Board of State and Community Corrections

2011 PUBLIC SAFETY REALIGNMENT ACT Tenth Annual Report on the Implementation of Community Corrections Partnership Plans July 2022 This page intentionally left blank STATE OF CALIFORNIA – GAVIN NEWSOM, GOVERNOR BOARD OF STATE AND COMMUNITY CORRECTIONS Board Members* Chair, Board of State and Community Corrections ....................................................... Linda M. Penner The Chair of the Board is a full-time paid position appointed by the Governor and subject to Senate Confirmation Secretary, CA Dept. of Corrections and Rehabilitation (CDCR) ................................... 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 Bernardino County Sheriff..................................................................................... Shannon D. Dicus 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 Santa Clara County Supervisor ........................................................................................... Cindy Chavez A county supervisor or county administrative officer appointed by the Governor subject to Senate confirmation Fresno County Chief Probation Officer ................................................................................. Kirk Haynes A chief probation officer from a county with a population over 200,000 appointed by the Governor and subject to Senate confirmation Kings County Chief Probation Officer .................................................................................. Kelly Vernon 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 Advocacy Coordinator, Anti-Recidivism Coalition (ARC) ................................................ Miguel Garcia 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 Associate Director Women’s and Non-Binary, Anti-Recidivism Coalition (ARC) ...... Norma Cumpian A public member appointed by the Governor and subject to Senate confirmation BSCC STAFF Executive Director ........................................................................................................... Kathleen T. Howard Chief Deputy Director & General Counsel .......................................................................... Aaron R. Maguire Communications Director ............................................................................................................ Tracie Cone Deputy Director, Corrections Planning & Grant Programs ............................................... Ricardo Goodridge Field Representative, Corrections Planning & Grant Programs ............................................ Helene Zentner Staff Services Analyst, Corrections Planning & Grant Programs .............................................. Jamila Fields Chief of Research Staff (RS III) ............................................................................................ Kasey Warmuth Research Data Specialist II ......................................................................................................... Ellice Ramm Research Data Specialist I ........................................................................................................... Michael Lee *Board member composition is pursuant to Penal Code § 6025 This page intentionally left blank TABLE OF CONTENTS Executive Summary ...................................................................................................................... 1 Introduction .................................................................................................................... 11 Data Collection Method: FY 2020-21 CCP Survey ........................................................ 13 Individual County Profiles .............................................................................................. 29 Appendices • Glossary of Terms ............................................................................................. 543 • BSCC Definitions of Key Terms ........................................................................... 545 • FY 2021-22 Community Corrections Partnership Survey Documents- o Letter to County Partners ................................................................... 549 o Survey Template ................................................................................ 551 o Data Reporting Guide ......................................................................... 567 This page intentionally left blank EXECUTIVE SUMMARY This annual report provides information and data submitted to the Board of State and Community Corrections (BSCC) by all 58 California jurisdictions on the implementation of each county’s Community Corrections Partnerships (CCP) plans. BACKGROUND The enactment of 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 Public Safety Realignment has allowed California counties to invest more efforts into justice-related matters and provide stronger resources for collaborative, evidence-based, cost effective, trauma-informed, culturally responsive, and strategic community programing to improve reintegration of system- involved people back into communities and promote greater public safety outcomes. Community Corrections Partnerships (CCPs) develop, implement, and bolster local approaches and corresponding spending plans for Realignment activities (as established in Penal Code section 1230). CCPs address their jurisdiction’s individual local needs by investing in and expanding a wide range of approaches premised on the realization that the most valuable way to care for people with complex challenges is to serve their full spectrum of needs (e.g., housing, socioeconomic, medical, educational) in an integrated and coordinated effort. CCPs continue to invest and maintain strategies that can be evaluated to determine effectiveness by measuring outcomes based on clearly defined objectives. FUNDING Since 2011, California’s annual State Budget Act has provided funds for counties to implement diverse approaches for rehabilitation, reentry, supervision, and housing to reduce recidivism and improve the lives of system-involved individuals. The Board of State and Community Corrections is required to collect information from each county’s CCP concerning the implementation and ongoing strategies of Realignment and prepare an annual report to the Legislature. To fulfill this obligation, the BSCC (in collaboration with several partnering agencies) developed the CCP Survey (Survey) - a tool provided annually to the counties to collect programmatic and fiscal data based on the goals and objectives established within their updated CCP Plans. The Fiscal Year (FY) 2021-22 CCP Survey (see Appendix Section) was emailed to each Chief Probation Officer (in their capacity as CCP Chair) in November 2021. Chairs were asked to share the Survey with CCP members and submit Survey responses that incorporate all aspects of the county’s CCP Plan. The Budget Act of 2021 (Assembly Bill 128, Chapter 21, Statutes of 2021) appropriated $7,950,000 to counties to assist them in completing this task. The Budget Act language states: 1 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, 2021, that provides information about the actual implementation of the 2020-21 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 2021-22 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. All 58 counties submitted the CCP Survey and their updated CCP plan. All updated plans can be found on the BSCC website at: https://www.bscc.ca.gov/s_communitycorrectionspartnershipplans/ Funds were disbursed by January 31, 2022, to all 58 counties. 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 CONTINUED IMPACTS OF COVID-19 In March 2020, the global pandemic created an extraordinary impact on local corrections and community-based programs that continues to have significant consequences for jurisdictions to this day. Due to the continued ramifications of the global health crisis, a new “normal” has been established for how departments and organizations must operate and facilitate services to mitigate the spread of the virus and its variants. Restrictions like mask requirements, social distancing, smaller gatherings, and the shuttering of small businesses due to the extended impacts of COVID-19 have continued to hinder the ability to provide in-person programing to many people, referrals are slow to return, and distance learning and video visits have become the preferred method to reach those having the most needs. Connecting with individuals as they transition from in- custody to the community still is challenging and continues to exponentially increase the need for available bed space in transitional and permanent housing. Counties are still experiencing economic difficulties, which has forced many jurisdictions to reevaluate traditional practices and lean toward more innovative and transformative methods to reduce the impacts and barriers in providing communities programs and services for their most disadvantaged people. “The impacts of the COVID-19 pandemic significantly affected our county's service delivery system and the ability to measure our programs’ outcomes and objectives. Our goal, instead, shifted to provide capacity support to a community of service providers, ensure maintenance of existing service levels for high-need and vulnerable supervised populations, and augment program operations to incorporate hybrid models of service to enhance connectivity as a result of on-going COVID-19 challenges.” 2 HIGHLIGHTS Since the enactment of Realignment a decade ago, counties have implemented collaborative, multifaceted, and diverse strategies to meet their unique local needs. With the additional pandemic-related restrictions and issues, California counties have had to continue to find avenues in which to operate to ensure people have access to essential resources such as transportation, housing, medical services, and human necessities. The following are some examples of projects and collaborative efforts from around the state, as well as success stories and messages from participants of those efforts. Alameda - Researchers at the University of California at Berkeley have been conducting an evaluation of Alameda County Probation Department’s partnership with the California Department of Corrections and Rehabilitation to implement the Pathways Home project, serving clients re-entering Alameda County from state prison. To date, they have evaluated the impact of pre-release video conferences (PRVC) for post-release community supervision (PRCS) clients. The PRVC connects clients to support services before their release from prison and engages the client in a proactive, collaborative, case- planning process with their Deputy Probation Officer (DPO). The evaluation findings show that clients who receive a PRVC are statistically significantly more likely to report to their DPO within 48 hours of release and to successfully complete probation as compared to a control group that did not receive a PRVC. In addition, clients who received a PRVC were less likely to receive a revocation. Success Story: At just 9 years old, Jose Mata was transitioned from placement into the foster care system. At the age of 16, he became entrenched in gang culture and his criminal activity, along with run-ins with law enforcement, increased. He found himself in and out of juvenile halls and placement programs. Then his criminal behavior continued into adult hood. He found himself in and out of county jails and has had a total of seven state prison commitments. After reflecting on his life, he made a conscious decision to change, not only for himself, but for his family. For the first time, Mr. Mata took his participation in in- custody programing seriously. He participated and completed the fire fighter program, substance abuse treatment, anger management, and family reunification courses. Prior to his release from custody, Mr. Mata was introduced to The Alameda County Probation Department through the PRCS Pathways program. He completed both the BOSS and La Familia employment programs and his commitment to his rehabilitation ultimately lead to him obtaining full-time employment with the Alameda County Probation Department as a Program Worker at the Juvenile Justice Center. Mr. Mata also received early termination from PRCS as a reward for his hard work and dedication to change. Kern - As part of its grant-funded Residential Substance Abuse Treatment (RSAT) program, the Kern County Sheriffs Office contracted with California State University at Bakersfield to statistically evaluate the effectiveness of the program. The Kern RSAT program was evaluated in 2014 and 2018 by the Board of State and Community Corrections using the evidence-based Correctional Program Checklist. The KCSO 3 continues to apply the lessons learned from the CPC monitorings toward ongoing improvement of all its in-custody programs. The RSAT program uses the MATRIX curriculum, Employers' Training Resource Job Readiness, Seeking Safety, Parents on a Mission, Thinking for a Change, Meditation, Aggression Replacement Training, and Moral Reconation Therapy. In FY 2020-21, 126 unique incarcerated persons attended rehabilitative and evidence-based classes. Validated assessment tools are used to place them into programs that directly address their criminogenic needs. Success Stories: An individual was enrolled in the in-custody RSAT Program and through hard work and determination, they completed the 100-day in-custody program and transitioned to the SLE program at Freedom House. While at Freedom House, the participant attended weekly outpatient treatment groups and Westec classes. Shortly after completing the Westec program, they secured full-time employment and requested steel toe boots needed for employment, which the RSAT program provided. This participant is on track to successfully complete the 190-day AB109 program with WestCare. Additionally, two participants graduated from the RSAT Program. One of the participants was released on Electronic Monitoring Program and the other was a program release. These participants successfully completed aftercare with WestCare, completed the Sober Living Environment Program, finished the vocational training, received their certificates with Westec, and both have obtained full time employment. Marin – Every client released to Marin County Probation on Post-Release Community Supervision or Mandatory Supervision status was assessed and referred to appropriate services. Health and Human Services completed an assessment of service penetration and found that the Recovery Coach program is successfully engaging 82 percent in service coordination within the first four months of release to supervision. A Recovery Coach may best be described as part counselor, part sponsor, and part caseworker; one who bridges the gap between professional treatment in an institutional setting and sustainable recovery within each person’s “home” environment. Marin County proudly states the Recovery Coach program remains their most innovative and successful program. Success Story: Justin Townsend had parents with drug problems and grew up surrounded by crime. He increasingly got into more and more trouble as he grew older, and his entanglement with the justice system only got worse after his mother died. He was on the streets, taking drugs, and homeless- living in and stealing cars. When he describes his arrest by Pleasanton police in 2017, he uses the word “rescued.” While serving his time for present and past offenses, Justin realized he needed something different in his life and wanted to make a change in a positive direction. After getting released, he worked with a Recovery Coach who guided him toward a year-long addiction 4 recovery program and started on a positive path by getting his graduate equivalency degree, listening to his mentors, going through training as a firefighter, helicopter rescue assistant, and merchant marine. However, he decided to work at the same location where he completed his year-long program. Justin was one of 23 persons honored at the Wall of Change ceremony hosted by Marin County Probation- but it’s not just the Probation staff that provides vital support for their transformation. It is also trusted workers from law enforcement agencies, the judges, the Public Defender’s Office, detoxification centers, supportive nonprofits, social workers, and many others. “It starts within the person, with the willingness to change, that’s what it is. It takes a person to focus and think about exactly what they want in life and knowing what you did not want in your life. From there, you do what you can to make changes. And you have to realize that nothing is impossible.” ~Justin Townsend Merced – The Leadership for Life (LFL) Program is designed to help clients on probation navigate through the systems that will benefit themselves and their children. It provides skills and tips on how to address individual interests, questions, and concerns to succeed. Clients graduating from LFL obtain a certificate of completion. The workshops include: • Successful job seeking, accessing health care, navigating the child welfare system, learn about their rights and responsibilities related to custody, paternity and child support, and how to advocate for themselves using their own resources and tools they’ve learned throughout Leadership for Life. • Various agencies present and provide information on behavioral health, substance abuse disorders, etc. Participant Quotes: ➢ What did you learn from Leadership for Life? “I don’t need to take the wrong route. I learned that I can make it, keep my head on my shoulders” - Fabian C. ➢ How can you help others with what you have learned? “I help people every day with what I learned at Leadership. I explain to them the importance of being open minded”- Gerardo N. ➢ What did you learn from Leadership for Life? “I’m more assertive now and it helped me get off probation”- Jerrel W. ➢ Has Leadership for Life made you a better person? “Better cook, better father, dad with my kids and more understanding with my family”- Michael A. ➢ What did you learn from Leadership for Life? “A LOT!! I learned to believe in myself, trust in myself, have faith in myself and invest in myself”- JoJo C. Napa - Napa Probation collaborates with the Napa Superior Court to provide clients opportunities to participate in Drug or Mental Health Court and probation officers facilitate Cognitive Behavior Training (CBT) groups with clients to support positive life changes. An excerpt from a letter shares one of the many stories of lives that have been made better 5 by the opportunities and accountability that the county provides through its specialty courts and community interventions. To Napa Probation. Why being on probation in Napa is a privilege. I've been on and off probation in Napa since 1995. The irony for me personally is that I spent the first half of my life in school preparing for a career in criminal justice/law and the second half on probation in Napa. Some people have asked me why I continue to live in Napa where I'm known to law enforcement. But I tell them that's the reason I stay. You see, I have bipolar disorder and being on probation in Napa has afforded me the support and evidence-based treatment that in fact works. I've been given the opportunity for rehabilitation instead of incarceration. I've taken that opportunity and taken it very seriously. I treat my probation terms like I would with work or school. I think I've done just about every program offered by Napa probation. In 2007 I was ordered to participate in drug court; I did very well but two years later I had a relapse. But I wasn't given up on. I was given drug court again, completed it in one year and remain clean and sober to this day. During the same period, I was in drug court, I was also ordered to be in BI/GEO which is a long and intense behavioral intervention program. While the program wasn't pleasant, I was determined to take advantage of the help I was given to show probation that I'm worthy and grateful to the county for not just locking me up. I was given the greatest opportunity --mental health court and domestic violence classes. Today, in very large part due to mental health court, I'm happy and back to where I want to be in life. ~ Shawn Riverside - After more than nine months participating in the My Ongoing Recovery Experience (M.O.R.E.) curriculum, participants officially graduate from the program. M.O.R.E. is an award-winning, evidence-based program created by the Hazelden Foundation. The program focuses on the critical months after treatment and moving participants toward effective self-management. Individuals learn to take the structure, wisdom, knowledge, and clinical expertise they gained in their treatment home with them. M.O.R.E. is one of the many classes offered at the Riverside Day Reporting Center and is taught by one of the Day Reporting Center’s (DRC) Peer Support Specialist (PSS). Success Story: Dalton, a former client of the Riverside County DRC, is on a path to help others as a PSS. He first heard about the DRC during the prison discharge process when he was counseled about available services once released. One of his goals was to complete his GED or high school diploma and to enroll in college classes. Dalton attended and completed classes offered through Riverside County Office of Education. Due to his accomplishments, Dalton was chosen as a speaker at his high school graduation ceremony. In addition, he took extra classes at the DRC to assist him in his recovery: Wellness and Empowerment in Life and Living, Courage to Change, and Healthy Relationships. He then completed his PSS training where he graduated as Valedictorian of his class and then enrolled in classes at the 6 California Nurses Education Institute (CNEI) to receive his certification as a substance abuse counselor. Dalton is now employed as a Detox Technician and is patiently waiting until he hits one year since his probation expired. This will make him qualified to apply for a job as a PSS, fulfilling another goal. Sacramento – Sacramento County joined the national Stepping Up Initiative in 2019. The Stepping Up toolkit resources are being utilized to support ongoing efforts. The Sequential Intercept Model (below) identifies behavioral health services accessible at different points along the justice continuum and includes an inventory of services. Adult Sequential Intercept Model: Justice/Behavioral Health Partnerships Sacramento County Collaborative Court programs have seen significant growth since 1995, when the Drug Court (now known as Recovery Treatment Court) began providing a multi-disciplinary team approach to addressing substance use disorders through treatment and supportive supervision programming as an alternative to incarceration. Currently, there are seven Collaborative Courts in the local adult justice system. But even with a broad range of services in-custody and in the community, Sacramento County’s growth and need for behavioral health, housing, and other support services has outpaced the ability to expand service capacities. Efforts are ongoing 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 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. 7 San Francisco –San Francisco Adult Probation Department (SFAPD) recognizes how critical housing is to successful reentry and partners with nonprofit organizations to ensure people have housing when they are ready for life change. To support SFAPD’s reentry efforts, transitional housing and supportive services have been strategically expanded to include 17 transitional housing programs and 1 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 Community Assessment & Services Center services. Justice-involved individuals in the City and County of SF have significant behavioral health and housing needs. Justice system partners and support agencies are challenged to meet the needs of clients who have mental illnesses and co-occurring mental illness with substance use, are assessed as having high criminogenic needs, and who may be experiencing chronic homelessness. Demographic data suggest that 56% of clients enrolled in services funded by the SFAPD were diagnosed with a serious mental illness. Conservatively 21% of SFAPD’s medium and high risk clients were identified as experiencing homelessness. To better address some of these needs, the SFAPD applied for and was awarded a BJA Justice and Mental Health Collaboration Program grant to implement a new 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). SFAPD and the partner applicant, Westside Community Services, will strive to implement a non-punitive, health- centered program designed to ensure that individuals struggling with addiction, mental illness, homelessness, and poverty are appropriately directed toward alternatives to the criminal justice system. The program will offer up to 12 months of subsidized transitional housing/client, onsite clinical case management and linkages to community reentry supports, and evidence-based clinical services using the Forensic Assertive Community Treatment model. In addition, the San Francisco 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. 8 Santa Barbara – The Santa Barbara County Pretrial Supervised Release Program is partially funded with dollars allocated to counties through Public Safety Realignment. Within the program, Pretrial Assessors utilize the Virginia Pretrial Risk Assessment Instrument-Revised tool to assist in the investigation and evaluation of a defendant’s risk of failing to appear in court or reoffend while on pretrial release. Pretrial Services Specialists within the Pretrial Assessment Unit assess defendants seven days per week and complete reports for initial arraignment, providing the Courts with information to assist in release decisions based on evaluated risks. Deputy Probation Officers identified as Pretrial Compliance Officers (PTCOs) are responsible for the supervision of defendants released to Probation on supervised pretrial release according to their assessed risk level. PTCOs also connect and monitor eligible individuals with Global Position Satellite, respond to Secure Continuous Remote Alcohol Monitoring violations/tampers, complete pretrial supervision progress reports, supplemental and violation reports. In partnership with the PTCOs, a mental health navigator coordinates the connection of individuals to mental health service providers, including providing or coordinating transportation to mental health service appointments and/or to obtain medications if appropriate. The navigator also conducts follow up with mental health service providers, shares updates at subsequent court hearings, and accompanies clients to court. Between July 2020 and September 2021, 93% of the 101 clients served by the navigator were linked to mental health services; 78% to drug and alcohol treatment; 73% assisted with housing and 56% with employment. Sonoma – When the pandemic forced Sonoma County to shelter in place, all classes at the Day Reporting Center (DRC) were cancelled indefinitely. The DRC is a one-stop center for community resources and accountability hub for justice- involved adults who are ready to identify and overcome barriers to their success. After some planning and modifications, DRC staff contacted participants whose classes had been cut short and resumed online classes where in-person classes had left off. In addition to avoiding possible exposure to COVID-19, it became clear that an online platform also benefitted the many participants who were struggling with childcare, transportation, and maintaining employment. In response to these challenges, the DRC made additional modifications and began running its entire curriculum, including intakes, online. Then staff helped their contracted providers 9 convert to a virtual service model so that participants could access the DRC’s entire suite of services online. While feelings of community, respect, and trust look a bit different now, the DRC has been able to maintain these long-held values in a virtual environment. Since initial shelter orders in March 2020, the DRC has served 284 participants virtually. Participant Quote: “It is much more productive to do from one's home via zoom it is more freedom to open up and just a more positive environment.” ~ DRC Participant 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 program Phases 1-3, aftercare services, and obtain employment and housing. This can take a minimum of 210 days complete. To advance to the next phase, the participant must complete each step listed in their MRT 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 justice-involved persons (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 participants must complete Phase 1-3 of the program. Participants can then transition into the DRC program after release for further in-depth programming and long-term treatment. The overall success rate of the JRP program is 63%. Success Story: Since starting the Tuolumne County DRC, Joshua states the program has grown on him the longer he stays. He maintained his job as a tree trimmer, working 30+ hours a week while staying in the program. Now on Phase 2, Joshua reports enjoying the one-on-one sessions with his Case Manager and looks forward to the return of in-person sessions. “The program really makes you think about things, everyone always contributes something positive to the group. The staff do a good job and their hears are in the right place. They are some of the nicest, most polite people you will ever meet” ~Joshua K. 10 INTRODUCTION In 2009 the enactment of Senate Bill (SB) 678 (Chapter 608, Statutes of 2009) implemented the California Community Corrections Performance Incentives Act on legal system 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 people who have committed lower-level offenses 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 people who have committed crimes. This meant those with convictions of non-serious, non-violent, non-sex crimes (also referred to as non-non-nons) would now serve their sentences in local jails, making reintegration back into their home communities more effective and successful. As part of the Legislation, AB 109 tasked each CCP with developing and recommending a strategic local plan to their county Board of Supervisors for the implementation of Realignment. This plan could provide recommendations that would maximize the effective investment of resources in evidence-based correctional sanctions and programs. Plans had to be developed consistently with local needs and resources. Senate Bill (SB) 92 (Chapter 36, Statutes of 2011) required the Board of State and Community Corrections (BSCC) to collect county CCP implementation plans adopted by its county Board of Supervisors. In addition, SB 92 authorized the BSCC to publish and disseminate information within those CCP plans via an annual report to the Governor and the Legislature. This became effective July 1, 2013 and has been submitted annually thereafter. This report is the tenth annual report on the implementation of county CCP plans. 11 This page intentionally left blank 12 DATA COLLECTION METHOD: FY 2021-22 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 on an annual basis 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 2012 for FY 2012-13 CCP information. Each year, 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. Also, each year, the CCP survey and an annual letter to the field is 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 2021-22 CCP Survey (see Appendix section) consists of two (2) parts and seven (7) sections. Part A (completed as a Microsoft Word document) consists of Sections 1 through 5. Section 1 elicits respondent information to identify the county for which survey responses are provided. Section 2 gathers information about CCP Membership. Section 3 gathers information about goals, objectives, and outcome measures. Section 4 gathers information about the types of programs and services provided, and for each, the agencies that provide it (i.e., sheriff, probation, behavioral health, community-based organization, other) and the stage at which it is provided (i.e., in-custody, supervision, other). Section 4 was a new addition starting with the 2021-22 CCP Survey to consistently describe and summarize the types of programs and services offered across counties. Section 5, an optional section, gathers information about evaluation, data collection, and local best practices. Section 5 was a new addition starting with the 2015-16 CCP Survey to reflect new definitions approved by Assembly Bill 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 sections and gathers information about the use of Fiscal Years 2020-21 and 2021-22 Public Safety Realignment Funding (Sections 6 and 7, respectively). The FY 2021-22 CCP Survey was emailed to each Chief Probation Officer on November 4, 2021. Survey submissions were due by December 15, 2021.1 All fifty-eight counties responded to the FY 2021-22 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 2021 (Assembly Bill 128, Chapter 21) appropriated $7,950,000 to counties as follows: 1 Survey submissions and updated implementation plans were due by December 15, 2021 to receive CCP Survey funding (see information in text about the Budget Act of 2021). 13 Counties are eligible to receive funding if they submit an updated Community Corrections Partnership Plan and report to the Board of State and Community Corrections by December 15, 2021, that provides information about the actual implementation of the 20120-21 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 2021-22 allocation of funds, including future outcome measures, programs and services, and funding priorities as identified in the plan accepted by the County Board of Supervisors. Funds were disbursed by January 31, 2022 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 0 to 200,000. • $150,000 to each county with a population of 200,001 to 749,999. • $200,000 to each county with a population of 750,000 and above. This report provides information and data compiled from the FY 2021-22 CCP Survey. The information is divided into two 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: www.bscc.ca.gov. However, the most in-depth information and materials on county-specific realignment implementation are contained within the original county CCP plans and subsequent updates available at: www.bscc.ca.gov/s_communitycorrectionspartnershipplans. 14 STATEWIDE SUMMARY OF KEY INFORMATION FROM FY 2021-22 CCP SURVEY The statewide summary focuses on Part A of the Fiscal Year 2021-22 CCP survey providing information about the efforts, goals, and successes of CCPs across the state. To focus on the implementation of Public Safety Realignment, information is provided about the: • composition and meeting frequency of the CCPs. • progress made toward achieving the goals of the prior fiscal year. • extent to which funding is dedicated to the use of evidence-based programming. • evaluation of programs and services. • programs and services that are provided. • agencies that provide the programs and services. • local programs that produced positive results. • challenges meeting program and service needs. 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 and Meeting Frequency Sixty-two (62) percent of the CCPs (n=36) have complete membership and the most common meeting frequency is quarterly for both the full membership and the executive committees. Forty-eight (48) percent of CCPs (n=28) have at least one subcommittee. See the appendix section for summary information about each county’s CCP (complete membership, meeting frequency, executive committee meeting frequency, use of subcommittees or working groups). Progress Made Toward Achieving the Goals of Fiscal Year 2020-21 The CCPs provided final information about the progress made toward achieving the goals of the Fiscal Year 2020-21 CCP Plans. The updated information reflected the progress achieved over the full fiscal year. 2 Fifty-seven (57) counties provided this information.3 Each were able to report multiple goals and the following information was requested for 2 The FY 2020-21 CCP survey was completed by the CCPs by December 15, 2020. As the fiscal year was still in progress, final information about the progress achieved toward goals was gathered through the FY 2021-22 survey. 3 Del Norte did not provide goal information for Fiscal Years 2020-21 and 2021-2022. 15 each goal reported: whether the goal was part of the Fiscal Year 2020-21 CCP plan, objectives to achieve the goal, associated outcome measures, and a description of progress made toward achieving the goal. Across the 57 counties, a total of 157 goals were reported. For these goals, 97 percent (n=152) were included in the Fiscal Year 2020-21 CCP plans and 64 percent (n=100) were partially achieved, 29 percent (n=46) were fully achieved, 5 percent (n=8) were not achieved with no progress made, and for 3 percent (n=3) no information about progress was provided. Focusing on the implementation of Public Safety Realignment, these 57 counties made progress on 93 percent of the goals included in the CCP plans and reported in the Fiscal Year 2021-22 CCP Survey. Funding Dedicated to Evidence-based Programming and the Evaluation of Programs Eighty-six (86) percent of counties (n=50) dedicate a portion of the Public Safety Realignment allocation for evidence-based programming, as defined locally. Twenty-nine (29) percent of these counties (n=17) allocate between 21 and 40 percent of the funding to evidence-based programming. This 29 percent of counties allocate is followed by 17 percent (n=10) 21 to 40 percent of funding to allocating between 61 to 80 percent. evidence-based programming. Almost 14 percent (n=8) allocate 41 to 60 percent and 81 percent or higher, respectively. Twelve (12) percent of 81% or higher counties (n=7) allocate less than 20 percent. For county-level information 61% - 80% on funding allocated to evidence- based programming, see the appendix 41% - 60% section. 21% - 40% 29.3% Less than 20% 0.0% 10.0%20.0%30.0%40.0% 16 Seventy-six (76) percent of the counties (n=44) evaluate the effectiveness, as defined locally, of the programs and or services funded by the Public Safety Realignment allocation and 72 percent (n=42) consider the evaluation results when allocating funds. Of the counties that evaluate effectiveness, 34 percent (n=15) rely on outside evaluators and 14 percent (n=6) rely on in-house evaluators or data analysts who conduct program and service evaluations. Additionally, 72 percent of these counties (n=32) report providing outcome measures of effectiveness to the CCP. The commonly reported ways the CCPs consider evaluation results when allocating funds included utilizing evidence-based programs and practices, utilizing benchmark measures to identify when changes or approvements are needed, cost-benefit analyses, and review of summary outcome data. See the appendix section for county-level information related to the evaluation of programs. Types of Programming and Services Provided The process CPPs use to determine potential programs and/or services for local implementation include: the committee’s discussion and approval of program/service proposals (n=25, 43%); review of programs/services to best meet the needs of the community (n=15, 33%); and the release of requests for proposals for a competitive bidding process once a program and/or service is selected (n=6,13%). Counties identified the programs and services provided in Fiscal Year 2020-21. Most counties provided a wide range of programs and services designed to: improve mental health (n=57, 98%); assist with substance use (n=57, 98%); assist with housing (n=56, 97%); provide job training and obtaining employment (n=57, 98%); provide education (n=53, 91%); provide family-oriented education, service, and training (n=56, 97%); provide domestic violence support and intervention (n=51, 88%); improve physical wellbeing (n=49, 84%); and enhance the standard of happiness, comfort, and wellbeing of an individual to participate in life’s events (e.g., assistance with obtaining a driver’s license or opening a bank account; quality of life; n=57, 98%). Counties also identified the agencies that provide each program and service (i.e., sheriff, probation, behavioral health, community-based organization, other) and the stage at which it is provided (i.e., in-custody, supervision, other). Many similarities were identified across counties regarding the agencies that provide each type of service. Not surprisingly, in nearly all counties the local behavioral health agency provides substance use services (n=56, 98%) and mental health services (n=53, 93). For most counties, sheriff’s departments generally provide physical health (n=32, 66%) and education services (n=29, 55%). The remaining programs and services are generally provided by probation departments and community-based organization (CBOs). These programs and services 17 include those to improve the individual’s general quality of life, domestic violence support and prevention, family services, employment services, and housing. See the appendix section for county-level information about the types of programs and services provided, and for each, the agencies that provide it (i.e., sheriff, probation, behavioral health, community-based organization, other) and the stage at which it is provided (i.e., in- custody, supervision, other). Providers of Programs/Services 63% Quality of Life 75% 33% 47% Physical Health 65% 61% Domestic Violence Prevention 75% 59% Family 59% 45% Education 55% 58% Employment 67% 71% Housing 71% 58% Substance Use 98% Mental/Behavioral Health 93% 0% 20% 40% 60% 80% 100% 120% Other CBO Behavioral Health Probation Sheriff Local Programs that Produced Positive Results Seventy-one percent of the CCPs (n=40) provided a description of local best practices or promising programs that produced positive results. Themes that emerged included substance use services (n=9, 22%), mental health services (n=8, 20%), cognitive behavioral therapy (n=8, 20%), vocational training services (n=8, 20%), day reporting centers (n=7, 17%), reentry programs (n=7, 17%), and housing services (n=7, 17%). Examples of positive results reported by the counties include: • Deploying clinicians to non-violent behavioral health crisis calls rather than law enforcement, when appropriate, is more effective and less traumatic for clients. 18 • Having mental health counseling readily available to our clients within our department has been helpful. It has cut down on the red tape that exists between agencies and clients have a much higher engagement rate than previously experienced. • Based on client evaluations of the cognitive behavioral group, clients value the time spent in the program, learn new skills, establish relationships with their probation officer, and self-refer to other groups as they find support and value in participation. • In collaboration with the Job Training Office, since 2019, 269 PRCS clients were provided with career and job readiness services. Of these clients, just 16 (6%) have recidivated. • The day reporting center has been shown to reduce recidivism by 23 percent compared to a control group of similar characteristics. • The county’s reentry program appears to be promising. To date, there have been no new offenses by clients. • The Probation managed housing pool increased available beds by over 400 percent and expanded our capacity to serve the special populations under our care (e.g., gender responsive housing programs, registrants, and mothers with children). Challenges Meeting Programming and Service Needs Eighty-three (83) percent of the counties (n=48) reported challenges with meeting the program and service needs of the county. Of these counties: • 44 percent (n=21) reported coronavirus-related challenges which included permanent or temporary suspension of services, reduced staffing, building closures, and the early release of detained individuals. • 37 percent (n=18) reported a lack of availability of certain types of services in the county (e.g., mental health services, substance use services, medical services; vocational training). • 31 percent (n=15) reported difficulty meeting the housing needs of clients particularly those who are justice involved with behavioral health needs. • 29 percent (n=14) reported difficulty with recruiting and retaining program and service staff. • 21 percent (n=10) reported limited resources, including funding and programming space. 19 SUMMARY OF CCP COMPOSITION AND THE EVALUATION OF PROGRAMS BY COUNTY The table below 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 complete4, 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 CCP 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.5 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).6 Percentage of Allocation Executive Subcommittees Evaluate Effectiveness Complete Meeting Used for Evidence-Based County Committee Meeting or Working of Programs/Services Membership Frequency Programming Frequency Groups (optional question) (optional question) Alameda Yes Quarterly Bi-monthly Yes Yes 81% or higher Alpine No Semi-annually Semi-annually No Yes 21% – 40% Amador No Monthly Monthly No Butte Yes Bi-monthly Bi-monthly Yes Yes 21% – 40% Calaveras No Bi-monthly Bi-monthly No Yes 81% or higher Colusa Yes Semi-annually Semi-annually No Yes 61% – 80% Contra Costa Yes Quarterly Quarterly Yes Yes 21% – 40% Del Norte No Quarterly Quarterly No Yes 21% – 40% El Dorado No Quarterly Quarterly Yes No 41% – 60% Fresno No Quarterly Quarterly Yes Yes 21% – 40% 4 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, 2021. Any roles specified as vacant or as “not applicable” yet the position exists in the county were considered unfilled positions. 5 This was an optional question within the survey. Respondents may have declined to provide a response resulting in a blank cell within the table. As such this list may not include all counties that evaluate the effectives of the programs. 6 Ibid. 20 Percentage of Allocation Executive Subcommittees Evaluate Effectiveness Complete Meeting Used for Evidence-Based County Committee Meeting or Working of Programs/Services Membership Frequency Programming Frequency Groups (optional question) (optional question) Glenn No Semi-annually Semi-annually Yes Yes 41% – 60% Humboldt No Monthly Monthly No Imperial Yes Monthly Monthly Yes Yes 21% – 40% Inyo Yes Other Annually Yes Yes 61% – 80% Kern Yes Quarterly Quarterly Yes Yes 41% – 60% Kings Yes Quarterly Quarterly No Yes Less than 20% Lake Yes Other Annually No Yes 41% – 60% Lassen No Monthly Monthly No Yes 21% – 40% Los Angeles Yes Monthly Monthly Yes Yes 81% or higher Madera Yes Quarterly Quarterly No No 21% – 40% Marin No Annually Annually Yes Yes 61% – 80% Mariposa No Quarterly As needed No Mendocino No Quarterly Quarterly No Yes 21% – 40% Merced Yes Quarterly Quarterly Yes Yes 41% – 60% Modoc No Monthly Monthly No Mono Yes Quarterly Quarterly Yes Yes 61% – 80% Monterey Yes Semi-annually Semi-annually No No 61% – 80% Napa Yes Bi-monthly Bi-monthly No No Less than 20% Nevada No Quarterly Quarterly Yes Yes 21% – 40% Orange Yes Quarterly Quarterly Yes Yes Less than 20% Placer Yes Other Other No Yes Less than 20% Plumas No Monthly Monthly Yes Yes 41% – 60% Riverside Yes Annually 3-4 times per year Yes Yes 61% – 80% Sacramento Yes Semi-annually Semi-annually Yes Yes 81% or higher San Benito Yes Quarterly Quarterly No Yes Less than 20% San Bernardino Yes Semi-annually Other No Yes 21% – 40% San Diego Yes Semi-annually Other Yes Yes San Francisco Yes Semi-annually Annually No Yes 81% or higher San Joaquin Yes Bi-weekly Quarterly No Yes 41% – 60% San Luis Obispo No Bi-monthly Other No Yes 21% – 40% San Mateo No Semi-annually Other Yes Yes 81% or higher Santa Barbara Yes Bi-monthly Bi-monthly Yes Yes Less than 20% 21 Percentage of Allocation Executive Subcommittees Evaluate Effectiveness Complete Meeting Used for Evidence-Based County Committee Meeting or Working of Programs/Services Membership Frequency Programming Frequency Groups (optional question) (optional question) Santa Clara Yes Quarterly Quarterly No Yes 21% – 40% Santa Cruz Yes Quarterly Quarterly Yes Yes 61% – 80% Shasta Yes Quarterly Other Yes Yes Less than 20% Sierra No Semi-annually Semi-annually No Siskiyou No Quarterly Quarterly No Solano Yes Other Other Yes 21% – 40% Sonoma Yes Monthly Monthly Yes Yes 81% or higher Stanislaus Yes Quarterly Other No Yes 21% – 40% Sutter Yes Other Other No Yes 21% – 40% Tehama Yes Semi-annually Semi-annually No No 41% – 60% Trinity No Quarterly Quarterly No Tulare Yes Quarterly Other No Yes 81% or higher Tuolumne No Quarterly Quarterly Yes Yes 61% – 80% Ventura Yes Quarterly Quarterly Yes Yes 41% – 60% Yolo Yes Quarterly Quarterly Yes Yes 61% – 80% Yuba No Quarterly Other No 61% – 80% 22 Programs or Services Provided by County and Agency Survey responses provided information about the types of programs or services funded in each county for FY 2020-21. The tables below provide an at-a-glance summary of the programs or services within each county including the agency that provides the service [Sheriff (S), Probation (P), Behavioral Health (BH), Community-based Organization (CBO), Other (O)] and the delivery stage [in-custody (C), supervision (S), other (O)]. Responses were gathered for the following program or service types: • Table 1: Mental health/behavioral health, substance use, and housing services. • Table 2: Employment, education, and family services. • Table 3: Domestic violence prevention, physical health, and quality of life programs and services. Table 1. Mental Health/Behavioral Health, Substance Use, and Housing Services by County. Mental Health/ Substance Use Housing Behavioral Health County Agency Stage Agency Stage Agency Stage Alameda BH, CBO C, S BH, CBO C, S S, P, CBO, O C, S Alpine P, BH, CBO C, S BH, CBO C, S P Amador BH C, S BH, CBO C, S P, CBO S Butte BH C, S S, P, BH C, S, O S, P, BH S Calaveras P, BH C, S BH C, S P S Colusa P, BH C, S P, BH C, S P, CBO, O S Contra Costa S, BH C, S S, BH, CBO C, S, O S, P, CBO, O C, S Del Norte BH C BH C P S El Dorado P, BH, CBO C, S BH, CBO C, S P, BH, CBO S Fresno BH, CBO S BH, CBO S P, BH, CBO S Glenn BH C, S P, BH C, S P, BH C, S Humboldt P, BH C, S BH P, CBO S Imperial BH C, S BH, CBO C, S Other S Inyo BH C, S BH, CBO C, S P, CBO, O S Kern S, P, BH C, S, O S, P, BH C, S S, P, BH, CBO C, S Kings Lake BH C, S BH, CBO C, S P, CBO S Lassen S, BH C, S S, P, BH C, S BH, CBO C, S Los Angeles BH, CBO C, S BH, CBO C, S P, CBO, O S Madera P, BH, O S, O S, P, BH C, S P, BH, CBO, O S, O Marin S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O Mariposa P, BH C, S P, BH, CBO C, S P, BH, CBO C, S Mendocino BH S BH, CBO C, S S, P, O C, S, O Merced BH C, S BH, CBO C, S CBO S Agency Key: S = Sheriff, P = Probation, BH = Behavioral Health, CBO = Community-based Organization, and O = Other. Stage Key: C= In-custody, S = Supervision, and O = Other. 23 Table 1 (continued). Mental Health/Behavioral Health, Substance Use, and Housing Services by County. Mental Health/ Substance Use Housing Behavioral Health County Agency Stage Agency Agency Stage Agency Modoc BH C, S BH C, S P, O S Mono O C, S BH, O C, S BH O Monterey BH, CBO C, S BH, CBO C, S CBO S Napa P, BH, CBO C, S P, BH, CBO S P, CBO S Nevada P, BH, CBO C, S BH, CBO C, S P, CBO C, S Orange BH, CBO, O C, S BH, CBO, O C, S CBO, O S Placer S, P, BH, CBO C, S S, P, BH, CBO C, S BH, CBO Plumas S, P, BH, CBO, O C, S, O S, P, BH, O S, O P, BH, CBO, O S, O Riverside S, P, BH C, S, O S, P, BH C, S, O P, BH C, S, O Sacramento S, P, O C, S S, P, BH, CBO C, S, O S, P, O C, S, O San Benito S, BH, CBO C, S BH, CBO C, S P, BH, CBO, O C, S San Bernardino P, BH S P, BH S P, BH, CBO S San Diego S, P, BH, CBO, O C, S, O S, P, BH, CBO C, S S, P, BH, CBO, O S, O San Francisco S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S P, CBO S, O San Joaquin BH S BH S CBO C, S San Luis Obispo S, BH C, O S, BH, O C, O BH, CBO O San Mateo BH, O C, S, O S, P, BH C, S, O S, O C, O Santa Barbara S, P, BH, CBO C, S S, P, BH, CBO C, S S, P, BH, CBO C, S Santa Clara P, BH C, S BH C, S CBO, O S Santa Cruz S, CBO C, S BH, CBO C, S CBO S Shasta BH S BH S CBO S Sierra BH C, S BH, O S P, O S Siskiyou BH C, S BH C, S P, BH S, O Solano S, P, BH C, S S, P, BH C, S P S Sonoma S, P, BH, CBO, O C, S BH, CBO S S, P, CBO C, S Stanislaus BH C, S, O BH C, S CBO S, O Sutter BH C, S P, BH, CBO C, S P, BH, CBO C, S Tehama S, P, BH, CBO C, S S, P, BH, CBO C, S S, P, O C, S, O Trinity BH S BH, CBO S CBO C, S Tulare BH, CBO C, S S, P, BH, CBO C, S BH, CBO S Tuolumne S, P, BH, O C, S S, P, BH, CBO, O C, S S, P, BH, CBO, O C, S Ventura S, BH, O C, S S, P, BH, CBO, O C, S CBO S Yolo S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O P, BH, CBO S, O Yuba P S P S P S Agency Key: S = Sheriff, P = Probation, BH = Behavioral Health, CBO = Community-based Organization, and O = Other. Stage Key: C= In-custody, S = Supervision, and O = Other. 24 Table 2. Employment, Education, and Family Services by County. Employment Education Family County Agency Stage Agency Stage Agency Stage Alameda S, P, CBO, O C, S S, P, CBO C, S S, P, CBO C, S Alpine P, BH, CBO S P, BH S BH, CBO S, O Amador CBO S O S BH, CBO S Butte S, P C, S S, P S S, P S Calaveras P S P S P, BH C, S Colusa CBO C, S, O O C, S, O BH, CBO C, S, O Contra Costa S, P, CBO, O C, S, O S, CBO, O C, S, O CBO C, S, O Del Norte P S El Dorado BH, CBO S O C, S P, BH, CBO S Fresno P S P, CBO S, O P S Glenn BH C, S O C, S BH S Humboldt BH S Imperial O S O S O S Inyo P, BH, CBO, O C, S CBO C, S P, BH, O C, S Kern S, P, BH, CBO, O C, S S, P, CBO C, S S, P, BH, CBO C, S Kings O S Lake S, P C, S S, P C, S P S Lassen S, P C, S S, P C, S S, P C, S Los Angeles S, P, CBO, O C, S S, O C S, CBO C, S Madera P, CBO C, S S, P, CBO C, S P, CBO S Marin S, P, O C, S S, P, CBO C, S, O P, BH, CBO S Mariposa P, CBO S, CBO C, S P, CBO C, S Mendocino S, P, O C, S P, O S P S Merced P, BO, CBO, O S, O CBO, O S P S Modoc CBO CBO C, S Mono P, O C, S, O S, O C, O P, BH, O C, S Monterey S, CBO, O C, S S, CBO C, S CBO S Napa P, CBO S P, CBO S P, CBO S Nevada CBO S S, CBO C, S P S Orange O S O S O S Placer S, P, BH, CBO C, S S, P, BH, CBO C, S P, BH, CBO S Plumas P, CBO S, O CBO C P, BH, CBO, O C, S, O Riverside S, P, BH, CBO C, S, O S, P, BH, O C, S, O S, P, BH C, S, O Sacramento S, P C, S S, P C, S S, P C, S San Benito P, BH, O C, S O C, S BH, CBO C, S San Bernardino P, CBO S S, P, CBO C, S P, CBO S San Diego S, P, BH, CBO, O C, S, O S, P, BH, C, S, O S, P, BH, CBO, C, S, O CBO, O O San Francisco S, P, CBO C, S, O S, P, CBO C, S, O S, P, CBO C, S San Joaquin O S O S CBO C, S San Luis Obispo S, P, CBO C, O S C Agency Key: S = Sheriff, P = Probation, BH = Behavioral Health, CBO = Community-based Organization, and O = Other. Stage Key: C= In-custody, S = Supervision, and O = Other. 25 Table 2 (continued). Employment, Education, and Family Services by County. Employment Education Family County Agency Stage Agency Stage Agency Stage San Mateo S, O C, O S, P C S, O C, O Santa Barbara P, CBO S P, CBO S P, BH, CBO S Santa Clara P, O C, S S, O C, S S, P C, S Santa Cruz CBO S O C, S CBO S Shasta O S O C, S CBO S Sierra P, CBO, O S P, O S P, CBO S Siskiyou CBO S, O BH C, S CBO S Solano S, P C, S S, P C, S S C Sonoma P, O C, S S, P, O C, S S C Stanislaus CBO C, S CBO C, S CBO C, S Sutter P, CBO S S, P, CBO C, S P, BH, CBO S Tehama S, P C, S S, P, BH C, S Trinity CBO S CBO C, S CBO S Tulare S, P, BH, CBO, O C, S S, P, BH, C, S BH, CBO C, S CBO, O Tuolumne S, P, BH, CBO, O C, S S, P, BH, C, S S, P, BH, CBO, C, S CBO, O O Ventura S, O C, S S, O C CBO S Yolo P, BH, CBO C, S, O S, P, CBO C, S P, BH, CBO S Yuba P, O S P S P Agency Key: S = Sheriff, P = Probation, BH = Behavioral Health, CBO = Community-based Organization, and O = Other. Stage Key: C= In-custody, S = Supervision, and O = Other. 