioral health services,
and are at high risk due to chronic medical conditions, mental illness, substance
use disorders, homelessness, or pregnancy. Additional individuals returning from
prison or recently released from custody are enrolled from the community, referred
by Probation, CDCR, and community agencies.
WPC services in jail include needs assessment and development of a reentry plan;
initiation of Medi-Cal application; linkage to community services including
substance use treatment, medical care, mental health treatment, interim housing,
and employment assistance; eligibility for a 30-day supply of prescribed
medications at release; point-of-release services at the WPC release desk,
including arranging transportation, shelter or other services; and linkage to a WPC
Community Health Worker (CHW) in the community who has lived experience of
prior incarceration. CHWs provide accompaniment to key health and behavioral
health appointments, mentoring and empowerment, health and social service
navigation, and assistance with adherence to appointments, treatments and
medications.
While the current agreement is set to expire in December of 2020, the Sheriff’s
Department is working with DHS to extend these services for an additional year.
• START program
As previously noted, the Substance Treatment and Re-entry Transition (START)
program is a jail-based treatment program for substance use disorders (SUD) and
co-occurring disorders. It is built upon evidence-based treatment models that are
gender responsive, culturally competent for the criminal justice population, and will
address substance use, trauma, criminal thinking, and low to moderate mental
health.
START services include the following: addiction medication management;
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.
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The START program is comparable to residential treatment in the community. The
treatment is provided by the staff of programs such as Prototypes, San Fernando
Valley Mental Health Center, etc., but the treatment and program take place while
the individual is serving time in County jail.
From January 2019 through March 2020, there were a total of 491 participants in
the program. Of these, 343 (70%) successfully complete the program. 148 were
unsuccessful due to a number of factors, including client refusal to participate,
disciplinary reasons, early release from custody, being sentenced to state prison
for new charges, or COVID-19.
The results are notable given that many of the participants had been in warrant
status prior to placement or non-compliant with community programs.
• START – Community Program
An additional best practice includes the START – Community program (referenced
under Alternative to Custody Program).
As discussed, the START – Community program places sentenced inmates into
community SUD treatment beds as an alternative to custody. This program
provides community-based, supervised, non-custodial residential treatment
services to non-violent, non-serious, and non-sexual (N3) female and male
individuals who have a minimum of ninety (90) days left of on their sentence and
who volunteer to participate in a SUD treatment program while they serve out the
remainder of their sentence in a residential treatment facility. Patients participating
in the START – Community program remain under the supervision of the Sheriff’s
Department using a Global Positioning System electronic monitoring device worn
for the duration of the treatment stay.
• FIP (Forensic Inpatient) Step Down
FIP (Forensic Inpatient) Step Down is a service delivery program which utilizes
innovative solutions to complex problems encountered by staff delivering mental
health treatment and health care to incarcerated patients. This program is a
collaboration between the Sheriff’s Department and Correctional Health Services
nursing and mental health clinicians which began in January 2016.
Patients at risk of requiring inpatient services are provided increased intervention
in their housing unit with the goal of increasing medication compliance, improving
socialization, attention to self-care, and developing trust with healthcare providers.
Two sources of data confirm the success of the program in stabilizing the patients,
leaving the inpatient beds for other more critical needs. Self-injurious behavior (a
patient cutting themselves either out of frustration and emotional dysregulation or
in an attempt to harm themselves) is reduced in the FIP Step Down modules
compared to other high observation floors. In the first three quarters of 2019, there
was an average of .5 incidents of self-directed violence on the FIP Step-Down
modules. The other 34 pods of high observation modules had an average of 3.6
incidents. This amounts to a 600% decrease.
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Admissions into the Inpatient Unit have increased from an average of 116 per
quarter in 2014 to 156 per quarter in 2019. At the same time, readmissions to the
Inpatient Unit decreased by 33%.
• HOPE Dorm
The HOPE Dorm is an innovative treatment program for suicidal patients within the
Los Angeles County Jail. This program is a collaboration between the Sheriff’s
Department and Correctional Health Services Mental Health Department. Patients
with on-going risk of self-harm are placed in a dorm setting to increase safety and
engagement and provided intensive treatment.
The rate of suicides in the jail has improved from an average of 5.2 per year to 2.8
per year, which is a 46% reduction. Given the population of the jail, 4 suicides are
equal to 23 suicides per 100,000, while the national average for jail suicides is 50
per 100,000, reflecting that Los Angeles County Jail is significantly below the
national average in suicides.
• Community-based competency training for misdemeanor and felony individuals
who are found to be Incompetent to Stand Trial (IST)
Dedicated Psychiatric Social Workers (PSWs) have been instrumental in providing
needed support for this high-needs population.
• GROW (Guided Re-entry of Women)
Utilizing two dedicated PSWs to provide needs assessments and treatment service
referrals, this program provides significant cost avoidance by diverting women from
state prison to community treatment services.
• Rapid Diversion Program
Targeting jail release for individuals eligible for AB 1810 services, early
identification and assessment is key to this pilot program’s success.
Fiscal Breakdown FY 2019-20 Allocations
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Fiscal Breakdown FY 2020-21 Allocation
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FY 2020-21 Community Corrections Partnership Survey
Madera County
CCP Membership as of October 1, 2020.
Chris Childers Deborah Martinez
Chief Probation Officer Department of Social Services
Kristina Wyatt Dennis Koch
Presiding Judge or designee Department of Mental Health
Jay Varney Tracie Scott-Contreras
County Supervisor or Chief Administrator Department of Employment
Sally Moreno Dennis Koch
District Attorney Alcohol and Substance Abuse Programs
Craig Collins Dennis Koch
Public Defender Head of the County Office of Education
Tyson Pogue Jesse Chavez
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
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Parenting Program
Objective Provide parents with parenting tools
Objective Prevent children of parents from being placed in the system
Objective 90% will complete course
Progress 109 parents did receive tools by completing the course. However, what is
toward not being measured is the number of children, from the parents completing
stated goal this program, who are remaining out of “the system”.
The Madera County CCP reports it will add and/or modify goals,
objectives, and outcome measures in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Attendance/Completion of Substance Abuse Counseling
Objective Increase attendance of counseling
Objective Increase completion of counseling
Outcome Improve referral tracking
Measure
Outcome Have 50% or more completion rate
Measure
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$107,500
Information Technology
$307,258
$32,397
Assessment Tools (CAIS)
$31,716
$81,108
Madera Superior Court
$81,108
$104,730
Employment Development
$66,248
$612,345
Outpatient
$180,404
$618,924
Residential Treatment
$490,346
Behavioral Interventions (DRC) & $524,000
(EM) $524,000
$75,000
Public Defender
$75,000
$292,000
Sheriff's Office
$292,000
$252,200
District Attorney
$266,845
$193,300
Chowchilla Police Department
$193,300
$157,557
Madera Police Department
$197,557
$288,240
Behavioral Health
$432,263
$2,262,265
Department of Corrections
$2,304,968
$1,601,936
Probation
$1,018,627
FY 2020-21 $5,900,000 FY 2019-20 $6,808,750
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$34,762
Employment Development
$66,248
$231,000
Behavioral Health Services
$432,263
$327,600
Department of Corrections
$327,600
FY 2020-21 $593,362 FY 2019-20 $826,111
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$32,397
Assessment
$31,716
$992,731
Treatment
$342,338
Community-Based
$50,000
$352,924
Faith-Based
$278,412
FY 2020-21 $1,378,052 FY 2019-20 $702,466
Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
The County has 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.
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Does the county consider evaluation results when funding programs and/or
services?
Yes.
If Yes, how?
By utilizing evidence-based results from previous implementations.
Does the county use BSCC definitions (average daily population, conviction, length
of stay, recidivism, and/or treatment program completion rates) when collecting
data?
Yes 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?
Behavior Health Court
Veteran’s Court
Sex Offender Program (Containment Model)
Fire setter program
Day Reporting Program including SAC
Felony Drug Court
DV Programs
Mobile Crisis Outreach
Residential Treatment
What challenges does your county face in meeting these program and service
needs?
County’s Behavioral Health capacity to handle the volume of clients. The COVID-19
pandemic has really impacted the ability to perform a lot of these programs and services.
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What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
Finding additional ways to continue with programing that can be accomplished with the
social distancing guidelines set by Public Health.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
Tablet program in adult and juvenile institutions, it is a positive reward incentive program.
There have also been positive outcomes with our Photovoltaic Vocational Program in the
county jail with clients learning valuable skill sets to help them get employed. Parent
Program has grown triple fold providing many parents with additional training and kept
more children out of the system.
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FY 2020-21 Community Corrections Partnership Survey
Marin County
CCP Membership as of October 1, 2020.
Marlon J Washington 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?
Semi-Annually
How often does the Executive Committee of
the CCP meet?
Semi-Annually
Does the CCP have subcommittees or
working groups
Yes
207
Goals, Objectives, and Outcome Measures
FY 2019-20
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 2019-20, the Marin County Probation Department had 15 PRCS and
toward 35 MS clients terminated from the program. 80% of those clients on PRCS
stated goal completed their term successfully while 85% of those on Mandatory
Supervision completed their term successfully. 35 additional persons were
transferred after their release from 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 2020-21.
Quinn’s Story
When I was released from custody, I headed to the Civic Center
with a somewhat leery attitude about being on probation I was
pleasantly surprised when I found out about all the resources and
support available to me. I literally had a team of people to help me
get back on track and I'm happy to say it worked like a charm. In
30 days, I had a good job. Three months later I got my license
back and today I have awesome relationships with family and
friends, not to mention a good support network and a great place
to live. To sum it all up, I'm completely on track and very grateful.
Supervisor DPO Cole’s Nomination:
Quinn was released from State Prison on October 27, 2016 on Post Release Community
Supervision. From the start, Quinn made it clear that he wanted to change his life around
for the better. He was referred to outpatient drug/alcohol treatment program and was
connected with a Sober Living Environment. Quinn took advantage of these services and
flourished. He was able to obtain full time employment and be successful in his recovery
efforts. As of October 27, 2017, Quinn completed one year of Post Release Community
Supervision with no violations of his terms and conditions. He was successfully
terminated from supervision on that date. Quinn’s dedication and hard work has paid off
and he now leads a life free of crime and maintains a positive network of relationships.
208
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$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
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$1,463,914
Probation Community Supervision
$1,424,188
$884,876
Coordination of Probation Enforcement
$850,586
$306,666
Mental Health - LMHP, Crisis Support
$297,734
$193,442
Employment Services
$189,556
$10,000
Community Court
$10,000
$861,569
Jail Re-Entry
$839,413
$150,000
Training Fund
$150,000
$49,000
Jail Parole Bed Revenue Recovery
$49,000
FY 2020-21 $3,919,467 FY 2019-20 $3,810,477
209
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$215,938
Homeless Outreach Teams
$215,938
$353,702
Recovery Coaches
$353,702
$160,000
Data Analysis and Research
$160,000
$235,616
Pre-Trial and Electronic Release Program
$235,616
$50,000
UCSF Forensics Mental Health Contract
$50,000
$487,600
Housing/Sober Living Environments
$487,600
$657,600
Treatment and Programming
$657,600
FY 2020-21 $2,160,456 FY 2019-20 $2,160,456
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.
210
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?
Marin County AB109 funds support enhanced mental health services and programming
in the County Jail including:
• 1 FTE Licensed Crisis Specialist
• 1.0 Licensed Mental Health Practitioner
• $50,000 Contract with UCSF Forensic Health
• $413,140 Contract with CBO for in custody treatment programs
• 1.0 FTE Social, 1.0 Probation Officer and 1.0 Deputy Sheriff for Re-Entry
Coordination
For clients in the community the County Probation department coordinates the following
services and supports in coordination with Health and Human Services staff:
• Intensive Outpatient Treatment and Support
• Recovery Coach to provide peer support and service facilitation
• Residential Treatment as needed
• Sober/Supportive Housing
• Community Based Thinking for Change
• Employment Support, subsidized employment opportunities
• Individualized Mental Health counseling
What challenges does your county face in meeting these program and service
needs?
Affordable housing shortages, now coupled with limitations on congregate housing, has
increased the housing unstable clients on our caseload. The CCP had earmarked
reserve funds to purchase up to two properties to use as sober living environments to
control the soaring cost of keeping people housed – which we find to be a base element
in the path to rehabilitation. Due to the complexity of public housing purchases and finding
partners this reserve has been released to support potential operational needs in the
event of a long-term economic recession. The CCP Board is committed to seeking
opportunities to partner with current local efforts to increase the stock of housing for
persons in need.
211
What 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.
Our Recovery Coach program continues to be a key to our success. Recovery Coaches
are peer supports that are typically persons with lived experience who have become
certified counselors and can connect with clients in ways that county employees are
unable to. Recovery Coaches help build the trust in the process and acceptance of the
support being offered through a more open lens.
212
FY 2020-21 Community Corrections Partnership Survey
Mariposa County
CCP Membership as of October 1, 2020.
Vacant Chevon Kothari
Chief Probation Officer Department of Social Services
Michael Fagalde Chevon Kothari
Presiding Judge or designee Department of Mental Health
Miles Minetrey and Kevin Cann 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?
As Needed
Does the CCP have subcommittees or
working groups
No
213
Goals, Objectives and Outcome Measures
FY 2019-20
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 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
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
214
Outcome Media and infrastructure will support online and in classroom activities and
Measure programs.
Progress An area was identified and funding was used to convert it into a program
toward and activity room. Media equipment that allows for educational as well as
stated goal rehabilitation programs to be started were installed.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$821,000
Rollover Jail Expansion Building and Mental Health…
Vehicle BH Court
$58,000
Mental Health Court Vehicle $58,000
Public Works $2,000
Health and Human Services $133,000
Computer and Software
$15,000
Safety Equiptment
$9,000
Landfill Work Program
$2,000
Rent AB 109 building
$16,000
Drug Testing Program $10,000
$10,000
Sheriff loss of revenue for parolees
$12,000
Scram Alcohol Monitoring $20,000
$20,000
Probation $136,000
$112,000
Sheriff Jail Programs and Educational Equiptment
$30,000
Behavioral Health
$75,000
Community Based Organizations $320,000
$320,000
FY 2020-21 $1,500,000 FY 2019-20 $679,000
215
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$2,200,000
In-custody Services
$4,000,000
GPS/Electronic Monitoring
$2,800,000
ABC Diversion Program
$5,000,000
ABC Drug Court
Public Works
$2,000
Sheriff
$42,000
Health and Human Services
$133,000
Probation
$136,000
FY 2020-21 $14,000,000 FY 2019-20 $313,000
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$16,000
High Risk Building Rental
$16,000
$10,000
Drug Testing Program
$10,000
$20,000
Alcohol Monitoring Program
$20,000
$320,000
Community Based Organizations
$320,000
FY 2020-21 $366,000 FY 2019-20 $366,000
216
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.
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.
217
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.
The jail has worked with BH local and state officials to implement a restoration to
competency program.
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
The 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.
218
FY 2020-21 Community Corrections Partnership Survey
Mendocino County
CCP Membership as of October 1, 2020.
Izen Locatelli Jenine Miller
Chief Probation Officer Department of Social Services
Kim Turner Jenine Miller
Presiding Judge or designee Department of Mental Health
Darcie Antle, Deputy CEO 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
Matthew Kendall 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
219
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Implement Noble Software as Probation’s risk and needs assessment
tool
Objective Train all Probation staff on the new tool by end of 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. All new staff have been trained on the use of the tool.
stated goal Probation has commenced evaluations of case management systems to
replace current system which will not be supported after the end of FY20-
21. As evaluations continue the integration capabilities with Noble software
will remain a priority consideration.
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
Measure format 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 over the
toward past two fiscal year providing the CCP with comprehensive data which the
stated goal CCP continues to affirm as useful data. Work with our current case
management system to provide customizable fields and report extraction
has been limited as our current system will be unsupported at the end of
this fiscal year. We will be focusing on the case management system (yet
to be finalized) to be implemented with the data collection and extraction
capabilities we need. GEO reentry, who provides our Day Reporting
Center services, further expanded their data reporting from quarterly to
also include a comprehensive annual report. Health & Human Services
Agency continues to provide annual data reporting to the CCP. The
Probation Department’s Department Analyst continues to work with the
220
Sheriff’s Office and District Attorney’s office to gather data to utilize in the
quarterly reports.
The Mendocino County CCP reports it will add and/or modify goals,
objectives, and outcome measures in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Departments/Agencies which are affected by the discontinuation of
support for existing system will identify and commence
acquisition/implementation of replacement system
Objective Identify replacement system
Objective Complete procurement process for replacement system
Objective Commence conversion between systems
Outcome Final product identified and approved
Measure
Outcome Procurement process completed
Measure
Outcome Conversion process outlined with timetables for completion, resources
Measure needed to complete conversion, data transfer capabilities, customization
needs identified
Progress The various affected agencies have commenced evaluation of the systems
toward available that will meet each agency’s need
stated goal
221
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$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
Carryover Funds - $683,825
FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$677,920
Probation Department - Supervision
$733,446
Health & Human Services Agency - AODP
Counselor $31,776
Health & Human Services Agency -Mental Health $117,940
Clinician $127,312
$36,000
Sheriff's Office - Electronic Monitoring
$10,921
FY2020-21 $831,860 FY2019-20 $903,455
222
FY 19-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
$23,102
Ford Street Project - Sober Living Environment
$91,000
Ford Street Project - Detox in lieu of jail program
$6,762
$368,130
GEO Re-entry Day Reporting Center
$360,000
FY 2020-21 $391,232 FY 2019-20 $457,762
Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
Limited funds over the last several years have prevented the CCP from considering
additional programs or services beyond what is currently in our core plan.
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
223
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).
Realignment funding levels continue to be a challenge as the cost of providing services
increases at a rate higher than funding. FY20-21 is drastically more challenging
considering the funding decreases as a result of COVID-19 pandemic. Due to State
funding decreases and the lack of additional local general funds, programming and
services have had to be significantly decreased or eliminated this year in order meet our
budgets. In addition to the fiscal challenges this year, we are also faced with the
challenges of being able to provide the various programs and services while complying
with the in-person and socially distanced meetings. Group meetings have been affected.
Staff and providers have had to find alternative ways to continue providing adequate
supervision and services. We continue to look for alternative service methods as we
anticipate these challenges to continue through FY20-21. With the winter weather
approaching we will be further challenged to find service delivery methods that do not
involve outdoor processes as the inclement weather will impact our ability to use outdoor
venues for these activities.
What 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 Reentry) – 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
Reentry has been providing this service to Mendocino County for 8+ years.
224
FY 2020-21 Community Corrections Partnership Survey
Merced County
CCP Membership as of October 1, 2020.
Kalisa Rochester Yvonnia Brown, MSW
Chief Probation Officer Department of Social Services
Donald Proietti Genevieve Valentine, LMFT
Presiding Judge or designee Department of Mental Health
James Brown David Mirrione
County Supervisor or Chief Administrator Department of Employment
Kimberly Lewis Genevieve Valentine, LMFT
District Attorney Alcohol and Substance Abuse Programs
Vincent Andrade Steve Tietjen, Ed.D.
Public Defender Head of the County Office of Education
Vernon Warnke David Carr
Sheriff Community-Based Organization
Gary Brizzee Monika Grasley
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
225
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Provide transitional housing for up to eight (8) clients.
Objective Reduce recidivism by contracting with a sober living environment for clients
transitioning from county jail and/or treatment facilities in order to succeed.
Objective 100% of clients assigned will receive screening for substance use disorder.
Objective 50% of clients will receive permanent housing.
Outcome Number of clients screened in need of substance use treatment.
Measure
Outcome Number of clients successfully completing program.
Measure
Progress The transitional housing program, provided by the Merced County Rescue
toward Mission, has served Probation clients since November 14, 2018. During the
stated goal time period of July 1, 2019 to June 30, 2020, 28 clients were referred. After
being screened for substance use treatment, 27 were successfully enrolled
with 9 being provided services. As with any transitional housing program,
the goal is to obtain permanent housing of which 33% did.
Goal Increase the number of referrals and graduates in the Merced County
Probation Department 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 clients will graduate from the program.
Outcome Number of clients enrolled in the Leadership for Life program.
Measure
Outcome Number of clients that graduate from the Leadership for Life program.
Measure
Progress There was a total of 148 referrals during July 1, 2019 to June 30, 2020. A
toward total of 63 clients graduated thereby exceeding the graduation rate by
stated goal 13%.
Leadership for Life Graduates- November 2019
226
Graduates were asked what the Leadership for Life program taught them. Below were
their responses.
• “Help me get my stuff together, stay away from drugs and be a role model for my
nephews” – Salvador M.
• “Taught me to have no violations” – Dominic B.
• “Made me reach my goals and become a better person” – Roberto G.
• “Taught me every little bit of information helps and I got my license” – Gustavo C.
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 clients enrolled in the ACE Overcomers program.
Measure
Outcome Number of clients that graduate from the ACE Overcomers program.
Measure
Progress There was a total of 43 clients enrolled in FY 19/20. Enrollment doubled
toward from the previous fiscal year; however, due to the pandemic enrollment
stated goal drastically decreased resulting in significantly low graduation rates. A total
of 13 graduated, a 30% graduation rate.
ACE Overcomers Graduates- November 20, 2019
The Merced County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21.
227
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Provide a Behavioral Health and Recovery Services (BHRS) Clinician
stationed at the County Jail to perform substance abuse
assessments.
Objective 100% of court-ordered inmates will be assessed for substance use
disorders.
Objective 100% of inmates will be assisted with reintegration into the community by
coordinating services and/treatment with BHRS services in the community.
Objective Number of inmates screened for mental health and substance use
disorders.
Outcome Number of inmates released are connected to outpatient services and/or
Measure residential treatment.
Progress The Clinician was hired in FY 2019/20; however, started providing court-
toward ordered assessments in FY 2020/21.
stated goal
Goal The K9 Unit (K9 Sage) will provide a safer community by finding drug
paraphernalia and weapons when a search is called.
Objective Sage will conduct 50% of higher hits with every search conducted in a
vehicle.
Objective Sage will conduct 50% or higher hits with every search conducted in a
building or area.
Outcome Number of hits Sage makes with every vehicle searched.
Measure
Outcome Number of hits Sage makes with every building/area searched.
Measure
Progress In FY 19/20, Sage conducted a total of 32 vehicle searches with a 97%
toward success rate. Sage conducted 113 building and area searches which
stated goal resulted in 326 finds. Ammunition served as the largest number of Sage’s
finds.
Left: Sage and
handler, Deputy
Probation Officer
Christina Zwart.
Above: Compliance check in the city of Merced on
August 29, 2019. Sage located firearms, several
rounds of ammunition and a wooden baton. The
.22 rifle was reported stolen out of Oakland, CA.
228
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$456,151
Jail Re-Entry
$150,000
GPS/Electronic Monitoring
$15,519,210
Reserve Funds
$13,538,176
$441,849
Carry-Over Funds
$1,085,305
Merced County Rescue Mission $100,000
(Community Based Organization) $100,000
Merced County Office of Education $250,000
Phoenix Project $342,874
LifelineCDC (Community Based $4,500
Organization) $4,500
Ace Overcomers (Community $57,000
Based Organization) $57,000
Jail Utilization Review/California $79,596
Forward $79,936
Alcohol & Drug Treatment
$60,000
Re-Entry ($595,000), GPS
($175,000) $770,000
$696,000
Day Reporting Center
$849,000
Public Works
$429,652
$246,125
Public Defender
$197,672
$140,259
Behavioral Health
$153,255
$423,162
District Attorney
$363,705
$3,286,645
Sheriff's Office
$3,206,472
$3,863,028
Probation
$3,903,588
FY 2020-21 $25,713,525 FY 2019-20 $25,141,135
229
FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
$250,000
Vocational /EducaTional Services
Merced County Office of Education
$342,874
$150,000
GPS/Electronic Monitoring
$175,000
$456,151
In-Custody Re-Entry Services
$595,000
$696,000
Day Reporting Center
$849,000
Public Works
$429,652
$246,125
Public Defender
$197,672
$140,259
Behavioral Health
$153,255
$423,162
District Attorney
$363,705
$3,286,645
Sheriff's Office
$3,240,508
$3,863,028
Probation
$3,903,588
FY 2020-21 $9,511,370 FY 2019-20 $10,250,254
FY 19-20 and 20-21 Allocations to Non-Public Agencies for Programs & Services
Treatment Programs
$60,000
$84,096
Non-Profits
$84,436
$57,000
Faith-Based Organizations
$57,000
$100,000
Community-Based Organizations
$100,000
FY 2020-21 $241,096 FY 2019-20 $301,436
230
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
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
231
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?
Behavioral Health Court (BHC) allows an average of 40-50 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.
In addition to Behavioral Health Court, the County has a drug court program that a client
can be sentenced to. A DPO is assigned to the program and monitors client progress
and collaborates with the Court, BHRS and various treatment providers.
What challenges does your county face in meeting these program and service
needs?
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 client 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 County Probation, and the Merced County Office of Education
(MCOE) established a much-needed vocational program for our adult clients. The
Phoenix Project addresses educational and vocational needs for clients. Each client
receives a needs assessment to identify his/her education need, vocational interest and
aptitude, and a career action plan. GED testing and career technical services are
included. One-on-one mentoring is also available as well as support services and free
tutoring.
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 has been the
most promising and consistent
program with positive results for the
past three years. This program
addresses educational and
vocational needs for clients. Each
client receives a needs assessment
to identify his/her education need,
vocational interest and aptitude, and
a career action plan. GED testing
232
and career technical services are also included. During FY 19/20 there were a total of
194 referrals. Although the referral amount decreased in the latter part of the fiscal year
due to the pandemic, it still produced positive outcomes. Out of 194 referrals, 19 clients
graduated. Out of the graduates, 16 became gainfully employed resulting in an 84%
success rate.
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234
FY 2020-21 Community Corrections Partnership Survey
Modoc County
CCP Membership as of October 1, 2020.
Kim Wills Kelly Crosby
Chief Probation Officer Department of Social Services
Francis W. Barclay Stacy Sphar
Presiding Judge or designee Department of Mental Health
Pat Cullins Karina Neild
County Supervisor or Chief Administrator Department of Employment
Cynthia Campbell Michael Traverso
District Attorney Alcohol and Substance Abuse Programs
Thomas Gifford Mike Martin
Public Defender Head of the County Office of Education
William “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
235
Goals, Objectives, and Outcome Measures
FY 2019-20
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 including AB109 funds.
Outcome Inmates in the jail can receive training prior to their release about how and
Measure when to use Narcan. Correctional Officers along with all local law
enforcement have been trained to use Narcan and will be issued it when
trained.
Outcome Modoc continues to use evidence-based tools and approaches in
Measure treatment, supervision and sentencing.
Progress The jail is not yet under construction but is in the planning stages. This build
toward will help with the new programs instituted in the jail such as Inmate Work
stated goal Program and Community Service funded partially by JAG grants. Evidence
Based programs in the jail have increased and inmates in the work program
are receiving additional work experience and training. Narcan has been
used in the community by citizens to assist in reviving subjects.
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. Inmates are given a small supply of medications upon their
release from custody to assist in the transition into the new Drug Medi-Cal
Regional Program with Partnership Health Plan.
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).
Outcome Point in Time (PIT) counts to ensure appropriate funding for homeless
Measure housing.
Outcome Census 2020 – ensure accurate and high percentage of county residents
Measure are counted.
236
Outcome Modoc’s NorCal Continuum of Care Committee members are meeting
Measure regularly to address housing concerns, PIT, and Census 2020.
Progress This goal is fairly new, the PIT counts are being coordinated with Social
toward Services and many of the justice partners. Modoc’s NorCal Continuum of
stated goal Care Committee (COC) members are meeting regularly to address
housing concerns, PIT, and Census 2020.
Narcan is now available county wide and can be picked up at the
emergency room and Public Health. Training is available to all citizens.
The Modoc County CCP reports it will use the same goals, objectives,
and outcome measures identified above in FY 2020-21.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$124,000
Sheriff
$39,500
Mental/Behavioral Health Counseling
Reserve Funds
$158,667
$32,500
Probation
$32,500
Catastrophic Inmate Health Insurance
$34,666
Inmate Health Costs
$9,215
District Attorney
$10,000
$10,000
City of Alturas/City of Alturas PD
$10,000
Jail Staff Wages
$37,500
Officer Involvement in Community Supervision
$10,000
Jail Housing for Inmates
$76,500
Behavoiral Health
$34,500
Alcohol/Drug Counseling
$5,000
Training, Employment, and Community Help…
$45,000
Batterer's Intervention Program
$11,937
FY 2020-21 $206,000 FY 2019-20 $475,485
237
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$40,000
Behavioral/Mental Health Counseling
$34,500
$34,000
Alcohol/ Drug Counseling
$5,000
FY 2020-21 $74,000 FY2019-20 $39,500
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$5,500
SCRAM Monitoring
$22,670
$42,000
TEACH
$45,000
$20,000
Batterer's Intervention Program
$11,937
FY 2020-21 $67,500 FY 2019-20 $79,607
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?
Each individual agency or department is responsible for evaluating the effectiveness of
the programs they offer.
238
Does the county consider evaluation results when funding programs and/or
services?
Yes.
If yes, how?
To the extent a small county can evaluate a programs effectiveness, a program that does
not see results in Modoc County will cease to be used. If the lack of success is determined
not to be the fault of the actual program and actually falls on the client, the program may
continue to be used.
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?
In 2020, Modoc County Behavioral Health engaged in the Drug Medi-Cal Regional Model
with Partnership Health Plan. This regional model has allowed for expanded service
delivery to those with substance use disorder, to include recovery services and has
allowed greater access to residential treatment with bed availability being shared
throughout the other counties. This is particularly important to Modoc as there are no
residential facilities in Modoc County.
What challenges does your county face in meeting these program and service
needs?
Modoc County appears to always be challenged by staffing demands for new programs.
In a remote rural area, it takes the right person to sign on. Often, it means taking one staff
from one agency and adding them to another, leaving another position open. Additionally,
local citizens are sometimes not qualified for the available positions and going outside of
the county becomes the only alternative. However, the citizens working in the programs
now, are dedicated, educated, and trained to complete the assignments to ensure clients
receive the services they need.
239
What 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.
240
FY 2020-21 Community Corrections Partnership Survey
Mono County
CCP Membership as of October 1, 2020.
Karin Humiston Francie Avitia
Chief Probation Officer Department of Social Services
Hon. Mark Magit Robin Roberts
Presiding Judge or designee Department of Mental Health
Hon. Jennifer Kreitz Francie Avitia
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?
Bi-Monthly
How often does the Executive Committee of
the CCP meet?
Bi-Monthly
Does the CCP have subcommittees or
working groups
Yes
241
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Prepare a 10-year plan
Objective Analyze 9 years of data for the Mono Realignment Report
Objective Identify gaps, needs and changes
Objective Identify workgroups to include all information or a final report to be reviewed
and approved by the Executive Committee and Board of Supervisors
Outcome Data collected, analyzed and response included in the Report
Measure
Outcome Gaps of services identified with services and programs installed and
Measure operational
Outcome Executive Committee presents the final Report to Board of Supervisors
Measure
Progress Report is complete, pending approval of BOS.
toward
stated goal
Goal Evaluate collected data to inform future actions
Objective Review data
Objective Identify meaningful measurements, correlations, performance gaps and
trends
Objective Adjust service based on analysis
Outcome Data reports
Measure
Outcome Gap analysis
Measure
Progress Ongoing process however for the 10-year report, data analysis is complete
toward
stated goal
The Mono County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Provide for successful reentry of offenders
Objective Create a multidisciplinary reentry team for the purpose of creating a plan
before and during reentry
Objective Create collaborative reentry plan with services
Objective Establish a plan for transportation of participants
Outcome Team established and respective responsibilities assigned
Measure
Outcome Each Detainee receives individualized services and case plan which is
Measure extended to community services
242
Outcome Vendors identified and financial agreements in place
Measure
Progress The Reentry Team is in place and has been meeting for 3 months; reentry
toward plan developed; means of using the county transit are in place but more
stated goal options are being considered
Goal Establish data sharing through case management system
Objective Provide a case management system that meets all justice partner’s needs
Objective Design a Qualitative and Quantitative Assessment of the participant’s
experience
Objective Establish Data Committee
Outcome Members of data committee are identified
Measure
Outcome Data committee designs exit survey, establishes procedures for consistent
Measure application of survey and creates training for implementation
Outcome RFP completed and procurement for case management system complete
Measure
Progress The data committee has been established, RFP will be announced in
toward November 2020, and exit survey will be completed in January 2021
stated goal
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$18,250
Online Services
$30,000
Reentry Case Management System
Other: Jail Grant Match
$300,000
$25,000
Behavioral Health
$25,000
Drug & Alcohol Testing
$20,000
$7,500
GPS Electronic Monitoring
$20,000
$36,000
Reentry Coordinator
$36,000
$213,720
Sheriff's Department In Custody Services
$213,720
$271,000
Probation Department
$271,000
FY 2020-21 $619,054 FY 2019-20 $709,644
2020-21 Carryover - $176,076
243
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
Jail Grant Match
$300,000
$25,000
Alcohol & Drug Counseling
$25,000
$213,720
In Custody Services
$213,720
$271,000
Probation Services
$271,000
FY 2020-21 $509,720 FY 2019-20 $809,720
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$8,000
Short Term Transitional Housing
$30,000
Reentry Case Management System
$5,000
Transportation Services
$18,250
Online Services
Drug & Alcohol Testing
$20,000
$7,500
Electronic Monitoring
$20,000
$36,000
Reentry Services
$36,000
FY 2020-21 $104,750 FY 2019-20 $76,000
Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
The CCP General Committee conducted a robust Gap Analysis to identify needed
programs and services. This process is described within the 20-21 Realignment Plan.
244
Does the county evaluate the effectiveness (as defined locally) of programs and/or
services funded with its Public Safety Realignment allocation?
No. This is one of our objectives for 20-21 with a more robust case management system.
Does the county consider evaluation results when funding programs and/or
services?
No. This is one of our objectives for 20-21 with a more robust case management system.
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?
Mono County Behavioral Health offers all services above if the participant has Medi-Cal
or Medicare. There are no community-based organizations offering those services in
Mono County. If participants do not qualify, we do not have the non-profit organizations
that step in to fill the gap.
What challenges does your county face in meeting these program and service
needs?
The Eastern Sierra Nevada mountain range not only brings challenges such as harsh
living conditions during the winters but also isolates the county’s residents from services
normally accessible in a medium to large city. The rural nature of our county also makes
it difficult to hire qualified staff, especially bilingual and bicultural employees.
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
Like most organizations and counties, videoconferencing has become a daily function. It
is hoped that videoconferencing remains and continues to expand. Mono has been able
245
to attend meetings and trainings via videoconferencing that would ordinarily not be
available to us or at a great cost in travel during the winter months when the passes close.
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.
246
FY 2020-21 Community Corrections Partnership Survey
Monterey County
CCP Membership as of October 1, 2020.
Todd Keating Lori Medina
Chief Probation Officer Department of Social Services
Honorable Julie Culver Elsa Jimenez
Presiding Judge or designee Department of Mental Health
Nick Chiulos Chris Donnelly
County Supervisor or Chief Administrator Department of Employment
Jeannine Pacioni Lucero Robles
District Attorney Alcohol and Substance Abuse Programs
Susan Chapman Deneen Guss
Public Defender Head of the County Office of Education
Stephen Bernal Robin McCrae
Sheriff Community-Based Organization
Robert Masterson Pamela Patterson
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
247
Goals, Objectives, and Outcome Measures
FY 2019-20
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.
Objective Distribute a satisfaction survey to at least 70% of clients who complete an
AB109 funded treatment or assistance program.
Outcome Completed: Satisfaction survey was created and provided to clients who
Measure completed AB109 funded programs.
Outcome Completed: Probation received a total 186 surveys, of which 65 in FY 19-
Measure 20.
Outcome Completed: COVID prevented providers from facilitating a full range of
Measure services. Despite the lack of completed surveys, the Probation Department
learned that current services were essentially exceeding client’s
expectations and it is felt providers are meeting service objectives given
pandemic impact. (See attached for client responses)
Progress Completed.
toward
stated goal
Goal Appropriately refer and increase access to services for clients
released on Post Release Community Supervision who report to the
Probation Department
Objective Refer at least 40% of the PRCS population supervised during the Fiscal
Year to reentry related services, including housing, behavioral health, and
employment and housing programs.
Outcome Number of PRCS clients supervised during the year: 530.
Measure
Outcome Number of clients referred for services: 279.
Measure
Outcome Percentage referred: 53% of PRCS individuals active during the fiscal year
Measure were referred to one or more service providers.
Progress Completed. Although completed for the year, the goal of ensuring accurate
toward monitoring of clients released on Post Release Community Supervision
stated goal who report to the Probation Department and receive referrals for services
will continue.
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 (in custody): 39
Measure Number of Offenders assessed in outpatient setting (out of custody):180
248
Outcome Number of Offenders referred out to mental health services and/or co-
Measure occurring conditions: 16
Number of Offenders seen in-house by County Behavioral Health for
ongoing mental health services: 74
Outcome Number of Offenders referred out to substance use disorder treatment:
Measure 132. Total offenders served: 110, of which 47 to residential treatment.
Number of Offenders seen in-house by County Behavioral Health for
ongoing substance use disorder treatment: None, all assessed clients
were referred to contracted providers.
Progress This goal is on-going. Referrals from Probation to Behavioral Health for
toward mental health, substance use disorder and co-occurring conditions totaled
stated goal 329; 27 individuals were referred more than once. Due to COVID-19
protocols, services were transitioned as much as possible to telephone
and video conferencing effective March 2020.
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 Reconation Therapy (MRT) counseling services to in-
custody adult offenders
Outcome Number of HISET, tests conducted: 217.
Measure Number of HISET Tests Passed: 185. Passing percentage: 85.25%.
Number of HISET certifications awarded.
Outcome Number of industry career/technical certifications obtained by professional
Measure areas: 66
• 21 received industry certifications in professional communications with
Southwest Airlines
• 16 received certifications for Career Preparedness with Express
Employment Professionals
• 6 received certifications for Business Office Technology with American
Science Association
• 5 received Food Safety & Science certifications with American Meat
Science Association
• 2 received Culinary Meat Selection & Cookery certification from
American Meat Science Association
• 1 received certification in Principles of Floral Design from Benz School
of Floral Design
• 13 certified in Principles of small Engine Technology through
Equipment & Engine Training Council
• 2 received a certification in Veterinary Medical Applications with
Elanco.
Outcome Number of MRT participants: 110
Measure Number of MRT participants successfully completing program: 83
Number of participants in process of completing MRT. Due to COVID-19
protocols, classes have been modified and reduced in size.
249
Progress In progress. Programs and certifications have been established and are
toward now available to inmates. Community re-entry-based programs are
stated goal available at the jail, providing opportunity and a wide variety of programs
that are linked to our community. Recently, two inmates graduated from
the TPC Vocational Training Program, receiving a national certification for
the Custodial Maintenance Program. Other job opportunities with local
community organizations included hosting job/resource fair at the jail for
inmates’ access to the community workforce and learn about opportunities
that may be available to them.
The Monterey County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Improve the collection and reporting of Probation data, ideally
integrated with program data from external providers/ community-
based organizations
Objective Assess feasibility and cost of replacing the current case management
system (CMS) for Probation data
Objective Assess feasibility and cost of replacing the current system to collect and
integrate data from service providers with Probation CMS
Outcome Identify source and availability of funding for the project.
Measure Develop requirements for data sets and business flows.
Outcome Complete and submit RFP documentation. Publish RFP and evaluate RFP
Measure proposals.
Outcome Award and execute contract with CMS service provider.
Measure
Progress In progress.
toward
stated goal
250
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$5,479,316
Sheriff Department
$5,479,316
$587,485
Public Defender
$584,533
$449,955
District Attorney
$361,904
$2,512,919
Probation Department - Service Administrator
$2,873,545
$5,768,062
Probation Department
$5,205,648
$1,500,427
Behavioral Health Department
$1,473,086
FY 2020-21 $12,833,595 FY 2019-20 $14,116,896
FY 2019-20 Carryover Funds - $1,861,136
FY 2020-21 Carryover Funds - $3,464,569
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
Service Administrator- Probation for Superior Court
$98,766
Data Collection, Administration and Evaluation - $1,134,179
Probation $1,271,447
$4,772,974
Supervision - Probation
$4,330,395
Early Resolution Court/Post Sentence $587,485
Relief/Assessment - Public Defender $584,533
Victim Services/Early Resolution Court - District $449,955
Attorney $361,904
$447,136
Employment - Workforce Development Board
$423,802
$5,281,055
In-Custody Services-Sheriff
$5,298,722
$880,427
Treatment-Behavioral Health
$788,086
FY 2020-21 $13,628,211 FY 2019-20 $13,157,655
251
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
**In-custody treatment services as Determined by case $130,000
plan $130,000
$120,000
*Mental Health Services as Determined by Treatment Plan
$120,000
$125,000
Door to Hope
$140,000
$125,000
Sun Street Centers
$190,000
$125,000
Community Human Services
$185,000
$45,000
Various providers for Case Management - Mental Health
$45,000
$5,000
Valley Health Associates
$5,000
$889,783
Turning Point of Central California, Inc.
$889,783
$141,734
Rancho Cielo, Inc.
$169,825
$68,261
Restorative Justice Partners
$50,594
$895,175
Geo Reentry Services, LLC
$895,175
FY 2020-21 $2,820,377 FY 2019-20 $2,820,377
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 recommend, 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?
No
252
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. Assessment, evaluations, and referral to treatment 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.
2. Day Reporting Center Services.
3. Short term (30 days) Re-entry Services program.
4. Transitional housing, case management, and referral services, financial help in
obtaining housing (rent, deposit).
5. Reentry services and Reentry Action Partnership (RAP): On-site monthly meeting for
clients to access information and services from service providers (Note: not occurring
during pandemic.)
6. Employment services; one county employment service agency and two community-
based employment service agencies providing 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. Weekly assessments by the Department of Social Services (DSS) for General
Assistance.
9. Early Resolution Court.
10. Therapeutic DUI Court.
11. Post Release Relief for expungements, sealings and reduction of convictions.
12. Victims Services.
13. In custody programs at the Monterey County Jail.
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What challenges does your county face in meeting these program and service
needs?
The turnover of staff who are trained in the use of evidence-based curriculum in
community-based programs continues to be a challenge. Staff turnover often results in a
gap in data collection, service delivery, and ability to provide services by well-trained
employees. Ongoing training continues to be needed in facilitating evidence-based
practices and best practices. Local community-based organizations have myriad of
challenges in providing continuous EBP training of staff particularly during the pandemic.
The reporting of recidivism data remains a county-wide challenge, as Probation only
receives partial data about criminal activity in other jurisdictions. Lack of integration with
Court data means 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.
The hiring of a full-time on-site Behavior Health Unit Supervisor, who has further
enhanced the collaboration between Probation and Behavior Health staff, and has
resulted in increased and timely data entry, and also spurred energetic and enthusiastic
services being provided to AB109 funded clients. The increased number of assessments
has generated additional substance disorder referrals, made possible by involving all the
on-site BH staff, the creation of the clinician of the day, and through an innovative walk-
in clinic availability.
254
FY 2020-21 Community Corrections Partnership Survey
Napa County
CCP Membership as of October 1, 2020.
Julie Baptista Jennifer Yasumoto
Chief Probation Officer Department of Social Services
Bob Fleshman 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 Yuen Chiang
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
255
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal 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, and mandatory supervision.
Objective Provide rates of new convictions while on supervision.
Outcome Track all CCSC graduates twice a year to collect recidivism rates.
Measure
Outcome Track those placed on new grants of probation to determine if they were
Measure previously on supervision.
Outcome Provide data on successful completions of probation, mandatory
Measure supervision, and post release supervision.
Progress The average recidivism rate for the 2019/2020 Fiscal Year was 41%.
toward
stated goal
Goal Increase the number of offenders receiving Cognitive Behavioral
Programs.
Objective Increase the number of services available.
Objective Increase the number of probationers enrolled in Cog programs.
Objective Maintain attendance in CCSC of 85 or more.
Outcome Number of programs offered. Despite the pandemic, we were able to offer
Measure 25 Cognitive Behavioral Groups. Early in the pandemic we cancelled
groups and did one on one cog sessions with clients.
Outcome Number of probationers enrolled. 205 clients were able to participate in
Measure cog programming either in person or virtually.
Outcome Number enrolled in CCSC: 45 Programming for CCSC had to be
Measure significantly reduced to keep clients safe.
Progress This year, due to the pandemic, many scheduled in-person groups were
toward offered to them through a virtual platform. We found that both attendance
stated goal and completion rates increased in virtual classes and clients expressed
that the classes were more convenient, and they felt a greater need to
participate due to pandemic related stressors in their lives. Despite the
pandemic, we exceeded both the number of Cognitive Behavioral
Programs offered and the number of participants from the previous year.
We briefly met the goal of enrolling 85 in the CCSC, however, as health
and safety concerns for staff and participants became a priority, the
enrollment dropped significantly, and the current average enrollment is 45.
The Napa County CCP reports it will add and/or modify goals,
objectives, and outcome measures identified above in FY 2020-21.
256
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal 1 Successful reentry of clients into the community.
Objective Use Case Plans to implement client driven Reentry Plans prior to release
from custody from jail or prison.
Objective Connect individuals with transitional services that provide community
supports and create opportunities for self-sufficiency.
Objective Utilize Pre-Release Video Conferencing (PRVC) to connect with
individuals prior to release from prison.
Outcome Percent of participants that leave custody with a Reentry Plan.
Measure
Outcome Percent of participants that engage with community services within the first
Measure week of their release from custody.
Outcome Percent of participants that meet with Probation Officer via PRVC prior to
Measure release.
Progress Probation Analysts will collect data from Case Reviews to measure
toward outcomes for this objective.
stated goal
Goal 2 Monitor and measure the Probation Department’s application of
evidence-based practices (EBP) in supervision and case
management. Collect and use data to sustain effective practices.
Objective Provide departmental and system wide training on current evidence-based
practices and programs that reduce recidivism.
Objective Deliver evidence-based programming and services that are data driven
and matched to client risks and needs.
Objective Measure and assess data and programs, report findings and adjust
programs and services to meet fidelity as guided by research.
Outcome Probation staff and system partners will have knowledge of most current
Measure research and information on EBP.
Outcome Probation staff will provide EBP such as Motivational Interviewing, Case
Measure Planning, and Case Reviews to fidelity as demonstrated by internal QA
process.
Outcome Probation will provide accurate and timely data on implementation and
Measure adherence to evidence-based practices and programming.
Progress Napa Probation was at the forefront of the commitment to use EBP to
toward reduce recidivism. For a decade, we have been using risk assessments
stated goal and case planning to target the probationer’s highest needs, and balanced
rehabilitation and services with community safety. We understand the
need to reinforce progress at even the smallest level and sanction negative
behavior with the goal of long term, lasting behavioral change. Maintaining
this quality of services require ongoing commitment to the fidelity of our
practices.
257
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$130,000
City of Napa
$4,775,978
Carryover Funds
$7,092,667
$327,000
District Attorney - Victim Witness
$236,038
$132,000
Health and Human Services (Substance Abuse)
$56,519
$570,000
Health and Human Services (Mental Health)
$343,894
$2,784,687
Department of Corrections
$2,625,670
$1,907,266
Probation Department
$1,192,016
FY 2020-21 $10,626,931 FY 2019-20 $11,546,804
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$184,000
Mental Health Treatment
$130,000
City of Napa
$40,000
$327,000
District Attorney - Victim Witness
$236,038
Corrections Staffing (Incl. $2,784,687
Reentry) $2,625,670
$386,000
Mental Health Jail Program
$343,894
$132,000
Alcohol and Drug Counselor
$56,519
$153,000
Deferred Entry of Judgement
$141,546
$1,607,642
Probation Supervision
$951,442
FY 2020-21 $5,704,329 FY 2019-20 $4,395,109
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FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs &
Services
$18,624
Non-Profit
$11,949
$80,000
Training
$16,802
$48,000
Resdential Treatment beds for substance abuse
$30,276
FY 2020-21 $146,624 FY 2019-20 $59,027
Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
New proposals are brought to the full CCP for consideration and discussion. A member
of the CCP or a community or justice partner can bring the proposal. Once the discussion
is complete, the Executive Committee determines whether a motion will be made to fund
the proposal. If the new program or service is approved, it will be submitted to the Board
of Supervisors for 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 County has 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
259
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 at Adult Probation and the Public
Defender’s Office. The Clinician at the Probation Department is funded by realignment
funding and the clinician at 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 7:00 am to midnight seven
days a week with 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 expedite referrals to treatment for both in-custody and out of
custody clients.
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
one full time and one part time Mental Health Counselors. Those positions were 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 preventing mental health clients from becoming justice
involved. Napa County will continue efforts to fund and implement this program.
Napa has a state hospital in the county that creates a unique challenge. When an arrest
occurs at 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 and there are
not enough 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 mental health staff in Probation, the Public Defender’s Office, and the
Police and Sheriff’s Departments has been very beneficial to provide treatment to those
who need it 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.
260
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 clients value the time spent in the program, that they learn new skills,
and that they establish a relationship with the probation officer that carries over to future
meetings. Clients frequently self-refer to other groups as they find support and value
participating.
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262
FY 2020-21 Community Corrections Partnership Survey
Nevada County
CCP Membership as of October 1, 2020.
Michael Ertola Ryan Gruver
Chief Probation Officer Department of Social Services
Linda Sloven Phoebe Bell
Presiding Judge or designee Department of Mental Health
Vacant George Michael Dent
County Supervisor or Chief Administrator Department of Employment
Clifford 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 Lovell
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?
Quarterly
Does the CCP have subcommittees or
working groups
No
263
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Adult Drug Court Expand Capacity while maintaining rates of
successful completion
Objective Increase number of referrals to the program
Objective Decrease time between referral and acceptance into the program
Outcome Measure the number of participants in the program
Measure
Outcome Measure the number of participants the successfully complete the program
Measure
Progress We have obtained additional federal funding to expand capacity. Referrals
toward have slowed due to the pandemic and the court process taking much
stated goal longer. We have more participants in the program but have seen increased
non-compliance due to availability of programs and supports during the
pandemic.
Goal Establish a re-entry program in the jail.
Objective 1 FTE Deputy Probation Officer assigned to the jail to facilitate
communication and collaboration with jail staff (Objective put on hold)
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 All re-entry activities ceased during many months of the pandemic. We
toward have recently rebooted some of these activities remotely.
stated goal
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 Measure increase in pre-trial program participants
Measure
Outcome Track pre-trial program failure rate
Measure
Progress Nevada County’s pre-trial program has been expanded over the last year.
toward All defendants considered for pre-trial release have been assessed for risk
stated goal using a validated pre-trial risk assessment tool. Pre-trial reports are
completed on 100% of defendants booked for felony charges. Pre-trial
program participants have increased by approximately 400%.
The Nevada County CCP reports it will use the same goals, objectives,
and outcome measures identified above in FY 2020-21.
264
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$146,700
Treatment Services
$268,000
$64,086
Nevada County Public Defender
$63,000
$20,000
Grass Valley Police Department
$45,000
$93,645
Nevada County District Attorney
$88,108
$214,000
Nevada County Health and Human Services
$149,000
$1,371,878
Nevada County Sheriff's Department
$1,353,392
$693,488
Nevada County Probation Department
$745,645
FY 2020-21 $2,276,728 FY 2019-20 $2,796,632
FY 2019-20 Use of Fund Balance - $84,487
FY 2020-21 Use of Fund Balance - $327,069
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$64,086
Nevada County Public Defender
$63,000
$20,000
Grass Valley Police Department
$3,913
$93,645
Nevada County District Attorney
$88,108
$214,000
Nevada County Health and Human Services
$128,061
$1,371,879
Nevada County Sheriff's Department
$1,353,392
$692,188
Nevada County Probation Department
$710,999
FY 2020-21 $2,455,798 FY 2019-20 $2,347,473
265
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs &
Services
$10,000
Incentives
$2,821
$80,000
Recovery Housing
$28,510
$25,000
Outpatient Treatment Programs
$22,394
$25,000
Residential Treatment Programs
$21,932
$8,000
GPS/Electronic Monitoring
$4,312
FY 2020-21 $148,000 FY 2019-20 $79,969
Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
We review the program in the Results First Clearing House. This would be the major
determination prior to implementation of any new program. Additionally, we have
rebooted our RNR and Assess a Program tool through George Mason University to look
at program capacity and gap analysis.
In past years, there has not been a formal process or format for requests for funding
amongst local CBOs and stakeholders. We are making our entire format more formal
including requests 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?
We have worked with CSAC on an evidence-based program clearinghouse for local
programs.
266
Does the county consider evaluation results when funding programs and/or
services?
Yes
If yes, how?
Nevada County CCP would have a difficult time funding a new community-based program
if it not shown to be effective. We understand that there are exceptions to this concept.
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, Recovery 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.
Prior to the pandemic, this problem had not yet been solved, but all programs within the
jail have stopped due to Covid-19.
267
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
We have a Behavioral Health Therapist and an Eligibility Worker stationed in our
department. By itself this is not a novel idea; however, for small counties like Nevada that
does not have the population to run a full or part-time day reporting center, this has been
very 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
268
FY 2020-21 Community Corrections Partnership Survey
Orange County
CCP Membership as of October 1, 2020.
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
Martin Schwarz Vacant
Public Defender Head of the County Office of Education
Don 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
269
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Increase linkage to appropriate reentry and behavioral health services
upon release from incarceration. (HCA)
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) has been working
toward in collaboration with the County and community partners to develop a
stated goal comprehensive plan for a coordinated reentry system. The implementation
of a coordinated reentry system began in November 2019. In FY 2019-20,
BHS and Correctional Health Services (CHS) worked closely to identify
staffing and other resources needed to support linkage to services. CHS
and BHS worked to establish and share a list of individuals needing in reach
and behavioral health services upon release. BHS identified a behavioral
health staff to help coordinate with service providers. BHS also identified 2
Full Service Partnership (FSP) staff from the Telecare and Orange (TAO)
Central program and 1 staff from Project Kinship to provide in reach and
support reentry and linkage to behavioral health services. These staff are
coordinating services with CHS, providing in reach, coordinating for
transportation, and linking referred individuals to services at time of release.
BHS Residential Treatment Services has staff to provide level of care
screenings to inmates prior to release. Open Access staff are coordinating
with CHS staff to provide individuals who need outpatient services with
intake appointments. During FY 2019-20, there was an increase in the
percentage of individuals linked to behavioral health services upon release
in a number of programs:
• Opportunity Knocks FSP had a 19.3% linkage rate (8.5% in FY
2018-19).
• Open Access had linkage rate of 16% (11% in FY 2018-19).
• TAO Central FSP had a 67% linkage rate from January – June
2020. The program is a newer program and had not been providing
in reach prior to January 2020.
Goal Increase access to housing opportunities and support for justice
involved individuals who also report a behavioral health issue. (HCA)
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.
270
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
Progress Orange County HCA is the recipient of the Proposition 47 (Prop 47) Grant,
toward Cohort 1 and Cohort 2. During the planning phase of the grant, housing
stated goal was identified as a significant need for individuals being released from jail
who also have behavioral health needs. HCA reviewed the 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 housing, and
recovery residences. Expanding housing resources for justice involved
population is also a part of the larger initiative to create a Countywide
coordinated reentry system.
As of May 2020, BHS added 15 Bridge Housing beds to support individuals
coming out of jail who have behavioral health issues and are also
experiencing homelessness. In FY 2019-20, recovery residence contracts
were expanded. This expansion allows for individuals that were
incarcerated to be served upon completing a residential treatment
program. To support successful housing placements, housing trainings
were available for behavioral health provider staff. Housing topics included
“Coordinating with Property Management & Supportive Services,”
“Eviction Prevention and Working with Landlords” and “Engaging Tenants
in Services.” BHS was also able to increase the number of housing
specialists in the system of care to support housing needs. Project Kinship
has a Housing Case Manager dedicated full time to support Prop 47
clients’ housing needs. BHS reviewed the FSPs contracts and was able
to add housing staff to provide on-site services at permanent supportive
housing locations.
Goal Implementation of a streamlined and efficient system in Orange
County to manage additional responsibilities under Realignment.
(CEO)
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 A third-party contractor will be utilized to perform an analysis of the impact
Measure AB 109 has had on the AB109 population, County of Orange, and/or its
residents.
Progress The Board of Supervisors initiated a Performance Audit to analyze the cost
toward of services received by the AB 109 population and funding received to
stated goal determine the fiscal impacts on AB 109 has had on the County. This audit
began in January 2020 and was scheduled to be completed by June 2020
271
but was delayed slightly due to the COVID-19 pandemic. In addition, the
County also entered into an agreement with a data consultant to assist
with identifying key metrics needed to measure the success of the
County’s implemented programs.
Goal Create a Countywide multi-agency AB 109 Enforcement Task Force
in an effort to reduce recidivism in the County of Orange. (DA)
Objective Work toward receiving support from vested local law enforcement
agencies for the AB 109 Task Force concept.
Objective Identify participating agencies and develop roles and operational
protocols. Identify needed equipment and the location where the AB 109
Task Force will be housed.
Outcome In the summer of 2019, the Orange County District Attorney’s (DA) Office
Measure formed the AB 109 Task Force with participating personnel from the DA’s
Office, the Santa Ana Police Department, and the Orange County
Probation Department. The AB 109 Task Force is officially housed at the
Santa Ana Police Department. Assigned personnel were equipped with
all safety related equipment, vehicles, and access to state-of-the-art
investigative resources. The AB 109 Task Force continues to seek
additional manpower from local law enforcement agencies.
Progress Since the summer of 2019, the Orange County AB 109 Task Force has
toward been working cooperatively towards accomplishing our goal of reducing
stated goal recidivism in Orange County. The team has conducted over 5,800
compliance and reporting checks, worked with Orange County Probation
to ensure AB 109 participants get needed County resources and held AB
109 participants accountable for repeated criminal violations. Subjects
involved in violent crimes and property crimes impacting the quality of life
for Orange County residents have been arrested, including arrests for
attempted murder, robbery, burglary, auto theft and narcotic sales.
The Orange County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Improve public safety outcomes and utilize best practices in
reducing recidivism. (Probation and DA)
Objective Leverage technology to continue to deliver the needed programming,
counseling and other services to Day Reporting Center clients who are
unable to attend in person. (Probation)
Objective Work with County Probation Department and other law enforcement
agencies to identify AB 109 participants who are in need of County
assistance, sober living, intervention, mental health assistance or who are
in need of law enforcement intervention due to repeated criminal activity.
(DA)
272
Objective Hold AB 109 participants accountable when they violate the terms of their
release or commit new crimes. (DA)
Outcome Number of telephone interviews, groups; number of video conferencing;
Measure and other social media methods of communication. (Probation)
Progress To be determined in November 2020 as goal did not begin until July 1,
toward 2020. (Probation)
stated goal
Since the summer of 2019, the AB 109 Task Force has conducted 5,840
compliance and reporting checks, all in an effort to identify subjects in need
of County resource assistance or intervention by law enforcement. The
AB 109 Task Force has arrested 128 AB 109 participants, revoked 71 AB
109 participants who were on Post-release Community Service, arrested
5 AB 109 participants for attempted murder, 4 for being in stolen vehicles
and arrested 73 participants for other felony related crimes. (DA)
Goal Work with County Probation and other law enforcement agencies to
identify AB 109 participants responsible for impacting major crime
patterns within Orange County, utilizing technology and intelligence-
based investigative techniques. (DA)
Objective Utilize Countywide crime data to identify emerging crime patterns and
develop collaborative relationships with local law enforcement
investigative and intelligence units in an effort to identify and arrest AB 109
participants responsible for major crime patterns.
Progress During the 1st quarter of 2020, the AB 109 Task Force, while collaborating
toward with other local law enforcement agencies, identified a Los Angeles based
stated goal burglary crew who was responsible for over 44 burglaries throughout
Orange County, with an aggregate loss of over $1.9 million. Utilizing
advanced investigative resources, surveillance and advanced crime
mapping, the AB 109 Task Force along with other law enforcement
agencies were able to take 5 subjects into custody who were responsible
for this crime wave. Of the 5 subjects arrested, 2 were on parole, another
had been in prison with 2 prior strikes, and another had been in prison with
1 prior strike. The AB 109 Task Force continues to look for emerging crime
patterns effecting the safety of the citizens of Orange County.
Goal Increase linkage to appropriate reentry and behavioral health
services upon release from incarceration. (HCA)
Objective Reevaluate and expand the coordinated reentry system.
Objective Train behavioral health and correctional health staff on best practices for
reentry and successful transition of individuals with behavioral health
disorders.
Objective Increase linkage to reentry and behavioral health services.
Outcome Expansion of the coordinated reentry system.
Measure
Outcome Number of behavioral health and correctional health staff trained on best
Measure practices for reentry and successful transition of individuals with behavioral
health disorders.
Outcome Number of individuals linked to reentry and behavioral health services.
Measure
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Progress Orange County HCA is the recipient of the Prop 47 Grant, Cohort 1 and
toward Cohort 2. Currently HCA BHS is working to transition from Cohort 1 to
stated goal Cohort 2, which is focused on extending services provided in Cohort 1 and
expanding services, including housing, substance use counseling and
support and peer navigation services. BHS is also developing a training
that focuses on best practices for reentry and successful transition of
individuals with behavioral health disorders and post-custody services
available to support their needs. The training will be completed soon and
made available for behavioral health and correctional health staff to take
later this fiscal year. Additionally, BHS continues to work with CHS to
increase linkage to appropriate reentry and behavioral health services
upon release.
Goal Increase access to housing opportunities and support for justice
involved individuals who report a behavioral health issue.
Objective Increase linkage to the Bridge Housing Program for individuals coming out
of jail who report a behavioral health issue and are experiencing
homelessness.
Objective Increase collaboration between housing specialists and Bridge Housing
Program staff to support individuals served to secure permanent housing.
Objective
Outcome Number of Prop 47 individuals linked to the Bridge Housing Program.
Measure
Outcome Number of permanent housing placements for individuals participating in
Measure the Bridge Housing Program.
Progress With the approval of the 15 dedicated beds in the Bridge Housing Program
toward in May 2020 to support individuals coming out of jail who report a
stated goal behavioral health issue and are also experiencing homelessness, HCA
has been collaborating with the Bridge Housing Program and Project
Kinship to discuss eligibility and referral process and coordinate services.
Bi-weekly team meetings are held to discuss cases and ensure a collective
team approach and progress towards goals. The Bridge Housing Program
has started providing services to this population. Services include interim
housing, intensive housing coordination and navigation services (e.g.,
locating housing opportunities, securing rental units and negotiating lease
agreement), life skills and independent living skills to assist clients achieve
successful transition. Since July 2020, the Bridge Housing Program
served 14 clients and has had 9 discharges, of which 5 were successful
discharges.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
Reentry Services
$4,965,573
Community Corrections Partnerships (CCP)
Coordinator
$114,680
$1,500,982
Local Law Enforcement Entities
$1,473,148
$1,303,530
Public Defender
$810,232
$1,067,156
District Attorney
$810,232
$15,824,173
Health Care Agency
$15,320,742
$14,121,103
Probation Department
$15,320,742
$41,232,162
Sheriff Department
$39,922,319
FY 2020-21 $75,049,106 FY 2019-20 $78,737,668
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$590,931
Alcohol & Drug Abuse services (HCA)
$573,719
$1,090,719
Mental Health Services (HCA)
$900,776
$11,964,809
In-Custody services (HCA)
$11,148,605
$16,500
Homeless Outreach items (Probation)
$17,721
Orange County Transportation Authority- Bus Passes $28,000
(Probation) $25,690
$10,000
Cellebrite Software (Probation)
$9,537
$24,000
Soberlink Alcohol Monitor Equip- BI Inc (Probation)
$16,082
OC Health Care Agency- Transtional Housing & Sober $596,850
Living Beds (Probation) $546,080
OC Health Care Agency - Bus Passes (Probation)
$855
$520,065
OC Health Care Agency- Assessments (Probation)
$448,283
Drug Testing (Redwood Toxicology Lab) and Testing $20,000
Supplies (Probation) $50,004
$1,500
Certified Interpreters Inc (Probation)
$1,180
$806,000
Day Reporting Center (Probation)
$480,795
$132,000
GPS Monitoring (STOP) (Probation)
$97,808
$14,900
Polygraph Testing - Cynthia M Tipton (Probation)
$8,576
FY 2020-21 $15,816,274 FY 2019-20 $14.325,711
276
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$2,595,662
Community-based Organizations (HCA)
$2,697,643
$2,540,000 $2,580,000 $2,620,000 $2,660,000 $2,700,000
FY 2020-21 $2,595,662 FY 2019-20 $2,697,643
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 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 HCA BHS provides behavioral health and recovery residence
services to persons 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.
277
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.
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?
In Orange County, behavioral health services are offered through Health Care Agency
(HCA). For individuals with serious mental illness, HCA has an information and referral
line (1-855-OC LINKS), an Open Access program with two locations, five regional County-
operated outpatient clinics, Recovery Services programs, and nine Full Service
Partnership (FSP) programs that serve adults and older adults. The Housing FSP is a
new program which started this fiscal year. The County has a robust collaborative court
program and one FSP designated to work with AB 109 individuals who need intensive
outpatient services. Additionally, HCA has a team of BHS clinical staff members who are
also embedded in the three Probation Offices to screen, assess and link AB 109 clients
transitioning from incarceration to the community, including AB 109 individuals with mild
to moderate mental health issues.
HCA also offers a continuum of services and supports for justice involved individuals with
substance use disorder and co-occurring mental illness. Services include:
• Medical and social model detox
• Methadone maintenance and detox
• Residential treatment
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• Intensive outpatient treatment
• Outpatient treatment
• Recovery residence services
• Medication assisted treatment
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
substance use and mental health challenges.
What challenges does your county face in meeting these program and service
needs?
One challenge is getting individuals connected to treatment services when they leave jail.
The length of stay for these individuals is often unpredictable. A recent survey of Orange
County’s jails showed that 70% of the population is incarcerated for 30 days or less and
40% of our population is incarcerated 7 days or less. With a short amount of time, it can
be difficult to develop discharge plans and coordinate the linkage.
Housing for justice involved individuals with behavioral health needs continues to be a
challenge. There continues to be limited housing resources, particularly for individuals
with a criminal history. The ability to provide a quick and appropriate housing placement
for justice involved individuals exiting jail is also a challenge. Collaboration between
service providers and housing providers and having a clear understanding of different
housing programs available can be challenging, especially during the startup of a new
program. HCA continues to work to increase housing opportunities, reduce barriers to
housing placement and improve collaboration between housing and service providers to
support justice involved individuals with behavioral health issues.
Access to SUD residential services remains a challenge. Despite efforts to have more
residential treatment providers, the County does not have an adequate amount of
providers. The County’s current residential treatment providers are maxed out and have
waiting lists. Another challenge has been finding residential providers that can treat our
co-occurring substance use and mentally ill population within our County lines. With the
COVID-19 pandemic, capacity became more challenging as bed availability was reduced
in order to allow for quarantining if the need was present. The County has been working
to have more residential treatment providers address service needs and will have more
residential treatment providers in the near future, including one that will provide co-
occurring residential 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?
This year the County continues its efforts to 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
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Orange County Community Resources. This allows for increased coordination of services
and improved access to needed services. For HCA, there has been focused interest and
resources towards creating an integrated and coordinated system for justice involved
individuals with behavioral health issues, resulting in increased system collaboration and
more successful outcomes for clients.
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 Prop 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 HCA BHS system navigators, (2) a community support and recovery center (CSRC)
that provides peer support and navigation services provided by a contract provider,
Project Kinship, and (3) dedicated HCA behavioral health clinical services. At this time,
HCA is working on transitioning from Cohort 1 to Cohort 2. Services provided under
Cohort 2 include:
• Extending contract with Project Kinship at current level of service. Current
services include:
o Engaging target population upon release from jail, and providing for basic
needs upon release (clothing, food/snack, phone charge, phone call,
transportation and transportation assistance, and linkage to reentry and
behavioral health services).
o Reentry services including case management, peer navigation and support,
individual and group substance use and co-occurring counseling,
transportation, life skills training, relapse prevention and recovery
education, job readiness/coaching, education supports, and linkage to
emergency shelter and short-term housing options.
• Expanding contract with Project Kinship including adding:
o A dedicated van driver to improve provision of transportation, while freeing
up peer navigators to provide other services.
o A housing coordinator, who will have expertise in the full continuum of
housing options and supports, housing assessment and placement, and
knowledge of supportive housing service to sustain housing.
o Peer navigators to provide intensive support and navigation to treatment
and housing providers, and support for housing retention.
o Certified Drug and Alcohol Counselors (CDAC) to expand on-site SUD
services.
• Expanding continuum of supportive housing options and supports, including short-
term and permanent housing, and housing certificates/rental assistance, dedicated
to this reentry population through leverage funding.
• Expanding access to and provision of County SUD services and mental health/co-
occurring services through leverage funding.
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Based on the interim evaluation report conducted by Urban Institute, Orange County’s
Prop 47 independent research partner, some of the key findings for Cohort 1 include:
• Orange County has made substantial progress toward its goal of developing new
system components and linking existing ones to coordinate provision of Prop 47
grant-related services. The 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. The referral process has created constant
communication channels between Community Counseling and Supportive
Services, CHS, the Orange County Sheriff’s Department (OCSD), Project Kinship,
the Prop 47 program managers, and system navigators. The result is an
established system-navigation and case management program and expanded
availability of integrated supportive services.
• 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 reentry population can access the essential
support it needs immediately after release.
• The Prop 47 initiative has also raised awareness about reentry issues, generating
major policy changes in the Orange County jail system. The OCSD is changing
its longstanding practice of releasing people from jail in the late night/early morning
hours. Moreover, the County Executive Office and the Orange County Board of
Supervisors are working to create a more comprehensive reentry system for
everyone being released from jail in Orange County. Project Kinship is involved in
planning this reentry system and is being used as a model program for facilitating
successful reentry.
“From day one, they welcomed me as a member of the family. I was skeptical at first, but
they’ve been consistent. Everyone knows my name here, and everyone keeps each other
accountable and on track. It feels like home” ~ Project Kinship participant
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FY 2020-21 Community Corrections Partnership Survey
Placer County
CCP Membership as of October 1, 2020.
Marshall Hopper Robert Oldham
Chief Probation Officer Department of Social Services
Jake Chatters Robert Oldham
Presiding Judge or designee Department of Mental Health
Bonnie Gore Robert Oldham
County Supervisor or Chief Administrator Department of Employment
Morgan Briggs Gire Robert Oldham
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
Chad Butler 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
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Goals, Objectives, and Outcome Measures
FY 2019-20
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: 821
Measure
Outcome Number of assessments conducted: 821
Measure
Outcome Number of offenders in treatment: 385
Measure
The Placer County CCP reports it will use the same goals, objectives,
and outcome measures identified above in FY 2020-21.
284
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
CEO Criminal Justice Growth (Public Defender and $122,354
Growth) $866,565
$400,000
PLEA Collaborative (Special Investigations Unit)
$400,000
$302,485
District Attorney
$346,941
$1,264,327
Health and Human Services
$1,307,788
$4,345,538
Sheriff
$4,489,029
$2,024,731
Probation
$2,646,205
FY 2020-21 $8,459,435 FY 2019-20 $10,056,528
FY 2019-2020 and 2020-21 Allocations to Public Agencies for Programs & Services
$67,363
Outclient mental health
$75,335
$293,404
Practitioners
$328,125
$173,490
In-custody Mandatory
programs
$194,020
$169,554
Drug Court
$189,618
FY 2020-21 $703,811 FY 2019-20 $787,098
285
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$23,000
Sierra Native Alliance (Outclient)
$23,000
$77,690
Turning Point (Intensive Outclient Mental Health)
$77,690
$30,000
Recovery Now (Transitional Housing)
$30,000
$145,480
Progress House (residential, transitional, outclient)
$170,000
$284,346
Community Recovery Resources
$220,000
FY 2020-21 $560,516 FY 2019-20 $520,690
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
286
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?
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.
287
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.
288
FY 2020-21 Community Corrections Partnership Survey
Plumas County
CCP Membership as of October 1, 2020.
Erin Metcalf Neal Caiazzo
Chief Probation Officer Department of Social Services
Deborah Norrie Tony Hobson
Presiding Judge or designee Department of Mental Health
Gabriel Hydrick 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
Todd Johns Scott McCallum
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
No
289
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Establish & 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
290
Progress A successful “Drug Court” model has existed in Plumas County until 2017.
toward Much of the framework has already been created. Conversations are
stated goal occurring concerning which entities will participate. Meetings are taking
place to establish policies and procedures.
Goal Open & 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 has existed in Plumas County
toward until 2017. Much of the framework has already been created.
stated goal Conversations are occurring concerning which entities will participate.
Goal Create and Implement Bridges Reintegration Program
Objective Identify defendants that are in custody and that 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
291
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
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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
Measure ●Pre-Trial Release Program:
-Released prior to arraignment
-Released at arraignment with PTR conditions
-Detained
●Community Justice Court
●Day Reporting Center
Progress The Pretrial Release program has been in operation since 2016. In
toward January 2020 the criteria for pretrial release eligibility was expanded to
stated goal allow for more eligible participants to be interviewed and released through
the program. Participation and cost-savings to Plumas County are as
follows:
Pretrial Savings:
Savings: Savings:
2019 Release % District
Jail Court
Referrals Attorney
Total Pretrial Release
784
Referrals
Eligible for PTR 201 25.60%
Supervised Probation 206 26% $0.00
Of those Eligible for Pretrial Release:
Released within 24
80 39.80% $18,240.00 $9,720.00 $9,720.00
hours
Pretrial Release at
Arraignment within 1 72 35.80% $8,550.00 $8,748.00 $8,748.00
day
Violation of Pretrial
16 10.50% ($1,824.00)
Release
Warrants Pretrial 1 1.00%
Approx. yearly savings $163,000.00
TOTAL $187,966.00 $18,468.00 $18,468.00
The Plumas County CCP reports it will add and/or modify goals,
objectives, and outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Support and Grow the Community Justice Court
Objective Adhere to Community Justice Court policies and procedures
Objective Continue to identify which service providers will meet this obligation and
create a work around approach to overcome those providers who will not.
Objective Continue to 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
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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 Track arrest rate of participants versus the conviction rate of participants
Measure
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
Progress Effective January 2020 Plumas County began operating its Community
toward Justice Court. Approximately 10 participants are engaged in this
stated goal programming and, thus far, are seeing exceptional results in terms of
sobriety, employment, and other stated goals. The Plumas County District
Attorney’s Office was awarded a 3-year Drug Court implementation grant
by the Office of Justice Programs.
Goal Reopen 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
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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 Much of the framework has already been created. Due to the COVID-19
toward Pandemic plans for implementation are currently on hold and will be
stated goal revisited in 2021.
Goal Create and Implement Multi-Disciplinary Reentry Program / Bridges
Reintegration Program
Objective Identify clients who are in custody and who will remain in custody for 3
months or longer.
Objective Identify, engage and assess eligible defendants by conducting interviews,
assessments and screenings. Identify risks for recidivism, mental health
diagnoses, substance use disorders, eligibility for intensive case
management and referrals for community support services to begin the
reintegration process prior to release.
Outcome Percent of clients who need housing upon release from custody and are
Measure successfully placed.
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.
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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 • 5 clients have been identified and served to date. 1 client is pending
toward release and 4 have completed the reintegration process. The client
stated goal pending release has been engaged by the assigned Deputy Probation
Officer and has started the reintegration process. With the 4 who have
completed the reintegration process: 1 client was referred to PCIRC
for housing. He was denied services. 1 client was scheduled for
inpatient rehab entry upon release; however, he was released prior to
the scheduled release date and he absconded. The other 2 clients
successfully identified conducive housing prior to release. They both
transitioned smoothly.
• Assigned Deputy Probation Officers have used ONA’s to identify the
needs for 3 clients. Referrals for services were made prior to each
client’s release from custody, as needed.
• While in custody, 2 clients were able to successfully maintain services
through Behavioral Health. 1 participated in the culinary arts program.
One client has continued services with the Behavioral Health
Department upon release.
• 25% of clients were able to obtain employment within 3 months of
release from custody. Data is being collected as to the retention of
employment.
• 100% of clients have successfully continued their medications upon
release from custody. Clients have not yet scheduled any medical or
dental appointments.
• The process for a warm hand off has had mixed results. 2 clients were
released earlier than the scheduled release date. 1 client absconded
and the other recidivated in another county. To deter this from
happening, the assigned Deputy Probation Officer will provide
confirmations of these dates to jail staff. Probation Officers will
continue to make accommodations to transport the client from jail to
the Probation Department for a release intake or to receive necessary
services.
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, barring weekends and holidays, by conducting interviews,
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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
Outcome Percent less likely to have bail/OR revoked
Measure Percent less likely to be arrested vs. prosecuted 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
Measure ●Pre-Trial Release Program:
-Released prior to arraignment
-Released at arraignment with PTR conditions
-Detained
●Community Justice Court
●Day Reporting Center
Progress Participation and cost-savings to Plumas County are as follows:
toward Pretrial Savings:
Savings: Savings:
stated goal 2020 Release % Jail Court District
Referrals Attorney
Total Pretrial
267
Release Referrals
Eligible for PTR 70 26.22%
Supervised Probation 49 18.35% $0.00
Of those Eligible for Pretrial Release:
Released within 24
21 7.87% $4,788.00 $5,103.00 $5,103.00
hours
Pretrial Release at
Arraignment within 1 21 7.87% $2,394.00 $2,551.50 $2,551.50
day
Violation of Pretrial
5 1.87% ($1,140.00)
Release
Warrants Pretrial 5 1.87%
Approx. yearly savings $163,000.00
TOTAL $169,042.00 $7,654.50 $7,654.50
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The Pretrial Release program has been in operation since 2016. In
January 2020 the criteria for pretrial release eligibility was expanded to
allow for more eligible participants to be interviewed and released through
the program.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$158,380
Carry-over Funds
$301,204
$48,885
Behavioral Health Department
$73,043
$23,389
Plumas County Literacy Program
$18,000
Plumas Crisis Intervention & Resource Center - 24/7
Dad Project $18,000
Plumas Crisis Intervention & Resource Center - Ohana $45,000
House $45,000
Plumas Crisis Intervention & Resource Center - $45,000
Pathways Home $50,000
Alliance for Workforce Development
$25,000
$168,090
Probation Department
$216,484
$460,976
Sheriff's Department
$484,185
$144,252
District Attorney
$149,530
FY 2020-21 $1,093,972 FY 2019-20 $1,380,446
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$48,885
Behavioral Health
$73,043
$23,389
Plumas County Literacy Program
$18,000
$168,090
Probation Department
$216,484
$460,976
Sheriff's Department
$484,185
$144,252
District Attorney
$149,530
FY 2020-21 $845,592 FY 2019-20 $941,242
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
Plumas Crisis Intervention & Resource - 24/7 Dad
Project
$18,000
$45,000
Plumas Crisis Intervention & Resource - Ohana House
$45,000
Plumas Crisis Intervention & Resource - Pathways $45,000
Home
$50,000
Alliance For Workforce Development
$25,000
FY 2020-21 $90,000 FY 2019-20 $138,000
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 annual 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. The process guides the development of the annual budget.
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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 the
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
300
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 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 encourages 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 Prop 47 diversion Program is proving to be highly effective. Since the program began
operating it has successfully graduated 18 individuals from the one-year diversion
program, housed multiple individuals and families and moved 6 families into long-term
permanent housing, reunited 6 families and had one participate graduate college.
For FY 19/20, the Pretrial Release Program received approximately 775 referrals of which
198 (25.5%) were eligible for pre-trial release and received interviews and
assessments. Out of 198 offenders, 11.11% were veterans, 64.6% 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 45.5% were
referred for mental health and/or substance use assessments and were engaged in
services.
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. To date 3 participant has successfully graduated – 32 referrals for entry
into the program, 10 active participants.
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FY 2020-21 Community Corrections Partnership Survey
Riverside County
CCP Membership as of October 1, 2020.
Ron Miller II Sayori Baldwin
Chief Probation Officer Department of Social Services
John W. Vineyard Matthew Chang, M.D.
Presiding Judge or designee Department of Mental Health
Manuel Perez Heidi Marshall
County Supervisor or Chief Administrator Department of Employment
Michael Hestrin Matthew Chang, M.D.
District Attorney Alcohol and Substance Abuse Programs
Steven L. Harmon Edwin Gomez, 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?
Three-four times a year
Does the CCP have subcommittees or
working groups
Yes
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Sheriff’s Department: Expand In-Custody Rehabilitation
Programming
Objective Riverside County Sheriff’s in-custody program, Sheriff’s Inmate Training
and Education Bureau (SITE-B), will partner with the Desert Community
College District (DCCD) and Riverside County Office of Education (RCOE)
to begin offering certification in a Culinary Arts program at the John J.
Benoit Detention Center (JBDC).
Objective Provide short-term career technical education certification to assist with
potential employment upon reentry.
Outcome Number of participants enrolling in and completing the program.
Measure
Progress SITE-B, RCOE, and COD finalized the culinary program Memorandum of
toward Understanding (MOU) for five years. Anticipated start by Fall 2021. DCCD
stated goal developed a short-term module-based curriculum specifically designed for
jail program delivery and it has been approved through the college’s
curriculum approval system. DCCD also recruited instructional staff and
three instructors have cleared the Sheriff’s background process.
Goal RUHS-BH: Streamline AB109 Housing & Renewal Process
Objective The AB109 Supervisor for the Mid-County and Desert Region will now
oversee AB109 housing (HHOPE) staff for better coordination.
Objective Riverside Universal Health System – Behavioral Health (RUHS-BH) will
collaborate with Probation to streamline the AB109 Housing and Renewal
process with BH increasing their role of coordinating AB109 housing.
Outcome Review workflow processes and feedback.
Measure
Progress In Fiscal Year (FY) 19/20, RUHS-BH HHOPE began managing the AB-
toward 109 housing renewal process. Renewals are based on client need and
stated goal participation in services and Probation mandated conditions. Probationers
received increased case management services during this time period.
RUHS-BH HHOPE program added a supervisor and centralized AB109
housing staff in one location for increased coordination and collaboration.
This led to better linkage to behavioral health clinic services and increased
housing navigation services to promote successful exits from the program.
RUHS-BH HHOPE and RUHS-BH Crisis program began holding a
quarterly all provider meeting which has led to improved relationships
between providers and RUHS-BH staff. We have also experienced
improved coordination of initial placement between Probation and RUHS-
BH staff. Overall, the process is improved and provides a solid foundation
for continued improvement.
Goal Probation: Secure long-term employment for the 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.
304
Objective Assist participants in becoming self-sufficient, productive members of
society.
Outcome Total number of referrals received by employment vendor and total
Measure number of those enrolled in the employment program.
Outcome Number of participants who maintain employment for 30, 60 or 90 days
Measure
Progress In FY 19/20, 132 clients completed employment program services,
toward with 43 who obtained employment. The number of clients who
stated goal maintained employment for 30, 60, and 90 days:
• 30 days: 43 clients
• 60 days: 43 clients
• 90 days: 24 clients
Of note, in March 2020, the pandemic slowed the number of in-person
services and limited small business operations which included the
employment services provided by all three DRC facilities.
The Riverside County CCP will add and/or modify goals, objectives,
and outcome measures identified above in FY 2020-21.
Goals, Objectives and Outcome Measures
FY 2020-21
Goal RUHS-BH: Improve staffing structure for the Day Reporting Centers
(DRCs): To adhere to the MOA with Probation to provide coverage at the
Day Reporting Centers when a staff person is out on an extended leave
(sick/vacation/vacancy)
Objective RUHS-BH will implement enhanced staffing structure by incorporating two
(2) floater clinical therapist positions who are trained in mental health and
substance use treatment, to provide DRC coverage as needed.
Outcome Review budget and organizational chart to confirm coverage assigned.
Measure
Progress Goal attained. Prior to other FYs, RUHS-BH built in staff coverage using
toward floaters who are clinical therapist trained in mental health and substance
stated goal use disorder treatment. Such floaters which are stationed at forensic
outpatient clinics were successfully dispatched up to several months as
needed when Clinical Therapist vacancies occurred which allowed
continuity of care for consumers.
Goal Sheriff’s Department: Manage Headcount
Objective Increase full-time Supervised Electronic Confinement Program (SECP)
enrollment.
Objective Minimize Number of Inmates Released Early Under Federal Court Order.
Outcome Reevaluate previously disqualified candidates.
Measure
Outcome An increase in the number of inmates enrolled in alternative sentencing
Measure programs resulting in a reduction in number early releases.
305
Progress Continued reevaluation of program criteria into FY20/21 shows
toward enrollments trending toward a 30% increase over prior year total
stated goal enrollments. There has also been increased jail bed space through
decreased jail headcount.
Goal Probation: Expand Day Reporting Center (DRC) programs and
services
Objective Maximize treatment and intervention opportunities to a wider probation
population.
Outcome Number of participants attending the DRC
Measure
Outcome Number of new programs at the DRC
Measure
Progress The Riverside DRC has added two new classes: “Socialization” and Life
toward Skills and Finance”; two webinar courses: “The Fair Chance Act for Job
stated goal Applicants and Court Relief for your Criminal Record”; and explored
transportation assistance and homeless outreach services in the
community.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$7,234,346
August 1920 Allocation (Due to COVID19)
$289,023
Distrct Attorney
$289,023
$309,448
Carry-over Funds (Police - PACT)
$451,719
$2,937,747
Police Departments:
$1,990,613
$24,474,003
Health & Human Services:
$29,128,601
$649,325
Public Defender:
$610,862
$27,925,473
Sheriff Department:
$28,969,773
$17,136,924
Probation Department:
$20,220,410
FY 2020-21 $80,956,289 FY 2019-20 $81,371,978
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$289,023
District Attorney - Violations of PRCS and Parole, &…
$1,344,023
Cathedral City, Palm Springs, Coachchella, Desert…
Police Department
$182,305
Health and Human Services
$2,614,493
Public Defender
$49,194
Sheriff Department
$2,584,108
Probation Department
$1,804,246
$185,456
City of Murrieta
$185,456
City of Lake Elsinore
$185,456
City of San Jacinto /Sheriff
$185,456
City of Beaumont
$231,285
City of Hemet
$389,330
City of Corona
$231,285
City of Riverside
Police Department
Carry-forward (PACT FY18/19 )
$309,448
Multiple Cities
$1,498,860
AB 109 Services
$649,325
Public Defender & District Attorney
$561,668
Health & Human Services
$8,684,075
Medical Center
$5,080,738
$7,038,674
Correctional Health
$9,923,087
$8,751,253
Behavioral Health
$11,510,283
Sheriff's Department
$1,712,762
Contract Beds, Security Improvement Projects
$1,487,477
$2,234,038
Programs & Jail Alternative Programs
$1,311,873
$297,872
Transportation Costs
$400,570
$6,031,902
Facility Operational Costs $17,648,899
$6,230,978
In-Service Custody
$16,954,766
Probation Department
$1,649,511
Special Programs (inc. tattoo removal, sex offender tx)
$1,946,311
$2,753,261
Day Reporting Centers (DRC) Staff, Oper Costs,…
$3,248,661
$1,016,035
Transition and Re-Entry Unit (TRU)
$11,718,118
Supervision Services & TRU
$13,221,193
FY 2020-21 $73,412,495 FY 2019-20 $80,920,259
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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 services is primarily done through systems of regular
statistical reports or audits consisting of relevant data elements focusing on program
participation and/or completion and defined program goals.
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 assessment of
local realignment programs/services and impacts on clients/offenders. Results from the
evaluation provided by EVALCORP reported 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.
308
• 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.
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
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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 19/20, continuing
into FY 20/21to 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
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.
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
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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)
• 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.
In FY 19/20, Medication Assisted Treatment (MAT) Services were established in in the
county’s detention centers beginning with Robert Presley Detention Center in Riverside.
Also, to assist with referrals from jail and prisons, an SUD referral system was
established, wherein referrals for MAT services are provided to RUHS-BH’s CARES Line
to streamline referrals.
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.
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In addition to a comprehensive array of services provided by RUHS—BH, the Sheriff’s
Department, through SITE-B, provides individualized therapeutic program services to
inmate participants to effect change through effective counseling, training, and reentry.
The GOALS—RSAT program offers cognitive skills training, decision making, job
readiness, life skills, lifestyle and relationships, rational thinking, adult basic education,
anger management, substance abuse, recovery maintenance, and relapse prevention.
The GOALS—RSAT program has been consolidated at the Larry Smith Correctional
Facility and is available to all qualifying inmates within all the five county jails. In 2019,
261 participants enrolled in the GOALS—RSAT program and 208 successfully graduated.
Since the program’s inception in 2014, over 1,340 inmates have enrolled in the program.
What challenges does your county face in meeting these program and service
needs?
Regarding in-custody services, the inmate programs and Work Release Program (WRP)
jobsites remain suspended and will continue their suspension pending the progress of
recovering from the COVID-19 pandemic. The Riverside County Sheriff’s Department will
continue to work in conjunction with the County Health Officer in an effort to establish a
safe reinstatement of the programs when appropriate. The full-time and part-time
Supervised Electronic Confinement Programs remain in place and operational.
Regarding behavioral health services, the challenges our County encounter are
collaboration and coordination of prison and jail releases to ensure effective discharge
planning. We address these challenges successfully by establishing effective and clear
communication of cases prior to discharge with our collaborative partners (prison, jail,
Whole Person Care, housing program (HHOPE), our medical center) to ensure
appropriate discharge planning to address the behavioral health, housing, and medical
needs upon discharge.
Similar to RUHS and the Sheriff’s Department, COVID-19 has had a significant impact on
Probation operations and the ability to most effectively address the needs of the probation
population, while serving the courts and keeping the community safe. Many
accommodations were made to provide virtual services and modified case management
strategies where appropriate when dealing with clients who have been directly impacted
by the virus. Phone, video, and protected in-person engagement has been required to
ensure the health and safety of both probationers and staff. However, as essential
workers, Probation remained diligent in fulfilling the duties and mission of department,
ensuring compliance with court ordered terms and conditions, connecting clients to local
and community services, and creating alternative ways to conduct business. Though
services remain in effect, it is anticipated the pandemic will continue to have an impact
on the services provided until it is more controlled.
What 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, since the implementation of realignment, the CCP’s 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
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transportation, housing, and healthcare access needs, medication continuation and
compliance, in-custody to community transitional services, employment, and education.
Throughout the years, each agency has recognized that criminal justice partner
collaboration is essential in the planning and tackling of these challenges.
During this fiscal, regarding in-custody programming through the Sheriff’s Department,
an important component in building an evidence-based method into the ReSET Project
was to secure a suitable tool to identify transitional needs. SITE B adopted the Offender
Reintegration Scale (ORS) published by JIST, Inc. With this tool, counselors and
administrators can quickly identify their clients’ main concerns. In addition, the ORS can
be used as both a pre-release and post-release measure. It is a self-scoring and self-
interpreting instrument that measures potential barriers to re-entry success for offenders
in five major categories: Basic Needs, Job Search, Family Concerns, Life Skills, and
Career Development. The ORS thus helps offenders develop a plan for overcoming the
barriers that have been identified.
In FY 19/20, the Sheriff’s Department established Medication Assisted Treatment (MAT)
Services in their detention centers beginning with Robert Presley Detention Center in
Riverside. Also, to assist with referrals from jail and prisons, the Sheriff’s Department
established a SUD referral system wherein referrals for MAT services are provided to
RUHS-BH’s CARES Line to streamline referrals.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
Day Reporting Centers (DRCs) continue to be a valuable approach where Probation staff
are co-located with behavioral health staff. This co-location allows for daily effective
collaboration and coordination with probation staff and behavioral health staff to address
consumers’ needs. This co-located approach has been proven to be effective by several
testimonials by consumers regarding their success stories and personal experience.
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.
Additionally, the DRC implemented an employment-based program in FY 19/20, which
has shown positive results with 132 participants completing the employment services
program countywide, with 43 participants obtaining employment. As services and
opportunities for employment have been greatly impacted by the pandemic, the DRCs
have remained dedicated to assisting clients with the skills and resources necessary to
secure employment when available or unemployment benefits where applicable.
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FY 2020-21 Community Corrections Partnership Survey
Sacramento County
CCP Membership as of October 1, 2020.
Lee Seale Bruce Wagstaff
Chief Probation Officer Department of Social Services
Hon. Russel L. Hom and Dr. Peter Beilenson
Lloyd Connelly Department of Mental Health
Presiding Judge or designee
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 and Matt Perry
Public Defender Head of the County Office of Education
Scott Jones Vacant
Sheriff Community-Based Organization
Daniel Hahn Nina Acosta
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
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Goals, Objectives, and Outcome Measures
FY 2019-20
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.
Progress Provided in the attached AB 109 Plan Update and Justice System Trends
toward Report.
stated goal
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.
Progress Provided in the attached AB 109 Plan Update and Justice System Trends
toward Report.
stated goal
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.
Progress Provided in the attached AB 109 Plan Update and Justice System Trends
toward Report.
stated goal
The Sacramento County CCP reports it will use the same goals,
objectives, and outcome measures identified above in FY 2020-21.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
District Attorney CCP $580,513
Program $654,013
$16,075,381
Probation CCP Program
$18,110,737
$4,588,815
Correctional Health Services
$4,876,751
$25,846,238
Sherriff's CCP Program
$29,118,713
FY 2020-21 $47,090,947 FY 2019-20 $52,760,214
FY 18-19 and 19-20 Allocations to Public Agencies for Programs & Services
$580,513
DA-AB 109 Prosecution
$541,012
DA-AB 109 Crime Lab Testing
$113,001
$10,449,183
Probation-Adult Field Supervision & Services
$11,711,574
$1,111,085
Probation-Field Supervision: Sex Offender Unit
$1,296,244
$1,933,227
Probation-Field Supervision: Domestic Violence Unit
$1,934,689
$2,581,886
Probation-Adult Day Reporting Center Intake & Operations
$3,168,230
$4,588,815
Correctional Health Services-Jail Mental Health Program
$4,876,751
$2,032,464
Sheriff-Jail Release/Pretrial Program
$1,308,480
$21,490,959
Sheriff-Inmate Housing and Services
$26,014,065
$2,322,815
Sherriff-Home Detention/Electronic Monitoring
$1,796,168
FY 2020-21 $47,090,947 FY 2019-20 $52,760,214
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Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
The CCP established the long-term AB 109 Plan and 2020 AB 109 Plan Update that
includes guidelines for key operational elements. CCP agencies adhere to these
guidelines when making decisions regarding potential programs and/or services that will
be supported by their AB 109 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 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.
Additionally, work recently completed by the Carey Group provide recommendations for
strategies that will reduce use of the jail for individuals, including AB 109 offenders, who
can be safely diverted or placed in community-based alternatives. The recommendations
involve enhancing existing programs, increasing certain support services, and using data
to inform decisions and evaluate progress. The Carey Group presentation with findings
and recommendations is attached.
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.
The Carey Group recommendations are also being utilized to guide ongoing efforts of
CCP agencies.
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Does the county use BSCC definitions (average daily population, conviction, length
of stay, recidivism, and/or treatment program completion rates) when collecting
data?
Yes 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?
Sacramento County joined the national Stepping Up Initiative in 2019. Stepping Up toolkit
resources are being utilized to support ongoing efforts. The Sequential Intercept Model
(SIM) identifies behavioral health services accessible at different points along the criminal
justice continuum and includes an inventory of services. See SIM information at the end
of this report.