26 Table 3. Domestic Violence Prevention, Physical Health, and Quality of Life Programs and Services by County. Domestic Violence Prevention Physical Health Quality of Life County Agency Stage Agency Stage Agency Stage Alameda P, CBO, O S S, CBO, O C, S S, P, CBO C, S Alpine P, BH C, S BH, CBO O P, BH S, O Amador BH, CBO S P, BH, CBO S Butte S, P S S S S, P S Calaveras P S P, BH C, S P S Colusa P S P, O C, S P, BH, CBO C, S Contra Costa CBO S, O S, O C S, P, BH, CBO, C, S, O O Del Norte P S El Dorado CBO S S, P, CBO, O C, S P, BH, CBO C, S Fresno P O CBO S, O P, CBO S, O Glenn P, BH S Humboldt Imperial O S O S Inyo P, O S S, BH, CBO C, S P, BH, CBO, O C, S Kern S, P C, S S, P, BH, CBO C, S Kings O S Lake S, P C, S S C P S Lassen S, P, CBO C, S S, P, O S S, P C, S Los Angeles BH, CBO C, S BH, CBO, O C, S S, P, BH, CBO C, S Madera P, CBO, O S, O P, O S, O P, BH, CBO, O S, O Marin S, P, CBO C, S S, P, BH, C, S S, P, BH, CBO, C, S CBO, O O Mariposa CBO S S, P, CBO S, BH, CBO S, C Mendocino P S S C P, O S Merced P, CBO S P S P, CBO S Modoc P, BH, CBO S O S Mono P, BH S, O S C S O Monterey P, BH, CBO C, S S, CBO C, S CBO S Napa P, CBO S P, CBO S P, BH, O S Nevada P S P S P, BH, CBO C, S Orange O S O C, S O S Placer P, CBO S S, P, BH C, S P, BH, CBO S Plumas S, P, BH, CBO S, O O O O O Riverside S, P C, S, O S, BH C, S, O S, P, BH C, S, O Sacramento P S S, P C, S S, P, BH, CBO C, S San Benito P, BH, CBO S S, O C, S P, BH, CBO, O C, S San Bernardino P, CBO S P, O S P, O S Agency Key: S = Sheriff, P = Probation, BH = Behavioral Health, CBO = Community-based Organization, and O = Other. Stage Key: C= In-custody, S = Supervision, and O = Other. 27 Table 3 (continued). Domestic Violence Prevention, Physical Health, and Quality of Life Programs and Services by County. Domestic Violence Prevention Physical Health Quality of Life County Agency Stage Agency Stage Agency Stage San Diego S, P, BH, CBO, O C, S, O S, P, BH, C, S, O S, P, BH, CBO, C, S, O CBO, O O San Francisco S, P, CBO C, S, O S, P, CBO C, S, O P, CBO S, O San Joaquin CBO S S C CBO S San Luis Obispo P S S C S, P, BH C, O San Mateo S, P, CBO, O C, S, O S, BH, O C, S, O S, O C, O Santa Barbara P, CBO S P, CBO, O S P, CBO S Santa Clara P, O S S, BH, O C, S S, P, O S Santa Cruz CBO C, S CBO S Shasta CBO S O C, S P, BH, CBO, O C, S Sierra O S P, CBO S Siskiyou P S S, O C, S CBO S, O Solano S, P C, S S C P S Sonoma S, O C, S P, CBO S Stanislaus CBO C, S S C CBO S Sutter P, CBO S C, S, O C, S P, BH, CBO S Tehama C, S, O C, S C, S, O C, S C, S, O C, S Trinity CBO S CBO S P, CBO C, S Tulare BH, CBO C, S S, BH, CBO C, S S, P, BH, CBO S Tuolumne S, P, BH, CBO, O C, S S, P, BH, C, S S, P, BH, CBO, C, S CBO, O O Ventura S, CBO, O C, S S, CBO, O C, S S, CBO, O C, S Yolo P, CBO S S, P, BH, C, S P, BH, CBO S, O CBO Yuba P S P S Agency Key: S = Sheriff, P = Probation, BH = Behavioral Health, CBO = Community-based Organization, and O = Other. Stage Key: C= In-custody, S = Supervision, and O = Other. 28 FY 2021-22 Community Corrections Partnership Survey Alameda County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Marcus Dawal Lori Cox Chief Probation Officer Department of Social Services Tara Desautels / Charles Smiley Colleen Chawla Presiding Judge or designee Department of Mental Health Susan Muranishi Lori Cox County Supervisor or Chief Administrator Department of Employment Nancy O’Malley Colleen Chawla District Attorney Alcohol and Substance Abuse Programs Brendon Woods L. Karen Monroe Public Defender Head of the County Office of Education Gregory Ahern Raymond Banks Sheriff Community-Based Organization Gina Anderson 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 29 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Reduce Recidivism Objective To promote community safety and improve the quality of life for 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" Outcome Percent of clients with a new conviction within three years of placement on supervision Measure (BSCC definition) Outcome Percent of clients with a probation violation within three years of placement on Measure supervision (excludes individuals with convictions within three years) Percent of clients whose probation terminated in FY 19/20 and had a new conviction within 1 year Outcome Percent of clients who were active in FY 19/20 and had a new conviction within FY 19/20 Measure Progress • 20.3% obtained a new felony conviction (BSCC definition) - 3.7% reduction from prior toward year; 27.7% obtained a violation - 6.3% reduction from prior year stated goal • 6.9% of clients terminated during FY 19/20 received a new offense within 1 year of termination - 1.5% reduction from prior year • 8.1% received a new conviction while active to probation during FY 19/20 - .5% reduction from prior year 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 19/20 to FY 20/21 for enrollments and total served; and 2. Percent served who exited the program with permanent or temporary housing. Progress During the last FY: toward Employment: 485 clients referred, 79% enrolled/assessed. 3% increase from prior FY. stated goal 62% (239) of those clients were placed in subsidized or unsubsidized employment. Decrease in number of placements from prior fiscal year. 30 Education: 273 clients referred to high school/GED or community college programs during FY. 98 (36%) enrolled in services. Program enrollment impacted by temporary closures due to pandemic. Housing: 1175 individuals referred to housing programs 640 (54%) clients received temporary housing services through contracted providers. During the FY there were 330 total exits, of which, 157 (48%) went into permanent housing. During the reporting period, we experienced challenges with data reporting as we transitioned providers from manual reporting processes to the Alameda County Probation Department's automated case management system. 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 Center Measure (CORE) Outcome 75% of clients connected to one or more services within 30 days of enrollment Measure Progress During the FY, 431 clients were referred to the CORE and 325 (75%) clients were toward enrolled in services. Please note during FY 19/20, the CORE program was only open for stated goal three months which does not allow for a true comparision. Of the 325 referred, 320 (98%) clients received one or more services within 30 days of enrollment. Please note the Transition Center at Santa Rita Jail remained closed to the public during the Fiscal Year. In collaboration with the Probation Department, the jail pivoted to a tablet based referral program which allows people to connect with providers on scheduled dates. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Reduce recidivism to promote community safety and improve the quality of life for 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 Percent reduction in recidivism as measured by (1) new felony conviction or probation violation within three years of placement on supervision; and (2) new convictions within 1 year of termination or active to supervision. Outcome Percent of clients with a new felony conviction within three years of placement on Measure supervision (BSCC defintion). Outcome Percent of clients with a probation violation within three years of placement on Measure supervision. Outcome Percent of clients whose probation terminated or who were active to supervision in FY Measure 19/20 that had a new conviction within 1 year. Progress Due in part to our county’s justice partners taking the initiative to retroactively apply toward Assembly Bill 1950, there was a decrease in supervision population of 37% during stated goal Fiscal Year 20/21. Despite the significant decrease in supervision numbers, recidivism 31 continued to decrease throughout FY 20/21. This success can be attributed in part to the CCPEC allowing clients whose supervision was unexpectedly terminated early due to AB 1950 to access services for a year post termination. Moving forward with our increased focus on service utilization and quality, we expect recidivism rates to continue to decrease in the upcoming year. Please note: We track recidivism rates on an annual basis. Annual figures will be provided in the upcoming report. Goal Provide high quality, comprehensive, wrap-around service from first point of contact with the criminal justice. Objective Education: 1. Utilization of Education services in county facilities 2. In-custody assessment to determine services 3. Expand intake process and develop case management plans Objective Health Care 1. Strengthen continuum of care 2. Jail discharge care coordination with community DMC-ODS provider 3. Integration of prevention strategies Objective Housing 1. System of direct access from incarceration to housing 2. Coordinate efforts to access and retain long-term housing Outcome Education: Measure 1. Increase the number of participants utilizing educational services in county facilities to 15% within 1 year of implementation. 2. Conduct in-custody math, English and career interest assessments to determine appropriate education services both in-custody and post-release. 3. Expand current intake process to include education & employment history to create a population baseline. Outcome Health Care: Measure 1. Establish MOU, ROI or sharing agreement between County entities to improve information sharing and case collaboration while maintaining HIPAA and other privacy laws and regulations. 2. Provide discharge planning for all people with known SUD needs in Santa Rita Jail. 3. Prepare for implementation of CalAIM initiatives intended to serve the re-entry population. Outcome Housing: Measure 1. Number and percent of target population released from incarceration who have an individualized service plan that includes a housing assessment. 2. Coordinate efforts with Probation, State, Federal Parole, Federal Probation, Alameda County Sheriff's Office, California Department of Corrections and Rehabilition (CDCR), nonprofit providers and the community to increase housing access and retention for the justice involved, including housing for registered sex offenders. 3. Increase coordination between employment, benefits programs, housing and education programs to ensure income to support the ability to secure and retain long- term housing. Progress In-custody in-person educational services have been limited due to COVID, service toward utilization is expected to increase as COVID restrictions continue to lift. Health care stated goal MOI/ROI negotiations are taking place - compliance and legal are being brought into the discussions to finalize terms. Discharge planning is being worked on in connection with 32 the implementation of CalAIM initiatives. Our AB 109 housing program has been greatly expanded. Moving forward, there is a need to create more housing for specialized population, e.g. sex offenders. During the COVID 19 pandemic, Five Keys along with the Sheriff's Office implemented a distance learning model, which included educational packets, video visits, and the school hotline for students to call in for tutoring. The distance learning model has increased our ability to provide more people with educational opportunities. The distance learning model has allowed our educational component to expand to all of the housing units at Santa Rita Jail. Currently there are modified in person classes being offered to four housing units at Santa Rita Jail, due to COVID restrictions. Additionally, as part of the Pathways Grant and tablet program in Santa Rita Jail, we have created a process that allows for direct access from incarceration to housing. Our housing beds increased 404% since last FY from 67 beds to 259 beds. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $18,542,309 Growth Fund Reserve $25,198,032 Program Services $24,821,844 $9,322,755 Reserve $1,324,220 $1,250,000 Public Defender $1,250,000 $1,250,000 District Attorney $1,250,000 $3,250,000 Probation Department $3,250,000 $18,500,000 Sheriff $18,500,000 FY 2021-22 $77,313,096 FY 2020-21 $50,396,064 33 FY 20-21 and 21-22 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 Sheriff Department $18,500,000 FY 2021-22 $24,250,000 FY 2020-21 $24,250,000 34 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $502,548 For Us By Us $60,688 FY2021 AB109 Support Unit Cost @ 50% $1,167,260 Family Reunification $3,000,000 Employment $2,000,000 Education $519,655 Early Intervention Court $6,000 Community Advisory Board Transportation Stipends $200,000 Career Technical Education $1,250 CAB Web Based Application $2,986,206 To be allocated $7,088,862 Violence Intervention/Prevention Program (Trust) $500,000 Violence Intervention/Prevention Program $500,000 TDRC now The Core thru Jan 2022 $1,966,766 $250,000 Probation Client Support $250,000 $10,419,200 Housing $7,182,665 Female and Male Residential Service Center $1,677,426 Fair Chance Housing Initiative $330,000 Community Advisory Board Notetaker $900 Career Technical Education Training Programs $1,200,000 $4,085,225 ACBH Substance Use and Mental Health Svcs $4,085,225 211 Alameda County Information and Referral Svcs - Eden $40,000 FY 2021-22 $25,198,032 FY 2020-21 $24,821,844 35 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 a robust community process that includes client and community input from listening sessions and feedback obtained through the various CCP workgroups. Potential funding opportunities are assessed by the Fiscal and Procurement Workgroup and presented to the Community Advisory Board for input prior to being presented to the CCPEC for approval. Once approved, 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? Previously the County contracted with outside entities to assess the effectiveness of our programs and services. For Fiscal Year 21/22, we have committed to implementing a multi-year evaluation process utilizing an outside entity. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? As part of the allocation approval process, the County uses evaluations, research and data 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)? 81% or higher 36 We would like to better understand your county's capacity 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 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- o information, assessments and housing identification • Post-release- o Short-term rental subsidies o Assistance with re-unification with support system and family members o Housing case management o Coordination with employment support providers o Housing search and placement support o Transportation assistance o Landlord relationship building o Emergency Shelter o Support with reducing barriers 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 classes • College Readiness & dual enrollment in Associates Degree or Vocational certification programs • Apprenticeship Programs • Literacy Intervention Services • Adult Basic Education • Career Technical Education Training • Academic Counseling • Educational Navigation Services 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 formerly incarcerated staff are visibly and actively engaged; and 37 • 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, 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. Transportation Services: • Pick-up and case coordination services for clients released from local or state detention facilities. What challenges does your county face in meeting these program and service needs? Housing remains a challenge, as the rate of homelessness has increased in recent years. The allocation for housing services has more than doubled this fiscal year and we are still developing projects to address the needs of all our sub-populations (e.g., 290 registrants, families, geographic preference). Additionally, COVID has impacted our service delivery models as many programs experienced temporary closures or transitioned to virtual programming. As our service portfolio has grown, we must continue to look for ways to increase collaboration across system partners. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Not applicable. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Pathway Project: Researchers at UC-Berkeley, Drs. Meredith Sadin and Amy Lerman, have been conducting an evaluation of ACPD’s partnership with the California Department of Corrections and Rehabilitation (CDCR) to implement the Pathways Home project to serve clients re-entering Alameda County from state prison. To date they have evaluated the impact of pre-release video conferences (PRVC) for post-release community supervision (PRCS) clients. The PRVC connects clients to support services before their release from prison and engages the client in a proactive, collaborative case- planning process with their Deputy Probation Officer. The evaluation findings show that clients who receive the PRVC are statistically significantly more likely to report to their DPO within 48 hours of release and to successfully complete probation as compared to a control group that did not receive a PRVC. In addition, clients who received a PRVC were less likely to receive a revocation. 38 Additionally, during the fiscal year we successfully launched a probation-managed housing pool. This initiative allowed us to increase our available beds by over 400% in a short amount of time and expand our capacity to serve the special populations under our care (e.g., gender responsive housing programs, 290 registrants and mothers with children). Jose Mata (40-year-old) Mr. Jose Mata started his journey in the criminal justice system at the age of 8 years old. Mr. Mata was raised in a single parent household where his mother held multiple jobs to provide for him and his five siblings. Mr. Mata had no father figure in his home and because his mother was always working, he and his siblings were often left to fend for themselves. Mr. Mata found himself in a situation where he was embarrassed to go to school and socialize with other children because he would be bullied and teased for being poor. The pressures to fit in led Mr. Mata to commit thefts at clothing and shoe stores. At the age of nine Mr. Mata was taken from his mother and put into a juvenile placement program. While at the placement program, Mr. Mata continued to get bullied. Since he was only nine years old, Mr. Mata was transitioned from placement into the foster care system, where he was away from his mother and siblings for six years. At the age of 16, Mr. Mata was reunited with his mother and came back to live in the city of Oakland. He describes his transition back to Oakland as a culture shock. Mr. Mata became intrenched in gang culture and his criminal activity along with run-ins with law enforcement increased. Mr. Mata found himself in and out of juvenile halls and placement programs. His criminal behavior continued into adult hood. Mr. Mata began selling drugs and other items to keep up his lifestyle. He found himself in and out of county jails and has had a total of seven state prison commitments. Mr. Mata describes his most recent prison stay as the “hardest term” he has ever had. While in custody, Mr. Mata began to reflect on his life and where his decisions had gotten him. He made a conscious decision to change, not only for himself, but for his family. For the first time, Mr. Mata took his participation in in-custody programing seriously. He participated and completed the fire fighter program, substance abuse treatment, anger management and family reunification courses. Prior to his release from custody, Mr. Mata was introduced to The Alameda County Probation Department through the Post Release Community Supervision (PRCS) Pathways program. Mr. Mata participated in pre-release case planning video conferences and worked closely with Deputy Eaglin to formulate a plan to make his transition from a custody setting back into the community seamless. Mr. Mata completed both the BOSS and La Familia employment programs. His commitment to his rehabilitation ultimately leads to him obtaining full-time employment with the Alameda County Probation Department as a Program Worker at the Juvenile Justice Center. Mr. Mata also received early termination from PRCS as a reward for his hard work and dedication to change. Mr. Mata thanks The Alameda County Probation Department and Deputy Eaglin for supporting and encouraging him throughout his journey. Most of all, Mr. Mata is grateful for his family for never giving up on him, even in times where he felt like giving up on himself. His family has been his lifeline and he is dedicated to making them proud. “I have learned it is never too late to make positive change in your life. Life is already hard without the extra challenges bad decisions cause and making positive changes now will lead to new opportunities for your future.” - Jose Mata, 2021 39 This page intentionally left blank 40 FY 2021-22 Community Corrections Partnership Survey Alpine County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Tami DiSalvo Nichole Williamson / Janel Morales Chief Probation Officer Department of Social Services Vacant Nichole Williamson Presiding Judge or designee Department of Mental Health Ron Hames VACANT County Supervisor or Chief Administrator Department of Employment Michael Atwell VACANT District Attorney Alcohol and Substance Abuse Programs Lori London / Kimberly Hunt 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 41 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Probation Department Case Management System – Increase staff in Probation and bring Chief Probation Officer to full time 100% Objective This is a 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 the county, community, committees, and activities. Objective Upgrading the Chief Probation Officer from 80% to 100 % would give time for other departmental duties as well as federal, state, county, and community duties. Objective N/A Outcome None Measure Progress The "Workforce Analysis" has been completed. The Community Corrections toward Partnership has met and voted to increase the Chief's position from 80% to 100%. stated goal They have also voted to increase the staff by one officer and fund the position for a new vehicle and other tools and supplies needed for that position. The Alpine County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21 Goals, Objectives, and Outcome Measures FY 2021-22 Goal Additional staff Objective Add one new officer to the probation department bringing the field staff to, two. Outcome Provide more of a presence in the community. Provide the Superior Court with Measure another officer to fulfill the dities to the Court. Show more of a presence in the community and the schools Progress This goal has been voted on by the Community Corrections Partnership and toward approved to move forward. It has been sent before the Board of Supervisors, voted stated goal on and approved to move forward. The position has been created for the Department. Recruitment has not started, and the vehicle is on hold because orders through fleet services has discontinued because of shortages due to Covid19. 42 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $40,000 Alpine County Sheriff's Department $40,000 $55,000 El Dorado County Jail $55,000 FY 2021-22 $95,000 FY 2020-21 $95,000 FY 20- 21 and 21-22 Allocations to Public Agencies for Programs & Services $1,813 Radios and Equipment $129,727 Salaries and benefits of CPO $32,500 County Probation Chevy Tahoe $663 Small Tools and Equipment $1,313 Clothing Costs $2,113 Computer Supplies $55,000 El Dorado County Jail $55,000 $62,568 Probation admin position $57,469 Network Infrastructure $21,000 $487 Technical Support $1,190 $4,746 Indirect cost $4,866 $51,000 Misc Special Services / Sheriff's… $46,000 $4,700 Training and Office supplies $600 $13,304 Insurance $11,307 50% Salaries and benefits of CPO $91,767 FY 2021-22 $359,934 FY 2020-21 $289,199 43 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Alpine County uses county governmental agencies such as Behavioral Health Services and Health and Human Services as much as possible to address the needs of the the target population. When there is a need for other services all agencies work together to find inpatient or outpatient treatment for the clients. Agency collaberation on contracted programs and services are shared as well. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? If a program or service falls short of the expectation of the department in creating a positive, successful outcome for clients, other programs and services are reasearched and explored for that client. 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? Locally our Behavioral Health Services Department provides individualized alcohol, drug, and mental health programs with expertise in providing assessments, treatment matching, case management and outpatient treatment. Individually contracted inpatient treatment centers provide job training, life skills 44 development, housing assistance to make a successful reentry back into the community. The individual has continued access to counseling and case management. They also provide family reunification. Specific groups are Living in Balance, Thinking for a Change, Relaps Prevention, Anger Management, Stages of Change, Self Esteem, Trauma, and Men in Recovery Processing. What challenges does your county face in meeting these program and service needs? Alpine county is the smallest county in California with a population of about 1129 people. Approximately 46.6% are female and 53.4% are male. The population of the county consists of approximately 64% White/Non-Hispanic, 23% American Indian/Alaskan Native, 11% Hispanic or Latino, 2% Asian, with 4% reporting as two or more races. Alpine County is a very remote seasonal community with few amenities. It is also the least populated county in the State of California. It is geographically isolated with an area of about 758 square miles. The existing County services are motivated to bridge cultural boundaries including Native American and Non-Native American participants in community involvement. Mental Health and Social Services work to address needs with culturally appropriate programs. In a community with diverse cultures and needs such as Alpine County it is important that all existing service work closely with each other to ensure needs and community safety is achieved. Alpine County does not have a jail. Alpine County maintains a contract with the El Dorado County Jail. Alpine County does the transports to and from the El Dorado County Jail which is about 45 minutes away. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to respond Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to respond 45 This page intentionally left blank 46 FY 2021-22 Community Corrections Partnership Survey Amador County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Mark Bonini VACANT Chief Probation Officer Department of Social Services Dawn Harmon Melissa Cranfill Presiding Judge or designee Department of Mental Health Chuck IIey VACANT County Supervisor or Chief Administrator Department of Employment Todd Riebe VACANT District Attorney Alcohol and Substance Abuse Programs Randy Shrout VACANT Public Defender Head of the County Office of Education Gary Redman VACANT Sheriff Community-Based Organization Chris Mynderup 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 47 Goals, Objectives, and Outcome Measures FY 2020-21 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 employment toward competencies, job searching and budgeting skills to become gainfully stated goal 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 48 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $1,581,815 Reserve Funds $341,443 $1,461,298 Community Corrections Budget $1,654,426 FY 2021-22 $3,043,113 FY 2020-21 $1,995,869 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services Mother Lode Job Training - WAPP Participant $230,000 Hourly Wages $230,000 $100,000 Amador County Behavioral Health-Psychiatrist $100,000 $100,000 Amador County Public Works (WAPP Program) $100,000 Amador Transit (Transportation Tickets for $3,000 Defendants) $3,000 $100,000 In-Custody Beds (Out of County Contracts) $100,000 Behavioral Health Department Employee (1-FTE) $124,094 Salary/Benefits $116,743 FY 2021-22 $657,094 FY 2020-21 $649,743 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $12,000 Swenson's - (WAPP Program-work boots, jackets, pants) $6,000 Hotel Rooms for Defendants (Temp. Emergency Housing) $3,000 $8,500 Redwood Toxicology Drug and Alcohol Testing $5,500 $5,440 Brusatori's Enterprises (WAPP Program Gas Vouchers) $5,440 $20,000 STOP-GPS Electronic Monitoring $10,000 Tractor Supply- Def work boots, jackets, pants, socks $12,000 $50,000 Sober Living Environment $50,000 FY 2021-22 $101,940 FY 2020-21 $85,940 49 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to answer. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Decline to answer. If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? Decline to respond If yes, how? N/A Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No Average daily population Conviction Length of stay Recidivism Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Decline to respond We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Decline to respond What challenges does your county face in meeting these program and service needs? Decline to respond 50 What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to respond Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to respond 51 This page intentionally left blank 52 FY 2021-22 Community Corrections Partnership Survey Butte County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Wayne Barley Shelby Boston Chief Probation Officer Department of Social Services 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 Freideberg 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 53 Goals, Objectives, and Outcome Measures FY 2020-21 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. Objective Number of offenders sustaining subsequent arrests and/or convictions 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 2, 2021, 350 PRCS Offenders were on supervision in Butte County, toward with 38% in warrant status. In FY 20/21, 236 PRCS Offenders were released onto stated goal supervision. During that same period, 182 PRCS Offenders were successfully discharged from supervision. 6 Month Felony Recidivism Rate for the PRCS Population was 4% (based on 2259 PRCS Offenders who began supervision between 10/1/11 and 12/31/20, who were convicted in Butte County of a felony within 6 months of beginning supervision). This rate stayed the same over last year. 12 Month Felony Recidivism Rate for the PRCS Population was 10.5% (based on 2090 PRCS Offenders who began supervision between 10/1/11 and 6/30/20, who were convicted in Butte County of a felony within 12 months of beginning supervision). This rate has decreased .4% 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 Progress As of November 2, 2021, 128 Mandatory Supervision (MS) Offenders on supervision toward in Butte County, with 42% in warrant status. In FY 20/21, 43 MS Offenders were stated goal released onto supervision. During that same period, 30 MS Offenders were successfully discharged from supervision. 6 Month Felony Recidivism Rate for the MS Population was 5.5% (based on 715 MS Offenders who began supervision between 10/1/11 and 12/31/20 who were convicted 54 in Butte County of a felony within 6 months of beginning supervision). This rate decreased .5% over last year. 12 Month Felony Recidivism Rate for the MS Population was 13.6% (based on 671 MS Offenders who began supervision between 10/1/11 and 6/30/20, who were convicted in Butte County of a felony within 12 months of beginning supervision). This rate decreased .6% over last year. Goal Provide effective supervision and programming to Alternative Custody Supervision (ACS) offenders that ensures public safety and uses evidence-based practices in reducing recidivism Objective 100% of the offenders will be assessed to determine their individual needs and follow- up with appropriate referrals Objective 100% of participants will be supervised according to their needs and risk Outcome Number of offenders released into the community Measure Outcome Number of offenders completing their period of supervision Measure Outcome Number of offenders sustaining subsequent arrests and/or convictions Measure Progress As of November 9, 2021, 23 Alternative Custody Supervision (ACS) Offenders on toward supervision in Butte County. In FY 20/21, 351 ACS Offenders were released onto stated goal supervision. During that same period, 94 ACS offenders were successfully discharged from supervision. Between 10/1/11 and 10/27/21, 201 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 55 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $4,432,523 Carry Over Funds (Main and Growth) $3,344,327 $2,000,000 Reserve Funds (Growth) $2,000,000 $4,000,000 Jail Building (one time) $4,000,000 $66,312 District Attorney $72,646 $122,441 Department of Employment and Social Services $134,137 $4,643,487 Sheriff Department $4,826,087 $1,056,751 Department of Behavioral Health $938,587 $3,442,896 Probation Department $3,519,608 FY 2021-22 $19,764,410 FY 2020-21 $18,835,392 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $15,750 Education Services (BH/Pro) $23,750 $622,919 Residential/ADF/Emergency Housing Services (SO/Pro) $880,888 $135,506 Medical/Medication Services(BH) $119,731 $1,176,507 Mental Health/Counseling Services(BH) $1,185,030 $122,441 Employment/Veteran Services (DESS) $134,137 $352,800 Day Reporting Center (SO) $352,800 $7,000 Bus Passes (BH/SO/Prob) $13,500 $245,000 GPS/RF Services (SO/Prob) $345,000 $1,487,042 PRCS/Mandatory Supervision Services (Prob) $1,426,884 $1,108,485 Alternative Custody Supervision Services (SO) $1,125,603 FY 2021-22 $5,273,450 FY 2020-21 $5,607,323 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A 56 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 If yes, how? N/A 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 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, employment services, education services, Day Reporting Center services, Community Outreach 57 services, family engagement 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 treatment, affordable housing due to the impact of the Camp Fire, Bear Fire, 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? N/A Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. N/A 58 FY 2021-22 Community Corrections Partnership Survey Calaveras County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Samuel leach Cori Allen Chief Probation Officer Department of Social Services Timothy S. Healy Cori Allen Presiding Judge or designee Department of Mental Health Christa Von Latta Cori Allen County Supervisor or Chief Administrator Department of Employment Barbara Yook Cori Allen District Attorney Alcohol and Substance Abuse Programs Richard Esquivel Scott Nanik Public Defender Head of the County Office of Education Rick DiBasillo 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 59 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Perform a recidivism study Objective Not Applicable Objective N/A Objective N/A Outcome Recidivism rates for realigned population and high risk offenders Measure Progress While the CCP has tracked and discussed re-arrest rates, program toward completions and other important measures, a recidivism study has not been stated goal performed. This fiscal year, the CCP will perform a study Goal Improve connection to services that help offenders achieve stability Objective Connect offenders to public health, housing, transportation, education, employment and social oppertunities Outcome Not Applicable Measure Progress Probation & Behavioral Health are working with a technical consultant to toward improve data relevance from measuring outcomes in this area stated goal Goal Address short term housing for unhoused and mentally ill offenders Objective Not Applicable Outcome Number of emergency and transitional housing options in Calaveras Measure County Progress None toward stated goal Goals, Objectives, and Outcome Measures FY 2021-22 Goal Safely return to in-person group treatment services Objective Fully re-open the Day Reporting Center Outcome Not Applicable Measure Progress Plans to safely reopen the DRC for all in person services, including group toward treatments by February 2022 stated goal Goal Improve connection to services that help offenders achieve stability Objective Connect offenders to public health, housing, transportation, education, employment and social opportunities Outcome Not Applicable Measure 60 Progress Probation & Behavioral Health are working with a technical consultant to toward improve data relevance from measuring outcomes in this area stated goal Goal Develop a structure and format for annual data disussions Objective Annual data presenation to CCP at January meetings Outcome Not Applicable Measure Progress This year, a data presentation was made at the July 2021 meeting. The toward CCP is in the process of hiring a new Department Analyst, moving forward stated goal the goal is for this analyst to provide an annual presentation for the CCP at the January meeting FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $2,500 Angels Camp Police Department $22,700 Administration $832,954 Sheriff's Office $599,916 $3,500 Adult Literacy $33,461 $58,000 Human Resources - CIMI $58,000 $147,895 Health and Human Service Agency - Substance Abuse $117,876 $310,557 Health and Human Service Agency - Mental Health $302,102 $96,877 District Attorney $137,298 Facilities/Utilities $6,000 $681,815 Probation $779,555 FY 2021-22 $2,156,798 FY 2020-21 $2,034,208 61 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $2,500 Angels Camp Police Department $58,000 Human Resources $58,000 $22,700 Administration $6,000 $832,954 Sheriff $599,916 $458,452 Health and Human Services Agency $419,978 $96,877 District Attorney $137,298 $3,500 Adult Literacy $33,461 Day Reporting Center $259,000 $649,315 Probation $454,055 FY 2021-22 $2,124,298 FY 2020-21 $1,967,708 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $2,500 Emergency Housing $52,500 $30,000 Substance Abuse Residential Treatment/Sober Living $14,000 FY 2021-22 $32,500 FY 2020-21 $66,500 62 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to respond 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 efficiency. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The CCP members use the evaluation results to determine the programs 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 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. 63 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 individuals on supervision as well as the Calaveras Jail for offenders. 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 incarcerated people who require hospitalization; Transportation services; and a work program for Calaveras County Jail persons to earn custody credits. What challenges does your county face in meeting these program and service needs? Decline to respond What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to respond Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to respond 64 FY 2021-22 Community Corrections Partnership Survey Colusa County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Michael Rogers Elizabeth A. Kelly Chief Probation Officer Department of Social Services Erika Valencia Noel O’Neill Presiding Judge or designee Department of Mental Health Wendy Tyler Dr. Jolene Church County Supervisor or Chief Administrator Department of Employment Matthew Beauchamp Noel O’Neill District Attorney Alcohol and Substance Abuse Programs Albert Smith Michael P. West Public Defender Head of the County Office of Education Joe Garofalo Angela Hernandez Sheriff Community-Based Organization Josh Fitch Mary Godinez-York 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 65 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Continue the utilization of Moral Reconation Therapy (MRT) (Cognitive intervention around criminal thinking), Thinking for Good (T4G), Taking the High Road, English and Spanish Male Batterers' Treatment Programs and the female Batterers' Treatment Program. Objective Enroll all eligible AB109 probationers into MRT/T4G 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 32 eligible probationers were enrolled in MRT in FY 2020-2021; 4 Measure graduated the program. 58 eligible clients were enrolled in Thinking for Good, 10 graduated. An additional 23 were enrolled in Staying Quit. 27 English male speaking cleints were enrolled in the Batterers' Treatment Program. 23 male participants were enrolled in the Spanish Batterers' Treatment Program. 9 participants were enrolled in the female English Batterers' Treatment Program. There were a total of 18 graduates from the Batterers' Treatment Programs. Outcome Our department has allotted financial support to assist eligible AB109 Measure clients in a variety of logistical issues to include bus passes, emergency housing, food, clothing, personal necessities, bus tickets and other items as needed. We have divided our essential programming into multiple scheduled programming classes to best accommodate our clientele. Progress Our department continues to provide all programming services at different toward times to assist our clientele in meeting their programming requirements. stated goal Furthermore, our department continues to assist the AB109 clients in a variety of logistical and material ways depending on the needs of each individual client. 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. Objective Assist all eligible clients in the completion of resumes, how to answer interview questions and referrals to available jobs. Objective N/A Outcome 22 clients were provided with educational programming at the jail and DRC Measure through the Colusa County Office of Education. Outcome One Stop services provided to individuals were suspended due to Measure jail protocols during the pandemic. 16 of the 44 DRC clients receiving assistance in completing job resumes and actively searching for employment found jobs. Outcome N/A Measure Progress The Office of Education had little to no access to inside the jail during toward the pandemic, however, more recently they have been allowed to instruct stated goal folks one on one. As policies relax regarding the COVID-19 protocols it will be the goal to regain full services in the jail. Services during the pandemic have not been affected at the DRC. 66 Goal Provide in-custody (jail) and out-of-custody Day Reporting Center (DRC) Behavior/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 Program. Objective N/A Outcome 348 contacts were made by the Behavioral/Mental Health Therapist for Measure appropriate needs and services at the jail. Due to COVID-19 restrictions from Behavioral Health staff they were unable to meet with our clients at the DRC, however, 403 contacts were made at the Behavioral Health Department continuing the care of our DRC clients. Outcome The clients assessed receive Behavioral/Mental Health follow-up contacts Measure at the jail and/or at the Behavioral Health Department, and appropriate services provided based on each individuals needs assessment. Outcome N/A Measure Progress The Behavioral Health therapist continues to assess and see clients in the toward jail or due to the pandemic restrictions from the Behavioral Health stated goal Department. The clientele has continued to receive the appropriate services on an as needed basis. Our agencies are currently working on a partnership that will close the location gap between our clients and allow enhanced communication between the two departments and improve the services provided to our clients. 67 Goals, Objectives, and Outcome Measures FY 2021-22 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 their peers as well as probation staff, despite the current pandemic. The program offers the opportunity to receive program assistance and an outlet to voice thoughts and fears in a safe controlled environment. Objective NEW: Transfer all programming to a via-telecommunications platform enabling our staff to continue providing the same services to our clientele during the pandemic in a safe and neutral location. Objective NEW: Provide a pick-up and drop-off service if needed/requested allowing our clientele to continue working in their workbooks and complete their step assignments in a timely manner without any physical contact with staff or peers. Outcome We have implemented two Probation Support Group sessions via Zoom Measure enabling our clientele to log in and request help on program related issues or questions. Also, gives our clientele the opportunity to reach out and voice concerns with any personal issues they may be having. Outcome We have transferred all group programs to a telecommunications platform Measure enabling all clientele to continue attending virtually or in person if preferred any group regardless of the pandemic restrictions and complete their programming as required. Outcome We have implemented a system of dropping off or picking up workbooks Measure to clientele on an as needed basis for those unable to find transportation or having any pandemic related issues, thus enabling them to have and complete their workbook assignments. Progress Although implementing a telecommunications platform is an ongoing toward learning experience for our facilitators we have successfully transferred all stated goal our person-to-person groups to a telecommunications platform and are providing the same services via Zoom. We will continue to work out issues that may arrise from the re-assignment of such a task. 68 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations Reserve Funds $39,123 $346,865 Sheriff's Department $346,865 $644,474 Probation Department $560,872 FY 2021-22 $991,339 FY 2020-21 $946,860 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $2,200 GPS/Electronic Monitoring $1,019 $5,000 Assistance/Positive Reinforcement Incentives $10,250 $14,000 Colusa County Office of Education $9,973 FY 2021-22 $21,200 FY 2020-21 $21,241 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $15,000 Colusa County One Stop - Employment services $6,960 FY 2021-22 $15,000 FY 2020-21 $6,960 69 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 as 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 If yes, how? The Probation staff evaluates and reviews 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)? 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? Behavioral/Mental Health treatment programs continue to be limited in Colusa County and only available through the County Behavioral Health Department and the Colusa County Probation 70 Department (The Probation Department is currently suspended from providing services due to COVID- 19 protocols) at the jail. Substance abuse disorder and behavioral health treatment programs are offered by the Probation Department at the DRC and by the Behavioral Health Department at their 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 have all presented challenges at various times 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 to include; cognitive interventions, education, substance abuse, mental/behavioral health, employment assistance, financial assistance, 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. Decline to respond. 71 This page intentionally left blank 72 FY 2021-22 Community Corrections Partnership Survey Contra Costa County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Esa Ehmen-Krause Kathy Gallagher Chief Probation Officer Department of Social Services Rebecca Hardie Suzanne Trevano Presiding Judge or designee Department of Mental Health Timothy Ewell Tamia Brown County Supervisor or Chief Administrator Department of Employment Diana Becton Fatima Matal Sol District Attorney Alcohol and Substance Abuse Programs Ellen McDonnell Lynn Mackey Public Defender Head of the County Office of Education David O. Livingston Pat Mims Sheriff Community-Based Organization Bisa French Shannon Mahoney 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 73 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Implement the County’s adopted Reentry Strategic Plan 2018-2023 Objective Implement a multi-disciplinary, jurisdiction-wide reentry strategy to improve outcomes for individuals coming home from incarceration that incorporates the federally established “Fundamental Principles of Evidence-Based Correctional Practice.” Objective Establish a Reentry Council to oversee the Plan’s implementation. Objective Develop a work plan and process to implement the Plan Outcome Number of objectives from the strategic plan accomplished. Measure Progress In 2017, the ORJ undertook the development of a five-year Strategic Plan for the toward Contra Costa County reentry system. This Plan is an update of the County’s first stated goal Reentry Strategic Plan, adopted in 2011. Through a public procurement process, the County contracted with Resource Development Associates (RDA) to facilitate a stakeholder-driven planning process and draft an updated reentry Strategic Plan. This Plan expands beyond AB 109 to address the expressed goals and needs of the County’s reentry system. The plan was adopted by the Board of Supervisors in July 2018. In addition to the development of an updated Mission Statement, Vision Statement, and Guiding Principles, the Plan includes six areas of focus, each with its own goal, that collectively serve as the plan’s central pillars onto which more detailed objectives and activities are built. Additionally, the Plan recommends the development of a “Reentry Council” that would be responsible for shepherding the implementation of the Strategic Plan, to include at least an annual review of the progress made on the Plan’s objectives. The Plan’s areas of focus and their respective goals are as follows: A. Jail to Community Transition Implement structures, tools, and procedures necessary to help returning residents achieve successful transitions from jail to community. B. Post-Release Program Access and Linkage Facilitate timely and appropriate connections to services and resources that effectively support the reentry of returning residents. C. Economic Security Increase the likelihood of post-release success by enhancing opportunities for returning residents to attain economic security. D. Housing Access and Attainment Improve access to housing matched to the needs of clients. E. Behavioral Health Access Improve timely access to appropriate behavioral health care services. F. Use and Coordination of Data Enhance the use and coordination of data to ensure quality of services and inform decision-making. Since last year, there has been progress made on the objectives and activities in each focus area. In the area of Jail to Community Transition, objectives called for expanding our pre-release planning pilot to the entire jail population, the use of risk/need screening tools in our facilities, expand access to in-custody services 74 based on the needs of the incarcerated population, and improve warm handoffs to community based services upon a person’s release from custody. With the transition of the pilot program into Game Plan for Success (GPS), we have not only expanded the pilot program, but also began the use of evidence-based risk screening in our jails with the use of the George Mason University Assess an Individual tool by the GPS program. Additionally, the County has contracted with the Reentry Success Center in Richmond to provide transportation services to individuals upon their release. This includes working with the Sheriff to coordinate the timing of releases to ensure transportation to needed services are available during the window in which a person’s release from custody will occur. In the area of improving Post-Release Program Access and Linkage, we have continued to improve service delivery for our transition age youth (TAY) populations by creating specialized caseloads in the Probation Department dedicated to only supervising individuals aged 18 to 25, and leveraging SB 678 dollars with federal grant money to provide this population with access to evidence based housing programs and other reentry services. Lastly, the County continues to fund a quarterly periodical, The Reentry Voice, that features reentry success stories, available services in the community, and other stigma reducing messaging about the County’s reentry system. In the area of Economic Security, the Strategic Plan expressed a desire to improve reentry population access to public benefits. Since then, the County has hired a Benefits Specialist position in the Employment and Human Services Department who is specifically tasked improving the County’s performance in this realm. Through a partnership between our Probation Department and the Health, Housing and Homeless Services Division (H3) of our Health Services Department, considerable progress has been made in the area of Housing Access and Attainment. Specifically, we have been able to leverage over $500,000 in revenue received through SB 678 to pay for evidence-based housing navigation and barrier mitigation services that ultimately help the County diversify available housing options for justice-involved individuals in the community. The County also increase AB 109 housing funding from $1.03M to a little more than $1.27M. To improve Behavioral Health Access in our jails, the County has created a team of law, justice, and health professionals to participate in a statewide effort to implement medication-assisted-treatment options in our local jails for individuals with opioid based substance use disorders. Through medicines such as buprenorphine, individuals in custody now have the option to begin a new treatment option while in custody that can be continued with a provider in the community. This effort has also provided all individuals in custody with access to a substance use disorder (SUD) counselor that can begin screening and treatment of individuals while they are in jail, and enhance their connection to community based treatment services upon the person’s release. As a result of multiple “Rapid Improvement” events, the County has also undergone a process of piloting a variety of enhancements to the way all health services are provided to individuals while they are in custody. As a result of these efforts, new behavioral health groups began during the year for incarcerated individuals with a variety of behavioral health diagnoses. The Office of Reentry and Justice has a Research and Evaluation Manager who has been tasked with supporting progress in the Use and Coordination of Data. Since 75 last year, the Office has expanded its data capacity and support by creating a data and evaluation team which includes (2) Planner/Evaluators in addition to the Research and Evaluation Manager. After working to improve the validity and accessibility of data related for the County’s contracted reentry programs, the data and evaluation team has begun looking at ways to integrate this data with that of other County departments and state agencies so this information is available to inform local decision making — as envisioned by the Reentry Strategic Plan. 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 Progress The impacts of the COVID-19 pandemic significantly effected our county's service toward delivery system and the ability to measure the outcomes and objectives as stated stated goal above. Our goal, instead, shifted to provide capacity support to a community of service providers, ensure maintenance of existing service levels for high-need and vulnerable supervised populations, and augment program operations to incorporate hybrid models of service to enhance connectivity as a result of Shelter-In-Place orders. Similarly, the CAO's Office of Reentry and Justice, responsible for contract oversight of AB 109 funded community-based services, was reassigned as a new unit of the Probation Department and underwent changes in leadership and staffing. Due to these major transitions, the objectives and outcomes for this particular goal have been temporarily postponed while service providers adjust their programming and the Office of Reentry and Justice onboards additional data and research staff to support ongoing evaluation efforts. In the upcoming fiscal year, greater emphasis has been placed on integrating data-driven services and implementing evidence- based programs through a performance-based contracting model to track progress and service alignment with the actual needs of the supervised populations. 