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. 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. 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
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Population), based on their offense and background. In 2019, there were 36,763 jail
bookings and 10,634 (29%) 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 Sequential
Intercept Model provides collaborative court program information, including who each
program 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.
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November 2020
Sacramento County Adult Sequential Intercept: Crim inal Justice-Behavioral Health Partnerships
Intercept 0 Intercept 1 Intercept 2 Intercept 3 Intercept 4 Intercept 5
Crisis, Respite, and Law Enforcement Initial Detention/ Jails/Courts Reentry Community Corrections /
Community Services and Co-Responders Initial Court Hearings Community Supports
Call for
Service/ 911
Diversion & Specialty
Collaborative Courts
Dispatch
PC 1000 Drug Diversion, MH Diversion,
Emergency / Crisis Parole
R esponse and Cite & Release Plea or Deferred Prosecution, Court Prison Reentry
Parole Services
Ordered Community Supervision,
Service Dispatch To Community Arraignment Probation PRCS
Treatment, and Other Services
Includes In & Out of Case Planning
Crisis Care Custody Defendants CDCR Programs
Continuum Dispositional Courts
Law
Mental Health ACCESS Competency Process
Jail Booking
Team, Community Enforcement Plea Agreement/Trial
Probation/
Support Team, Mental and Pretrial Probation Pre-Sentence
CIT Officers, Homeless Arrest Mandatory
Health Urgent Care Investigation Reports
Outreach Team, Assessment
Clinic, Mental Health Supervision/ Post
Mobile Crisis Support
Crisis Respite Center, Nurses Provide Release Community
Teams; LEA Consult Line
Mental Health Treatment Screening & Intake
Supervision (PRCS)
Center (MHTC)-open 24 Assessment with Jail Jail Reentry
hours/7days a week Psych. Referrals Programs Coordination w/ Jail Reentry;
Mental Health Assessment,
When Indicated/ Adult Intake, Risk/Need
Needed, Sheriff medication evaluation, treatment, Eligibility Assess & Enroll in Assessment, Day Reporting
case management, crisis Public Assistance/
CNO Screen, Centers, Treatment, Public
intervention, & release planning Healthcare Programs
Probation Pretrial- Assistance & Healthcare
with the following levels of care: Cog-Behavioral Therapy
Hospital Emergency Public Safety acute care, intensive outpatient, Substance, Mental Health, Enrollment, Housing,
Assess; MH/ outpatient, and jail based Education, Vocation & Other
Department, MH Parent, & Education Services
Homeless/ Other competency treatment. Support Services
Triage Navigators Vocational Programs
Screen & Assess Primary care, specialty care,
Healthcare Release
by Social Workers ancillary services, dental, Planning, Including Meds.
pharmaceuticals
Housing, Peer, and Other Crisis
Medication Assisted Treatment
Supports Residential
Reentry Service Assessment
Facilities
Peer Navigator
YTINUMMOC COMMUNITY
No Charges Filed
or
Charges Dropped
Alternative Sentence/
Community Service
Bail/Bond
Out, OR
Cite &
Release,
Pretrial
Monitoring
(may
include
further
Health &
Service
Assess.,
Enroll. &/or
linkage)
Home Detention or
Work Release
Straight
Release
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INTERCEPT 0: Crisis Care and First Response Continuum - Intercept 0 involves interventions for people with mental and substance use disorders prior to formal involvement with the criminal justice system.
The critical components of this intercept include the local continuum of crisis care services and resources that reduce reliance on emergency response, hospitalizations, and law enforcement to serve people in
crisis or with low-acuity mental health needs. In jurisdictions where very few resources exist, law enforcement may be involved in Intercept 0 diversion efforts in a parens patriae, or “guardian,” capacity,
providing first responder services.
INTERCEPT 1: Law Enforcement Calls and Responses - At Intercept 1, law enforcement and other emergency service providers respond to people with mental and substance use disorders who are in crisis in
the community. In many jurisdictions, when a person in crisis exhibits illegal behavior, law enforcement officers have the discretion to place the person under arrest or to divert them to treatment or services.
Effective diversion at Intercept 1 is supported by trainings, programming, and policies that integrate behavioral health care and law enforcement to enable and promote the diversion of people with mental
illness away from arrest and a subsequent jail stay and into community-based services.
INTERCEPT 2: Intake, Booking, and Bond Setting/Review - At Intercept 2, individuals who have been arrested will go through the intake and booking process and will have an initial hearing presided over by a
judicial official. Important elements of this intercept include the identification of people with mental and substance use disorders being processed and booked in the jail, placement of people with mental and
substance use disorders into community-based treatment after intake or booking at the jail, and availability of specialized mental health caseloads through pretrial service agencies.
INTERCEPT 3: Courts and Incarceration in Jail or Prison - At Intercept 3, individuals with mental health or substance use disorders who have not yet been diverted at previous intercepts may be held in pretrial
detention while awaiting disposition of their criminal cases. This intercept centers around diversion of individuals from the jail or prison into programs or services that allow criminal charges to be resolved
while also addressing the defendant’s mental and substance use disorder needs. The intercept also involves jail- and prison-based programming that supports defendants in a trauma-informed, evidence-based
manner during their incarceration.
INTERCEPT 4: Reentry - At Intercept 4, individuals transition from detention or incarceration in a jail or prison back to the community. This intercept requires transition planning with specific considerations to
ensure people with mental and substance use disorders can access and utilize medication and psychosocial treatment, housing, healthcare coverage, and services from the moment of release and throughout
their reentry back into the community.
INTERCEPT 5: Community Corrections - At Intercept 5, community corrections agencies (probation and parole) provide essential community-based supervision, as an arm of the court, to individuals released
from custody. People with mental and substance use disorders may be at risk for probation or parole violations and benefit from added supports at this intercept. Use of validated assessment tools, staff
training on mental and substance use disorders, and responsive services, such as specialized caseloads, are vital to reducing unnecessary violations, decreasing criminal re-offense, and improving behavioral
health outcomes, through enhanced connections to services and coordination of behavioral health treatment and criminal justice supervision goals.
INVENTORY OF SERVICES
Mental Health Access Team – Is the entry point for County mental health services, providing Sacramento County residents referrals or linkage to authorized specialty mental health services.
They determine eligibility for services based on referral information and by conducting a brief phone screening in the individual’s primary language.
o The Mental Health Access Team will determine the level of service needed and link the individual with a culturally and linguistically appropriate provider. In accordance with
confidentiality regulations, the Mental Health Access Team will inform the referring party that the individual has been linked with a provider agency. The Sacramento County contracted
provider will contact the individual and/or caregiver to set up an appointment after the Access Team has authorized services.
o Available Services: Individuals, caregivers, schools, medical providers, and other concerned adults can refer to the Access Team via phone, fax or US mail.
Crisis intervention Mental health assessments Therapy and/or rehabilitation services Intensive Home Based Services Skills building and support groups Case management
Intensive Care coordination Linkage to housing services Linkage to community resources Medication support Early Childhood Mental Health Services for Youth with
coexisting Mental Health and Alcohol/Substance Abuse Disorders
The Community Support Team (CST) operates Monday through Friday, 8:00 am – 5:00 pm and includes Behavioral Health Services licensed mental health counselors and Crossroads
Vocational Services peer/family specialists who serve all age groups experiencing mental health distress, including those at risk for suicide, and the individual’s family members and/or
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caregivers. The CST provides community-based flexible services to community members experiencing mental health distress. Services can include assessment, crisis intervention, safety
planning, and linkage to ongoing services and supports. The goal of CST is to provide services in a culturally and linguistically competent manner while promoting recovery, resiliency and
wellbeing resulting in decreased use of crisis services and/or acute care hospitalization services; decreased risk for suicide; increased knowledge of available resources and supports; and
increased personal connection and active involvement within the community.
Mental Health Urgent Care Clinic (MHUCC) – A walk-in clinic for individuals with an urgent mental health need. The MHUCC is a client-centered program that focuses on providing immediate
relief to individuals and families in distress. The program intends to avert psychiatric emergency room visits and involuntary hospitalizations. The goal of MHUCC is to foster recovery for
individuals and families through the promotion of hope and wellness.
As a walk-in clinic, the MHUCC welcomes anyone experiencing mental health-distress regardless of age and ability to pay. Individuals experiencing non-psychiatric emergencies are
encouraged to visit their local emergency room or call 911.
This program is funded by the Sacramento County Division of Behavioral Health Services through the voter-approved Proposition 63, Mental Health Services Act (MHSA)
SERVICES OFFERED
A safe space for individuals and families, peer support and on the- spot counseling
Crisis interventions, psychiatric evaluations and clinical assessments
Referrals and linkages to community resources
Brief medication management services (excluding controlled substances)
Sacramento County Mental Health Treatment Center (MHTC) – Provides short term comprehensive acute inpatient mental health services, 24/7, for adults 18 and older experiencing a
mental health crisis and/or condition. The County’s Intake Stabilization Unit (ISU), adjacent to the MHTC campus’ 50 inpatient psychiatric beds, provides up to 23-hour crisis stabilization and
intensive services in a safe environment. The ISU responds to hospital ED staff and law enforcement calls 24/7, provides direct access from the mobile crisis support teams and SB82 triage
navigator program, and receives adults and minors that have been medically cleared for 24/7 crisis stabilization services.
911 Dispatch – Different 911 call centers serve different jurisdictions within the county. They include one operated by the California Highway Patrol and 6 by local LEA’s, with the Sheriff’s
Office and Sacramento Police Department operating the two largest. Computer aided dispatch is utilized for deployment of appropriate responders, including dispatch of Mobile Crisis Support
Teams/Co-Responders, where available.
Law Enforcement Consult Line (LECL) – Is available for officers responding to 911 calls in the community on clients who are experiencing a mental health crisis. They are encouraged to call
the Mental Health Treatment Center’s Intake Stabilization Unit (ISU) to consult on these clients for resource assistance they might need to work with the client. Officers may bring clients directly
from the community for mental health services and crisis stabilization to the ISU if the client meets Welfare & Institutions Code 5150 criteria of Danger to Self (DTS), Danger to Others (DTO) or
Gravely Disabled (GD). A designated telephone line (875-1170) has been established on the ISU for these purposes.
Mobile Crisis Support Teams (MCSTs) – Embed a Dept. of Behavioral Health Services licensed Senior Mental Health Counselor and contracted Peer Navigator with law enforcement (in the
process of expanding from 6 to 11 teams in partnership with Sacramento Police Department, Sacramento Sheriff’s Office (SSO), Citrus Heights Police Department, and the Folsom Police
Department), where the Officer/Deputy is trained in Crisis Intervention Training (CIT) to respond to persons experiencing mental health crisis. Teams responding to mental health crisis aim to
reduce risks and threats to self or others. They build upon individual, family, community, and self-identified strengths and skills to divert individuals from unnecessary incarceration or
hospitalization. They assist with making connections to and navigating service systems for access to ongoing mental health support. Authorized mental health providers support de-escalation,
safety planning and ongoing care. MCSTs also educate key individuals, family members or natural supports on how to improve health and wellness.
Homeless Outreach Team (HOT) – The mission of the Sacramento County Sheriff’s Homeless Outreach Team (HOT) is to engage homeless individuals with services, along with enforcement
when necessary, in order to make a positive impact in the community. The men and women of the Homeless Outreach Team utilize unique and innovative “outside the box” approaches to
connect homeless individuals and families with critical services. HOT has formed and fostered partnerships with State and County agencies, as well as faith-based and private organizations, to
provide service to homeless people in need.
Sheriff’s Jail Intake Staff – Provide additional screening during booking to identify defendants eligible for the Chronic Nuisance Offender (CNO) Collaborative Court Program. Booking officers
refer eligible defendant to the District Attorney’s Office for potential participation in this program that provides housing, treatment and other services as an alternative to jail (Collab Court table).
Adult Correctional Health (ACH) – Provides physical health and mental health services for incarcerated adults in the jail system. This is a county operated service working in partnership with
SSO. ACH has several contracted providers including UC Davis for onsite mental health services. Other healthcare contracts include specialty or ancillary care services. Nurses complete a
receiving screening/intake on arrestees who are booked and housed. Dependent on patient needs, there is a range of medical services (primary care, specialty care, dental, pharmacy, &
323
ancillary services) provided to patients (onsite/offsite). RNs refer individuals to onsite mental health staff and can request urgent assessments when needed. Psychiatric consultation is
available 24/7 at both jails. Psychiatric services include evaluations, medication management, crisis intervention, treatment, case management and limited discharge planning. Services
include acute psychiatric care, intensive outpatient, outpatient, and jail based competency. ACH also has a contract with WellSpace Health to provide on-site Substance Use Disorder (SUD)
Counselor to provide including assessment, education/ counseling, and community linkage at the Main Jail. ACH collaborates with system partners such as Behavioral Health, Collaborative
Courts, etc. Medication Assisted Treatment (MAT) services are also provided when clinically indicated. . There is a discharge planning team that provides health care linkage for patients post-
release. This includes discharge planning services for patients with chronic health conditions, SMI, and SUD. Discharge planning is a phase in process. Medications are currently provided to
the sentenced population post-release. Staff have not yet begun the medication pilot for the presentence population.
Probation Pretrial Pilot - Assessment, Recommendations to Court, and Monitoring – Focused on identifying detainees who can be safely released to the community pending trial, without
regard to ability to post bail. Under this program, Probation Officers apply the Public Safety Assessment, a validated risk assessment tool, and provide pretrial reports to Superior Court that
include risk scores and detention or release recommendations, including recommended monitoring levels and conditions. Those released also receive court reminders and may be provided
further assessment and linkage to health and support services.
Public Defender’s Office, Conflict Criminal Defender’s and the District Attorney’s Office – Work together along with the Court and Behavioral Health experts to identify defendants who
are eligible and appropriate for diversion or collaborative court programs providing community-based treatment and other services. Additionally, specialized attorneys work to ensure
appropriate actions and services for Murphy’s Conservatorship (defendant subject to a pending indictment or information for a serious and violent felony and found to present a substantial
danger of physical harm to others), mentally disordered offenders, sexually violent predators, and for mental incompetence/insanity extensions.
Drug Diversion (PC 1000) – Under Penal Code Section 1000, individuals charged with specified crimes qualify for pretrial drug diversion if they meet four criteria: (1) Within five years prior to
the alleged commission of the charged offense, the defendant has not suffered a conviction for any offense involving controlled substances other than the offenses listed under PC 1000. (2)
The offense charged did not involve a crime of violence or threatened violence. (3) There is no evidence of a contemporaneous violation relating to narcotics or restricted dangerous drugs other
than a violation of the offenses listed under PC 1000. (4) The defendant has no prior felony conviction within five years prior to the alleged commission of the charged offense. Under the pretrial
drug diversion program, a qualifying individual enters a plea of not guilty and waives his or her right to a trial by jury, and proceedings are suspended in order for the individual to enter a drug
treatment program for 12 to 18 months (18-36 months if ordered prior to 2018). If the individual does not perform satisfactorily in the program or is convicted of specified crimes the Court may
terminate diversion and reinstate the criminal proceedings. PC 1000 requires criminal charges to be dismissed if the individual successfully completes diversion.
Mental Health Diversion (Separate Policies for Misdemeanor & Felony Defendants) – Superior Court may grant Mental Health Diversion to defendants eligible pursuant to Penal Code
Section 1001.36, charged with specified crimes, suffering from a qualifying mental health disorder, qualified expert determines nexus between mental health symptoms and criminal behavior,
and defendant does not pose an unreasonable risk of danger to public safety. To participate, a qualifying individual enters a plea of not guilty and waives his or her right to a speedy trial, and
proceedings are suspended in order for the individual to complete a mental health treatment program within a maximum of 24 months. Misdemeanor and felony mental health diversion
processes have been established by Sacramento Superior Court. Additional info provided in the New Programs 2019-2020 table.
Sheriff’s Reentry Services – Rehabilitative vocational, educational, and treatment services that aim to reduce recidivism and prepare offenders for successful community reintegration.
Evidence based assessment tools are utilized to determine program placement. Upon release from custody, ongoing program services are available in the community for up to a year.
Adult Day Reporting Centers (ADRC’s) – Probation operates three ADRC locations which provide intensive on-site and community supervision for individuals 18 and over and who have been
assessed as having a high-risk to reoffend. Depending on the client's needs, the phased program lasts between 9 to 12 months. The ADRC includes: onsite RN’s to assist with screening and
linkage to healthcare services, eligibility specialists, mental health staff, cognitive-behavioral treatment classes, vocational training, group/individual/family counseling, educational services,
emergency housing assistance and family support services.
Note- These are not County operated services, but examples of additional behavioral health service options available for justice-involved people:
Turning Point Community Programs: Operating the Mental Health Urgent Care Clinic and 3 Crisis Residential Facilities - 2 with 15 beds in each and 1 with 12 beds. Abiding Hope Respite
House »; Bender Court Crisis Residential »; Crisis Residential Program (CRP) »; Flexible Integrated Treatment (FIT) »; Integrated Services Agency (ISA) »; Mental Health Urgent Care Clinic
(MHUCC) »; Pathways to Success After Homelessness »; Regional Support Team (RST) »; Therapeutic Behavioral Services (TBS) »; Transitional Support Services »
SMART- SACRAMENTO MULTIPLE ADVOCATE RESOURCE TEAM at El Hogar’s Guest House Homeless Clinic, which is an outpatient behavioral health clinic that helps adults struggling
with mental health and/or substance abuse challenges who are homeless. Guest House provides consumers with access to mental health and supportive services. Staff use a strengths-based
approach to help consumers regain control of their lives. Services offered by Guest House Clinic are voluntary and include, but are not limited to: Medication Support Entitlement Support
(GA, SSI, SSDI, etc.) Linkage to Primary Health Care Individual Therapy Support Groups Case Management Advocacy Connections Lounge
324
Sacramento County Collaborative and Specialized Courts
Title Who It's For What It Includes Length Capacity Agencies Involved
Residential and outpatient services including detoxification, substance misuse, mental health Probation, Service
Adult Defendants charged with non-violent drug possession, treatment, relapse prevention, and reentry services; drug testing, case management, housing, Providers, Court,
12 - 18
Drug/Recovery violations of probation, and certain drug-related and and therapeutic (yoga, nutrition, mind-body) services; and probation supervision. Upon 80 - 125 Attorneys, Health
months
Court property crimes. completion, suspended jail time is lifted and probation may be terminated or the case may be Services, Human
dismissed. Assistance
Probation, Service
40 hours of drug education and group courses. Monthly meetings, support group work and 18
Drug Diversion Defendants charged with simple possession and first 800 – 1000 Providers, Alcohol and
drug testing for 6 months. Upon completion, Probation files a motion requesting charges be months -
- PC 1000 time drug offenses. plus Drug Services, Court,
dismissed. 3 years
Attorneys
Non-violent defendants diagnosed with specified Residential and outpatient services including case management, benefits acquisition, crisis
Mental Health mental health disorders or co-occurring mental and response, intervention and stabilization, medication evaluation and support, and ongoing Service Providers, Court,
12 - 18
Treatment substance use disorders, approved for participation by specialized mental health services. Full Service Partnership supports such as housing, 150 - 200 Attorneys, Health
months
Court the DA's Office. No sex, DUI, Domestic Violence, or employment, education and transportation. Random drug/alcohol testing. Upon completion, Services, Probation
arson offenses. suspended jail time is lifted, probation may be terminated, and the case may be dismissed.
Report to Probation for drug/alcohol/mental health screening and treatment referral. Four No capacity
"fee for service" multi-disciplinary sites are available for detoxification, residential, outpatient, Probation, Service
Defendants charged with non-violent drug possession
Prop 36 Court methadone, sober living, vocation, family counseling, literacy, and communication skills 6 months (90 in Providers, Court,
and transportation for personal use.
services. 12 weeks intensive outpatient services, 12 weeks aftercare, and proof of completion Program- Attorneys, Health Services
required. Upon completion, plea is withdrawn and case dismissed, terminating probation. Fall 2017)
Service Providers, Court,
Individuals charged with a VC 23152 (DUI), who have Residential and outpatient services including detoxification, substance misuse, relapse
DUI Treatment 18 Attorneys, Health
three prior DUI misdemeanor convictions within a 10 prevention, drug testing, and case management services; and probation supervision. Upon 30
Court (DUITC) months Services, Sheriff’s Office,
year period. completion, suspended jail time is lifted and probation may be terminated early.
Probation
Program services may begin in custody and upon release include housing, education,
Defendants charged with non-violent drug and vocation/employment, individual and group counseling, gender specific curriculum, life skills, Probation (Adult Day
property offenses eligible for County Jail Prison (CJP) or relapse prevention, effective communication, anger management, healthy relationship 12 - 18 Reporting Centers),
Re-Entry Court 50
State Prison. No violent weapon, terrorist, or sex education, health and nutrition education, self-help meetings, therapy, recovery activities and months Sheriff's Office, Court,
offenses. groups, and connection to county medical, general and CalFresh services. Upon completion, Service Providers
term of probation is reduced and CJP time is vacated or permanently suspended.
325
Title Who It's For What It Includes Length Capacity Agencies Involved
Any combination of residential and/or outpatient treatment including case management,
Veterans Affairs (VA) benefit eligible veterans Veteran mentoring, VA substance abuse and mental health services, and random drug and Probation, Court,
Veterans 12 - 18
charged with offenses related to issues from US alcohol testing by the VA and Probation. Upon completion, resulting plea agreement terms 40 Attorneys Veterans
Treatment Court months
Military service. No sex, arson or gang offenses. could include term reduction or termination of probation, suspension of incarceration, or case Affairs
dismissal.
ReSET Court
Adult females charged with prostitution or Prostitution diversion program services include health and wellness education, HIV testing, Court, Attorneys,
(Reducing Sexual 3 - 6
prostitution related offenses; may have other group and individual counseling, trauma based therapy, wraparound, life skills and peer 100 - 120 Community Against
Exploitation & months
misdemeanor charges. mentoring services. Upon completion, the initial plea is withdrawn and the case is dismissed. Sexual Harm (CASH)
Trafficking)
Residential placement is offered in lieu of jail time, which is stayed pending successful Court, Attorneys, County
Chronic Misdemeanor offenders within District Attorney
completion of program services. Substance abuse and mental health assessment and Alcohol and Drug
Nuisance Community Prosecution areas with at least 10
treatment services provided by County and community-based providers. Homeless and related 90 days 20 - 40 Services, Sac Steps
Offender (CNO) arrests, citations, and/or bench warrants within 12
social, health and fiscal services also available. Upon completion, sentence is modified per Forward, Service
Program months.
terms of an original plea agreement. Providers
City Alcohol Sac City Attorney,
Individuals with 5 alcohol-related City Code citations
Related As a term of probation, 30 days of residential alcohol treatment services in lieu of a 30 day jail Sacramento Police Dept.,
and/or arrests in the past 18 months, need housing, 30 days 80
Treatment sentence. Upon completion, the 30 day jail sentence is permanently stayed. VOA, Sac Housing and
and are in-custody for a violation of probation.
(CART) Redevelopment Agency
Placement in Volunteers of America (VOA) comprehensive alcohol treatment program with
Sutter Health, Court,
Individuals found to be publicly intoxicated-PC 647(f) transport from jail to VOA. Services available include Narcotics Anonymous, Alcoholics
Sacramento Police &
Serial Inebriate and have 15 or more alcohol related county, city or Anonymous, life skills, post-placement housing, employment training, and other services. Upon
90 days 10 Sheriff’s Office, Sac
Program (SIP) service contacts (arrest/ citation/detox/fire/hospital) completion of treatment, outstanding warrants are cleared and offenses are dismissed in the
Downtown Partnership,
within the prior 12 months. interests of justice, except if victim restitution is owed or there are DMV issues that cannot be
Attorneys, VOA
waived.
On-site consultation at Loaves and Fishes homeless shelter and monthly court calendar for No capacity
Loaves and Homeless low level traffic and misdemeanor assessing fees as part of an offense resolution with options such as community service, credit Court, District Attorney,
3 - 6
Fishes Court (for offenders (trespassing, drinking in public, etc.) who for time in clean and sober living facilities and/or mental health treatment in lieu of fees. (Serves over Public Defender, Loaves
months
Homeless) cannot afford to pay court fines and fees. Completion of the community service hours does not result in the dismissal of the case, and 800 and Fishes
the participant may have other sentence requirements to fulfill before the case is closed. annually)
326
New Programs 2019-2020
Title Who It's For What It Includes Length Capacity Agencies Involved
Outpatient and/or residential services including case management, benefits acquisition, crisis
Defendants facing misdemeanor charges and Court, Public Defender,
Mental Health response, intervention and stabilization, medication evaluation and support, and ongoing No capacity
suffering from mental illness or co-occurring mental 6-12 District Attorney, Health
Diversion specialized mental health services. Social Worker Services provided through the Public
and substance use disorders, approved for months Services, Human
Misdemeanor Defender’s Office. Full Service Partnership supports such as housing, employment, education Limit
participation by the Court under PC 1001.36. Assistance
and transportation. Upon completion, case dismissed.
Outpatient and/or residential services including case management, benefits acquisition, crisis Court, Public Defender,
Felony Mental Defendants facing felony charges and suffering from response, intervention and stabilization, medication evaluation and support, and ongoing 12-24 No capacity District Attorney, Health
Health Diversion mental illness or co-occurring mental and substance
specialized mental health services. Social Worker Services provided through the Public months Services, Human
Felony use disorders, approved for participation by the Court Limit
Defender’s Office. Full Service Partnership supports such as housing, employment, education Assistance
under PC 1001.36.
and transportation. Upon completion, case dismissed.
Public Defender, District
No capacity
Expungement Individuals experiencing homelessness with a criminal Assessment of criminal records and filing petitions to clear records and break down barriers
90 days Attorney, Probation,
Clinic record. criminal records create with housing, employment, education, and professional licenses.
Limit Court, HEAP partners,
Loaves and Fishes
Participants are linked to the County Department of Human Assistance Flexible Housing Pool
(FHP) and assigned limited-term case management and housing assistance. Upon participation
in program, case dismissed. FHP utilizes $8 million in state homelessness funding to serve
Flexible Housing Human Assistance, Public
80
approximately 400 persons, 80 from the jail diversion pilot. FHP is modeled after the Flexible
Pool (FHP) – Jail Defendants facing misdemeanor criminal charges and Defender, District
Supportive Rehousing Program (FSRP) for the top 250 utilizers of health services and jail. An 12-24
Diversion Pilot & experiencing literal homelessness identified by the & Attorney, Probation,
additional $6 million in MHSA funding has been invested in FHP to house approximately 400 months
MHSA Public Defender and approved by the Court. Courts, Health Services,
households experiencing homelessness with a mental health need who are exiting jail or acute 400
Investment Contracted Providers
psychiatric hospitalization into homelessness. FSP includes case management and supportive
housing. Note: FHP Jail Diversion is being funded with one-time state funding (HEAP) and
assistance expires 6/30/2021.
Public Defender
Pretrial Service Adults in custody pending criminal charges and Social workers embedded at the Public Defender’s Office conduct clinical forensic and housing No capacity Courts, District Attorney,
assessments for pretrial defendants in jail, then coordinate discharge and linkage to mental 3 months
Program suffering from mental illness. Public Defender, BH
health and housing services. Limit
*Launching
4/2020
Clinical Forensic and housing assessments. Outpatient and/or residential services including
Defendants facing felony charges and suffering from
DSH Mental
case management, benefits acquisition, crisis response, intervention and stabilization, Court, Public Defender,
Health Diversion schizophrenia, schizoaffective, or bipolar and are 12-24
medication evaluation and support, ongoing specialized mental health services, transportation, 50-100 DA, DBH, D Dept. of
*Launching likely to become Incompetent to Stand Trial (IST) or months
employment and education support. Housing provided to 50% of the consumers. Social Human Assistance
6/2020 have been found IST, approved for participation by
Worker Services provided through the Public Defender’s Office. Upon completion, case
the Court under PC 1001.36.
dismissed.
327
Selected Crime and
Correctional System
Data Trends
August 2020
328
County Population Increased 15.2%
from 2005 to 2020
(14.5% increase 2005 to 2019)
1,750,000
1,555,365
1,530,242
1,498,127
1,468,877
1,444,950
1,500,000 1,417,259
1,380,172
1,350,523
1,250,000
1,000,000
750,000
500,000
250,000
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
329
Source: California Department of Finance
Reported Crime Down 41%
from 2005 to 2019
80,000
74,060
73,202
70,000
65,636
62,919 62,633
61,663 61,475
59,616
60,000 56,762
55,579
53,197
51,939 52,121 52,113
50,664 50,482
48,501 47,964
50,000 47,120
45,430
44,326 44,315
42,018 42,608 43,267
40,246
39,105
40,000 36,588 36,224
35,430
30,000
20,000
10,849
10,000 9,656 9,607 9,259 8,988 8,551 7,481 8,017 7,515 7,452 8,264 7,734 7,412 6,917 6,765
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
raeY
reP
detropeR
semirC
fo
rebmuN
Total
Property Crimes
Realignment Violent Crimes
Prop 47
330
Source: California Department of Justice
Crime Rate Down 48%
from 2005 to 2019
6,000
5,420 5,425
5,000 4,756 4,659
4,588
4,422 4,372
4,206
4,027
3,941
4,000 3,725 3,707 3,721
3,575 3,587
3,367 3,405
3,271
3,178 3,148
3,051
2,926
3,000 2,745 2,834 2,784 2,798
2,613
2,415
2,315 2,343
2,000
1,000 715 795 696 664 639 603 523 557 517 508 557 517 489 452 438
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
stnediseR
000,001
reP
detropeR
semirC
fo
rebmuN
Total
Property Crime Rate
Realignment Violent Crime Rate
Prop 47
331
Source: California Department of Justice
Adult Arrests Down 34%
from 2005 to 2019
60,000
Total
52,218 Misdemeanor
50,957
50,000 47,949 48,745 Realignment Felony
46,287
Prop 47
42,183
41,229
39,851
38,826 38,575
40,000 36,990
36,037
35,435
34,445 34,680
29,353 29,792
28,339 28,719
30,000 27,728
25,713 25,449
24,278
22,865 22,618 21,602 21,773 23,124 22,940 21,834 22,781 22,215
20,221
18,953
20,000 17,568 17,053 18,105
16,470
15,573 15,388
13,126 12,495 12,611 13,256 12,465
10,000
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
332
Source: California Department of Justice
Juvenile Arrests Down 80%
from 2005 to 2019
8,000
7,088
Total
7,000 6,622 6,564
6,437
6,300 Misdemeanor
6,000 Felony
5,419
Status Offenses
5,000
4,417
4,195
4,069
3,845
4,000
3,601 3,613
3,370
3,228
2,827
3,000 2,732
2,385 2,419
2,286 2,269 2,297 2,298
1,950 1,952 1,990
2,000 1,639 1,708 1,581
1,474
1,333 1,311 1,296
1,218
1,030 1,004
894
947 796
1,000 639 652
508 450 539 389 869 712 694
267 241 211 200 158 139 117 102 91 585 566
87 78
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
333
Source: California Department of Justice
Sworn Staffing from 2005 to 2019
Sheriff's Sworn Staff Police Sworn Staff Probation Officers
1,600
1,510
1,482
1,419
1,392
1,348
1,400
1,302
1,279
1,249 1,247
1,229
1,213
1,186 1,193 1,186 1,177
1,200
1,039 1,048 1,032
1,016 1,004 1,009
1,000 945 920 946 959 971 971 977
893
781
800
718
689
646
624
600 566 526 524 546 547 555 559 555
505
481
454
400
200
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
334
Source: California Department of Justice
Adult Felony & Misdemeanor Cases Submitted
to DA’s Office Down 33% from 2005 to 2019
60,000
49,819
48,743
50,000 Realignment
46,561
45,262
Prop 47
44,048
39,403
38,521 38,424
40,000 37,264
36,550
35,834
33,585 33,692 33,265
32,405
30,000
20,000
10,000
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
335
Source: California Department of Justice
Adult Felony Cases Submitted to DA’s
Office Down 46% from 2005 to 2019
(Misdemeanor Cases Down 23% from 2005 to 2019)
30,000
27,630 27,905
26,997 26,754 Realignment
Prop 47
25,432
25,000 23,865
23,021
22,189 22,390
21,746 21,576 21,521
21,201 21,184
20,564 20,538 20,459
19,830
20,000 18,656
17,827
17,294
16,726
16,131
15,403 15,270
15,000
12,685 12,491
12,064 11,946 12,081
10,000 Misdemeanor
Felony
5,000
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
336
Source: California Department of Justice
Petitions for Modification or Revocation
of Parole and PRCS Supervision
900
Parole PRCS
805
800
726
700
639
596
600
500
449
393
400
332
279 278
300
251
242 239
200
100
0
2014 2015 2016 2017 2018 2019
337
Source: Judicial Council of California
PC 1170(h) Realignment Sentencing
Split 1170(h) Straight 1170(h)
500
443
450
397
400
352
350 332
315
300 284
271
238
250
226
202
200
146
150
125
100
50
0
2014 2015 2016 2017 2018 2019
338
Source: Judicial Council of California
Jail Bookings Down 43%
from 2008 to 2019
70,000
63,986
Realignment
57,683
60,000
Prop 47
54,081
51,154 50,821
47,701 48,264
50,000
44,944
44,163
40,735
39,606
40,000 36,763
30,000
20,000
10,000
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
339
Source: Board of State and Community Corrections
Quarterly Jail Bookings Down and
New Mental Health Cases Up 2015 to 2019
Total People Booked New Mental Health Cases Opened
14,000
Coronavirus/
COVID-19
12,000
10,000
8,000
6,000
4,000
2,000
0
340
Source: Board of State and Community Corrections
Jail Psychiatric Services Average Monthly
Caseload Up 136% from 2005 to 2019
1800 Prop 47 1,712
1,627
1,561
1,543
1600
1,496
1,469 1,476
1400 Realignment
1200 1,119
985
1000
904
837
782 790
800 727 713
600
400
200
0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
341
Source: Board of State and Community Corrections
Average Length of Stay in Jail Up 52%
from 2005 to 2019
40 Prop 47 38
Realignment 35 35
34 34
35 33
32
31
30 30
29
30
27
26
25 25 25
24
25
22 22
20
20
15
10
5
0
20002001200220032004200520062007200820092010201120122013201420152016201720182019
342
Source: Board of State and Community Corrections
Quarterly Average Length of Stay
AB 109 Releases All Sentenced Releases All Releases Unsentenced Releases
Coronavirus/
200
185 183 185 COVID-19
177
180 172 172 172 170
167
163
154 155
160
149 148 147 148
140
136 137
140 131
126
120 110
93
100
80 72
66 66 66
60 59 63 62 60 61 60 64 64 62 60 60 63 63
57 57 57
60
34 38 36 39 36 38 35 37 36 35 35 35 35 37 35 35 39 37 39 38 36 36
40 30 26 29 27 29 26 28 27 25 25 25 26 29 25 24 29 27 29 30 27 23
19
20
0
343
Source: Board of State and Community Corrections
Monthly Average Daily Population
6441
0832
1151
3242
6451
2832
5751
7332
1951
9032
0851
3532
6651
3332
6261
0822
5761
9222
6851
1912
4151
0912
3051
4112
2051
3012
8941
7012
8841
3391
7841
1791
5241
3891
8641
9991
2551
6702
2851
6802
5051
7902
0341
7412
7341
5022
0241
0022
0241
6322
2251
0912
9451
3112
2051
7802
0151
8002
4651
9302
4151
7502
9851
3802
7751
9612
0851
6312
0161
1602
5151
7412
0541
6912
9341
4222
4251
2612
6941
4022
9051
1712
7841
9512
4041
2812
3541
2022
4741
7722
8541
2622
8041
7912
8131
3812
3031
9022
7231
9122
0121
6212
576
4681
866
0571
127
4571
4500 Unsentenced ADP Sentenced ADP
Total Rated Capacity
4000
4,005
3500
3000
2500
2000
1500
1000
500
0
344
Source: Board of State and Community Corrections
Jail ADP Down 46.5%
from July 2008 Peak to June 2020
6,000
Realignment Coronavirus/
Prop 47
COVID-19
5,000
4,622
4,000
3,000
2,475
2,000
Total Facility ADP
1,000
Local Inmate ADP (Excludes
Federal Contract Beds)
0
345
Source: Board of State and Community Corrections
Total New Adult Felony Probationers
Increased 11% from 2010 to 2019
7,000 Realignment
Prop 47
5,912
5,797
6,000 5,580 5,621
5,495 5,489 5,486
5,324 5,355
4,947
5,000
4,000
3,000
2,000
1,000
0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
346
Source: Judicial Council of California
Adult Probation Population Decreased
Slightly from 2013 to 2019
25,000
22,285 22,784 22,756 22,448
22,069
21,688 21,646
20,000
15,000
10,000
5,000
0
2013 2014 2015 2016 2017 2018 2019
noitalupoP
egarevA
347
Source: Sacramento County Probation Department
Juvenile Probation Population
Down 59% from 2013 to 2019
4,500
3,932
4,000
3,402
3,500
2,850
3,000
2,555
2,500
2,226
1,955
2,000
1,619
1,500
1,000
500
0
2013 2014 2015 2016 2017 2018 2019
noitalupoP
egarevA
348
Source: Sacramento County Probation Department
Youth Detention Facility Bookings
Down 74% from 2008 to 2019
7,000
6,245 Number of Juvenile Hall Bookings
6,000
Number of Weapons Related Bookings
5,288
5,000
4,000
3,565
2,954
2,837
3,000
2,491
2,347
2,186
1,909
2,000 1,721
1,496
1,395
1,000 665
593 570 487 360 392 334 454 316 535 334 451
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
349
Source: Sacramento County Probation Department
Youth Detention Facility Average Daily
Population Down 56% from 2008 to 2019
300
278
243
250
235
200 192 192
186 184
178
143
150
136
120 122
100
50
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
350
Source: Sacramento County Probation Department
Probation Out-of-Home Placement Total
Down 28% from 2013 to 2019
300
250 241
234
226
201
200
164
149
150
100
50
0
2013 2014 2015 2016 2017 2018 2019
noitalupoP
egarevA
162
351
Source: Sacramento County Probation Department
352
The Sacramento Sheriff’s Office Reentry Services Unit provides rehabilitative
vocational, educational and treatment services to the justice involved population.
This wide variety of programs and services provided by the Sheriff’s Office and its
partners aims to reduce recidivism by preparing offenders for successful
community reintegration. To accomplish this goal, the Reentry Services Unit and
collaborative criminal justice partners ensure that offenders who enter in-custody
programming are provided evidence-based programs with comprehensive support
systems to ensure post-release success. The Reentry Services Unit’s data-driven
and outcomes based program model has proven effective in reducing rates of re-
arrest and recidivism. There is no better method in recidivism reduction without
jeopardizing public safety than effective custody-based reentry programs.
The Reentry Services Unit uses a data-driven approach in program and service
delivery. Lifetime data from the correctional based programs offered provides
empirical evidence of the effectiveness of custody-based programs in reducing not
only re-arrest and recidivism rates, but future jail populations as well. The Reentry
Services Unit uses statewide offender data to measure recidivism while using the
standard recidivism definition put forth by the Board of State and Community
Corrections (BSCC).
Historical state recidivism data shows overall rates to range from 67-73% prior
to the passage of Assembly Bill109. Evaluation of the historical data shows drug
offenders and property criminals to recidivate at numbers even higher than
historical averages. With the passage of Assembly Bill 109 (2011), Proposition 47
(2014) and Proposition 57 (2016) a growing number of offenders who
traditionally were sentenced to state prison were sentenced and housed in County
Jail Prisons. With past averages showing nearly three-quarters of all sentenced
offenders returning to custody within three years, the Sacramento Sheriff’s Office
and its partners have worked to greatly reduce those numbers. The results are
recidivism numbers that have distinguished the Sheriff’s Department’s Reentry
Services Unit and its partners as a national leader in offender programming.
The Reentry Services Unit is available for any questions you may have in
determining an individual’s suitability for reentry programming. Questions
relative to rehabilitative programing and participant referrals can be sent to the
Reentry Services Unit at reentry@sacsheriff.com. We look forward to working
with you in providing effective rehabilitative opportunities to justice involved
individuals.
Lieutenant Brad Rose Captain Todd Henry
Commander Commander
Reentry Services Unit Rio Cosumnes Correctional Center
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SACRAMENTO SHERIFF’S OFFICE
REENTRY SERVICES UNIT
Mission Statement
The mission of the Sacramento County Sheriff’s Office Reentry Services Bureau is to enhance public
safety with the reduction of recidivism. The Reentry Services Bureau will utilize efficient, effective
program to approaches through collaboration with public and private community partners to assist
offenders in becoming productive, accountable, law-abiding citizens. The Reentry Services Bureau will
provide vocational, educational and treatment programs to equip offenders with the skills and tools for
successful reentry into our community. To accomplish our mission, we dedicate ourselves to Service with
Concern.
354
Level of Service/Case Management Inventory
By D. A. Andrews, Ph.D., J. L. Bonta, Ph.D., & J. S. Wormith, Ph.D.
Profile Report
The graph below displays JANE DOE’S General Risk/Need Total score and indicates the
classification level associated with that score.
Assessment of General Risk/Need Factors
The graph below displays JANE DOE’S risk level for each General Risk/Need subcomponent.
355
Reentry Services utilizes a team comprised of Sacramento Sheriff’s Office staff, community based
providers, and evidence based practices to aid offenders in maintaining a sober lifestyle. Treatment is
individualized by targeting a participants high risk areas that are discovered during their initial
assessments. Reentry services promotes strategies to overcome addiction, and ways to maintain a clean
lifestyle through recovery. Programs include the following:
Housing for Accountable Living Transitions/Residential Substance Abuse Treatment
(HALT/RSAT), Compound Program, and PC Program
HALT/RSAT, Compound, and PC Programs, provide substance abuse treatment and reentry services
through evidence based practices to incarcerated offenders while supporting participants during their
transition back into the community. These programs provide substance abuse treatment, Cognitive
Behavior Therapy (CBT), education, and assisting the offender in changing learned behaviors while
offering him or her the tools to become a productive member of the community. Participants receive
individual needs assessments and class schedules to address their individual criminogenic needs.
Offenders will receive assistance with aftercare services for up to one year after they are released from
custody. Participants receive a program certificate upon successful completion and time off their
sentence for class hours when eligible.
Beyond Trauma
A gender responsive class focusing on the kinds of suffering women are most at risk of experiencing;
childhood abuse, rape, battering and other forms of interpersonal violence and helping them recover
from the effects of the trauma in their lives. The coping skills learned in this curriculum can also be useful
for other types of traumatic events.
Courage to Change A&B
A cognitive behavioral therapy course addressing criminogenic risks through interactive journaling.
Topics covered are social values, responsible thinking, self-control, peer relationships, family ties and
leisure and recreation.
Employment Readiness
Participants are taught strategies for employment success including the development of a resume,
interview practice, career assessment, skills to sustain employment, and appropriate employment attire.
Reentry Services has one Employment Coordinator specifically dedicated to the area of Employment
Readiness. Employment partnerships in Sacramento, Elk Grove, and other surrounding areas have been,
and continue to be, established and job placements are occurring. With the assistance of the Employment
Coordinator and when applicable, participants can be successful in obtaining employment utilizing skills
they have learned while participating in the various vocational programs located at RCCC.
Introduction to Recovery
The goal of this course is to help participants identify their denial patterns, learn coping skills and to
overcome them. Program completion is dependent on workbook completion.
356
(CONTINUED)
Living in Balance
In this course participants learn how to balance their life by learning ways to reduce stress, problem solve,
and understand human needs and social relationships.
Man Alive/Woman Alive
Rio Cosumnes Correctional Center partners with a Sacramento County Certified Batterers Treatment
provider to offer participants the strategies needed to stop their pattern of violent behavior and be
accountable to themselves, their families, and their community.
Relapse Prevention
This course focuses on the thinking process that leads to relapse and understanding the belief system that
can lead to prevention. All participants will create their own individual relapse prevention plans. These
relapse prevention plans address what the individuals triggers are prior to relapse, and what interventions
can assist them in maintaining a clean and sober life.
Thinking for Change
This cognitive behavioral course teaches social skills, cognitive self-change and problem solving
strategies. It is designed to help participants set personal and professional goals.
Medical Assisted Treatment
Vivitrol® is a cutting edge medication used to treat opioid and acute alcohol dependence. This
medication provides dependent individuals thirty days of treatment per dose. Unlike opioid treatment
medications of the past, Vivitrol® is a non-intoxicant, non-narcotic treatment which, through a local pilot
project has shown great success in our post-release population.
357
In partnership with the Elk Grove Adult Community Education, the education courses offered by Reentry
Services are designed to improve participants’ reading and mathematics skills, establish educational
goals, and promote the continuation of academic growth. Programs include the following:
High School Equivalency Preparation
This course covers math, English language arts (ELA), social science and science content assessed by the
HiSET exam. Participants take practice tests and prepare to take the five-part exam. Participants take the
official HiSET exams onsite once they have passed the practice tests.
Adult Basic Education (ABE)
Designed to develop skills to an eighth grade level, this course is offered to help participants improve in
the areas of reading, writing, and mathematics. Length of program varies based on testing scores.
English as a Second Language (ESL)
This course teaches English to participant’s whose primary language is not English. Length of program
varies based on testing scores.
Parent Education (CPS approved)
This program exposes participants to how negative and hurtful parenting affects the psychological and
physical development of children. Participants learn ways to create a healthy family environment through
nurturing behavior practices.
Computer Technology
Participants learn office computer skills relevant to the current job market including Microsoft applications
such as Word, Excel, and PowerPoint. Filing procedures, telephone communications, and document
duplication are also covered.
Computer Aided Design/SolidWorks (Publisher)
Participants will apply their knowledge of fundamental engineering and design principles and practices
to review SolidWorks concepts. Additionally, students will have prepared industry-related projects
designated by the instructors. They will be prepared for entry-level jobs in the mechanical drafting field.
358
The goal of providing vocational training within Reentry Services is to prepare offenders for expectations
in a professional setting and offer applicable employment training relevant to current, in-demand areas
of work. Programs include the following:
Automotive Program
Participants learn the fundamentals of automotive repair and are given hands on training that enables
them to get employment in the automotive industry. Participants can receive an Automotive Service
Excellence Certificate after mastering all three sections, electrical, breaks, and alignment.
Construction Training
The construction course will offer training in construction safety, hand and power tools, blue print
reading, concrete, painting, framing, roofing, drywall, and construction math. Students completing the
coursework will receive a certificate of completion from Elk Grove Adult Community Education. The
inmates chosen for this program will gain skills necessary to pursue a career within the construction
industry.
Culinary Arts
Participants learn core culinary skills and are provided with basic training that enables them to get
employment in the food service industry. Participants also receive an industry-recognized certificate
upon completion.
Custodial Training
Participants learn basic procedures in custodial and housekeeping operations to include knowledge of
janitorial equipment, basic repairs, cleaning materials, safety along with blood-borne pathogens and
infectious waste training. The goal of the course is upon completion participants are prepared for
custodial employment.
Engraving/Print Shop
Participants learn how to operate and properly service 3D printers, large format printers, laser
engravers, and binding machines while learning various design software including Adobe Photoshop,
Adobe Illustrator, Adobe InDesign, and Solid Works. Inmates who successfully complete the training are
awarded a certificate of completion that outlines the level of competency they have achieved. Length
of program varies.
Landscaping and Horticulture
Participants are exposed to different techniques of propagation and irrigation with an emphasis on
environmental horticulture and landscape maintenance. Upon completion, participants will have been
given the knowledge, practical skills, and training necessary to successfully attain employment in the
nursery and landscaping industry.
359
(CONTINUED)
Welding
The welding program is a three-step program designed to provide participants with knowledge of welding
and manufacturing. Participants complete this program in a shop environment to gain an understanding
of shop safety, welding, and metal manufacturing. When participants complete the welding program,
they will have all of the necessary skills to gain employment in the welding and manufacturing field. The
program offers three levels: a Beginning Class, an Advanced Class, and an Apprenticeship. Participants
are eligible to test to receive an American Welding Society Welding Certification. Those who complete
the Advanced Class are eligible to receive two college credits from Cosumnes River College and are
eligible to apply for the Apprenticeship Program. The program is accredited by the California’s Division of
Apprenticeship Standards. Participants at this level receive apprenticeship hours for the time spent
working on projects in the shop. Participants can continue their apprenticeship when they leave the
facility.
Wild Horse Program
In partnership with the Bureau of Land Management, Rio Cosumnes Correctional Center offers participants
the opportunity to train and maintain the well-being of wild horses. The program helps offenders develop
vocational skills through the practice of patience, time management, and organization. The program has
6 levels of instruction to teach participants basic horsemanship, equipment, gentling techniques, feeding,
care, and horse anatomy. Certificates are awarded upon successful completion of each domain.
Beekeeping
Participants in the beekeeping program will be instructed and shown basic techniques such as hive
inspections and honey extraction. As students’ progress through the program they will be taught
advanced techniques such as swarm capturing, hive splitting and queen rearing. The participants will
learn what attributes are needed to be successful in the commercial beekeeping industry and will gain
skills necessary to pursue a career in beekeeping.
360
Program: Hours to complete: (Accumulative hours
from treatment classes listed below)
Housing for Accountable Living 150-300 Hours based on individuals
Transitions/Residential Substance Abuse criminogenic needs
Treatment (HALT/RSAT)
Comprehensive Reentry Program 150-300 Hours based on individuals
criminogenic needs
Protective Custody Programming 150-250 Hours based on individuals
criminogenic needs
Class Title: Curriculum Used: Hours of Hours to Approximate time
instructi complete: of sentence to
on per serve IN custody
week: to complete:
Beyond Trauma Beyond Trauma a 3 24 2 months
Healing Journey for
Women
Courage to Change A Change Co-Courage 1.5 39 6.5 months
to Change
Courage to Change B Change Co 1.5 31 5 months
Employment Change Co- 3 21 2 months
Readiness Employment Skills,
Managing My Life
Journals
P / * Intro to Recovery/ Change Co-Denial, 3 33 3 months
Coping Skills Coping, and
Substance Abuse
Journals
Living in Balance Hazelden 3 27 2.5 months
* Man/Women Alive Man/Woman Alive 2 52 6.5 months
* Relapse Prevention Hazelden 1.5 - 3 36 3-6 months
P Thinking for Change Thinking for Change 3 35 3 months
Opiate use Medication Must complete at least one substance 180 days
Disorder determined by abuse curriculum
medical staff
Alcohol Vivitrol Must complete treatment curriculum 90 days
* - Offered for Post-Release Continued Programming Through Contracted Community Based Organizations
P - Availible for Continued Programing Through Probation At Adult Day Reporting Centers
361
Class Title: Curriculum Used: Hours of Approximate Approximate
instruction hours to time of sentence
per week: complete: to serve IN
custody to
complete:
*
Adult Basic Aztec Curriculum 12 178 4 Months
Education (ABE) (hour completion
varies my individual’s
needs)
*
Computer Microsoft 2013/2016 6-15 150 2.5-6.5 Months
Technology &10 key
*
English as a Putting English to Work 8 144 4.5 Months
second (PEW) (hour
Language completion varies my
individual’s needs)
*
High School Aztec Curriculum and 12 120 2.5 Months
Education(GED) High School
Equivalency Test
(HiSET)(hour
completion varies my
individual’s needs)
Parenting Inside out (CPS 3 60 5 Months
Certified)
Publisher Microsoft Publisher, 3 40 3.5 Months
PowerPoint, Excel
Program: Sample Jobs Titles: Hours of Approx. Approx. time of
instruction hours to sentence to
per week: complete: serve IN
custody to
complete:
Automotive Automotive Technician, 30 400 4 Months
Training Mechanic, Lube Tech, Quick
Service Technician, General
Service Technician, Service
Advisor, Parts Counter Person
362
Construction Carpenter, Concrete Laborer, 12 656 1 Year
Training Construction Manager,
Drywall Installer, Electrician,
Roofer
Culinary Arts Cafeteria Attendant, Dining 27.5 340 3 Months
Room Attendant, Salad
Maker, Sandwich Maker,
Cook’s Helper, Food
Assembler, Baker, Bakery
Clerk, Cake Decorator, Pastry
Chef, Bakery Chef, Sous Chef,
Kitchen Manager, Chef,
Cook, Banquet Chef, Head
Cook, Food and Beverage
Director
Custodial Custodian, Janitor, Cleaner, 18 150 2 Months
Training Custodial Worker, Building
Custodian, Plant Custodian,
Floor Tech, Heavy Duty
Custodian
Engraving Laser Cutting Operator, 22 720 8.5 Months
Engraver, Vehicle Wrap
Application
Landscape/ Gardener, Greens Keeper, 30 345 3 Months
Horticulture Grounds Worker,
Outside/Grounds
Maintenance Worker,
Landscaper
Warehouse Fork lift driver, Warehouse 35 560 4 Months
Training Manager, Logistics,
Warehouse shipping and
receiving, pallet jack
operator, recycler, small
equipment repair, Stocker,
Inventory Manager.
Welding Welder, Technical Sales 35 480 4 Months (2
Fabricator/Manufacturing/Re Years to
pair Foreman, Technician, complete 3000
Construction Welder,
hour apprentice
Government Enlisted Welder
hours)
Wild Horse Horse Trainer, Farrier, Ranch 40 960 6 Months
Program Manager, Ranch Hand
* - Offered for Post-Release Continued Programming Through Contracted Community Based Organizations
P - Availible for Continued Programing Through Probation At Adult Day Reporting Centers
363
364
z
365
z
366
IN PARTNERSHIP WITH
Rio Cosumnes Correctional Center
12500 Bruceville Rd.
Elk Grove, CA 95757
(916) 874-1927
reentry@sacsheriff.com
367
Rev 10/19
Sacramento County Consultant
Report on Jail Alternatives
May 12, 2020
368
We Create Quality
Professional PPT
Presentation
Conduct an analysis of Sacramento County’s sentenced, incarcerated
Task
population to determine if a portion of these individuals could be safely
supervised and managed in a setting other than jail.
369
Timeline
Stakeholder Findings Review and
Data Analysis
Contract Award Phone Interviews Report Writing
July Aug –Sept Oct –Dec Feb –Mar
2019 2019 2019 2020
August October January April
2019 2019 2020 2020
Data Gathering Site Visit Site Visit
Report Released
370
Our Team
Mark Carey Susan Burke Rebecca McNees Alisha Shoates-James
Jail Alternatives
President Executive Director Pretrial Consultant
Consultant
371
The amount of funding dedicated to the pretrial and post-adjudication population
(jail and probation) is notable, with FY 2019 gross expenditures as follows:
$229,476,017 Jail, excluding work release
$ 19,105,034 Jail Work Release Programs
$ 43,650,117 Adult Probation (Community Corrections and Field Services)
372
Cost Per Person Per Day
373
Average Daily Population
374
Jail Admission Rates
375
Risk Distribution
376
Comparison of Incarceration Rates
Data Measure Sacramento County
Compared to Other Counties
2015 incarceration rate compared to other CA 42.5% higher
counties (as reported by Carter Goble Associates)
2017 incarceration rate (per 100,000 residents ages 15.5% higher
16–64) compared to similarly sized US counties
2017 incarceration (per 100,000 residents ages 16–64) 47% higher
compared to similarly sized CA counties
2017 admission rates (per 100,000 residents ages 16– 15.2% higher
64) compared to CA counties between 1.1-3.3 million
2017 admission rates (per 100,000 residents ages 16– 22.6% higher
64) compared to similarly sized CA counties
377
Aligning ADP With Similarly Sized Counties
378
Sacramento County has a high degree of openness and
System Strengths
commitment to achieving public safety through innovative
means as evidenced, in part, by agencies trying new
approaches to better serve the adult offender population and
to improve the quality of life for county residents.
379
Positive Practices Examples
Practice Description
HOMELESS & MENTAL Sacramento police officers collaborate with providers to connect
HEALTH OUTREACH individuals to needed services.
TEAMS
MOBILE CRISIS Specialists go to individuals in crisis to help resolve problems
SUPPORT TEAMS thus avoiding unnecessary hospitalization.
JAIL ALTERNATIVE Individuals serve their sentences in the community while
PROGRAMS completing work projects.
GOOD TIME CREDIT Individuals receive 50% credit for jail stays upon entry to
incentivize good behavior and program participation.
RCCC EBP Incarcerated inmates receive evidence-based services to
PROGRAMMING address identified criminogenic needs.
FLASH INCARCERATION Those who violate probation receive short-term, rather than
long-term, jail stays.
ADULT DAY Probationers receive evidence-based programs to address
REPORTING CENTERS identified criminogenic needs and connect with support
services.
COMMUNITY Community-based organizations provide justice-involved
PARTNERSHIPS individuals with services that they are uniquely qualified to
provide, such as mentorship and support.
380
Policies and Practices
With additional community-based services, long-
standing policies and practices could be changed
without negatively impacting community safety.
Pretrial Initiative
Pretrial holds should reduce under this initiative,
which is grounded in effective practices and
research.
Lower Risk Sentenced Population
A large percentage of the sentenced population are
lower risk and could likely be managed in the
community without detriment to public safety, if
provided with sufficient services.
Opennessto Change
Most stakeholders support the view that the system
cannot continue to operate as it is currently operating
without consuming a disproportionate amount of the
county budget.
381
Recommendations
Adopt a systematic Make pretrial the Adopt a universal risk
approach to criminal priority screening tool
justice planning
Expand existing, Increase support Put in place an ongoing
successful programs services continuing education
series
Example Text : Get a modern PowerPoint Presentation that is beautifully designed. I hope and I believe that this Template will your Time, Money
and Reputation. Easy to change colors, photos and Text. You can simply impress your audience and add a unique zing and appealtoyour
Presentations.
382
Adopt a systematic approach to
criminal justice planning
SacramentoSuperior
Court
Board of Supervisors
Pretrial Pilot Mental Health Diversion
Workgroup Workgroup
County Executive
Criminal Justice Cabinet
Correctional Facilities
Issues Committee
Justice Partners Efficiency
Committee –Mental
Health Workgroup
Intermediate Punishments
Committee
IntegratedJustice
InformationSystems
SteeringCommittee
383
Make pretrial the priority
• Continue efforts to adopt appropriate, additional screening
tools to identify specific risk factors
• Establish a sequential bail review process
• Collect and regularly review the data across agencies
• Adopt a county-wide automated court date notification
system
• Expand the use of citation
384
Adopt a universal risk screening tool
385
Eligibility Driven Largely by Risk
Correlation Between Risk Level and Level of Intervention
386
Expand existing, successful programs
Continuum of Programs
Diversion Home DT Probation
ADRC RCCC
Citation Work Release Community Intervention
Low intensity High intensity
387
Increase support services
Continuum of Responses
388
Put in place an ongoing continuing
education series
• Assessments (use, benefits, limitations, challenges)
• Effective pretrial principles (research findings)
• Programs that work; don’t work – and why
• Importance of dosage and what counts toward dosage
• Use of fidelity assessment tools
• Supervision effectiveness and length
• Use of punishers and rewards/incentives
389
We Create Quality
Professional PPT
Presentation
740
The average number of fewer people in the jail daily
390
FY 2020-21 Community Corrections Partnership Survey
San Benito County
CCP Membership as of October 1, 2020.
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
Interim Chief Carlos Reynosa 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
391
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Enhance Reentry Services
Objective #1 Provide a Reentry Case Manager for the CTC
Objective #2 Provide a Peer Mentor for the CTC
Objective #3 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 Completed: A Reentry Case Manager was hired April 2020, and the Jail
toward has a full-time licensed Social Worker to provide mental health services.
stated goal
Goal Community Gang Intelligence Collaborative
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 A budget to support the program has been approved by the Community
stated goal Correction Partnership (CCP) and the County Board of Supervisors.
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
Outcome Upgrade/replacement of the case management system.
Measure
Progress Completed: Consultant has been hired and has performed the listed
toward duties.
stated goal
The San Benito County CCP will add and/or modify goals, objectives,
and outcome measures identified above in FY 2020-21.
392
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Hire Consultant -- Continue
Objective Develop an operation manual for current Case Management System
Objective Train staff through the case management system operation manual.
Outcome Issue the operation manual to all staff members for reference.
Measure
Outcome Have staff enter information in the current case management system as
Measure trained.
Progress The operation manual is near completion and training dates are currently
toward being scheduled.
stated goal
Goal Community Gang Intelligence Collaborative
Objective Assess level of gang activity in the community.
Objective Develop Gang intervention, and Outreach & Education.
Objective Determine factors of increased gang activity.
Outcome Reduction in the level of gang activity.
Measure
Outcome Early intervention programs through outreach and education of parents,
Measure youth, and educators.
Outcome Monitor community population growth.
Measure
Progress Approval of new positions will be presented to the Board of Supervisors
toward (BOS) before the end of December 2020. Subcommittees are collecting
stated goal data for the implementation of the program.
393
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$459,662
Community Gang Intelligence Collaborative
$18,750
Sheriff's Department - Software
$18,750
$80,000
Behavioral Health -- Counselor
$80,000
$1,000
Misc. Direct Aide
$1,000
$250,000
Jail Project
$250,000
$20,000
Gavilan College - GED Education
$20,000
$71,585
District Attorney - Staffing
$71,585
Youth Alliance - Parent Project/Family $60,000
Counseling Program $60,000
$270,821
Community Transition Center
$309,055
$200,000
Sheriff's Department - Correctional Officers
$200,000
$155,000
Holister Police Department - Staffing
$155,000
$116,600
Residential Treatment Programs
$100,000
$36,000
Behavioral Health Services
$52,600
$20,000
Electronic Monitoring Program
$20,000
$463,500
Probation Department - Staffing
$463,500
FY 2020-21 $1,795,025 FY 2019-20 $1,964,775
Reserve 2020-2021 - $427,893
Reserve 2019-2020 - $163,285
394
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$1,000
Misc. Direct Aide
Community Gang Intelligence Collaborative
$459,662
$82,400
Community Transition Center - Reentry Case Manager
$80,000
Behavioral Health -- Counselor
$36,000
Residential Treatment Programs
Sheriff Departmetn -- Software
$18,750
$116,600
Behavioral Health Services
$80,000
Community Transition Center
$309,055
$20,000
Electronic Monitoring Program
$20,000
FY 2020-21 $795,662 FY 2019-20 $427,805
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
Youth Alliance - Parent Project/Family Counseling $60,000
Program
$60,000
Residential Treatment Programs
$152,600
FY 2020-21 $80,000 FY 2019-20 $212,600
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
395
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?
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?
No challenges are currently being faced since the current treatment services and
programs are being achieved through inter-departmental agencies and community-based
organizations.
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
No programmatic changes have been made.
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 has implemented a Reentry Program designed to prepare and
assist incarcerated individuals in their transition back into the community. This program
provides information and resources for a variety of life skills including goal setting,
housing, and communication.
396
FY 2020-21 Community Corrections Partnership Survey
San Bernardino County
CCP Membership as of October 1, 2020.
Michelle Brown CaSonya Thomas
Chief Probation Officer Department of Social Services
Michael Sachs Veronica Kelley
Presiding Judge or designee Department of Mental Health
Leonard X. Hernandez Diane Rundles
County Supervisor or Chief Administrator Department of Employment
Jason Anderson William Oglesby
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
Christopher Catren 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
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Decrease likelihood of recidivism by implementing 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 Prior to the contracts being awarded, there was collaboration with
toward Workforce Development and the San Bernardino Community College
stated goal District to have a class instructed by the Building Industries Association
(BIA). In January 2020, the contract was awarded and, since that time, a
total of 9 clients graduated from the program. The program provided them
with the basic knowledge required to enter into the model home building
industry.
As part of the department’s vocational contracts, the Department has
started a class to acquire welding certifications. In November 2020, 6
clients completed their first class in the portable welding lab. However,
additional classes were postponed due to the surge in the 2020 COVID-19
Event.
Given the hands-on nature of both curriculums, a virtual delivery system is
not likely. However, a viable solution has been found in reducing the
number of participants in the courses.
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
Progress From November 2019 through November 2020, Probation housed
toward approximately 438 unique clients during FY 19/20. This is a significant
stated goal increase from the previous year. This was a challenge given the
constraints many contract housing providers faced that were related to the
2020 COVID-19 Event.
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The San Bernardino County CCP will add and/or modify goals,
objectives, and outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal (MODIFIED) 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 certifications in vocational trades and increased access to job
Measure placement upon completion of a certification program.
Progress In October 2020, Probation entered into an MOU with the San Bernardino
toward County Fire Protection District to develop a re-entry pilot program that
stated goal would provide a pathway to employment as a firefighter. Shortly
thereafter, 70 potential clients were identified due to their prior CDCR and
County Fire Camp experience. Of that population, 20 interviewed for a
paid positon in this program. Roughly 18 of those interviewed are currently
awaiting the outcomes of their background and/or health evaluations.
The CDCR Fire Camp model has experienced success but the full benefits
of the program have not been realized for the clients. This re-entry
program at the county level is the first of its kind and will bridge the gap for
re-entry as well as will enhance public safety.
Secondly, Probation entered into an MOU with the San Bernardino County
Human Services Department. Through this collaboration, clients will have
access to, approximately, 4 employment agencies. These agencies will
not only find temporary employment opportunities, but, more importantly,
permanent job placement chances.
399
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
Alchohol and Drug Services (DBH)
$1,100,433
$6,248,106
Department of Behavioral Health
$5,147,673
$253,282
Public Health
$253,282
$3,054,620
Public Defender
$3,054,620
$3,983,390
District Attorney
$3,983,390
$53,375,369
Sheriff Department
$52,216,933
$39,787,109
Probation Department
$39,787,109
FY 2020-21 $107,166,261 FY 2019-20 $106,007,825
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$185,754
Law and Justice Group
$185,754
$278,631
Workforce Development Department
$278,631
$5,147,673
Department of Behavioral Health
$4,199,151
$3,054,620
Public Defender
$3,034,620
$3,983,390
District Attorney
$3,383,390
$48,554,195
Sheriff Department
$50,880,639
$36,117,109
Probation Department
$37,554,246
FY 2020-21 $97,574,654 FY 2019-20 $99,516,431
400
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs &
Services
$1,868,000
Various Treatment Components
$2,302,237
Tutoring Services
$20,000
$1,010,000
GPS Monitoring
$600,000
$1,820,000
Transitional Housing
$1,336,294
$4,743,607
Mental Health Providers
$2,232,863
FY2020-21 $9,591,607 FY 2019-20 $6,491,394
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 Probation Department’s Research Unit has established data points and tracking
methods to include the number of referrals made and completion rates of clients.
Does the county consider evaluation results when funding programs and/or
services?
Yes
If yes, how?
By evaluating the reports produced by the Department’s Research Unit in conjunction
with the Department’s Fiscal Division to determine the cost and benefits of the programs
and services.
401
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
The MDD/DOORs programs are a collaboration with the Department of Behavioral
Health, Courts, District Attorney’s Office and the Public Defender which is a deferment of
judgment program for clients with certain mental health conditions.
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
402
Bernardino County has a 211-phone system for all residents to call for
assistance/referrals.
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?
Geographically speaking, San Bernardino County is the largest county 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 successful completion
of their program and, ultimately, their term of probation. The impact is more prominent in
our desert regions. To aid in future success of probationers, The San Bernardino County
Probation Department has created a Transportation Unit to help address transportation
needs. However, this unit has been impacted by the need to realign resources and there
has been a slight decrease in the availability to meet the transportation needs. To offset
the impact of this realignment, we have collaborated with the Department of Behavioral
Health to use members of their transportation team to assist with transporting clients that
have mental health features.
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 three-fold. First, is getting the vocational training up and running and accessible
to this population. Secondly, to locate employers who are willing to hire the previously
incarcerated. Thirdly, the tough job market during the pandemic.
Finally, continuity of services during the 2020 COVID-19 Event has had a tremendous
impact on the community. Transitioning to a hybrid delivery platform or a completely
403
virtual platform has been challenging. These facts, coupled with the uncertainty that our
clients encounter, has been our greatest 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?
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
404
FY 2020-21 Community Corrections Partnership Survey
San Diego County
CCP Membership as of October 1, 2020.
Adolfo Gonzales Nick Macchione
Chief Probation Officer Department of Social Services
Honorable Lorna Alksne Nick Macchione
Presiding Judge or designee Department of Mental Health
Dorothy Thrush Andrew Picard
County Supervisor or Chief Administrator Department of Employment
Summer Stephan Nick Macchione
District Attorney Alcohol and Substance Abuse Programs
Randy Mize Dr. Paul Gothold
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?
Semi-Annually
How often does the Executive Committee of
the CCP meet?
As needed
Does the CCP have subcommittees or
working groups
No
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Goals, Objectives, and Outcome Measures
FY 2019-20
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 detention,
Measure long term sentences and revocations
Progress Sheriff’s Pretrial Unit
toward The San Diego County Sheriff’s Department implemented the Sheriff's
stated goal Pretrial Unit on July 1, 2016. In FY 2019-20, the Pretrial Unit was
operational in all San Diego felony courts and released 574 individuals on
Supervised Own Recognizance with an annual safety rating averaging
99%.
County Parole and Alternative Custody
The San Diego County Sheriff’s Department operates the County Parole
and Alternative Custody Unit (CPAC), which was created in 2012 in
response to realignment. The mission of CPAC 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 2019-20, 1,481 offenders participated in the
program.
Since the beginning of realignment, the San Diego County Sheriff’s
Department has been tracking the jail populations broken down by
categories such as long-term sentences for the realigned populations as
well as flash incarcerations and revocations. They also track the use of
alternative custody programs. This information is provided weekly to
stakeholders including the Superior Court, County Administration, the
District Attorney’s Office, the Public Defender’s Office, and the Probation
Department.
Goal To incorporate reentry principles into in-custody programming
Objective Provide in-custody programming
Outcome Number of offenders served
Measure
Progress San Diego County Sheriff’s Department Reentry Services Division
toward Programming for Reentry, Support and Stability (PROGRESS) opened in
stated goal January 2018. The pilot project was designed collaboratively by the
Superior Court, the District Attorney’s Office, the Public Defender’s Office,
and the Health and Human Services Agency. The program is in the
community with a focus on providing interventions which address mental
health and substance abuse. This year due to COVID-19, the program
could no longer operate in the community. However, for the period
between July 2019 and March 2020, 53 inmates were enrolled and 49
(90%) completed the program.
406
A client was accepted into PROGRESS with the goal of working on his
continued substance use and mental health complications. Throughout
his stay, he worked on his day-to-day interactions with other PROGRESS
participants, as his mental health complications would exacerbate his
inhibited social skills and erratic mood. In a collective effort, PROGRESS
provided the client with a welcoming and safe learning environment where
he was able to learn and build towards more of a sustainable social and
emotional interpersonal dynamic. During his PROGRESS enrollment, he
had the opportunity to reconnect and rekindle his relationship with his
children and mother. Since his most recent release and participation in
PROGRESS, the client has significantly reduced his rate of returning to
custody.
Goal Incorporate evidence-based practices into supervision and case
management of Post Release Community Supervision (PRCS) and
Mandatory Supervision (MS) offenders; encourage the use of evidence-
based practices in sentencing for felony offenders
Objective Encourage the use of evidence-based practices in sentencing for felony
offenders
• Provide results of risk and need assessments to all sentencing parties
• Train all parties on alternative sentencing and best practices for
recidivism reduction
Objective Provide evidence-based supervision and intervention services for PRCS
offenders
• Employ risk-based supervision—more intense supervision for higher
risk offenders
• Employ swift and sure sanctions for non-compliant behavior
• Provide incentives for compliant behavior
• Refer to and monitor use of community-based treatment services
Outcome Use of risk and needs assessments in sentencing and supervision efforts
Measure
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 County of San Diego provides the results of risk and need
toward assessments to all parties in the sentencing of felony offenders.
stated goal
The San Diego County Probation Department utilizes evidence-based
practices in the supervision and case management of its clients. For
PRCS clients, evidence-based supervision and intervention services are
provided with a focus on reentry. Since January 2013, the Department
has been transporting PRCS clients directly from state prison to the
Community Transition Center (CTC), 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
407
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 Reentry Correctional Offender
Management Profiling for Alternative Sanctions (COMPAS) assessment.
This tool includes domains specific to the needs of clients returning to the
community as well as gender-responsive scales.
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 to
reduce recidivism. During FY 2019-20, 97% 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 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 Department PROGRESS
reentry program while in custody. PROGRESS 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 to create in-custody case plans that
describe the services the clients will receive in custody and 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. To address criminogenic risks and needs, clients are referred
to community-based services using the CRD. During FY 2019-20, 92% of
MS clients were referred to community-based services using the CRD to
address their criminogenic needs. Clients are also provided assistance in
obtaining and/or maintaining housing and employment.
408
The Probation Department 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. MS clients are incentivized by adjusting
supervision levels in response to client compliance with case plan goals
such as eliminating positive drug tests, 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
FY 2019-20, 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 effective 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.
A PRCS client with significant challenges achieved change. Throughout
the client’s difficult behavior, the probation officer did not give up on her
and consistently worked with her to get her on medication, maintain her
sobriety, and finally to achieve a stable residence. The probation officer
spent hours calling, emailing, and visiting the client in Las Colinas
Detention and Reentry Facility to find the help the client needed. The
probation officer worked closely with the client’s mother to overcome
obstacles and they supported each other through the process. The client
eventually agreed to make changes and once she engaged in mental
health services and began her medication, she became a completely
different person. When the client and her mother came in to pick up the
client’s certificate of completion, they were so happy and thankful for the
probation officer for assistance reaching this point in their lives!
Staff development continues to be an important focus of the Probation
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&featu
re=emb_title
409
The Probation 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 Probation Department is modeling new probation field offices after the
Neighborhood Opportunity Network (NeON) model from New York where
offices are located in the communities with the highest levels of need. The
Department is in the process of building a new probation office centrally
located which will include on-site assessment and linkages to services that
can enhance access to treatment and reduce transportation barriers. The
Department is partnering with the Health and Human Services Agency and
began co-locating probation officers in Family Resource Centers in the fall
of 2020 to improve client access to support services in the communities in
which they live.
These initiatives are centered on evidence-based practices to support
clients in their successful completion of probation supervision and in the
reduction of recidivism. During FY 2019-20, 57% of PRCS clients and
91% of MS clients successfully completed their terms of supervision
without new convictions for felony or misdemeanor offenses.
The San Diego County CCP reports it will add and/or modify goals,
objectives, and outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal To efficiently use jail capacity
Objective Enhance pre-trial processes to more effectively use current jail capacity
Outcome Change in percentage of jail capacity that is utilized for pre-trial detention,
Measure long term sentences and revocations
Goal To incorporate reentry principles into in-custody programming
Objective Provide in-custody programming
Outcome Number of offenders served
Measure
Goal Incorporate evidence-based practices into supervision and case
management of PRCS and 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
410
• Provide results of risk and need assessments to all sentencing parties
• Train all parties on alternative sentencing and best practices for
recidivism reduction
Objective Provide evidence-based supervision and intervention services for PRCS
offenders
• Employ risk-based supervision—more intense supervision for higher
risk offenders
• Employ swift and sure sanctions for non-compliant behavior
• Provide incentives for compliant behavior
• Refer to and monitor use of community-based treatment services
Outcome Use of risk and needs assessments in sentencing and supervision efforts
Measure
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
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
Health and Human $1,500,000
Services $6,920,000
$120,000
Public Safety Group
$120,000
$-
Public Defender
$-
$3,000,000
District Attorney
$3,000,000
$30,000,000
Probation
$38,340,000
$47,400,000
Sheriff
$47,500,000
FY 2020-21 $82,020,000 FY 2019-20 $95,880,000
411
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$670,000
Fire Camps
$670,000
$1,120,000
RESPECT - Youth Mentoring
$1,110,000
PROGRESS - Alternative Custody-Reentry and $1,280,000
Mental Health Svcs $1,190,000
$860,000
Court Security
$1,280,000
$1,120,000
Mental Health Assessment and Transition
$970,000
$2,550,000
Pre-Trial Services
$3,080,000
$3,000,000
Community Capacity Building
$3,000,000
$7,560,000
Custody Support
$7,560,000
$6,400,000
Alternative Custody
$6,650,000
$26,920,000
Sheriff's Re-entry & Rehabilitation Facility
$25,810,000
$1,000,000
Re-entry Court Services
$1,000,000
$19,400,000
Supervision in the Community
$18,250,000
$280,000
Data Collection, Analysis and Evaluation
$270,000
$1,500,000
Law Enforcement Analysis and Support
$1,690,000
$5,760,000
Services in the Community
$20,750,000
$2,600,000
Community Transition Center
$2,600,000
FY 2020-21 $82,020,000 FY 2019-20 $95,880,000
412
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$3,000,000
Community Capacity Building
$3,000,000
$5,808,485
Alternative Custody
$5,718,718
$280,000
Data Collection, Analysis and Evaluation
$270,000
$5,760,000
Substance Abuse, Mental Health, and Housing Services
$20,750,000
$2,600,000
Community Transition Center
$2,600,000
$1,000,000
Re-entry Court Services
$1,000,000
FY 2020-21 $18,448,458 FY 2019-20 $33,338,718
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
PRCS offenders and MS 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
413
If yes, how?
The County of San Diego justice partners, including the Probation Department, 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 was selected as a research partner to utilize this
data to 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?
County service contracts 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.
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
The Probation Department uses the BSCC definition of recidivism based on a conviction
for a new felony or misdemeanor offense but calculates the rates over different time
intervals including the period of supervision and for one year after termination from
supervision.
What percentage of the Public Safety Realignment allocation is used for evidence-
based programming (as defined locally)?
81% or higher
414
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 the Probation Department, 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.
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, chiefly through 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 for the past two years. Numerous
actions by Board of Supervisors have 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.
Beginning in FY 2018-19, the County implemented the Drug Medi-Cal Organized Delivery
System (DMC-ODS) 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.
The Public Defender’s Office operates a Defense Transition Unit (DTU) that includes
licensed mental health clinicians who assess clients who have screened positive for
substance use and/or mental health needs. The clinicians work in conjunction with
housing navigators and substance abuse assessors to link seriously mentally ill clients to
treatment at all levels of clinical care, countywide. The DTU processes over 1,300
referrals per year, preparing treatment plans as needed by attorneys, clients, the court,
or probation.
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. Through the assessment and screening process,
the clients’ 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
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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 2019-20, the CTC provided over
2,353 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 clients’ identified risks and needs. Once
sentenced, clients participate in prescribed programming while in custody including CBT,
vocational programming, anger management, life skills and substance use disorder
treatment. With correctional counselors and on-site probation officers, MS clients work
to complete the goals as identified in the probation case plan. When the MS clients are
released to supervision, they participate in an intensive and 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
and/or 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. The Probation Department, the Sheriff’s Department, the District
Attorney’s Office, the Public Defender’s Office, 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 are taking the lead on developing strategies to address
housing related barriers for this population. The Probation Department expanded services
for interim housing during FY 2017-18 and now offers interim housing in every region of
the County.
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What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
The Probation Department continues to reinforce EBP foundational items and
commitments and has renewed its focus on risk-based supervision and the
implementation of quality improvement practices such as case reviews. By monitoring
the alignment of assessment results with supervision levels, the Probation Department
has significantly realigned case assignment and supervision according to assessed risk
levels on the COMPAS
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
The MS Court remains a successful program for every client sentenced to a split term.
To manage the MS client population, Probation prepares an MS Pre-Release Plan which
includes a COMPAS assessment and a case plan based on the client’s identified risk and
needs. Once sentenced, the client participates in prescribed programming based on 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 2019-20, 91% of MS clients successfully completed their terms of supervision
without new convictions for felony or misdemeanor offenses.
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 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
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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 clients in a therapeutic
environment until they can enter a program. During FY 2019-20, the CTC served a total
of 2,093 clients including 252 clients who were diverted to the CTC in lieu of jail time,
saving an estimated 1,764 jail days.
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FY 2020-21 Community Corrections Partnership Survey
San Francisco County
CCP Membership as of October 1, 2020.
Karen L. Fletcher Noelle Simmons
Chief Probation Officer Department of Social Services
Mark Culkins Angelica Almeida
Presiding Judge or designee Department of Mental Health
James Caldwell Tajuana Gray
County Supervisor or Chief Administrator Department of Employment
Chesa Boudin Angelica Almeida
District Attorney Alcohol and Substance Abuse Programs
Manohar Raji Steve Good
Public Defender Head of the County Office of Education
Paul Miyamoto 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
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Goals, Objectives and Outcome Measures
FY 2019-20
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 Develop and implement Racial Equity Action Plans focused on internal
Measure staffing and external interactions with the community.
Progress Findings from a 2015 report by the W. Haywood Burns identified racial and
toward ethnic disparities in San Francisco. In 2016, San Francisco’s Human Rights
stated goal 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
HRC, 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 FY 18-19, the San Francisco (SF) 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 2018, the SF CCP, the SF Reentry Council, the SF Sentencing
Commission, and the SF Juvenile Justice Coordinating Council all signed
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on to the following shared Criminal Justice Racial Equity Statement (see
italics below), and created a Criminal Justice Racial Equity Work Group.
[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 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 FY19-20, an Office of Racial Equity (ORE) was created based on new
legislation (Ordinance 80-20) that was passed in May 2019. ORE focuses
on addressing racial disparities in San Francisco. Ordinance 80-20 also
requires that all departments within the CCSF, including justice system
partners, develop and implement racial equity action plans. The ORE’s role
is to monitor and support agencies in achieving the goals set forth in their
racial equity action plans. There are at least two phases to the racial equity
action plans: phase I – internal facing with goals and action items that focus
on staffing, and phase II – external facing with goals and action items that
focus on a department’s interactions with the community.
In addition, 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 developed a research proposal for conducting a careful and
detailed analysis of critical decision points in community supervision and it
is actively seeking funding for this proposal.
Over the last two fiscal years, APD has held approximately 12 cultural staff
events and offered mandatory trainings on inclusiveness and unconscious
bias.
The San Francisco County CCP reports it will add and/or modify goals,
objectives, and outcome measures identified above in FY 2020-21.
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Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Expand and strengthen housing, mental health, and substance
dependency services for justice involved populations
Objective Support the establishment of a mental health housing program
Outcome Develop a contract with a housing provider to implement a mental health
Measure housing program for ten individuals. The housing provider must focus on
recovery and mental health services as a way to support clients’ pathways
toward stable and permanent housing.
Outcome Work collaboratively with existing reentry services providers to establish
Measure protocols that streamline and expedite referrals to the new mental health
housing program
Progress Primarily funded by a BJA’s Justice and Mental Health Collaboration
toward Program: Support for Mental Health Centers grant SFAPD was awarded a
stated goal grant from the Bureau of Justice Assistant (BJA) Justice and Mental Health
Collaboration Program: Support for Mental Health Centers to implement a
mental health housing program. The goal of this program is to enhance
mental health services offered at SFAPD’s Community Assessment and
Services Center (CASC). See Attachment I: SFAPD Catalog of Services.
SFAPD’s Reentry and Research Divisions, both funded primarily with
public safety realignment funds, will support the mental health housing
program implementation and evaluation.
In November 2020, SFAPD released a Request for Qualifications to select
a housing provider and expects to have a contract executed in January
2021.
The BJA grant period is 36 months (October 2020 – September 2023).
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$348,450
Public Deffender
$335,302
$348,450
District Attorney
$335,302
Sheriff - Trial Court/Court $13,335,294
Security
$13,290,000
$11,731,000
Sheriff Department
$13,650,000
Adult Probation $12,711,981
Department
$15,125,754
FY 2020-21 $38,475,175 FY 2019-20 $42,736,358
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$350,000
Public Defender - Personnel Costs
$307,162
$349,999
District Attorney - Personnel Costs
$307,162
$11,731,000
Sheriff Department - Court Security
$13,290,000
$11,755,000
Sheriff Department - Custody
$13,650,000
$4,926,702
Adult Probation Department - Personnel Costs
$5,083,333
$1,613,212
Department of Public Health - Mental Health Services
$1,957,626
FY 2020-21 $30,725,913 FY 2019-20 $34,595,283
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FY 2019-2020 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$1,091,045
Rent - Community Assessment and Services Center
$1,805,908
$32,000
Technical Assistance Services Providers
$118,954
Women's Gender Responsive Services Providers
$728,661
Supportive Services Providers
$483,348
Housing Services Providers
$2,657,152
Employment Services Providers
$365,415
Containment Model Services Providers
$446,164
Behavioral Health/Case Management Service Providers
$1,343,269
FY 2020-21 $6,172,067 FY 2019-20 $8,084,795
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 jurisdictions in California. As a result,
the 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 regular budget
process and are memorialized via the City’s Annual Appropriation Ordinance.
In 2020, the CCP has tasked the San Francisco Adult Probation Department (SFAPD)
with identifying a third-party facilitator to work internally with research and reentry staff at
SFAPD, and also with members of the CCP to craft a proposal for realignment and reentry
evaluation. This project will critically examine the City’s reentry efforts, provide an
objective analysis, allow the CCP to review the strengths and challenges of current
initiatives and services, and inform the CCP of 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?
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The SFAPD evaluates programs and services in a variety of ways by utilizing tools to
monitor and assess its programs:
• Program Utility: Monthly program data reports which track client referrals, program
enrollments and engagement.
• Quarterly/Annual Reports: These reports track a variety of aggregate data, such
as the number of clients referred, enrolled, program milestones, level of
engagement, barriers removed, program exits, and program performance.
• Site Visits: Information reported in the monthly, quarterly, or annual reports is
verified through the review of client files, data requests, invoices, back up
documentation, and database functionality.
• SFAPD will begin the process of procuring an outside evaluator to design an
updated analysis of AB109 funded services.
Does the county consider evaluation results when funding programs and/or
services?
Yes
If yes, how?
The SFAPD conducts a competitive bid process to identify organizations that can
integrate research-driven best practices into service design and delivery and continues
to evaluate programs from implementation throughout the term of the contract. Once
organizations are selected through the competitive bid process, SFAPD uses monthly,
quarterly, and annual report submissions to assess program’s utility, efficacy,
performance, impact, areas in need of improvement and to identify strategies for
strengthening program delivery.
As well, the SFAPD, via Public Safety Realignment, funds a 2 FTE Research Team who
provide 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, the
District Attorney’s Sentencing Commission, the Public Safety Assessment Working
Group (pretrial release), 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
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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 SFAPD and the San Francisco Department of Public Health (DPH) have maintained
a formal partnership which began in FY 16/17, when a Behavioral Health Access Center
(BHAC) for clients moved into the SFAPD’s Community Assessment and Services Center
(CASC), further streamlining communication and coordination between BHAC/DPH and
the SFAPD. BHAC services include behavioral health intake, assessment, care
coordination of inpatient and outpatient substance dependency services, and mental
health services. This expanded partnership has brought the SFAPD’s substance use
disorder treatment services capacity to 50 residential treatment beds and 5 detox beds.
The SFAPD funds a yearly $4 million contract with the University of California San
Francisco (UCSF)/Citywide Forensics to operate its 18,000 square foot, behavioral
health-focused, multi-services one-stop clinical reentry center at the CASC.
UCSF/Citywide possesses tremendous expertise in working with high needs clients who
face complicated behavioral health challenges and have demonstrated an ability to
engage clients in the AB109 funded safety network of services. The CASC offers clinical
and reentry case management, medication distribution, peer mentoring, 1:1 therapy, and
an array of groups, classes, and other supportive services. The SFAPD, DPH/BHAC,
and UCSF/Citywide offer a coordinated services approach to SFAPD clients and, as
eligible, other justice-involved individuals. The CASC serves over 3,500 unduplicated
people each year.
In FY 20/21, through a BJA Justice and Mental Health Collaboration Program: Support
for Mental Health Centers grant, SFAPD will open a Mental Health Housing Program. In
addition, SFAPD is currently planning the development of the City’s first Reentry
Navigation Center to house justice involved people experiencing homelessness and
behavioral health challenges.
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, reentry, 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.
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What challenges does your county face in meeting these program and service
needs?
SFAPD 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 government agencies to reconsider “treatment on demand” to
reduce wait times into treatment, and to formally consider a broader variety of approved
treatment modalities including abstinence based, faith based, and 12 step programs. In
addition, consumers have identified needs for gender responsive treatment, and
treatment specific to transitional aged youth (TAY) aged populations.
In 2020, SF’s Mayor, London Breed, and members of its Board of Supervisors, along with
City and County Agencies, are working toward the implementation of an initiative called
“Mental Health SF” which aims to take an even more comprehensive approach to meeting
the needs of people with behavioral health challenges, expand services access points,
while also removing wait times and bureaucracy to accessing services.
In addition, the Sheriff’s Office reports the following challenge: “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.”
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
Please see SFAPD answers to questions 18 and 19.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
The SFAPD’s 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
such as clinical and reentry case management, an outpatient substance treatment
program, one-on-one therapy, medication management, peer support, cognitive
behavioral interventions, employment and educational services, barrier remediation,
incentives, and the availability of food. The CASC serves over 3,500 unduplicated people
each year, many of whom had multiples services touch points per day or week, resulting
in thousands of units of services.
SFAPD also continues its implementation of a curriculum, Changing Your Mind, which is
currently being studied as a best practice by UC Berkeley. Characteristics of this
curriculum include:
• Created by Dr. Jennifer Skeem, UC Berkeley – utilizes 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 or CADC certified and use a non-
judgmental approach to working with participants
• Weekly training
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• Balances practical decision making and life skills, while targeting criminogenic
needs
• Meets 2x’s per week – integrates trauma informed interventions, along with CBT
and DBT based activities
• Uses gift cards to incentivize participation in documented community-based
recovery activities.
To support SFAPD’s reentry efforts, transitional housing and supportive services have
been strategically expanded to include 12 transitional housing programs and two rental
subsidy programs. Through this expansion, SFAPD created the Recovery Pathways
Initiative, which prioritizes clients who complete residential treatment into transitional
housing, case management, and CASC services.
Additionly, in August 2020, the SF County Sheriff’s Office (SFSO) became the first in the
country to stop generating revenue from incarcerated people and their families through
markups on phone calls and commissary. The SFSO negotiated a fixed rate contract
with the phone service provider and is now able to offer free phone calls to those in
custody, which is designed to lift an economic burden from low-income communities and
boost connections to support networks.
The Financial Justice Project of the SF Treasurer’s Office analyzed data on phone usage
in jail from August 2019 and August 2020 and found a 42% increase in call volume per
person and a 51% increase in call minutes per person.
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FY 2019-20 Community Corrections Partnership Survey
San Joaquin County
CCP Membership as of October 1, 2020.
Steve Jackson Greg Diederich
Chief Probation Officer Department of Social Services
Kelly Placeres 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
Sekou Millington 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
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Goals, Objectives, and Outcome Measures
FY 2019-20
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.
Outcome Rate of Arrests
Measure
Outcome Rate of Convictions
Measure
Progress The 2020 Annual Report: An Examination of AB109 Recidivism in San
toward Joaquin County in Year 8 evaluates recidivism rates for Post Release
stated goal Community Supervision (PRCS) and Mandatory Supervision (MS) clients
at the 1-year, 2-year, and 3-year timeframes from the start of supervision.
Findings indicate that rates of arrests and convictions 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).
Arrests Convictions
One Year Recidivism Check
Clients released 10/1/2011 to 9/30/2012 44.1% 26.7%
Clients released 10/1/2012 to 9/30/2013 44.4% 24.3%
Clients released 10/1/2013 to 9/30/2014 42.7% 23.2%
Clients released 10/1/2014 to 9/30/2015 41.1% 22.3%
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%
Clients released 10/1/2017 to 9/30/2018 43.5% 22.3%
Two Year Recidivism Check
Clients released 10/1/2011 to 9/30/2012 62.5% 46.1%
Clients released 10/1/2012 to 9/30/2013 57.9% 42.0%
Clients released 10/1/2013 to 9/30/2014 60.5% 42.0%
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%
Clients released 10/1/2016 to 9/30/2017 60.2% 40.1%
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Three Year Recidivism Check
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%
Clients released 10/1/2015 to 9/30/2016 64.3% 47.8%
This is the fifth 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 47.8% (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 (10/1/2017 to 9/30/2018), 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 (177) 19%
Monitoring Court (145) 27.9%
Parole Re-Entry Court (149) 27.9%
Community Based Organization
Community Partnership for Families (85) 22%
El Concilio (148) 20.8%
Fathers & Families of San Joaquin (100) 23.9%
Mary Magdalene Community Services (85) 25.5%
Service/Program Referral
Behavioral Health Services (60) 28.3%
Human Services Agency (HSA) Homeless (69) 24.6%
HSA (General Assistance approved) (82) 26.8%
HSA (Cal-Fresh) (151) 25.2%
WorkNet (one workshop) (160) 18.8%
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Supervision Unit
Day Reporting Center (131) 34.4%
High Risk Unit (252) 27%
Violent Crimes Unit (257) 20.6%
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
toward report since implementing the Pretrial Assessment and Monitoring Program
stated in October 2014. See the below table for comparisons between Year 1, Year
goal
2, Year 3, Year 4, Year 5, and Year 6 for all clients of the Pretrial Monitoring
Program: The Year 6 annual evaluation was received prior to the submission
of this report. Those outcomes will be reported in the following year.
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
(1,024) (855) (1,075) (1,112) (1108) N/A
Clients who 90.7% 92.7% 92.3% 95.0% 94.9% Not
made all avail
scheduled
court
appearances
No arrests 97.9% 98.2% 97.2% 97.4% 97.3% Not
during pretrial avail
stage
Did not have a 96.6% 98% 98.1% 98.4% 98.2% Not
court remand avail
during pretrial
stage
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Goal Increase the Dosage of Evidence Based Programming for the 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
Measure clients in the Day Reporting Center.
Outcome Reduce the rates of recidivism with increased evidence-based
Measure programming dosage.
Progress The San Joaquin County Day Reporting Center completed a redesign with
toward the assistance of the University of Cincinnati Correctional Institute in
stated goal January 2015. This redesign expanded the evidence-based program
offerings to increase the required dosage for behavior change and created
more entry points for closed groups. Based on early successes of this
program, the programming redesign was expanded to the other AB109
supervision units. During the first year of implementation of the re-design,
evaluation studies were completed in 120-day increments to see if
increasing the dosage of evidence-based programming decreased rates
of rates of arrests and convictions. The Department has now expanded
the studies and conducts annual evaluations, with the following findings:
Jan. – Dec. 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%
Jan. – Dec 0-19.5 hours 20-39 hours 40 or more
2018 hours
Arrests 58% 52.9% 29.7%
Convictions 36.6% 32.4% 8.1%
The San Joaquin County CCP reports it will use the same goals,
objectives, and outcome measures identified above in FY 2020-21.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 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
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$1,280,906
Local Law Enforcement Agencies
$1,225,763
$22,800
San Joaquin County Office of Education
$22,800
$329,244
Public Defender
$313,586
$362,615
District Attorney
$345,348
$1,221,292
Superior Court
$1,164,813
$419,032
Human Services Agency
$401,587
$841,787
Employment and Economic Development Department
$801,940
$1,221,194
Behavioral Health Services
$1,221,194
$3,210,671
Correctional Health Care
$2,697,114
$5,506,500
Sheriff's Office
$5,401,942
$9,924,181
Probation Department
$8,004,983
FY 2020-21 $24,340,222 FY 2019-20 $21,601,070
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FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$595,950
Ready to Work
$577,191
$13,200
Intercept
$7,200
$10,000
Ancillary Services
$10,000
$80,000
Uptrust
$80,000
Humphrey's University
$17,000
$42,500
Outpatient Treatment
$40,500
$262,701
AMS (transdermal monitoring)
$211,875
$48,000
Various Sex Offender Treatment Providers
$19,200
$185,123
San Joaquin Community Data Co-Op
$182,292
$258,000
Various Transitional Housing/Sober Living Contracts
$218,000
$370,000
Various Residential Treatment Programs
$420,000
$19,853
Various EBP Trainers/facilitators
$19,853
$280,480
Victor Community Support Services (EBP)
$275,960
$102,518
Northern California Construction Training (voc-ed)
$106,025
$4,010
Fieldware (telephone reporting)
$4,266
$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
$484,316
Secure Alert (GPS)
$426,989
$432,965
Mary Magdalene Community Services
$407,820
$444,786
Fathers & Families of San Joaquin
$418,471
$338,339
El Concilio
$308,897
$472,686
Community Partnership for Families
$467,538
$512,844
Friends Outside (WRAP)
$507,263
FY 2020-21 $6,040,488 FY 2019-20 $5,771,557
436
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.