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 compared Measure with baseline data 76 Progress On December 8, 2015, the Board of Supervisors affirmed its commitment to reduce toward the number of people with mental illnesses in our County jails, consistent with the stated goal goals of the Stepping Up initiative, by adopting Resolution No. 2015/456. Since that time, County representatives have participated in several convenings and webinars related to the initiative, including participation in the California Stepping Up Initiative Summit held in January 2017. Efforts to implement the initiative in Contra Costa County include: • The creation of the Office of Reentry & Justice • The Health Services Department’s Value Stream Mapping and their Rapid Improvement Events • 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 received Pre-Trial Felony Mental Health Diversion Program funds from the state in the amount of $3.1 M 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 began 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, 77 many with physical and/or behavioral health needs, to 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 reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $3,894,434 Reserve Fund Carry-over funds $2,589,787 $5,526,000 Community Based Contract Services $5,503,000 $203,298 Superior Court $203,298 $1,826,429 District Attorney Office $1,759,721 $4,179,490 Office of the Public Defender $3,544,911 $3,602,038 Health Services $3,708,257 $4,744,213 Probation Department $4,289,781 $495,257 Police Chief’s Association $459,527 $9,004,929 Sheriff’s Office $8,489,274 $367,620 Employment and Human Services $324,017 FY 2021-22 $33,843,708 FY 2020-21 $25,691,999 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $203,298 Superior Court $203,298 $1,826,429 District Attorney Office $1,759,721 $3,685,860 Office of the Public Defender $3,044,911 $2,473,217 Health Services $2,595,095 $4,699,213 Probation Department $4,244,781 $495,257 Police Chief’s Association $459,527 $8,730,741 Sheriff’s Office $8,215,086 $367,620 Employment and Human Services $324,017 FY 2021-22 $22,481,635 FY 2020-21 $20,846,436 78 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $203,298 Superior Court $203,298 $1,826,429 District Attorney Office $1,759,721 $3,685,860 Office of the Public Defender $3,044,911 $2,473,217 Health Services $2,595,095 $4,699,213 Probation Department $4,244,781 $495,257 Police Chief’s Association $459,527 $8,730,741 Sheriff’s Office $8,215,086 $367,620 Employment and Human Services $324,017 FY 2021-22 $22,481,635 FY 2020-21 $20,846,436 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 Office of Reentry & Justice (ORJ), newly reassigned as a unit of the Probation Department, 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. 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 79 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 and (2) Planner/Evaluators who are responsible for the ongoing development and presentation of this report to the CCP for its consideration in making 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% We would like to better understand your county's capacity 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 80 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. 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 81 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. 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. 82 Substance Use (SU) Treatment - Adults Contra Costa opted into the Drug Medi-Cal Organized Delivery System (DMC-ODS) Waiver in 2017. Since then, Behavioral Health’s Alcohol and Other Drugs Services (AODS) has operated a continuum of services modeled after the American Society of Addiction Medicine (ASAM) Criteria for individuals with substance use disorders (SUD). Currently, SU treatment access and availability has expanded the following ASAM Levels: Basic Outpatient (level 1), Intensive Outpatient (level 2), Low Intensity Residential (level 3.1), High Intensity Residential (level 3.5), Withdrawal Management (level 3.2). Medication Assisted Treatment (MAT) includes both narcotic treatment programs (NTP) with Methadone and Buprenorphine through a very robust MAT program integrated with medical services under ambulatory care. In FY18-19 Recovery Support Services, Short Term Case Management and Recovery Residences were successfully launched to meet the needs of the clients. Contra Costa is also uniquely positioned to serve Spanish speaking monolingual men and women who may need low intensity 3.1 residential services. SU treatment services are provided to all Contra Costa residents, who meet medical necessity for SU and are eligible for Medi-Cal. Expected to open between February and March 2020, a new 25-bed residential treatment facility for levels 3.2, 3.1 and 3.5 is scheduled to operate in the City of Richmond. This will undoubtedly increase capacity in the SU network and meet a gap the west part of Contra Costa. Outpatient SUD Services & Recovery Residences ASAM level 1 and level 2 are provided throughout the community, at hours and times convenient for the client, this includes gender specific services for pregnant, parenting, and post-partum women. In 2017, the county developed Recovery Residence Guidelines which in combination with Residential and Outpatient programs assist clients stepping down from residential services into less intensive SU services. Recovery Residences are alcohol and drug free living environments that support the recovery process while allowing clients to continue outpatient treatment. As a complement, Recovery Support Services (RSS) are available on demand at Recovery Residences and the community for anyone at risk of relapse and needs linkages to employment, family support, etc. Treatment is not provided at recovery residences. Most recently, Contra Costa added to the network of Recovery Residences, 3 Oxford Houses (https://www.oxfordhouse.org), which are a very unique model of democratically run houses for individuals in recovery of substance use. This model has been highlighted as an evidence- based practice to effectively support the unique needs of individuals who have completed SU treatment and who are in recovery. All clients who are actively participating in Outpatient or Intensive Outpatient treatment are eligible to receive “grants” for placement into a Recovery Residence as they step down from residential treatment, the system is based on self-responsibility and accountability, and ensures that clients continue treatment for longer periods of time until they meet their treatment goals and return to employment and their families and have fully embraced recovery. Recovery Residences are MAT and BH-friendly. Because Behavioral Health understands that individuals involved in the criminal justice system may also have a SUD, Contra Costa AODS conveniently offers ASAM screenings at various touchpoint locations in all 3 main courts and at the Family Dependency Court for individuals in need of treatment. The counselors assist Judges in court with results from screenings and appointments to treatment facilities. Similarly, AB 109 funding has provided 2FTE certified substance abuse counselors who screen clients in the jail and at the West County Reentry Center as referred by Probation and placed into SU treatment as needed. 83 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 taperedthen 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 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 84 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 over the course of the last decade, we have invested substantial resources across the county to ensure the most critical services needed to support successful reintegration was made available through AB 109 funding and cross-system collaborations among community-based service providers and county agencies. Though huge strides have been made to establish a system of services, we believed it was imperative to begin aligning funding to research and evidence of effective programming throughout the county. Having a much more robust data-centered approach to service provision that would ultimately assist in decision-making and measuring both quality and efficacy of services was paramount to upholding the values as stated in the Reentry Strategic Plan. With this in mind, we have decided to adjust our RFP process in order to procure evidence-based programming in the housing and employment service areas, and are requiring all contracted service providers adopt a data-driven approach to service delivery through the administration of performance-based contracts. In doing so, we are confident that our community investments support effective programming, provides us with quality data collection and analysis, and enhances our ability to track progress and understand our impact in the community at the individual, programmatic, and system-levels. We intend in the near future to work with our county agency partners to apply this same approach for greater alignment across the system. 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, 85 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 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 t ime but is expected to be provided in future reports. 86 FY 2021-22 Community Corrections Partnership Survey Del Norte County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Lonnie Reyman Heather Snow Chief Probation Officer Department of Social Services Esperanza Esparza Heather Snow Presiding Judge or designee Department of Mental Health Neal Lopez, CAO 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 Randy Waltz Vacant Sheriff Community-Based Organization Richard Griffin Vacant Chief of Police Victims Interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups No 87 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations PRCS Extra funds due to COVID early release $(16,707) PRCS Funds $(20,500) Realignment backfill $(75,478) Carry-over funds $(118,856) $12,000 Public Defender $12,000 $13,100 District Attorney $13,100 $40,000 Alcohol & Other Drug Services $40,000 $472,514 Sheriff's Office $472,514 $60,000 Mental Health $60,000 $516,482 Probation Department $676,760 FY 2021-22 $1,114,096 FY 2020-21 $1,042,833 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services PRCS Extra funds due to COVID early release $(16,707) PRCS Funds $(20,500) Realignment backfill $(75,478) Carry-over funds $(118,856) $12,000 Public Defender $12,000 $13,100 District Attorney $13,100 $40,000 Alcohol & Other Drug Services $40,000 $472,514 Sheriff's Office $472,514 $60,000 Mental Health $60,000 $516,482 Probation Department $676,760 FY 2021-22 $1,114,096 FY 2020-21 $1,042,833 88 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A 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 collected to determine effective outcomes. Additionally agencies are collecting and reporting state-mandated data. A number of these reports, specifically Probation’s reports, deal directly with the impacts of SB 678 and AB109. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Agencies report outcomes to the body during meetings. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes N o 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% 89 We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Services in Del Norte County as a rural region are extremely limited. Local factors such as rate of pay and housing limit opportunities to recruit and retain qualified staff for existing agencies and to attract other NGOs to provide services to the county's offender population. Mental and behavioral helth services are extremely limited. What challenges does your county face in meeting these program and service needs? Challenges have remained consistent over the last year. Del Norte has a very limited NGO presence, particularly in relation to those that offer services to adult offenders. Additionally, local government agencies that offer offender services have great difficulty in recruiting and retaining staff due to rate of pay and benefits, and limited housing in the area for applicants from out of the area. The rural and isolated nature of the county and the lack of any substantial economic base is severely limiting in developing durable and sustainable solutions for offender rehabilitation. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? CCP took steps last year to subsidize crisis mental health services in the jail. It reallocated funding that was originally allocated for substance abuse and behavioral health in-custody treatment and programs. In the coming year it is expected that those treatments and programs will return to the in- custody environment. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. N/A 90 FY 2021-22 Community Corrections Partnership Survey El Dorado County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Brian J. Richart Don Semon Chief Probation Officer Department of Social Services Shelby Wineinger Don Semon Presiding Judge or designee Department of Mental Health Don Aston 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 Yes 91 Goals, Objectives, and Outcome Measures FY 2020-21 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 During the period, the CCP partners, through the Stepping Up Workgroup, toward stated dedicated time and resources to a broader approach to data across county goal systems. In April 2021, the El Dorado County Behavioral Health and Justice Data Strategy was approved by the CCP. The El Dorado County Behavioral Health and Justice Data Strategy is intended to lay out a framework for supporting technical issues in merging client data across agencies, and identify potential data usages to support decision-making and improve outcomes for the justice-involved population with behavioral health issues. The Data Strategy plan seeks to provide structure towards a sustainable approach for sharing data and building the County’s capacity to update and analyze data on an ongoing basis. With this effort, El Dorado County's IT Department has built the infrastructure to receive data from county agencies identified in the plan. As of December 2021, probation and behavioral health agencies have uploaded data and the data dashboard is in design mode. The CCP will be addressing and defining new 2021/2022 goals, objectives, and outcome measures according to the Data Strategy Plan within the fiscal year and will execute the El Dorado County Integrated Data System MOU that defines the roles and responsibilities of this endeavor. 92 Goals, Objectives, and Outcome Measures FY 2021-22 Goal Pending Objective N/A Outcome N/A Measure Progress The CCP will be addressing and defining new 2021/2022 goals, objectives, toward and outcome measures according to the Data Strategy Plan within the stated goal fiscal year and will execute the El Dorado County Integrated Data System MOU that defines the roles and resonsiblities of this endeavor. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations Placerville and South Lake Tahoe Local Law $20,000 Enforcement $224,571 CAO (Office of Education) $228,949 $1,459,361 Sheriff's Department $1,448,858 $1,296,317 Health & Human Services Agency $1,296,317 $2,121,949 Probation Department $1,794,490 FY 2021-22 $5,122,198 FY 2020-21 $4,768,614 93 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $1,459,361 In-Custody Services $1,108,144 Community Corrections Probation Staffing $1,448,858 $34,804 Community Corrections Center Services and Supplies $1,108,144 Community Corrections Health Staffing $50,312 $457,648 Community Corrections Center Health Staffing $723,776 $105,103 Community Corrections Center Mental Health Staffing $147,541 $1,040 Health & Human Services - Services and Supplies $5,000 $779,182 Community Corrections Educational Staffing $228,949 FY 2021-22 $3,945,282 FY 2020-21 $3,712,580 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services Transitional Treatment Bed Housing $30,000 $102,036 Data Consulting Services $125,000 $269,136 Electronic Monitoring Contract Services $160,000 $72,871 Community Correction Center Lease Facility Costs $81,234 $80,557 Treatment/Residential Providers $170,000 $246,078 Jail Medical Provider $250,000 $34,306 Emergency Housing $100,000 $104,894 Apprenticeship Training $139,800 FY 2021-22 $909,878 FY 2020-21 $1,056,034 94 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 If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? No If yes, how? N/A 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 95 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 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. In addition, on February 24, 2021, El Dorado County Probation opened the doors to "The Bridge," a transition house for men. The house provides 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. With the December 2021 update, the Bridge received 28 referrals, 18 accepted into the program. Of those accepted 64% were categorized as literally homeless, defined by U.S. Department of Housing and Urban Development. To date, 15 have been discharged from the Bridge Program, of those, 27% transitioned to stable housing. 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 96 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 individuals with their Health Care Options while incarcerated. Persons can access services through a direct referral process or a self-directed referral process. What challenges does your county face in meeting these program and service needs? COVID-19 continues to challenge program and service needs within El Dorado County. Along with 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. What 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, through the Justice and Mental Health Colloration Program grant finalized and approved the El Dorado County Stepping Up Initiative Strategic Plan. In concert with the Strategic Plan, the CCP has approved and is implementing the El Dorado County Behaviorail Health and Justice Data Strategy. The El Dorado County Behavioral Health and Justice Data Strategy is intended to lay out a framework for supporting technical issues in merging client data across agencies, and identify potential data usages to support decision-making and improve outcomes for the justice-involved population with behavioral health issues. Due to the complexity in sharing rules as well as analytic considerations, projects like this are rarely started or sustained with the intent of building capacity and plans for the long term. This document seeks to provide structure towards just that, a sustainable approach for sharing data and building the County’s capacity to update and analyze these data on an ongoing basis. 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. One of the highlights of this period, the Probation Department has implemented a new software system, called, "NEXUS," that brings best practices and analytics to the department's day to day decision making. Implementing NEXUS into community corrections practices allows our officers to create individualized supervision plans creating the foundation for how RNR principles will be administered, 97 based on client’s individual risk and needs, thus improving overall client outcomes. Integration through multiple data sources empowers our officers to address behaviors with certainty and celerity. Through NEXUS our officers are able to view an individual client’s profile from their caseload using intelligent analytics to ensure we are adhering to dosage requirements, issuing incentives and sanctions at the appropriate magnitude and frequency, and meeting professional standards. Further, our officers are able to spend more time facilitating behavior change interventions and developing impactful relationships with clients. Our data suggests that Probation Officers using NEXUS consistently and appropriately saw a decrease in risk factors and substantial increases in protective factors after multiple reassessments, thereby facilitating a positive change in a client’s behavior and reducing the likelihood of recidivating. At our leadership level, NEXUS provides analytics for quality assurance purposes and monitors fidelity within RNR practices. This level of innovation offers EDC Probation the tools needed to determine which evidenced-based practices are working, which ones need improvement, and help guide us to investing limited resources in the areas that are most effective. As behavioral data continues to be documented in NEXUS, our agency will have an accurate view of how our practices are influencing better outcomes in the populations we serve. The result: A unique balance between best practices in community corrections and revolutionary/evolving technology. 98 FY 2021-22 Community Corrections Partnership Survey Fresno County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Kirk Haynes Maria Aguirre – Interim Director Chief Probation Officer Department of Social Services Michael L. Elliott Susan Holt – Interim Director Presiding Judge or designee Department of Mental Health Paul Nerland, CAO Vacant County Supervisor or Chief Administrator Department of Employment Lisa Smittcamp Susan Holt – Interim Director District Attorney Alcohol and Substance Abuse Programs Antoinette Taillac Jim Yovino Public Defender Head of the County Office of Education Margaret Mims Vacant Sheriff Community-Based Organization Neil Dadian Karen Roach Chief of Police Victims Interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups Yes 99 Goals, Objectives, and Outcome Measures FY 2020-21 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 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 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 Instrument Measure (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 Text Measure remind and communication check-in system will be implemented Outcome N/A Measure Progress The Public Safety Assesment (PSA) tool went live on November 1, 2021. The tool toward was integrated into the Probation Department case management system. There were stated goal some production delays due to COVID-19 and Information Technology (IT) resources being stretched to their capacity; however, the project was finalzied. Currently, some minor adjustments are being made to the PSA report; however, overall the assesment is being utilzed to assist all parties with Pretrial release decisions. All justice partners and collaboratives were trained in the PSA. Next steps include, quality control and eventualy full vaditation based on Fresno County data. A Web Based Pretrial Portal System was implemented in August of 2021 and is now availalble on the Fresno County Probation Department website page. The system named Probation Electronic Reporting System or (PERS) allows defendants on Pretrial Supervision, AB 109 PRCS/MS, and PC1203 the ability to access a client portal for communication with their assigned officer, review of their most recent Court minute orders, scheudule appointments and opt into a Text Remind program for next court hearing reminders. The Pretrial expansion program ended in December of 2020. This was due to the November 2020 election and the referndum of Prop 25 (recalled SB10). Fortunately SB169 (Budget Act of 2021) will be a resource to support further exapansion of Pretrial Servcies. 100 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 Barriers, Changes, Summary: circumstances that prevented program/service from Measure achieving better outcomes, what worked, what did not work, any plans for program/service changes. Outcome Programs and Services to describe system elements that support best practices or Measure evidence-based practices Progress At the March 8, 2021, Community Corrections Partnership meeting, the CCP Board toward agreed to move forward with collecting statistical data agreed upon by funded CCP stated goal agencies and programs. The Research, Evaluation, and Technology Subcommittee, and the Resource Development Subcommittee, worked with, Kevin O’Connell from California State Association of Counties (CSAC) in developing an ongoing data tracking process and report out methods for CCP. At the June 14, 2021 CCP meeting the Research, Evaluation, and Technology Subcommittee provided the CCP executive board with a data tracker presentation. The information was positively received by the CCP executive board. Subsequently this data tracker presentation has become a staple and a regular presentation at the CCP meetings, including the August 30, 2021 CCP meeting. The CCP Research, Evaluation, and Technology Committee worked with, Kevin O’Connell and Ryan Souza from California State Association of Counties (CSAC). The committee was tasked with creating a Scope of Work to evaluate the CCP funded entities. CSAC suggested that it would be a better utilization of funds to update the Program Inventory created by the work completed by the Pew-MacArthur Results First Program Initiative Program Inventory for FY 2013-2014. They noted that the formulas were already established, and each entity should be matched with the Results First Clearinghouse. The Results First Clearinghouse Database is an online resource that brings together information on the effectiveness of social policy programs from nine national clearinghouses. Once each program is rated for effectiveness, CSAC suggested prioritizing the least effective programs first working towards the most effective. The committee is in the process of updating the program inventory and it is hoped that it will be finalized prior to the upcoming CCP on December 13, 2021. The committee is expected to make recommendations to the CCP for short- and long- term goals related to data and evaluation planning for CCP funded programs and services. The Fresno County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21 101 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $7,933,635 Carryover funds $(5,046,435) $98,000 Parenting Program agreement $98,000 $137,200 Counseling Services agreement $137,200 $1,176,000 Transitional Housing agreement $1,176,000 Family Violence Counseling… $199,651 $271,411 Vocational Training Agreement $271,411 $258,720 Construction Apprenticeship… $258,720 $2,954,566 Adult Compliance Teams (City… $2,868,011 $1,850,481 Behavioral Health $1,850,481 $1,437,034 Public Defender $1,420,646 $1,891,029 District Attorney $1,885,473 $12,586,668 Probation $12,795,277 $24,997,715 Sheriff $24,939,811 FY 2021-22 $55,592,459 FY 2020-21 $42,854,246 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $2,954,566 Adult Compliance Team (City contracts) $2,868,011 $1,891,029 District Attorney $1,885,473 $1,437,034 Public Defender $1,420,646 $12,136,668 Probation $12,495,277 $21,757,711 Sheriff $21,793,669 FY 2021-22 $40,177,008 FY 2020-21 $40,463,076 102 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $450,000 GPS Electronic monitoring contract $300,000 $98,000 Parenting Program agreement $98,000 $137,200 Counseling Services contract $137,200 $1,176,000 Transitional Housing agreement $1,176,000 Family Violence Counseling agreement $199,651 $271,411 Vocational Training agreement $271,411 $258,720 Construction Apprenticeship agreement $258,720 $3,240,004 Sheriff (contracted jail medical services) $3,146,142 $1,850,481 Behavioral Health (contracted services) $1,850,481 FY 2021-22 $7,481,816 FY 2020-21 $7,437,605 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? The CCP requires agencies or vendors to complete a formal written request for funding with program or services discription. This is followed with outcome data for future reporting. The CCP Executive Board will agendize the request and require a formal presentation. This may also require a recommendation fo the CCP Resources Develoment Committee for review of the progam to determine if the program meets the needs of services or fills the a needed community service. The CCP Resources Development committee reviews the information and makes a recommendation to the CCP executive board. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? Funded CCP programs and services 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. 103 The CCP Research, Evaluation, and Technology Committee worked with, Kevin O’Connell and Ryan Souza from California State Association of Counties (CSAC). The committee was tasked with creating a Scope of Work to evaluate the CCP funded entities. CSAC suggested that it would be a better utilization of funds to update the Program Inventory created by the work completed by the Pew- MacArthur Results First Program Initiative Program Inventory for FY 2013-2014. They noted that the formulas were already established and each entity should be matched with the Results First Clearinghouse. The Results First Clearinghouse Database is an online resource that brings together information on the effectiveness of social policy programs from nine national clearinghouses. Once each program is rated for effectiveness, CSAC suggested prioritizing the least effective programs first working towards the most effective. The committee is in the process of updating the program inventory and it is hoped that it will be finalized prior to the upcoming CCP on December 13, 2021.. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The goal is conider evaluation results in the future with the work with CSAC and outcome summary reporting. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? The Probation Department utilizes STRONG (Static Risk and Offender Need Guide) as a 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 104 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? A higher level of mental health services for offenders with severe mental health diagnosis. Increase capacity for sex offender / PC 290 housing with mental health servcies attached. What 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 has invested in Pretrial Services. During the COVID-19 pandemic, the ability to add defendant volume to the program proved benficial for all criminal justice partners due to zero bail and limited housing in the Fresno County Jail due to COVID-19 housing issues. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. As noted Pretrial Services have proven to be a valuable service and pressure valve to issues related to local Jail overcrowding, zero-bail releases, delayed Court proceedings and COVID-19 limitations. In 2016 the program had 218 active Pretrial cases with 61 of those individuals on Electronic/GPS Monitoring. Pre-pandemic (2019) the program had growth to 410 active Pretrial cases with 156 of those individuals on Electronic/GPS Monitoring. Post COVID-19 Pandemic increase: * 2020 - 486 active Pretrial cases with 162 of those individuals on Electronic/GPS Monitoring * 2021 (01/01/2021 - 08/31/2021) - 683 active Pretrial cases with 223 of those individuals on Electronic/GPS Monitoring 105 This page intentionally left blank 106 FY 2021-22 Community Corrections Partnership Survey Glenn County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. 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 Grant Carmen 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 107 Goals, Objectives, and Outcome Measures FY 2020-21 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 agancies. 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 fiscal Measure year July 1, 2020 to June 30, 2021. Outcome Number of offenders completing their period of supervision for the same time Measure period. Outcome Number of offenders on warrant status, as of June 30, 2021. Measure Progress Glenn County had 23 offenders released back into the community. Three (3) toward offenders failed to report. As of June 30, 2021, there were six (6) offenders on stated goal active warrant status. 11 offenders completed their term of supervision successfully. Offenders must be violation free for one (1) year before being released from supervision, rather than the minumum time of six (6) months. In addition, another eight (8) offenders were transferred to their county of residency. 11 offenders were deemed unsuccessful, with four (4) of those offenders committing a new felony offense. 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 level Objective Number of offenders released back into the community. Objective Number of offenders completing their period of supervision. Outcome Number of offenders returning to custody due to violating the ACS program. Measure Outcome Number of offenders having a subsequent arrest for a new law violation. Measure 108 Goal Provide in-custody and outpatient mental health and drug and alcohol services to AB109 offenders Objective Provide AB109 offenders, who meet the criteria, a mental health diagnosis assessment. Objective Provide AB109 offenders individual treatment, outpatient mental health and substance abuse services. 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 receiving mental health and substance abuse services Measure Outcome Being a small facility, the jail has only one room for all the programing that takes Measure place within the facility. Pre-COVID-19, a Case Manager was able to go into the jail to provide outreach and engagement to offenders. The intention was to connect the offender with a Case Manager in hopes they remain engaged in services after they were released from custody. Offenders are introduced to mental health staff and are provided groups in the areas of anger management, Courage for Change, and life skills. However, due to COVID-19, services have been suspended for this reporting period. Outpatient mental health services included: 18 offenders receiving a mental health assessment, with 11 of them receiving mental health services. Mental health also provides services in the areas of Individual therapy, individual rehabilitation, plan development, case management, and medication management. At our Learning Center (DRC), six (6) offenders participated in anger management, 16 offenders participated in Courage for Change, and six (6) offenders participated in our Songs program. 21 offenders participated in substance abuse counseling, while 16 offenders received an assessment. Seven (7) offenders gained employment during this reporting period. The Glenn County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21 109 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $185,832 Reserve funds $70,515 $715,000 General Funds $773,756 $9,463 County Directed Charges: IT, A-87, Debt expenses, etc $36,497 $5,000 Unity House $19,998 $256,824 District Attorney $242,640 $319,714 Health and Human Services $399,714 $306,254 Sheriff $306,254 $662,190 Probation $621,982 FY 2021-22 $2,460,277 FY 2020-21 $2,471,356 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $9,463 County Department of Finance $36,497 $256,824 District Attorney $242,640 $22,347 Resource Center/ Client Supports (Health and Human Services) $37,243 $132,137 Drug and Alcohol Services (Health and Human Services) $147,218 $165,230 Mental Health (Health and Human Services) $215,253 $40,000 Jail Medical (Sheriff) $40,000 $21,054 Jail Special Needs/ Electronic Monitoring (Sheriff) $21,054 $245,200 Alternative Custody Supervision (Sheriff) $245,200 $13,193 K-9 Program $13,193 $10,403 Electronic Monitoring $10,403 $2,558 Drug Testing $2,558 $636,036 Probation $545,828 FY 2021-22 $1,554,445 FY 2020-21 $1,557,087 110 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $5,000 Unity House $19,998 FY 2021-22 $5,000 FY 2020-21 $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 request and any data that is provided. The CCP board will vote to approve funding or request more information. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? Discussions take place with county partners in tracking the successes of offenders whom participate in the programs, any attendance issues, and logistics of the program. 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. 111 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? • Health and Human Services - drug and alcohol, mental health eligibility, assessments, cognitive interventions, life skills, anger management, out-patient recovery (Discovery House). • Glenn County utilizes programs such as Salvation Army, Jordan's Crossing, Jericho Project, or the Johnson House of Recovery for residential treatment programs. • Sheriff - Alternative Custody Supervision (ACS) • 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 probation assessments, provide quicker mental health and drug and alcohol referrals, medication case management. 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 local sober and transitional living environments. Lack of local 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? Decline to respond Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Dealing with medication therapy, we found it very useful to work closely with our mental health case manager. Rather than one agency coordinating services, the team approach provides scheduling, counseling and transportation for the offender. 112 FY 2021-22 Community Corrections Partnership Survey Humboldt County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. 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 Luke Brownfield Connie Beck Public Defender Head of the County Office of Education William Honsal N/A Sheriff Community-Based Organization Steve Watson N/A 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 113 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Implement Jail Pre-Trial Release and supervised own recognizance (OR) program Objective Screen felony/misdemeanor detained individuals and provide reports to courts at detention hearing Objective Supervise persons placed on supervised release by courts Outcome In FY 20-21, Humboldt filed 587 Supervise Release Reports with the court Measure Outcome In FY 20-21, Probation supervised 347 participants in the supervised Measure release program Progress Program established and operational. There is a notable decrease in toward participants in FY 20-21 when compared to previous years. This is due to stated goal COVID-19 impacts on the court and jail systems. Goal Expand the Sheriff's Office Alternative Work Progarm Objective Subsidize SWAP participants fees related to program Objective Hire 1 correctional Staff officer to supervise work Outcome In FY 20-21, Probation supervised 444 cases of MS and PRCS. Measure Outcome In FY 20-21, the day reporting center p Measure Outcome Operated transitional house with Arcata House Partnership. Measure Progress Operational. Service delivery has be impacted, at times, by vacancies. toward goal The Humboldt County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 114 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $176,830 CARRY OVER FUNDS: JAIL SUICIDE NETTING $176,830 $122,000 PRCS ONLY FUNDS: Reenrty Program for PRCS… $122,000 $1,262,497 CARRY OVER FUNDS: Reserve (20% of ongoing… $1,202,254 $59,506 TRAINING ALLOCATION: Training $30,807 $25,000 Revenue Recovery Division $25,000 $728,000 CARRY OVER FUNDS: CBOs: Misc Client Services $753,000 CARRY OVER FUNDS: Multi-Agency Warrant… $60,007 $923,000 Jail Medical Services $672,267 $47,222 CARRY OVER FUNDS: Public Defender $42,833 $391,896 Employment Development Department $331,294 $1,746,896 Mental Health Department $1,813,583 $821,793 Sheriff Department $847,583 $1,675,899 Probation Department (partially funded w/… $1,745,375 FY 2021-22 $7,980,539 FY 2020-21 $7,822,833 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $1,262,497 CCP Reserve Funds $1,202,254 Multiple Municial Police Depts + other LE Agencies $60,007 $47,222 Public Defender $42,833 $25,000 Revenue Recovery Division $25,000 $391,896 Employment Development Department $331,294 $1,746,896 Mental Health Department $1,813,583 $998,623 Sheriff Department $1,024,413 $1,675,899 Probation Department (partially funded w/ CARRY OVER FUNDS) $1,745,375 FY 2021-22 $6,148,033 FY 2020-21 $6,244,759 115 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $59,506 Training $30,807 Jail Medical Services (outside $923,000 contract) $672,267 $38,000 Misc. Client Services $23,000 $30,000 Sex Offender Treatment $30,000 $30,000 Transitional Housing $30,000 Case Manager Support $40,000 $122,000 PRCS Reentry Program $122,000 Substance Abuse Treatment $630,000 Facilities $630,000 FY 2021-22 $1,832,506 FY 2020-21 $1,578,074 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to respond. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Decline to respond. If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? Decline to respond. If yes, how? N/A 116 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No Average daily population Conviction Length of stay Recidivism Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Decline to respond. We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Decline to respond. What challenges does your county face in meeting these program and service needs? Decline to respond. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to respond Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to respond. 117 This page intentionally left blank 118 FY 2021-22 Community Corrections Partnership Survey Imperial County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Dan Prince Veronica E. 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 Leticia Plancarte-Garcia District Attorney Alcohol and Substance Abuse Programs Ben Salorio Todd Finnel Public Defender Head of the County Office of Education Raymond Lara Don Gorham Sheriff Community-Based Organization Brian Johnson Heather Trapnell 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 119 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 increasing 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 services Measure 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 and Measure services are affecting clients in a positive way. Outcome Monitor and track unsuccessfully completions to identify areas of weakness in Measure programs and services. Progress The Imperial County Probation Department has continued to monitor programs toward and services on a monthly basis. The Probation Department tracks referrals, stated goal enrollments, discharges and successful completions of programs for each person currently being supervised by the Department. Program facilitators provide this information, and it is entered into the case management system, and pulled out through SQL queries and reports. Through these reports, the Probation Department has been able to study data trends from the past three years to see how programs and services are currently affecting recidivism rates for the AB109 population. Based on the most recent reports, the Probation Department can see early trends that programs and services are impacting recidivism in a positive manner and reducing the chance that a participant will recidivate. 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 Outcome Compare enrollment and completion rates of programs and services prior to Measure 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. 120 Progress Imperial County was one of the hardest hit counties in California by the Covid- toward 19 pandemic and this objective was set by the CCP in the previous year to goal ensure that AB109 probationers continued receiving necessary programming and services required for successful integration. As Imperial County took steps to ensure residents could remain safe, many programs and services adjusted their services to remain in compliance with updated health and safety guidelines. By working alongside with some of our local organizations and updating agency guidelines, the CCP aimed to reduce the impact of the pandemic upon these services. Based off enrollment figures for 2019, the number of AB109 probationers that started one or more programs totaled 57, and in 2020 this number 58. As 2021 comes to a close, the number of AB109 probationers that enrolled into one more program is at 66, an increase compared to the previous two years. Looking at enrollment data collected over the past 3 years for AB109, the CCP, alongside local programs, have worked successfully to reduce the impact of Covid-19 upon enrollments for AB109 probationers. . Goals, Objectives, and Outcome Measures FY 2021-22 Goal Continue to work towards decreasing criminal recidivism rates through continued improvements to programs and services Objective Increase referrals to services offered at the Day Reporting Center or other local agency Objective Increase the number of services being offered at the Day Reporting Center. Objective Ensure that probation clients are successfully completing program requirements. Outcome 90% of AB 109 probationers are being referred & enrolled into one or more Measure program Outcome Utilize the Program & Services subcommittee to review one or more new Measure program or service in the upcoming year that can be used to assist the AB 109 population Outcome 90% of the AB109 Probationer are successfully completing their programs Measure Progress The CCP will continue to work towards this goal of utilizing its wide range of tools toward to better service the AB 109 population by increasing referrals to programs and stated goal services, by modifying current programs and services or adding new services that can better meet the population’s needs, and by ensuring that these individuals are successfully completing their treatments. The Probation Department will take a front role in this effort and will utilize its probation staff to monitor and track information related to these goals and objectives. In addition, some initial progress has been made towards increasing services offered at the Day Reporting Center as the Geo Program works towards establishing a new Community Service Program that will be offered to participants that require community service hours mandated by the court. Other CCP agencies have also been working to establish new programs, such as Behavioral Health, which is working on three projects related to increasing mental health services and the District Attorney’s Office, which is working on a new program that will be utilized to assist the sex offender population. 121 Goal Utilize the newly developed Probation Pretrial Services Unit to maintain and/or increase public safety while defendants are awaiting trial. Objective Ensure that pretrial clients are being contacted by Probation Officers on a regular basis. Objective Ensure that pretrial clients are being referred and enrolled into Programs and Services Objective Ensure that pretrial clients are successfully completing their Programs and Services Outcome 90% of Pretrial Service Unit clients will have one or more contact event with a Measure Probation Officer in a single month Outcome 90% of Pretrial Service Unit clients will be referred and enrolled into one or more Measure Program and/or Service Outcome 90% of Pretrial Service Unit clients will successfully complete their Program Measure and/or Services Progress Due to the recent Humphrey’s decision regarding bail, the Probation Department toward has worked quickly to establish a Pretrial Services Unit that would work stated goal alongside the Sheriff’s Office and Superior Court in order to provide individuals sentenced to pretrial services with regular supervision and to ensure that these individuals enrolled in court mandated programs and services. As this unit is newly created, the CCP recognizes the importance of tracking information related to this population and will be tracking a number of different options to see areas of success and areas where improvements can be made. Currently the Probation Department has worked to modify its case management system to track information related to these cases more easily and Monthly Reports are created for Pretrial Unit Supervisors, which displays data related to contact events, program enrollments, and program completions. The Probation Department will track the number of contact events that Probation Officers make with these individuals on a monthly basis in order to ensure that regular supervision is occurring and that these individuals are kept accountable. In addition, the Probation Department will track referrals to programs and services as well as the progress that these individuals are making in order to make sure that court orders are being followed and to confirm that treatments are being received. Goal Continue to review recidivism data for supervised AB109 population that participated in a program or service Objective Utilize identified data elements to continue to study recidivism data among Imperial County AB109 population Objective Determine if recidivism trends in a positive direction as Covid-19 restrictions ease up among local agencies Objective N/A Outcome Reduce the number of Revocations of Probation among AB109 population by Measure 10% Outcome Reduce the number of Violations of Probations among AB109 population by 10% Measure Outcome Reduce the number of Probations unsuccessfully completing probation among Measure the AB 109 population by 10% Progress This goal modifies a previously set goal from last year in order to obtain a better toward understanding of the information collected and to see if there are any significant stated goal changes as Covid-19 restrictions begin to lift. One of the initial discoveries from 122 the previous year’s goal indicate that there was a noticeable change in recidivism data among the AB109 population as they participated in one or more program. The Community Corrections Partnership is looking to gain additional insight into this information and see if recidivism continues to trend in a positive direction as local agencies return to full operations. This goal will allow the CCP to better identify areas of strengths and weakness among programs and services and determine their possible impact upon recidivism in the AB109 population. The Probation Department has already begun to collect this information on a monthly basis and will be reviewing it in the upcoming year to determine if there are any significant changes. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $4,494,541 Carry Over (Reserves) $(727,837) $15,000 Library $15,000 $2,515,974 Sheriff $2,900,552 $366,119 Public Defender $366,907 $1,742,735 Probation $1,190,710 $878,684 Day Reporting Center $1,084,254 $430,684 District Attorney $409,015 $565,542 Behavioral Health $565,542 FY 2021-22 $11,009,279 FY 2020-21 $5,804,143 123 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $4,494,541 Reserves $106,784 Charter School $105,184 $366,119 Public Defender - Deputy $366,907 $430,684 District Attorney-Investigator, Victim Witness… $409,015 $62,475 Sheriffs Operational $447,053 $1,794,722 Inmate Housing $1,801,737 $658,777 Operation CWS Program $651,762 $77,600 Day Reporting Center Operational $58,850 $102,269 Behavorial Health-Counselor $102,269 $327,568 Substance Abuse Treatment $61,747 Smart Recovery $89,810 $63,682 Probation Operational $120,003 $80,000 Sex Offender Counseling & Polygraph $60,000 Home Detention/EM Program $20,000 $1,679,053 Field Supervision/PCRS $1,070,707 $614,300 DRC Programs/Services $840,220 Sober/Transitional Living Housing $352,568 $73,958 Transport Behavorial Health Services $20,895 $15,000 Library Literary Services $15,000 FY 2021-22 $11,009,279 FY 2020-21 $6,531,980 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A 124 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 meets 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 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% 125 We would like to better understand your county's capacity 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 an out-of- county institute for 14-day drug and alcohol detox (adults) or 21-day drug and alcohol detox (adolescents). • Mental Health Services Mental Health Services are individual, group, or family-based treatment services that help people with mental illness develop coping skills for daily living. These services include assessments to see if the intervention is working and plan development to decide the goals of the mental health treatment and the specific services that will be provided. Mental Health Services can be provided in a clinic or provider’s office, over the phone or by telemedicine, or at home or other community setting. • Medication Support Services These services include the prescribing, administering, dispensing, and monitoring of psychiatric medicines; and education related to psychiatric medicines. Medication support services can be provided in a clinic or provider’s office, over the phone or by telemedicine, or in the home or other community setting. • Targeted Case Management This service helps with getting medical, educational, social, prevocational, vocational, rehabilitative, or other community services when these services may be hard for people with mental illness to get on their own. Targeted Case Management includes plan development; communication, coordination, and referral; monitoring service delivery to ensure the person’s access to service and the service delivery system; and monitoring the person’s progress. • 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. 126 • 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. What challenges does your county face in meeting these program and service needs? The size of Imperial County continues to remain a significant challenge in meeting programming and service needs. There are areas within Imperial County that are underserved due to their remote location that makes establishing services hard to do for local organizations. In addition, the County's unique population when it comes to its closeness to the border also presents a challenge as many residents will live across the border where County services cannot always reach. What 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 Covid-19 pandemic, many programs and services began to offer online services through Zoom which has allowed many to continue operating through the pandemic. The offering of services through Zoom has given some of these programs a wider reach among the AB109 population in Imperial County due to its size. Members of our AB109 population can sometimes live-in areas such as Niland, Salton City, or Winterhaven which make getting to areas where our programming services are located at difficult, but due to the rise of popularity of Zoom, services have become more accessible than they previously were to some of these individuals. One program, SMART Recovery, even 127 established a Spanish speaking group through Zoom specifically because of its popularity. Making program and services more accessible to individuals that live in different areas of our community and establishing language groups for nonnative English speakers are two things some of local programs have done to make their services more widely available and more effective. 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 Probation Department has recently established a Pre Trial Services Unit that works alongside the Imperial County court system and the Sheriff's Office. The primary function of this unit will be provide supervision services to individuals released by the court while they await trial. Currently, the Sheriff's Office, through its Jail operation, is responsible for the initial assessment of individuals for their eligibility to receive pre trial services ordered by the courts which will then be provided by the Probation Department. The services offered will be primarily through programs located at the Day Reporting Center and will include Electronic Monitoring, Drug and Alcohol Testing and Treatment, Regular Check-Ins with a Pre-trial Case Manager, Community Housing or Shelter, Anger Management, Search and Seizure Waiver, and Stay Away-No Contact Orders. In addition the Probation Department has been working closely with the Courts, the Public Defender's Office, and District Attorney's Office to develop and modify assessment forms and has worked internally to develop Pre Trial Progress Reports and Intake Packets to ensure information on these individuals is kept up to date regularly. As the Courts resume their regular operations and begin referring more indidivuals for pre trial services, the Probation Pre Trial Services Unit will be a key component in ehancing public safety. 