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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.
Furthermore, on a monthly, quarterly, and annual basis, each of the programs are
evaluated on their performance and reported to the CCP and the Board of Supervisors
for review. Some of that data are reported in this annual survey report.
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?
438
San Joaquin County BHS provides integrated Behavioral Health Services (mental health
and substance abuse services) to adults and older adults with a serious mental illness
and to children and youth with serious emotional disturbances.
Services are provided in community-based locations throughout the County by both the
County-operated and County-administered program as well as community partnerships.
BHS has a strong emphasis on partnering with clients and families and providing culturally
competent services.
We can access many different types of substance abuse services in our county ranging
from private providers to county-operated programs. Currently we utilize five residential
treatment programs for those suffering from Substance Use Disorders as follows:
Recovery House and Family Ties, 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 still face challenges in the area of affordable long-term
housing. Homelessness also remains a priority for the Board of Supervisors, and the
County has developed strategies to address this issue.
The Coronavirus Pandemic has certainly caused a challenge in meeting the program and
service needs of our clients. The CCP has been flexible in providing resources for
439
agencies and Community Based Organizations to meet the needs of our clients during a
pandemic.
What 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 five 1-year recidivism
studies and all five studies shows statistically significant reductions in revocations,
arrests, and convictions as EBP programming dosage increases (as shown in the above
outcomes). 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.
440
FY 2020-21 Community Corrections Partnership Survey
San Luis Obispo County
CCP Membership as of October 1, 2020.
Robert B. Reyes Devin Drake
Chief Probation Officer Department of Social Services
Michael Powell Anne Robin
Presiding Judge or designee Department of Mental Health
Mike Hill Vacant
County Supervisor or Chief Administrator Department of Employment
Dan Dow Star Graber
District Attorney Alcohol and Substance Abuse Programs
Steve Rice Vacant
Public Defender Head of the County Office of Education
Ian Parkinson Elizabeth “Biz” Steinberg
Sheriff Community-Based Organization
John Peters Tim Murphy
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
441
Goals, Objectives, and Outcome Measures
FY 2019-20
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 LS-
CMI 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 LS-CMI 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 LS-CMI risk assessment.
stated goal
Objective 2: 68% 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 39% (89/227) of Mandatory Supervision and PRCS offender participants
toward completed substance abuse or co-occurring disorder treatment services
stated goal successfully. (The impact of COVID-19 has caused the percentage of
those completing the courses to drop.
Goal Provide programs, services, and activities that target risk factors in
accordance with the LS-CMI to Mandatory Supervision and PRCS
inmates in custody for more than 120 days.
Objective 1 80% of Mandatory Supervision and PRCS sentenced inmates, in custody
for more than 120 days with a current LS-CMI will be identified by Jail
Programs staff.
Objective 2 65% of Mandatory Supervision and PRCS sentenced inmates, in custody
for more than 120 days with a qualifying LS-CMI 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 LS-CMI 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% (47/47) of Mandatory Supervision and PRCS sentences
toward inmates, in custody for more than 120 days with a current LS-CMI were
stated goal identified by Jail Programs staff.
442
Objective 2: 100% (47/47)) of Mandatory Supervision and PRCS sentences
inmates, in custody for more than 120 days with a qualifying LS-CMI
received a program, class, or service while in custody.
NOTE: The Jail’s response to the COVID-19 pandemic and drastic
measures to reduce the spread of the virus required the suspension of
inmate programming facilitated by outside providers for seven months. The
BSCC approved this suspension through official correspondence.
The San Luis Obispo County CCP reports it will use the same goals,
objectives, and outcome measures identified above in FY 2020-21.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$64,841
VETERANS SERVICES
$100,651
$189,218
SUPERIOR COURT
$142,959
$83,430
PUBLIC DEFENDER
$81,000
$298,815
DISTRICT ATTORNEY
$298,815
PROBATION $1,281,632
DEPARTMENT
$1,568,532
BEHAVIORAL HEALTH $2,221,567
AGENCY
$2,402,695
$1,859,154
JAIL MEDICAL CARE
$1,859,154
$3,297,930
SHERIFF'S OFFICE
$3,896,639
FY 2020-21 $7,593,002 FY 2019-20 $8,704,132
FY 2019-20 Carryover Funds $8,704,132
FY 2020-21 Carryover Funds $7,593,002
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$64,841
VETERANS SERVICES
$100,651
$235,517
CO-OCCURRING DISORDER PROGRAM
$232,323
$895,520
RE-ENTRY SERVICES - COMMUNITY
$1,035,439
$967,987
RE-ENTRY SERVICES - JAIL
$942,109
$188,858
SUPERIOR COURT
$142,959
PUBLIC DEFENDER - SPECIALTY COURT $83,430
ADVOCATE SERVICES $81,000
$298,815
PRCS & PAROLE VIOLATION PROSECUTION UNIT
$298,815
$40,000
GPS/ELECTRONIC MONITORING
$55,000
$1,059,084
POST RELEASE SUPERVISION
$1,188,744
$56,000
HOME DETENTION PROGRAM
$56,000
$304,602
COURT SCREENING PROGRAM
$394,598
LAW ENFORCEMENT MEDICAL CARE (IN- $1,859,514
CUSTODY) $1,859,154
$3,238,930
IN-CUSTODY STAFFING, FOOD & HOUSING
$3,311,653
FY 2019-20 $8,600,004 FY 2019-20 $9,698,445
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
COGNITIVE BEHAVIORAL THERAPY
$68,000
$45,000
LIBERTY TATTOO REMOVAL SERVICES
$45,000
$484,475
SOBER LIVING - TRANSITIONAL HOUSING
$539,000
FY 2020-21 $529,475 FY 2019-20 $652,000
444
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 regular 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%
445
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 (Community)
Medication Assisted Treatment (Jail)
Co-occurring disorder treatment (Community)
Cognitive behavioral treatment (Jail and Community)
Tattoo removal services (Community)
Case management services (Jail and Community)
Recovery Residence (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.
446
FY 2020-21 Community Corrections Partnership Survey
San Mateo County
CCP Membership as of October 1, 2020.
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 Jennifer Valencia
County Supervisor or Chief Administrator Department of Employment
Steve Wagstaffe Scott Gilman
District Attorney Alcohol and Substance Abuse Programs
Lisa Maguire Anne Campbell
Public Defender Head of the County Office of Education
Carlos Bolanos Karen Francone
Sheriff Community-Based Organization
Ed Barberini 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
447
Goals, Objectives, and Outcome Measures
FY 2019-20
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 early
Measure termination)
Outcome Percent of supervisees who unsuccessfully complete supervision
Measure
Outcome Percent of supervisees who violate a condition of their supervision by committing
Measure a new crime in San Mateo County
Progress Between July 2019 and June 2020, 76% of supervisees successfully completed
toward stated supervision.
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 County
Measure
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 2019 and June 2020, the annual average percentage of the in-
toward stated custody AB 109 population was 17.0% The top crime categories for the newly
goal sentenced PC1170(h) population are: 25% Drugs and Alcohol,13% Vehicle Theft,
13% Burglary, 12% Grand theft, 10% Identity Theft, 8% Larceny, 7% Assault, 4%
Other Property Crimes, 4% Vandalism, 4% Miscellaneous, 2% Weapons
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 Service Connect 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 Service Connect who secure
Measure employment
Outcome Percent of inmates receiving comprehensive medical visits/assessments through
Measure the Public Health Mobile Clinic
Outcome Percent of supervisees that entered and completed AOD treatment programs.
Measure
Progress Between July 2019 and June 2020:
toward stated • 42% of supervisees that participated in Service Connect secured
goal employment
• 31% received comprehensive medical visits through the Public Mobile
Health Clinic
• 64% satisfactorily completed AOD treatments
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The San Mateo County CCP reports it will use the same goals,
objectives, and outcome measures identified above in FY 2020-21.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$863,806
Program Evaluation
$1,004,653
Competitive Grant Program
$257,142
Court Commissioner
County Managers Office
$683,521
$3,545,281
Human Services Agency
$2,545,675
$3,964,911
Health System
$3,666,856
$580,088
District Attorney's Office
$499,131
$6,527,690
Sheriff's Office
$6,327,076
$4,123,507
Probation Department
$3,847,555
FY 2020-21 $20,867,078 FY 2019-20 $17,569,815
FY 19-20 and 20-21 Allocations to Public Agencies for Programs & Services
Housing - Emergency Housing/Hotel Vouchers & $380,000
Transitional Housing $258,369
$419,000
Service Connect - Vocational Training Program
$208,042
Human Services Agency (salaries and benefits and $2,374,286
operating costs) $1,666,958
$1,167,014
Mental Health services - contracted services
$1,108,262
Alcohol and Other Drugs (AOD) Treatment - contracted $520,493
services $436,673
Client Wrap Around Services
$24,049
Health System Staff (salaries and benefits and operating $1,719,757
costs) $1,394,503
FY 2020-21 $6,952,550 FY 2019-20 $5,497,286
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FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$1,004,653
Community Based Organizations
$683,521
FY 2019-20 $1,004,653 FY 2019-20 $683,521
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,
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and cost-effectiveness of services for improving short, intermediate, and long-term
outcomes among participants. The final technical report was completed in October 2019.
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 19-20, the Sheriff’s Office assessed 1,060
inmates for Service Connect eligibility and reentry discharge planning. In addition, the in-
custody case managers worked with 86% of inmates. At the end of FY 19-20, the Sheriff’s
Office offered over 25 in-custody programs served approximately a total of 676
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:
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Cognitive Programs:
Parenting from the Inside Out
Domestic Violence
Conflict Transformation and Anger Management
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)
Stanford Prison Advocacy and Resource Coalition (SPARC)
San Mateo County Office of Education
Financial Literacy
Project READ (several literacy programs)
Vocational:
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)
JobTrain vocational programs (off-site)
Sustainable Produce Restoring Our Unity & Teamwork (SPROUTS
Planting Justice
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
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Behavioral Health team screens for care needs including medical, mental health, and
substance use recovery. Mental health providers at Service Connect assess, diagnose,
treat, and offer clinical case management to our clients. This includes psychiatry offered
on site and arranged through our county’s clinics and provider network. Behavioral Health
contracts with Telecare Corporation in a full-service partnership to meet broader needs
such as housing, rep payee, and most health care for severely mentally ill adults who
require such extensive service.
Clients receive peer support from individuals with lived criminal justice, rehabilitation, and
recovery experience. Both Human Services Agency and Behavioral Health employ peer
mentors to accompany new clients from custody to our program site. These experienced
and skilled peers might also guide clients through any of the service contacts they need
to complete anywhere within the health system or other service systems. Behavioral
Health additionally contracts with Voices of Recovery, a peer organization, for group and
individual support to clients on site and in the community.
Behavioral Health and Recovery Services offers a broad range of services for the
prevention and treatment of drug and alcohol disorders. We administer funds from
federal, state and local sources and provide substance use consultation, assessment,
linkages, and referrals to a network of contracted community-based substance use
treatment providers throughout the County.
Alcohol and Other Drug treatment services include: detoxification, outpatient, residential,
and medication assisted treatment. Services are available to San Mateo County
residents on 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,
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enroll and complete a substance abuse treatment program, submit clean drug tests, and
abide by any other directives of Drug Court. The Drug Court utilizes a team case
management approach to serve the clients. The "team" is comprised of the judge (team
leader), probation officers, OR program, prosecutors, defense attorneys, AOD Services
Case Managers/Assessment Specialists and treatment professionals. The team works
collaboratively to develop a strategy to address the client's needs in an effort to decrease
the likelihood of relapse, re-offense, and re-entry into the criminal justice system.
Outpatient Treatment
Outpatient sites offer flexible service intensity matching the acuity of recovery need. This
includes individual, group, vocational, and educational counseling offered during
convenient hours, including evenings.
Prevention Services
Information and referral, education, and support services are available both to the
community at large (including people in the earliest stages of experiencing alcohol and
other drug problems) and for family members and significant others of clients enrolled in
the managed care system.
Residential Treatment
Residential treatment consists of structured, live-in programs at licensed treatment
facilities for men, women, and women with children ages five and under. The treatment
goal here is client stabilization. Services include individual, group, vocational, and
educational counseling. Our County has dedicated funding to cover 90-day residential
treatment courses for our realigned and some reentry populations.
Transitional Housing
This service is geared exclusively for those in outpatient treatment who either need a safe
environment or who require temporary housing. It provides a great opportunity for clients
to develop a support system while receiving outpatient services. There is also specialized
housing for women in reunification. Our county has dedicated funding to cover 60-day
transitional housing stays for our realigned and some reentry populations.
Special Programs
Addiction Medicine and Therapy Program
This outpatient program offers medication assistance treatment for opioid addiction. The
program offers both medically supervised withdrawal and maintenance treatment for
persons who are opiate-dependent. Treatment requires rehabilitation counseling and
offer clients HIV counseling and testing.
Integrated Medication-Assisted Treatment (IMAT) Program
Launched in 2015, this program works closely with emergency departments and
County/Community providers to coordinate outreach, assessment, prescription, and
ongoing administration of medication to help adults recover from substance dependence,
including alcohol dependence.
Perinatal Services
Intensive individual and group counseling is available for pregnant and parenting women.
Opiate-dependent women may receive medically supervised methadone maintenance or
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detoxification treatment. Programs focus on women's issues, domestic violence, and
parenting. Children through age three may join on-site child-care.
Assisted Outpatient Treatment
In 2016, Behavioral Health and Recovery Services implemented an Assisted Outpatient
Treatment program, including a full service partnership with Caminar LLC (in accordance
with Laura's Law) to address members of our community who present a severe mental
illness without a demonstrated ability to participate voluntarily in mental health treatment.
This program has continued to reach an expanded population, facilitating entrance to
mental health services.
Organized Delivery System for Drug Medi-Cal
In February 2017, Alcohol and Other Drug Services implemented with contracted local
providers an organized delivery system for recovery services funded by Drug Medi-Cal.
This shift in service delivery has included application of American Society of Addiction
Medicine standards in defining levels of care and continually assessing client need and
appropriate placement.
Whole Person Care Pilot
San Mateo County's Health System, in collaboration with existing reentry partnerships
and a broad range of providers and community supports, is piloting an intensive program
of case management and care coordination prioritizing the medical needs of homeless
county residents, closely attending overlaps with substance recovery, mental health and
other needs impacting this population.
Human Services Agency provides the following services:
Emergency Assistance: Post release temporary assistance packages are available to
support individuals with basic needs such as: emergency food and clothing, transportation
support, connection to emergency housing services, hygiene kits, and other support
services.
Housing: Human Services Agency works collaboratively with the CORE Service
Agencies to address emergency and on-going housing needs for the justice involved
population. This also includes temporary housing for individuals and their families until
they can make long term housing arrangements. The emergency housing consists of a
motel voucher program and shelter placement (pending availability).
Case Management: Human Services Agency Social Workers provide comprehensive
case management and complete a bio-psychosocial assessment at intake. A case plan
is created to help individuals stay focused on their goals for reentry. Case managers will
coordinate services between providers and make necessary referrals to ensure needs
are being met and individual goals accomplished.
Benefits: Human Services Agency provides same day service to apply for medical
coverage, General Assistance, CalFresh, CAPI, and CalWORKS through coordination
with the Benefit Analyst. Social Workers and the Benefit Analyst work in tandem to
support individuals with completion of applications and supporting documents, enhancing
their connection to services.
Employment Training Program: Human Services Agency provides subsidized job
training experience in a simulated work environment. Eligible individuals can begin
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training immediately post incarceration and begin collecting a paycheck. The Employment
Training Program offers individuals the opportunity to attain a forklift and ServSafe
Certification. During their time in the training program, a Vocational Rehabilitation
Counselor is assigned to provide vocational support and assessment of employment
skills.
Employment Workshops: Workshops are provided on a rotating basis to offer
educational opportunities to individuals seeking to gain additional skills related to
employment. Individuals enrolled in the Employment Training Program are paid to attend
the trainings. Workshops are offered in local custody to enhance engagement and the in
to out of custody continuum prior to release. Workshops are offered in both English and
Spanish.
Job Development: The Job Developer works with individuals to obtain unsubsidized
employment. They assist with the creation of a resume, completing job applications, job
search, developing interview skills, and connecting to employers in the community.
Targeted recruitments are held throughout the year with employers that are background
friendly. Job coaching is available if additional support is needed after placement in
unsubsidized employment.
Peer Mentors: Peer Support workers utilize “lived experience” with the justice system to
provide emotional support and personal examples of how they overcame barriers to
reentry. Peer Support promotes engagement, encouragement, and demonstrates that
even with justice involvement and other barriers, success is possible.
Support Groups: Human Services Agency offers multiple support groups to help
individuals work through barriers to reentry.
Engagement Events: Monthly engagement events are held to demonstrate pro-social
positive activities with the community and life-skills training. Some of the events offered
include affordable cooking lessons, community sponsored cultural events, and a
graduation celebration. The graduation event is held twice a year to celebrate those who
have completed probation successfully or achieved milestones during reentry.
What challenges does your county face in meeting these program and service
needs?
In FY 19-20, COVID-19 has had significant impact to service delivery by shifting from in
person to virtual services. Releases from incarceration were expedited, limiting the
amount of time for warm handoff coordination between departments.
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?
Due to a shift to virtual services, there has been an enhanced focus on accessibility of
technology. Human Services Agency is providing cell phones to individuals for continuity
of care and services post release. In addition, doxy.me has been adopted by both Health
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and Human Services Agency to provide virtual face to face meetings between staff and
clients. Staff have added technology discussions to intake process to equip those post-
incarceration for limitations and changes to service delivery due to COVID-19.
The Multi-Disciplinary Team (MDT) meetings, started in FY 17-18, continue on a bi-
weekly basis. The MDTs offer a platform for complex case dialogue in a bi-weekly format
to address frequent offenders and alternative intervention strategies. In addition, the
MDTs leverage resources and coordinate strategies from multiple County departments to
reduce recidivism.
To ensure effective collaboration of inmate case planning, the Sheriff’s Office and
Correctional Health continue bi-weekly Coordinated Services meetings. The meetings
serve to enhance the collaboration between In-Custody Case Management services and
Correctional Health when providing in-custody case planning and service delivery to
inmates. In addition, the Coordinated Services meetings 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
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FY 2020-21 Community Corrections Partnership Survey
Santa Barbara County
CCP Membership as of October 1, 2020.
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
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal 1 Enhance public safety by reducing recidivism.
Objective Deliver evidence-based programming that is data driven and matched to
offender risks 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 will be referred
Measure to CBT intervention such as Reasoning & Rehabilitation, Thinking for a
Change, MRT or Seeking Safety- an increase of 5% from FY 2018-
2019.
Outcome 2. Increase the percentage of the Realigned population without a felony
Measure conviction during the term of probation supervision from 71% to 76%.
Outcome 3. 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).
Progress A December 31, 2019 snapshot indicated 57% of high-risk supervised
toward Realigned clients were referred to a Cognitive Behavioral Treatment (CBT)
stated goal such as Reasoning & Rehabilitation (R&R), Thinking for a Change, Moral
Reconation 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 2018-2019 without a
felony conviction during the term of probation supervision, was 72%-an
increase from the FY2017-2018 rate of 71%. Finally, in FY 2019-2020,
training opportunities related to evidence-based practices and interventions
increased from six in FY 2018-2019 to eight in FY 2019-2020, meeting the
goal for this objective.
Goal 2 Enhance the use of alternative detention (pre-and post-sentence) for
appropriate offenders.
Objective Expand the use of evidence-based assessment tool for pretrial 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 VPRAI to determine the intensity of community supervision
Measure of 90% of pretrial individuals by risk.
Outcome 2. 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%.
Progress From July 1 - December 31, 2019, the Virginia Pretrial Risk Assessment
toward Instrument (VPRAI) determined the intensity of community supervision of
stated goal 81% of pretrial individuals by risk, not yet reaching the goal of 90%. Also,
as of December 31, 2019, 15% of the total housed jail population were
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assessed as low-risk to recidivate. This was an increase from 7% as of
January 31 of the same year.
Goal 3 Provide for successful re-entry of offenders back into the
community.
Objective Provide services and treatment in partnership with existing community
providers.
Objective Facilitate access to sober living and transitional housing, as well as
supportive 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 As of December 31, 2019, 60% of unemployed Realigned clients had been
toward stated referred to an employment/vocational development program. Also, as of
goal December 31, 2019, 51% of Realigned clients reporting as transient
secured sober living and transitional housing. In addition, in January 2020,
a new Community Engagement Coordinator was selected to spearhead
the initiative and facilitate focus groups in FY 2019-2020.
Goal 4 Coordinate efforts to eliminate duplication, enhance efficiencies, and
promote best practices.
Objective Identify additional resources that address gaps in services, leverage
funding collaboratively when possible and ensure fidelity to funded
program models.
Objective Focus funding on evaluation of justice reinvestment strategies, including
collaborate court processes and outcomes.
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 UCSB and Health Management Associates
Measure (HMA) research partners, complete a process evaluation of the
Substance Abuse Treatment Court (SATC), and an outcome
evaluation of Realignment.
Outcome 3. To 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 In FY 2019-2020, 86% of adult treatment program providers had
toward completed self and peer fidelity assessments. Further, in collaboration
stated goal with research partners at University of California Santa Barbara (UCSB)
and Health Management Associates (HMA), a Substance Abuse
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Treatment Court (SATC) process evaluation and a Public Safety
Realignment outcome evaluation were completed.
The Compliance Response Teams (CRT) completed 289 compliance
checks of Realigned clients from July 1 – December 31, 2019. In addition,
in FY 2019-2020, the Caseload Explorer Pretrial Module was used to
manage risk-based supervision of 387 individuals on supervised release.
Goal 5 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 any racial and ethnic disparities in our
local justice system.
Objective Use county-specific findings on racial and ethnic disparities to inform
decision-making.
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 CCP 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 Over 200 staff from five justice partner agencies as well as community-
toward based organizations participated in four implicit bias trainings in
stated goal September and October of 2020. Further, a subcommittee of the CCP
workgroup was launched May 22, 2019 to design and launch a data mining
and analysis project to determine base rate of ethnic and racial
representation in the justice system. To better understand local trends and
opportunities for improvement, data on race and ethnicity of justice-
involved individuals was pulled from two justice partner agencies.
The Santa Barbara County CCP will add and/or modify goals,
objectives, and outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal 1 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.
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Outcome 1. Ensure 64% of high-risk supervised Realigned clients are referred
Measure to a CBT intervention such as R&R, Thinking for a Change, MRT or
Seeking Safety.
Outcome 2. Increase the percentage of the Realigned population without a
Measure felony conviction during the term of probation supervision from 72%
to 73%.
Outcome 3. Ensure a minimum of eight training opportunities related to
Measure evidence-based practices and/or interventions for staff and service
providers.
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
Goal 2 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.
Objective Expand the diversion of individuals from the justice system.
Outcome 1. Ensure overrides of the VPRAI risk assessment instrument do not
Measure exceed 15%.
Outcome 2. Continue efforts to utilize jail resources appropriately by ensuring that
Measure no more than 10% of the total housed jail population are low-risk to
reoffend.
Outcome 3. Divert no less than 50 individuals from the justice system to the
Measure Neighborhood Court.
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
Goal 3 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 clients referred to an
Measure employment vocational development program to 70%.
Outcome 2. Ensure that 75% of Realigned clients reporting as transient secure
Measure sober living and transitional housing.
Outcome 3. Receive report of emerging community themes gathered from
Measure facilitated discussions and prioritize identified strategies for future
action.
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
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Goal 4 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 Evaluate adherence to evidence-based strategies.
Objective Capture and integrate data necessary to measure outcomes.
Outcome 1. Ensure no less than 80% of funded evidence-based programs have
Measure completed curriculum specific fidelity reviews.
Outcome 2. In collaboration with the University of Cincinnati Corrections Institute,
Measure receive a Correctional Program Checklist-Community Supervision
Agency (CPC-CSA) report documenting the extent to which practices
of the adult Probation division are in line with what reduces recidivism.
Outcome 3. Increase compliance checks of Realigned clients by 20% in FY 2020-
Measure 2021.
Outcome 4. Increase partners sharing data via the Master Name Index (MNI) to
Measure perform data analysis and reporting across agency systems
regardless of where justice-involved client data exists.
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 5 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
Objective Use county-specific findings on racial and ethnic disparities to inform
decision-making.
Outcome 1. Provide one implicit bias training to allow additional staff participation
Measure from justice partner agencies.
Outcome 2. Calculate the Relative Rate Index (RRI) on race and ethnicity data of
Measure justice involved individuals at different decision points in the system.
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
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
Guadalupe Police $5,000
Department
$1,041,423
Reserve Funds
$3,698,457
Court
$20,055
$71,188
Auditor-Controller's Office
$67,714
$673,727
Public Defender
$461,897
$438,682
District Attorney
$403,416
Department of Behavioral $1,587,896
Wellness $368,148
$4,301,518
Sheriff Department
$3,509,853
$6,585,980
Probation Department
$5,521,440
FY 2020-21 $14,705,414 FY 2019-20 $14.050,980
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$45,000
Housing Specialists
$468,125
Administration
$381,886
$10,000
Offender Support
$6,810
$8,000
Transportation (Bus Tokens)
$4,097
$356,006
Evaluation and Data Analysis
$195,342
$668,829
Pretrial Services
$533,917
$115,360
Victim Services
$95,549
Social Workers, Legal Office Professionals, and $609,104
Housing Specialist $448,444
$310,545
Collaborative Courts
$296,117
Community Release Specialist and Contract $185,152
Discharge Planner $95,476
$973,953
Sheriff Treatment Program
$161,265
$461,612
Probation Report and Resource Centers
$419,821
$1,569,535
Psychiatric Services and Pharmaceuticals
$329,013
$1,031,583
Regional Response Teams
$683,717
$3,152,124
Community Supervision and Case Management
$2,573,880
$572,208
Detention Alternatives
$438,671
$2,521,190
Jail Custody
$2,438,432
FY 2020-21 $13,058,326 FY2019-20 $9,102,437
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$68,796
Evaluation and Data Analysis
$13,456
$125,000
Pretrial Services
$86,000
$320,000
Subsidized Sober Living Environment, Detox
$320,000
$1,133,292
Treatment and Re-Entry Services
$830,630
FY 2020-21 $1,647,088 FY 2018-19 $1,250,086
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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.
Santa Barbara County has cemented this work to inform
spending decisions. In partnership with the CSAC Support
Hub, 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). Client at Equine Therapy Ranch
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.
Finally, Santa Barbara County public safety agencies continue to work collaboratively to
divert people from custody. The partnership meets to discuss Stepping Up, the national
initiative working to reduce the number of people with mental illness in jail as well as
participates in County Board of Supervisor special hearings on racial equity and diversion
467
to ensure our county has alignment in philosophy, priorities and best practices that dictate
how funds are allocated.
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 Santa Barbara remains committed to evaluating the effectiveness of
programs and services funded with its Public Safety allocation. In FY 20-21, the University
of Cincinnati Corrections Institute (UCCI) was contracted to assess the extent to which
the Probation Department adheres to best practices in community supervision with
UCCI’s evidence-Based CPC-CSA, also known as the Correctional Program Checklist –
Community Supervision Agency. When finalized, the report will include an outline of the
department’s strengths-what it is doing consistent with the research on effective
interventions- as well as those areas that need improvement. The final report will include
specific recommendations to enhance the effectiveness of the services delivered by the
department. The criteria UCCI uses is based on empirically derived principles of effective
programs and all of the indicators included in their assessment have been found to be
correlated with reductions in recidivism. It is important to note that the contract and
timelines for the evaluation were established prior to the COVID-19 pandemic. As of the
reporting of this survey, the CPC-CSA efforts have been on hold due to travel restrictions
as a result of the pandemic.
Prior to UCCI, Health Management Associates (HMA) was selected in 2018 as the
evaluator to inform the Community Corrections Partnership (CCP) and the local criminal
justice system of the effectiveness of Public Safety Realignment implementation. For the
six years prior, from 2011 through 2017, the Santa Barbara County Probation Department
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
efforts that reduce recidivism and include recommendations and priority areas for future
treatment interventions and supervision strategies.
Additionally, the Santa Barbara County Probation Department has partnered with
BetaGov to evaluate the extent to which different probation practices are effective.
Currently, these studies include comparing rates of compliance of probationers on GPS
to a control group that receives probation-as-usual with no GPS device. Also, BetaGov is
assisting the department to investigate revocations in a community supervision sample.
This is a multi-level project designed to understand and reduce the use of probation
revocation. The first step will be to conduct a descriptive analysis of existing data, as well
as an examination of possible predictors of revocation. From these results, the second
step of the research will include analyses designed to compare outcomes with current
policies and procedures relevant to community supervision. Finally, step three will focus
on identifying potential methods for reducing and diverting revocations in the Santa
Barbara probation population.
468
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 decisions.
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 Reconation Therapy™ (MRT™)
• Mental Health Screening, Assessment and Treatment
• Recovery-Oriented System of Care (ROSC) Support
Groups
• Secure Continuous Remote Alcohol Monitoring
(SCRAM)
• Education and Employment Assistance
• Work and Gain Economic Self Sufficiency (WAGE$$) -
Employment Readiness
Client being housed for
• Thinking for a Change (T4C)
first time in over 20 years
• Subsidized Clean and Sober Housing
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• 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
• Prison to Employment Initiative-
employment development and subsidized
employment
What challenges does your county face in meeting these program and service
needs?
Challenges in meeting program and service needs include the following:
• Staff turnover within County departments and community-based services
• Integrating data across agencies
• Identifying 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?
Santa Barbara County has increased our investment in supporting strategies and
innovations beyond and in compliment to traditional community supervision and
evidence-based programming. This includes:
• Diversion programs such as the Neighborhood Court program (NHC), a
restorative justice-based program that will serve as a pre-fling diversion for certain
misdemeanor offenses and infractions. Benefits of a NHC program include
diverting low-level offenses through a restorative justice process and avoid court
action.
• Expansion of supportive reentry services through programs like Holistic Defense
within the Community Defender Division of the Public Defender’s Office. In this
program, Holistic Defense Advocates work with individuals in correctional
facilities, employing interdisciplinary approaches, capacity building, and improve
community-based systems to achiever more successful legal and life outcomes
for justice-invovled clients.
• Investment in a forensically focused Mental Health Rehabilitation Center (MHRC),
dedicated to serve the rehabilitation needs of the server and persistently mentally
ill who are justice-invovled.
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Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
Holistic Defense combines zealous legal
representation with social work practices and
advocacy to achieve both individual and
systemic change. We have built community
partnerships and collaborations with the
courts, mental health providers, community
organizations, and probation. We are
improving lives and encouraging all justice
partners to employ more holistic solutions
that address the unique needs of our clients.
This approach, when successful, ultimately
ensures that our clients do not return to the
system.
Santa Barbara County Holistic Defense Team
The Santa Barbara Holistic Defense model is not a one size fits all approach. Our practice
remains true to the fundamental elements of Holistic Defense, while also expanding the
model to meet the unique needs of our clients and local community. We use out of the
box solutions. Our model is individualized, relational and participative. Through this
approach we provide the courts and community with rich client narratives that highlight
underlying challenges, systems, and barriers that not only drive a person into the justice
system but prevent them from successfully exiting the system. Barriers to success do not
live solely within the individual but are the responsibility of our community to tackle and
address the challenges together.
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FY 2020-21 Community Corrections Partnership Survey
Santa Clara County
CCP Membership as of October 1, 2020.
Laura Garnette Robert Menicocci
Chief Probation Officer Department of Social Services
Rebecca Fleming Sherri Terao
Presiding Judge or designee Department of Mental Health
Miguel Marquez John Mills
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
Pat Nikolai 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
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Goals, Objectives, and Outcome Measures
FY 2019-20
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 • During the fiscal year, there were 203 VI-SPDAT assessments
Measures conducted at the Re-Entry Resource Center (RRC).
• Most assessments conducted at the RRC fell within the permanent
supportive housing (54%) and rapid re-housing (43%) ranges – only
three percent were in the minimal range, meaning the overall
vulnerability for those assessed was high.
• Of the 203 assessed, 165 (81%%) were placed in the community queue
for housing placement, which led to 18 enrollments (6 Permanent
Supportive and 12 Rapid Rehousing) in housing programs and 11
housing placements.
• The Assessments out of the RRC also led to 81 clients receiving
services like UPLIFT, 51 clients receiving other program assistance
such as the Emergency Assistance Program, 40 clients being placed in
emergency shelters, and 11 clients receiving transitional housing.
• Many reentry client assessments happen outside the Reentry Center:
152 clients were enrolled in Rapid Rehousing program and 127 were
housed overall. Only seven (5%) of the 152 enrolled clients were
assessed at the Reentry Centers.
Progress The Office of Supportive Housing (OSH) oversees an array of supportive
toward housing initiatives. Reentry clients are linked to housing support in a variety
stated goal of ways, one of which is through reentry-specific channels. The Reentry
Rapid Rehousing (RRRH) programs follow an evidence-based model and
provides a time-limited rental subsidy with supportive services to homeless
households for a period of six months to two years. The goal of the RRRH
programs is to support households until they become self-sufficient.
Homeless reentry clients are screened for these programs using the
Vulnerability Index - Service Prioritization Decision Assistance Tool (VI-
SPDAT). Clients screened at the RRC may be eligible for any of the 24
County Rapid Rehousing programs, not just reentry-funded programs.
Goal Increase in enrolling clients to receive General Assistance, Cal-Fresh
(food stamps), and Medical upon exiting custody.
Objective 60% of participants will receive assistance
Outcome • Social Services Agency (SSA) processed 2,525 applications for 2,102
Measure applicants/households through the RRC
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• Overall, there were 1,567 households that received benefits during
the year
SSA Benefits Recipients
450
400
350
300
250
427
200 395
366 357
333 340
150
100
183
155
119 119
50 92
42
0
FY20 Q1 FY20 Q2 FY20 Q3 FY20 Q4
General Assistance CalFresh Medi-Cal
Progress • 839 (54%) of recipients were homeless at the time they applied
toward • 1,198 households received General Assistance – 401 (56%) were
stated
employable
goal
• 1,281 households received CalFresh food assistance
• 369 households received Medi-Cal health coverage
• $710,500 was granted through General Assistance
• $1,467,859 was granted through CalFresh
Goal
Enhance reentry programming in the County’s correctional facilities.
Objective FY 19-20:
• 1,542 participants will be provided job readiness/employment
programs
• 970 participants will be provided Legal Services
• 30 participants will be provided education programs
• 541 sessions of pro-social/behavioral programming will be provided
• 520 clients will be provided service navigation (case management)
Outcome
Stabilize and Engage Clients in Services Matched to Client Needs.
Measure
Progress Prior to COVID, client participation in programs at Elmwood remained high
toward and well-received. After March 2020, in-custody programming came to a
stated goal halt and custody providers pivoted to serving clients in the community.
• 354 (community) and 1,501 (in custody) were enrolled in job
readiness programs that will increase their ability to find and retain
jobs – these classes also have a cognitive behavioral component.
475
260 of these participants were provided paid on-the-job training
through Goodwill Industries.
• 273 clients (220 CTC + 53 for GW) participated in Day Worker
Programming and all were able to find short-term placements.
• 2,300 participants were provided legal workshops in custody, 280
clients received legal advice (short-term assistance), and 184
clients were provided free legal representation for family/civil law.
• The current program with San Jose City College has capacity for 30
students. To date, 45 students applied and 28 were enrolled in
drug/alcohol studies and 23 students completed the full academic
year and received peer mentor certification.
• ORS partnered with FIRST 5 in September of 2019. FIRST 5
provided three parenting curriculums (Triple P, Opening Doors, and
InsideOut Dad) in custody and family resource linkage at the RRC.
• ORS has also partnered with Coursera and the County Office of
Education to provide clients with free high school and higher
education. Clients can earn their diploma and access a wide variety
of vocational certification programs through these new
partnerships.
• 958 sessions of stress reduction (516) and psychosocial (442) were
provided during the year, with between 10 and 30 clients typically
attending each session.
• 482 clients were enrolled in wrap around case management, a
service that provide support and financial assistance to help clients
stabilize post-release.
The Santa Clara County CCP will use the same goals, objectives, and
outcome measures identified above in FY 2020-21.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$3,065,931
Medical Mobile Unit
$1,821,598
Social Services Department of $1,023,585
Employment and Benefit Services $998,992
$6,076,746
Substance Use Treatment Services
$5,851,914
$1,941,039
Housing
$4,446,809
Custody Health - Medical and Mental $3,339,930
Health $5,411,866
$7,243,378
Mental Health Services
$6,893,891
Facilities and Fleet (Reentry Resource $1,957,611
Center) $1,866,125
$836,623
Pretrial Services
$797,005
$693,658
Public Defender Expungment
$655,192
$6,837,100
Reentry Contracts
$8,858,373
$405,000
Information Services Department
$1,162,760
Office of Reentry Services (includes $3,453,783
HR and Fiscal support) $3,913,414
$10,518,617
Probation Department
$10,944,443
$12,944,275
Sheriff/Department of Correction
$13,778,405
FY 2020-21 $60,337,276 FY 2019-20 $67,400,787
477
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$812,754
Mental Health Outpatient and Residential Program
$850,240
$465,838
Substance Use Outpatient Treatment Program
$1,152,612
$204,251
Faith Based Services Program
$287,728
$3,065,931
Medical Mobile Unit
$1,821,598
$3,909,105
Reentry Resource Center Operations
$4,031,726
$693,658
Expungement Services
$655,192
$836,623
Electronic Monitoring & Pre-Trial Services
$797,005
$1,929,646
Alternative Out-of-Custody Supervision
$2,688,794
$1,412,737
Behavioral Health Assessment & Case Management
$1,591,772
Medical Eligibility, CalFresh & General Assistance $1,023,585
Enrollment $998,992
FY 2020-21 $14,354,128 FY 2019-20 $14,875,659
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FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$1,000,000
Sobering Center w/ Mental Health & Drug Triage
$250,000
Parenting
$250,000
$102,229
Life Skills - Coping and Mediation
$204,458
$2,256,535
Substance Use Treatment Services
$3,869,504
$400,000
Faith Based Services
$1,398,668
$6,938,469
Mental Health Treatment Services
$3,714,155
$1,661,021
Housing
$4,101,442
$318,620
Education
$91,591
$2,215,745
Employment
$2,464,544
$546,780
Psychosocial
$546,780
$2,494,445
Service Navigation
$2,494,445
$868,000
Legal Services
$906,555
FY 2020-21 $19,051,844 FY 2019-20 $20,042,142
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.
479
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.
For example, the RaD team support the development of a pilot to test a response grid for
probation officers to use when responding to clients who are struggling with compliance
to their treatment case plan and/or court conditions. Through this pilot, the department
was able to demonstrate that use of the grid led to a reduction in VOPs and has now been
rolled out across multiple AB109 focused units.
The Probation Department also worked with the County IT department to develop a
dashboard to monitor new convictions for this population over time. This has been a
helpful resource to track outcomes related to criminal justice re-entries. 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
• Determining which services work and work well for specific subpopulation of
clients.
480
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
The Probation Department has an Evidenced Based Practice program manager who
works on ensuring best practices used and assists with adhering to program fidelity.
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
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.
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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
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.
482
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 hour stay in a residential facility and the
main purpose of treatment is to stabilize the client. SUTS has a short-term
residential program and the average length of stay is between 30 and 35 days.
Extensions may be granted based on assessment of client need for additional
residential services. Components of residential treatment include intake, individual
and group counseling, education, family therapy, safeguarding medications, and
collateral services.
• Transitional Housing Units (THUs) are not treatment facilities. Clients must be
admitted to outpatient before they can be referred to THUs. THUs are treatment-
linked temporary housing that serve as sober living environments for clients in
outpatient treatment. Not all OP clients live in THUs, only those who need this type
of housing.
In order to expand the Reentry Network and offer more avenues for resources to clients,
the Behavioral Health Services Department partnered with four faith-based reentry
centers (FBRCs): Bridges of Hope, Mission Possible, Breakout Prison Project (Good
Samaritan), and Destiny. Together, these centers and their extensive network of
community collaborations form the Faith Reentry Collaborative (FRC). The FRC has
offices at five locations. Each of the four centers accepts any reentry clients and the FRC
has full-time employees at the Reentry Resource Center (RRC), who route clients to the
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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?
COVID-19: Responses and Operational Changes
ORS and partners shifted operations in a variety of ways once the shelter-in-place was
instituted in March 2020. Initially, most non-essential service shut down in-person
operations and transitioned to providing service remotely. The Reentry Resource Center
in San Jose remained open, serving clients in the courtyard until it opened its doors in
mid-April for essential services with numerous safety protocols in place. The RRC also
set up a call line so that clients with questions could easily contact staff via phone without
having to risk exposure.
• ORS contractors were significantly impacted but worked hard to pivot to remote
services.
o Community contracts like Goodwill were initially forced to close and
maintain what program aspects they could via phone or video conference.
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Over time, some were able to re-open after planning and implementing
operational changes to allow for social distancing and sanitization. Service
Navigators remained operational as essential service providers.
o In-custody contracts are primarily class-based and have shifted target
populations. They serve clients remotely and provide more individual
sessions and zoom classes. Operations that could not be pivoted have been
halted or transitioned for cost-savings and more efficient utilization of
resources.
o ORS contractors such as service navigators have also shifted to assisting
with immediate needs, such as resource tables, hygiene kits, transportation,
grocery gift cards, etc.
• RRC partners continue to serve clients. When the RRC reopened in April 2020,
most partners provided limited staff to be onsite for crucial services like benefits
applications, housing assessments, and treatment assessments. Clients are
encouraged to utilize remote serves when possible to limit physical traffic – the full
one-stop shop is available for clients when these services are utilized.
o Social Services initially directed clients to apply for benefits over the phone
or online. When the RRC re-opened staff were available to assist clients in
person in a limited capacity.
o The Medical Mobile Unit remained operational, but staff were pulled to other
locations during the shelter-in-place meaning the medical bus was less
available for reentry-specific operations in the early phases of the closures.
o Office of Supportive Housing directed homeless clients to the COVID hotline
until staff were available to assist clients in person. When the RRC re-
opened, staff were available to conduct housing assessments and provide
assistance in person.
o Behavioral Health and limited staff remain onsite to help clients with
transportation and clinical needs. When the RRC re-opened more staff
returned and were available to assist clients in person.
o Other partners such as the Public Defender’s Office and Faith-Based
Collaborative were also instrumental in making sure the large number of
clients released to prevent the spread of COVID had assistance. They
helped with resource tables, provided information and resources, and set
up ways to serve clients remotely.
• The Primary challenges (aside from shifting operations) are related to the
disruptions in community programs and institutions, Disaster Service Worker
assignments, and budget cuts. For example, a client referred to an employment
program or service navigator is now much more difficult to serve due to the limited
employment options in the community and accessible resources in the community.
A client who needs treatment may be affected by bottlenecks and a client who
needs expungement will wait much longer to be heard in court due to backlogs.
Due to many reentry staff being assigned as disaster workers, operational changes
and daily operations are more difficult to implement and maintain. These issues
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are further compounded by the loss of vacant positions that would have otherwise
been filled.
What 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 FY20-21, the Board of Supervisors allocated AB 109 funding to support the
County’s Mission Street Sobering Center at the Reentry Resource Center as part of
efforts to safely reduce the jail population. The Sobering Center provides short-term,
monitored environment for intoxicated adults who may experience acute withdrawal from
alcohol and other drugs. This target population also includes homeless individuals who
are exhibiting acute mental health symptoms and are under the influence of drugs in the
community. Clients receive access to showers, food, laundry and/or access to garments,
as well as referrals for housing, healthcare, social services, and immediate psychiatric
and medical care. The average length of stay in the sobering center is six to 12 hours,
and the provider of the Sobering Center collaborates with the County to link clients to
services that are necessary to maintain sobriety. All releases from the sobering center
are done in a safe and stable manner. Services are available 24 hours a day, seven days
a week. The Sobering Center provides an alternative to law enforcement to placing
inebriated individuals in the County Jail. Sobering Center operations are proven to be
effective in other large metropolitan areas as an alternative to incarceration. Services
reduce the time that police officers must spend out in the field booking an inebriated
individual. Furthermore, Sobering Center services also engage high utilizers of
emergency and hospital system services to enroll them in healthcare where they will have
access to primary care physicians and offers substance use recovery services.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
In February 2017, the Center for Employment Opportunities (CEO) opened its San Jose
office through a partnership with the Santa Clara County Probation Department and
Caltrans. The CEO model is designed to engage participants recently released from
incarceration. The program is both personalized and highly structured. Although there are
distinct stages of the CEO model, participants move through the phases at their own
pace, enabling each person to focus on addressing their unique barriers to employment.
While in the program, clients continue to learn skills and collect a daily paycheck providing
litter abatement on streets and highways. CEO also matches clients to employment
opportunities and utilizes vocational specialists to assist clients. Once placed, clients
receive 12 months of ongoing support for job retention.
In April 2020, because litter abatement crews could not perform that duty, Caltrans
committed to paying the full daily crew cost in exchange for CEO participants and staff
completing training and distance learning on essential services for Caltrans.
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During the fiscal year:
• CEO enrolled 338 probation-referred clients
• Due to COVID-19 shifts, 448 clients received job readiness while new enrollments
slowed
• 80 clients had secured employment following successful completion of the
program
• Caltrans work crews collected 28,964 bags of roadside litter
• Work crews completed 60,248 hours of work
CEO tracks clients’ milestones from 90 days to one year of continuous work. During the
fiscal year, 107 clients retained employment for at least 90-days.
CEO: Referral Outcomes CEO: Retention Outcomes
400 45
40
39
350 338 40
35
300
30 28
250
25
200
20
150
15
100 80
10
50 5
0 0
Enrollments Job Placement 90 Days 180 Days 365 Days
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FY 2020-21 Community Corrections Partnership Survey
Santa Cruz County
CCP Membership as of October 1, 2020.
Fernando Giraldo Randy Morris
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
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Goals, Objectives, and Outcome Measures
FY 2019-20
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
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 2019-20 the average daily population across the County’s four jail
toward facilities was 423, approximately 83% of the combined rated capacity of
stated goal 511. This represents the first time in over a decade that the jails have
operated at less than 100% of capacity, a reflection of the dramatic changes
in court processing, classification, and pretrial release resulting from the
Covid pandemic. Inmate and staff safety have required that the facilities
operate with room for adequate social distancing and quarantine for
exposed or infected individuals.
During 2019-2 CAP maintained an average daily population of 36.6, for an
annual total of 13,375 jail bed days averted. This is a decrease of 12.8%
from the previous year, which results from both the overall reduction in jail
usage due to the pandemic as well as a restructuring of CAP operations
under external contract with BI Inc. to conduct electronic monitoring and
tracking.
Pretrial services maintained an average daily caseload of 172, saving a
total of 62,797 jail bed days. Nine percent of defendants committed new
law violations during the period of their pretrial release, for a public safety
rate of 91%.
This goal and the related objectives and measures were retained from the
previous fiscal year.
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Goal Implement Evidence-Based Probation Supervision that properly
assesses risk factors associated with recidivism and provides
effective probation interviewing, case planning, and community
supervision to ensure public safety and reduce recidivism
Objective Conduct risk assessment on all AB109 individuals within 30 days of
sentencing; conduct full assessment of criminogenic needs on all
moderate and high risk AB109 individuals within 30 days of sentencing.
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
Measure criminogenic need
Outcome Number of AB-109-designated individuals with supervision case plans
Measure
Outcome Documented utilization and outcomes of EPICS interventions
Measure
A total of 404 AB109-designated individuals were supervised during 2019-
Progress
20. Probation conducted a total of 191 assessments, including risk
toward
assessment, full/comprehensive assessments, and re-assessments. A
stated goal
total of 804 EPICS interventions were documented among AB109-
designated individuals during 2019-20.
This goal and the related objectives and measures were retained from the
previous fiscal year.
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 791 referrals were made for AB109 services during FY 2019-20,
toward with an unduplicated count of 233 individuals receiving a total of 3,229
stated goal hours of direct service, for an average of 15 hours of service per person.
4% of clients received a minimum of fifty hours of direct service during the
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one-year time frame. These numbers reflect a dramatic decrease from the
previous year resulting from the loss of direct service access for the second
half of the year due to the pandemic. Service providers were able to
implement remote services, including phone and web-based one-on-one
services, as well as limited written homework packets for in-custody
classes. The numbers also do not include in-custody services for the
second half of the year.
This goal and the related objectives and measures were retained from the
previous fiscal year.
The Santa Cruz County CCP reports it will use the same goals,
objectives, and outcome measures identified above in FY 2020-21.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$200,000
Administration (Probation Department)
$200,000
Community Supervision and Treatment (Probation $4,694,004
Department)
$5,865,860
$2,347,002
Corrections (Santa Cruz County Sheriff's Office)
$2,932,930
FY 2020-21 $7,241,006 FY 2019-20 $9,076,364
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$300,020
Santa Cruz County Office of Education
$300,020
$158,101
Santa Cruz County Health Services Agency
$158,101
$29,962
First 5 Santa Cruz County
$35,250
FY 2020-21 $488,083 FY 2019-20 $493,371
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FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$300,000
Volunteer Center of Santa Cruz County
$350,000
$45,435
United Way of Santa Cruz County
$57,957
$5,000
Train For Change
$5,000
$1,373
The Change Companies
$1,372
$36,000
Streets2Schools
$4,160
$172,500
Sobriety Works
$172,500
$60,000
Santa Cruz Barrios Unidos
$60,000
$29,750
Positive Discipline Community Resources
$35,000
New View Learning Center
$20,500
$88,867
New Life Community Services
$92,467
$38,250
Monarch Services
$45,000
MENtors Driving Change for Boys, Men, and $35,000
Dads $34,992
$150,000
Leaders in Community Alternatives
$150,000
$283,400
Janus of Santa Cruz
$283,400
$9,690
HOPE Program
$9,690
$777,864
Encompass Community Services
$808,982
$5,000
Counseling and Psychotherapy Center
$5,000
$20,000
Conflict Resolution Center of Santa Cruz County
$20,000
FY 2020-21 $2,058,129 FY 2019-20 $2,156,020
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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, with the most
recent process completed during FY18-19 to select a new lineup of services starting in
2019-20. Service areas are identified through an analysis of 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, transportation, etc.), adequate data collection
and performance measurement, and current staff with skills/credentials needed to
provide effective services.. Proposals must cite the research base that confirms the
effectiveness of the proposed 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. 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.
• Multi-Disciplinary Collaboration. Alignment with the AB109 service delivery model, as
well as a history of successful collaboration with local human service providers, shared
case management, blended funding, strategic planning, and policy development.
• 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.
Does the county evaluate the effectiveness (as defined locally) of programs and/or
services funded with its Public Safety Realignment allocation?
Yes
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If yes, how?
Santa Cruz County employs multiple levels to monitor and evaluate AB109 service
effectiveness. During 2019-20 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 2019-20 the Probation Department worked with the CCP Operations Work Group,
the County Information Services Division, and the County Administrative Office to develop
a public-facing, web-based dashboard for tracking and presenting AB109 outcome data
along with program-specific outputs and outcomes. This initiative, now in testing, features
an online portal for service providers to input program data directly. Data includes both
outputs (numbers served) and program-specific outcomes. During the testing phase data
is provided by email and uploaded directly into the system. Full implementation, delayed
by the pandemic and natural disasters, is anticipated in spring of 2021.
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 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?
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. Providers must submit reports to indicate their ongoing success
in meeting the process and outcomes objectives of their funded services.
The overall mix of services is based on aggregated findings from the Correctional
Assessment and Intervention System (CAIS). Along with an earlier gap analysis
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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 and need assessments and develops
individualized treatment plans and makes referrals to address the key drivers of criminal
behavior. Services are organized by the following areas of criminogenic need and reentry
stability:
• Criminal Thinking, Behavior, and Identity. Evidence-based curricula, offered in group
and individual settings, including the Courage To Change series, anger management,
batterers intervention curricula, and sex trafficking prevention/intervention. Services
are provided by the Volunteer Center, the Conflict Resolution Center, Encompass
Community Services, Streets2Schools, and Monarch Services in partnership with
Probation officers.
• Substance Use Disorders. Assessment, detox, outpatient, intensive outpatient,
residential, medically assisted treatment, provided by Encompass Community
Services, Janus of Santa Cruz, Sobriety Works, and New Life Community Services.
Santa Cruz County has established a Drug Medi-Cal Organized Delivery System that
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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.
• Parenting and Family Involvement. 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 New Life Community
Services, 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?
Pandemic Response: Service Delivery and Funding Limitations. All local criminal justice
and social service partners have worked to develop a new range of options for direct
service delivery that is responsive to the changing public health orders for social
distancing, quarantine, and limiting group meetings. Innovations have included curbside
wellness checks, phone meetings, web-based groups and classes (Zoom, Teams,
Facetime, etc.), as well as written homework packets, jail-based non-contact rooms, and
hybrid in-person/web-based classes and meetings. Overall, however, capacity has been
dramatically reduced at a time when clients are most in need of support due to emotional,
relational, and economic stress. Increasingly, direct service staff are in need of additional
protective gear and expanded access to Covid testing, especially rapid tests. At the same
time, uncertainty and instability of continued funding makes it difficult for the County to
engage in service contracts, and difficult for service providers to recruit and retain
qualified staff. Layoffs, furloughs, and transition to contractor status for staff take a toll on
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the ability of the local system to provide effective interventions to address the risk of
recidivism.
Community Resources for On-going Support and Stability. Related to the first challenge,
the combined impact of the pandemic and local fires has made successful community
reentry harder than ever for individuals in the local criminal justice system. Housing stock
has been impacted by the over 900 homes lost to fire in our county this year. This further
exacerbates the situation in a county that has remained for years among the ten least
affordable housing markets in the country due to the discrepancy between housing costs
and wages. Of critical importance to this population, the availability of sober living
environment housing has been cut in half by the requirements for social distancing. And
with a current unemployment rate driven by the collapse of the local tourism and
hospitality industry, employment for self-sufficiency has moved even further out of reach
for a population already challenged to attain regular employment. While AB109 services
may help individuals attain a measure of rehabilitation and housing stability, the criminal
justice system is unable to provide long-term resources and opportunities that are lacking
in the community.
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. Limited staffing and multiple crises during this year have made it
impossible to develop or move forward meaningful solutions to fragmented, inadequate
multi-agency data integration.
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
Pandemic Response: Service Delivery and Funding Limitations. All local criminal justice
and social service partners have worked to develop a new range of options for direct
service delivery that is responsive to the changing public health orders for social
distancing, quarantine, and limiting group meetings. Innovations have included curbside
wellness checks, phone meetings, web-based groups and classes (Zoom, Teams,
Facetime, etc.), as well as written homework packets, jail-based non-contact rooms, and
hybrid in-person/web-based classes and meetings. Overall, however, capacity has been
dramatically reduced at a time when clients are most in need of support due to emotional,
relational, and economic stress. Increasingly, direct service staff are in need of additional
protective gear and expanded access to Covid testing, especially rapid tests. At the same
time, uncertainty and instability of continued funding makes it difficult for the County to
engage in service contracts, and difficult for service providers to recruit and retain
qualified staff. Layoffs, furloughs, and transition to contractor status for staff take a toll on
the ability of the local system to provide effective interventions to address the risk of
recidivism.
Community Resources for On-going Support and Stability. Related to the first challenge,
the combined impact of the pandemic and local fires has made successful community
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reentry harder than ever for individuals in the local criminal justice system. Housing stock
has been impacted by the over 900 homes lost to fire in our county this year. This further
exacerbates the situation in a county that has remained for years among the ten least
affordable housing markets in the country due to the discrepancy between housing costs
and wages. Of critical importance to this population, the availability of sober living
environment housing has been cut in half by the requirements for social distancing. And
with a current unemployment rate driven by the collapse of the local tourism and
hospitality industry, employment for self-sufficiency has moved even further out of reach
for a population already challenged to attain regular employment. While AB109 services
may help individuals attain a measure of rehabilitation and housing stability, the criminal
justice system is unable to provide long-term resources and opportunities that are lacking
in the community.
Data integration. Integration of vendor-based data systems between courts, corrections,
law enforcement and probation remains a considerable challenge to timely tracking of
recidivism and other criminal justice outcomes. Compiling core measures such as
recidivism, re-arrest, and return to custody is a time-consuming process across these
multiple systems. Limited staffing and multiple crises during this year have made it
impossible to develop or move forward meaningful solutions to fragmented, inadequate
multi-agency data integration.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
One of the most significant barriers face by the AB109 population is low educational
attainment. These individuals often experienced early and persistent school failure that
perpetuated trauma, social disengagement, delinquency, and criminal involvement. As
they attempt to return to society from incarceration, the lack of a high school diploma
makes it impossible to compete for even entry-level employment.
For years, Santa Cruz County has provided jail-based education services to promote the
attainment of High School Equivalency (HSE) through test preparation and proctoring.
Over time, however, the path to HSE attainment has become more time consuming, and
few inmates are incarcerated locally long enough to complete the process. The Santa
Cruz County Office of Education began a pilot to identify inmates who might instead
already have enough academic credits that they could be enrolled and complete their
High School Diploma (HSD) instead. This pilot has been brought up to scale with AB109
funding, increasing the number of individuals who attain their HSD or HSE from an
average of less than ten per year to over thirty. The in-custody program is matched with
community-based support at the Probation Service Center, including computer lab
access, tutoring, testing, and independent study course credit through the COE’s adult
charter school, the Career Advancement Charter.
During FY 2019-20 a total of twenty-five participants received their HSD, ten completed
their HSE, and an additional sixty-five demonstrated improved assessment scores in
reading, math, or listening.
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Written by a client at the Probation Service Centner:
Hello my name is T-292…. Oh wait- I no longer have to be identified as a CDCR #.
Sometimes I cannot believe that I’ve been out for as long as I have, nor can I believe in
all that I have been able to achieve along the way. Sure in the eyes of society, I am simply
doing what is expected of me. However, the bottom line is that I have served over five
prison terms in approximately 20 years, and in all those times I’ve never once stayed out
longer than 90 days, or stayed clean for longer than 30 days. It is a sad truth and it
happens to a lot of people when they are released.
A lot of that was a reflection of the shift of the California Dept. of Corrections to an increase
in rehabilitation. Nothing has changed the landscape of post-release programming like
the shift to rehabilitation in and after prison. This is my truth. As I sat in solitary
confinement for the umpteenth time with little hope for a bright future, an amazing thing
happened. Through Funding coming from AB109, we were allowed to participate in
college courses. I decided to give it a shot just cause I was bored and wanted to try
something new, without knowing that it was gonna be the catalyst to set me on a new life-
altering course. I excelled in college. It was like a hunger had awakened inside of me. I
couldn’t believe that I enjoyed learning so much or was capable of achieving such high
marks. From that point forward, I decided to participate in every educational course that
was provided for us. And the amazing thing is I completed them. For the first time in so
long as I can remember, I set my mind to something and achieved it. The best part of it
was the feeling of accomplishment that I received afterwards. It was this feeling that would
help me continue to grow and mature in my studies. Indeed, it still helps me to this day.
However, it wasn’t without trials. I had such anxiety for my release. I knew that I was
alone, and that once I was out, I was going to get a little support from probation. I felt
deemed a lost cause, having served so much time. However, I didn’t take into
consideration the changes that have been occurring in the judicial system in the state of
California. I was completely shocked when I reported to probation and was given a tour
of the new resource center. I can see instantly that this is what we needed all along. Not
just the computer lab or all the classes they offer, or even the coffee that they hand-
delivered to you.
It is more of the sense that finally we are being given another chance. It was finally getting
services from people who communicated respect, understood our struggle, and believed
in our ability to succeed in society despite our past. This was proven true when I met
Felipe, Mayo, Will, and the rest of the service providers at the Probation Services Center.
They showed me that they are trying to help us achieve our goals and become
responsible members of society. I don’t know what I would’ve done, or what I would’ve
become, if it hadn’t been for these guys, and the critical support they provide. Whether it
was Mayo helping me prep for college, or Will helping me fill out job applications, or even
Felipe helping me pay for my tattoo removal so I can get a better job, I felt supported to
succeed and face life's challenges. I have acquired many people in my support group
today who I appreciate. However, I will always have a special place in my heart for the
people at the probation center. My transition to make a better life for myself is going
strong. I feel like I no longer have to worry about being a burden on society. I am grateful.
Thank you.
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FY 2020-21 Community Corrections Partnership Survey
Shasta County
CCP Membership as of October 1, 2020.
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 Paige Green
District Attorney Alcohol and Substance Abuse Programs
Bill Bateman Judy Flores
Public Defender Head of the County Office of Education
Eric Magrini 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 for April, July, December and the
months that the CCP advisory meets.
Does the CCP have subcommittees or
working groups
Yes
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Evaluate 2 CCP funded programs utilizing the Correctional Program
Checklist tools and provide information for areas of improvement.
Objective The county staff trained in the Correctional Program Checklist (CPC) and
the Correctional Program Checklist-Group Assessment (CPC-GA) 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.
Objective Complete CPC/CPC-GA evaluation and formal report.
Outcome Provide technical assistance to the programs on an as needed basis after
Measure the completed evaluation.
Progress Two programs/groups were evaluated and received their final reports
toward during this fiscal year. These programs included the Adult Aggression
stated goal Replacement Training (ART) program with a site visit in October 2019 and
the Adult Moral Reconation Therapy (MRT) program with a site visit
conducted in November 2019.
The County CPC team met in February 2020 and determined the programs
which would be evaluated in the fiscal year 2020/21. Two programs were
selected and internal group leads were identified. Both programs were
contacted regarding the CPC evaluation. However, due to the COVID-19
pandemic, program groups and the ability to conduct in person group
observations were affected. The CPC lead contacted the University of
Cincinnati Corrections Institute (UCCI), the creator of the CPC evaluation
tools, and sought guidance regarding evaluations during the pandemic.
UCCI indicated they are working to develop guidance with an anticipated
date of release during the first quarter of 2021, therefore CPC evaluations
are on hold.
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.
Objective Hire analyst for the CCP.
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
Progress An analyst was hired in July 2019 who is dedicated to data collection,
toward statistical analysis, and cost/benefit analysis of programs funded by the
stated goal CCP. He works closely with CCP funded departments to improve data
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and outcome collection. He completed the CCP Annual Report for
2018/2019 and is currently working on the report for 2019/2020. These
Annual Reports highlight funded programs, efforts to improve rehabilitation
services, outcome data, and a budget overview for the reporting year. He
has assisted with several recidivism projects for CCP funded programs
and is gathering data from these projects to eventually have a usable
central database to be able to better evaluate all the services individuals
receive, treatment dosage, and correlate the combination of services to
recidivism data. At an Executive CCP Meeting in October 2020, an
outcome question was asked specifically relating to inpatient and
substance use disorder treatment programs, dosage, and duration.
Following the meeting, he was able to send a data table answering the
questions asked.
Goal Resume 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 Probation
Measure 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
Measure community-based DRC program.
Progress During Fiscal Year 2019/2020, 64 individuals were enrolled and began
toward receiving services in the in-custody program in the jail, 33 successfully
stated goal transferred to the community-based DRC program, 18 were discharged
from the program while in custody. On June 30, 2020, 10 were actively
enrolled in the community-based DRC program. Because of COVID 19,
DRC staff have not been allowed in the jail facility. Due to these
restrictions, DRC staff provide individual cognitive behavioral therapy
sessions with each participant. These sessions are completed either by
video conference or telephone and include weekly homework from either
the Carey Guides, interactive journaling from the Change Company, or
relapse prevention handouts.
The Shasta County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21.
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Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Increase the utilization of the Wellness and Recovery benefit for
residential treatment, sober living and out-patient treatment.
Objective Identify and ensure all eligible individuals have access to benefits through
Medi-Cal.
Objective Increase the number of individuals initially screened for eligibility for the
new substance use disorder (SUD) treatment services.
Outcome Increase the number of SUD Evaluation Level of Care Screenings and the
Measure Assessment Tool-Adults for Residential Services that are conducted by
the Alcohol and Drug Counselor housed at the CCC.
Outcome Reduced expenditures for inpatient and sober living costs.
Measure
Goal Increase collaboration between the District Attorneys Misdemeanor
Pre-Filling Diversion Program and the Misdemeanor Community
Engagement Program grant
Objective Regular meetings will be established between DA, Probation and Hill
Country staff.
Objective Increase the number of Pre-filling Diversion individuals referred to
rehabilitative services through the Misdemeanor Community Engagement
program.
Objective Decrease the number of petitions filed on Diversion individuals as a result
of engagement with the Misdemeanor Engagement Program.
Outcome Increase the number of District Attorney Pre-Filing Diversion Program
Measure individuals participating in the Misdemeanor Community Engagement
Program.
Outcome Increase the number of individuals participating in the DA Misdemeanor
Measure Pre-Filing Diversion Program.
Outcome Increased successful completions of the DA Misdemeanor Pre-Filing
Measure Diversion Program and Misdemeanor Community Engagement Program.
Goal Complete a Shasta County validation study on the Virginia Risk
Pretrial Assessment Tool (VPRAI). The VPRAI tool has been used in
Shasta County since 2013.
Objective Contract with an evaluator to conduct a validation study on the assessment
tool.
Objective Ensure staff are trained and following the fidelity of the tool.
Objective Collaborate with justice partners to understand the tool and work together
to best meet local needs.
Outcome Analyze results of validation study to strengthen policies and procedures.
Measure
Outcome Ensure necessary data, outcomes, and demographics are established and
Measure collected to understand the population served.
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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 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
HHSA - Evaluation
$64,094
Victim Witness
$190,688
$168,347
District Attorney
$227,010
$174,525
Public Defender
$205,547
$186,108
Mental Health
$97,408
$67,184
Social Services
$49,823
$3,387,011
Sheriff's Department
$3,659,400
$3,839,149
Probation Department
$4,057,145
FY 2020-21 $7,822,324 FY 2019-20 $8,551,115
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$186,581
Community Corrections Center
$294,110
$323,867
GPS/Electronic Monitoring
$418,280
$383,997
Work Release Program
$350,422
$95,244
Behavioral Health Court
$95,772
FY 2020-21 $989,689 FY 2019-20 $1,158,584
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$167,019
STEP UP
$177,127
$346,732
Treatment
$367,715
$169,692
Supportive Housing
$179,961
$868,899
Day Reporting Center
$921,481
FY 2019-20 $1,552,342 FY 2019-20 $1,646,284
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 and completed assessments,
services to address the needs are researched and a request for funding is brought before
the CCP Executive Committee during budget preparation for the next fiscal year. 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
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If yes, how?
The county evaluates the effectiveness of many of the programs/services funded with its
Public Safety Realignment allocation. Contracted providers prepare monthly data reports
to include referrals, attendance, progress, and completion of the program. Many of the
CCP funded programs and services provide annual presentations at CCP meetings. At a
minimum of annually, Probation staff review a number of data measures about program
participants to include: new arrests, technical violations, successful completion of
supervision, new convictions, and warrant status.
The Day Reporting Center (DRC), in conjunction with the CCP and the Probation
Department, establishes annual goals and outcomes and reports on the progress bi-
annually at CCP meetings. The DRC completes an annual report and presents at the
CCP. In addition, the Probation Department reviews recidivism and program costs
annually.
Eight county staff have been certified to complete the Correctional Program Checklist
tools (CPC and CPC-GA) and 2 programs are evaluated on an annual basis. The CPC
tools help determine the extent to which different types of programs/groups are aligned
with the principles of effective correctional intervention. A site visit is conducted to ensure
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 a program/group’s strengths, areas where improvements may be
needed, and targeted recommendations are provided in a written report. The CPC team,
or other probation staff, also collaborate with providers to develop an improvement plan
when needed or requested by the provider.
Recently a large recidivism project was completed to evaluate all offenders sentenced
under 1170(h)PC and on those released on PRCS since the beginning of realignment.
Data was presented at the October 2020 Executive CCP meeting and conversation will
continue regarding the data and systematic changes that can be made to improve
outcomes. We are in the process of developing our ability to analyze data on all the
services an offender has received including dosage for each program. By compiling this
type of data, we will be better able to understand the effect of various levels of dosage
and combinations of services have on recidivism for the population and will use this
information to better predict which combination of services will be most effective.
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 funding programs and 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
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2018-2019 we continued to make progress by completing the Correctional Program
Checklist-Group Assessment (CPC-GA) 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.
In addition, CCP funded programs provide presentations at CCP meetings. This allows
CCP members to understand services provided, the target population, and outcomes. It
provides members an opportunity to ask questions and provide input.
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%
During Fiscal Year, 2019/2020, 16.02% of the actual expenditures were for evidence-
based programming.
We would like to better understand your county's capacity to offer mental health,
substance use disorder, behavioral health treatment programs, and/or other
services? What type and level of services are now available?
We currently offer a Day Reporting Center, inpatient and outpatient alcohol and drug
treatment, sober living, Moral Reconation Therapy (MRT), Aggression Replacement
Training (ART), Parenting programs, Domestic Violence Treatment, anger management
programs, sex offender treatment, Nurturing Fathers, the STEP-UP program (a
secondary education program), 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 with a
capacity of 20 participants.
Implementing Medication Assisted Treatment (MAT) is a priority for our county and
several of our county partners have been participating in a statewide MAT collaborative
and meeting regularly to discuss implementation. In the summer of 2018, the Statewide
Opioid Response funded several opportunities to advance collaboration among systems
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to better address substance use disorders, enhance understanding of addiction and
mobilize systems to include Medication Assisted Treatment (MAT). The MAT in County
Criminal Justice Learning Collaborative was one of these activities. This began as a nine-
month commitment with three in-person learning collaborative meetings, coaching phone
calls and additional podcast/webinar/conference call learning opportunities. The most
central premise of this effort was to refine understandings and practices of Opioid Use
Disorders and fund opioid treatment in the jail setting. The project required participation
from four mandatory entities (County jail personnel responsible for health services, jail
system personnel, CAO office staff at the admin level with knowledge of criminal justice
programs and Drug Court Administration Staff) and four additional team members
(County Drug Treatment staff with program oversight, Probation staff, District Attorney
and Public Defender). Team members met for the three learning collaborative meetings
as well as for phone check-ins with the Coaching staff. Goals were set to address the
challenges and barriers associated with using MAT to support treatment in jail and drug
court settings. Additional funding was made available in 2019 for continued work on these
goals and expansion of efforts for additional progress and community involvement. The
county Jail has additionally been working with their medical provider to increase MAT
services.
Groups Recover Together and Aegis Treatment Centers are organizations in the county
that provide services for those who need MAT, which include medication, weekly
meetings, and individualized treatment plans.
The County contracts with two service providers for residential treatment. Visions of the
Cross provides residential and outpatient treatment as well as transitional housing.
Empire Recovery Center provides detoxification services, residential and out-patient
treatment.
The County has partnered with Hill Country Clinic and Hill Country is currently providing
a mobile crisis outreach team (not funded with CCP Dollars) to provide on-the-spot urgent
mental health services to people suffering severe mental illness. This team includes a
clinician and case manager who work closely with law enforcement, emergency rooms,
business, and agencies to provide direct face-to-face support for those in crisis. The team
works to improve the experience of the individual who is going through a crisis, provide
an evaluation of client needs, create a safety plan, and arrange for follow up care. Hill
Country additionally provides a number of mental health services, case management, and
re-entry services.
The Misdemeanor Community Engagement Program was developed from a grant
received from the BSCC and does not use CCP funds. The goals of the 3-year grant are
to increase engagement and services for those who have misdemeanor drug and
property offenses while reducing the failure to appear rate and recidivism of the
participants. The focus is to engage those with substance use disorders, mental health
issues, and/or housing needs. This program works with the District Attorney’s Office
Misdemeanor Pre-Filing Diversion Program to increase the number of those participating
in the program.
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What challenges does your county face in meeting these program and service
needs?
Offender engagement and attendance 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 their success. 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. All Probation Officers have been trained in Effective Practices for Community
Supervision (EPICS) and receive motivational interviewing with the goal of improving
engagement and rapport. 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 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.
Efforts have been made to increase services for this population and the Mental Health
Clinician located at the Community Corrections Center is planning to administer a group
to work with this population in the future. In addition, many of the programs currently
available in the county are not evidence 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 are using substances on a regular basis. There is a need to increase
Medication Assisted Treatment (MAT) within the criminal justice system and significant
work has been done in this area to increase knowledge and develop a collaborative
approach. Unfortunately, these efforts were placed on hold due to COVID. The County
Jail worked to implement a small pilot MAT program in Fiscal Year 2019/20, but this was
placed on hold due to COVID. In addition, our County Health and Human Services Agency
(HHSA) worked to get a contract with Empire Recovery Center to provide substance use
disorder treatment in combination with the MAT treatment in the jail. This has also been
on hold due to COVID.
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
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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. While these STOPP events have been temporarily halted due to COVID, this event
has been successful in engaging our offenders early in their grants of supervision and will
continue in the future once gatherings are allowed.
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.
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 allows
probation to improve processes related to information sharing and assists in identifying
appropriate referrals.
In 2017, the CCP worked with Policy Research Associates to conduct a 2-day Sequential
Intercept Mapping. Many stakeholders in the community participated and mapped how
people with behavioral health needs come in contact with and flow through the criminal
justice system. The goal of the mapping was: to develop a comprehensive picture of how
people with mental health illness and co-occurring disorders flow thorough the criminal
justice system along six distinct intercept points; identify gaps, resources, and
opportunities at each intercept; and development of priorities for activities to improve the
system and service level for individuals in the target population. The Brief Jail Mental
Health Screening tool was implemented by the Probation Department in October 2017 as
part of the assessment process for supervised release from the jail. As indicated by the
tool, individuals are referred to a mental health clinician and/or treatment. In April 2020,
the tool was expanded to include questions on housing, substance use, and military
service. Data is being collected on every person evaluated.
The Striker Caseload was created to work with those offenders who have two strikes in
an effort to reduce the number who return to state prison. During fiscal year 2019/2020,
10 people successfully completed supervision, 33 Offender Needs Guide Assessments
were conducted, and 11 Case Plans were completed. 88 referrals for various treatment
programs were given based on the person’s individual needs.
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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 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 interact with other
tenants and/or address 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 2019/2020, a total of 38 offenders were housed 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 up to 150
offenders with 10 slots being identified as in-custody. From April 2013 to April 2020, the
DRC served a total of 1,051 unique participants. One hundred and eighty-one offenders
have completed/graduated from the program during this time. The DRC utilizes the
criminal thinking scale as one tool to measure success. A pre and post-test is completed,
and results indicate a significant change in thinking during the post test. They also
administer an offender need assessment and measure the change in criminogenic needs.
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. According to Shasta College, in Fiscal Year
2018/19, STEP-UP students had a GPA of 2.84, which was 0.04 higher than the general
student population, and they celebrated 16 graduates. In the Fall of 2018, there were 16
STEP-UP students on the Dean’s List, and in Spring 2019, that number increased to 22.
In September 2019, Redding Rotary and Redding East Rotary gifted Dell Chromebooks
to all STEP-UP students. The laptop donation removed another barrier for STEP-UP
students as they pursue their academic and career goals.
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 a
severe and persistent mental health diagnosis. The BHC expanded to serves up to 20
participants in Fiscal Year 2019/20. There has been a total of 20 graduates from inception
to June 30, 2020.
512
FY 2020-21 Community Corrections Partnership Survey
Sierra County
CCP Membership as of October 1, 2020.
Charles Henson Lea Salas
Chief Probation Officer Department of Social Services
Ann Mendez Lea Salas
Presiding Judge or designee Department of Mental Health
Sharon Dryden Vacant
County Supervisor or Chief Administrator Department of Employment
Sandra Groven Lea Salas
District Attorney Alcohol and Substance Abuse Programs
J Lon Cooper James Berardi
Public Defender Head of the County Office of Education
Michael Fisher 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
513
Goals, Objectives, and Outcome Measures
FY 2019-20
The CCP did not provide goals, objectives, and outcomes for FY 2019-
20
The CCP reports it will add and/or modify goals, objectives, and
outcome measures for FY 2020-21
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Continue to maintain and enhance public safety.
Objective Commitment to fund housing in the contracted county jail(s) when
appropriate for targeted offenders and to funding for contracted CDCR
housing when appropriate.
Objective Commitment to funding for electronic monitoring and flash incarceration to
keep offenders who assess as lower risk in the community amongst their
support networks and/or retaining other protective factors.
Objective Address the daily costs associated with housing offenders including
medical insurance, providing the necessary staff to house, transport, and
to monitor those offenders.
Outcome Successful completion rates and recidivism rates for all offenders on any
Measure type of supervision will be tracked.
Progress Given this is a newly reported goal, progress will be reported in the 2021
toward – 2022 reporting year.
stated goal
Goal To ensure quality effective supervision of all offenders.
Objective Assess offenders for their individual risks and needs.
Objective Ensure the utilization of modern and effective supervision and interviewing
techniques to assist offenders through the stages of change.
Objective Positively reinforce compliance with the terms and conditions of
supervision, evaluate incidences of noncompliance for possible
preventative measures, and address incidences of noncompliance timely
and in a constructive environment when appropriate with an emphasis on
accountability and offender growth.
Outcome Offenders will be monitored for compliance and violations of their
Measure supervision will be tracked.
Progress Given this is a newly reported goal, progress will be reported in the 2021
toward – 2022 reporting year.
stated goal
514
Goal To ensure an equal opportunity for all offenders to participate in
appropriate treatment and services.
Objective Utilize the principles of targeted interventions to ensure appropriateness
of individualized treatment and services and efficiency in the use of
resources.
Outcome Offenders will be reassessed periodically throughout their period of
Measure supervision and targeted interventions will evolve with their current
statuses.
Progress Given this is a newly reported goal, progress will be reported in the 2021
toward – 2022 reporting year.
stated goal
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$24,042
Services and supplies
$5,000
Training
$5,000
$1,000
Drug Testing Lab
$1,000
$1,200
Legal Research
$1,200
$2,500
Policy Manuals
$2,500
$200,000
Jail housing
$100,000
$5,000
Contract housing with CDCR
$5,000
Probation Specialist/ Collaborative $30,000
Court Coordinator $30,000
2 Deputy Sheriffs
$240,000
FY 2020-21 $268,742 FY 2019-20 $384,700
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$24,042
Services and supplies
$5,000
Training
$5,000
$1,000
Drug/Alcohol lab usage
$1,000
$1,200
Legal research
$1,200
$2,500
Policy manuals
$2,500
$5,000
CDCR contracting
$5,000
$200,000
Jail housing
$100,000
2 Sheriff's Deputies
$240,000
Probation specialist/ collaborative $30,000
court coordinator $30,000
FY 2020-21 $268,742 FY 2019-20 $384,700
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.
516
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.
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518
FY 2020-21 Community Corrections Partnership Survey
Siskiyou County
CCP Membership as of October 1, 2020.
Michael Coley 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
Jeremiah LaRue Carla Charraga
Sheriff Community-Based Organization
Dave Gamache Colleen Chiles
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
519
Goals, Objectives, and Outcome Measures
FY 2019-20
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
Measure project is moving forward.
Progress COVID-19 related releases increased utilization of DRC and work program
toward participants.
stated goal
COVID-19 increased the use of the Pre-Trial Supervision Program. Pre-
trial has continued to be a useful tool for the Court to determine release.
The Sheriff, County Administrator and the County Board of Supervisors
have decided not to move forward with the new jail project.
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
Measure relapse 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
Measure the Sheriff's Department plans to continue to provide/increase group
participation
Progress Between 2017 and March 2020, the above outcome measures were met.
toward However, staffing changes generated several significant changes in
stated goal supervision and programming/services. Caseloads have increased, there
520
is no longer a sex offender relapse prevention group, nor a mentorship
program. However, the Batterer's Treatment Program groups have
increased. Further, COVID-19 greatly affected this outcome measures
and progress. Although supervision standards were not met, officers still
maintained risk assessments, offender needs assessments, and pre-trial
risk assessments. This will continue to be a goal of the Probation
Department and the CCP.
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 The Mental Health Diversion Court is in operation and the collaboration
toward between stakeholders has proven effective. In the first year of operation,
stated goal 35 individuals were assessed for appropriateness and 13 have been
accepted into the program.
In the spring of 2018, a three-day Crisis Intervention Training was hosted
in Siskiyou County and several law enforcement and behavioral health
staff attended.
The Siskiyou County CCP reports it will add and/or modify goals,
objectives, and outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Increase Educational Development and Workability Programming in
the DRC
Objective Use of Behavioral Health Specialist to provide education and skill building
classes at the DRC.
Objective Use of Behavioral Health Specialist to provide increased educational
assistance to incarcerated individuals, to include GED and high school
diploma coursework.
Objective Use of Behavioral Health Specialist to increase the connection to local
community college for non-credited life skill classes.
Outcome Increased number of GED and HS Diploma recipients and number of
Measure offenders participating in educational services
Outcome Increased number of participants enrolling in classes at the local
Measure community college for skill building and/or certificate programs.
521
Outcome Increased number of offenders who gain skills necessary for becoming
Measure employable.
Goal Ongoing Participation and Increased Collaboration in the Mental
Health Diversion Court
Objective Increase involvement from the Probation Department in the program.
Objective Through collaboration, a review of the standard operating procedures for
the Mental Health Diversion Court.
Objective Continue to gather and maintain data to track outcomes.
Outcome Attendance by Probation at Diversion meetings and Court attendances.
Measure Begin supervising MH Diversion Court participants
Outcome Collaboratively examine current procedures for the program. Modify or
Measure enhance as needed.
Outcome Utilization of resources from BHS and Probation to track and evaluate
Measure data.
Goal Evaluation of Program Efficiency to Ensure Fund Utilization is
Maximized
Objective Work with the Supportive Hub for Criminal Justice Programming (CSAC)
to maximize data collection and analysis resources.
Objective Participate in the Programming, Data and Evaluation: Seminar Series
20/21.
Objective Develop a data dashboard for CCP data.
Outcome Ability to determine effectiveness of programming leveraged against the
Measure associated costs.
Outcome Increased knowledge in programming, data and evaluation for Probation
Measure Crime Analyst and BHS Program Manager.
Outcome Development of a data dashboard.
Measure
522
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$27,795
County of Siskiyou
$28,108
District Attorney Personnel
$62,045
Probation/Sheriff Personnel $1,410,881
$1,083,078
$150,000
Public Health Allocation
$150,000
$97,037
District Attorney Allocation
$30,000
$30,000
Public Defender Allocation
$30,000
$153,687
Community Corrections***
$68,930
FY 2020-21 $1,719,950 FY 2019-20 $1,676,416
Reserves 2020-2021 - $149,459
Reserves 2019-2020 - $224,255
523
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
District Attorney Personnel
$62,045
$27,795
County of Siskiyou
$28,108
$1,410,881
Probation/Sheriff
$1,083,078
$150,000
Public Health Allocation
$150,000
$97,037
District Attorney Allocation
$30,000
$30,000
Public Defender Allocation
$30,000
$143,108
Community Corrections
$55,257
FY 2020-21 $1,858,821 FY 2019-20 $1,438,488
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$3,136
Other: IT/Data/Case Mgmt.
$3,136
$6,743
Redwood Toxicology
$8,868
$700
BI, Inc.
$1,669
FY 2020-21 $10,579 FY 2019-20 $13,673
524
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.
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526
FY 2020-21 Community Corrections Partnership Survey
Solano County
CCP Membership as of October 1, 2020.
Chris Hansen Gerald Huber
Chief Probation Officer Department of Social Services
Bryan Kim Sandra Sinz
Presiding Judge or designee Department of Mental Health
Birgitta Corsello Marla Stuart
County Supervisor or Chief Administrator Department of Employment
Krishna Abrams Kate Grammy
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 Angel Aguilar
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
527
Goals, Objectives, and Outcome Measures
FY 2019-20
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,
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
Measure and Implementation Analyst
Progress The Department remains highly focused on fidelity and the quality delivery
toward of evidence-based programs and practices that are proven to reduce
stated goal recidivism and support each client’s path to prosocial self-sufficiency. The
commitment to fidelity and evidence-based programming will be further
deepened by a new Train the Trainer of all Interactive Journal Systems with
the added implementation support by our MINT Master Trainer in an effort
to align delivery of services with Motivational Interviewing as the
fundamental counseling skill. The Center’s for Positive Change (CPCs) are
the primary hub of delivery for all treatment program models. EPICS-II and
Carey Guides drive the supervision and support functions of supervision
officers, who are on a quarterly basis provided feedback and coaching from
both their supervisors and the QA Coach. The Carey Guide tools, well
aligned with criminogenic needs, provide individualized topics and activities
that are easily accessible to supervision officers for use in individual client
sessions. All adult supervision and case management officers complete an
Introductory MI course during their first year of employment. The
department is in the process of developing an internal team of EPICS-II
trainers to ensure that all supervision officers receive timely training and
coaching.
528
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.
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 The Sheriff’s Department initiated the MAT program within the County Jail
toward stated on September 22, 2020 however, the objectives outlined above were not
goal completed.
MedMark Treatment Centers which originally had agreed to provide all the
medication for the Jail MAT program, at no cost to the County, did not
come through. They never signed the MOU. When COVID hit the jail, it
provided an opportunity as the jail population fell and Wellpath agreed to
fund Suboxone and Naltrexone for the jail population. An MOU between
the Sheriff’s Office and Wellpath was not needed due to the contract the
Sheriff has with Wellpath to provide needed medication.
The Sheriff’s Office was not able to hire a Mental Health Clinician to serve
as the MAT Coordinator despite three rounds of interviews. The Sheriff’s
Criminal Justice Program Manager has stepped into this role for the
foreseeable future.
The Sheriff’s Office and Wellpath developed policies and Procedures for
the administration of medications to inmates in the county jail as well as
policies and procedures for the overall program in August of 2020.
While the Sheriff’s Office MAT program is able to continue inmates on
Suboxone and Naltrexone when they enter jail, individuals are still being
withdrawn from Methadone. The Sheriff’s Office must develop an MOU
with MedMark and Wellpath for the continuation of Methadone when
inmates enter the county jail.
529
The Solano County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal The Sheriff’s Office will continue inmates on Methadone when they
enter the county jail on this medication.
Objective The Sheriff’s Office will develop an MOU with MedMark Treatment Centers
and Wellpath (Jail Medical and MH provider) in order to have Methadone
provided by MedMark and administered by Wellpath at the county jail.
Objective The Sheriff’s Office MedMark and Wellpath will develop policies and
procedures for the administration of Methadone to inmates in the county
jail.
Outcome The MOU between the Sheriff’s Office, MedMark and Wellpath will be
Measure signed by March of 2021.
Outcome Sheriff Office policies and procedures for Methadone continuation will be
Measure developed by March 2021.
Progress In process. MedMark has been provided with the Sheriff’s version of the
toward MOU.
stated goal
Goal The Sheriff’s Office will continue implementation of a Solano
Community College Program in the county jails.
Objective The Sheriff’s Office will work with Solano Community College to solidify
processes for identification and enrollment of inmates into the
Correspondence Program.
Objective The Sheriff’s Office will refine tracking processes to enable inmates in all
three county jails to participate in the Correspondence Program.
Objective The Sheriff’s Office and Solano Community College will develop written
procedures for enrolling and tracking Solano County jail inmates
participating in the Correspondence Program.
Outcome The Sheriff’s Office will enroll a minimum of 40 inmates into the Spring
Measure Semester of the Solano Community College Correspondence Course
program.
Outcome The Sheriff’s Office will have refined its community college tracking
Measure process by February 2021.
Outcome Sheriff Office policies and procedures for the Solano Community College
Measure Correspondence Course Program will be developed by June 2021.
530
Progress In process.
toward
stated goal
Goal The Probation Department to conduct a study to determine the
Centers for Position Change (CPC) treatment model impact on client
participant’s reconviction rates
Objective Compare outcomes of successful and unsuccessful program participants
to a matched control group of clients who did not attend CPC programs.
Objective 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.
Objective Determine the effectiveness of the CPC’s treatment model on client’s
recidivism
Outcome Utilize the data findings to ensure that the offered programs meet the
Measure needs of the clients under supervision
Progress Beginning in 2021
toward
stated goal
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$167,746
CCP Planning
$159,574
$259,108
Health & Social Services
$291,141
$48,842
Alternate Public Defender
$46,115
$645,280
Public Defender
$617,686
$832,085
District Attorney
$770,295
$5,576,080
Sheriff Department
$5,723,422
$5,597,515
Probation Department
$6,268,656
FY 2020-21 $12,702,997 FY 2019-20 $12,909,143
FY 2019-20 PY Carry-forward Reserves $967,746
FY 2020-21 PY Carry-forward Reserves $423,659
531
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$109,148
District Attorney - Victim/Witness Services
$111,816
$58,598
Ongoing Planning & Implementation
$50,000
$109,148
Solano County Collaborative Court Services
$109,574
Health and Social Services - Substance $19,740
Abuse Treatment $12,105
Health and Social Services - Mental Health $207,348
Treatment $198,736
$722,937
District Attorney Legal Services
$658,479
Public and Alternate Public Defender Legal $694,122
Services $663,801
$1,155,445
Sheriff - Enforcement Team (SET)
$1,086,565
$2,520,363
Sheriff - In-Custody Services (Jail Beds)
$2,744,807
$963,318
Sheriff - In-Custody Program Services
$926,747
$423,587
Probation - Pre-Trial Services
$372,050
$2,606,021
Probation - Supervision Services
$2,771,724
$1,669,250
Probation - Centers for Positive Change
$1,943,882
FY 2020-21 $11,259,025 FY 2019-20 $11,650,286
532
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$7,000
Quality Assurance Services
Transportation Services
$46,000
$100,000
Housing Services
$125,000
$103,220
Drug Testing & GPS Monitoring
$130,000
$287,038
Assessment & Re-Entry Services
$292,221
$284,042
Substance Abuse Treatment Services
$310,300
$525,183
Mental Health Treatment Services
$573,082
$561,148
Employment Services
$750,000
FY 2020-21 $1,867,631 FY 2019-20 $2,226,603
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, nine 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
533
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?
Yes. Solano County has implemented evidence-based, research-informed, and
promising practices to determine the most effective programs and services. Information
is collected from resources such as the National Registry of Evidence-Based Programs
and Practices, Washington State Institute for Public Policy, and the PEW Charitable
Trusts Results First Clearinghouse Database. The County also considers the knowledge
of our staff, community, as well as other probation jurisdictions to make final
determinations for programming and services.
In addition to working with national consultants that have expertise in evaluation results
and implementing evidence-based practice, the Department now has a full-time Social
Services Manager, a full-time Quality Assurance and Implementation Analyst who
provides continuous review and evaluation of our programs and services, and a Project
Manager to collect, analyze and compare program data.
Does the county use BSCC definitions (average daily population, conviction, length
of stay, recidivism, and/or treatment program completion rates) when collecting
data?
Yes 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)?
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?
Two Mental Health Clinicians are embedded at the Probation Department’s Centers for
Positive Change. Utilizing the Correctional Mental Health Screens (male and female) as
a triage starting point, clinicians determine the need for assessment. Essentially the
same process as above is still followed. However, the Organized Delivery System (ODS)
534
designed under the County’s Drug Medi-Cal program allows for more options for
treatment services, both SUD and co-occurring to ensure all clients have access.
The Probation Department also created a specialized Mental Health (MH) embedded
caseload. The goal of this program is to reduce recidivism among clients through a
collaborative effort between integrative Probation and Mental Health services. The team
primarily consists of a probation officer and licensed mental health clinician embedded at
Probation; however, other county and community services are utilized to support the client
and team in achieving success. Clients are referred to the program through a probation
officer or the Court. Upon referral, the embedded clinician performs a clinical assessment
and screening for mental health needs and assists the client in connecting with treatment
services. Should the client meet specific qualifying criteria, the clinician presents the
client’s case to the MH Probation Officer and Supervising MH Probation Officer for
assignment consideration on the MH Embedded Caseload. Clients placed on this
probation caseload are provided with supervision and case management responsive to
the client’s overall LSMI risk/needs, compliance with probation terms, and mental health
condition.
A mental health provider is contracted through WellPath for the County Jail. They provide
screening, assessment, diagnosis, medications, medication management, triage, crisis
intervention, crisis management, and work with the Reentry Planning Committee to refer
inmates into appropriate case management/treatment programs as they transition to the
community.
In 2019, a Jail Based Competency Program was added to the array of programs at the
Sheriff’s Office. This program was developed to work with those who were considered
incompetent to stand trial as an alternative to the long waiting lists that exist for those
waiting for a State hospital bed. The program works to restore individuals to competence
in order that they are able to assist their public defender in their Court process. As a
result of participating in the program, many individuals also see improvement in mental
health functioning.
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.
In 2015, the Probation Department contracted with Leaders in Community Alternatives
(LCA) to provide employment services to probation clients. LCA delivers a full array of
programming to include job readiness, job search, and job retention. An Interactive
Journaling System serves as the base curriculum for the program.
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In the Fall of 2015, the Sheriff’s Office developed an MOU with the Five Keys Charter
School, a charter school that specializes in offering high school curriculum inside of
county jails. Thus, the Solano County Jail was able to have an embedded high school
inside the jail. The inclusion of Five Keys into the continuum of program services in the
jails has allowed the jails to dramatically expand access to educational services. Five
Keys has provided up to six teachers between the three jail sites. This has allowed for
up to 185 inmates to receive educational services on a daily basis. Prior to this time, only
28-30 inmates received educational services. These services have been a combination
of classroom-based education (at minimum one classroom per jail site), and independent
study for those unable to participate in more traditional education formats. In addition to
classroom-based services and independent study, Five Keys also provides Special
Education to those inmates who have an Individual Education Plan (IEP). Five Keys has
awarded approximately 80 High School Diplomas to Solano County inmates over the
course of the last five years. Inmates can earn high school credits through Five Keys and
can take these credits to any accredited high school or adult school. Additionally, Five
Keys has developed, in concert with the Probation Department and community-based
providers, classrooms in the community in Vallejo, Fairfield, and Vacaville. Individuals
who have participated in custody are eligible to continue their education with Five Keys
in any of these community classrooms regardless of their supervision status.
In the Spring of 2015, the Sheriff’s Office, in concert with the Probation Department,
developed a contract with LCA to provide employment readiness skills to both male and
female inmates at the Solano County Jail. Annually, LCA provides six to eight-week
employment readiness classes to 240 inmates. In addition to participation in the in-
custody classes, any inmate who participates in the class is eligible to obtain job
placement and barrier removal services at the Probation Department’s CPCs, regardless
of whether or not they are on Probation.