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. During the pandemic, the Geo Group modified their group class sizes to align with Public Health orders to ensure that individuals could still receive their programming services and also made sure individuals could attend their classed by providing transportation with bus passes. For the 2020- 2021 year, the DRC received 189 referrals from the Probation Department and intakes services were provided for 171 of the referrals. Over the course of the year, 81% of participants checked into the program on a weekly basis, 84% attended all of their class sessions, and 89% maintained a sober living life style. In addition, there were 43 participants that completed the Geo Program in the previous year and these individuals continue to work towards their re-entry into the community by participating in local GED Programs or Community College courses and obtaining employment. Currently, of the 43 participants that completed their Geo Program, 11 are attending educational programs, 2 are currently self employed, 7 are employed part time, and 19 are employed full time. The Geo Program also works to connect its participants with local county organizations by partnering such as Behavioral Health Services, the Department of Social Services, the Imperial Valley Foodbank, and Imperial Valley College to ensure that participants can successfully reintegrate back into our community. 128 FY 2021-22 Community Corrections Partnership Survey Inyo County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Jeffrey L. Thompson Marilyn Mann Chief Probation Officer Department of Social Services Stephen M. Place Marilyn Mann Presiding Judge or designee Department of Mental Health CAO Leslie Chapman Marilyn Mann County Supervisor or Chief Administrator Department of Employment Thomas Hardy Marilyn Mann District Attorney Alcohol and Substance Abuse Programs Josh Hilemeier Barry Simpson Public Defender Head of the County Office of Education Jeff Hollowell Matias Bernal Sheriff Community-Based Organization Richard Standridge None 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 Yes 129 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Expand Programming Space at the Jail Objective Develop a plan to utilize the existing, empty juvenile hall for space for programming jailed individuals. Objective Request CO positions to be funded Outcome Programs space increased Measure Outcome Add 4 additional programs weekly. Measure Progress The Board of Supervisors approved the budget to hire the needed CO toward positions. Due to the COVID pandemic, this project was placed on hold. stated goal 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 Progress A service provider was selected and contracts were signed to upgrade the toward goal Sheriff's dispatch center as well as to purchase new radios and service for the Sheriff's Office, Probation Department, Health and Human Services Department, County District Attorney's Office, and the Bishop Police Department. SOme radio have been installed and deployed. This project is not complete but there has been substantial progress made. The Inyo County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 130 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $100,000 Bishop Police Dept $15,000 District Attorney's Office $20,000 $598,838 Sheriff's Office $228,000 $335,732 Health and Human Services Department $140,526 $355,777 Probation Department $380,839 FY 2021-22 $1,405,347 FY 2020-21 $769,365 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $7,000 Direct Service Evidence Based Programs $7,000 $18,469 Training $18,469 $118,186 Pre-Trial Program Services $22,749 $20,000 Electronic Monitoring/GPS Program $20,000 $2,000 Reward/Sanctions Matrix Program $2,000 $10,000 Re-Entry Assistance Program $10,000 $118,186 High Rish Case Management $115,133 $91,901 Out of Custody Re-Entry Services $77,115 $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 2021-22 $613,742 FY 2020-21 $500,466 131 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $145,000 Direct Service Evidence Based Programs $145,000 FY 2021-22 $145,000 FY 2020-21 $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 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. FY 20-21 was a difficult year as the COVID pandemic really limited participation of the CCP and the development of new programs and services. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? The CCP has partnered with the Health and Human Services and their program analysts to develop and track outcome measures of the various programs that have been implemented. The Re-entry Coordinator is responsible for tracking outcome and reporting the data to the CCP full body. 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. 132 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 incarcerated individuals, which includes mental health/substance use screening and assessment, as well as medication and treatment. HHS also provides parenting education classes to folks through its Public Health and Prevention programs. Probation staff provide cognitive behavioral programs to individuals and groups both in-custody and out-of-custody. Intensive case management is provided by our reentry team including housing assistance, employment assistance, and transportation to and from medical and mental health appointments. Telemedicine is used to enhance the services available to offenders as well as community members in hard-to reach 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 members 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 MediCal for the mild to moderate mental health issues. 133 What 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 has developed and implemented an in-house domestic violence treatment and prevention program instead of relying on private providers that may or may not be available. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Probation provided 52 week domestic violence treatment and prevention program. This program is still in its infancy. Within the first year we provided programming for fifteen high risk male offenders and nine moderate/low risk male offenders. During that first year there were four program completions. Three clients had their program placed on hold so they could complete a residential substance abuse treatment program, seven clients had to restart the program due to violations and/or excessive absences and two clients were terminated from program for non-compliance. Within the first year of programming for our female clients we provided programming for seven moderate risk offenders. We had two program completions and the other five are still working through the program. We had one client restart the program due to excessive absences and failure to move forward in the book/program. As of September 8, 2021, the Probation Department provides two male offender programs in Bishop, one female offender program in Bishop and one male offender program in Lone Pine. We currently have six female offenders enrolled in the program and twenty-three male offenders, with nine additional male offenders that will be entering the program. 134 FY 2021-22 Community Corrections Partnership Survey Kern County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. TR Merickel Dena Murphy Chief Probation Officer Department of Social Services Tamarah Harber-Pickens Stacy Kuwahara 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 135 Goals, Objectives, and Outcome Measures FY 2020-21 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 completion substance use disorder treatment. Measure Progress Due to the COVID-19 pandemic, Substance Use Disorder In-Custody services toward declined. In FY 2020-21 there were 4 cohorts that completed 239 groups and stated goal graduated 34 participants for substance use disorder services, compared to the 3 cohorts, 113 completed groups, and 3 participant graduations for FY 2020-21. Goal Continue to provide funding opportunities for Community-Based Organizations (CBOs) for re-entry servces to the criminal justice population in Kern County. Objective Provide an open, fair, and competitive process for offender re-entry services. Objective Continue utilizing CBOs to help offenders gain access to the services and tools they need to become productive citizens of the community. Objective Develop a system for tracking CBO participant demographics, services, outcomes, cost per participant and program quality. Outcome Approve selected CBOs to provide services Measure Outcome Review and update current RFP for CBOs to provide re-entry services to the Measure criminal justive population in Kern County. Outcome Acquire a system for tracking CBO participant outcomes. Measure Progress The CBO progam has been solidified within the CCP's budget since 2012. The toward goal CCP continues to show support for this program through large 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). 136 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 programs 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 Developing 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 goal House, continues to be prioritized for the addition or continued inclusion of in-custody programming. County is 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. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Create a Pre-Trial unit to comply with the California Supreme Court decision, In re Humphrey Objective Provide services to Pre-Trial clients Objective Ensure adequate staffing to meet expected Pre-Trial caseload demands Outcome Number of staff in Pre-Trial Unit Measure Outcome Caseload to staff ratio Measure Progress To comply with the California Supreme Court decision, the Kern County toward Probation Department created a Pre-Trial unit. The unit currently is stated goal comprised of 1 Probation Supervisor and 4 Deputy Probation Officer I/II's, and is seeking additional hires to handle expected increases to workload. 137 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $67,508 Veterans Service $110,792 $140,208 Contingency $53,345 $353,118 Street Interdiction Team $279,033 Employers' Training $716,621 Resource $566,273 $1,111,282 Public Defender $878,133 Community-Based $1,417,663 Organizations $1,120,235 $2,222,565 District Attorney $1,756,266 Behavioral Health and $7,041,580 Recovery Services $5,564,243 $18,465,973 Probation $14,591,778 $20,392,541 Sheriff $16,114,148 FY 2021-22 $51,929,059 FY 2020-21 $41,034,246 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $1,200,000 Day Reporting Center Street Interdiction Team $279,033 $680,000 Employers' Training Resource $566,273 $6,500,000 Behavioral Health and Recovery Services $4,558,691 $2,500,000 In-Custody Services $1,740,311 Virtual Jail Program (including Sheriff's Parole $2,000,000 and Work Release) $1,046,381 Electronic Monitoring Program/Global $6,000,000 Positioning System $4,521,422 $2,000,000 Pre-Trial Release Program $133,442 $1,959,320 Evidence-Based Program Unit $1,154,275 $11,500,000 Intensive Community Supervision $10,035,939 FY 2021-22 $34,339,320 FY 2020-21 $24,035,767 138 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $1,005,553 Behavioral Health and Recovery Services $1,005,553 $1,700,000 Community-Based Organizations $1,120,234 FY 2021-22 $2,705,553 FY 2020-21 $2,125,787 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Each year, the CCP Public Safety Realignment Act Plan includes funds for the Community-Based Organization (CBO) Program to provide services to AB 109 individuals, positively influencing future behavior through a sustained sober lifestyle, enabling them to secure employment and housing, strengthen family ties, and contribute to their community. To provide an open, fair, and competitive process, professional service contracts 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 (DRC) Evaulation Study - The recidivism rates of the 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. 139 For FY 2021-22, the DRC has continued to reopen its operations from the COVID-19 pandemic. The DRC went from operating at 75% of capactiy in January 2021 to 90% as of September 2021. The DRC has serviced 184 active participants with an average daily population of 48 clients. There have been 23 client completions of the DRC program with 13 more pending completion. Additionally, 29 participants are employed or attending school. 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. The 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. Residential Substance Abuse Treatment (RSAT) Statistical Evaluation and Evidence Based Correctional Program Checklist – As part of its grant funded Residential Substance Abuse Treatment program (RSAT), Kern County Sheriffs Office (KCSO) contracted with a professor from California State University, Bakersfield (CSUB) to statistically evaluate the effectiveness of that program. The Kern RSAT program was evaluated in 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 in the response to question #23 below). 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. 140 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 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: • Matrix • Seeking Safety • Moral Reconation Therapy (MRT) • Aggression Replacement Training (ART) • Thinking For A Change (T4C) • Meditation • Offender Needs Assessments (ONA) Outpatient Services: • In-Custody Services listed above continue in outpatient settings, maintaining a continuum of care. • Adult Transition Team (ATT) • Supportive Pathway Opportunities (SPO) Crisis Services: • Mobile Evaluation Team (MET) • Psychiatric Evaluation Center/Crisis Stabilization Unit (PEC/CSU) • Co-Response Teams • Mary K. Shell Assessment Center 141 Substance Use Disorder (SUD) Outpatient Services: • 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. • 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. 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 members 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? KernBHRS continues to expand and shape services for AB109 assigned individuals with a focus on the recommendations outlined in the CCP Strategic Plan and with consideration for capacity and service needs identified by the Department. Throughout the COVID-19 pandemic, KernBHRS has continued to strive towards promoting a high standard of care. By concentrating on client care despite the many barriers resulting from the COVID- 19 pandemic, KernBHRS provided crisis services, individual therapy, medication management, psychiatric services, and case management. Coordination with community partners and treatment providers continued throughout the COVID-19 pandemic to ensure clients gained access and had transportation to housing, resources for basic needs, and essential appointments. KernBHRS collaborated with local agencies and departments to establish treatment plans, provide warm hand offs for continuity of care, and coordinated access to housing for incarcerated and at-risk clients in an effort to reduce risk and decrease recidivism and homelessness. The Sheriffs Office has been controlling the spread of COVID-19 in the last year. Due to the pandemic, no programs operated under Title 15 Section 1012 from July 2020 to October 2020. Limited programs were provided at the end of October 2020 unit the end of the fiscal year. Due to the limited programs and staffing issues in the facilities, there was a decrease in participants from the previous fiscal year. The Sheriff's Office is working on getting those numbers up as we are controlling the spread of COVID- 19. 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. While the DRC has gradually reopened its services from the COVID-19 pandemic, moving from 75% to 90% capacity from January to September 2021, the overall client base is still down from prepandemic levels. • 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. 142 What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? • Increased length of bed days per stay of clients in SLE homes from 90 days to 120 days. • Extended CBO contracts into 2022 to ensure service and resource continuity and stability for AB 109 clients amidst the COVID-19 pandemic. • Increased communication, collaboration and rapport with partner agencies, Community-Based Organizations, and various groups. • Opening of Bakersfield and Delano Recovery Stations. • 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. 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 2020-21, BHRS in partnership with the KCSO Programs Unit screened and admitted 27 participants into the in-custody Matrix and Residential Substance Abuse Treatment (RSAT) programs at the Lerdo detentions facilities. Of these, 15 successfully completed the in-custody program, resulting in a success rate of 56%. 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 20-21 these organizations saved 36,495 jail bed days, provided services to 749 participants, and had 186 program completions. In FY 2020-21, 597 incarcerated individuals 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 143 its status as a certified GED testing site. In FY 2020-21, 1,071 people 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 persons to attend the university upon release. In-Custody Programs – In custody programs like those provided by KCSO have been demonstrated to have a positive impact on recidivism. In-custody programs 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 Reconation Therapy (MRT). In FY 2020-21, 126 unique individuals attended rehabilitative and evidence-based classes. Validated assessment tools are used to place people into programs that directly address their criminogenic needs. Access and Assessment Center - The Access and Assessment Center serves as the centralized access system for adults entering mental health treatment outside of the criminal justice setting. During the period of July 2020 to April 2021, the center served 52 AB109 assigned individuals of which 7 declined services. For these individuals, the Access and Assessment Center provided 31 mental health screenings, 45 mental health assessments, with 14 no shows to their scheduled assessment appointment, and 1 canceled by clinic. Due to the COVID-19 pandemic most services were completed via telehealth and in person as needed based on client severity. Of the AB109 individuals who received mental health assessments, 30 were linked to services within the KernBHRS system of care, including contracted rural providers. Adult Tranisition Team (ATT) - ATT serves individuals with serious and persistent mental illnesses who also have a lengthy legal history, which may include multiple incarcerations and those returning from State Hospitals who have received competency restoration services. ATT staff include Recovery Specialists, Therapists, Substance Use Disorder Specialists, and Clinical Psychologists who utilize evidence-based treatment approaches. From July 1, 2020 to June 30, 2021, ATT served 122 unduplicated clients with severe mental illness, many of whom had a secondary diagnosis of a substance use disorder and were homeless. Mental Health Systems - The Mental Health Systems is contracted with Kern Behavioral Health and Recovery Services to provide intensive outpatient treatment to AB109 clients who do not respond to traditional outpatient treatment through the Kern ACTion program. The service delivery model Assertive Community Treatment model (ACT) is proven to assist individuals with serious and persistent mental illness, severe functional impairment, and a history of criminal justice system involvement. The goal is to reduce frequent psychiatric hospitalizations, homelessness, reoccurring incarceration and to improve lives with meaningful activities and quality of life. Between July 1, 2020 and April 30, 2021, the Kern ACTion program served 60 AB109 assigned individuals, with a total of 3,985 service contacts. In line with other Kern Behavioral Health and Recovery Services outpatient programs, the MHS ACTion program aims to reduce incarceration, homelessness, and hospitalizations. Supportive Pathway Opportunities (SPO) - SPO was created as a diversion program for individuals at risk or found incompetent to stand trial (IST) for felony offenses. Although, this new program is not funded by AB109, this is an available referral option for eligible AB 109 individuals. SPO is funded through the Department of State Hospitals (DSH) and provides quarterly reports to DSH regarding individuals treatment progress. KernBHRS will serve a total of 56 individuals over a three-year period, 28 with SPO and 28 with a contract provider, Mental Health Systems (MHS). Currently, SPO is 144 engaging with and providing intensive services to 24 individuals through face-to-face and remote contact, offering case management, assessments, treatment planning, advocacy, linkage to community resources, coordination of services, and monitoring individual activities. Of these individuals, 6 are receiving services from MHS. Substance Use Disorder (SUD) - SUD outpatient services for AB109 assigned individuals are primarily provided through KernBHRS 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 for both metropolitan Bakersfield and outlying areas of Kern County. Gateway offers screening and referral services 24-hours-a-day, 7-days-a-week through the SUD Access Line. The SUD Access Line allows individuals to complete their screening and obtain a referral for treatment services over the telephone. There were a total of 782 unduplicated criminal justice involved individuals referred to outpatient SUD services through the Gateway Team between July 2020 and June 2021. Mobile Evaluation Team (MET) - The KernBHRS MET has historically acted as an adjunct to law enforcement with community response, and it has been standard for MET to be dispatched through law enforcement. The MET staff serve individuals who are High Utilizers (HU) of law enforcement 911 services who, without early intervention, may become hospitalized or incarcerated. This joint response approach places the law enforcement officer and MET staff in the same vehicle, increasing the level of collaborative crisis care services. Between July 2020 and April 30, 2021 (May & June 2021 data are pro-rated), MET and/or Virtual MET responded to 2,933 adults with local law enforcement, 368 of these responses were provided to 197 unique individuals known and assigned as AB109. 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. Success Stories On 06/14/2021, an inmate was enrolled in the in- custody RSAT Program. Through hard work and determination, the inmate completed the 100-day in- custody program on 09/09/2021 and transitioned to the SLE program at Freedom House. While at Freedom House, the inmate attended weekly Outpatient Treatment (OPT) groups and Westec classes. Shortly after completing the Westec program, the inmate secured full-time employment at the Tasteful Selections warehouse where that individual is currently working. They requested steel toe boots needed for employment. The RSAT program provided the boots. This participant is on track to successfully complete the 190-day AB109 program with WestCare on 12/20/2021. We had two participants graduate from the 100-day in custody RSAT Program on 6/9/21; one of those participants was released on Electronic Monitoring Program (EMP) and the other was a program release. The participant released on EMP successfully completed EMP. Both participants have successfully completed aftercare with WestCare and completed the Sober Living Environment Program. They also completed vocational training with Westec and received their certificates and both participants have obtained full time employment. 145 FY 21/22 – 1 Quarter st A resident at New Life and Recovery Center, a 41- year-old Hispanic male and a father of four children, was drug tested a total of eight times during his stay at New Life and never tested positive for any drugs. He has had a drug problem for over 12 years and entered New Life with his mind made-up to succeed and complete the program for himself and his children. The resident made himself employable and went to work nights for a local construction company the end of July 2021. The resident purchased a vehicle. He assisted two other New Life residents with employment at the same company and helped transport them to and from work during his stay at New Life. The resident was a big motivator for New Life residents. Upon his departure from New Life, the resident was able to save $2,000 dollars for housing. FY 20/21 - 4th Quarter With a 14-year history of drug abuse, a participant entered a SLE ready for success and to complete the program for himself and his children. After completing WEST TEC classes, he became employed and purchased a vehicle. This individual also completed a 12-day Parenting Skills Program, qualifying him for housing assistance upon his release from the SLE program. He was placed in temporary housing and finally moved into his apartment for him and his children. Over the course of the program, he never tested posted for any substances. He completed the program in June and has assisted four other residents with obtaining employment at his job. He stops by the program weekly and remains a big motivator for residents. FY 20/21 - 3rd Quarter A client entered the SLE determined to be productive and turn his life around. He enrolled in and completed the Westec classes given by Garden Pathways and is now working fulltime. He also received his COVID-19 vaccine and is a role model for other residents. He continues to exhibit his determination by overcoming the many obstacles he has faced while staying focused on his goals to give himself a better life. FY 20/21 - 2nd Quarter After months of not being able to enter the jail facilities as a provider, services were finally able to resume in November. During that time, we were able to have our weekly mapping class based on the curriculum, “Mapping Your Reentry Plan: Heading Home”. To show our appreciation for the clients who participated in the class, we brought them Crumbl Cookie. In addition, we also purchased commissary items for participants. The participants were very grateful. FY 20/21 - 1st Quarter A female client entered the SLE with the goals of family reunification and to further her education. Having the desire to change her life and to stay away from negativity, she quickly started with her IOP and parenting classes. She enrolled in Ebony counseling and West Tec training, receiving nine certificates. She gained employment at a solar plant and completed a parenting neglect course in September. She remains in compliance with the program and will continue her parenting courses to achieve her goal of family reunification. 146 FY 2021-22 Community Corrections Partnership Survey Kings County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Kelly M. Zuniga Sanja Bugay Chief Probation Officer Department of Social Services Nocona Soboleski Lisa Lewis Presiding Judge or designee Department of Mental Health Doug Verboon Lance Lippincott County Supervisor or Chief Administrator Department of Employment Keith Fagundes 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 Stevens 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 147 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Collaboration with Job Training Office (JTO) Objective To improve quality of life in our community by providing employment, education and opportunities for PRCS clients. Objective To provide PRCS clients Basic Career Services and Individualized Services.CO positions to be funded Objective To provide Job Readiness Workshops, Classroom Training, Supportive Services and Employment opportunities to PRCS client. Outcome Since early 2019, JTO has provided services to 269 Post-Release Community Measure Supervision (PRCS) clients with 160 having become employed; and only 16 having recidivated. Progress Goals are continuing to meet the expectations of the collaboration. Recidivism toward rates are low while the number of PRCS clients receiving employment has stated goal increased. The Kings County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $(1,805,221) Carry Over $(3,807,832) $85,000 Defense of the Accused $85,000 $2,269,216 Probation Department $2,179,066 $8,871,505 Sheriff's Office $8,371,648 $416,447 District Attorney's Office $379,250 $65,900 Human Resources $65,900 $44,000 County Counsel $44,000 $47,491 County Administration Office $47,491 FY 2021-22 $9,994,338 FY 2020-21 $7,364,523 148 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $52,680 Victim Services $379,250 $110,673 CCP Collaborative Task Force - JTO - Job Training Office $110,673 Electronic Monitoring - House Arrest - Probation $186,150 Department $186,150 FY 2021-22 $349,503 FY 2020-21 $676,073 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? The only program/service being provided using Realignment Funds is the collaboration with the Job Training Office (JTO). The results of the collaboration are meeting the expectations. 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 only program/service being offered using Public Realignment Funds and being evaluated for effectiveness is the collaboration with the Job Training Office (JTO). JTO provides statistical data to show the effectiveness of their services. Does the county consider evaluation results when funding programs and/or services? No If yes, how? N/A 149 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 has Kings County Behavioral Health, Kings View Counseling and Champions Inc. who provide mental health and/or substance abuse disorder programs. Residential treatment, dual diagnosis and outpatient mental health services are also available. However, based on the need and demand of services, the waiting lists into the various providers is lengthy. What challenges does your county face in meeting these program and service needs? The extremely limited resources available in Kings County for services as it relates to the number of clients in need. What 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 Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Collaboration with the Job Training Office (JTO) has met the expectations with positive outcomes. Since 2019, the cumulative number of referrals for PRCS clients is 269; with 267 receiving Basic Career Services and Individualized Career Services; 31 utilizing Job Readiness Workshops and 160 receiving unsubsidized employment. Only 16 of the 269 clients have recidivated. 150 FY 2021-22 Community Corrections Partnership Survey Lake County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. 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? Other How often does the Executive Committee of the CCP meet? Annually Does the CCP have subcommittees or working groups No 151 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Increase Deputy Probation Officer (DPO) staffing by four. Objective Increase DPO staffing. Outcome Increase DPO staffing level by four. Measure Progress We hired 8 DPOs in FY 2020-21. Unfortunately for various reasons we lost 6 toward DPOs. We have been able to increase DPO staffing by two. stated goal Goal Increase our ability to provide remote learning options for programs offered. Objective Increase our ability to provide remote learning to programs offered. Outcome We want to be able to provide our DRC programs remotely. Measure Progress We are now able to offer all of our DRC programming remotely. toward goal Goals, Objectives, and Outcome Measures FY 2021-22 Goal Add additional personnel to staff a Pre-Trial Program. Objective We want to add two DPO postitions specifically for the purpose of staffing a more complete Pre-Trial Program. Outcome Staffing two positions and providing the necessary training and support to meet Measure the needs of our Superior Court's pre-trial requests. Progress We are working with our courts to determine their needs and have begun working toward on an MOU. stated goal 152 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $205,890 Carry-Over Funds $(80,953) $260,000 District Attorney $148,000 $147,709 Behavioral Health $147,709 $905,620 Sheriff Department $905,620 $598,900 Public Health $448,900 $1,473,910 Probation $1,473,910 FY 2021-22 $3,592,029 FY 2020-21 $3,043,186 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $18,500 Sheriff Department Custody Staff Training $18,500 Satellite Office DRC $18,775 $654,775 Full Service Day Reporting Center (DRC) $636,000 $25,000 Electronic Monitoring $25,000 $170,000 In-Custody Services $170,000 FY 2021-22 $868,275 FY 2020-21 $868,275 153 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $6,300 Sober Living Environment Placement $6,300 $50,000 Hilltop Recovery Full Residential Treatment $50,000 FY 2021-22 $56,300 FY 2020-21 $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 154 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? 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. 155 This page intentionally left blank 156 FY 2021-22 Community Corrections Partnership Survey Lassen County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. 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 Vacant Patty Gunderson Public Defender Head of the County Office of Education Dean Growdon Vacant Sheriff Community-Based Organization Ryan Cochran 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 157 Goals, Objectives, and Outcome Measures FY 2020-21 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 service Measure 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 behavioral Measure matrix and case planning for individuals. Progress The Lassen County Probation Department successfully completed procedures to toward implement an adult/juvenile work program, incentive/sanction program and violation stated goal 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 Probation Measure 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 information Measure contained in Tyler Supervision. Progress The Criminal Justice Analyst created guides to working in multiple systems and toward goal departments within the county. Streamlining information as much as 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. Goal Expanding In-Custodies, Education and Training Objective Learning Vocational Skills for use once released from custody Objective Implementation of Outside Work Crews Objective Implementation of courses based on Substance Abuse and Behavioral Health Outcome Increased recidivism due to learning of vocational skills employable outside of Measure custody (landscaping, auto mechanics, welding, etc.) 158 Outcome Reduction in those involved in substance abuse through additional education (Drug Measure and Alcohol Courses) Outcome Increased education and reduction in crimes related to substance abuse and anger Measure management. Courses offered from Behavioral Health professional (Anger Management), certified instructors (Parenting, Drug and Alcohol). Progress Anger Management offered through Wellpath Licensed Marriage and Family toward goal Therapist. Instructors sent to training courses to provide Drug and Alcohol education courses. Contracted provider for parenting courses to started in 2020. The Lassen County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $(388,185) RESERVES $(732,409) $294,035 PROGRAM EXPENDITURES $235,161 $1,000 DRC PROGRAMS $1,000 $1,583,250 SHERIFF DEPARTMENT $1,546,267 $389,582 PROBATION DEPARTMENT $390,177 FY 2021-22 $1,879,682 FY 2020-21 $1,440,196 159 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $400,000 PUBLIC SAFETY FUND- SHERIFF/DA/ PUBLIC DEFENDER $400,000 $300,000 JAIL MEDICAL SERVICES $300,000 $4,000 DRC SERVICES $1,000 $130,000 LCSW SERVICES $130,000 $30,000 GPS/ELECTRONIC MONITORING $10,000 $546,267 IN-CUSTODY SERVICES $546,267 FY 2021-22 $1,410,267 FY 2020-21 $1,387,267 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $4,000 TREATMENT PROGRAMS-JOURNALING PROGRAM $4,000 FY 2021-22 FY 2020-21 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Criminal Justice Analyst interprets data collected from assessments and the (OYAS) Ohio Youth Assessment System to determine needs and programs Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes 160 If yes, how? The criminal Justice Analysts uses surveys and checkpoints to determine the participants level of success. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The criminal Justice Analysts pulls data, analyzes and presents it to the CCP for consideration when making budgetary appropriations for programs and services to ensure needs are being met with positive results. 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? Basic Services are currently available as staffing, funding and capacity are barriers in Lassen County. The continuing COVID pandemic has been extremely challenging and in some cases devastating in a rural community. There is also a lack of affordable housing. What challenges does your county face in meeting these program and service needs? Accessing services has been more difficult with the continued 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. Used telehealth options as it had been necessary in a lot of cases. What 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 161 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. We utilize the strengths of our partners and provide referrrals to services designed to meet the needs of the population served. We work to provide warm handoffs with other agencies and ensure Releases of Information are signed to share relevant information for the best outcomes. These partnerships are many times what makes individual cases successful. 162 FY 2021-22 Community Corrections Partnership Survey Los Angeles County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Adolfo Gonzales Antonia Jimenez Chief Probation Officer Department of Social Services Sergio Tapia II Jonathan Sherin Presiding Judge or designee Department of Mental Health Fesia Davenport Otto Solorzano County Supervisor or Chief Administrator Department of Employment George Gascon Gary Tsai District Attorney Alcohol and Substance Abuse Programs Ricardo Garcia Debra Duardo Public Defender Head of the County Office of Education Alex Villanueva Trot Vaughn Sheriff Community-Based Organization Michel Moore Itzel Citlali Bonilla 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 163 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 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 SAPC criminal Measure justice SUD program by 20 percent Outcome Increase the number of client encounters and SUD screenings by 10 percent Measure Progress Objective 1: toward In FY 2020-21, the number of new SUD treatment providers designated as a SAPC stated goal criminal justice programs increased by two sites (Families for Children and House of Hope Foundation). In FY 2020-21, DPH-SAPC also added SUD treatment capacity to the Co-Occurring Integrated Network (COIN) network: • Social Model Recovery Systems (SMRS) • Behavioral Health Services (BHS) Progress: SMRS expanded capacity by 10 residential treatment slots for AB 109 patients in need of co-occurring disorders (COD) treatment. BHS expanded COIN capacity by 2 residential treatment slots for females with COD that meet residential treatment criteria. Both agencies collaborate with the Department of Mental Health and SAPC’s provider network to ensure individuals transitioning from custody to the community are linked to treatment. Objective 2: In FY 2020-21, DPH-SAPC conducted 4,256 SUD screenings for AB 109 clients. This represents a 10% decrease from the 4,750 screenings conducted in FY 2019-20, attributed to COVID-19 pandemic adjustments. During this period, COVID-19 community transmission rates led to Probation office closures to the public and DPH- SAPC Community Engagement and Navigation Services (CENS) staff were displaced to their area CENS offices; hence, there was a decrease in Probation referrals and SUD screenings. Additionally, during this period CENS experienced an increase in staff turnover and challenges in hiring, possibly due to COVID, which also contributed to the decrease in screenings conducted. In FY 2020-21, DPH-SAPC conducted an additional 3,489 non-screening encounters. Non-screening encounters are any CENS interactions with or on behalf of AB109 clients other than conducting an ASAM co-triage screening. These non-screening encounters can include conducting an at-risk educational workshop, providing information, making a referral, or requesting follow-up on the client. However, non- screening encounters were not consistently recorded in FY 2019-20 so a comparison of overall encounters (screening + non-screening) between fiscal years is not viable. These data elements are currently being collected and comparisons will be possible for the next reporting period. 164 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. 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 2020-21 Measure Outcome Total AB 109 in-custody to community referrals during COVID-19 restrictions Measure implemented April 1, 2020 Progress During the COVID-19 restrictions, which limited the program's ability to accept new toward goal referrals, 38 enrolled AB 109 START patients were released from custody and linked to community based SUD treatment. An additional 42 AB 109 patients on the waitlist were linked to Care Transitions for future community placement. COVID-19 restrictions were lifted December 2020, which allowed the program to again begin accepting new referrals from the AB 109 Revocation Court. During this reporting period, 88 AB 109 referrals from the Court 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. 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 individuals 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 by Measure 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 the new PRVC Measure policy and procedures. Outcome By September 2021, the Department will have completed at least 250 PRVC Measure contacts with individuals being released to Los Angeles County for Post-Release Community Supervision. Progress The Probation Department has utilized PRVC to engage individuals in state prison toward goal who will be released on PRCS. Between July 2020 and June 2021, Probation completed 163 PRVCs from the County’s Pre-Release Center and 23 from the department’s Region 1 Supervision offices. This represents approximately 5% of the releases during this pilot phase and reflects the targeting of cases with more complex factors, including mental health, medical, or unique questions or concerns related to housing or homelessness issues. 165 PRVCs grant opportunities for Deputy Probation Officers (DPOs) to apply their expertise and use of evidence-based practices, motivational interviewing techniques, and addressing criminogenic needs through consistent assessments and referrals for treatment and services. The PRVCs are used to introduce the assigned DPO to their client early, provide an overview of the Post-Release Supervision Program, establish a foundation on reporting instructions, offer housing locations upon release for stability, and clarify any court conditions that will be initialized in case management procedures. When clients report from release to their DPO successfully, the DPO with their clients begin with comprehensive LS/CMI assessments to allow for Carey Guide drivers to be instilled and discussed throughout the client’s time during supervision. PRVCs allow for these relationships to become fostered in partnership with Department of Mental Health (DMH) providers and clinicians. In addition, the Substance Abuse Prevention and Control (SAPC) treatment linkages of services will continue to provide holistic support for all participating clients within AB 109 Supervision.PRVCs provide vital connections that help to build rapport, engage clients, and reduce anxieThe expansion of this program into five AB 109 supervision offices will enable Probation to reach more individuals prior to release to coordinate and prepare clients for reentry. A draft PRVS policy is currently being reviewed by the Probation Department's management team for finalization. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Deliver high-quality workforce services/training to individuals in custody with linkage to continued workforce services upon release Objective Provide in-custody basic career readiness training to 100 individuals per year. Basic career readiness training - overseen by Workforce Development, Aging, and Community Services with partnering agencies - is a six-week training program that includes work etiquette, resume preparation and interview skills Objective Provide in-custody case management to all participants Objective Provide in-custody industry specific training to at least 25% of basic career readiness training graduates Objective Provide post-release workforce placement and retention services to all released participants Outcome Number of participants that complete the basic career readiness training Measure Outcome Number of participants that complete the industry specific training linked with Measure workforce services post release Outcome Number of participants employed at 3, 6, and 12 months after release from custody Measure Progress From February 2020 to December 2021, 79 women enrolled in the program and toward received pre-release case management - 51 graduated from the basic career stated goal readiness training, and 27 participated in industry specific training. To date, 40 women have been offered post-release workforce services by WDACS after their custody release. Of those, 9 have been placed in permanent employment, 21 are engaged in transitional employment, and 7 are in a vocational/educational program. Progress on this goal is proceeding as expected. 166 Goal Enhance the County’s Post Release Community Supervision (PRCS) pre-release processes to facilitate case planning, linkages to services, and reentry Objective Continue and grow the Pre-Release Video Conferencing (PRVC) program for individuals pending release from state prison to PRCS Objective Expand DMH and DPH-SAPC behavioral health efforts to assess Post-release Supervised Persons (PSPs) in custody on revocation matters in order to facilitate a seamless connection to community-based services upon release Objective Enhance the Medi-Cal enrollment process based on the implementation of the California Advancing and Innovating Medi-Cal (CalAIM) pre-release initiative Objective Develop options for providing transportation of PSPs to treatment providers directly from jail or court Outcome The number of PRVC contacts with individuals being released to Los Angeles Measure County on PRCS in order to support pre-release planning efforts Outcome The number of clients contacted through jail in-reach efforts and the number of Measure clients successfully linked Outcome The establishment of agreements with partnering departments and/or CBOs to Measure transport PSPs directly to treatment sites Progress The Probation Department has utilized PRVC to contact individuals in state prison toward who will be released on PRCS. Between July 2020 and November 2021, Probation stated goal completed 269 PRVCs. This includes 245 from the County’s Pre-Release Center and 24 from the department’s supervision offices. PRVC continues to target cases with more complex factors, including mental health, medical, or unique questions or concerns related to housing or homelessness issues. The expansion of this program into five AB 109 supervision offices will enable Probation to reach more individuals prior to release to coordinate and prepare clients for reentry. A draft PRVC policy is currently being reviewed by the Probation Department's management team for finalization. Departments continue to develop plans and strategies for meeting all of the objectives identfied in this goal. Progress on this goal is proceeding as expected.. Goal Reduce the mental health population in the County jail system Objective Enhance and support the Office of Diversion and Reentry’s (ODR) delivery of housing and intensive case management services to individuals with mental health disorders diverted from the jail Objective Increase the number of behavioral health assessment providers in custody and at court locations in order to identify individuals with mental health/co-occurring disorders eligible for placement in community treatment Objective Implement the County’s Alternative Crisis Response (ACR) system and expand the number of Psychiatric Mobile Response Teams (PMRTs) Objective Enhance the continuum of community-based services available so that individuals diverted from custody can be stepped down to high quality care at the appropriate level of service, as needs present Outcome The number of individuals supported in the ODR housing program Measure 167 Outcome The number of behavioral health assessment providers available for in custody Measure assessments and the number of individuals being released from jail with behavioral health treatment needs that are placed with mental health and substance use disorder treatment providers Outcome Status of the ACR program launch and volume of calls served Measure Outcome The number of PMRT teams deployed and the number of call responses Measure Progress The County has allocated funding to support ODR’s housing program and the ACR toward and PMRT initiatives. In addition, the County has authorized a contract for project stated goal implementation and management support personnel to help implement the ACR initiative. Departments continue to develop plans and strategies for meeting all of the objectives identified in this goal. Progress on this goal is proceeding as expected. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $49,000 Trial Court Operations $49,000 $997,000 Workforce Development, Aging, and Community Services $1,007,000 $240,060,000 Sheriff $234,329,000 $10,906,000 Public Health $10,450,000 $14,490,000 Public Defender $5,882,000 $123,200,000 Probation $120,853,000 $44,286,000 Mental Health $14,185,000 $912,000 Homeless and Housing Program and Public Social Services $1,430,000 $47,582,000 Health Services $46,471,000 $4,582,000 Fire District $6,770,000 $53,583,000 Diversion and Re-Entry $35,388,000 $8,802,000 District Attorney $7,856,000 $240,000 Chief Executive Office $240,000 $3,357,000 Board of Supervisors $3,947,000 $230,000 Auditor-Controller $220,000 $4,231,000 Alternate Public Defender $1,263,000 FY 2021-22 $557,507,000 FY 2020-21 $490,340,000 168 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $49,000 Trial Court Operations $49,000 $997,000 Workforce Development, Aging, and Community Services $1,007,000 $240,060,000 Sheriff $234,329,000 $- Public Social Services $106,000 $10,906,000 Public Health $10,450,000 $14,490,000 Public Defender $5,882,000 $123,200,000 Probation $120,853,000 $44,286,000 Mental Health $14,185,000 $912,000 Homeless and Housing Program $1,324,000 $47,582,000 Health Services $46,471,000 $4,582,000 Fire District $6,770,000 $53,583,000 Diversion and Re-Entry $35,388,000 $8,802,000 District Attorney $7,856,000 $240,000 Chief Executive Office $240,000 $3,357,000 Board of Supervisors $3,947,000 $230,000 Auditor-Controller $220,000 $4,231,000 Alternate Public Defender $1,263,000 FY 2021-22 $55,7507,000 FY 2020-21 $490,340,000 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A 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 through the County’s established budget process that is overseen by the Chief Executive Office (CEO). The CCP does not allocate funding in Los Angeles County but helps to inform the CEO's budget development process. Operational planning by the CCP, as well as review of departmental submitted budget requests, have been part of the process to support the budget development. In 2021, at the direction of the Board of Supervisors, the CCP also provided AB 109 funding recommendations to the County CEO. 169 Ultimately, departments are funded to support operational functions under realignment and County priorities. In many cases, departments may contract with community-based organizations (CBOs) to provide programs and/or services. 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. Funding has also been allocated to support evaluation efforts, and the County’s data infrastructure has been enhanced to support data tracking and outcome measurement efforts. In addition to County departments’ own evaluation efforts of their programs, the County launched an AB 109 Study Series in 2019. An ongoing effort, 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. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The effectiveness and results of programs and/or services – in addition to programmatic needs identified by departments – are considered when funds are allocated. Individual departments submit extensive justifications with any budget requests made to the Chief Executive’s Office during the AB 109 budget process and may separately report on specific programs and services. In addition, semi- annual reports on programs and services related to Public Safety Realignment are submitted to the Board of Supervisors. 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 170 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 – throughout the implementation of public safety realignment. MENTAL HEALTH TREATMENT SERVICES The Department of Mental Health (DMH) continues to provide AB 109 clients a full continuum of services and supports as they reintegrate into their communities. This includes the following: • Screening, triage and linkage to service by DMH staff (Working remotely during this year due to the COVID-19 pandemic, DMH staff continued to receive and process referrals telephonically from AB 109 probation officers throughout Los Angeles County.) • Linkage for clients referred from the AB 109 Revocation Courts, Departments of Health Services (DHS) Care Transitions Unit and Probation • Outpatient treatment services provided by a network of DMH Legal Entity Providers • Residential co-occurring disorder services, in collaboration with the Department of Public Health – Substance Abuse Prevention and Control (DPH-SAPC) at four locations • Enriched Residential Services • Crisis Residential Services • State hospital and Institution for Mental Disease (IMD) beds 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 SUD treatment services. Although SUD treatment services are primarily funded through Drug Medi-Cal, secondary funding sources, such as funding through the Public Safety Realignment program, cover certain SUD service costs or more expansive wraparound services that support the needs of the population. This includes SUD screening and referral, outreach and engagement, service navigation, recovery bridge housing, and room and board for residential services. SUD treatment services are developed and consistent with the American Society of Addiction Medicine (ASAM) criteria. The following types of SUD services are provided to residents of Los Angeles County, inclusive of justice-involved populations: • 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 171 • 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 who 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 who 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 who require 24-hour nursing care and physician visits to modify withdrawal management regimen and manage medical instability • Recovery Support Services (RSS) – appropriate for any patient during or after completing SUD treatment to support continued sobriety and relapse prevention; individuals can also be admitted directly to RSS without requiring prior engagement in treatment services and can begin immediately upon release from incarceration • Case Management – 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 • At-Risk Services – Intervention services available to Probation-referred AB 109 clients who screen negative for SUD or positive for ASAM 0.5 Early Intervention level of care. At-Risk Services include individual and group early intervention sessions, educational workshops, collateral services, and ancillary or SUD treatment referrals. At-Risk Services are available to all individuals who do not meet medical necessity for SUD treatment. 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. Staff members include 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. 