Vocational training was initiated at the new Sheriff’s Rourk Vocational Training Center in
August of 2019. The first vocational course offered was forklift/powered pallet truck
training. The second vocational training program offered was forklift training for women,
followed by welding for men offered by Solano Community College. Finally, in February
of 2020, the laborer’s union, Sheriff’s Office, and the Workforce Development Board
offered a laborer union pre-apprenticeship training program. Solano Community College
was set to offer a hybrid beginning/advanced welding class for men in March of 2020;
however, COVID stopped this course from starting. The Rourk Vocational Training
Center has been closed during COVID due to the moratorium on group programming at
the Sheriff’s Office.
The Sheriff’s Office plans to resume programming at the Rourk Vocational Training
Center in 2021. Offerings will include a laborer’s union pre-apprenticeship program, a
carpentry pre-apprenticeship program, welding and auto tech through Solano Community
College, and heavy machinery operations offered by Sheriff’s Office staff. Additionally,
the Sheriff’s Office will issue a truck driving RFP to teach truck driving to inmates. Finally,
the Sheriff’s Office and Probation Department are developing an MOU which would allow
clients under the jurisdiction of the Probation Department to obtain Vocational Training
programming at the Rourk Center.
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FY 2020-21 Community Corrections Partnership Survey
Sonoma County
CCP Membership as of October 1, 2020.
David Koch Katie Greaves
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 Tatiana Lopez
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
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Goals, Objectives, and Outcome Measures
FY 2019-20
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 and respond to DRC program evaluations
Outcome Percentage of participants enrolled in and commencing an evidence-based
Measure program
Outcome Progress on evaluating and improving programs
Measure
Progress Of 147 intakes in FY 19-20, 89 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
Corrections Institute. The table below details FY 19-20 enrollment and
commencement results for Cognitive Behavioral Intervention, as well as
additional evidence-based courses that participants may take based on
individual needs. Enrollee counts were down by 38% from FY 18-19
because of the Coronavirus pandemic. As the pandemic forced a transition
to remote services in FY 19-20, we modified programming in consultation
with criminal justice researchers at UC Berkeley and the University of
Cincinnati Corrections Institute in an effort to maintain program fidelity.
Evidence-Based # Enrollees # Beginning % Enrollees
Program FY 19-20 Treatment Beginning
FY 19-20* Treatment
FY 19-20
Cognitive Behavioral 89 59 66%
Intervention
Advanced Practice 54 52 96%
Aggression 37 29 78%
Replacement Training
Outpatient Substance 38 37 97%
Abuse Treatment
There are two primary reasons why enrolled individuals might not
commence treatment: 1) Some participants abscond or return to custody
in the period between program enrollment and the start of instruction, and
2) Some participants have more urgent treatment needs, often substance
use-related, between program enrollment and the start of instruction.
Additionally, some participants did not have the technology needed for
remote instruction that began in April 2020.
In addition to the individuals counted in the table, the Day Reporting Center
also provided Cognitive Behavioral Intervention to non-enrolled individuals
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who were either in jail or receiving Forensic Assertive Community
Treatment.
Last year, we reported results from a FY 18-19 DRC outcome evaluation
performed by an external evaluation firm. This year, we report our progress
in implementing the report’s recommendations. The primary
recommendations were to increase dosage levels for high-risk and
moderate-risk individuals, and to explore strategies to mitigate barriers that
inhibit participants’ engagement in the DRC.
Regarding dosage, we are restructuring our advanced practice program,
where participants may continue honing their behavioral skills after
completing the Cognitive Behavioral Intervention or Aggression
Replacement Therapy courses. Modifications to the advanced program are
intended to increase both dosage and attendance. While we do not expect
the increases to be dramatic, increasing dosages on a larger scale will
require expanding the current DRC, an endeavor for which we do not
currently have sufficient resources.
Regarding barriers to treatment, the current evaluation focused more on
quantifying outcomes than on explaining them. Consequently, we have
undertaken a separate study focused specifically on understanding and
addressing these barriers.
An additional continuing study, funded by the Laura and John Arnold
Foundation and conducted by researchers at UC Berkeley and UC Irvine,
focuses on the efficacy of the Day Reporting Center’s Cognitive Behavioral
Interventions curriculum in reducing recidivism among mentally ill
offenders—a topic of great importance, as approximately half of DRC
participants have mental illness. The study includes approximately 400
participants, and completion is expected in 2022. We will report results
here as they become available.
Goal Continue managing the jail population in a manner consistent with
public safety
Objective 100% of sentenced individuals will be reviewed for eligibility for pretrial
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
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Progress During calendar year 2019:
toward • All booked individuals with new charges were assessed for pretrial
stated goal services program eligibility. Additional individuals were assessed for
pretrial services as ordered by the courts.
• 100% of sentenced individuals were reviewed for low-risk inmate
program eligibility. The Sheriff’s Office placed 450 individuals on
electronic monitoring supervision, of whom 437 successfully completed
the program, for a success rate of 97%.
• As part of the PC 1370 restoration program, 38 felony inmates and 40
misdemeanor inmates were restored to competency.
• The Department of Health Services provided Starting Point services to
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 19-20, offender needs surveys indicated that 180 Sonoma
toward County probationers needed housing services, comprising 133 who were
stated goal homeless sometime during the year and 47 who were living transiently
(“couch surfing”). Because the pandemic severely limited in-person
services in the last quarter of FY 19-20, including conducting the
assessments that identify housing needs, we estimate the actual counts
were closer to 240 Sonoma County probationers needing housing
services, comprising 177 who were homeless sometime during the year
and 63 who were living transiently. Although we continued addressing
housing needs during the last quarter of FY 19-20, our associated data
collection was interrupted during this time.
During the same period, 188 probationers received Probation Department-
funded transitional housing, which almost equaled the 192 probationers
who received housing in FY 18-19. During the third quarter of FY 19-20,
we were on pace to increase transitional housing placements by 18%.
However, in the fourth quarter, the pandemic slowed progress as we
turned our focus to distancing existing residents from each other, which
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often meant providing private bedrooms to residents, versus the previous
convention of sleeping two to a room. During this period, intakes slowed
dramatically. Despite this challenge, the table below suggests the
Probation Department continued increasing the percentage of homeless
offenders receiving transitional housing.
# 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
FY 19-20 65 240 188 0.78
AB 109 funding supported 26 beds in FY 19-20, with the remaining 39
beds supported by a Department of Finance transitional housing grant.
Also in FY 19-20, an external evaluator completed a study of Probation’s
transitional housing program and provided the following
recommendations:
• Offer transportation assistance to program participants.
• Provide targeted services and resources to address female
participants’ needs.
• Develop a training curriculum focused on working with justice-involved
individuals.
• Establish a shared understanding of the housing first model and how it
is implemented within the transitional housing program.
• Develop criteria to standardize referrals.
• Maintain lines of communication between [the housing provider] and
Probation to promote coordination of care.
• Increase the capacity of transitional housing program to analyze HMIS
data.
• Understand and improve the low enrollment rate (referring to
individuals who were referred to, but did not enroll in, transitional
housing services).
• Explore why the Hispanic/Latino population is underrepresented in the
program.
Aided by these recommendations, the Probation Department will continue
adjusting and strengthening its transitional housing program.
In January 2020, Probation opened a new eight-bed transitional housing
facility for individuals on pretrial 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
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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 2020-21.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
Superior Court
$97,200
6,576,950
Sheriff's Office
$7,101,432
341,976
Public Defender
$329,368
5,780,247
Probation Department
$5,712,100
25,000
Information Systems Department
$25,000
276,040
Human Services
$279,906
891,395
Health Services
$1,111,892
420,565
District Attorney
$387,116
25,000
County Counsel
$50,000
FY 2020-21 $27,465,704 FY 2019-20 $15,658,546
FY 2019-20 Carryover Funds $15,658,546
FY 2020-21 Carryover Funds -$1,208,642
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FY 2019-20 and 2020-21 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
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
1,431,573
Wellpath
1,317,661
104,250
Resource Development Associates
200,000
306,612
InterFaith Shelter Network
292,329
Child Parent Institute
51,000
California Human Development or Drug Abuse 362,000
Alternatives Center 340,755
100,000
BI, Incorporated (electronic monitoring)
587,000
FY 2020-21 $2,446,999 FY 2019-20 $2,931,309
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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,
as occurred in the FY 20-21 budget, CCP members rank the importance of existing
programs, and then discuss which program cuts would minimize negative impact.
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.
• 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.
• Since 2016, the CCP has retained an external research organization to evaluate CCP-
funded programming. Completed evaluations include the following:
o AB 109 Evaluation: Needs and Cost Analysis
o AB 109 Evaluation: Reconviction Analysis
o AB 109 Implementation Evaluation Report
o Day Reporting Center Process Evaluation
o Day Reporting Center Outcome Evaluation
o Program-Level Evaluation of California Human Development
o Program-Level Evaluation of Residential Substance Use Treatment
o Program-Level Evaluation of Transitional Housing Services
Please email brad.hecht@sonoma-county.org for copies of these studies.
Studies underway include a probation supervision process evaluation, a reentry
assessment, and a racial and ethnic disparities assessment.
Does the county consider evaluation results when funding programs and/or
services?
Yes
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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
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 $3,476,619 or 24% of Sonoma County’s FY 20-21 Realignment
budget, down from $4,040,465 or 27% of the FY 19-20 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.
Classroom activity at the Sonoma A Five Keys participant takes a
County DRC shortly before the test at the Sonoma County
Coronavirus pandemic DRC
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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.
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 a behavioral health therapist embedded with Probation’s AB109
team or to community-based treatment providers.
Penal Code 1370 Restoration Services: PC 1370 states that defendants found mentally
incompetent will have their trial, hearing on the alleged violation, 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 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 facilitate
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.
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 1.25%
of California’s population, it receives 0.88% of AB 109 base funding, or only 70% of the
funding that might be expected for a community its size. Service shortages in previous
years were exacerbated in FY 20-21 as the CCP cut $1.8 million of programming to
balance its budget, including reductions to adult education, electronic monitoring of
offenders in the community, program evaluation, substance use disorder services, and
Penal Code1368 Mental Competency Assessments, which determine whether a full
competency process should be ordered for criminal defendants, thereby limiting non-
competency cases from delaying the process, and reducing unnecessary detention for
some defendants. In summary, tightening fiscal conditions have forced increasing
emphasis on the basic functions of incarcerating and supervising realigned populations
at the expense of some programs intended to reduce recidivism and increase public
safety. In addition to program reductions, the CCP has endeavored to balance the budget
by pursuing grants and absorbing costs of realignment into department budgets.
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What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
The CCP is reducing reliance on electronic monitoring of offenders in the community, a
practice whose efficacy is not consistently supported by research. Additionally, we are
exploring lower-cost and less invasive applications that use offenders’ smartphones to
track and communicate with them.
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. As described in our
goal statements above, we will report results of a continuing multi-year study as they
become available. This study, conducted by researchers at UC Berkeley and UC Irvine,
focuses on the efficacy of Cognitive Behavioral Intervention for people with mental illness.
Quotations from Sonoma County Day Reporting Center Graduates
“The DRC has encouraged me to have a say and really made me feel like they
valued my opinion.”
“The staff at DRC has really helped me to stay encouraged and motivated to make the
necessary changes to better my life.”
“The CBI program is beneficial for everyday life situations and I would encourage anyone to
adopt this program to teach these useful skills as a preventative and corrective measure.”
“[Aggression Replacement Therapy was a] very good class to learn how to control negative
behavior and teaches how to be more honest and less selfish.”
Home Confinement: 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 2019, the program successfully
placed 437 inmates into home confinement, saving 14,565 jail days.
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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
continues to expand. In 2019, the Sheriff’s Office partnered with Five Keys Charter
School & Programs. Five Keys is the first charter school for incarcerated adults in the
nation. It is a fully accredited public high school with more than a decade of specialized
experience in providing general education needs in adult detention facilities. The Sheriff’s
Office continues to offer literature appreciation classes and has added ESL, literacy and
writing development courses, and library services. In 2019, Changing Gears, a bicycle
program, was launched with the goals to provide basic rider education and useful skills,
with the potential for bicycle mechanic training and transportation for post-release
inmates.
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FY 2020-21 Community Corrections Partnership Survey
Stanislaus County
CCP Membership as of October 1, 2020.
Mike Hamasaki Kathryn Harwell
Chief Probation Officer Department of Social Services
Dawna Reeves Ruben Imperial
Presiding Judge or designee Department of Mental Health
Kristin Olsen 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 Brittany Harker
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
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Goals, Objectives, and Outcome Measures
FY 2019-20
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.
Progress In 2015, a subcommittee was developed 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 2017-2020 fiscal years, several workgroup and
leadership meetings were held 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 of Focus on Prevention.
The plan is to learn from these beginning efforts and then expand to
additional families across Stanislaus County. The first population that was
involved in this effort was those who had been engaged in the juvenile and
criminal justice systems, their families, and families that had been directly
affected by their actions. Outcome measures will continue to be developed.
In fiscal year 2019-2020, members of the Adult Drug Court population were
being considered as the next potential pilot group for the Focus on
Prevention initiative.
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
Outcome Increase the percentage of people who are homeless who access
Measure resources to improve their well-being.
Outcome Increase the percentage of people who are homeless who are
Measure experiencing improved well-being.
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Outcome Increase the percentage of people who are homeless who are
Measure experiencing 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.
The following strategies have been developed:
Outreach and Engagement: Improving community-based outreach and
engagement strategies with a focus on identifying individuals who are not
currently connected to services, and as trust is established, those
individuals are introduced and connected to a variety of health, housing
and community services and supports.
Coordinated Access: Developing a countywide coordinated access
system that integrates all public and community-based services and
community supports.
Housing: Improving access to temporary, transitional, and permanent
supportive housing.
Supportive Services: Increasing the availability, effectiveness and
alignments of homelessness services and community supports that help
people escape from and stay out of homelessness.
During the 2019-20 fiscal year, a new, low-barrier shelter was built and
housed approximately 180 residents experiencing homelessness. This
shelter also served as a “one-stop shop” and includes an Outreach and
Engagement Center (OEC). The OEC was implemented to coordinate the
provision of multiple services for those in the community struggling from
homelessness.
Additionally, the Community Assessment Response and Engagement
(CARE) Team was developed to assist the homeless population in
Stanislaus County. CARE is a multidisciplinary team focused on assisting
the homeless individuals. The team is composed of mental health, criminal
justice, and other service providers who facilitate and provide outreach and
engagement services to a targeted homeless population. The CARE team
seeks to address the mental, physical and social needs of their clients
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through assessment coordination and linkage to treatment services. The
team develops individualized intervention plans for this population with a
focus on connecting individuals with appropriate services and community
supports through intensive engagement and case management. The team
ensures the individual, who was referred to services, is actually engaged
by the service provider and is accepted into a full-service partnership
program. Last, the CARE team assists clients in obtaining and completing
the necessary documentation to assist them in obtaining stable housing or
shelter. Outcome measure data is not available yet for CARE, as the OEC
is still in its infancy.
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.
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 The number of offenders satisfied with the program.
Measure
Outcome Was the group information and content clear and understandable?
Measure
Outcome Number of offenders with a clear plan of action upon completing a
Measure program.
Outcome Did we treat them well?
Measure
Outcome Did we help them with their need?
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.
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Progress The Board of State and Community Corrections defines recidivism as a
toward conviction of a new felony or misdemeanor committed within three years
stated goal of release from custody or committed within three years of placement on
supervision for a previous criminal conviction. Using a similar
measurement, the Day Reporting Center tracks recidivism for those
offenders who sustain a new misdemeanor or felony conviction within
three years of successfully or unsuccessfully completing
services/programming. Additionally, offenders completing programs at the
DRC complete a Client Satisfaction Survey detailing their level of
satisfaction with the service that was provided to them. These surveys are
utilized to evaluate the programs’ effectiveness and the willingness to
continue with their services. Review of the Satisfaction Surveys beginning
in 2018 to the present, show a vast majority (approximately 85%-90%) of
offenders reported they “agreed” or “strongly agreed” with every evaluation
category on the survey. Of the remaining offenders, several reported a
neutral response. The categories in which offenders either “disagreed” or
“strongly disagreed” were in the areas of; “Law Enforcement staff involved
was helpful,” “Gaining employment will be easier,” and “I have gained
knowledge on resources available in the community.”
Outcome measures for fiscal year 2019-20 were as follows:
Number of referrals to the Day Reporting Center: 2414
Participants who recidivated within 3 years: 134 (14%)
Number of participants who were referred and completed a class: 207
(20%)
Number of offenders who completed a class and recidivated: 19 (9%)
Number of offenders who failed to show up for class: 638 (62%)
Number of offenders who did not show up to class and who did not
recidivate: 114 (18%)
Goal Data Assessment
Objective Identify specific data elements for analysis.
Objective Develop appropriate interfaces and applications.
Objective Develop reports that measure outcomes and costs.
Objective Share data to agencies, as appropriate.
Objective Establish an evaluation process (data, programs, etc.).
Progress The CCP has budgeted $55,690 for the next five Budget Years to create
toward and maintain a data warehouse. The purpose of the data warehouse was
stated goal to share, evaluate, store, view and manipulate data from a variety of
different sources. Work commenced on this project during the 2016-2017
fiscal year, with the program having the ability to import data from the
Probation Department, Sheriff’s Department and District Attorney’s Office.
Work continues to be needed to manipulate data, run reports and create a
unified party system where one offender can be tracked across all
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databases. Due to lack of resources, work on the data warehouse has
been suspended indefinitely. If completed, the data warehouse will assist
the CCP in making much more informed decisions concerning supervision
practices, services and treatment.
The Stanislaus County CCP reports it will use the same goals,
objectives, and outcome measures identified above in FY 2020-21.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$3,691,141
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
$535,261
District Attorney's Office
$504,963
$647,185
Public Defender's Office
$629,397
$2,716,098
Behavioral Health and Recovery Services
$2,564,398
$5,664,378
Probation Department
$5,405,870
$13,567,164
Sheriff's Department
$13,528,365
FY 2020-21 $28,608,917 FY 2019-20 $25,420,683
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$55,690
Data Warehouse Project
$55,690
$100,000
Regional Apprehension Team
$100,000
$132,000
Community Services Agency
$132,000
$535,261
District Attorney's Office
$504,963
$647,185
Public Defender's Office and Indigent Defense Fund
$629,397
$2,716,098
Behavioral Health and Recovery Services
$2,564,398
$5,034,878
Probation Department
$4,776,370
$11,804,218
Sheriff's Department
$11,804,218
FY 2020-21 $21,525,330 FY 2019-20 $20,567,036
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
Requests for Proposals - Community Based $1,000,000
Organizations $1,000,000
$1,147,346
Wellpath
$1,608,547
$629,500
Day Reporting Center Programming and Services
$629,500
$393,600
In-Custody Programming and Services
$393,600
$222,000
Salvation Army Beds
$222,000
FY 2020-21 $3,392,446 FY 2019-20 $3,853,647
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 2020-2021 through 2024-2025, the
CCP specifically budgeted funds for Community Based Organizations to provide
services/programming to offenders. As part of the funds, each Community Based
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Organization must submit a Request for Proposal (RFP) to receive an award. The RFP
process includes submitting references, describing approaches and methodologies and
articulating indicators and measurements towards the Results Based Accountability
model. RFP submittals are evaluated by CCP panel members, who subsequently make
recommendations to the CCP Executive Committee. The CCP Executive Committee then
formally votes and presents their recommendations to the Board of Supervisors. The
Board of Supervisors must subsequently provide approval before services are rendered
and funds released.
Does the county evaluate the effectiveness (as defined locally) of programs and/or
services funded with its Public Safety Realignment allocation?
Yes
If yes, how?
The CCP has annually budgeted $84,000.00 for a crime analyst. The crime analyst is
funded through 2024-2025. 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 2020 included; the number of referrals provided to offenders, which
saw an increase of 37.5% since the last report and recidivism data for those who were
referred to classes and those that completed classes at the Day Reporting Center. Also,
a programming module was developed and implemented this fiscal year to aid in tracking
classes at the DRC. The CBI programming platform tracks which modules and sessions
have been completed. This gives us the ability to track the number of evidence-based
hours. In addition, it gives us the ability to track which modules have not been completed
so that a make-up session may be scheduled and completed. This function helps to
adequately track when a defendant completes a CBI class and when they have received
the entirety of the program and required dosage. In some programs, these sessions have
been divided into class installments to allow for varying entry points for those defendants
who have fallen off and need to return to a specific program.
Additionally, vendors who are selected through the RFP process to provide services at
the DRC agree 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 as well as a Continuous Quality Improvement training
for staff. 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
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If yes, how?
Vendors who are currently funded through the CCP’s Community Based Organizations
allotment must reapply for funding through the RFP process every two years as outlined
in question #13 above. References and outcomes from the previous fiscal year(s) are
considerations for panel members and 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)?
21-40%
We would like to better understand your county's capacity to offer mental health,
substance use disorder, behavioral health treatment programs, and/or other
services? What type and level of services are now available?
The following summarizes the various levels of services that are presently being offered
through CCP funding:
Sierra Education and Counseling Services utilizes evidence-based practices to address
violent and abusive behavior and assists individuals in developing healthier coping
mechanisms. The goal of this program is to provide services that will support offenders in
understanding the law and accepting responsibility for their current offenses, and
ultimately attaining education, employment, and self-sufficiency. This program aims to
prevent offenders from further involvement in the criminal justice system. Sierra
Education and Counseling Services utilizes the evidence-based Cognitive Behavioral
Intervention model designed by the University of Cincinnati. Sierra Education offers two
different treatment programs: Domestic Violence and Batterer’s Intervention Program
(DVBIP) and the Child Abuse and Neglect (CAN) Program.
Domestic Violence and Batterer’s Intervention Program is designed to assist individuals
in understanding the laws relative to domestic violence and, related issues; provide a
clear understanding of the negative effects domestic violence has on individuals, families,
and communities; and present a working knowledge of what constitutes domestic
violence including physical, emotional, verbal, economic, and sexual abuse. This program
also enables participants to develop effective skills and tools for problem-solving, positive
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approaches to conflict resolution, constructively managing stress and promoting an
awareness of personal responsibility and consequences. There is also increased
understanding of the relationship between drugs, alcohol, and violence.
Child Abuse and Neglect program is designed to end child abuse and neglect by helping
individuals understand the laws relative to child abuse and related issues; providing a
clear understanding of how destructive parenting actions lead to child abuse; educating
individuals about developmental stages in children, the differences between discipline
and punishment, and age appropriate expectations. Participants learn effective skills and
tools for problem-solving, positive conflict resolutions, and constructively managing
stress. The program aids participants in recognizing and meeting the needs of children
and assists them in creating appropriate behavior management plans. Additionally, the
program promotes an understanding of personal responsibility and consequence: and
increases awareness of the relationship between drugs, alcohol, and violence.
Sierra Vista Family Counseling (SVFC) utilizes evidence-based practices to address
violent and abusive behavior surrounding domestic violence and assists individuals in
developing healthier coping mechanisms by way of education, intervention and behavior
modification skills. The overall purpose of Sierra Vista Child & Family Services is to
provide therapeutic and rehabilitative services for offenders under the jurisdiction of the
Probation Department and the Sheriff’s Office to reduce recidivism and violence and
improve their overall quality of life. SVFC utilizes the evidence-based Cognitive
Behavioral Intervention model designed by the University of Cincinnati.
Behavioral Health and Recovery Services (BHRS): BHRS received funding beginning in
Fiscal Year 2012-2013 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. Treatment at the DRC follows an Intensive Outpatient Treatment (IOT)
model consisting of a minimum of nine hours per week of programming, offered in 3-hour
sessions, 3 days per week. Individuals also must meet at least one time per month for
individual counseling, as well as drug testing. Additionally, during this Fiscal Year, BHRS
staff also began utilizing the University of Cincinnati’s Cognitive Behavioral Intervention
(CBI) model of evidence-based practice programming.
BHRS also provides 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.
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
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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, linked to Wellpath, 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.
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.
Leaders in Community Alternatives (LCA): LCA has focuses on the criminal justice
population, delivering individualized case management, treatment, barrier removal,
employment and employment readiness services, family reintegration, Cognitive
Behavioral Therapy (CBT), pro-social behavior and Aggression Replacement Training
(ART). LCA serves the criminal justice population and utilizes the evidence-based CBI
model developed by the University of Cincinnati for employment. LCA has access to
critical community resources and consistently works towards developing model services
which achieve positive long-term change. LCA’s day reporting center programs’ goal is
to reduce recidivism, improve public safety, and provide for positive change in program
participants’ lives.
Learning Quest: The overall purpose of Learning Quest – Stanislaus Literacy Centers
(LQSLC) is to provide case management, educational, High School Equivalency classes,
employment and vocational services, along with life skills, to program participants under
the jurisdiction of the Probation Department and the Sheriff’s Office to reduce recidivism,
increase gainful employment and/or educational skills and improve their overall quality of
life.
What challenges does your county face in meeting these program and service
needs?
This Fiscal Year saw a global pandemic that no one could have prepared for. This
challenge affected the way services and programming were administered to our
offenders. With the onset of COVID19, our Day Reporting Center suspended all classes
beginning in March 2020. The closures remained in place until mid-June, when classes
started to slowly transition back to the DRC in a phased approach. By July 2020, the end
of this fiscal year, all classes were back at the DRC serving our clients. However, due to
social distancing protocols, class sizes had to be greatly reduced. Although services are
continuing during the pandemic, the number of offenders allowed into classes is limited
and wait lists extended. As a result, BHRS and Sierra Education turned to virtual platforms
to engage their clientele in programming and community resources while in-person
sessions were suspended. Initially, there were several barriers to transitioning to an on-
line platform, such as: confidentiality, HIPPA guidelines, internet access, data plans and
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availability of devices. BHRS has since reported positive outcomes with the on-line
platform such as: the ability to offer classes to those that have difficulty traveling to the
DRC and the ability to offer more group and one-on-one sessions. However, with the on-
line platform come limitations with utilizing the CBI model as the lesson plans require
group involvement, completion of diagrams, journals and homework. Lastly, with virtual
classes, this has limited the human element of connection. As well in years past, 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.
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties
would find helpful?
During Fiscal Year 19-20 we implemented an evidence-based intervention model for our
adult offenders known as EPICS. The purpose of the EPICS model is to teach probation
officers how to apply the principles of effective intervention (and Core Correctional
Practices (CCP) specifically, including relationship skills) to community supervision
practices. The core correctional practices (or competencies) are organized into an overall
framework to assist with the application of specific skills within the context of community
supervision. The EPICS model is designed to use a combination of monitoring, referrals,
and face-to face interactions to provide the offenders with a sufficient “dosage” of
treatment interventions and make the best possible use of time to develop a collaborative
working relationship. The EPICS model helps translate the risk, needs and responsivity
principles into practice. Community supervision officers are taught to increase dosage to
higher risk offenders, stay focused on criminogenic needs, especially the thought-
behavior link, and to use a social learning, cognitive behavioral approach to their
interactions. The EPICS model is not intended to replace other programming and
services, but rather is an attempt to more fully utilize officers as agents of change. One
of the most important aspects of EPICS is the training, coaching and the use of core
correctional practices. Core Correctional Practices (CCP) includes general skills to
enhance the relationship between staff and offenders, verbal practices to manage
misbehavior and encourage prosocial behavior, and cognitive behavioral interventions
focused on helping offenders change their thinking and manage risky situations in
prosocial ways. The EPICS model was designed to increase dosage by encouraging
officers to incorporate cognitive behavioral strategies into contact sessions with moderate
and high-risk offenders. The research on CCP and the use of these models demonstrates
that training and coaching significantly influences staff behavior (e.g., improved
relationships between staff and offenders, increased targeting of criminogenic needs,
increased identification of antisocial thinking) and offender behavior (e.g., reduced
recidivism, reported improvements in relationship with officers, increased retention).
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
The Cognitive Behavioral Intervention (CBI) model our county has adopted has been
implemented into several courses provided at the Day Reporting Center, as well as in
custody at the Stanislaus County Public Safety Center. Beginning July 1, 2020, fifteen
domestic violence classes began the transition to the CBI model, and all substance abuse
programs as well as our mental health programs are utilizing the CBI model as well. Data
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regarding the participants who attended CBI in-custody and later entered into an open
program at the DRC are tracked so CBI graduation and overall recidivism rates of this
group can be analyzed and reported out. However, due to the pandemic, in custody CBI
groups have been suspended since March 2020. Since the inception of the Cognitive
Behavioral Intervention Domestic Violence class at the DRC, 67 offenders are currently
enrolled. The complete transition to the CBI model for domestic violence and child abuse
and neglect is expected to be completed by July 2021.
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FY 2020-21 Community Corrections Partnership Survey
Sutter County
CCP Membership as of October 1, 2020.
Donna Garcia Nancy O’Hara
Chief Probation Officer Department of Social Services
Stephanie Hansel Rick Bingham
Presiding Judge or designee Department of Mental Health
Jim Whitaker Rinky Basi
County Supervisor or Chief Administrator Department of Employment
Amanda Hopper Rick Bingham
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
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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
Measure Probation Department's employment services program
Progress A total of 89 Employment referrals were received from 7/1/19 through
toward 6/30/20. Out of those 89, 30 individuals secured employment, 7 are still
stated goal actively working with the Employment Specialist to overcome barriers, and
52 were discharged from the services. The discharge rate is believed to be
on the high side due to COVID-19’s disruption and influence on program
offerings beginning in March 2020. Overall, 34% of the referred offenders
obtained employment in FY 2019-20.
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 This goal is still in progress. Work with the homeless population has not
toward been formally tracked as COVID-19 has made it difficult. Moving forward,
stated goal Probation will be tracking every case management referral made to Sutter
Yuba Behavioral Health (SYBH) for housing for the clients that meet with
the forensic therapist housed at Probation. This will be the first step to
initiate tracking referrals and outcomes for the identified transient
population that is looking for assistance in housing. Once a referral is made
to the Case Manager at SYBH, this Supervising Probation Officer, in
collaboration with the forensic therapist, will request weekly updates to
document the outcome (housing secured, lost touch with the client,
barriers, etc.)
In FY 2019-20, four PRCS offenders were housed at local clean and sober
living homes using PRCS mitigation funds and AB 109 monies, for a total
of $3,550 going toward transitional housing. In the future, other homeless
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offenders will be tracked via the Probation Department’s new case
management system which was implemented at the end of June 2020.
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
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 A total of 101 referrals (many were re-referrals) were made from July 1,
toward 2019, through March 12, 2020. Unfortunately, no referrals were made
stated goal after March 12, 2020, due to COVID-19. Out of those 101 referrals, 27
were referred to CHOICES, and 11 to Recovery Basics. The remaining
were discharged, incarcerated, or in the process of being enrolled when
COVID-19 precipitated a county shutdown and subsequent safety
measures. Under normal circumstances, the substance abuse program
has a better record of re-enrolling clients even when they have failed to
make their appointments and/or been discharged; however, this year was
unique due to the pandemic. The closure of the department resulted in
the complete closure of the program for the time being, which meant there
was no opportunity to reconnect with referred clients.
Additionally, the two intervention counselor positions have remained
empty. The program had three counselors available to provide services
for a brief time before the pandemic struck, however, two of those
counselors have been reassigned to SYBH to provide other services. The
Probation Department had hired and trained a new probation officer to
provide services as well, but that new hire quit the position before the
completion of the first year. That position is currently vacant also.
The Sutter County CCP will add and/or modify goals, objectives, and
outcome measures identified above in FY 2020-21.
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Goals, Objectives and Outcome Measures
FY 2020-21
Goal Provide employment services to out-of-custody supervised offenders at
the Probation Department’s Resource Center
Objective 30% of referred offenders will obtain employment in FY 2020-21
Outcome Number of referred offenders who obtain employment through the
Measure Probation 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 2020-21
Objective Increase the number of client graduations in the Probation Department’s
CHOICES program by 2 over FY 2018-19’s total number of graduates.
Objective Fill two vacant CCP funded Intervention Counselor positions
Outcome The number of CHOICES program graduates over FY 2018-19’s
Measure graduation total of 13. (Due to pandemic, FY 2019-20 data will not be used)
Outcome Two Intervention Counselors and one Probation Officer are hired, trained,
Measure and begin providing program services to AB109 clients in FY 2020-21, and
the program becomes fully staffed.
Progress In Progress
toward
stated goal
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-120 and 2020-21 Allocations
$16,000
City Police
$13,281
$30,000
Public Defender
$21,000
$51,540
Victim Witness
$46,809
$362,462
Public Health
$269,592
$444,919
Behavioral Health
$322,510
$129,247
District Attorney
$87,140
$1,486,233
Sheriff
$1,192,719
$1,563,090
Probation
$1,316,669
10% Local Innvoation Subaccount
$73,785
FY 2020-21 $2,876,100 FY 2019-20 $4,034,782
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$31,936
First Step Behavioral Health Program
$37,009
$16,000
Police Services
$13,281
$159,247
Attorney Services
$107,025
$51,540
Victim Services
$47,923
$637,426
Jail Medical Services
$476,326
$1,211,269
Jail Services
$985,985
$1,018,947
Resource Center/ Re-entry Services
$757,915
$263,044
Pre-trial Services
$258,094
$694,082
Probation Supervision Services
$586,162
FY 2020-21 $2,876,100 FY 2019-20 $3,343,505
FY 2020-21 Contingency Reserve Reduction - $1,207,391
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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 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. 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 collected is used to drive decision-making with regard to CCP programs,
services and past and future trends. The Probation Department also employs a
Supervising Probation Officer who supervises the programs unit in the department and
569
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 are offered at the Probation Department and through the
county’s behavioral health department to moderate and high-risk offenders. These
programs utilize the Matrix substance abuse curriculum and Moral Reconation 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. 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,
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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. Recent jail facility expansion did not mitigate this issue.
Another on-going challenge has been to remain fully staffed with behavioral health
intervention counselors. The programs unit at the Probation Department, which is
normally staffed with 4 intervention counselors, has been down at least two and
sometimes three full-time intervention counselors throughout the past year. Currently,
there is only one intervention counselor providing services to Drug/Recovery Court
offenders. 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.
What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would
find helpful?
The county declined to respond to this question.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
The county declined to respond to this question.
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FY 2020-21 Community Corrections Partnership Survey
Tehama County
CCP Membership as of October 1, 2020.
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 Coral Ferrin
County Supervisor or Chief Administrator Department of Employment
Matthew Rogers Valerie S. Lucero
District Attorney Alcohol and Substance Abuse Programs
Chris Logan 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?
Semi-Annually
How often does the Executive Committee of
the CCP meet?
Semi-Annually
Does the CCP have subcommittees or
working groups
No
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Sportsman Lodge Sober Transitional Housing – Utilize sportsman
lodge sober transitional housing to decrease potential for recidivism
in the homeless offender population on Probation, Parole and AB109
offenders released from jail.
Objective Reduce homelessness with the use of Probation – Sportsman Lodge
Transitional Housing.
Objective Assist with housing of homeless offenders in transition 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 immediate
Measure transportation from jail to Sportsman Lodge Transitional Housing.
Goal Sportsman Lodge Sober Transitional Housing – Decrease recidivism
by utilizing sportsman lodge sober living facility. Maintaining a 100%
occupancy at the transitional housing.
Objective Utilizing sportsman lodge as a sanction to those offenders with multiple
positive urine analysis testing. Help offenders reset and stay in contact
with assigned probation officer and reduce recidivism.
Objective While assigned to sportsman lodge offenders are focus on treatment
programs, finding permanent housing, and are assigned to Probation’s
work crew.
Objective Reduce overall recidivism by surrounding offenders with resources to
restore their lives by securing permanent housing, employment and tools
to cope everyday challenges.
Outcome Clean and sober, secured housing, employment or enrolled in a treatment
Measure program with no new convictions.
Goal Improve the continuum of service from in-custody, to supervision to
discharge.
Objective Continue to add and improve in-custody services and working with jail staff
to identify offender needs before release to out of custody programs.
Objective Continue to add and improve programs and services offered to offenders
through the Day Reporting Center.
Objective Continue to reduce the number of violations, warrants and revocations
through the use of graduated sanctions and referrals to community-based
services.
Objective Continue to work with jail staff and probation day reporting staff on needs
of offenders assigned to work programs at the day reporting center.
Objective Continue working with Probation officers to setup meeting and case plans
to better meet offender needs.
The Tehama County CCP reports it will add and/or modify goals,
objectives, and outcome measures identified above in FY 2020-21.
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Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Increase opportunity for employment by providing work experience
to offenders to be utilized to gain employment.
Objective Continue working with offenders assigned to Shaffer’s Cabinet and
Welding program.
Objective Continue working with Shaffer’s Cabinet and Welding program on ways to
improve
Objective Reduce overall recidivism by helping offenders gain employment
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$1,528,930
Probation Department
$1,503,769
$321,606
Sheriff's Vehicle Shop
$318,426
$548,398
Health Agency
$548,398
$414,631
Sheriff Department
$413,893
$61,704
District Attorney
$61,704
$1,072,494
Jail / Nursing
$1,057,909
$127,800
Shaffer Woodshop / Welding Probation
$127,800
$279,100
Transitional Housing
$265,600
FY 2020-21 $4,379,663 FY 2019-20 $4,322,499
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$61,704
District Attorney
$61,704
$1,072,494
Sheriff - Jail / Nursing
$1,057,909
$548,398
Health Services Agency
$548,398
$1,528,930
Probation
$1,503,769
$321,606
Sheriff - Autoshop
$318,426
FY 2020-21 $3,947,763 FY 2019-20 $3,904,099
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
New Convenan Faith-Based Services, Transitional $279,100
Housing $265,600
$127,800
Shaffer Woodshop/Welding Program
$127,800
FY 2020-21 $431,900 FY 2019-20 $418,400
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?
Measuring the number of offenders meeting the success definition in each program.
Does the county consider evaluation results when funding programs and/or
services?
No
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Does the county use BSCC definitions (average daily population, conviction, length
of stay, recidivism, and/or treatment program completion rates) when collecting
data?
Yes 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?
Tehama County currently offers the following Programs and Services:
Behavior Health Court – Drug Court Program - The program elements of these two
programs are highly structured. The offenders granted entry into these programs is to
appear weekly before the court and subject to intensive probation supervision. Through
drug treatment or mental health treatment supplemented by referrals to life skills training
and health services the offender is supported throughout our community with our
collaborative partners.
Moral Recognition Therapy – Tehama County Probation contracts with Empower Tehama
a community-based organization to provide offenders both in custody and out of custody
MRT.
Mental Health Counseling – Tehama County Probation Department works in collaboration
with Tehama County Mental Health Agency to provide 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.
The Day Reporting Center (DRC) provides intensive community supervision and services
to high-risk offenders and houses our work release program. We collaborate with law
enforcement, behavioral health services, and community organizations to provide
effective services and programs for our offenders. Our goal is to reduce offender re-arrest
by providing pre-trial services monitoring, re-entry assistance, treatment programs, and
by holding offenders accountable.
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Work Release Program offers skill-based learning opportunities to offenders, while
providing public service to our community. Our work sites include non-profit agencies, a
cabinet shop, a welding shop, a bike repair shop, an auto shop, and a garden.
The Sportsman Lodge is a sober transitional housing facility for male and female
offenders on probation, parole, and the Sheriff’s work release program. Prior to
placement in the Lodge, the offender’s case will be reviewed by the Sportsman Lodge
committee to review eligibility, placement expectations and goals for the offender. If the
offender is accepted into the Lodge, there are strict rules and expectations that offer
residents of limited means the chance to apply them to their own improvement, to move
from homelessness to self-sufficiency, from addiction to sobriety and from dependency
to earning one's livelihood.
Residents can stay at the Lodge for a maximum of four months. All residents are subject
to random drug testing and room searches to ensure compliance and a sober living
environment. A resident manager oversees facility management and offender
compliance for work programs and treatment groups 24/7. If not already gainfully
employed, residents must participate in a work program offered at the Day Reporting
Center, participate in a treatment program, or productively search for a job. Residents
can stay at the Lodge free of cost giving them a chance to save money from their earnings
and improve their financial situation. Residents are given a chance to restore their lives,
secure housing and be a productive member of society.
What challenges does your county face in meeting these program and service
needs?
One of Tehama County’s challenges is maintaining service providers, also providing
services to in-custody and out of custody offenders due to high turnover with service
providers. To address this issue our county has been taking on more of a facilitator role
with programs and services. Due to high turnover, engagement and programming has
also been a challenge. This challenge is difficult to address as some offenders are simply
not ready to change. Efforts have been made early to regularly communicate with service
providers on attendance or engagement issues. When issues are identified, Probation
Officers work more closely with offenders to allow for proper assessment and referrals to
treatments and services.
Affordable housing and housing availability continue to be a challenge in our community.
This challenge is not limited to Probation population but county population in general.
What 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.
Sportsman Lodge Sober Transitional Housing
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FY 2020-21 Community Corrections Partnership Survey
Trinity County
CCP Membership as of October 1, 2020.
Tim Rogers Brandon Lale
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
David Brady 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
Brandon Lale 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
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Improve success rates of AB 109 offenders
Objective Provide Moral Reconation 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 The County has been averaging six inmates participating in MRT Classes
toward per week. Additionally, the average usage for EDOVO tablets was 35 per
stated goal day (35 inmates received and utilized EDOVO tablets from 0900-2100
each day 7 days a week). Lastly, the caseload size for this population has
maintained at an average of 1:16 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.
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
Measure training 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.
580
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 @ one
CDCR team pre-release planning meeting every 45 days.
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 There are currently two PRCS individuals in transitional housing at this
toward time. During FY 19/20, two units were available for transitional housing
stated goal purposes for this population. Seven unduplicated clients were served
with two Blue Barn vouchers, five dry goods vouchers, four food
vouchers, thirty-two motel nights, and three-hundred and thirty-five trailer
nights. There were no instances of housing services denied to this
population.
The Trinity County CCP reports it will add and/or modify goals,
objectives, and outcome measures identified above in FY 2019-20.
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Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Improve success rates of AB 109 offenders
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.
Objective Provide Moral Reconation Therapy (MRT) to AB109 clients in the DRC
upon release from custody.
Objective Maintain caseload sizes that support individualized attention and services
for clients.
Outcome Number of participants who receive comprehensive assessments and
Measure case planning.
Outcome Number of participants enrolled in MRT classes.
Measure
Outcome Caseload size for officers supervising this population.
Measure
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.
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
Measure training and placement.
Goal Improve Transitional Housing and Related Services
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
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Outcome Number of motel vouchers provided to program participants.
Measure
Outcome Number of participants denied transitional housing due to inadequate
Measure supply.
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
Human Response $21,750
Network
$24,915
Behavioral Health
$89,789
$248,255
Sheriff
$251,021
$4,350
District Attorney
$5,000
Probation Dept Operating $369,556
Expenses
$327,848
FY 2020-21 $614,869 FY 2019-20 $736,751
FY 2019-20 Allocation Available - $38,178
FY 2020-21 Reserve Available - $29,042
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
Allocation Available
$38,178
Behavioral Health
$89,789
$248,255
Sheriff
$251,021
$4,350
District Attorney
$5,000
Probation Dept $369,556
Operating Expenses $327,848
FY 2020-21 $593,119 FY 2019-20 $711,836
FY 2020-21 Reserves Allocated - $29,042
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FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$21,750
Human Response Network
$24,915
FY 2020-21 $21,750 FY 2019-20 $24,915
Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
Given that there is only one community-based organization in Trinity County, no colleges
or universities, and limited resources for implementation of advanced programs and
services, decisions on the use of realignment funding falls on the expertise of the
executive committee alone.
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
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What percentage of the Public Safety Realignment allocation is used for evidence-
based programming (as defined locally)?
61% to 80%
We would like to better understand your county's capacity to offer mental health,
substance use disorder, behavioral health treatment programs, and/or other
services? What type and level of services are now available?
• Trinity County Behavioral Health Services (TCBHS) offers outpatient assessment,
treatment by licensed clinicians and APA Board certified psychiatrists, both in
person and via telemedicine, and jail inmate screening using the Mental Health
Brief Jail Screen and the TCM Drug Use Screen.
• Trinity County Substance Use Disorder Services (TCSUDS) through Behavioral
Health provides assessment and outpatient treatment services.
• 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.
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FY 2020-21 Community Corrections Partnership Survey
Tulare County
CCP Membership as of October 1, 2020.
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
587
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
Progress Added four FTE to the Pretrial Assessment Unit during FY19-20; contracted
toward a consultant to conduct an evaluation of PSA data; it was determined that
stated goal of those booked in FY19-20, 5,083 were assessed with PSA.
Goal Develop Pretrial Monitoring Unit.
Objective Mitigate jail overcrowding.
Objective Provide least restrictive level of monitoring to maintain public safety.
Objective Add FTE to unit by July 1, 2019
Outcome Evaluate outcome data to determine effectiveness by June 30, 2020.
Measure
Progress Added four FTE to the Pretrial Monitoring Unit during FY19-20; contracted
toward a consultant to conduct an evaluation of PSA data; of the sample data from
stated goal FY19-20, it was determined that 19%, 21%, and 15% were recommended
to be supervised under Low, Medium, and High respectively while the
actual Court decision shows only 11%, 9%, and 11% were actually placed
on Low, Medium, and High level of supervision while on pretrial release.
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.
Progress Cost comparison was made between adopting a new Day Reporting
toward Center (DRC) versus retaining current services; DRC offered the same
stated goal services as those of the current services at a higher cost and thus it was
determined to retain current services.
The Tulare County CCP will add and/or modify goals, objectives, and
outcome measures.
588
Goals, Objectives, and Outcome Measures
FY 2020-21
Goal Ensure successful and effective reentry of realigned population into
the community
Objective Ensure access to services and treatments such as residential and
rehabilitation services
Objective Ensure access and completion of those enrolled to RESET to increase
likelihood of obtaining and retaining employment
Outcome Ensure that the number of enrollment or availing of services per individual
Measure is no less than the average ratio of the past five fiscal years, which in FY20-
21 is a ratio of at least one enrollment or availing of services per individual
per 1170(h) population (1:1) and a ratio of at least one enrollment or
availing of services per three individuals per PRCS population (1:3)
Outcome Ensure that the completion rate of enrollment cohorts in FY20-21 is no less
Measure than the completion rate of the preceding year’s enrollment cohorts, which
is 79.2% and 83.3% RESET completion rate from PRCS and 1170(h)
population respectively.
Goal Enhance system efficacy and service delivery
Objective Promote inter-agency collaboration under the guidance of CSAC
Outcome Ensure that all steps laid forth by CSAC (e.g., program inventory,
Measure recidivism analysis, cost-benefit analysis, etc.) are taken and completed.
FY 2098-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$1,237,994
Carry-over Funds/CCP Reserves
$2,774,715
$8,571,283
Probation Department
$8,444,969
$8,571,283
Sheriff's Office
$8,444,969
$380,410
Public Defender's Office
$353,633
$380,410
District Attorney's Office
$353,633
Tulare County Superior Court (Pretrial $676,975
Services) $629,324
Health and Human Services Agency (Inmate $1,000,000
Healthcare) $929,611
FY 2020-21 $20,818,355 FY 2019-20 $22,036,856
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FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
Health and Human Services Agency $185,000
(Assessment Team) $169,947
Tulare County Superior Court (Legal $90,000
Processing Clerk) $85,281
Work Force Investment Board (Job $137,981
Development) $131,331
FY 2020-21 $412,981 FY 2019-20 $386,559
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$33,075
National Council on Crime (Assessment)
$23,000
$10,000
CE Pretrial Subscription (Assessment)
$27,000
$10,000
Damion (DA Computer System)
$10,000
$13,000
Office Depot
$14,772
Mother/Father Read
$25,000
$135,000
Visalia Adult School
$128,000
Books Beyond Bars
$51,500
$5,000
Creekside Laser (Tattoo Removal)
$50,000
$5,000
Drug Testing Kits
$3,500
$30,000
Avertest (Drug Testing)
$25,000
$100,000
Justice Systems Partner (Assessment)
$100,000
$250,000
Other - BI Incorporated (Electronic Monitoring)
$350,000
$938,968
Treatment Programs
$3,057,542
$1,019,658
Non-Profits
$1,019,658
$15,000
Faith-based Organizations
$5,000
$557,190
Community-based Organizations
$383,485
FY 2020-21 $3,121,891 FY 2019-20 $5,273,457
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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 evidence-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
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We would like to better understand your county's capacity to offer mental health,
substance use disorder, behavioral health treatment programs, and/or other
services? What type and level of services are now available?