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 program between the Department of Health Services – Integrated Correctional Health Services (DHS-ICHS) and the Sheriff’s Department to meet the varied substance use needs of people housed within the Los Angeles County jail system. Built upon evidenced-based treatment models that are gender responsive and culturally 172 competent, START 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 target population is comprised of people 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 1170 (h)-sentenced individuals (non-violent, non-serious, non-sex offending) who are Court-referred by probation officers, bench officers, or defense attorneys. 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 people are provided with the behavioral, social, and medical supports needed to sustain recovery; • improve quality of life and improve overall health outcomes for the incarcerated population; and • reduce crime and recidivism. Medication Assisted Treatment (MAT) In addition to providing SUD treatment under the START program, Los Angeles County provides MAT to individuals with Opioid Use Disorder (OUD). 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 residential treatment services to non-violent, non-serious, and non-sexual (N3) female and male justice- involved clients who have a minimum of ninety (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. Jail Release 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 11,700 participants were served across four programs in FY 2020-2021. Funding for these services has included Whole Person Care (State 1115 Medicaid Waiver), local Homeless Initiative and Measure H funds, and AB 109 funds. 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. The Sheriff’s Department is working to support DHS-ICHS’ efforts to conduct clinically appropriate release planning for all people 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-5 173 major neurocognitive 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 conduct pre-release planning for AB 109 probationers while they are still in CDCR custody as well provide services in the community post-release. Probationers identified as medically high risk are assessed for their need for linkage to medical services or referral to specialized residential settings such as board and care homes or skilled nursing facilities. Post-release, 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), active split sentence supervision, straight sentenced offenders under PC 1170(h), and persons terminated from PRCS and/or split sentence supervision. Housing services are generally available for up to 365 days and includes the following types of housing services: transitional, sober living, emergency shelter housing, and medical housing (when available). In addition, housing services include case planning and management to transition the client to permanent housing. Employment services include the following components: employment eligibility support; case management; job readiness workshops; job placement; job retention; and aftercare services. Employment services are also provided through the County's Department of Workforce Development, Aging, and Community Services (WDACS). The system navigation services assist clients by providing links to public social services benefit programs and assisting with eligibility support documents. LAC + USC Medical Center The LAC + USC Medical Center provides mental health and SUD services to inpatients whose condition requires this level of care. 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 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: • Jail Population Management- The Sheriff’s Department implemented various measures to reduce the jail’s population in an effort to mitigate the spread of COVID-19 among individuals in custody and staff. • Reduction of in-custody treatment program capacity due to COVID-19 pandemic: 174 Sheriff’s Department programs- While the Sheriff’s Department has historically offered a robust array of incarceration worker, educational, vocational, life skills and therapeutic programs, the COVID-19 pandemic resulted in various jail programs being interrupted or otherwise limited. In-person interviews- DMH retained two clinicians to conduct mental health assessments of AB 109 individuals in Los Angeles County jails 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 indivduals 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 folks beyond pregnant women and offer Methadone as an additional MAT to folks to increase overall MAT services in the County jail system. However, these efforts were delayed due to the COVID-19 pandemic. • Building Closures- Probation offices and courthouses were closed to the public for a majority of 2020. Courthouses re-opened to the public in June of 2021, while Probation offices recently opened in October 2021. County Departments continue to work together in courthouses and Probation offices to enhance collaborative efforts. Certain CENS courthouse co-locations were removed in FY 2020-21 due to COVID-19, space limitations, and the need for social distancing. CENS staff at these locations were reassigned to cover other existing co-locations with higher volume and need. • SUD services- At the onset of the pandemic, closures posed a challenge of serving clients. Despite this, DPH-SAPC Client Engagement and Navigation Services (CENS) staff were still able to continue working from their respective co-locations, while others utilized telephone and videoconferencing to conduct services, including screenings, remotely. 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 proactively responded by providing guidance to its SUD treatment provider network through regular updates on residential and outpatient SUD service delivery during the COVID-19 pandemic. The guidance documents included information on COVID-19 transmission and public health practices to prevent and reduce spread of the virus within and between facilities. To ensure patients were adequately aware and educated on COVID-19, treatment providers were required to post basic educational materials in all relevant threshold languages in prominent locations at each facility and provided information on social (physical) distancing and infection control measures that should be taken in these settings. • Early releases- Compounding the challenges from the COVID-19 pandemic, early releases from both prison and jail has made it difficult to reach clients as they transition from custody to the community. Departments are collaborating with one another to reach out to individuals in need of SUD treatment upon their release and increase their engagement in treatment. • Obtaining Release of Information (ROI) in order to collaborate with AB 109 partners- With significant effort by many departments, a universal ROI was created and approved by counsel for the purposes of facilitating information exchange and enhancing the delivery of services to clients. Due to the COVID-19 pandemic and the need to serve clients remotely, obtaining consent in person has been very difficult. As a result, communication of information between various County departments has been limited. 175 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 multi-layered 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. • Managing Client Risk: Managing clinical risk and risk for violence is an on-going challenge. 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, some 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 AB109 clients presents a challenge for Los Angeles County DMH contract agency staff who are tasked with providing mental health services to these clients. DMH provides on-going consultation and offers a number of tailored trainings to increase the ability of the treatment 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. Departments continue to work to address these limitations. For instance, although limited to outpatient levels of care, DPH-SAPC employed Field Based Services (FBS), which is a mobile service delivery option for high-risk populations to receive outpatient type services at their place of residence (interim and permanent residences). FBS provides an opportunity for SUD network providers to address patient challenges when accessing traditional treatment services, such as physical limitations, employment conflicts, transportation limitations, or restrictive housing requirements. • Office space needs: Identifying sufficient office space is a challenge for many departments. For example, given that Probation Department staff and DMH clinicians are needed to co-locate in both HUBs and area offices countywide, office space that is HIPAA-compliant is an ongoing challenge. The Probation Department and DMH continue to collaborate to find new and innovative ways to meet these needs. • Jail overcrowding: 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 and residential treatment facilities in Los Angeles County accessible to individuals leaving custody remains inadequate to meet the need. 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 scarce. 176 What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Public Safety Realignment implementation in Los Angeles County is continually evolving. Some of the programmatic changes that have been made since implementation have included the following: • Information from CDCR- To improve the quality of information available for comprehensive assessments and full evaluation of treatment needs, DMH has dedicated greater resources to more proactively secure 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. • Co-Occurring Disorders Services- Given the ever-growing need for residential Co-Occurring Integrated Care Network (COIN) services, DMH continues to collaborate with DPH-SAPC to provide Co-Occurring Disorders (COD) services in residential settings. • Mental Health Trainings- 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. Trainings included the following: • Risk Assessment for Violence – Forensic Focus • Interpersonal Therapy (IPT) and Justice-Involved Consumers • Safety and Crisis Prevention/Interventions When Working with Forensic/Justice Involved Consumers • Applying the Risk-Need-Responsivity Principles and Level of Service/Case Management Inventory (LS/CMI) in your practice • Dialectical Behavior Therapy (DBT) for Justice Involved Populations • Medi-Cal Outreach to Jails - The Sheriff’s Department has finalized a Memorandum of Understanding (MOU) with the Department of Public Social Services (DPSS) and DHS to facilitate efforts in providing Medi-Cal outreach and enrollment services to 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 Drug Medi-Cal Organized Delivery System (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. 177 • 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. DPH-SAPC contracted providers continue 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 2020-21, to improve access to SUD services, DPH-SAPC successfully added two additional CENS co-locations, offering 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. CENS co-locations were added at the East LA Courthouse (August 2, 2021) and the El Monte Courthouse (September 1, 2021). • Expansion of Diversion Services- DPH-SAPC collaborated with DHS-ODR, establishing the first CENS counselor to participate in the Law Enforcement Assisted Diversion (LEAD) program. It is expected to be fully operational in December 2021. Despite not having a specific co-location site, services have been provided through community outreach by the LEAD team. DPH-SAPC collaborated with DMH for the Alternatives to Incarceration Rapid Diversion Program (ATI-RDP) by expanding CENS SUD screening and referral navigation services to justice involved individuals identified by the court to be eligible for rapid diversion. As of May 1, 2021, CENS services at the Antelope Valley Courthouse, the Van Nuys Courthouse and the Clara Shortridge Foltz Criminal Court Building were made available to the ATI-RDP. • Recovery Bridge Housing- Recovery Bridge Housing 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 in need of SUD treatment. Research shows that SUD treatment outcomes are better for individuals experiencing homelessness when they are stably housed. DPH-SAPC worked to increase Recovery Bridge Housing capacity from 979 beds to 994 in FY2020-21. In FY2021-22, DPH-SAPC is anticipated to increase Recovery Bridge Housing by additional 200 beds dedicated for justice involved individuals. • Medication Assisted Treatment (MAT)- CDCR and DPH-SAPC are working together to coordinate care for Medication Assisted Treatment (MAT) clients transitioning from custody to the community in Los Angeles County. Through such collaboration, CDCR plans to reduce SUD related morbidity; equip patients with tools, techniques, and treatments necessary to ensure continuity of care during their incarceration and when transitioning into their communities after leaving CDCR. DPH-SAPC has shared their pathways to treatment with CDCR, specifically the Opioid Treatment Programs list. DPH-SAPC and CDCR continue discussions with other partners being included such as DHS to optimize the coordination of MAT services throughout Los Angeles County. • 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, diversion, 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, including: o ODR Housing- Programs to divert targeted individuals from entering the justice system and to continue programming 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. o MIST- The Misdemeanor Incompetent to Stand Trial-Community Based Restoration (MIST-CBR) program diverts individuals facing misdemeanor charges who are found 178 incompetent to stand trial into community-based settings to be restored to competency. The community-based settings are tailored to meet the needs and clinical acuity of the clients; placement ranges from acute inpatient to open residential settings. o Overdose Education Naloxone Distribution (OEND)- The Overdose Education and Naloxone Distribution (OEND) program aims to reduce the number of deaths related to opioid overdose in LA County. OEND provides overdose prevention education and naloxone to individuals who are at risk of opioid overdose or who are likely to be at the scene of an overdose and can respond. o Sobering Center- ODR maintains a 50-bed sobering center in Downtown Los Angeles. The mission of the sobering center is to reduce incarcerations, minimize hospitalizations and assist active, chronic, and serial inebriates by providing a path to recovery in a safe and welcoming environment. The sobering center is open 24 hours per day, 365 days per year and provides respite, showers, hydration, light snacks, some medical monitoring, if necessary. The average length of stay is 6-12 hours. Clients are assessed for biopsychosocial needs and linked to necessary resources. Recovery staff also assess for motivation to continue treatment at various levels of care. o Youth Development and Diversion- Funding has been allocated to continue developing youth programs that support the Board of Supervisors adopted “Youth Justice Reimagined.” o Alternatives To Incarceration- The Board established the Alternatives to Incarceration Initiative Office (ATI) in support of the local justice system’s “Care First, Jail Last” model. A primary role of the ATI Office is to implement programs that address critical gaps within the justice system to divert and transition vulnerable populations away from the justice system toward appropriate care. These include: ▪ The 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. ▪ The Rapid Diversion Program for persons facing low level misdemeanor and felony charges related to their mental illness (AB 1810 diversion). ▪ An ATI Incubation Academy that builds the administrative and operational capabilities of small service providers so they can meet County contracting requirements. ▪ 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. 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 continue to include Assertive Community Treatment ACT) and the 179 Risk, Needs, Responsivity (RNR) Model. 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, vocational, independent living, and substance abuse. 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 County’s specialty SUD system and maintains a number of entry points: • Client Engagement Navigation Services (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. • 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. • 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. Recently, DPH-SAPC expanded SBAT’s availability by creating a mobile version (www.recoverla.org), making it more accessible to the public and others in need of SUD treatment. • Co-Occurring Integrated Care Network (COIN)- The Co-Occurring Integrated Care Network (COIN) is a collaborative between the Department of Mental Health (DMH), DPH-SAPC, Probation and the Superior Court, that serves clients who have a chronic SUD and severe and persistent mental illness. COIN targets clients who are at high risk for relapse and are referred through AB 109 Revocation Court. • 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 a collaboration between the Department of Health Services-Integrated Correctional Health Addiction Medicine Services (DHS-ICHS-AMS), Los Angeles County Probation and the Los Angeles County Sheriff’s Department (LASD). The START Program is comparable to residential treatment in the community. 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. From January 2020 through October 2021, there were a total of 218 participants in the program. Of these, 60% successfully completed the program. • START – Community Program- An additional best practice includes the START – Community program (referenced earlier under Alternative to Custody Program). As discussed, the START – Community program places sentenced persons into community SUD treatment beds as an alternative to custody. Launched in mid-2015 the START-Community program provides 180 supervised, residential treatment services to non-violent, non-serious, and non-sexual (N3) female and male persons (patients) 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 Los Angeles Sheriff’s Department using a Global Positioning System electronic monitoring device worn for the duration of the treatment stay. • In-Custody to Community Referral Program (ICRP)- The In-Custody to Community Referral Program (ICRP) was established in December 2018 to enable individuals in-custody to transition directly into treatment upon their release. ICRP is a partnership among the DHS, Correctional Health, Whole Person Care (at Twin Towers County Jail and Pitches Detention Center), DPH- SAPC, and selected SUD contracted network providers. ICRP SUD counselors collaborate with treatment providers to coordinate the reintegration of individuals in-custody and ensures a warm handoff to the appropriate level of care and supporting services. A pre-screening intake is conducted to identify each patients’ specific needs (i.e., co-occurring disorder) and helps refer them to appropriate SUD treatment provider, and corresponding level of care. • Alternatives to Incarceration’s Rapid Diversion Program (ATI-RDP)- ATI-RDP is a pre-plea diversion program targeting individuals with a mental health or SUD diagnosis. Individuals in this program participate in programming, receive housing resources, and are case managed by DMH for a period of time recommended by the service provider and approved by the court. Cases are dismissed for individuals who successfully complete the program. • Partners for Justice- Client advocates embedded in Public Defender offices provide holistic resources referrals for essential needs, including housing, employment, mental health treatment, family reunification and more. Beginning in August 2021, this pilot program is designed to break cycles of incarceration and promote community stability by addressing the underlying issues that frequently lead to involvement in the criminal legal system. • Psychiatric Social Worker (PSW) Program- This program employs three (3) dedicated Psychiatric Social Workers (PSWs), two (2) in the Public Defender’s Office and one (1) in the Alternate Public Defender’s office, to develop social histories on female clients facing state prison sentences. The social histories developed by the PSWs may be factored in when alternative dispositions – such as Women’s Reentry Court, Office of Diversion and Reentry housing, and other programs – are considered during the court process. This program provides significant cost avoidance by diverting women from state prison to appropriate community-based treatment services. While final dispositions in cases are subject to the court process, the availability of a defendant’s social history promotes a holistic approach to her case and can be a supporting factor for diversion outcomes. Research has shown that holistic defense models can at times reduce the imposition of a custodial sentence by 16% and sentence length by 24%. In the program's first year, 46 women were successfully diverted away from state prison, resulting in a combined reduction of over 400 years of incarceration and a state prison cost savings of nearly $28 million. • Rapid Diversion Program (RDP)- Early identification, assessment and properly resourced treatment linkage for defendants suffering from mental disorders who are eligible for pre-trial diversion under the provisions of Penal Code section 1101.36. This collaborative inter- departmental program increases appropriate community engagement and reduces incarceration. Originating in one courtroom in June 2019, RDP has recently expanded to multiple courthouses with the goal to reach all those who qualify for mental health diversion. • Community Based Restoration (CBR) for the Felony Incompetent to Stand Trial (FIST) population- Since July 2018, dedicated Psychiatric Social Workers have been instrumental in providing effective support for these high-needs individuals facing mental competency proceedings. The Office of Diversion and Reentry (ODR) reports that a total of 810 individuals have been released under this program. 181 This page intentionally left blank 182 FY 2021-22 Community Corrections Partnership Survey Madera County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Chris Childers Deborah Martinez Chief Probation Officer Department of Social Services Ernie J. Licalsi Connie Moreno-Peraza Presiding Judge or designee Department of Mental Health Jay Varney Tracie Scott-Contreras County Supervisor or Chief Administrator Department of Employment Sally Moreno Connie Moreno-Peraza District Attorney Alcohol and Substance Abuse Programs Craig Collins Dr. Cecilia A. Massetti 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 183 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Increase Substance Use Disorder (SUD) treatment to offenders in Madera 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 July 2020-July 2021, 25% of participants in Substance Use Disorder toward treatment enrolled in an completed counseling. This is a 45% decrease from the stated goal year prior. Goal Increase the number of Workforce participants Objective Increase the number of Workforce participants in the Pre-Release Workforce program. Objective Increase the number of participants in the Post-Release Workforce program Outcome Number of Pre-Release participants referred (25) and (15) completed process with Measure (5) pending, which increased from the prior year. Outcome Number of Post-Release participants referred (51) and (8) completed the process, Measure which increased from the prior year. Progress We were progressing until COVID-19 continued to hinder the referrals and toward goal drastically limited our ability to do resource fairs and in person contact with clients. Effective May 2021 we increased contact with clients and Workforce referrals. Goal Parenting Program Objective Provide Parents with Parenting tools/strategies Objective 90 % of Parents referred will complete course Outcome Number of Parents referred to Parenting classes and learned parenting Measure tools/strategies Outcome Number of Parents completed Parenting classes Measure Progress 48 parents received tools/startegies in the Pre-Release Parenting classes and toward goal completed the program. Due to COVID-19 the Parent Project parenting classes haven't been initiated at the local school district. Our internal CCTP parenting classes are also limited to Zoom sessions. We anticpate the Parent Project in person classes will begin September of 2022 or sooner. However the CCTP Pre- Release Parenting classes inside the jail have been ongoing. Goal Increase number of Workforce Participants Objective Increase the number of particpants in the Pre-Release workforce program. Objective Increase the number of particpants in the Post-Release workforce program. Outcome Number of Pre-Release particpants referred and completed process with pending Measure which increased/decreased from the prior year. Outcome Number of Post-Release participants who referred and completed process which Measure increase/decreased from the prior year. Progress We were doing well at reaching our goal until COVID-19 continued to hinder the toward referrals and drastically limited our ability to do resource fairs and in person contact stated goal with clients. Effective May 2021, we increased contact with clients and Workforce referrals. 184 Goals, Objectives, and Outcome Measures FY 2021-22 Goal Increase Substance Use Disorder (SUD) treatment/counseling to clients in Madera County. Objective 40% of participants will complete SUD treatment. Will increase attendance in SUD's Counseling. Objective 100% of participants will receive screening for SUD treatment. Will increase completion in SUD's Counseling. Outcome Improve Referral Tracking method Measure Outcome Have a 50% or more completion rate Measure Progress Between July 2021-July 2022, participants in SUD treatment enrolled in and toward completed counseling. stated goal Goal Increase number of Parenting Program referrals and completions Objective Provide Parents with Parenting tools/strategies Objective 90% of Parents referred will complete course Outcome Number of Parents that learned parenting tools/strategies. Measure Outcome Number of Parents completed Parenting classes. Measure Progress Due to COVID-19 the in-person parenting classes haven't been initiated at the local toward school district. Our internal parenting classes are also limited to Zoom sessions. stated goal We anticipate the in-person classes will begin September of 2022 or sooner. However, the CCTP Pre Release Parenting classes inside the jail have been ongoing. 185 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations Capital Projects-used Carry-Over Funds of $1,303,908 $2,762,265 $50,000 Information Technology $48,230 $34,000 Assessment Tools (CAIS) $33,301 $82,000 Madera Superior Court $87,115 $95,000 Employment Development $49,000 $218,000 Outpatient $163,000 $247,263 Residential Treatment $88,000 $524,000 Behavioral Interventions (DRC) & (EM) $513,000 $75,000 Public Defender $75,000 $292,000 Sheriff's Office $305,200 $266,845 District Attorney $252,320 $193,300 Chowchilla Police Department $155,275 $197,557 Madera Police Department $146,725 $500,000 Behavioral Health $498,570 $2,305,000 Department of Corrections $2,304,967 $1,557,401 Probation $1,523,333 FY 2021-22 $6,637,366 FY 2020-21 $9,005,301 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services Hall of Justice Capital Project using FY 20-21 Funds $1,458,357 Hall of Justice Capital Project using Carry-Over Funds $1,303,908 $95,000 Employment Development $49,000 $500,000 Behavioral Health Services $498,570 $327,600 Department of Corrections $327,600 FY 2021-22 $922,600 FY 2020-21 $3,637,435 186 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $465,263 Treatment $251,000 $34,000 Assessment $33,301 $50,000 Community Based $50,000 $352,924 Faith-Based $355,192 FY 2021-22 $902,187 FY 2020-21 $689,493 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Review Proposals, conduct on-site visit of program, discuss need and staff client cases Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? No If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? By utlizing Evidenced Based Practices results from previous implementation. 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 187 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? Services are avaible pre-release with referral to BHS from Probation once releases are signed if needed arrangements may be made with BHS for visit with client in custody to set up release plan and mitigate failure to appear. While incarcerated at the jail our Probation Program Specialist offers inmates in the CCTP program life skills, cognitive behavioral curriculum and parenting education. Post Release clients are referred to counseling either Mental Health or Substance Use Disorder's. We also meet with Behavioral Health Admin/Mgmt team on a monthly basis to discuss referrals and needs along with bridging any gaps in services. What challenges does your county face in meeting these program and service needs? Mitigation of COVID-19 or other variants exposure. What 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 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. Thus far our BIP for Indigent clients is flourishing. We are not at the 1 year mark, however the client totals are (10), and the intensive indvidualized attention is ideal. 188 FY 2021-22 Community Corrections Partnership Survey Marin County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Marlon J. Washington Benita McLarin Chief Probation Officer Department of Social Services James Kim Benita McLarin Presiding Judge or designee Department of Mental Health Josh Swedeberg Benita McLarin County Supervisor or Chief Administrator Department of Employment Lori Frugoli Benita McLarin District Attorney Alcohol and Substance Abuse Programs Diane Bellis Mary Jane Burke Public Defender Head of the County Office of Education Robert T. Doyle Vacant Sheriff Community-Based Organization David Spiller Vacant Chief of Police Victims Interests How often does the CCP meet? Annually How often does the Executive Committee of the CCP meet? Annually Does the CCP have subcommittees or working groups Yes 189 Goals, Objectives, and Outcome Measures FY 2020-21 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 The number of clients completing their PRCS and MS with no new felony or Measure misdemeanor convictions. Progress Between January of 2020 and the third quarter of 2021, Marin has discharged 56 toward PRCS and MS clients, with 86% successfully completing their program with no new stated goal felony or misdemeanor citation. Goal Connect participants with appropriate services to aid in rehabilitation and re-entry 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 were toward goal assessed and referred to appropriate services. Health and Human Services completed an assessment of service penetration and found that the Recovery Coach program is successfully engaging 82% in service coordination within the first four months of release to supervision. Goal Leverage CCP funds to enhance and support system development in a culture that embraces collaboration, ongoing evaluation, and transparency. Objective Have a standard set of high level metrics that can be tracked and reported on annually to articulate the CCP impact on intended outcomes of program services Objective Develop and publish a central website to house reports, agendas and publich program goals, metrics and progress towards outcomes. Outcome Increased transparency on CCP Programs Measure Outcome Increased collaboration with community partners Measure Progress The Marin County Community Corrections Partnership Executive Board has had a toward goal nearly 100% turnover in membership due to retirements. At the June 2021 meeting the Board, under the leadership of newly appointed Chief Marlon J. Washington the 2011 Strategies and Guiding Principles were reviewed and updated. A spring meeting is being planned to follow up and begin work on developing more comprehensive goals and scheduled reporting of outcomes The Marin County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 190 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $225,000 System Enhancements $157,426 Unreserved Fund Balance $416,590 $117,000 Training Fund $117,000 $10,000 Marin Superior Court $10,000 $265,860 San Rafael Police Dept $265,800 $355,334 Novato Police Dept $340,203 $2,543,588 Marin Health & Human Services $2,193,731 $1,268,603 Marin County Sheriff Office $1,246,024 $2,160,395 Marin County Probation Dept $2,071,011 FY 2021-22 $7,103,206 FY 2020-21 $6,660,358.87 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $345,764 Admin, Data Analysis & Research $150,000 $49,000 Jail Parole Bed Recovery $49,000 $117,000 Training Fund $117,000 $859,536 Jail Re-Entry $845,793 $10,000 Community Court $10,000 $195,444 Employment Services $195,444 $311,266 Mental Health, Jail Crisis Support $311,266 PreTrial and Electronic Monitoring $325,000 Program $235,616 Coordination of Probation $942,998 Enforcement $905,288 $1,659,883 Probation Community Services $1,659,883 FY 2021-22 $4,815,891 FY 2020-21 $4,479,290 191 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $667,600 Treatment and related programming $667,600 $400,000 Housing/Sober Living Environments $400,000 $50,000 UCSF Forensics Mental Health Contract (In Custody) $50,000 $87,600 Detoxification Beds $87,600 $483,750 Recovery Coaches $343,400 $215,938 Homeless Outreach Teams $215,938 FY 2021-22 $1,904,088 FY 2020-21 $1,764,538 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Under a revised application process, fudning requests will be created, forwarded to and vetted by the Staff Program Working Group that is comprised of management staff involved in program operations and evaluation. The Group will work with proposers to analyze proposals, evaluate need and proposal ability to meet articulated need and to make a recommendation to the executive board for potential funding. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? In 2021, Behavioral Health Staff engaged with an evaluator to review the services and programs accessed by clients since the inception of the program. A full report is forthcoming, but the key highlights are included in the June 2021 CCP Presentation attached to our FY 2021-22 plan update. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Program staff present to the CCP annually on program highlights, outcomes and emergining issues to inform program development and funding allocations. Case load numbers, emerging needs and outcomes measures are used to validate the continuation of existing programs and to support reommended funding for enhancements or new service. 192 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? While Marin shares a border with larger urban counties, atttracting diverse resources locally can be difficult due to the high price of real estate. To round out the small group of providers for outpatient treatment, the County initiated an in-house substance recovery program targeting persons with dual diagnosis. CBO partners exist to support most other out patient needs, including bilingual cohorts. The OCunty has one agency providing medicated assisted treatment and residential treatment is provided by only one local partner, with multiple out of county contracts have recently been approved. What challenges does your county face in meeting these program and service needs? Both the County and our partner CBOs are experiencing difficulty in attracting clinical level employees to the county. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Increasing funding to prevention services and to support populations that have been realigned and no longer benefit from the resources provided while previously incarcerated or on formal probation. 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 remains our most innovative and successful program. 193 Probationers Celebrated for Turning the Corner ‘Wall of Change’ honoree tells success stories at special event To appreciate Justin Townsend’s personal progress the past few years, one needs to know his background in east Oakland, his history of crime, his past drug use, and his depths of despair. “I was lying to myself for years and years about the person I was and the person I wanted to become,” said Townsend, 34. “I wanted to be approved by people who weren’t doing anything in their own lives.” Townsend had parents with drug problems and grew up surrounded by crime, gradually “becoming my environment.” He got into an increasing amount of trouble as he grew older, and his entanglement with the criminal justice system only got worse after his mother died in 2013. He was on the streets, taking drugs, and homeless, living in and stealing cars. When he describes his arrest by Pleasanton police on April 27, 2017, he uses the word “rescued.” While serving five months at Santa Rita Jail in Pleasanton and transferring to Marin County Jail to an additional serve three more months for past offenses, Townsend realized that he needed something different in his life and wanted to make a change in a positive direction. After getting released, he met Recovery Coach Darrell Roary who guided Townsend toward a year-long addiction recovery program in San Francisco called the Father Alfred Center. Townsend was assigned to Marin County Probation officer Jerad McCarthy, whom Townsend described as “really important to me … resourceful and cool.” Townsend had a list of things he wanted to do when he ventured out on his own again, like be responsible, be a loyal husband, get a job, get a driver’s license, build a family, buy a car, and buy a house. With the help of Roary and McCarthy, Townsend started on a positive path by getting his graduate equivalency degree (GED), listening to his mentors, going through training as a firefighter, helicopter rescue assistant, and merchant marine. But today he is working at the same location where he completed his year-long program. “All those things on my list … I got all of that by setting small but obtainable goals and doing the right thing when nobody is watching,” Townsend said Townsend was one of 23 persons honored at the Wall of Change ceremony hosted by Marin County Probation Chief Marlon J. Washington. For Townsend and many other Wall of Change honorees, it’s not just the Probation staff that proves vital to their transformation but also trusted workers from law enforcement agencies, the judges of Marin County Superior Court, the Public Defender’s Office, detoxification centers, supportive nonprofits, social workers, and others. Judge Kelly Simmons was on hand at the ceremony, as were many of the Recovery Coaches, and the staff from the criminal justice agencies who played critical roles in holding him accountable while lifting him up and supporting his steps towards positive change. Townsend spread thanks to everyone who motivated him and participated in his remarkable turnaround, including family members, Recovery Coaches, and even the Marin County Superior Court Judge who kept him in jail, Kelly Simmons. Today, Townsend is sober, is engaged to be married, and holds two jobs – one as intake coordinator at the Father Alfred Center and one as an official at an overnight shelter. Being an inspiration to others is a new concept to him. “It starts within the person, with the willingness to change …. that’s what it is,” he said. “It takes a person to focus and think about exactly what they want in life and knowing what you did not want in your life. From there, you do what you can to make changes. And you have to realize that nothing is impossible.” Justin Townsend (right) listens to Judge Kelly Simmons (center) speak about sentencing him to three months at Marin County Jail as Recovery Coach Darrell Roary (left) looks on. 194 195 196 197 198 FY 2021-22 Community Corrections Partnership Survey Mariposa County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Vacant Shannon Gadd Chief Probation Officer Department of Social Services Michael Fagdale Shannon Gadd Presiding Judge or designee Department of Mental Health Miles Minetrey / Wayne Forsythe Vacant County Supervisor or Chief Administrator Department of Employment Walter Wall Shannon Gadd District Attorney Alcohol and Substance Abuse Programs Neal Douglass Jeff Aranguena Public Defender Head of the County Office of Education Jeremy Briese Jessica Memnaugh Sheriff Community-Based Organization Vacant Vacant 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 199 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Continue to improve Behavioral Health Court model appropriate for our rural area Objective 100% of participants screened for behavioral health services Objective Implementation of Cognative Behavioral Programs and Services for participants Progress 100% of targeted population is screened for behavioral health services. On-going toward implementation of Cognative Behavior Programs and Services is in progress. stated goal Goal Reduce jail population. Objective Provide alternative sentencing options for technical violations. Objective Improve pre-trial screening for release for possible release Outcome 100% of arrestees are screened for possible release Measure Outcome Reduction of jail population for technical violations. Measure Progress toward goal A pre-trial tool has been implemented to screen arrestee on new crimes. Goal Develop an area in the jail that can be used for jail programs Objective Identify possbile 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 activites Objective Implementation of Cognitive Behavioral Programs within the jail. Outcome Area is identified that can safely house inmates participating in jail programs. Measure Outcome Media and infrastructure will support online and in classroom activities and Measure programs. Progress Area was identified and funding used to convert it into a program and activity room. toward goal Media equipment that allows for educational as well as rehabilitation program has been installed. Development of education programming is on-going. The Mariposa County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 200 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $85,000 Health and Human Services $2,800 Public Works $23,500 Sheriff $1,162,215 Rollover Probation Building Complex $17,000 High Risk Building Rental $30,000 Revenue and Recovery $30,000 $242,932 Probation $179,000 Safety Equipment/Body Worn Cameras $47,710 Computer and Case Management Program $16,222 $19,500 Secure Continuous Remote Alcohol Monitoring Program $19,500 $5,890 Drug Testing Program $5,890 Probation Works Program - Alternative Sentencing $2,800 Rent AB 109 Building $17,000 Sheriff Loss of Revenue for Parolees $12,000 Sheriff Jail $11,500 Behavioral Health $85,000 $320,000 Community Based Organizations $320,000 FY 2021-22 $1,908,837 FY 2020-21 $746,622 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $1,165,015 Public Works $2,800 $85,000 Health and Human Services $85,000 $23,500 Sheriff $23,500 $242,932 Probation $242,932 FY 2021-22 $1,516,447 FY 2020-21 $354,232 201 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $30,000 Revenue and Recovery $30,000 $17,000 High Risk Building Rental $17,000 $5,890 Drug Testing Program $5,890 $19,500 Alcohol Monitoring Program $19,500 $320,000 Community Based Organizations $320,000 FY 2021-22 $392,390 FY 2020-21 $392,390 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to respond. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Decline to respond. If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? Decline to respond. If yes, how? N/A 202 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No Average daily population Conviction Length of stay Recidivism Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Decline to respond. We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Decline to respond. What challenges does your county face in meeting these program and service needs? Decline to respond. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to respond. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to respond. 203 This page intentionally left blank 204 FY 2021-22 Community Corrections Partnership Survey Mendocino County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Izen Locatelli Bekkie Emery Chief Probation Officer Department of Social Services Kim Turner Jenine Miller Presiding Judge or designee Department of Mental Health Darcie Antle Vacant County Supervisor or Chief Administrator Department of Employment David Eyster Jenine Miller District Attorney Alcohol and Substance Abuse Programs Jeffrey Aaron Michelle Hutchins Public Defender Head of the County Office of Education Matthew Kendall Jacqueline Williams Sheriff Community-Based Organization Noble Waidelich Vacant Chief of Police Victims Interests How often does the CCP meet? Quarterly – One Additional budget meeting each year How often does the Executive Committee of the CCP meet? Quarterly – One Additional budget meeting each year Does the CCP have subcommittees or working groups No 205 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 timelines for completion, resources needed to Measure complete conversion, data transfer capabilities, customization needs identified. Progress The various affected agencies have completed final product identification and toward approal. Agencies are in the final stages of the procurement process and have stated goal commenced the conversion process needs and capabilities. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Manage impact on jail population capacity through electronic monitoring as an alternative sentencing option Objective Manage jail population while maintaining public safety Outcome Jail population remains below maximum capacity Measure Progress Jail population levels have not exceeded maximum capacity to date during the toward current fiscal year. stated goal Goal Provide rehabilitative interventions for realignment offenders Objective Provide evidence based programming, treatment and therapy Outcome Program participation rates Measure Outcome Program successful completion rates Measure Progress Based on the limitations and changes required to safely provide programming based toward on COVID-19 regulations progress toward this goal is lower than expected. stated goal Goal Enhance Reentry Services from County Jail to community Objective Connect inmates to in custody treatment services Objective Provide "warm hand-off" transition of incustody services to community providers to avoid disruption in treatmnet Outcome Reduction in return to custody rates Measure 206 Progress An Inmate Services Program Coordinator toward stated goal FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $1,290,219 Contingency $(715,718) Carryover (from FY20-21) Carryover Funds (to FY21-22) $715,718 $137,294 Funds to Reserve $107,012 Prior Year Fund Restoration $(661,432) Carryover Funds (from FY19-20) $(3,603) $125,000 City of Ukiah Police Department $125,000 $107,716 Public Defender $76,537 $106,147 District Attorney $95,439 $208,813 Health & Human Services Agency $112,290 $1,393,228 Sheriff's Office $1,122,697 $1,466,299 Probation Department $1,132,476 FY 2021-22 $4,118,998 FY 2020-21 $2,822,134 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $36,076 Sheriff's Office - Re-entry Program Manager $852,554 Probation Department - Supervision $693,308 $53,939 Health & Human Services Agency - SUDT Counselor $4,624 $154,874 Health & Human Services Agency - Mental Health Clinician $107,660 $36,000 Sheriff's Office Electronic Monitoring $17,530 FY 2021-22 $1,133,443 FY 2020-21 $823,122 207 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $131,716 Ford Street Project - Sober Living Environment $87,756 $366,000 GEO Reentry Day Reporting Center $360,000 FY 2021-22 $497,716 FY 2020-21 $447,756 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 CCP. With potential additional funding available, the CCP will be exploring additional programs and services. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? We annually evaluate the recidivism rate of successfully completed participants in the Day Reporting Center. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? We consider the annual program data reports submitted by providers to determine continued funding support. 208 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Sober Living Environment, Outpatient Substance Use Disorder Education, Outpatient Substance Use Disorder Treatment, Mental Health Clinician, Adult Drug Court, Behavioral Health Court What challenges does your county face in meeting these program and service needs? Housing and employment needs of offenders, expanding jail programs and services to meet offender needs, expanding services to reach offenders residing in more remote areas of the county, enhancing data collections and programs, 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 was a significant challenge in light of the funding decreases as a result of COVID-19 pandemic, as well as restrictions for providing services due to health order restrictions. While FY21-22 is providing additional funds not originally projected when our current plan was developed, we are still facing challenges in being able to provide the various programs and services while complying with the in-person and socially distanced meetings requirements. 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 FY21-22. 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. In addition, the facility in which our Day Reporting Center resided was irreparably damaged during the first month of the fiscal year. The County is working on securing a new location, but, until the location is secured and facility modifications are completed, the DRC is operating from the conference area of the Probation Department. This has limited the DRC's programming and services capabilties. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to respond. 209 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 9+ years. 210 FY 2021-22 Community Corrections Partnership Survey Merced County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Kalisa Rochester Yvonnia Brown, MSW Chief Probation Officer Department of Social Services Donald J. Proietti Genevieve Valentine Presiding Judge or designee Department of Mental Health Josh Pedrozo Erick Serrato County Supervisor or Chief Administrator Department of Employment Kimberly Lewis Genevieve Valentine 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 Jason Hedden, Acting Chief 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 211 Goals, Objectives, and Outcome Measures FY 2020-21 Goal To provide a Behavioral Health and Recovery Services (BHRS) Clinician stationed at the County Jail. Objective 100% of the inmates will be assessed for any mental health and substance use disorders. Objective 100% of inmates will be assisted with reintegration into the community by coordinating services and treatment with BHRS. Objective Number of inmates screened for mental health and substance use disorders. Outcome Number of inmates released are connected to outpatient services, if needed. Measure Progress Since November 6, 2020, a BHRS Clinician has been stationed at the County Jail. toward A total of 85 assessments were administered in FY 20/21. 12% were referred to stated goal mental health services or any methodone clinic; 21% were referred to intensive outpatient which is either 1 or 2 days in group or educational type setting; 58% were referred to an inpatient residential treatment; and 9% did not meet criteria for services; however, inmates were referred to other services within the county jail. Goal K9 Unit (Sage) will provide a safer community by finding drug paraphernalia and weapons when a search is called. Objective Sage will conduct 50% or higher hits with every search conducted in a vehicle. Objective Sage will conduct 50% of 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 During the period of June 1, 2020 to July 1, 2021, Sage conducted a total of 9 vehicle toward goal searches and made 78% of her hits. Sage conducted 47 building/area searches which resulted in 72% of her hits. Sage's searches decreased this past fiscal year due to the pandemic and state mandated guidelines. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Provide recidivism 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. Objective Increase the number of graduates in the program. Outcome Number of clients referred in the ACE Overcomers program. Measure Outcome Number of clients that graduate from the ACE Overcomers programs. Measure Progress Between July 1, 2020 and June 30, 2021, there were 41 enrollments and a total of toward 19 graduates from the program, resulting in 46% of the clients graduating from the stated goal program. Compared to fiscal year 19/20, there were 43 enrollments, however graduation rate increased by 16% in FY 20/21. 212 Goal Increase the number of referrals and graduates in the Los Banos Leadership for Life Program. Objective Reduce recidivism by transitioning clients 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 Since inception of the Los Banos Leadership for Life Program late January 2021, toward there have been 8 referrals and 25% of those referrals graduated from the program. stated goal FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $135,902 Symple Equazion (CBO) $257,400 Public Defender $246,125 $150,902 Behavioral Health and Recovery Services $140,259 $437,365 District Attorney's Office $423,162 $100,000 Merced County Rescue Mission (CBO) $100,000 $250,000 Merced County Office of Education $250,000 $10,000 Lifeline CDC (CBO) $4,500 $57,000 Ace Overcomers (CBO) $57,000 Jail Utilization Review Report $79,596 $456,151 Jail Re-Entry Program $456,151 $150,000 GPS Monitoring $150,000 $621,000 Day Reporting Center $696,000 $4,086,993 Probation Department $3,863,028 $3,527,093 Sheriff's Department $3,286,645 FY 2021-22 $10,239,806 FY 2020-21 $9,752,466 213 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $250,000 Merced County Office of Education $257,400 Public Defender's Office $246,125 $150,902 Behavioral Health and Recovery Services $140,259 $437,365 District Attorney's Office $423,162 $4,086,993 Probation Department $3,863,028 $3,527,093 Sheriff's Department $3,286,645 FY 2021-22 $8,709,753 FY 2020-21 $7,959,219 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $250,000 Merced County Office of Education $257,400 Public Defender's Office $246,125 $150,902 Behavioral Health and Recovery Services $140,259 $437,365 District Attorney's Office $423,162 $4,086,993 Probation Department $3,863,028 $3,527,093 Sheriff's Department $3,286,645 FY 2021-22 $8,709,753 FY 2020-21 $7,959,219 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? During the quarterly Executive and Local Community Partnership meetings, the committees are asked to provide any comments or ask questions during the meetings. If any probable concerns or issues are addressed at that time, focus groups are scheduled to address those issues or concerns with the Merced County community which also gives them a chance to communicate any other concerns at that time. 214 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 County Probation utilizes conviction, recidivism and treatment program completion rates to evaluate the effectiveness of programs. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Merced County Probation contracts with BI/GEO Group to operate an Adult Day Reporting Center. GEO provides clients with services involving cognitive-behavioral treatment classes, job skill assessments, vocational training and substance use education and treatment, along with other behavioral health supporting services. Evaluation results are the key determining factors in measuring the progress of clients in the program. This data is used to present to the CCP when deciding on future contract negotiations and/or renewals. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No Average daily population X Conviction Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Between 41% - 60% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? In collaboration with Merced County Behavioral Health and Recovery Services, a full-time Mental Health Clinician is stationed at the Merced County Jail to provide American Society of Addication Medicin (ASAM) assessments when ordered by the Court. assist The ASAM assesses for addictive, substance use and co-occurring conditions for standardized treatment planning and determines the placement of clients in residential or out-patient treatment services. Behavioral Health Court allows an average of 40-50 clients with identified behavioral issues to seek treatment while on probation. It is a collaborative effort with Merced County Behavioral Health and Recovery Services and Merced Superior Court. 215 What challenges does your county face in meeting these program and service needs? Meeting capacity has always been a challenge for all programs. However for the Behavioral Court program mentioned above, the biggest challenge has been keeping the clients motivated to complete the program. Behavioral Health Court is an intensive 12 to 18 month program with three phases tailored to the clients needs. The key to this program is to prevent incarceration of the mentally ill offenders by securing their release from jail by providing them with appropriate outpatient interventions and treatment services while on probation. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Recently, Merced County Probation has contracted with Symple Equazion for clients to receive paid work experience in a food truck, Symple Soul. Clients receive 80 hours of class traninig, 320 hours of on the job experience, 400 hours of total paid training in the food truck, all the while obtaining their food handers certificate. This program provides clients with workforce development, customer service skills and employability in the increasingly high-demand food industy. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. One of our very own in-house programs, Leadership for Life, has produced positive results since inception. This 10 to 11 week program provides a one-stop shop for clients recently released from jail or prison with the tools and resources needed in order to succeed. In FY 20/21, there was a total of 120 referrals, 101 enrollments and out of the those enrollments there was a 48% graduation rate. Optional Highlight: Leadership for Life Program-Merced This program is designed to help clients on probation navigate through the systems that will benefit themselves and their children. It provides skills and tips on how to address individual interests, questions, and concerns in order to succeed. The workshops include: ▪ Successful job seeking, accessing health care, navigating the child welfare system, learn about their rights and responsibilities related to custody, paternity, and child support and how to advocate for themselves using their own resources and tools they’ve learned throughout Leadership for Life. ▪ Various agencies present and provide information on behavioral health, substance abuse disorders, etc. Clients graduating from LFL obtain a certificate of completion. Reporting Period July 1, 2020 to June 30, 2021 ▪ There were 3 cohorts last fiscal year. This program is difficult to break up into quarters, as the dates of the cohorts overlap, therefore the data is reported in the quarter the cohort ends. 216 Quarter 1: Cohort 23 6/22/20 - 9/1/20 Number of Referrals 49 Number of Enrollments 37 (76%) Number of Graduates 19 (51%) 76% of referrals enrolled in the program with a 51% success rate of completion. Quarter 2: Cohort 24 10/5/20 - 12/15/20 Number of Referrals 48 Number of Enrollments 43 (90%) Number of Graduates 20 (47%) 90% of referrals enrolled in the program with a 47% success rate of completion. Quarter 3: Cohort 25 1/21/21- 3/30/21 Number of Referrals 23 Number of Enrollments 21 (91%) Number of Graduates 9 (43%) 91% of referrals enrolled in the program with a 43% success rate of completion. Cohort 24 Graduates 10/5/20 – 12/15/20: This cohort had its first transgender client enroll, complete the program and was the Quarter 4: Cohort 26 6/28/21 – 9/7/21 recipient of the Certificate of Excellence award. *This cohort did not report this quarter as it did not end until Quarter 1. Personal Quotes from Participants Question: What did you learn from Leadership for Life? “I don’t need to take the wrong route. I learned that I can make it, keep my head on my shoulders”- Fabian C. Question: How can you help others with what you have learned? “I help people every day with what I learned at Leadership. I explain to them the importance of being open minded”- Gerardo N. Question: What did you learn from Leadership for Life? “I’m more assertive now and it helped me get off probation”- Jerrel W. Question: Has Leadership for Life made you a better person? “Better cook, better father, dad with my kids, and more understanding with my family”- Michael A. Question: What did you learn from Leadership for Life? “A LOT!! I learned to believe in myself, trust in myself, have faith in myself and invest in myself”- JoJo C. 217 This page intentionally left blank 218 FY 2021-22 Community Corrections Partnership Survey Modoc County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Terry Lee Tom Sandage Chief Probation Officer Department of Social Services Francis Barclay Stacy Sphar Presiding Judge or designee Department of Mental Health Chester Robertson Jessica Frederick County Supervisor or Chief Administrator Department of Employment Cynthia Campbell Stacy Sphar District Attorney Alcohol and Substance Abuse Programs Steven King Michael Martin Public Defender Head of the County Office of Education Tex Dowdy William Engel Sheriff Community-Based Organization Sid Cullins 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 219 Goals, Objectives, and Outcome Measures FY 2020-21 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 Provide opportunities for inmates 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 BSCC Measure and matching sources including AB109 funds. Outcome Narcan has been distributed to law enforcement officers and training has been Measure provided in its application. Outcome The jail is again open to in-person counseling sessions, allowing group and Measure individual therapy for incarcerated persons. Progress Jail planning is still underway. Work programs and occupational training continue toward in the jail, and inmates have been able to successfully employ the skills they have stated goal learned in repair projects for county facilities. Additionally, due to their success in these programs, some inmates have successfully transitioned from in-custody work programs to probation supervision and full-time employment within the county. 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 Substance toward goal Use groups are provided to inmates by Behavioral Health and 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. The Modoc County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 220 Goals, Objectives, and Outcome Measures FY 2021-22 Goal Save Lives Objective Reduce homelessness. Outcome Census 2020 – ensure accurate and high percentage of county residents are Measure counted. Progress Probation clients without housing are lodged at a local motel paid for through AB109 toward funds for up to a month. Additionally, Social Services provides longer term housing stated goal solutions, and these two agencies work together to ensure a seamless transition for homeless clients. Furthermore, a Probation Technician has been assigned to transfer cases. The goal of this is to help clients who might do better living with family out of county to successfully transfer their cases. The census has been completed and redistricting is in progress. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $10,000 District Attorney $53,348 Reserve Fund $6,337 $42,000 Job Services & Counseling $42,000 $39,000 Inmate Health Insurance $22,806 $80,000 Public Health $68,921 $10,000 Police $10,000 $156,000 Sheriff $202,745 $71,500 Probation $37,314 FY 2021-22 $461,848 FY 2020-21 $390123.17 221 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $10,000 District Attorney $53,348 Reserve Fund $80,000 Public Health $68,921 $10,000 Police $10,000 $156,000 Sheriff / Jail $202,745 $71,500 Probation $37,314 FY 2021-22 $380,848 FY 2020-21 $318,980 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs &Services $39,000 Inmate Health Insurance $22,806 $42,000 Job Services & Counseling $42,000 FY 2021-22 $81,000 FY 2020-21 $64,806 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to Respond. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Decline to Respond. Does the county consider evaluation results when funding programs and/or services? Decline to Respond. 222 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Decline to Respond. What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Decline to Respond. We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Decline to Respond. What challenges does your county face in meeting these program and service needs? Decline to Respond. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to Respond. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to Respond. 223 This page intentionally left blank 224 FY 2021-22 Community Corrections Partnership Survey Mono County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Karin Humiston Francie Avila Chief Probation Officer Department of Social Services Hon. Mark Magit Robin Roberts Presiding Judge or designee Department of Mental Health Jennifer Krietz Francie Avila County Supervisor or Chief Administrator Department of Employment Tim Kendall Robin Roberts District Attorney Alcohol and Substance Abuse Programs Jeremy Ibrihim Stacey Adler Public Defender Head of the County Office of Education Ingrid Braun Amanda Hoover Sheriff Community-Based Organization Al Davis Tim Hoover 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 2020-21 Goal Establish data sharing through case management system Objective Provide case management system that meets all justice partner's needs Objective design a Qualitative/Quantitative Assessment of the participant's experience Objective Establish Data Committee Outcome Members identified Measure Outcome Data committee designs survey Measure Outcome RFP completed and procurement for CMS Measure Progress The data committee has been identified and is meetings to achieve objectives toward defined within the 5-year plan. A case management system has been identified and stated goal within 2 months shall complete the contract. The reentry data share program is complete. Goal Successful reentry of offenders Objective Create multidisciplinary team Objective Create reentry plan with services Objective Establish transportation plans Outcome Each detainee receives individualized services and case plan which is carried over Measure to community services Outcome Vendors identified and financial agreements in place Measure Outcome Transportation available and tailored to each detainee Measure Progress The Reentry program is in place and has been operating for a year. To date, no toward goal released detainee under reentry has reoffended. The Mono County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 226 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $100,000 Reentry Mental Health Treatment Program $64,772 Reserve Funds $91,274 Printing Costs Five Year Realignment Report $3,900 Short Term Housing $8,000 Transportation Services $5,000 In Custody Online Education Services $18,250 $25,000 Behavioral Health $25,000 Reentry Case Management System $30,000 $10,000 GPS Electronic Monitoring $7,500 $36,000 Reentry Coordinator $36,000 $222,406 Sheriff's Department In Custody Services $213,720 $284,550 Probation Department $271,000 FY 2021-22 $742,728 FY 2020-21 $709,644 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services Alcohol & Drug $25,000 Counseling $25,000 $222,406 In Custody Services $213,720 $284,550 Probation Services $271,000 FY 2021-22 $531,956 FY 2020-21 $509,720 227 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $100,000 Reentry Mental Health Treatment Program Reentry Case Management System $30,000 Printing Costs Five Year Realignment Report $3,900 Short Term Housing $8,000 Transportation Services $5,000 In Custody Online Education Services $18,250 $10,000 Electronic Monitoring $7,500 $36,000 Reentry Services $36,000 FY 2021-22 $146,000 FY 2020-21 $108,650 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? The General Committee conducts gap analysis to identify needed programs and services as described within the Five Year Realignment 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? Systems are in place to evaluate the reentry program to achieve program objectives. The new CMS to be adopted this year will allow an ability to evaluate fidelity. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The Executive committee considers funding for those measurable programs. 228 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? County Behavioral Health offers online mental health and substance abuse programs and services. This year, due to the pandemic, CCP authorized funding for online contracted behavioral health and mental health assessments. What challenges does your county face in meeting these program and service needs? Along with the pandemic, the rural, isolated nature of our county makes it difficult to hire qualified staff, especially bilingual and bicultural staff. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Not applicable Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Mono's Reentry Program looks to be a promising program. To date, there have been no new offenses by clients. 229 This page intentionally left blank 230 FY 2021-22 Community Corrections Partnership Survey Monterey County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. 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 Kathryn Eckert 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 Damon Wasson Pamela Patterson 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 231 Goals, Objectives, and Outcome Measures FY 2020-21 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 60% of the PRCS population released during the Fiscal Year to reentry related services, including housing, behavioral health, and employment and housing programs Outcome Number of PRCS clients released during the year: 253 Measure Outcome Number of PRCS clients released during the year referred for services:191. Measure Outcome Percentage referred: 75% of PRCS individuals released during the fiscal year were Measure referred to one or more service providers. Progress On-going. Although completed, the goal of ensuring accurate monitoring of clients toward released on Post Release Community Supervision who report to the Probation stated goal 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): 172 Measure Number of Offenders assessed in outpatient setting (out of custody): 215 Outcome Number of Offenders referred out to mental health services and/or co-occurring Measure conditions: 98 Number of Offenders seen in-house by County Behavioral Health for ongoing mental health services: 86 Outcome Number of Offenders referred out to substance use disorder treatment: 301 Measure Number of Offenders seen in-house by County Behavioral Health for ongoing substance use disorder treatment: 0; assessed clients were referred to contracted providers. Progress This goal is on-going. Referrals from Probation to Behavioral Health for mental health, toward goal substance use disorder and co-occurring conditions totaled 387; Due to COVID-19 protocols, services were transitioned as much as possible to telephone and video conferencing effective March 2020; BH continued in person services at the Probation Department in June 2021, following all COVID-19 safety guidelines. Goal Prepare adult offenders for reentry in the community by providing educational, employment preparedness and counseling services while in custody Objective 1.) Provide educational opportunities to obtain High School Diploma or High School Equivalency Test (HISET) to in-custody adult offenders 2.) Provide modified educational programs during COVID-19 safety protocols through Hartnell College, and Monterey County Office of Education (MCOE) Objective 1.) Provide employment preparedness services to in-custody adult offenders Objective 1.) Provide Moral Reconation Therapy (MRT) counseling services to in-custody adult offenders 2.) Provide Restorative Justice Program (RJP Victim Impact Program) 232 3.) Provide Journal Based Programming during COVID-19 safety protocols via the Change Company Journals Curriculum and through the Monterey County Sheriff's Office(MCSO) Outcome 1.) Number of HISET, tests conducted: 24 Measure Number of HISET Tests Passed: 22. Passing percentage: 91.66%. Number of HISET certifications awarded 2. 2.) Monterey County of Education modified classes down to 6 inmate students in a class via Zoom when COVID-19 pandemic started in March and ended Zoom courses in July for summer break. • Hartnell College modified courses into a packet system for the population and has been very successful. MCSO were able to reach out to more of the lockdown populations, resulting in 211 students enrolled in the COU-32 class or BUS-32 class. • Monterey County of Education (MCOE) from March 2020 to July 2021, enrolled 185 students in ICEV or HiSeT classes. Outcome 27 different program courses were offered, but due to COVID-19, certifications could Measure not be done. 21 inmates completed courses in professional areas. Outcome 1.) Number of MRT participants: 20 (10 male/ 10 female) Measure Number of MRT participants successfully completing program: 0 due to COVID-19 and discharges. There are a number of participants in process of completing MRT. Due to COVID-19 protocols, classes have been modified and reduced in size. 2.) RJP provided a self-guided course with packets that ran for 8 weeks. The inmates listen and learn about 10 core crime topics: property crime, assault, robbery, hate and bias, gang violence, sexual assault, child abuse and neglect, domestic violence, drunk and impaired driving, and homicide. The basic curriculum is focused on victims and the impact that crime has on them, and on the community. If completed, inmate receives a 1-week milestone credit reduction towards their sentence. 3.) GEO Reentry Services, LLC sent out 441 Change Company Journals to inmate population. • MCSO sent out journals to 185 inmates. Each inmate must complete an 8- journal system-based curriculum to receive a 1-week milestone credit reduction towards their sentencing. Progress Programs and certification opportunities continue to be offered to inmates. toward goal Community re-entry-based programs are still available at the jail, providing opportunity and a wide variety of programs that are linked to the community. Recently, the IN2WORK program was implemented to give offenders the skills necessary to become more employable upon release. The program includes vocational training in a classroom setting, as well as the kitchen. The program is separated into three phases: kitchen basics, food service management, and SERV Safe certification. Due to COVID-19 safety protocols and emergency mandates, the provision of educational, employment preparedness and counseling services while in custody had to be modified. Although some of the existing programs were reduced and alternative methods of program delivery were created, services continued. 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 233 Objective Assess feasibility and cost of replacing the current system to collect and integrate data from service providers with Probation CMS Outcome A formal project scope has been developed and the operational, programmatic and Measure technical business requirements and priorities for a new probation case management system have been identified. Progress A discovery process of information gathering, and evaluation of systems being used toward by other probation departments in California has been completed. Probation is in the stated goal process of selecting a system that meets departmental requirements and budget. 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 completed Measure AB109 funded programs. Outcome Completed: Probation received a total 186 surveys, of which 65 in FY 19-20. Measure Progress The COVID-19 pandemic prevented providers from facilitating a full range of services. toward Surveys were not distributed and completed as in prior fiscal years due to emergency stated goal mandates and safety protocols. 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. This goal will not be included in future CCP Plan. The Monterey County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 234 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $(441,135) Carry-over/Reserve Funds $(3,026,694) $5,376,401 Sheriff $5,971,666 $644,528 Public Defender $587,485 $456,017 District Attorney $449,955 $2,489,714 Probation Department - Service Administrator $2,512,919 $6,025,114 Probation Department $5,768,062 $1,500,427 Health Department - Behavioral Health Division $1,500,427 FY 2021-22 $16,051,066 FY 2020-21 $13,763,820 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $75,000 Natividad (Medical Center) $75,000 Data Collection, Administration and Evaluation - $1,069,973 Probation $1,134,179 $5,077,940 Supervision - Probation $4,772,974 Early Resolution Court/Post Sentence Relief/Assessment $644,528 - Public Defender $587,485 $456,017 Victim Services/Early Resolution Court - District Attorney $449,955 $454,650 Employment-Workforce Investment Board $447,136 $5,178,140 In-Custody Services - Sheriff $5,773,405 $880,427 Treatment-Behavioral Health $880,427 FY 2021-22 $13,836,675 FY 2020-21 $14,120,561 235 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $130,000 In-Custody Treatment Services as determined by case plan $130,000 $120,000 Mental Health Services as determined by treatment plan $120,000 $125,000 Door to Hope $125,000 $125,000 Sun Street Centers $125,000 $125,000 Community Health Services $125,000 $45,000 Various Providers for Case Management - Mental Health $45,000 $5,000 Valley Health Associates $5,000 $870,735 Turning Point of Central California, Inc $889,783 $141,734 Rancho Cielo, Inc $141,734 $68,261 Restorative Justice Partners $68,261 $899,796 Geo Reentry Services, LLC $895,175 FY 2021-22 $2,655,526 FY 2020-21 $2,669,953 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 If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? No 236 If yes, how? N/A 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. 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 237 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? N/A Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. The utilization of the Zoom meeting format has created the opportunity for community-based organizations to continue providing services during the COVID-19 pandemic, including access to the Jail during safety lockdown. It also provided the mechanism for Behavioral Health to provide needed services and conduct assessments via video conference while still maintaining safety practices under the emergency mandate. 238 FY 2021-22 Community Corrections Partnership Survey Napa County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Julie Baptista Jennifer Yasumoto Chief Probation Officer Department of Social Services Mark Boessenecker Sarah O’Malley Presiding Judge or designee Department of Mental Health Brad Wagenkenecht N/A County Supervisor or Chief Administrator Department of Employment Allison Haley Lindsay Stark District Attorney Alcohol and Substance Abuse Programs Ron Abernethy Barbara Nemko Public Defender Head of the County Office of Education Oscar Ortiz Karen Graff Sheriff Community-Based Organization Jennifer Gonzales Yuen Chiang 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 239 Goals, Objectives, and Outcome Measures FY 2020-21 Goal 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 who leave custody with a Reentry Plan. Measure Outcome Percent of participants who engage with community services within the first week of Measure their release from custody. Outcome Probation Analysts will collect data from Case Reviews to measure outcomes for this Measure objective. Progress The impact of Covid-19 on the state prison system sparked the early release thousands toward of inmates into the community which truncated the time probation officers had to create stated goal thoughtful client centered case plans. Even under these less-than-ideal circumstances, Napa Probation Officers were able to facilitate housing, transitional services, and support for clients unexpectedly returned to the community from CDCR. Goal 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 research and Measure information on EBP. Outcome Probation staff will provide EBP such as Motivational Interviewing, Case Planning, and Measure Case Reviews to fidelity as demonstrated by internal QA process. Outcome Probation will provide accurate and timely data on implementation and adherence to Measure evidence-based practices and programming. Progress Due to the limitations and restrictions imposed by the global pandemic, the department toward goal made minimal progress toward implementation of the above objectives. While Napa Probation was at the forefront of the commitment to use EBP to reduce recidivism, maintaining the quality of these services requires ongoing commitment to the fidelity of our practices. Napa County’s Criminal Justice Case Management System is integral in data collection and reporting, however, as with all case management systems, there are limitations to collecting certain data points. Long-term planning efforts will address the data capturing, tracking and analysis needs for monitoring program progress, success, and areas requiring improvement. The Napa County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 240 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $327,000 District Attorney - Victim Witness $185,000 Health and Human Services (Mental Health Counselors - LE) $5,597,858 Carry-over Funds $6,490,276 $130,000 City of Napa $123,502 $120,000 Health and Human Services (Substance Abuse) $25,952 $392,000 Health and Human Services (Mental Health Jail Program) $376,697 $1,893,840 Department of Corrections $2,932,697 $1,745,000 Probation Department $1,240,028 Series7 Series5 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $185,000 Mental Health Treatment $327,000 District Attorney - Victim Witness $130,000 City of Napa $123,502 $1,893,840 Corrections Staffing (Incl. Reentry) $2,932,335 $392,000 Mental Health Jail Program $376,697 $120,000 Alcohol and Drug Counselor $25,952 $153,000 Deferred Entry of Judgement $127,810 $1,445,376 Probation Supervision $1,091,239 FY 2021-22 $4,646,216 FY 2020-21 $4,677,535 241 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $18,624 Non-Profit $2,430 $80,000 Training $4,140 $48,000 Resdential Treatment beds for substance abuse $14,409 FY 2021-22 $146,624 FY 2020-21 $20,979 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 If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? No If yes, how? N/A 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 242 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. 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 243 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. NAPA COUNTY SPECIALTY COURTS AND COMMUNITY INTERVENTIONS Napa Probation collaborates with the Napa Superior Court to provide clients opportunities to participate in Drug or Mental Health Court and probation officers facilitate Cognitive Behavior Training (CBT) groups with clients to support positive life changes. The letter below shares one of the many stories of lives that have been made better by the opportunities and accountability that California Probation provides. To Napa Probation, Why being on probation in Napa is a privilege I've been on and off probation in Napa since 1995. The irony for me personally is that I spent the first half of my life in school preparing for a career in criminal justice/law and the second half on probation in Napa. Some people have asked me why I continue to live in Napa where I'm known to law enforcement. But I tell them that's the reason I stay. You see, I have bipolar disorder and being on probation in Napa has afforded me the support and evidence-based treatment that in fact works. I've been given the opportunity for rehabilitation instead of incarceration. I've taken that opportunity and taken it very seriously. I treat my probation terms like I would with work or school. I think I've done just about every program offered by Napa probation. In 2007 I was ordered to participate in drug court; I did very well but two years later I had a relapse. But I wasn't given up on. I was given drug court again, completed it in one year and remain clean and sober to this day. During the same period, I was in drug court, I was also ordered to be in BI/GEO which is a long and intense behavioral intervention program. While the program wasn't pleasant, I was determined to take advantage of the help I was given to show probation that I'm worthy and grateful to the county for not just locking me up. Even though I have excellent health care and support from my family, I had a manic episode last year which resulted in a conviction for threatening and pushing my wife. Even though my family and wife knew that I didn't intend to do any harm, the criminal charges were enough to send me to prison had the county chose to do so. Instead, I was given the greatest opportunity yet--mental health court and domestic violence classes. When I was sitting in jail last year, I thought my life was basically over. Today, in very large part due to mental health court, I'm happy and back to where I want to be in life. My counselor asked me what I planned on doing going forward after I graduate next month. I explained to her what the county has done for me over the past two decades and that it was time for me to give back. I don't yet know how I will do this, but for the first time in a long time I'm in a place where I'm ready and able. Respectfully, Shawn Shawn recently graduated from Napa County Mental Health Court and stopped by to thank a few of the Officers who supported him throughout his journey. 244 FY 2021-22 Community Corrections Partnership Survey Nevada County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Jeff Goldman Ryan Gruver Chief Probation Officer Department of Social Services Linda Sloven Phebe Bell Presiding Judge or designee Department of Mental Health Dan Miller N/A County Supervisor or Chief Administrator Department of Employment Jesse Wilson Phebe Bell District Attorney Alcohol and Substance Abuse Programs Keri Klein Scott Lay Public Defender Head of the County Office of Education Shannon Moon Joe Festersen Sheriff Community-Based Organization Alex Gammelgard Jesse Wilson 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 245 Goals, Objectives, and Outcome Measures FY 2020-21 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 Increased referrals to the programs in the jail Measure Outcome Increased referrals to the programs in the jail Measure Progress A re-entry group thas been established. The group distrubutes weekly emails toward regarding release dates of in-custody individuals. Members of the re-entry team meet stated goal with individuals and assess their individualized needs The group then works together to assign and address each need. In addition, Nevada County Behavioral Health has a grant funded position that completes SUD assessments, coordinates related acitivies for outside treatment and housing. The full implementation of treatment programs occuring while in custody continues to be limited by the pandemic, however we have been able to provide distance learning interventions/programming. 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 All felony arrests are assessed using the pre-trial risk assessment (currently the toward goal ORAS-PST) Nevada County is currently training to move to the PSA. Pre-Trial reports have increased 50%. Pre-trial caseload has doubled since last year with a failure rate of 13%. 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 referrals to the program Measure Outcome Measure the number of participants in the program Measure Progress Adult Drug Court referrals and program participation have decreased over the last toward goal year. Completion rates have remained similar to previous years. The current ADC program has had many challeges over the last year. AB1950 has reduced the programs length and multiple stakeholders appear to have lost some faith in the efficacy of the ADC Program. 246 Goals, Objectives, and Outcome Measures FY 2021-22 Goal Develop a CCP Strategic Plan Objective Develop a long-term strategic plan Objective Develop outcome measures relative to plan objectives Objective Develop a dynamic feedback loop for all stakeholders so the plan does not stagnate Outcome Plan completion and apoption Measure Outcome Metrics relative to plan in place and tracked Measure Outcome Feedback loop mechanism in place and incorporated into CCP metings/process. Measure Progress The CCP has agreed to engage in this process and a technical assistance provider toward goal was selected. The contract with the provider is in place and we have kicked off the process. We are currently in the phase of identifying and interviewing stakeholders. We are limiting our goals this year due to this work to establish future goals. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $100,000 Capital Facilities -Programming Space $45,850 Justice System Strategic Plan $355,130 Reserve Fund $199,445 $235,000 Treatment Services $102,362 $66,243 Nevada County Public Defender $64,086 $20,000 Grass Valley Police Department $9,327 $96,487 Nevada County District Attorney $86,929 $264,583 Nevada County Health and Human Services $167,093 $1,320,000 Nevada County Sheriff's Department $1,282,133 $789,684 Nevada County Probation Department $621,400 FY 2021-22 $3,292,977 FY 2020-21 $2,532,774 247 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $100,000 Capital Facilities -Programming Space $66,243 Nevada County Public Defender $64,086 $20,000 Grass Valley Police Department $9,327 $96,487 Nevada County District Attorney $86,929 $264,583 Nevada County Health and Human Services $167,093 $1,320,000 Nevada County Sheriff's Department $1,282,133 $789,684 Nevada County Probation Department $621,400 FY 2021-22 $2,656,997 FY 2020-21 $2,230,968 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $45,850 Justice System Strategic Plan $25,000 Residential Treatment Programs $10,000 Incentives $1,306 $80,000 Recovery Housing $12,049 $115,000 Outpatient Treatment Programs $86,298 $5,000 GPS/Electronic Monitoring $2,708 FY 2021-22 $280,850 FY 2020-21 $102,361 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 Clearinghouse and the relevant evidence. This is a major determination prior to implementation of any new program, however not the only factor given the potential for the lack of research around a promising program. We also look at the cost benefit through 248 the work we have done with Results First. Additionally, we have rebooted our RNR and Assess a Program tool through George Mason University to look at program capacity, gap analysis, and provider fidelity. In past years, there has not been a formal process or format for requests for funding local CBOs and/or stakeholders. 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 Results Firsts to catalogue and rate our programing. We have also looked at the adherance to evidence based practices by our providers. 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 as noted above. 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, MAT, Alcohol Monitoring, random drug testing program. 249 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. We alos suffer from the issue of economy of scale in a small county. Limited number of community-based organizations are available to provide additional support with in-custody services, as well as out of custody programming. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to Respond. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to Respond. 250 FY 2021-22 Community Corrections Partnership Survey Orange County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Steve Sentman Debra Baetz Chief Probation Officer Department of Social Services Erick L. Larsh Jeff Nagel Presiding Judge or designee Department of Mental Health Doug Chaffee 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 Meghan Medlin 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 251 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Improve public safety outcomes and utilize best practices in reducing recidivism. (Probation and District Attorney) 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. (District Attorney) Objective Hold AB 109 participants accountable when they violate the terms of their release or commit new crimes. (District Attorney) Outcome Number of telephone interviews, groups; number of video conferencing; and other Measure social media methods of communication. (Probation) Outcome The number of AB 109 career criminal participants who were brought to justice by the Measure Orange County AB 109 Task Force impacted both individual community members who were victimized by AB 109 related crime, and lowered the overall county crime rate improving the quality of life throughout Orange County. (District Attorney - AB 109 Task Force) Progress Objective 1: Leverage technology…(Probation): In March 2020, the Day Reporting toward Centers (DRCs) closed for in-person services and transitioned to conducting all stated goal services (i.e., individual sessions, cognitive behavioral curriculum, substance abuse counseling, Moral Reconation Therapy groups, parenting classes, etc.) via telephone. From July 1, 2020 through May 9, 2021, there were 8,543 sessions conducted mostly by telephone. Additionally, there were 622 sessions conducted by telephone and in- person from May 9, 2021 through June 30, 2021. Objective 3: Hold AB 109 participants…(District Attorney/AB 109 Task Force): During FY 2020-21, the Orange County AB 109 Task Force made 255 arrests. 74 of the arrests were subjects participating in the PCS program. Included in the arrests, the Orange County AB 109 Task Force either arrested or assisted in the arrest of 3 murder suspects, 2 attempted murder suspects, 7 robbery suspects, 1 rape suspect, 7 suspects in possession of stolen vehicles, 4 assault with a deadly weapon suspects, 2 burglary suspects, and 1 suspect in possession of child pornography. In addition, the AB 109 Task Force was responsible for seizing over 1,800 grams of narcotics (i.e., heroin, methamphetamine, and fentanyl). The AB 109 Task Force also seized 3,000 oxycodone, 1,000 fentanyl and 500 prescription pills, and assisted in the seizure of over 4,000 lbs of illegal fireworks. Even more impressive the reader should understand the above statistics were accomplish right in the middle of the worldwide COVID-19 pandemic. 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. (District Attorney) 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. 252 Objective Increase the Orange County AB 109 Task Force ability to communicate and network with Orange County law enforcement agencies in an effort to reduce AB 109 participants ability to commit crimes in various jurisdictions within the County. Outcome The number of collaborative investigations between the AB 109 Task Force and local Measure law enforcement where AB 109 career criminals are brought to justice. (District Attorney - AB 109 Task Force) Progress The AB 109 Task Force is now the central distribution point for all Countywide toward goal BOLO/wanted law enforcement flyers. AB 109 Task Force members regularly meet with various Orange County law enforcement officials where crime data and intelligence is shared. The increase in the exchange of information has resulted in the apprehension of suspects responsible for murder, attempted murder, armed robbery, assault with a deadly weapon, possession of stolen vehicles and various narcotics arrests. Goal Increase linkage to appropriate reentry and behavioral health services upon release from incarceration. (Health Care Agency) 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 practices for Measure reentry and successful transition of individuals with behavioral health disorders. Outcome Number of individuals linked to reentry and behavioral health services. Measure Progress During FY 2020-21, services at the Community Support and Recovery Center were toward goal extended. Additionally, HCA was able to expand housing supports, peer navigation services and substance use services to better serve the reentry population with behavioral health issues. HCA also developed a training that focused on best practices for successful transition of reentry population with behavioral health disorders and trained 102 behavioral health and correctional health staff. Overall, there was an increase in linkage to behavioral health services upon release. Linkage to Open Access increased to 24%. Linkage to Opportunity Knocks increased to 41%. TAO Central, with its first full year of having staff to provide in reach and facilitate linkage, had a linkage rate of 56%. Goal Increase access to housing opportunities and support for justice involved individuals who report a behavioral health issue. (Health Care Agency) 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. Outcome Number of Prop 47 individuals linked to the Bridge Housing Program. Measure Outcome Number of permanent housing placements for individuals participating in the Bridge Measure Housing Program. Progress The Bridge Housing Program is a newer program that supports Proposition 47 toward goal individuals coming out of jail who report behavioral health issue and are experiencing homelessness. Due to increased needs, the program increased the number of 253 dedicated beds from 15 to 21. The Bridge Housing Program and Project Kinship staff meet regularly to discuss eligibility and referral process and coordinate for housing. During FY 2020-21, the program served 23 individuals and 7 of the 10 discharges were placed in permanent housing. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Increase access to housing opportunities and support for justice-involved individuals who report a behavioral health issue. (Health Care Agency) Objective Increase linkage to the Homeless Bridge Housing Program for individuals coming out of jail who report a behavioral health issue and are experiencing homelessness. Objective Increase number of housing applications into the Homeless Management Information System (HMIS)/Coordinated Entry System. Outcome Number of linkage to the Homeless Bridge Housing Program for individuals coming Measure out of jail who report a behavioral health issue and are experiencing homelessness. Outcome Number of housing applications for individuals into the Homeless Management Measure Information System/Coordinated Entry System. Progress From July-October 2021, the Homeless Bridge Housing program served 31 toward individuals. All 31 individuals were enrolled in HMIS. Three have been placed in stated goal permanent housing. Goal Increase linkage to appropriate behavioral health services upon release from incarceration. (Health Care Agency) Objective Identify behavioral health staff to provide in reach and facilitate linkage to County behavioral health services. Objective Increase the number of individuals to link to County behavioral health services upon release. Outcome Number of behavioral health staff to provide in reach and facilitate linkage to county Measure behavioral health services. Outcome Number of individuals to link to county behavioral health services. Measure Progress Two behavioral health staff have been identified and will begin providing in reach and toward facilitating linkage to county behavioral health services stated goal Goal Improve public safety outcomes and utilize best practices in reducing recidivism. (Probation) Objective Expand random drug testing to five additional Adult Supervision Units in the Probation Department. Outcome Comparison of positive rates of drug tests collected by random drug testing versus in- Measure house testing. Progress The Probation Department completed a cost estimate to expand random drug testing toward to five additional Adult Supervision Units per year. The Department is preparing a stated goal contract modification for Redwood Labs for Board approval in January 2022. Goal Improve public safety and reduce recidivism. (District Attorney) Objective Hold AB109 participants accountable in court when they violate the terms of their supervision or when they commit new crimes. 254 Outcome Number of violations filed and new crime filings. Measure Progress In the third quarter of 2021, the OCDA filed 218 new criminal filings against AB 109 toward participants. stated goal Goal Work with probation and law enforcement partners to identify and prosecute AB 109 participants responsible for major crime trends. (District Attorney) Objective Increase communication with law enforcement partners. Objective Utilize data and technology to identify and apprehend AB 109 participants committing new crimes. Outcome The AB 109 task force arrest numbers. Measure Progress In the third quarter of 2021, the AB 109 task force tallied 61 arrests. toward stated goal FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $3,783,835 Reentry Services $4,563,287 Community Corrections Partnerships (CCP) Coordinator $114,680 $1,800,847 Local Law Enforcement Entities $1,860,767 $1,564,036 Public Defender $1,616,076 $1,280,403 District Attorney $1,323,005 $18,985,430 Health Care Agency $19,617,135 $16,942,369 Probation Department $17,506,095 $49,469,269 Sheriff Department $51,115,267 FY 2021-22 $93,826,189 FY 2020-21 $97,716,312 255 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $1,200 Certified Interpreters Inc (Probation) $877,843 Alcohol & Drug Abuse services (HCA) $763,702 $889,100 Mental Health Services (HCA) $940,287 $14,355,082 In-Custody services (HCA) $16,231,552 $5,252 Homeless Outreach items (Probation) $4,759 $70,000 Orange County Transportation Authority- Bus… $15,248 $10,000 Cellebrite Software (Probation) $5,843 $28,000 Soberlink Alcohol Monitor Equip- BI Inc (Probation) $29,705 $600,000 OC Health Care Agency- Transtional Housing &… $194,520 $530,000 OC Health Care Agency- Assessments (Probation) $440,174 $35,000 Drug Testing (Redwood Toxicology Lab) and Testing… $31,908 $822,000 Day Reporting Center (Probation) $764,235 $132,000 GPS Monitoring (STOP) (Probation) $145,660 $12,000 Polygraph Testing- Cynthia M Tipton (Probation) $11,042 FY 2021-22 $18,367,477 FY 2020-21 $19,578,635 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $2,863,405 Community Business Organizations (HCA) $1,681,594 FY 2021-22 $2,863,405 FY 2020-21 $1,681,594 256 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 AB 109 Working Group may introduce and vet potential programs and/or services for local implementation utilizing Public Safety Realignment funds. Since the AB 109 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 CCP Executive Member may identify a need and may direct the CCP Coordinator to return to the AB 109 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 and Probation 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. The Department also regularly evaluates the random drug testing (RDT) program and its effectiveness in reducing the drug use of clients. 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 257 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) Behavioral Health Services (BHS). The OC Links program (1-855-OC LINKS) provides information and linkage to any of the HCA BHS programs via telephone and chat. Callers can be potential participants, family members, friends, law enforcement, other first responders, providers, or anyone seeking behavioral health resources and support. As of January 2021, OC Links expanded to become the single-entry point for BHS, available 24 hours a day, 7 days a week and increased the scope of responsibility to include identifying crisis and assigning cases to the Crisis Assessment Team (CAT) for field response and triaging calls for individuals experiencing homelessness with behavioral health needs and dispatch of BHS Outreach and Engagement (O&E) for field response. For individuals with serious mental illness, an Open Access program with two locations, four regional County-operated outpatient clinics, Recovery Services programs, Program of Assertive Community Treatment (PACT) programs, and nine Full Service Partnership (FSP) programs that serve adults and older adults. There are also three Crisis Stablization Units and four Crisis Residential programs. The County has a robust collaborative court program and one FSP designated to work with AB 109 individuals who need intensive outpatient services. Additionally, the HCA BHS has a team of behavioral health clinicians who are also embedded in the four Probation Offices to screen, assess and faciliate linkages for AB 109 clients transitioning from incarceration to the community, including AB 109 individuals with mild to moderate mental health issues. HCA BHS also offers a continuum of services and supports for justice involved individuals with substance use disorder and co-occurring mental illness. Services include: • Clinically-Managed Withdrawal Management • Methadone maintenance and detox • Residential treatment • 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? Housing for justice involved individuals with behavioral health issues 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. THCA continues to work to increase housing opportunities, reduce barriers to 258 housing placement and improve collaboration between housing and service providers to support justice involved individuals with behavioral health issues. Access to Substance Use Distorder residential services shifted during FY 2020-21. The Assessment for Residential Treatment (ART) team became a centralized point of entry for all persons entering into the system to receive residential treatment services. There have been some challenges in meeting the demand of providing entry into residential treatment within a timely basis due to staffing shortage. Adjustments had to be made to meet the needs of clients and residential treatment providers. Additionally, the HCA's only medically managed withdrawal management service provider terminated their contract due to staffing challenges relating to the COVID-19 pandemic and difficulty in meeting DMC-ODS requirements for credentialing and documentation. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? N/A Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Orange County’s HCA is the recipient of the Propoposition 47 Grant, Cohort 1 and Cohort 2. The overall goal of Orange County’s Proposition 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. Based on the Proposition 47 Cohort 1 final evaluation report conducted by Urban Institute, Orange County’s Proposition 47 independent research partner, Project Kinship successfully enrolled 971 individuals (from July 2018 through June 2021). Key findings from the report include the following: • Orange County made substantial progress toward developing new system components and linking existing components for justice involved individuals in coordinating Proposition 47 grant- related services. Through the Proposition 47 initiative, the county launched an in reach program and created a one-stop hub of reentry services for people released from jail. HCA expanded on existing partnerships across county and community agencies to provide coordinated services to the Proposition 47 target population. Behavioral Health Services, Correctional Health Services, the Orange County Sheriff’s Department (OCSD), and Project Kinship worked together to create an assessment and referral process that inspired constant communication and coordinated service provision. • Findings from logistic regression analyses show that the county’s Proposition 47 services significantly decreased recidivism among individuals released from the county jail. Urban Institute researchers matched a group that received services from Project Kinship at the Community Support and Recovery Center after being released from jail (treatment group) to a similar group that did not receive such services (comparison group). Those in the treatment group had significantly lower rates of recidivism than those in the comparison group. This finding was stable across all recidivism outcomes, including one- and two-year measures of arrest, conviction, and incarceration. 259 This page intentionally left blank 260 FY 2021-22 Community Corrections Partnership Survey Placer County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. 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 Philip Williams Public Defender Head of the County Office of Education Devon Bell Walt Stockman Sheriff Community-Based Organization Ryan Kinnan, Auburn PD Jenny Davidson Chief of Police Victims Interests How often does the CCP meet? Other How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups No 261 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Reduce Caseloads to recommended ratio 50:1 Objective 100% of in-county offenders will have 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 offenders Measure Outcome % of in-county offenders with CAIS plan Measure Progress Currently, 100% of in-county high and moderate risk offenders have a completed toward CAIS Assessment, working Case Plan, and are supervised according to best stated goal 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 beds) Measure Progress Increase in in-custody programming, facilited by a Correctional Officer assigned toward goal specifically to a program position. Programming opportunities increased between both jail facilites, as a direct result from the ability to hire and train jail staff. 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: 355 Measure Outcome Number of assessments conducted: 184 Measure Outcome Number of offenders in treatment: 118 Measure Progress The three CCP funded HHS pracitioners served 184 probationers. In terms of toward goal substance use treatment, 118 of these probationers were referred to residential treatment, 69 of these clients were linked with shared living enviornments for continued drug and alcohol treatment support. The Placer County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 262 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations PLEA Collaborative $400,000 (SIU) $400,000 Health and Human $1,414,601 Services $1,264,327 CEO Criminal $140,000 Justice $122,354 $355,454 District Attorney $302,485 $4,873,677 Sheriff $4,345,538 $2,300,914 Probation $2,042,731 FY 2021-22 $9,484,646 FY 2020-21 $8,477,435 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $67,363 Outclient mental health $67,363 $293,404 Practitioners $293,404 $173,490 In-custody mandatory programs $173,490 $169,554 Drug Court $169,554 FY 2021-22 $703,811 FY 2020-21 $703,811 263 FY 20-21 and 21-22 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) $145,480 $284,346 Community Recovery Resources $284,346 FY 2021-22 $560,516 FY 2020-21 $560,516 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 disbused 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 If yes, how? N/A 264 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 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. 