Collaborative Court Programs:
- Mental Health Court; Veterans Court
- Drug Court
- Proposition 36 Court
- Pretrial Program
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 Batterer’s Treatment Program
- Literacy program
- Anger management
What challenges does your county face in meeting these program and service
needs?
Currently impacted with restrictions due to the pandemic climate; trainings for officers that
would better promote RNR principles in delivering services are hindered; contacts with
clients have been limited; and any other programs that require physical elements that are
now restricted and made scarce due to risk of COVID.
What 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.
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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. RESET
completion of those enrolled have shown high completion rates, allowing justice-involved
clients to be equipped to obtain and retain employment.
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FY 2020-21 Community Corrections Partnership Survey
Tuolumne County
CCP Membership as of October 1, 2020.
Dan Hawks Rebecca Espino
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?
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
Yes
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Goals, Objectives, and Outcome Measures
FY 2019-20
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 meets regularly
Measure
Outcome Confidentiality guidelines identified
Measure
Progress Multiple MDT meetings have taken place in person, via Zoom, and by
toward phone to meet the needs of PRCS/AB109 offenders in the community and
stated goal for those reintegrating to society following release from prison. MDT
meetings are organized by probation’s Behavioral Health Clinician and
typically include the offender, assigned Probation Officer, Supervising
Probation Officer and the Adult Division Manager. Other agencies involved,
depending on the case, are California Department of Corrections and
Rehabilitation (CDCR) case managers, facility mental health service
providers, Behavioral Health community/crisis worker, residential treatment
providers and case managers, local housing program representatives, and
other community supports to assist with linkage to benefits such as social
security income and the CalFresh food stamp program. Services provided
include, but are not limited to, temporary housing (hotel), more permanent
living opportunities in a local clean and sober shared residence, clothing,
tents, linkage with medical care and mental health care, food cards, gas
cards for the purposes of transportation to out of county residential
treatment programs, and shared cost of programming at residential
treatment programs.
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 During FY 2019-20, the Sheriff’s Office worked with the Department of
toward State Hospitals (DSH) towards an agreement for a 6-bed program for 1368
stated goal P.C. inmates at the new County jail (under construction). The CCP
approved funds for jail staff to complete a Jail Based Competency
Treatment training program, also through DSH. New jail construction
delays and COVID-19 safety measures resulted in no action in FY 19-20.
CCP funding was not expended during FY 2019-20.
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High-Risk Supervision Team (HRST) FY 2019-20 Highlights
01/13/2020: A probation compliance check in
collaboration with Juvenile Probation Officers was
conducted at a juvenile offender’s residence. During
the search, three firearms, ammunition, and a small
marijuana grow was located. One of the firearms had
the serial number partially removed. The juvenile was
arrested on a probation violation for possessing
firearms and ammunition. Under Miranda, the
juvenile admitted to purchasing the firearm illegally
from a friend, and stated he was aware he was not
allowed to possess firearms, ammunition, or
marijuana. The minor was later booked into the
Mother Lode Regional Juvenile Detention Facility High-Risk Supervision Team
(MLRJDF).
02/12/2020: The Supervising Probation Officer along with other members of the HRST
responded to a PRCS compliance check. The officers were in a marked Tuolumne County
patrol vehicle in full uniform. Upon arrival, seven individuals exited the home. Several of
them were arrested for possession of controlled substances, methamphetamine, heroin,
and prescription Schedule 4 narcotics for sale.
04/13/2020: During a compliance check of an offender supervised on felony probation,
the offender resisted and tried to pull away from officers. During the probation search, the
offender was found to be in possession of a methamphetamine pipe, two “shooter” sized
alcohol bottles, and burglary tools that matched pry marks on three different burglarized
homes in the area. A search of the offender’s home revealed property taken from a prior
burglary and another possible attempted burglary.
05/20/2020: During a probation compliance check at an offender’s home, suspected
methamphetamine and drug paraphernalia were located. Prior to responding to the
residence, the offender had failed to report for a drug test with Child Welfare Services.
Upon arrival, the offender submitted to a drug test which was positive for
methamphetamine; and she admitted to breastfeeding her child. Due to the proximity of
the drugs and drug paraphernalia to the child, the positive drug test, and failure to report
for past drug testing, the offender and her significant other were placed under arrest and
transported to jail. A protective custody order was issued for the minor child.
Work Release Program Project Examples
Concrete pads poured for several ballot drop boxes and helped install drop boxes.
597
Concrete bases poured for fencing at the Twain Harte and Columbia pools.
The Tuolumne County CCP reports it will add and/or modify goals,
objectives, and outcome measures identified above in FY 2020-21.
Goals, Objectives, and Outcome Measures
FY 2020-21
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 Continue to work with the Dept. of State Hospitals and potentially formalize
partnerships with regional counties to establish a local 1368 P.C. program
Outcome Establish 1368 P.C. Program and train staff
Measure
Outcome Upon establishing 1368 P.C. Program, provide competency restoration
Measure services to identified local inmates
Progress The Sheriff’s Office is currently exploring a regional partnership with
toward Calaveras County for a 10-bed jail-based competency program, with
stated goal guidance from the Dept. of State Hospitals (DSH). Programming would
begin following opening the County’s new jail facility, currently scheduled
for early 2021
Goal Examine/update Tuolumne County’s electronic monitoring/home
detention program (known as “EMP”) to streamline alternatives to
detention services to maximize effectiveness and expand its use to
include involuntary commitments
Objective Identify EMP workgroup members and their roles
Outcome Workgroup members and their roles identified
Measure
Outcome Survey other counties EMP programs
Measure
Outcome Comprehensive update of EMP protocols/processes
Measure
598
FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$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
2019-20 Reserve - $152,059
2020-21 Carry Over - $654,196
FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$6,000
Drug Testing Lab Provider
$3,600
$15,000
Residential Substance Abuse Treatment Providers
$40,000
$60,000
Electronic Monitoring Providers
$60,000
Day Reporting/Jail Reentry Behavioral Program $391,488
Provider $391,488
FY2020-21 $472,488 FY 2019-20 $495,088
599
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
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 currently meets at least quarterly 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 adopt the funded program/service. After
adoption, the CCP monitors each funded agency’s outcomes 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/trends, and qualitative data. 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
600
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%
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 and 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 partially funds 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.
Finally, the CCP has authorized funding for Probation to begin providing certain realigned
offenders with supportive services such as medical and mental health treatment, housing
assistance, transportation, and other assistance to remove any other barriers to
successful rehabilitation and reentry into the community.
601
What challenges does your county face in meeting these program and service
needs?
Tuolumne County’s FY 2020-21 base allocation total was most recently estimated by the
California State Association of Counties (CSAC) in June 2020. Unlike previous years, the
estimated base allocation has been reduced and there will likely be no growth allocation
due state level decisions related to COVID-19 pandemic fiscal impacts. This loss of
growth funding will have a negative impact on the CCP’s operating trust fund balance,
which may impact future stability of AB 109/CCP operations if base and growth funding
are not restored to pre-COVID-19 levels in the upcoming fiscal year. Additionally, AB 109
staffing and operational costs continue to rise at a greater rate than revenues overall.
The COVID-19 pandemic has also impacted the Tuolumne County Jail. In effort to curb
the spread of COVID-19 in jails and surrounding communities, the jail population had to
be reduced. The Courts also adopted Emergency Bail Schedules (zero bail), resulting in
additional pretrial releases. 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.
The current pandemic has also resulted in an influx of CDCR prison inmates released
early to counties in order to allow for increased physical distancing in state prisons. 44
prison inmates were released to Probation for community supervision from January 1
through November 2020 - 22 of whom were early releases due to COVID-19 (April -
November). A total of 35 inmates were released in entire 2019 calendar year. Additionally,
48 of 105 (46%) jail beds are occupied by (prison) sentenced inmates awaiting admission
into CDCR.
Local leaders continue to implement strategies emphasizing cost containment without
compromising quality programing, however, locally managing this higher risk population
of offenders without relying on secure detention or additional revenue during the
pandemic 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?
On any given day, 60-75% of Tuolumne County’s jail population is occupied by inmates
who have not yet completed the court process. As a result, inmates are being released
early. Beginning in fiscal year 2017-18, Tuolumne County implemented a Pretrial
Program to free bed space at the jail for sentenced inmates, and has since adopted a
custom tool made up of six different risk factors proven in validation studies to identify risk
for new arrest or failure to appear in court. 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
Tuolumne County’s Pretrial Program has continually improved over the past several
years, and is proving effective in assisting judicial officers and others in making informed
decisions by providing information about the likelihood that a person charged with a crime
will appear in court and not be re-arrested if released from custody pretrial. T6h0e2
assessment helps identify individuals who are more likely to appear for court hearings
and to remain arrest free. Those individuals identified as lower risk are generally eligible
to be released pretrial.
Assessments are scored by Probation Department staff utilizing static data (prior criminal
record, prior failures to appear, and prior incidents of violent crimes) generated from RAP
sheets and Probation and Court databases. The program is now operated seven days a
week, including holidays. Assessments completed by Probation staff are sent to the court
electronically throughout the day and release decisions are made by Superior Court
judges.
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. 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 Reconation 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 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 Reconation Workbook and remain drug free. Tuolumne County has
averaged a 40% success rate from program inception, which is highly positive given the
difficulty of the program and the type of offenders (typically PRCS and other high-risk
classifications). This can be attributed to the collaboration between GEO, Probation, and
Sheriff’s Office staff.
GEO also provides a similar program in the County Jail. The Jail Re-Entry Program (JRP)
provides a 12-week structured, evidence-based program to offenders while incarcerated.
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
603
program after release for further in-depth programming and long-term treatment. The
overall success rate of the JRP program is 63%.
The COVID-19 pandemic has forced GEO to temporarily suspend and scale back their
in-person services in an attempt to preserve the health of staff and clients. However, GEO
continues to creatively pursue opportunities to engage clients through phone contacts,
reduced size groups, and development of distance learning materials.
GEO Reentry Services
Several DRC participants receiving their certificates of program completion during FY 2019-20
Spotlight on Kristopher W.
When Kris W. joined the DRC, it followed almost 20 years of substance abuse culminating
in incarceration last summer, a couple of years of homelessness, and other significant
challenges. He says when he was referred to the Tuolumne DRC, he thought he could
“fake it to make it” and just get through it, do what he was told and be done. But after a
few weeks, he realized he could get something out of the program and he embraced the
curriculum as a chance to turn things around, stay clean, and change his behavior. “I
have a two-year-old son, and I want to be part of his life in a positive way,” he said. Kris
recently reached Step 8 in MRT, a cognitive skills program that works on decision making,
goal setting and coping skills. He says the classes he has enjoyed, and learned from
most, are Coping Skills and the Parenting groups. “I am using what I’m learning to deal
with situations better and avoid some of the negative influences that got me in trouble.”
He’s come a long way from when he was first referred to the DRC and didn’t show. Now,
he’s committed to change, appreciates the support of staff, and has been a positive
contributor at the DRC since enrolling last fall. “It’s about your mindset. If you put the work
in, you will get something out of it,” he said.
Spotlight on Derald M.
When Derald M. joined the DRC in February 2019, his reaction was not uncommon. “I
thought there were too many rules and that it would be impossible for me,” he said. He
struggled at first, not passing his U/A screens, and was nearly terminated from the
program. But he says his Case Manager sat him down, he was offered a second chance,
and he has made the most of it. He has progressed through the program phases, is days
away from transitioning to Aftercare, and most importantly, his U/A screens have been
clean for months. He says all the groups were able to offer him something of value, and
604
that he really enjoyed that he could speak to any of the DRC counselors about different
issues he faced. “It’s great to know you are not alone, and that someone is there to help
when you need it,” he said. Setting goals is an important element of the program, and Mr.
Munsee says his goal is to “continue living the life I’ve started living since I’ve been here.
It has really set me up for living a normal life with crime behind me.” He says what seeming
annoying at first, the “little hoops” the program puts you through, are actually valuable in
building structure for daily life. He is currently working as a caregiver and ready for his
next challenge. For new participants, he suggests: “Take it one day at a time, you can do
it.”
District Attorney’s Office
DA staff and therapy dogs to assist victims of crime
Jail Inmate Work Program Project Examples
Trees/plants at the J.H. Dambacher Detention Center planted and grown by the inmate crew
Tuolumne Road clean up with female work crew
605
Helping at the Amador Tuolumne
Brush clearing in Stanislaus
Community Action Agency
National Forest
(ATCAA) Food bank
Jamestown landfill goat grazing
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FY 2020-21 Community Corrections Partnership Survey
Ventura County
CCP Membership as of October 1, 2020.
Mark Varela Melissa Livingston
Chief Probation Officer Department of Social Services
Hon. Bruce A. Young Dr. Sevet Johnson
Presiding Judge or designee Department of Mental Health
Mike Powers Melissa Livingston
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
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Complete Phase IV of AB109 Program Evaluation
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 Recidivism Analysis Data Summary report was completed December
toward 2019. Completion of the Services Impact Report is still pending. Completion
stated goal was delayed due to the COVID-19 pandemic.
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
toward IT 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. An analysis of the recidivism of
individuals referred to Mental Health Court is still pending, as is the
assessment of any service gaps/needs. Such has been delayed due to the
COVID-19 pandemic.
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
Outcome Number of beds or “space” the providers currently have
Measure
Outcome Increase the number of clients served
Measure
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Outcome Services are fully utilized based on the capacity of each provider
Measure
Progress The Exploratory Committee reviewed the Strategic Plan developed by
toward EVALCORP Research and Consulting (EVALCORP) and began
stated goal assessing the capacity of each provider. It was agreed that the recidivism
analysis and service impact report were crucial to the development of any
recommendations to expand or eliminate services. This committee was put
on hold due to the COVID – 19 pandemic and because the recidivism
analysis has not yet been completed.
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. Such has been delayed due to the COVID-19
stated goal pandemic.
The Ventura County CCP will use the same goals, objectives, and
outcome measures identified above in FY 2020-21.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
Ventura City Police Deprtment - Administrative Vehicle
$30,000
$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
$600,727
$2,142,505
Behavioral Health
$2,142,505
$9,589,852
Sheriff's Office
$9,589,852
$7,230,075
Probation Agency
$7,200,075
$1,065,066
Public Defender
$1,065,066
$781,616
District Attorney
$781,616
FY 2020-21 $22,979,841 FY 2019-20 $22,979,841
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
Ventura City Police Deprtment - Administrative Vehicle
$30,000
$100,000
Probation - Exploratory Committee
$100,000
$100,000
Sheriff - Creation of Dashboard
$100,000
$600,727
Local Law Enforcement
$600,727
$2,142,505
Behavioral Health
$2,142,505
$9,589,852
Sheriff's Office
$9,589,852
$7,230,075
Probation Agency
$7,200,075
$1,065,066
Public Defender
$1,065,066
$781,616
District Attorney
$781,616
FY 2019-20 $21,609,841 FY 2019-20 $21,609,841
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FY 2019-20 and 2020-21 Allocations to Non-Public Agencies for Programs & Services
$120,000
Evalcorp - evaluation of
programs
$120,000
$1,250,000
Community Based Organizations
$1,250,000
FY 2019-20 $1,370,000 FY 2019-20 $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 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. The CCP Exploratory committee was
tasked with reviewing the current programs offered to the realignment population to
determine if they are meeting the needs or if additional services are needed. However,
the committee was suspended due to the COVID-19 pandemic.
Does the county consider evaluation results when funding programs and/or
services?
Yes
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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. There have been no local residential treatment
programs for men in the county since December 13, 2019. 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.
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.
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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 staff were trained to
deliver training to their peers on opioid effects on the brain and how MAT can assist their
clients who suffer from opioid addiction. Training for the other staff is still pending.
Additionally, there are plans to expand the MAT program to be available to non-AB 109
probation clients.
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 Reconation 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.
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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 care facilities, 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 routinely 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 has the inability to pay for services.
Because domestic violence classes and sex offender treatment are both court-ordered,
clients who discontinue participation in these services could be found in violation. The fee
assistance allows for their continued participation so they can receive the services they
need while simultaneously allowing them to remain in compliance with their court ordered
treatment terms.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
In August 2019, the Judicial Council of California awarded Probation $3.3 million to
expand our existing Pre-Trial program as it had demonstrated favorable outcomes for
over five years. 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.
Releasing lower level defendants on Pretrial monitoring frees jail space for more serious,
higher risk offenders. The defendants are released from custody on Pretrial monitoring
and 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. This program
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was expanded to seven days a week when Ventura County was selected to participate in
the Judicial Council of California’s Pretrial Pilot Program.
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.
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FY 2020-21 Community Corrections Partnership Survey
Yolo County
CCP Membership as of October 1, 2020.
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 Ian Evans
District Attorney Alcohol and Substance Abuse Programs
Tracie Olson Garth Lewis
Public Defender Head of the County Office of Education
Tom Lopez Marc Nigel
Sheriff Community-Based Organization
John Miller Laura Valdez
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
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Goals, Objectives and Outcome Measures
FY 2019-20
Goal 1 Ensure a safe environment for residents and visitors by reducing and
preventing local crime, and reducing recidivism
Objective 1A. Work to build a comprehensive continuum of substance abuse
services, and improve mental health and substance abuse service
provision
Objective 1D. Incorporated date-driven decision making by implementing current
research and evidence-based practices
Objective 1E. Implement research-based prevention and educational programs
Outcome 1A Action: Partner with Criminal Justice Continuum of Care Work Group to
Measure identify future service needs and arising issues in the criminal justice
system.
Outcome 1D Action: Work with the California State Association of Counties (CSAC)
Measure through the Results First partnership to create a cost benefit analysis tool
for Yolo CCP Programs
Outcome 1E Action: Examine availability of parenting and supportive services
Measure
Progress 1A. The Sequential Intercept Map (SIM) and Data-Driven Recovery Project
toward (DDRP) are the result of the work of the Continuum of Care Work Group.
stated goal The SIM identifies gaps in service which will be the focus of the work group
going forward. The SIM was reviewed by the CCP in October 2019.
1D. A draft of the Results First report was completed in May 2020 and
includes a recidivism study, program inventory, resources use analysis and
cost-benefit analysis. Additional recidivism studies by cohort year are
planned for each year going forward.
1E. A parenting program through Probation, with a certified instructor and
Spanish-only classes, was ready to be implemented by the end of the FY.
Class scheduling is on hold due to COVID-19.
Goal 2 Restore victims and the community and hold offenders accountable
Objective 2A. Develop a baseline of data to measure victim satisfaction in Yolo
County
Objective 2B. Implement a probation case management system
Objective 2D. Expand the use of restorative justice programs
Outcome 2A Action: Use collected data to create a baseline of victim satisfaction for
Measure further analysis
Outcome 2B Action: Complete phase 3 of the probation case management system
Measure
Outcome 2D Action: Research other restorative justice programs
Measure
Progress 2A. The District Attorney compiled the data. Probation and the CCP
toward Analyst will analyze the data in FY 2020-21.
stated goal
2B. Probation retains an IT developer in charge of finalizing the modules
which are expected complete in FY 2020-21.
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2D. Probation received a BSCC Youth Restorative Justice Grant in fall of
2019 and initiated the program soon thereafter. CCP will review whether
the project scope can be replicated if outcomes in the grant are promising.
Goal 3 Build offender competency and support community reintegration
Objective 3A. Expand the use and availability of evidence-based, in-custody
programming to offenders
Objective 3B. Expand the capacity of exiting specialty courts; Evaluate the viability
of adding new specialty courts
Objective 3C. Expand housing investments to assist with offender reentry
Outcome 3A Action: Create an adult reentry strategic plan
Measure
Outcome 3B Action: Work with Criminal Justice Grant Writing Team to explore the
Measure feasibility of applicable grant opportunities to expand existing or add new
specialty courts
Outcome 3C. Action: Analyze the feasibility and cost of expanding housing capacity
Measure
Progress 3A. A Probation Officer has been assigned to the jail, the Sheriff’s Office
toward has a social worker assigned and CommuniCare Health Services just
stated goal received the “Transition of Care” grant for re-entry work. The next step is
to use these resources to formalize an Adult Re-entry Strategic Plan over
the next several months.
3B. The CCP Criminal Justice Grant Writing Team successfully received
a Bureau of Justice Assistance Mental Health Court expansion grant in
2019 and hired staff during the fiscal year to successfully double the
Mental Health Court capacity from 15 individuals to 30.
3C. The County received a $1 million Community Services Infrastructure
Grant to acquire/rehab 2 properties to house 5 clients each for a
Diversionary Housing Project. On-going costs will be funded by the CCP.
The Yolo County CCP reports it will use the same goals, objectives, and
outcome measures identified above in FY 2020-21.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
Library
$13,998
$48,381
County Administrator's Office
$58,571
$143,457
Public Defender's Office
$155,931
$427,093
District Attorney's Office
$468,046
$1,308,470
Treatment Services
$1,204,912
$3,206,401
Sheriff's Office
$3,217,687
$3,728,185
Probation Department
$4,042,318
FY 2020-21 $7,816,193 FY 2019-20 $8,993,890
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$540,362
Treatment Services (Health & Human Services Agency)
$540,362
Court Portal (Courts/Probation)
$9,000
IGT Transitional Housing Capacity (Yolo Housing $30,000
Authority) $35,550
Literacy Project (Library)
$13,998
Social Worker and Administative Support (Public $143,457
Defender) $155,931
Offender Accountability, Hi Tech Unit, Victim Witness
(DA) $468,046
$3,206,402
Jail Beds and Electronic Monitoring (Sheriff)
$3,217,687
$2,755,505
Case Management and Pretrial Services (Probation)
$4,042,318
FY 2020-21 $7,816,193 FY 2019-20 $8,993,890
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Optional Questions
Describe the process the CCP uses to determine potential programs and/or
services for local implementation using Realignment funds?
The CCP Strategic Plan, updated in FY 2018-19 following an Environmental Scan and
Strategic Planning Workshops, serves as a guide in determining which programs and
services to implement using Realignment funds. In 2019-20, the effectiveness of current
and proposed CCP programs were viewed through the lens of the Results First Initiative
which utilizes the Results First Clearinghouse Database – an online collection of
information on the effectiveness of social policy programs from nine national
clearinghouses that conduct independent, transparent, systematic and rigorous reviews
of available research.
Environmental Scan: The CCP gathered data from various departments and
organizations to gain a better understanding of the needs of the criminal justice
population. This included data required by CA Penal Code 1231 as well as the qualitative
data collected by the Continuum of Care Work Group.
Strategic Planning Workshops: The CCP conducted multiple workshops in FY 2018-19
to review and revise the original CCP Strategic Plan. These workshops included
reviewing the CCP’s mission and goals, conducting a SWOT (Strengths, Weaknesses,
Opportunities and Threats) analysis, reviewing and revising the CCP’s objectives and
developing a new implementation plan for the revised objectives. The CCP recommended
the revised 2019-2022 Strategic Plan to the Yolo County Board of Supervisors in 2019-
20 where it was approved.
CSAC Results First Partnership: The Pew-MacArthur Results First Initiative 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 became the eighth county
to partner with the California State Association of Counties (CSAC) in their Results First
Initiative which provides tools and training to select counties as they engage in evidence-
based policymaking related to their criminal justice programming. The final results of
these efforts were in draft form at the end of FY 2019-20 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?
The tools provided through the Results First Initiative are used to assess current and
future strategies and monetize the benefits of CCP-funded programs. Performance
measures, primarily utilizing the Results-Based Accountability approach, are embedded
in a majority of CCP-funded contracts.
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Does the county consider evaluation results when funding programs and/or
services?
Yes
If yes, how?
The CCP evaluates programs against the Results First Clearinghouse Database – an
online collection of information on the effectiveness of social policy programs from nine
national clearinghouses that conduct independent, transparent, systematic and rigorous
reviews of available 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
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?
Sequential Intercept Mapping (SIM)
In October 2019, the CCP held a special workshop to update the County’s Criminal
Justice Sequential Intercept Map (SIM), via the Stepping Up Initiative, to catalog services
and identify gaps in continuum of care services for mental health and substance use
disordered individuals entering and reentering the criminal justice system. During FY
2019-20, staff have worked to further refine the SIM which was ultimately presented to
the Board of Supervisors, highlighting gaps in services that have been identified and
either addressed or prioritized to be addressed. The revised SIM may be found in the
Attachment - SIM & Yolo County System Program Maps.
In addition to revising the SIM, the County is undergoing the Data-Driven Recovery
Project (DDRP), led by the Yolo County Health and Human Services Agency, which is a
grant program that builds upon the SIM effort by facilitating data sharing between County
departments to assist in decision-making across behavioral health and the criminal justice
continuum of care. The DDRP developed the Yolo County System Program Map that lays
out a comprehensive inventory of the mental health and substance abuse service levels
overlaid on the entry points of the County’s criminal justice system. Six categories of entry
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into the system identify the community and County resources available to support client
treatment needs: Community Services, Law Enforcement Response, Initial Detention and
Court Hearing, Jail Custody and Court Process, Re-Entry and Community Corrections
Services. Screenings, referrals and enrollment into treatment are inventoried and
connected in this informational graph to summarize the interface between treatment
services and the various criminal justice systems.
The Yolo County System Programs Map that complements the SIM is at the end of the
county’s report.
What challenges does your county face in meeting these program and service
needs?
FY 2019-20 has been deeply impacted by the COVID-19 pandemic which has forced
state and local criminal justice programming efforts to suspend or adapt service and
supervision delivery to ensure public safety is maximized with this health crisis.
With the COVID-19 health crisis, a financial crisis has emerged resulting in a steep
contraction in local public safety revenues. Yolo County CCP departments received an
approximately 8% cut in CCP funds for 2020-21 as result, and to ensure funding for
treatment programs and services were sustained. Future budget stability remains a
serious concern for the CCP as staffing and service costs are projected to continue to
grow.
What 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 Stepping Up Initiative’s SIM process has greatly influenced CCP strategic planning
and decision making. The SIM identified client events resulting in system entry and their
needs as they progress through the criminal justice system. By identifying the populations
of need, the criminal justice processes they participate in and overlaying reentry
resources available at each step of a client’s progression through to community
reintegration, tough decisions for resource reallocation were made simpler by the
application of data and a comprehensive understanding of criminal justice system
capacities. The CCP repeatedly chose to tailor its limited funding resources to target
diversion options, treatment, mental health services and special supervision caseloads to
strengthen successful outcomes for clients with complicated needs and a history of
revolving jail stays. Examples of this include prioritizing an expansion of Yolo County’s
Mental Health Court, the District Attorney’s Neighborhood Court Diversion Program and
reductions in jail and supervision staffing levels as service needs reduce.
Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
The Yolo County District Attorney’s office is in the process of expanding a promising
program to address a SIM-identified priority gap in Initial Detention and Court Hearings.
The DA will expand case management services for clients diverted from court under a
JAG Grant award by the BSCC.
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Neighborhood Court (NHC) is an adult criminal diversion program based on restorative
justice involving the victim, the offender and community members. The JAG Grant
expands the current program by adding eligible offenses and broadening criminal history
restrictions. The DA’s goal in this upcoming 3-year grant cycle is to refer one third of all
felony referrals to NHC. Yolo County added social services staff and partnered with local
service providers to accurately assess and address the dynamic needs of this expanded
population. The program has implemented Spanish language programming to better
serve the large Spanish-speaking local population. Success for this new expansion will
be measured through analysis of both recidivism reduction and quality of life factors.
This District Attorney’s Office, Probation, Public Defender’s Office, Health & Human
Services Agency and the Court operate a Mental Health Court (MHC) targeting mental
health clientele. This specialty court has been in operation for almost 9 years and
provides diversion opportunities for individuals who participate and complete mental
health and substance use treatment services during their supervision. In a 2019-20
Outcomes Report of the Yolo County Mental Health Court, 86 referrals were made to the
MHC, of which 29 were accepted. The MHC realized a 68.7% reduction in rearrests, a
47.7% reduction in jail bed days used and a 100% reduction in the local and State Hospital
bed days for clients when compared to the 12 months prior to their participation in MHC.
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FY 2020-21 Community Corrections Partnership Survey
Yuba County
CCP Membership as of October 1, 2020.
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
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Goals, Objectives, and Outcome Measures
FY 2019-20
Goal Reduce Jail Population
Objective Work Release Programs
Objective Evidenced based programming
Outcome 8 offenders released via 4024.2 PC
Measure
Outcome 0 offenders released via electronic monitoring. All eligible offenders
Measure released due to COVID-19 concerns
Outcome 0 offenders released via 3074 PC – all eligible offenders released due to
Measure COVID-19 concerns.
Progress In Fiscal Year 19-20, inmate releases were dramatically affected by the
toward COVID-19 health crisis. Consequently, objectives were all but rendered
stated goal moot.
Goal Maintain Day Reporting/TEAM Center
Objective Work Release Program
Objective Evidenced Based Programming
Outcome 8 offenders released via 4024.2 PC
Measure
Outcome 425 referrals made for evidence-based programming at our DRC/TEAM
Measure Center
Progress 425 referrals for programming represents over 80% of the probation
toward department’s supervised population.
stated goal
Goal Maintain Pre-Trial Program
Objective Release low level offenders pending Court
Objective Reduce the number of failures to appear
Outcome Of 311 Pre-Trial reports completed, 108 received an own recognizance
Measure release
Outcome Of the 108 receiving an own recognizance release, 29 failed to appear for
Measure Court.
Progress This is the fifth year of our Pre-trial program. The failure to appear rate
toward increased from 10.4% to 26.4%. This is attributed to COVID-19 and
stated goal understaffing of the pre-trial unit. The pre-trial unit is now back to full staff.
The Yuba County CCP reports it will use the same goals, objectives,
and outcome measures identified above in FY 2020-21.
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FY 2019-20 and FY 2020-21 Allocation Comparison
FY 2019-20 and 2020-21 Allocations
$1,419,229
Sheriff's Department
$1,619,913
$1,350,000
Probation Department
$1,557,570
FY 2020-21 $2,769,229 FY 2019-20 $3,177,483
FY 2019-20 and 2020-21 Allocations to Public Agencies for Programs & Services
$143,816
Jail Programs and Services
$96,154
Sheriff's Day Reporting Center - Community Service $121,211
Officer $112,105
Electronic Monitoring/Sheriff's Work Alternative $129,415
Program $112,425
$104,490
Mental Health Therapist (2)
$160,000
Victim Services - Clinical Social Worker - partially $28,191
funded $28,009
Victim Services- Intervention Counselors (2) partially $90,684
funded $61,341
$186,877
TEAM Center - Miscellaneous
$174,607
$30,322
TEAM Center - Contracted GED Instructor
$30,000
$64,313
TEAM Center - On site Intervention Counselior
$83,107
TEAM Center - On site Dubstance Abuse Counselors $155,190
(2) $119,851
$110,815
TEAM Center - On site Probation Offiicer
$77,284
FY 2020-21 $2,190,517 FY 2019-20 $2,294,112
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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/TEAM Center. Two full-time Substance Abuse Counselors are assigned to
the probation department’s TEAM Center. One Deputy Probation Officer and one
Supervising Deputy Probation Officer are assigned to the TEAM Center for supervision
and programming. One full-time Intervention Counselor is also assigned to the TEAM
Center to conduct the majority of programming on site.
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What challenges does your county face in meeting these program and service
needs?
Limited financial resources, limited job training opportunities for TEAM Center 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 classes have been well received. We
also contract with our local county employment center to assist offenders with job
placement.
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APPENDICES
• Glossary of Terms
• BSCC Definitions of Key Terms
• FY 2020-21 Community Corrections Partnership Survey- Letter to County Partners
• FY 2020-21 Community Corrections Partnership Survey
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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
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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
MOU Memorandum of Understanding used to treat alcohol dependence
and prevent relapse to opioid
MRT Moral Reconation Therapy™ dependence after opioid detox
MS Mandatory Supervision WSIPP Washington State Institute for Public
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
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BSCC Definition of Key Terms
Assembly Bill 1050 amended Section 6027 of the Penal Code to require the Board to “Develop
definitions of key terms, including, but not limited to, ‘recidivism,’ ‘average daily population,’
‘treatment program completion rates,’ and any other terms deemed relevant in order to
facilitate consistency in local data collection, evaluation, and implementation of evidence-
based practices, promising evidence-based practices, and evidence-based programs.” The
following definitions have been approved by the Board.
Average Daily Population-
Daily population is the number of inmates housed in a facility in a day. Average daily population
is the daily population divided by the number of days in the period of measurement.
Measurement
For a monthly average daily population take the daily inmate count (usually at or near
midnight), add these daily counts together and divide by the number of days in that month.
Conviction-
Conviction is defined as:
• Entry of judgment of guilty on a plea of guilty or no contest; or
• Entry of judgment of guilty on a verdict of guilty
Length of Stay-
Length of Stay for each inmate is the number of days from date of intake to date of release.
• The Length of Stay for each inmate is the number of days from date of intake to date
of release regardless of changes in classification, housing, or sentencing status during
that period
• Any part of one calendar day counts as one day (e.g. if booked/received at 9:00pm on
Monday and released at 2:00 am on Tuesday, counts as two days)
• If an inmate is released from detention multiple times during the quarter, he/she will
have multiple separate lengths of stay
• Periods spent under an alternative form of custody will not be counted towards Jail
Length of Stay*
• Electronic monitoring
• Work Release
• Residential Treatment
• Non-Residential Treatment
• County Parole
• Work Alternative Programs
• Day Reporting
• Home confinement
*This list may not be all inclusive.
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Adult Definition of Recidivism-
Recidivism is defined as conviction of a new felony or misdemeanor committed within three
years of release from custody or committed within three years of placement on supervision for
a previous criminal conviction.1
Supplemental Measures
This definition does not preclude other measures of offender outcomes. Such measures
may include new arrest, return to custody, criminal filing, violation of supervision, and
level of offense (felony or misdemeanor).
Recidivism Rates
While the definition adopts a three-year standard measurement period, rates may also be
measured over other time intervals such as one, two, or five years.
Treatment Program Completion Rates-
Treatment program completion rate is the percentage of people entering a program who
go on to complete it.
Note: While this measure provides useful information for the purposes of program
evaluation, by itself it does not provide a direct measure of program effectiveness.
Measurement
Treatment programs are multifaceted in their design, services and population served. To
avoid unintentionally excluding programs with a narrow definition, respondents are asked
to define enrollment and completion prior to calculating the treatment program completion
rate.
A. Enrollment
• An enrollment definition includes criteria on admittance, intake, and/or referral. A
clear start date should be captured locally
• E.g., Enrollment in the ABC treatment program begins after the participant
completes an in-take interview with a program counselor
• E.g., Enrollment in the ABC treatment program begins when the participant
receives an acceptance letter
B. Completion
• A completion definition includes criteria on the steps a participant must take to
finish the program. The client’s status at departure (e.g. met criteria, transferred
out of program, dismissed from program, etc.) and date of completion should be
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.
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• E.g., Completion of the ABC treatment program is achieved when the participant
receives a Certificate of Completion
Formula
Number Completed = Completion Rate
Number Enrolled
1. Tally the number of participants who have enrolled in the program
2. Tally the number of participants who have completed the program
3. Divide completions by enrollment to arrive at the completion rate
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October 16, 2020
Dear County Partners:
The 2020-21 Community Corrections Partnership (CCP) Survey is available for
completion and submittal.
IMPORTANT – PLEASE NOTE: The Budget Act contains a new requirement for
counties: Counties are eligible to receive funding if they submit an updated
Community Corrections Partnership plan and a report (i.e., the CCP Survey) to the
Board of State and Community Corrections by December 15, 2020.
The Budget Act of 2020 (AB 74, Chapter 6) appropriates $7,950,000 to counties as
follows:
Counties are eligible to receive funding if they submit an updated Community
Corrections Partnership plan and a report to the Board of State and Community
Corrections by December 15, 2020, that provides information about the actual
implementation of the 2019-20 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 2020-21 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.
The BSCC website has a dedicated CCP Plans page with each county’s submission
dating back to Fiscal Year 2011-12. Those submissions are available here for your
reference: http://www.bscc.ca.gov/s_communitycorrectionspartnershipplans/.
Counties that submit both documents (the updated CCP plan and the Survey) are
eligible for funding as follows:
• $100,000 to counties with a population of 200,000 or less;
• $150,000 to counties with a population of 200,001 to 749,999; and
• $200,000 to counties with a population of 750,000 and above.
The due date for submittal of these documents is Tuesday, December 15, 2020.
As you know, the CCP Survey is a mechanism to collect valuable information to educate
and inform California lawmakers, the public, and the media of the continued efforts
counties have made in the previous year in implementing the shift in public safety and
rehabilitation. Information provided in this year’s CCP Survey will be used to formulate
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the Ninth Annual Report on the Implementation of Community Corrections Partnership
Plans. This report will be broadly distributed and can be used as a resource for those
seeking to understand how counties are investing their shares of the nearly $1 billion in
statewide Realignment funding allocated annually. All previously published annual
reports can be found at: http://www.bscc.ca.gov/m_realignment/.
The CCP Survey continues to compile information from the counties using dual-reporting
forms (Part A in Word and Part B in Excel); these forms are attached to this email. The
BSCC would like to request as an optional component of the survey, photos and/or
quotes from programs, stakeholders, and participants to create a more comprehensive
2020-21 annual report. Please do not submit photos that include the faces of minors
(youth under 18 years of age).
If you have questions about the content of this letter or need technical assistance, please
contact Helene Zentner, Field Representative at: (916) 838.7777 or
helene.zentner@bscc.ca.gov. A completed CCP Survey package submission (Part A
and Part B), including optional photos/quotes, as well as the updated CCP plan should
also be sent to Helene Zentner at the email listed above.
Thank you in advance,
LINDA M. PENNER
Chair
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FY 2020-21 Community Corrections Partnership Survey
PLEASE READ THIS SECTION THOROUGHLY AS THERE IS UPDATED
INFORMATION REGARDING SURVEY COMPENSATION
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 paragraph (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.
In addition, to produce a more comprehensive report on the implementation of
realignment, we are asking for photos of programs in action along with quotes from
program participants and/or stakeholders, if available. You do not need to provide
identifying information. These may be published in the 2011 Public Safety Realignment
Act: Ninth Annual Report on the Implementation of Community Corrections Partnership
Plans. Note: Ensure any individual(s) in the photos have given their consent for
use/publication and do not submit any photos that include faces of minors (youth under
the age18).
IMPORTANT INFORMATION: The Budget Act language contains a new requirement for
counties. Counties are required to submit an updated Community Corrections
Partnership (CCP) plan and a report (i.e., the CCP Survey) to the Board of State and
Community Corrections by Tuesday, December 15, 2020.
The Budget Act of 2020 (AB 74, Chapter 6) appropriates $7,950,000 to counties as
follows:
Counties are eligible to receive funding if they submit an updated
Community Corrections Partnership plan and a report to the Board of State
and Community Corrections by December 15, 2020, that provides
information about the actual implementation of the 2019-20 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 2020-21 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.
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Updated Community Corrections Partnership (CCP) Plan
There is no statutorily required format for the CCP Plan. However, counties may wish to
consider the following format when submitting the CCP plan to the BSCC:
• Cover Page
• CCP Membership
• Table of Contents
• Introduction
• Goals, Objectives, & Outcomes
• Conclusion
Survey Distribution
This survey was designed by the BSCC in consultation with the Department of Finance
to assist counties with reporting requirements. This survey and the annual letter to the
field has been distributed electronically to each Chief Probation Officer as CCP Chair.
Each CCP Chair is encouraged to share the survey and accompanying letter with CCP
members prior to completion and submission of all required documents. Responses to
the Survey should represent the collective views of the CCP and not a single agency or
individual.
Survey 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 2019-20 Public Safety Realignment Funding; and
Section 5: FY 2020-21 Public Safety Realignment Funding.
Respondents may use spell and grammar checks for their narrative responses (Part A,
Sections 1, 2, and 3) and Excel’s auto-sum features when completing the budgetary
questions (Part B, Sections 4 and 5). If you choose not to answer an optional question,
please respond “Decline to Respond.”
To submit the CCP Survey package, which includes 1) Parts A & B of the Survey,
optional photos and/or quotes, AND 2) the updated CCP plan, email all attachments to:
Helene Zentner, BSCC Field Representative at: Helene.Zentner@bscc.ca.gov
For questions, also contact at: 916-838-7777.
Due Date
A fully completed survey package must be submitted electronically to the BSCC by
Tuesday, December 15, 2020. The CCP is encouraged to collaborate on responses and
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the CCP Chair should submit the survey. Only one submission by a county will be
accepted.
Funding
Funds will be distributed by January 31, 2021 to counties that comply with all Budget Act
requirements as stated above.
Counties that submit both documents (the updated CCP plan and the Survey) are eligible for
funding as follows:
• $100,000 to counties with a population of 200,000 or less;
• $150,000 to counties with a population of 200,001 to 749,999; and
• $200,000 to counties with a population of 750,000 and above.
If you have questions or need technical assistance, please contact:
Helene Zentner, BSCC Field Representative
916-838-7777 or Helene.Zentner@bscc.ca.gov
Thank you.
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FY 2020-21 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, 2020 in the spaces to the
right of each membership role. If a membership role is not filled, respond by indicating
“vacant.”
Chief Probation Officer
Presiding Judge of the Superior Court or
designee
County Supervisor or Chief Administrative
Officer or a designee of the Board of Supervisors
District Attorney
Public Defender
Sheriff
Chief of Police
Head of the County Department of Social
Services
Head of the County Department of Mental Health
Head of the County Department of Employment
Head of the County Alcohol and Substance
Abuse Programs
Head of the County Office of Education
A representative from a community-based
organization with experience in successfully
providing rehabilitative services to persons who
have been convicted of a criminal offense
An individual who represents the interests of
victims
3. How often does the CCP meet? Use an “X” to check the box to the left of the list.
Bi-weekly (every other week)
Monthly
Bi-monthly (every other month)
Quarterly
Semi-Annually
Annually
Other (please specify)
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4. How often does the Executive Committee of the CCP meet? Use an “X” to check the
box to the left of the list.
Bi-weekly(every other week)
Monthly
Bi-monthly(every other month)
Quarterly
Semi-Annually
Annually
Other (please specify)
5. Does the CCP have subcommittees or working groups? Use an “X” to check the box
to the left of the list.
Yes
No
If "Yes," list the subcommittees and/or working groups and the purpose.
SECTION 2: Your Goals, Objectives and Outcome Measures
Section 2 asks questions related to your goals, objectives, and outcome measures.
To view your responses provided in the 2019-20 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 2019-20. If
the CCP kept the same goal, objective and outcome measure from a prior fiscal year for
FY 2019-20, provide that information. If no goal, objective, or outcome measure was
identified, respond by indicating “Not Applicable."
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Goal
Objective
Objective
Objective
Outcome
Measure
Outcome
Measure
Outcome
Measure
Progress
toward
stated goal
7. Describe a goal, one or more objectives, and outcome measures from FY 2019-20. If
the CCP kept the same goal, objective, and outcome measure from a prior fiscal year for
FY 2019-20, 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 2019-20. If
the CCP kept the same goal, objective, and outcome measure from a prior fiscal year for
FY 2019-20, provide that information. If no goal, objective, or outcome measure was
identified, respond by indicating “Not Applicable."
Goal
Objective
Objective
Objective
Outcome
Measure
Outcome
Measure
Outcome
Measure
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Progress
toward
stated goal
9. Will the CCP use the same goals, objectives, and outcome measures identified above
in FY 2020-21? 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 2020-21.
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 2020-21.
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 2020-21.
Goal
Objective
Objective
Objective
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Outcome
Measure
Outcome
Measure
Outcome
Measure
Progress
toward
stated goal
SECTION 3: Optional Questions
Section 3 asks optional questions about evaluation, data collection, programs and
services, training and technical assistance needs, and local best practices. There
are 10 questions in this section. Responses will be used by the BSCC and its
justice-system partners to better understand the needs of counties. If you choose
not to answer an optional question, please respond “Decline to Respond.”
13. Describe the process the CCP uses to determine potential programs and/or services
for local implementation using Realignment funds?
14. Does the county evaluate the effectiveness (as defined locally) of programs and/or
services funded with its Public Safety Realignment allocation? Use an “X” to check the
box to the left of the list.
Yes
No
If yes, how?
15. Does the county consider evaluation results when funding programs and/or services?
Use an “X” to check the box to the left of the list.
Yes
No
If yes, how?
16. Does the county use BSCC definitions (average daily population, conviction, length
of stay, recidivism, and/or treatment program completion rates) when collecting data?
Use an “X” to check the yes or no box to the left of the list, as applicable.
Yes No
Average daily population
Conviction
Length of stay
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Recidivism
Treatment program completion rates
17. What percentage of the Public Safety Realignment allocation is used for evidence-
based programming (as defined locally)? Use an “X” to check the box to the left of the
list.
Less than 20%
21% 40%
41% 60%
61% 80%
81% or higher
18. We would like to better understand your county's capacity to offer mental health,
substance use disorder, behavioral health treatment programs, and/or other services?
What type and level of services are now available?
19. What challenges does your county face in meeting these program and service needs?
20. What programmatic changes and/or course corrections have you made in the
implementation of Public Safety Realignment that you believe other counties would find
helpful?
21. Describe a local best practice or promising program that has produced positive
results. If data exists to support the results, please share.
22. Describe how the BSCC can assist your county in meeting its Public Safety
Realignment goals through training and/or technical assistance?
NOTE: The information contained in this report will be made public by the BSCC in the
annual report to the Governor’s Office and the Legislature on the implementation of
Community Corrections Partnership plans in print and on the BSCC website.
23. Provide the contact information for the individual completing this survey in the spaces
provided to the right of the list.
Name
Organization
Address
Address 2
City/Town
ZIP Code
Email Address
Phone Number
649
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
916-838-7777 or Helene.Zentner@bscc.ca.gov
Please be aware that in addition to the CCP Survey, an updated CCP plan MUST
also be submitted to the BSCC in order to receive compensation.
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FY 2020-21 Community Corrections Partnership Survey
PART B
SECTION 4: FY 2019-20 Public Safety Realignment Funding Allocation
Section 4 contains questions related to the allocation of FY 2019-20 Public Safety Realignment dollars. There are three (3) questions in this section.
When answering these questions, consider the funds allocated in FY 2019-20 and include any monies from 2018-19 growth funds and 2019-20
programmatic funding.
To view your response provided in the 2019-2020 Survey, click here.
Responses are captured in the Individual County Profile section of the "2011 Public Safety Realignment Act: Eighth Annual Report on the Implementation of
Community Corrections Partnership Plans."
County Name:
25. 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: $ -
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26. 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: $ -
27. How much funding, if any, was allocated to data collection and/or evaluation of AB 109 programs and services?
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SECTION 5: FY 2020-21 Public Safety Realignment Funding Allocation
Section 5 asks two (2) questions related to the allocation of FY 2020-21 Public Safety Realignment funding.
When answering these questions consider the total funds allocated in FY 2020-21 and include any monies from 2019-20 growth funds and 2020-21
programmatic funding.
28. Of the total funds received in FY 2020-21, 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: $ -
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29. If known: of the total funds received in FY 2020-21, 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
Helene.Zentner@bscc.ca.gov
Please be aware that in addition to the CCP Survey, an updated CCP plan MUST also be submitted to the BSCC in order to receive compensation.
Thank you.
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