265 This page intentionally left blank 266 FY 2021-22 Community Corrections Partnership Survey Plumas County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Keevin Allred Neal Caiazzo Chief Probation Officer Department of Social Services Deborah Norrie Tony Hobson Presiding Judge or designee Department of Mental Health Gabriel Hydrick Nancy Selvage County Supervisor or Chief Administrator Department of Employment Davis 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 N/A Kori Langrehr Chief of Police Victims Interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? Monthly Does the CCP have subcommittees or working groups Yes 267 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 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 calendars and Measure policies and procedures signed Outcome Have clear criteria for eligibility and entrance that is reflective of offenders and needs of Measure Plumas County Outcome Recidivism for those involved in Community Justice Court vs. similar cases not engaged Measure 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 Justice Court and toward the Office of Justice Programs awarded the District Attorney's Office a 3 year Drug court stated goal implementation grant. As of December, 2021, approximately 13 participants are engaged in this programming and, thus far, are seeing exceptional results in terms of sobriety, employment and other stated goals. 268 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 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 that are Measure 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 Although much of the framework has already been created, implementation was placed toward goal on hold due to the COVID-19 Pandemic. Plans for implementation are will be revisited in 2021. Goal Create and Implement Multi-Disciplinary Reentry Program Objective Identify, engage and assess eligible defendants by conducting interviews, assessments and screenings. Objective 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. Objective Identify clients who are in custody and who will remain in custody for 3 months or longer. Outcome Percent of clients who need housing upon release from custody and are successfully Measure 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. Outcome Percent that maintain employment for: Measure 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. 269 Outcome Recidivism rates: 1 year out; 3 years; 5 years Measure Progress Assigned Deputy Probation Officers have used ONA's to identify the needs for clients toward goal prior to leaving the facility; referrals for needs were made prior to each client's release from custody; clients who received behavioral health services were able to continue services upon release. Plumas County is suffering from lack of available housing. The Probation Department is actively working to identify housing resources, including CBOs to secure stable housing for high/moderate risk Probation clients released from custody. *14 clients received reentry services *7 clients participated in a Prerelease Video Conference *An ONA was completed with 6 clients prior to release *A reentry plan was created for 14 clients prior to release *4 clients were picked up at the jail upon release. *14 clients were referred to the Behavioral Health Dept. *7 clients received a an inpatient rehab referral *6 clients received a housing referral *1 client was placed on Soberlink monitoring *1 client was placed on electronic monitoring *1 client was continued on current medication *5 clients were referred for employment assistance *12 clients were placed on a drug testing program *1 year recidivism rate - 21% 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, 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 are currently Measure or have previously served in the Military and are suffering from substance use disorders and/or mental illness and may need 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 that are Measure engaged in services Outcome Percent less likely to have bail/OR revoked Measure Outcome Percent less likely to be arrested vs. prosecuted while on Program Supervision to include Measure Pretrial release, Community Justice Court and Day Reporting Center 270 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 January 2020 the toward criteria for pretrial release eligibility was expanded to allow for more eligible participants stated goal to be interviewed and released through the program. ASP operates and oversees the Pretrial release program which includes referrals to services and case management. ASP also was successful in creating a sucessful bridge for multiple offenders prior to release using mulitdisciplinary teams that address all domains, risks and needs. Alternative Sentencing was awarded a Federal Drug Court Grant which has allowed a Community Justice Court to begin. The Policy and Procedures are complete. There are currently 13 active participants in the program. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Expand and enhance Community Justice Court per updated signed policy and procedures Objective Update Community Justice Court policies and procedures as necessary to expand the scope and include greater populations Objective Implement long-term sustainable approaches for successful programming and greater collaboration efforts Outcome Have Community Justice Court expanded and enhanced with updated policies and Measure procedures signed. Progress Currently there are 13 active clients. toward stated goal Goal Reopen and Operate Day Reporting Center Objective Identify agency to open and operate Day Reporting Center Objective 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 Identify and outline supervision strategies that will used to reduce recidivism and improve criminal thinking Outcome Number of referrals for mental health and/or substance use assessments that are Measure 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 271 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 Implementation was placed on hold due to the COVID-19 Pandemic. toward stated goal Goal Expand and EnhancePretrial Release Program to Integrate Community Justice Court, Probation, 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, 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 are currently Measure 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 that are Measure engaged in services Outcome Percent less likely to be arrested vs. prosecuted while on Program Supervision to Measure include Pretrial release, Community Justice Court and Day Reporting Center Outcome Percent less likely to have bail/OR revoked Measure 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 272 Progress The Pretrial Release program has been in operation since 2016. In January 2020 the toward criteria for pretrial release eligibility was expanded to allow for more eligible participants stated goal to be interviewed and released through the program. ASP operates and oversees the Pretrial release program which includes referrals to services and case management. ASP also was successful in creating a successful bridge for multiple offenders prior to release using mulitdisciplinary teams that address all domains, risks and needs. Alternative Sentencing was awarded a Federal Drug Court Grant which has allowed a Community Justice Court to begin. The Policy and Procedures are complete. There are currently 13 active participants in the program. Goal Implement and Enhance Multi-Disciplinary Reentry Program Objective Identify, engage and assess eligible defendants by conducting interviews, assessments and screenings. Objective Identify clients who are in custody and who will remain in custody for 3 months or longer. Objective Improve recividism rate of participating clients Objective Develop and utilize a more comprehensive written reentry plan Outcome Percent of clients who need housing upon release from custody and are successfully Measure placed Outcome Program engagement and completion while in custody Measure 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 Percent that obtain employment upon release within: Measure 3 months, 6 months, 9 months, or 12 months. Outcome Percent that maintain employment for: Measure 3 months, 6 months, 9 months, or 12 months or longer. Outcome Recidivism rates: 1 year out; 3 years; 5 years Measure Progress Assigned Deputy Probation Officers have used ONA's to identify the needs for clients toward prior to leaving the facility; referrals for needs were made prior to each client's release stated goal from custody; clients who received behavioral health services were able to continue services upon release. Plumas County is suffering from lack of available housing. The Probation Department is actively working to identify housing resources, including CBOs to secure stable housing for high/moderate risk Probation clients released from custody. *14 clients received reentry services *7 clients participated in a Prerelease Video Conference *An ONA was completed with 6 clients prior to release *A reentry plan was created for 14 clients prior to release *4 clients were picked up at the jail upon release. *14 clients were referred to the Behavioral Health Dept. *7 clients received a an inpatient rehab referral *6 clients received a housing referral *1 client was placed on Soberlink monitoring *1 client was placed on electronic monitoring *1 client was continued on current medication *5 clients were referred for employment assistance *12 clients were placed on a drug testing program *1 year recidivism rate - 21% 273 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $326,402 Carry-Over Funds $304,906 $485,792 Sheriff's Office $460,976 $14,948 Plumas County Literacy Program $23,389 $216,484 Probation $168,090 Plumas Crisis Intervention & Resource Center - Ohana House $45,000 $45,000 Plumas Crisis Intervention & Resource Center - Pathways Project $45,000 $189,252 District Attorney $144,252 $74,499 Behavioral Health $48,885 FY 2021-22 $1,352,377 FY 2020-21 $1,240,498.22 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $485,792 Sheriff's Office $460,976 $14,948 Plumas County Literacy Program $23,389 $216,484 Probation Department $168,090 $189,252 District Attorney $144,252 $74,499 Behavioral Health $48,885 FY 2021-22 $980,975 FY 2020-21 $845,592 274 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs &Services Plumas Crisis Intervention & Resource Center - Ohana $45,000 $45,000 Plumas Crisis Intervention & Resource Center - Pathways $45,000 FY 2021-22 $45,000 FY 2020-21 $90,000 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 annually to county and community-based partners. Applications are reviewed and discussed by an ad hoc committee. The committee brings a recommendation to the CCP Executive Committee at a scheduled meeting and it is voted on. The process guides the development of the annual budget. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes 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. 275 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 out-of-county services. The Public Health Department offers Naloxone and the Medication Assisted Treatment (MAT) Program as well as counseling and behavioral therapies to treat substance use disorders and prevent opioid overdose. Partners also provide Tele-Med services, intensive case management and services for the severely mentally ill (SMI). What challenges does your county face in meeting these program and service needs? Local challenges include limited available housing that will address the permanent housing need of transitioning offenders. The county also lacks a structured emergency shelter model program. Geography and minimal transportation options also 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? The ability for each county to create a response that is best suited for their region and needs. Expanding collaborations with community-based partners and out of county rehabilitation entities enhance the work and services provided by county partners and opens doors to additional choices and services for clients. The Alternative Sentencing Program, the Sheriff's Office, Behavioral Health Department, the District Attorney, the Courts, the Public Defender, and the Probation Department have all been strong collaborators for Plumas County's success in adapting to an ever-changing Public Safety Realignment effort. 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. The Plumas County District Attorneys Alternative Sentencing Program was awarded CSACs Merit Award in Adminstration of Justice and Public Safety in 2020 276 FY 2021-22 Community Corrections Partnership Survey Riverside County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Ron Miller, II Sayori Baldwin Chief Probation Officer Department of Social Services Honorable John M. Monterosso Matthew Chang, M.D. Presiding Judge or designee Department of Mental Health Supervisor, Karen Spiegel, Chairman 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 Tony Conrad Michael Hestrin Chief of Police Victims Interests How often does the CCP meet? Annually How often does the Executive Committee of the CCP meet? Annually Does the CCP have subcommittees or working groups Yes 277 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Probation: Expand DRC programs and services to maximize the treatment and intervention opportunities Objective 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 Due to the COVID-19 pandemic, social distancing and in-person services were placed toward on hold for a portion of 2020. It took months for all in-person services and service stated goal providers to return to full-service during 2021. For FY 19/20 the DRC serviced 1,589 clients and provided services to 1,060 clients in FY 20/21. The Riverside DRC has added two new classes: “Socialization” and Life Skills and Finance”; two webinar courses: “The Fair Chance Act for Job Applicants and Court Relief for your Criminal Record”; and explored transportation assistance and homeless outreach services in the community. 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 The mandated safety restrictions caused by the COVID-19 pandemic were continued Measure throughout this past fiscal year, resulting in the planned opening of the Culinary Arts program being suspended and unable to start. During this period, the colleges and schools closed for on-site instruction and education services. Progress SITE-B, RCOE, and DCCD finalized the culinary program Memorandum of toward goal Understanding (MOU) for five years. These agencies have conducted two meetings during the late summer and early fall of 2021 to reestablish a new start date and to review any modifications which may need to be addressed due to the delay and continuing COVID-19 protocols. The revised start date for the educational program is now set for January 2022 and will be implemented in stages. By late spring, SITE-B anticipates expanding the instruction with DCCD to include hands-on meal prep experience in the staff dining room at JBDC. Due to limited access to programming inmates in group settings, SITE-B expanded individual services to inmates which focused on reentry transitional planning and family reunification. 278 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 floaters who toward are clinical therapist trained in mental health and substance use disorder treatment. stated goal 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. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Probation: Expand DRC services to accommodate a virtual platform and provide compliance with social distancing requirements Objective Expand DRC services to accommodate a virtual platform Objective Provide an online presence to comply with COVID-19 social distancing requirements Outcome Increase virtual and hybrid classes for all DRC clients Measure Progress The DRC's decreased the number of in-person services to accommodate social toward distancing during the pandemic and has increased the virtual services available to the stated goal clients to continue to support the client’s efforts toward positive change. Several clients were celebrated with a home visit by the DRC team to minimize the number of clients/family/support individuals attending the celebration at the DRC facilities. Electronic communication has increased, Community Service Assistants delivered schoolwork for the clients who were unable to participate in online learning, Courage to Change classes and Job Development groups were offered via virtual meetings, and Mount San Jacinto College created virtual sessions with a student advisor for potential students. Additionally, the DRC staff assisted clients with applying for CalFresh and MediCal during the intake appointments as well as Behavioral Health offering Telehealth services which allowed clients of the DRC to receive Behavioral Health services and attend other virtual classes. The Riverside County Office of Education and the DRC's partnered to ensure DRC clients had the necessary technology to continue their education virtually and moved the Hi-Set testing to a virtual format which allowed the DRC students to test from any location. Goal Sheriff's Department: Expand the Supervised Electronic Confinement Program (SECP) Objective As the State of California reduces restrictions on the state and the courts begin to process the backlog of criminal cases, the Riverside County Sheriff’s Department is continuing to prepare to accommodate the surge of unsentenced and sentenced inmates. Objective Significantly increase the number of participants in an effort to reduce the strain on the available jail bedspace. Outcome Number of participants who complete the program Measure 279 Progress Since losing program cost recovery after the implementation of AB1869 July 1, 2021, toward the Riverside Sheriff's Department has received a critical funding source through stated goal AB109 Realignment Funds. Goal RUHS-BH: Design Core Outcome Measures for Forensic Outpatient clinics: RUHS- BH will aim to develop core outcome measures for non-FSP forensic programs to demonstrate consumer progress (e.g., risk behaviors, behavioral health symptoms, medical, psychiatric crises and hospitalizations, legal, housing, education, employment, and coping skills). There are currently similar outcome measures and data collection for FFSP programs. Objective Develop an outcomes tool and beta test tool to track progress of consumers for program implementation Outcome Tool development Measure Outcome Tool Implementation Measure Outcome Consumer Progress Reports/Forms Established Measure Progress Tool has been developed and currently in 90-day beta testing. Next steps are to make toward adjustments as needed based on beta testing feedback. Then, build the form into our stated goal electronic records system (ELMR), then develop reports to track consumer progress individually and by program. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $9,058,414 Contingency $3,429,500 Police Departments $3,429,500 $38,253,732 Health & Human Services $27,088,496 $312,533 Public Defender $698,519 District Attorney $289,023 $41,149,380 Sheriff Department $30,509,581 $21,993,786 Probation Department $18,941,170 FY 2021-22 $114,197,345 FY 2020-21 $80,956,289 280 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $9,058,414 Contingency $2,903,484 Contract Beds, Fire Camp $3,604,325 Home Detention/Work Release $3,429,500 City of Riverside, City of Corona, City of Hemet, City of Beaumont,… $3,429,500 $312,533 Public Defender services/mandates $698,519 Violations of PRCS and Parole, Victim Services, legal support, other… $289,023 $12,708,927 Medical Center $9,611,772 $11,122,870 Correctional Health $7,790,597 $14,421,935 Behavioral Health $9,686,127 Contract Beds, Security Improvement Projects $22,462 $2,202,643 Programs & Jail Alternative Programs $1,705,317 $500,601 Transportation Costs $372,584 $8,209,852 Facility Operational Costs $6,412,925 $23,728,475 In-Service Custody $21,996,293 $4,376,315 Day Reporting Centers (DRC) Staff, Operational Costs, Contracted… $3,112,085 $17,617,471 Supervision Services, Operational, Program costs (bus passes, tatoo… $15,829,086 FY 2021-22 $114,197,345 FY 2020-21 $80,956,289 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A 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 Riverside County Probation Department coordinates the Annual Realignment Plan (ARP) every year for the evaluation of programs and services and is primarily done through systems of regular statistical reports or audits consisting of relevant data elements focusing on program participation 281 and/or completion and defined program goals. The Sheriff’s Office has quarterly meetings. Behavioral Health provides review of goal and attainment of goals as specified in COR Annual Public Safety Realignment Plan. In addition, County of Riverside has contracted with an independent evaluation company, EVALCORP, to provide comprehensive evaluation consulting services, including an audit of local Realignment programs/services and impacts on clients/offenders. 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 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)? 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? While Probation Officers do not provide mental health services directly, RUHS-BH is able to provide mental health services through the continued collaboration within Probation's DRC facilities. According to the ARP FY 20/21, RUHS-BH has provided the following Realignment services during FY 20/21 to AB109 offenders, including those incarcerated in the county’s five detention facilities: • Mental health and substance use disorder screenings • Crisis management and triage • Adult full assessments 282 • Development of an individualized client care plan • Individual therapy • Case management • Family therapy • Group therapy • Substance use treatment groups • Mental health groups • Educational groups • Recreational therapy • Psychotropic medication management • Urinalysis testing (UA drug testing) • Withdrawal management • Substance Use Disorder (SUD) Recovery Services • SUD Residential Services • Recovery Residences (Sober Living) • Medication Assisted Treatment (MAT) Services • Comprehensive discharge planning including recovery services • Coordination of prison releases with the Probation Department for PRCS offenders • Emergency and Transitional housing • Transportation Behavioral Health Screenings for mental health and substance use are conducted at Probation sites, Behavioral Health (BH) outpatient clinics, and detention facilities to identify the AB109 offenders’ needs and determine the course of treatment and linkage to services. Behavioral Health screenings consist of questions related to mental health, substance use, housing, legal history, and treatment history. The BH screening form generates a referral 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 use referral is necessary which would lead to a Substance Use Disorder screening to further determine the level of care needed for substance use treatment. Behavioral health staff are dispatched to detention facilities to provide collaborative jail in-reach. Jail in- reach involves an AB109 case manager, detention staff, and inmates with open BH cases who are approaching discharge. The AB109 case manager provides a brief presentation and discussion regarding New Life services available and provides collaborative linkage and referral as needed to Day Reporting Centers (DRCs), New Life AB109 outpatient behavioral health clinics or Forensic Full Service Partnerships (FFSPs). Adult full assessments are completed on all AB109 offenders entering treatment with RUHS-BH. This assessment includes a thorough assessment of mental health and substance use treatment needs and identifies problem areas, medical necessity, treatment goals, and interventions to improve identified impairments. Re-assessments are completed annually. Client care plans establish treatment focus by identifying treatment goals and interventions to be utilized. Goals are required to be specific, measurable, attainable, realistic and time bound. Goals may include improvements in mental health, substance use, educational, occupational, housing, relationships, etc. Individual therapy, family therapy, group therapy, and BH groups (mental health and substance use) are offered at our New Life clinics, DRCs, and FFSP. In addition, educational groups are offered to AB109 consumers which include: 283 • Courage to Change (facilitated by DRC Probation) • Substance Use Education (New Direction) • Release and Re-integration (New Direction) • Criminal and Addictive Thinking (New Direction) • Anger Management (SAMSHA) • 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 use 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. We have established Medication Assisted Treatment (MAT) Services in the detention centers for those who need medication to assist with recovery from drug addiction. Also, to assist with referrals from jail and prisons, we established a SUD referral system where 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. Riverside County offers mental health, substance use disorder treatment including varying outpatient treatment levels, residential, sobering center, and recovery services, as well as additional behavioral treatment programs such as intensive outpatient services via Full Service Partnerships which include intensive case management to help with housing, support and linkage to social security and disability benefits, and other quality of life goals. In addition, we provide behavioral health services to those in- custody, at Day Reporting Centers upon release, and outpatient forensic clinics tailored to population. Further, inpatient psychiatric hospitalization, urgent mental health care centers, crisis residential facilities and AB109 Emergency Housing is provided. During this fiscal year, regarding in-custody programming through the Sheriff’s Department, SITE-B launched the Audio Book Children’s stories (ABCs) Project which provides family reunification services to qualifying inmates. After cooperation is granted by the child’s care provider during the incarceration period, the person may record an audio-book for their child(ren), which is sent home and serves as a tool for the child to remain connected to the parent during the period of separation. SITE-B completed the pilot program period for the evidence-based development of the Reentry Services Enhancing Transition (ReSET) Project, which focuses on individualized transitional and reentry planning, using assessment tools, like the Offender Reintegration Scale (ORS) published by JIST, Inc., and motivational interviewing techniques, to identify their clients’ reentry main needs and concerns. In addition, the ORS can be used as both a pre-release and post-release measure. It is an 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. Services, workshops and referrals are offered to each participant based on the cooperative plan put together by staff and the incarcerated individual. 284 What challenges does your county face in meeting these program and service needs? The Probation Department faced many challenges as we continue to work through the COVID-19 pandemic and the restrictions in place along with the support services utilized in the DRC's slowly returning to a more normal state. The Motivational Interviewing (MI) coaches were limited in their staff contact and subsequently their ability to carry out the observation portion of the MI process. However, the trainings, observations and coaching sessions were moved to an online platform to ensure department mandated training requirements were completed. The contracted employment vendors also faced significant challenges during the pandemic as small businesses temporarily closed and the employment representatives were pulled from the DRC's to prevent spreading the virus. Additionally, due to COVID restrictions the DRC's collaboration with probation officers assigned to homeless caseloads was halted to reduce potential exposure. Despite this, the area field offices worked together with Behavioral Health, the Sheriff's department, Code Enforcement, and community based programs to assist the homeless. This team was successful and earned the Riverside County Probation's 2020 Chief Probation Officer's Award. The Metro West Division's large group transportation plan, which was created to provide clients transportation to the nearest DRC facility for services, was placed on hold due to the pandemic and resumed in September 2021. There were many challenges to providing in-custody services as the COVID- 19 pandemic protocols remained in place for the health safety of inmates and staff. Some of the programs were suspended and remain suspended. Accommodations were made during the 2020/2021 period to provide as much remote learning, individualized services, and modified case management strategies where appropriate. Phone and protected in-person engagement have been required to ensure the health and safety of both inmates and staff. However, as essential workers, the staff reported on-site and remained diligent in fulfilling the duties and mission of department, ensuring compliance with providing program services, connecting clients to local and community services, and creating alternative ways to conduct business. Reduced staffing levels have also created challenges due to attrition, extended FMLA, and reassignment to other vital positions, and all but one contracted agency ordered personnel to work off site. For RUHS-BH, Challenges includes no-show rates and compliance with treatment of offenders. Attrition also is a challenge. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? In Riverside County, the CCP’s collaboration continues to strengthen, expand, and produce successful results. The collaboration amongst the county agencies allows for all to share ideas, provide feedback regarding pros and cons of processes; thus, allowing for modifications. This has been particularly evident during sub-work group and other interagency meetings, as well as projects targeting common barriers to success such as transportation, housing, and healthcare access needs, medication continuation and compliance, in-custody to community transitional services, employment, and education. Throughout the years, each agency has recognized that criminal justice partner collaboration is essential for cohesiveness in the planning and tackling of these challenges. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. As with the past years, DRCs continue to be a valuable approach where Probation staff are co-located with behavioral health staff. Clients who receive services offered at the DRCs have expressed the services offered are 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. 285 Clients indicated perhaps the most valuable service offered is the strong support system, assistance with satisfying basic needs (i.e., housing), assistance with changing their mindset, and the combination of the client's willingness and mindset to change. Some of the DRC statistics for 20/21 fiscal year are: • The DRCs Serviced 1,060 clients • There were 520 overall positive program completions. Of those, 138 clients were discharged as they achieved full-time employment. • 457 clients enrolled in education services, resulting in 13 graduating with their high school diploma or General Educational Development (GED). • 90 clients completed a Career Technical Education program which included OSHA 10, OSHA 30, Logistics, Microsoft Office, Southwest Airlines certification and Food Handlers cards. • Regarding employment services, the DRC contracted with Goodwill (providing services to Riverside and Temecula DRC) and Desert Best Friend's Closet (providing services to Indio). Goodwill's employment services are an open-ended, six-week (minimum) employment program. Desert Best Friend's Closet offers a four-day workshop. Both offer case management and employment retention services, as well as direct employment placement. • 18 clients completed Goodwill employment services with an additional six who did not complete due to obtaining employment. It should be noted, Goodwill did not have a representative for six months due to the COVID-19 pandemic. • 52 clients completed Desert Best Friend's Closet employment services and an additional two who did not complete due to obtaining employment. • 117 clients received services through DPSS, including enrollment in the CalFresh and Medi-Cal programs. • As of June 30, 2021, there were 623 clients enrolled throughout the entire DRC program. Courage to Change (C2C) Interactive Journaling System statistics for 20/21 fiscal year are: • All three DRCs facilitated a total of 426 topic journal C2C class groups. • An additional 137 clients completed the introductory journal, Getting Started. Of the 137 clients enrolled in the 'Getting Started' journal, 89% successfully completed the requirements. • Of the 172 clients enrolled in a topic journal, 40% successfully completed. • All three DRC sites will continue to offer C2C classes to clients and attempts to increase the usage throughout the department will remain as one of the many avenues to enhance engagement. The Post-Release Accountability and Compliance Team (PACT) statistics for 20/21 fiscal year are: • Compliance Checks: 2,213 • Arrests (PRCS): 296 • Arrests (MS): 57 We have learned that by addressing housing challenges first (Housing First Model), it allows buy-in for consumers to seek additional behavioral services once their housing crisis is addressed. 286 DRC SUCCESS STORIES Getting More Out of Life On April 19, 2021, after more than nine months participating in the My Ongoing Recovery Experience (M.O.R.E.) curriculum, three participants officially graduated from the program. M.O.R.E. is an award-winning, evidence-based program created by the Hazelden Foundation in 2006. The program focuses on the critical months after treatment and moving the participants toward effective self- management. They learn to take the structure, wisdom, knowledge, and clinical expertise they found in treatment home with them. M.O.R.E. is one of the many classes offered at the Riverside Day Reporting Center and is taught by the Day Reporting Center’s very own Peer Support Specialist (PSS) Antonio Martinez. Setting an Example Congratulations to former client Dalton, who graduated from the Riverside County Day Reporting Center (DRC) and is on a path to helping others as a Peer Support Specialist (PSS). He first heard about the DRC during the prison discharge process when he was counseled about available services once released. One of his goals was to complete his GED or high school diploma and to enroll in college classes. After completing his intake at the DRC, he was connected with PSS, Samuel Murillo, and they immediately developed a bond. Dalton knew right away he wanted to become a PSS and was grateful to PSS Murillo for providing him with the “blueprint” for how to achieve this goal. The first step to become a PSS was for Dalton to complete his high school education. Dalton attended classes offered through RCOE and, on October 21, 2020, he completed his credits. Due to his accomplishments, Dalton was chosen as a speaker at his high school graduation ceremony. In addition, he took extra classes at the DRC to assist him in his recovery: Wellness and Empowerment in Life and Living, Courage to Change, and Healthy Relationships. Dalton then completed his PSS training at RI International, where he graduated as Valedictorian of his class. After graduating from RI International, he enrolled in classes at the California Nurses Education Institute (CNEI) to receive his certification as a substance abuse counselor. He reported he was one of the top students in his class and stated, “when he attended high school, he struggled to pass tests, but now flies through his classes.” He credited this new ability, to his now “strong spiritual base and a deep passion toward his studies.” He is due to graduate from CNEI in December 2021. Dalton reported his instructor at CNEI recommended him for a job and he is now employed as a Detox Technician. He is patiently waiting until July 2022, as it will be one year since his probation expired. This will make him qualified to apply for a job as a PSS with the County of Riverside, as his goal is to work at the Indio Day Reporting Center. 287 This page intentionally left blank 288 FY 2021-22 Community Corrections Partnership Survey Sacramento County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Marlon Yarber Bruce Wagstaff, Deputy County Chief Probation Officer Executive Department of Social Services Hon. Russell L. Hom / Kelly Sullivan - Chevon Kothari, Director Designee Department of Mental Health Presiding Judge or designee Amanda Thomas, Chief Fiscal Officer William Walker County Supervisor or Chief Administrator Department of Employment Anne Marie Schubert Chevon Kothari, Director District Attorney Alcohol and Substance Abuse Programs Steven M. Garrett Dave Gordon, Superintendent Public Defender Head of the County Office of Education Scott Jones Mervin Brookins 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 289 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Maintain Community Safety Objective Expand coordinated reentry after incarceration Objective Increase resources for programs that have been shown to reduce recidivism and increase prosocial support Objective Continue support for programs that track, measure, and show positive outcomes in connecting and/or providing services to defendants/offenders Outcome Reported Crime Measure Outcome Crime Rate Measure Progress See Justice System Trends attachment. Reported crime in Sacramento County toward declined 24% from 2011 to 2020. Crime rate in Sacramento County declined 30% stated goal from 2011 to 2020. Please note, additional data, analysis and findings are being developed to report relative to FY 2021-22 goals, objectives, and outcome measures. Goal Reduce Recidivism Objective Expand use of evidence-based practices such as the Level of Service/ Case Management Inventory (LS/CMI) risk and needs assessment tool to support programing in custody Objective Support offender accountability through the use of graduated sanctions and incentives/rewards Objective Support programs that expand Risk/Need/Responsivity measures Outcome Parolee Bookings Measure Outcome PRCS Bookings Measure Progress See Justice System Trends attachment. Although the County is not responsible toward goal for Parolees in the community, because they cannot return to prison for parole violations, county services are provided in custody whey they are booked into jail. Please note, additional data, analysis and findings are being developed to report relative to FY 2021-22 goals, objectives and outcome measures. Goal Decrease use of jail housing Objective Reserve jail beds for those who have been identified as posing the greatest risk to public safety and have the most serious and violent offenses Objective Expand Pretrial, Collaborative Court, and Diversion programs that link defendants/offenders to services in the community and support transition back into the community Objective Further develop and support diversion programs for defendants who can be safely placed in the community in alternative programs Outcome Jail Average Daily Population Measure Outcome Jail Incarceration Rate Measure Progress See Justice System Trends attachment. Please note, additional data, analysis toward goal and findings are being developed to report relative to FY 2021-22 goals, objectives and outcome measures. 290 The Sacramento County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2019-20 Allocations $189,904 AB 109 Planning - CCP Analyst $797,367 District Attorney Community Corrections Partnership Program $580,513 $22,357,469 Probation Community Corrections Partnership Program $16,075,381 $5,997,074 Adult Correctional Health $4,588,815 $32,200,464 Sheriff - Corrections (Community Corrections Partnerhsip Program) $25,846,238 FY 2021-22 $61,542,278 FY 2020-21 $47,090,947 291 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $189,904 AB 109 Planning - CCP Analyst DA-AB 109 Realignment Services (Collab. Court Attorney, Lab Tech, & $647,367 Criminalist) $600,976 $150,000 DA-AB 109 Crime Lab Services & Supplies $105,072 Probation-Adult Court Services $3,080,476 $17,737,314 Probation-Adult Field Supervision & Services $13,315,756 Probation-Adult Community Corrections, Adult Day Reporting Center $4,620,155 Intake & Operations $6,655,411 Correctional Health Services-Jail Mental Health, Medical & Dental $5,997,074 Services $2,706,592 $2,576,037 Sheriff-Jail Release/Pretrial Program $3,215,628 $27,370,395 Sheriff-Inmate Housing and Services $21,183,547 Sherriff-Home Detention/Electronic Monitoring & Work Release $2,254,032 Program $1,447,063 FY 2021-22 $61,542,278 FY 2020-21 $52,310,521.23 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? The CCP established an Advisory Board to provide ongoing data collection, evaluation and analysis that includes input from local agency and community stakeholders, including formerly incarcerated individuals, to meet needs for annual AB 109 Plan updates due to the Board of State and Community Corrections (BSCC) each December. The CCP Advisory Board advises the CCP about data findings and provides recommendations regarding AB 109 Plan updates, which includes public safety realignment funding priorities for the County. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes 292 If yes, how? AB 109 funded agencies typically conduct program and service evaluations internally utilizing the BSCC recidivism definition along with other metrics to determine what adjustments are needed, including program and service expansion when they find successful outcomes as well as termination of programs and contracted services when performance is not satisfactory. Over the past year, the CCP Advisory Board has been directed to begin assisting with this effort through work with AB 109 funded agencies to provide ongoing data collection, monitoring and evaluation needed to advise the CCP regarding findings and recommendations for change to be incorporated in annual updates to the AB 109 Plan. The AB 109 Plan 2021 Update includes measures as of FY 2020-21. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? AB 109 funded agencies have adjusted programs and services based on evaluation findings. The county considers the CCP's AB 109 Plan recommendations when allocating AB 109 funds to agencies for programs and services to be delivered. The AB 109 Plan Annual Update developed by the CCP Advisory Board and approved in May 2021 is working to enhance and expand ongoing data collection and evaluation efforts. Findings will be used to better inform future AB 109 Plan updates, including for changes to programs and services supported by AB 109 funding. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes 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 attached Sequential Intercept Model (SIM) identifies behavioral health services accessible at different points along the criminal justice continuum and includes an inventory of services. 293 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 ongoing 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 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. Sacramento County Collaborative Court programs have seen significant growth since 1995, when the Drug Court (now known as Recovery Treatment Court) began providing a multi-disciplinary team approach to addressing substance use disorders through treatment and supportive supervision programming as an alternative to incarceration. In 2007, the Mental Health Treatment Court (MHTC) began to providing this collaborative approach for offenders with mental health disorders. Currently, there are seven Collaborative Courts in the local adult criminal justice system. These programs are described in the attached SIM. Sacramento Superior Court has seen increases in successful graduation rates for the MHTC, Veterans Treatment Court (VTC), and DUI Treatment Court (DUITC) programs in recent years. Charts showing the positive results for these programs are provided in the attached Collaborative Courts document. 294 295 December 2021 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 Dispatch Collaborative Courts Emergency / Crisis PC 1000 Drug Diversion, MH Diversion, Parole R esponse and Cite & Release Plea or Deferred Prosecution, Court Prison Reentry Parole Services Service Dispatch To Community Arraignment Ordered Community Supervision,  Probation PRCS Treatment, and Other Services Includes In & Out of Case Planning Crisis Care Custody Defendants  CDCR Programs Continuum Dispositional Courts Mental Health ACCESS Law  Competency Process Team, Community Jail Booking Enforcement  Plea Agreement/Trial Probation/ Support Teams (CST), Mental Health Urgent MCST/CIT Officers, Arrest and Pretrial  Probation Pre-Sentence Mandatory Homeless Outreach Assessment Investigation Reports Care Clinic (24/7-Jan Supervision/ Post Team, 2022), Mental Health Nurses Provide Release Community Mobile Crisis Support Crisis Respite Center, Screening & Intake 24/7 Mental Health Team; LEA Consult Line Supervision (PRCS) including Psych. or Jail Jail Reentry Treatment Center Other Referrals Coordination w/ Jail Reentry; Programs (MHTC), Substance Use When Indicated/  Mental Health Assessment, Adult Intake, Risk/Need Respite & Engagement Needed, Sheriff medication evaluation, treatment,  Eligibility Assess & Enroll in Assessment, Day Reporting (SURE) Program CNO/Cite & case management, crisis Public Assistance/ Centers, Treatment, Public Release/Other intervention, & release planning Healthcare Programs Assistance & Healthcare Screen, Probation with the following levels of care:  Cog-Behavioral Therapy Enrollment, Housing, Pretrial-Public acute psychiatric care, intensive  Substance, Mental Health, Education, Vocation & Other outpatient, outpatient, and jail Parent, & Education Services Hospital Emergency Safety Assess; Support Services based competency treatment.  Vocational Programs Department, MH Public Defender  Primary care, specialty care,  Health Care Discharge Triage Navigators MH/ Homeless/ ancillary services, dental, Planning, Including Med. Other pharmaceuticals  Housing, Peer, and Other Crisis Assessments by  SUD Counselor, Medication Supports Residential Social Workers Assisted Treatment Facilities  Reentry Service Assessment  Peer Navigator YTINUMMOC COMMUNITY No Charges Filed or Charges Dropped Alternative Sentence/ Community Service Bail/Bond Out, OR Cite & Release, Pretrial Monitoring , Pretrial Support Program, JDTRC, & Assess, Enroll. &/or Linkage & Case Mgt. Home Detention; Work Release; Reentry community wrap peer support & vocational services Straight Release (No Cite/Arrest) 296 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 training, 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, Bail Setting/Review, Initial Court Hearing - 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/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 – The entry point for County mental health services, a Behavioral Health Services (BHS) team of licensed mental health professionals provide Sacramento County residents referrals and/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. Individuals, caregivers, schools, medical providers, and other concerned adults can refer to the Access Team via phone, fax or US mail. 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:  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) operated by Behavioral Health Services, Monday through Friday, 8:00 am – 5:00 pm. The collaborative team includes, licensed mental health counselors, peer and family support specialists, and other professional staff providing community-based flexible services to serve all age groups experiencing mental health distress, including those at risk for suicide, and the individual’s family members and/or caregivers. 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 297 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) operates Monday – Friday, 10 am – 10 pm, and Saturday – Sunday and holidays, 10 am – 6 pm. It’s is a walk-in clinic for individuals experiencing a mental health and /or co-occurring substance abuse crisis. 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. This program is funded by the Sacramento County Division of Behavioral Health Services through the voter-approved Proposition 63, Mental Health Services Act (MHSA) o Available Services:  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) Mental Health Crisis Respite Center – Operated by Hope Cooperative/TLCS, provides twenty-four (24)-hour/seven (7) days a week mental health crisis respite care in a warm and supportive communitybased setting to eligible TAY (18+), adults, and older adults who are experiencing overwhelming stress due to life circumstance resulting in a mental health crisis. Services include screening, resource linkage, crisis response and care management up to twenty-three (23)-hours. The program has the capacity to serve up to ten (10) individuals at any given time. Crisis Residential Facilities – Short-term residential treatment programs that operate in a structured home-like setting twenty-four hours a day, seven days a week. Eligible consumers may be served through the CRP for up to 30 days. These programs embrace peer facilitated activities that are culturally responsive. CRPs are designed for individuals, age 18 and up, who meet psychiatric inpatient admission criteria or are at risk of admission due to an acute psychiatric crisis, but can instead be served appropriately and voluntarily in a community setting. Beginning with an in-depth clinical assessment and development of an individual service plan, crisis residential program staff will work with consumers to identify achievable goals including a crisis plan and a Wellness Recovery Action Plan (WRAP). Substance Use Respite & Engagement (SURE) Program – Operated by WellSpace Health 24 hours a day 7 days a week at 631 H St., behind the Main Jail, the SURE Program provides short-term (4-12 hour) recovery, detox, and recuperation from effect of acute alcohol and/or drug intoxication. Staffed by healthcare professionals to provide medical monitoring, SUD counseling, and connections to supportive services and transportation to service partner or home after completion of short-term recovery. 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) – licensed clinicians embedded with law enforcement to respond to mental health crisis related calls for service (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, Elk Grove 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. Jail Diversion Treatment and Resource Center (JDTRC) 298 Sheriff’s Jail Intake Staff – Provide additional screening during booking to identify detainees who qualify for and can be safely released on their “own recognizance” (OR) without being placed in housing units, typically within 24 hours of booking. This type of pretrial release is known as a “Quick” release. Sheriff’s intake staff also identify defendants eligible for the Chronic Nuisance Offender (CNO) Program. Booking officers refer eligible defendant to the District Attorney’s Office for participation in this specialty court program provides housing, treatment and other services as an alternative to jail. 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 and ancillary care services. Registered nurses (RNs) 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, & 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 jail facilities. 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) Counselors to provide 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 Program - 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 for pretrial monitoring may be provided further assessment and linkage to health and support services, court reminder telephone calls, office visits, community visits and GPS monitoring. Public Defender’s Pre-Trial Support Program - Social workers embedded in the Public Defender’s Office conduct clinical forensic, housing and other need assessments for pretrial defendants booked into jail, develop coordinated safety jail discharge plans, link individuals to mental health, housing and other support services, and provide ongoing case management support after release. 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, defendants who meet criteria: (1) Within five years prior, the defendant has not suffered a conviction for any offense involving controlled substances other than 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. Drug diversion program clients enter a plea of not guilty and waives the right to a trial by jury and proceedings are suspended during participation in a 12- 18 month drug treatment program (18-36 months if ordered prior to 2018). If the individual does not complete the program or is convicted of specified crimes the Court may terminate diversion and reinstate the criminal proceedings. Charges are dismissed if the individual successfully completes diversion. Mental Health Diversion (Terms differ 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, where a qualified expert determines nexus between mental health symptoms and criminal behavior, and the 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 12 or 24 months, dependent upon offense. Processes established by Sacramento Superior Court. 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, Misdemeanor response, intervention and stabilization, medication evaluation and support, and ongoing suffering from mental illness or co-occurring mental 6-12 District Attorney, Health Mental Health specialized mental health services. Social Worker Services provided through the Public No Cap and substance use disorders, approved for months Services, Human Diversion Defender’s Office. Full Service Partnership supports such as housing, employment, education participation by the Court under PC 1001.36. Assistance and transportation. Upon completion, case dismissed. 299 Outpatient and/or residential services including case management, benefits acquisition, crisis Defendants facing felony charges and suffering from Court, Public Defender, Felony Mental response, intervention and stabilization, medication evaluation and support, and ongoing mental illness or co-occurring mental and substance 12-24 District Attorney, Health Health Diversion specialized mental health services. Social Worker Services provided through the Public No Cap use disorders, approved for participation by the Court months Services, Human Felony Defender’s Office. Full Service Partnership supports such as housing, employment, education under PC 1001.36. Assistance and transportation. Upon completion, case dismissed. 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: cognitive-behavioral treatment classes; referrals to community-based organizations; job skill assessments; vocational training; group, individual or family counseling; educational services including assessment, GED preparation and testing; emergency housing; family support services; pro-social activities; and participation in the Community Outreach Program to provide restitution to victims. Adult Correctional Health RNs onsite for screening and referral to health care services. Additional behavioral health service options not operated by the County, but 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 Sacramento County Collaborative and Specialized Courts Title Who It's For What It Includes Length Capacity Agencies Involved Recovery Residential and outpatient services including detoxification, substance misuse, mental health Court, Probation, Attorneys, Defendants charged with non-violent drug Treatment Court treatment, relapse prevention, and reentry services; drug testing, case management, housing, and 10 - 18 Dept. of Health Services, possession, violations of probation, and certain 80 - 125 (formerly Drug therapeutic (yoga, nutrition, mind-body) services; and probation supervision. Upon completion, months Dept. of Human Assistance, drug-related and property crimes. Court) suspended jail time is lifted and probation may be terminated or the case may be dismissed. and Service Providers Court, Substance Use Individual assessments to determine level of treatment needs and linkage to appropriate 18 Drug Diversion – Defendants charged with simple possession and Prevention and Treatment, treatment services. Self-help support groups and random drug testing for 6 months. Upon months - 800 plus PC 1000 first time drug offenses. Attorneys, and Service completion, charges may be dismissed. 3 years Providers Residential and outpatient services including case management, benefits acquisition, crisis Court, Attorneys, Dept. of Non-violent defendants diagnosed with specified Mental Health response, intervention and stabilization, medication evaluation and support, and ongoing Health Services, Probation, mental health disorders or co-occurring mental 12 - 18 Treatment Court specialized mental health services. Full Service Partnership supports such as housing, employment, 150 - 200 and Mental Health and and substance use disorders, approved for months (MHTC) education and transportation. Random drug/alcohol testing. Upon completion, suspended jail time Substance Use Treatment participation by the DA's Office. is lifted, probation may be terminated, and the case may be dismissed. Service Providers Report to Probation for drug/alcohol/mental health screening and treatment referral. Four "fee for Court, Attorneys, Substance service" multi-disciplinary sites are available for detoxification, residential, outpatient, methadone, Defendants charged with non-violent drug Use Prevention and Prop 36 Court sober living, vocation, family counseling, literacy, and communication skills services. 12 weeks 6 months 100 possession and transportation for personal use. Treatment, and Service intensive outpatient services, 12 weeks aftercare, and proof of completion required. Upon Providers completion, plea is withdrawn and case dismissed, terminating probation. 300 Title Who It's For What It Includes Length Capacity Agencies Involved Individuals charged with a VC 23152 (DUI), who Residential and outpatient services including detoxification, substance misuse, relapse prevention, Court, Attorneys, Dept. of DUI Treatment 12 - 18 have three prior DUI misdemeanor convictions drug testing, and case management services; and probation supervision. Upon completion, 50 Health Services, Probation, Court (DUITC) months within a 10 year period. suspended jail time is lifted and probation may be terminated early. and Service Providers Any combination of residential and/or outpatient treatment including case management, Veteran Veterans Veterans charged with offenses related to issues mentoring, substance abuse and mental health services, and random drug and alcohol testing by 12 - 18 Court, Probation. Attorneys, Treatment Court from US Military service. No sex, arson or gang 30 the VA and Probation. Upon completion, case is dismissed and sealed, unless other agreement months and Veterans Affairs (VTC) offenses. specified. Program services may begin in custody and upon release include participation in Probation’s Adult Court, Probation, Sheriff's Defendants charged with non-violent drug and Day Reporting Center (ADRC), housing, education, vocation/employment, individual and group 12 - 18 Office, Attorneys, and Reentry Court property offenses eligible for County Jail Prison 50 counseling, and connection to county medical, general and CalFresh services. Upon completion, months Substance Use Prevention (CJP) or State Prison. term of probation is reduced and CJP time is vacated or permanently suspended. and Treatment ReSET Court Court, Attorneys, (Reducing Adult females charged with prostitution or Prostitution diversion program services include health and wellness education, HIV testing, group Community Against Sexual 3 - 6 Sexual prostitution related offenses; may have other and individual counseling, trauma based therapy, wraparound, life skills and peer mentoring 100 - 120 Harm (CASH), and Substance months Exploitation & misdemeanor charges. services. Upon completion, the initial plea is withdrawn and the case is dismissed. Use Prevention and Trafficking) Treatment Residential placement is offered in lieu of jail time, which is stayed pending successful completion Court, Attorneys, County Chronic Misdemeanor offenders within District Attorney of program services. Substance abuse and mental health assessment and treatment services Substance Use Prevention Nuisance Community Prosecution areas with at least 10 provided by County and community-based providers. Homeless and related social, health and fiscal 90 days 20 - 40 and Treatment, Sac Steps Offender (CNO) arrests, citations, and/or bench warrants within services also available. Upon completion, sentence is modified per terms of an original plea Forward, and Service Program 12 months. agreement. Providers City Alcohol Individuals with 5 alcohol-related City Code Sac City Attorney, As a term of probation, 30 days of residential alcohol treatment services at Volunteers of America Related citations and/or arrests in the past 18 months, Sacramento Police Dept., (VOA) in lieu of a 30 day jail sentence. Upon completion, the 30 day jail sentence is permanently 30 days 80 Treatment need housing, and are in-custody for a violation of VOA, Sac Housing and stayed. (CART) probation. Redevelopment Agency Placement in Volunteers of America (VOA) comprehensive alcohol treatment program with Individuals found to be publicly intoxicated-PC Sutter Health, Court, transport from jail to VOA. Services available include Narcotics Anonymous, Alcoholics 647(f) and have 15 or more alcohol related Sacramento Police Dept., Serial Inebriate Anonymous, life skills, post-placement housing, employment training, and other services. Upon county, city or service contacts (arrest/ 90 days 10 Sheriff’s Office, Attorneys, Program (SIP) completion of treatment, outstanding warrants are cleared and offenses are dismissed in the citation/detox/fire/hospital) within the prior 12 Sac Downtown Partnership, interests of justice, except if victim restitution is owed or there are DMV issues that cannot be months. and VOA waived. On-site consultation at Loaves and Fishes Legal Clinic, with the Public Defender’s Office. Legal remedies through the Court include resolving infraction cases to include participation in Loaves and Homeless low level traffic and misdemeanor 800 cases Court, District Attorney, community-based services, such as clean and sober living facilities and/or mental health 3 - 6 Fishes Court offenders (trespassing, drinking in public, etc.) processed Public Defender, Loaves and treatment. In addition it allows individuals to work off debt from tickets and fines by doing months (for Homeless) who cannot afford to pay court fines and fees. annually Fishes community service hours. Completion of community services hours may result in the case being dismissed. 301 Limited Term Grant Programs Title Who It's For What It Includes Length Capacity Agencies Involved Public Defender, District Assessment of criminal records and filing petitions to clear and modify records to remove Expungement/Record Individuals experiencing homelessness with a No capacity Attorney, Probation, barriers criminal records create with housing, employment, education, and professional 90 days Modification criminal record. Limit Court, HEAP partners, licenses. 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 Human Assistance, Flexible Housing Pool approximately 400 persons, 80 from the jail diversion pilot. FHP is modeled after the Flexible Defendants facing misdemeanor criminal charges 80 Public Defender, District (FHP) – Jail Diversion Supportive Rehousing Program (FSRP) for the top 250 utilizers of health services and jail. An 12-24 and experiencing literal homelessness identified by & Attorney, Probation, Pilot & MHSA additional $6 million in MHSA funding has been invested in FHP to house approximately 400 months the Public Defender and approved by the Court. 400 Courts, Health Services, Investment households experiencing homelessness with a mental health need who are exiting jail or acute 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 Social workers embedded in the Public Defender’s Office conduct clinical forensic, housing Courts, District Attorney, Pretrial Support Adults in custody pending criminal charges and and other need assessments for pretrial defendants booked into jail, develop coordinated 3 No Cap Public Defender, Health Program suffering from mental illness. safety jail discharge plans, link individuals to mental health, housing and other support months Services *Launched 4/2020 services, and provide ongoing case management support after release. Telecare’s EMPOWER program includes clinical forensic and housing assessments, outpatient Court, Public Defender, DSH Felony Mental Defendants facing felony charges and diagnosed and/or residential services with case management, benefits acquisition, crisis response, District Attorney, Health Health Diversion with schizophrenia, schizoaffective, or bipolar intervention and stabilization, medication evaluation and support, ongoing specialized mental 12-24 Services, Human *Launched March disorder; likely to become Incompetent to Stand health services, transportation, employment and education support. Housing provided to 50% 50 months Assistance, Telecare 2021 (Grant funds Trial (IST) or found IST; and approved for of the clients. Social Worker Services provided through the Public Defender’s Office. Each (Contracted Treatment through June 2023) participation by the Court under PC 1001.36. participant will have psychiatrist, MD, nurse practitioner, case manager, peer recovery coach, Provider) attorney, and social worker. Upon completion, case dismissed. 302 Selected Crime and Correctional System Data Trends Criminal Justice Cabinet August 12, 2021 303 Examining Data Trends is Part of the Criminal Justice Cabinet Mission • The principal mission of the Cabinet is to study the Sacramento County juvenile and criminal justice system, identify deficiencies, and formulate policy, plans and programs for change when opportunities present themselves. • The Cabinet is committed to providing the coordinated leadership necessary to establish cohesive public policies based on research, evaluation and monitoring of policy decisions and programs implemented. 304 2 Many Factors Impact Local Justice System Data Trends • Resources • Leadership • Public Health Emergency • Legislation • Litigation • Technology 305 3 County Population Increased 15.6% from 2005 to 2021 (15.2% Increase 2005 to 2020) 1,750,000 1,546,174 1,561,014 1,515,015 1,484,379 1,456,502 1,500,000 1,432,359 1,406,168 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 2021 306 Source: CA Dept. of Finance Table 1: E-4 Population Estimates for Counties and State, 2001-2021 4 Reported Crime Down 45% Overall 2005 to 2020 Violent Crime Up 8.1% 2019 to 2020 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 40,542 39,105 40,000 36,588 36,224 35,430 32,822 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 7,314 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 5 raeY reP detropeR semirC fo rebmuN Total Property Crimes Realignment Violent Crimes Prop 47 COVID-19 307 Source: CA Dept. of Justice –Open Justice Data Domestic Violence-Related Calls for Assistance Declined 12% Overall 2005 to 2020 Calls with Weapon Involved Increased 51% 10,000 9,365 Total Calls 9,000 8,516 Calls with Weapon Involved 8,000 7,453 7,312 7,015 7,000 6,384 6,406 5,830 6,000 5,545 5,670 5,453 5,069 5,120 4,870 4,813 5,000 4,696 4,000 3,000 3,035 2,000 2,527 2,317 2,317 2,722 2,673 2,772 2,832 2,599 2,653 2,389 2,516 2,690 2,166 2,212 1,787 1,000 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 308 Source: CA Dept. of Justice –Open Justice Data 6 Crime Rate Down 52% Overall 2005 to 2020 Violent Crime Rate Up 7.3% from 2019 to 2020 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 2,607 2,415 2,315 2,343 2,110 2,000 1,000 715 795 696 664 639 603 523 557 517 508 557 517 489 452 438 470 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 7 stnediseR 000,001 reP detropeR semirC fo rebmuN Total Property Crime Rate Violent Crime Rate Realignment Prop 47 COVID-19 309 Source: CA Dept. of Justice –Open Justice Data Adult Arrests Down 52% Overall 2005 to 2020 60,000 Total 52,218 Misdemeanor 50,957 48,745 Felony 50,000 47,949 Realignment 46,287 Prop 47 42,183 41,229 39,851 COVID-19 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 25,117 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 14,165 13,126 12,495 12,611 13,256 12,465 10,952 10,000 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 310 Source: CA Dept. of Justice –Open Justice Data 8 Sworn Staffing from 2005 to 2020 Sheriff's Sworn Staff Police Sworn Staff Probation Officers 1,600 1,510 1,482 1,419 1,392 1,348 1,400 1,333 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 1,008 1,000 945 920 946 959 971 971 977 893 781 800 718 689 646 624 600 566 526 524 546 547 555 559 555 551 505 481 454 400 200 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 311 Source: CA Dept. of Justice –Open Justice Data 9 Adult Felony Cases Submitted to DA’s Office Down 51% from 2005 to 2020 (Misdemeanor Cases Down 49% from 2005 to 2020) 30,000 27,630 27,905 26,997 26,754 Realignment Prop 47 25,432 COVID-19 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 14,165 15,000 12,685 12,491 12,064 11,946 12,081 10,952 10,000 Misdemeanor 5,000 Felony 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 312 Source: CA Dept. of Justice –Open Justice Data 10 Parolees Booked with New Charges Down 37.4% PRCS Offenders Booked with New Charges Up 6.5% 2012 to 2020 2,500 Number of PRCS offenders booked with a new local charge(s) 2,050 1,983 Number of parole violators booked 2,000 with a new local charge(s) Prop 47 COVID-19 1,528 1,478 1,500 1,398 1,405 1,400 1,283 1,217 1,098 1,052 983 1,004 952 923 1,000 887 740 695 500 0 2012 2013 2014 2015 2016 2017 2018 2019 2020 313 Source: Board of State and Community Corrections –AB 109 Jail Profile Survey 11 Jail Bookings Down 60% from 2008 to 2020 70,000 63,986 Realignment Prop 47 60,000 57,683 COVID-19 54,081 51,154 50,821 50,000 47,701 48,264 44,944 44,163 40,735 39,606 40,000 36,763 30,000 25,665 20,000 10,000 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 314 Source: Board of State and Community Corrections –Jail Profile Survey 12 Quarterly Bookings Declined 39.3% and New Mental Health Cases Declined 16.6% from 2015 to 2021 Total People Booked New Mental Health Cases Opened 14,000 COVID-19 12,000 10,000 8,000 6,000 4,000 2,000 0 315 Source: Board of State and Community Corrections –Jail Profile Survey 13 Jail Psychiatric Services Average Monthly Caseload Increased 139% from 2005 to 2020 2,000 COVID-19 Prop 47 Realignment 1,740 1,800 1,712 1,627 1,561 1,543 1,600 1,496 1,469 1,476 1,400 1,200 1,119 985 1,000 904 837 782 790 800 727 713 600 400 200 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 316 Source: Board of State and Community Corrections –Jail Profile Survey; Correctional Health, Jail Psychiatric Services 14 Average Length of Stay in Jail Up 40% from 2005 to 2020 COVID-19 Prop 47 40 38 Realignment 35 35 35 34 34 35 33 32 31 30 30 29 30 27 26 25 25 25 20 15 10 5 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 317 Source: Board of State and Community Corrections –Jail Profile Survey 15 Quarterly Average Length of Stay AB 109 Releases All Sentenced Releases All Releases Unsentenced Releases 200 185 185 183 COVID-19 177 180 172 172 172 170 167 163 164 164 160 154 155 149 148 147 148 150 140 136 137 140 131 126 120 110 111 100 93 90 88 87 80 80 72 66 66 66 66 60 59 63 62 60 61 60 64 64 62 60 60 63 63 62 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 41 40 30 26 29 27 29 26 28 27 25 25 25 26 29 25 24 29 27 29 30 27 23 26 30 31 19 15 20 0 318 Source: Board of State and Community Corrections –Jail Profile Survey 16 Monthly Average Daily Population 17 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 197 8281 058 3891 629 0902 3301 8612 179 7712 3201 2322 079 1622 169 8332 4801 2822 9501 8422 729 5312 498 5512 4500 Unsentenced ADP Sentenced ADP Total Rated Capacity 4000 4,005 3500 3000 2500 2000 1500 1000 500 0 319 Source: Board of State and Community Corrections –Jail Profile Survey Jail ADP Down 35% from 2008 to 2020 (Down 19.5% from 2005 to 2020) 5,000 Realignment Prop 47 4,599 4,530 COVID-19 4,455 4,500 4,279 4,118 4,103 4,132 4,051 4,059 4,044 4,076 4,146 4,047 3,853 4,000 3,574 3,726 3,689 3,653 3,720 3,717 3,610 3,611 3,553 3,653 3,653 3,458 3,353 3,390 3,500 3,215 3,136 2,991 3,000 2,710 2,500 2,000 Total Facility ADP 1,500 Local Inmate ADP (Excludes 1,000 Federal Contract Beds) 500 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 320 Source: Board of State and Community Corrections –Jail Profile Survey 18 Jail Incarceration Rate Down 41% 2008 to 2020 (Down 27% from 2005 to 2020) Realignment 350 326 328 Prop 47 COVID-19 316 300 292 300 286 283 283 285 273 263 258 250 235 239 236 192 200 150 100 50 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 321 Source: Board of State and Community Corrections –Jail Profile Survey; Dept. of Finance Population Data 19 PC 1170(h)(1) Offenders Sentenced to County Jail Prison (CJP) Increased 66% 2012 to 2020 (Includes Both Straight and Split Sentences) 1,800 Prop 47 1,666 1,600 COVID-19 1,484 1,403 1,351 1,400 1,186 1,154 1,200 1,000 881 819 800 600 494 400 200 0 2012 2013 2014 2015 2016 2017 2018 2019 2020 322 Source: Board of State and Community Corrections –AB 109 Jail Profile Survey 20 New Adult Felony Probation Grants Down 13.5% from 2010 to 2020 7,000 Prop 47 Realignment COVID-19 5,901 6,000 5,672 5,740 5,618 5,324 5,438 5,368 5,386 4,947 5,000 4,436 4,279 4,000 3,000 2,000 1,000 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 323 Source: Judicial Council of California 21 Adult Probation Population Decreased 5.6% from 2013 to 2020 324 Source: Sacramento County Probation 22 Juvenile Arrests Down 86% from 2005 to 2020 8,000 7,088 Total Prop 47 7,000 6,622 6,564 Misdemeanor 6,437 6,300 Felony 6,000 Status Offenses 5,419 5,000 4,417 4,195 4,069 3,845 4,000 3,601 3,613 3,370 3,228 COVID-19 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 1,030 947 1 8 ,0 6 0 9 4 894 949 796 1,000 267 508 450 539 389 241 211 200 158 139 117 7 1 1 0 2 2 6 9 9 1 4 56 8 83 7 59 5 6 7 6 5 8 6 2 3 5 6 2 6 0 4 5 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 325 Source: CA Dept. of Justice –Open Justice Data 23 Youth Detention Facility Bookings Down 82% from 2008 to 2020 7,000 Number of Juvenile Hall Bookings 6,245 6,000 Number of Weapons Related Bookings 5,288 5,000 Prop 47 4,000 3,565 2,954 COVID-19 2,837 3,000 2,491 2,347 2,186 1,909 2,000 1,721 1,496 1,395 956 1,000 665 593 570 487 360 392 334 454 316 535 334 451 313 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 326 Source: Board of State and Community Corrections –Juvenile Detention Survey 24 Youth Detention Facility Average Daily Population Down 67% from 2008 to 2020 300 278 243 250 235 200 192 192 186 184 178 143 150 136 120 122 93 100 50 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 327 Source: Board of State and Community Corrections –Juvenile Detention Survey 25 Probation Out-of-Home Placement Total Down 38% from 2013 to 2020 328 Source: Sacramento County Probation 26 Juvenile Probation Population Down 80% from 2013 to 2020 329 Source: Sacramento County Probation 27 What Could Impact Future Data Trends? • Resources • SB 92 Closure of Division of Juvenile Justice (DJJ) • Mays Consent Decree • New Policies & Programs - Jail Diversion Treatment and Resource Center, Pretrial Services, etc. • California Advancing and Innovating Medi-Cal (CalAIM) • Technology – New Jail Management System (ATIMS), New Court Case Management System, Social Health Connect (health, housing, & jail/justice data exchange platform), etc. • Wellness Crisis Call Center (988) and Response 330 28 FY 2021-22 Community Corrections Partnership Survey San Benito County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Joseph A. Frontella, Jr. Tracey Belton Chief Probation Officer Department of Social Services Honorable J. Omar Rodriguez Alan Yamamoto Presiding Judge or designee Department of Mental Health Bea Gonzales Enrique Arreola County Supervisor or Chief Administrator Department of Employment Candice Hooper Alan Yamamoto District Attorney Alcohol and Substance Abuse Programs Daniel Martin Krystal Lomanto Public Defender Head of the County Office of Education Eric Taylor Diane Ortiz Sheriff Community-Based Organization Carlos Reynoso Patricia Salcedo 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 331 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Enhance Reentry Services Objective Provide a Reentry Case Manager. Objective Provide a Peer Mentor. Objective Additional Mental Health Services for the Jail Outcome Select and appoint a Reentry Case Manager. Measure Outcome Select and appoint a Peer Mentor. Measure Outcome Add additional mental health services for the Jail Measure Progress The Reentry Case Manager position has been active and implemented various toward programs to inmates in the County Jail. A full-time clinician has been hired for the stated goal County Jail. The Peer Mentor position has been place on hold for a future need. Goal Community Gang Intelligence Collaborative/Special Intelligence Unit (SIU) Objective Concentrate in the area of gang activity. Objective Gang intervention. Objective Determine factors of increased gang activity. Outcome Impact of gang activity in the community and provide intervention. Measure Outcome Resources gather gang information and provide community outreach. Measure Outcome Increase of resources in the community. Measure Progress Work group has begun collaboration to develop strategy to move forward. A budget toward goal to support the program has been approved by the Community Correction Partnership (CCP) and the County Board of Supervisors. Implementation has begun a new name for the group has been established to be Special Intelligence Unit (SIU). One Probation Office and Sheriff Deputy have been assigned to the SIU. Goal Hire a consultant Objective Development of grant budgets and apply to long term projects. Objective Review policies, procedures, and compliance. Objective Case Management and develop procedural workflow. Outcome Reconcile budgets and obtain grants. Measure Outcome Update policies, procedures, and compliance. Measure Outcome Upgrade/replace case management system. Measure Progress Constultant contract will end in December 2021, the Case Management System has toward goal been updated and staff has been given a desk top manual with training to achieve full function of the Case Management System. The AB 109 Realignment Safety Grant has been reconciled along with other internal grant budgets. Policies and procedures have been update and amended. 332 Goals, Objectives, and Outcome Measures FY 2021-22 Goal Special Intelligence Unit Objective Assess level of increased crime. Objective Determine factors of increased gang activity. Objective Increase community presence through community outreach, education, and intervention. Outcome Identify areas within the community that have experienced increased levels of crime. Measure Outcome Monitor trends that may impact an increase in crime. Measure Outcome Promoting a safer community through outreach, education, and intervention efforts. Measure Progress Appointment of officers into SIU as well as the training as related to the assignment. toward stated goal FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations Sheriff Office $4,485 Sheriff's Office $818,750 Probation Department - Staffing $859,740 Misc. Direct Aide $1,000 $(71,5R1e4s)erve $(171,606) $(933,799) Inter-Fund Tranfer $(427,893) Sheriff Department - Well Path Mental Health Contract $128,711 Sheriff Department - Jail Security Electronic Controls $260,260 Probation Consultant $33,077 Probation Department - Noble Assessment Tool $84,928 Various Assistance $1,000 Youth Alliance - Parent Project/Family Counseling Program $95,395 $60,000 Gavilan College - GED Education $20,000 $20,000 District Attorney - Staffing $71,585 $71,585 Special Intelligence Unit $751,168 $459,662 Sheriff Department $468,750 Behavioral Health Services $232,600 $232,600 Hollister Police UNET $155,000 $155,000 Probation Department $21,264 $754,321 FY 2021-22 $2,025,674 FY 2020-21 $2,130,394.71 333 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $4,485 Sheriff Office -Jail Computer Software $4,961 Probation Department -- Program Materials $45,765 Special Intelligence Unit-Sheriff/Probation/DA/Hollister Police Dept. $(71,514) Reserves $(171,606) $(933,799) Inter-Transfer Fund $(427,893) $18,750 Sheriff Office - Computer Software $18,750 Sheriff Office - Well Path Medical $128,711 Probation Department Final Rent $4,581 $705,403 Special Intelligence Unit-Sheriff/Probation/DA/Hollister Police Dept. $459,662 $250,000 Sheriff Jail Project Loan fund $250,000 Sheriff Jail Security Locks $260,260 $1,000 Misc. Assistance $1,000 $155,000 Hollister Police Department - UNET Officer Salary $155,000 $71,585 Distric Attorney - Salaries $71,585 $799,740 Probation Department -- Salaries $729,740 $80,000 Behavioral Health Services - Salary $80,000 $550,000 Sheriff Department- Salaries $200,000 $60,000 Probation - Electronic Monitoring Program $20,000 FY 2021-22 $1,741,376 FY 2020-21 $1,779,790 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services Consultant $33,077 $16,303 Noble Software $84,928 $20,000 Gavilan College $20,000 $95,395 Youth Alliance - Parent Project/Family Counseling Program $60,000 $152,600 Residential Treatment Programs $152,600 FY 2021-22 $284,298 FY 2020-21 $350,605 334 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? Yes If yes, how? Decline to Respond. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Decline to Respond. 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 335 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. 336 FY 2021-22 Community Corrections Partnership Survey San Bernardino County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Tracy Reece Diane Alexander Chief Probation Officer Department of Social Services Michael Sachs Veronica Kelley Presiding Judge or designee Department of Mental Health Leonard X. Hernandez Brad Gates County Supervisor or Chief Administrator Department of Employment Jason Anderson Jennifer Alsina District Attorney Alcohol and Substance Abuse Programs Thomas Sone Scott Wyatt Public Defender Head of the County Office of Education Shannon Dicus Owen Duckworth Sheriff Community-Based Organization Chris 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? Other Does the CCP have subcommittees or working groups No 337 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Increase substance abuse disorder treatment to offenders in San Bernardino County Objective 100% of probation clients with substance use disorder history will receive a screening for substance use disorder treatment Objective 50% of those probation clients found in need of substance use disorder treatment will participate in/complete treatment. Objective 100% of probation clients receiving substance use disorder treatment will participate in a newly developed survey to report on there substance use during the next year Outcome Number of participants enrolled in substance use disorder treatment Measure Outcome Number of participants completing substance use disorder treatment Measure Outcome Number of participants completing a survey to gauge substance use since Measure completing treatment Progress In fiscal year 2020-2021, there has been an increase in referrals for SUD services in toward all three of the DRC's over the last year. The Fontana DRC has seen an increase in stated goal program attendance, whereas in the High Desert, there has been a decrease in program attendance. In the central region, there has been an increase in program attendance in the community through DBH implemented drug & alcohol services due to the absence of an SUD Clinic on-site. The goal is to achieve better outcomes with the implementation of the self-reporting mechanism being developed and to also to be able to have preferred outcomes through improving the fidelity of programs. Goal Decrease likelihood of recidivism by implementing a variety of vocational opportunities 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 placement Measure upon completion of a certification program. Progress During this period, there has been an increase in offenders participating in toward goal certification classes within the on-going vocational contracts, There has been approximately six cycles of the Welding certication class as of June 2021. There has been 14 students receiving industry recognized certification, 4 students currently working as certified welders, 2 students started their own business, 1 student working within a union led appreticeship, and 1 student moved onto further certification classes at the local community ciollege. In the Firefighting collaboration, we have had three probations complete the certification program through a non-profit, and are currently working in the field, and two more probationers currently enrolled in the certification program. 338 Goal Decrease the potential for recidivism in the homeless offender population coming out of the jail facilities by linking them to housing opportunities upon reporting to the Day Reporting Centers. Objective Reduce homelessness with the use of Probation Housing Coordinators in three Day Reporting Centers. Objective Assist with housing of homeless offenders in transitional or permanent living facilities upon release from custody. Outcome Reduction in homelessness and recidivism among this population. Measure Outcome Improve the safety and quality of life for those offenders who are homeless and Measure choose not to go into probation housing Progress From November 2020 through November 2021, Probation housed approximately toward goal 464 unique clients. This is an 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. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Decrease the potential for recidivism of the probation population by increasing the availability of quality programming to offenders under probation supervision by outsourcing programming to Community Based Organizations. Objective Integrate a Programming Administrator into the three-Day Reporting Centers to increase the amount of quality programming available to quality programming. Objective Improve the fidelity of existing programming within the three Day Reporting Centers Objective Implementing the DRC Council in all three Day Reporting Centers to gain feedback from probation clients on the quality and effectivness of programming Outcome The Program Administrator will work in conjunction with Research to implement Measure improved programming availability to address the needs of the probation clients that are pinpointed in the assessment tool. Outcome Increase the use of the pre and post class test to improve the fidelity of the current Measure and new programs in all three of the Day Reporting Centers. Outcome Use client feedback on the effectiveness of DRC programming to make imprvments Measure to existing and future programs to lessen recidivism in the probation population Progress Currently, the Probation Department is in the process of procuring a Program toward Administrator. Within the Day Reporting Centers, we are working with Probation stated goal Research to develop processes that achieve quality data on the fidelity of programs, as well as gaining offender feedback with the implementation of the DRC Council. Client surveys are scheduled to begin in December 2021, and the Council is set to convene in February 2022. 339 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $186,559 Law and Justice Group $185,754 $279,839 Workforce Development Department $278,631 $6,275,194 Department of Behavioral Health $6,248,106 $254,380 Public Health $253,282 $3,067,863 Public Defender $3,054,620 $4,000,660 District Attorney $3,983,390 $52,443,314 Sheriff Department $53,375,369 $39,959,601 Probation Department $39,787,109 FY 2021-22 $106,467,410 FY 2020-21 $107,166,261 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $186,559 Law and Justice Group $185,754 $279,839 Workforce Development Department $278,631 $5,666,554 Department of Behavioral Health $5,147,673 $254,380 Public Health $253,282 $3,067,863 Public Defender $3,054,620 $4,000,660 District Attorney $3,983,390 $52,443,314 Sheriff Department $48,554,195 $36,661,895 Probation Department $36,117,109 FY 2021-22 $102,561,064 FY 2020-21 $97,574,654 340 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $514,311 Alcohol & Drug Services $280,000 Transistion Assistance (Prepaid Negotiables) $150,000 Various Treatment Components $1,868,000 $900,000 GPS Monitoring $1,010,000 $2,117,706 Transitional Housing $1,820,000 $94,329 Mental Health Providers $4,743,607 FY 2021-22 $3,906,346 FY 2020-21 $9,591,607 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to respond 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. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? 341 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 for those clients who are being supervised in the community as well as pre-release planning for those that are in custody awaiting release. • 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 as well as the three Day Reporting Centers which includes: • Psychiatric and medication support The MDD/DOORs programs is 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 and out-stationed triage engagement teams with some programs operating 24/7. The Probation Department also has three (3) Day Reporting Centers where offenders can report and receives services or referrals, as well as Department of Behavioral Health staff who are stationed at these and other probation locations. San Bernardino County has a 211 phone system for all residents to call for assistance/referrals. In Custody Programs: • AA/NA meetings • Adult Basic Education (ABE) (5-Keys Charter School) • Anger Management 342 • 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 in a limited capasity due to needs across the county mostly devoted to the Juvenile relm of Probation. To offset the transportation needs, 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. To help offset the needs for employment, we have collaborated with County Human Resources and other county agancies in an MOU known as Community Employment Pathways to aid in referrals for temporary employment for our probationers to aid in the need for employment. We also collaborate with Workforce Development in a referral based system for those offenders in need for a three day Workshop for employment to include applications, interview prep, and job leads search. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Declined to respond. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Declined to respond 343 This page intentionally left blank 344 FY 2021-22 Community Corrections Partnership Survey San Diego County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Cesar Escuro, Interim Chief Nick Macchione Chief Probation Officer Department of Social Services Honorable Lorna Alksne Nick Macchione Presiding Judge or designee Department of Mental Health Dorothy Thrush Amy Hall, Chief Impact Officer 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 Gore Charlene Autolino Sheriff Community-Based Organization Mike Moulton Linda Pena, Director of Victim Chief of Police Services Victims Interests How often does the CCP meet? Semi-annually How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups Yes 345 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 Objective Improve and streamline felony settlement Outcome Change in percentage of jail capacity that is utilized for pre-trial detention, long term Measure sentences and revocations Progress Sheriff’s Pretrial Unit toward The San Diego County Sheriff’s Department implemented the Sheriff's Pretrial Unit stated goal on July 1, 2016. In FY 2020-21, the Pretrial Unit was operational in all San Diego felony courts and released 541 individuals on Supervised Own Recognizance with an annual success rating average of 97.8%. 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 individuals in custody utilizing evidence-based practices and proactive supervision methods. In FY 2020- 21, 655 individuals in custody 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 Programming for toward goal Reentry, Support and Stability (PROGRESS) opened in January 2018. The pilot project was designed collaboratively by the Superior Court, the District Attorney’s Office, the Public Defender’s Office, the Probation Department 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. When COVID-19 hit, it was clear that the existing facility where PROGRESS was housed was too small to meet the CDC's recommended guidelines. Thus, the program, its interventions, and staff were transitioned into the detention and reentry facilities in April 2020. Program staff work with individuals with a history of homelessness who have mental health needs that impact their ability to remain out of custody. The primary focus continues to be the Stepping Up goal of "reducing the number of people with mental illnesses in jail." In addition to our in-custody interventions, we have a broad range of community providers and residential treatment programs that we work with to create reentry plans that are individually tailored to the needs of our participants. By providing additional education and support along with an emphasis 346 on ongoing mental health treatment in and out of custody, we are preparing participants to better manage their mental illness when they return to the community. During FY 2020-21 Q1-Q3, 53 participants were enrolled and 49 (90%) completed the program. After the transition from alternative custody to in-custody in Q4, 23 individuals who were similar to the original PROGRESS population began receiving Behavioral Case Management services. 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 services Measure Outcome Use of incentives and sanctions and use of Integrated Behavioral Intervention Measure Strategies (IBIS) in supervision and engagement efforts Progress The County of San Diego provides the results of risk and need assessments to all toward parties in the sentencing of felony defendants. stated goal The 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. 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 2020-21, 95% of PRCS clients were referred to community-based services using the Probation Department’s Community Resource Directory (CRD). Through the 347 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. Clients on Mandatory Supervision are provided with an intensive supervision model that is designed to increase their chances of successful reintegration into the community. 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. Clients on MS participate in the MS Court process which includes pre-release hearings and subsequent status hearings to monitor client progress in the community. As part of MS Court, each 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 2020-21, 96% 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. 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 not testing positive for using drugs, maintaining residential stability, and achieving employment/educational accomplishments. Probation officers 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 2020-21, 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. By using evidence-based practices, probation officers support clients to successfully complete probation supervision without recidivating. During FY 2020-21, 71% of PRCS clients and 92% of MS clients successfully completed their terms of supervision without new convictions for felony or misdemeanor offenses. 348 Goals, Objectives, and Outcome Measures FY 2021-22 Goal Enhance prevention, diversion, and alternatives to custody; reserve jail for individuals posing a serious risk to public safety or sentenced for serious crimes Objective Maximize use of alternative custody options and explore opportunities for growth in areas such as Pretrial Services, the County Parole and Alternative Custody Unit, Home Detention, the Residential Reentry Center, Collaborative Court referrals, the District Attorney (DA) Community Justice Initiative, the DA Juvenile Diversion Initiative, the Community Transition Center, the Public Defender Defense Transition Unit, and the Public Defender Substance Abuse Assessment Unit Objective Strengthen partnerships through co-location of departments and programs when possible, to support an integrated model of supervision and service delivery Outcome Monitor the number of clients diverted to the Community Transition Center in lieu of Measure custody Outcome Advance strategies and programming to connect individuals with primary behavioral Measure health conditions, including substance use disorders, to behavioral health care and connections to housing Progress The Community Transition Center allows clients who violate their community toward supervision terms and who are in need of treatment to be referred to and housed at stated goal the CTC while awaiting availability of residential treatment programs. This temporary housing helps to save limited jail bed space and keeps the clients in a therapeutic environment until they can enter programs. From July to November of 2021, 179 clients were diverted to the CTC in lieu of jail time, saving an estimated 1,253 jail days. The Probation Department implemented mental health and treatment teams in the regional offices to increase adult client access to behavioral health services and care coordination. The Probation Department has an Adult Reentry Unit co-located in the San Diego County Health & Human Services Agency Family Resource Center in Lemon Grove to facilitate engagement efforts with community partners and to provide on-site assessment and linkage to critical services in the future. Goal Enhance reentry interventions in custody and the community Objective Provide direct and support services to the custody population in San Diego County detention facilities including screening and assessment; services for behavioral health conditions; services for individuals who rapidly cycle in and out of custody; public health interventions including immunizations; and housing services for those experiencing or at risk of homelessness Objective Provide services to clients in the community after a period of incarceration to avoid recidivism including a widened scope of services for clients on MS; use of the DA Community Action, Resource, Engagement (CARE) Center, DA Tattoo Removal Program, and DA Community Grant Program; Public Defender Defense Transition Unit and Substance Use Assessment Unit; Community Transition Center; increased utilization of resources for education, employment, financial literacy, housing; and improved physical and behavioral health coordination through new opportunities provided by California Advancing and Innovating Medi-Cal initiative Outcome The San Diego County Sheriff's Department Reentry Services Division (RSD) Measure designs programs to influence change in criminal behavior while promoting healthy lifestyles and community safety. The skills acquired through the Sheriff's Department programming encourage the individuals in custody to translate new 349 behaviors both in custody and into the community. Services provided include case management, reentry planning as well as psycho-social programs, vocational training, employment connection, educational opportunities, and wellness. RSD counselors will meet with individuals and perform an assessment to address needs. Prescribed programming is done based on needs identified through individual and group reentry interventions in the four tracks offered while in custody. These interventions provide additional education, skills, linkage to services in the community and assist in creating a reentry plan to support future success and reduce the likelihood of returning to custody. Services include coordinating with community providers to create discharge plans that are individually tailored to the needs of our participants. It is anticipated, this level of collaboration will lend to successful reentry into the community. Outcome Track and monitor the number of Post Release Community Supervision and Measure Mandatory Supervision clients receiving reentry services Progress The Sheriff's Department received grant funding to provide programs and services toward that will prevent, prepare for and respond to the coronavirus with a focus on reentry stated goal related needs. A new contract was awarded to a community-based organization to train individuals with criminal justice lived experience as Peer Reentry Leaders (PRL). The PRL Academy is a 5-week training that equips its students with the necessary knowledge and skills to lead individual or group discussion sessions on relevant topics for promoting successful reentry, including "how" and "where" to access services, and to support individuals in their transition from the detention or reentry facility into the community and to share health messages related to preventing the spread of COVID-19. Additionally, interim housing contracts are being used as a short-term housing option for people who meet this level of need. For individuals being referred to housing, Sheriff's staff will create an individualized reentry plan that addresses individual needs and will include linkages to employment services and community- based organizations for ongoing support. While individuals are in interim housing, the providers will assist clients in accessing public assistance benefits (CalFresh and Medi-Cal) within 30 days of entering housing. It will also provide safe, secure and stable housing while supporting clients in achieving educational and/or employment goals, physical and mental well-being, and positive connections to the community. All clients on Post Release Community Supervision and Mandatory Supervision are provided with reentry services. From July to November 2021, reentry services were provided through the Community Transition Center (CTC) for 249 clients on Post Release Community Supervision and 48 clients on Mandatory Supervision. 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 access to short-term 350 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. From July to November 2021, the CTC provided over 713 referrals to services including residential treatment programs, mental health, CBT, and outpatient treatment programs. Mandatory Supervision clients receive comprehensive reentry planning that starts when they are in custody and ensures their successful transition to the community. In-custody services involve 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 outline the services the clients receive in custody. Once sentenced, clients participate in prescribed programming while in custody including Cognitive Behavioral Therapy, vocational programming, anger management, life skills, and treatment for substance use disorders. When the MS clients are released to supervision, they participate in an intensive and structured supervision process through 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 risk and needs, and provides the client with assistance obtaining and/or maintaining housing and employment. Goal Provide evidence-based supervision and intervention services to reduce recidivism through more effective services for realigned clients Objective Incorporate evidence-based practices, trauma-informed care, and multi-disciplinary team approaches into supervision and case management of clients placed on Post Release Community Supervision and Mandatory Supervision Outcome Monitor referrals to community-based services including demographic information Measure to track and support equity and inclusion in service delivery Outcome Monitor the recidivism rates for Post Release Community Supervision and Measure Mandatory Supervision clients during supervision and twelve months after termination from supervision. For Post Release Community Supervision clients, monitor the successful termination from supervision within 6-12 months. Progress From July to October 2021, 94% of clients on Post Release Community Supervision toward and Mandatory Supervision were referred to community-based services. Referrals stated goal to services were made equitably across racial/ethnic groups with 96% of Black clients referred, 93% of Hispanics, 93% of Whites, and 96% of clients of other races/ethnicities referred. From July to October 2021, 53% of clients on Post Release Community Supervision successfully completed supervision within 6-12 months. 351 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations Health and Human Services $1,500,000 $50,000 Public Safety Group $120,000 $3,000,000 District Attorney $3,000,000 $39,524,119 Probation $30,000,000 $48,638,770 Sheriff $47,400,000 FY 2021-22 $91,212,889 FY 2020-21 $82,020,000 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $319,434 Juvenile Pre-file Diversion $672,800 Fire Camps $670,000 $1,089,537 RESPECT - Youth Mentoring $1,120,000 $1,298,901 PROGRESS - Alternative Custody-Reentry and Mental Health Svcs $1,280,000 Court Security $860,000 $1,086,597 Mental Health Assessment and Transition $1,120,000 $2,673,584 Pre-Trial Services $2,550,000 $2,680,566 Community Capacity Building $3,000,000 $8,015,000 Custody Support $7,560,000 $7,383,673 Alternative Custody $6,400,000 $27,364,916 Sheriff's Re-entry & Rehabilitation Facility $26,920,000 $1,000,000 Re-entry Court Services $1,000,000 $19,431,897 Supervision in the Community $19,400,000 $286,164 Data Collection, Analysis and Evaluation $280,000 $1,542,598 Law Enforcement Analysis and Support $1,500,000 $13,767,222 Services in the Community $5,760,000 $2,600,000 Community Transition Center $2,600,000 FY 2021-22 $91,212,889 FY 2020-21 $82,020,000 352 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $13,717,222 Services in the Community Growth Fund Reserve $2,680,566 Community Capacity Building $3,843,690 Alternative Custody Data Collection, Analysis and Evaluation Substance Abuse, Mental Health, and Housing Services $2,600,000 Community Transition Center $1,000,000 Re-entry Court Services FY 2021-22 $23,841,478 FY 2020-21 $18,448,458 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. The plan for FY 2020-21 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. During the fall of 2021, the County updated its CCP Plan through six public meetings of a working group that included representatives of the CCP Executive Committee. The plan reflects stakeholder and community participation, including guidance from individuals who have been incarcerated and under community supervision. Future meetings will continue to gather public input. The updated plan shows that San Diego County’s approach to AB 109, the broader justice system, and the people who touch it has evolved significantly in the ten years since Public Safety Realignment passed. Additionally, the policy priorities expressed by the Board of Supervisors including equity, behavioral health connections, performance outcomes, and alternatives to incarceration are reflected 353 in the plan. The Fiscal Year 2021-22 CCP Plan provides an updated framework for San Diego County justice partners and stakeholders to plan, monitor and report on San Diego County’s criminal justice system. 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? Contract monitors who are responsible for overseeing contracted services and their departments monitor the outcomes in each contract. 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 What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Decline to Respond. We would like to better understand your county's capacity 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 (HHSA), and the Superior Court, continue to closely collaborate in meeting the mental health, substance use disorder, and housing needs of our justice-involved population. HHSA’s Behavioral Health Services (BHS) department remains a central and key partner in serving the justice involved population. BHS offers an array of mental health and substance use disorder prevention, treatment and recovery services, including permanent supportive housing, through County- 354 operated and community-based providers to connect children, youth, adults, older adults and families who have behavioral health conditions, including individuals with justice involvement, to ongoing care. BHS collaborates with the Courts, the Sheriff’s Department, Probation, and other law enforcement agencies to divert and connect individuals with law enforcement involvement or at-risk of justice involvement diversionary with treatment in lieu of incarceration, when possible, as they are entering or exiting detention, jails, or courts. In FY 2020-21, BHS served approximately 95,000 individuals across the system, 40% of whom had justice-system involvement within the preceding two years. In Fiscal Year 2018-19, BHS opted into the Drug Medi-Cal Organized Delivery System (DMC-ODS), to enhance and expand services for individuals with substance use disorders, including individuals with justice-involvement. DMC-ODS expanded services, including services target to individuals with justice- involvement, and increased service standards, oversight, and improved care coordination. 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. Annually, the Defense Transition Unit processes over 1,400 attorney referrals while participating in Behavioral Health Court, advocating for diversion motions, and educating justice partners daily concerning Behavioral Health Services program criteria. San Diego County’s Community Transition Center (CTC) addresses the mental health, substance use disorder, and other needs of clients on Post Release Community Supervision upon release from state prison. After arriving 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 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 2020-21, the CTC provided over 1,788 referrals to services including residential treatment programs, mental health, CBT, and outpatient treatment programs. What challenges does your county face in meeting these program and service needs? 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 (HHSA) leads efforts to implement strategies to address housing related barriers for this population. HHSA recently established a new department, Homeless Solutions and Equitable Communities (HSEC), that includes the Office of Homeless Solutions (OHS). OHS is focused on building coordinated robust services, community outreach, and County cross-threading to assist people experiencing homelessness, as well as engaging in upstream, equitable prevention efforts. OHS is leading several collaborative programs with the Public Safety Group partners, including the Public Defender and Sheriff, to engage individuals while they are in custody to begin making connections to services and developing a housing plan prior to release. The goal is to provide participants immediate housing options, connections to services on the day of their release, intensive case management and housing assistance for up to twelve months in the community to ensure connections to services and placement into permanent housing. OHS currently oversees the Community Care Coordination 355 program, which serves individuals who have a serious mental illness, the Community Care Coordination for Veterans program, which serves veterans, and Community Care Coordination Straight to Home program, which will be implemented in January 2022 and will serve individuals with high needs (such as behavioral and/or physical health needs). All three programs serve individuals who are reentering the community from local jails and are experiencing or at-risk of experiencing homelessness. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Over the last decade, the County of San Diego justice system and Health and Human Services Agency have increasingly recognized the needs of justice involved clients and expanded their focus to more comprehensively address behavioral health care including mental health and substance use disorders, as well as other needs such as housing and employment/education. The justice system is further evolving to focus more on prevention, diversion, and alternatives to custody. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Mobile Crisis Response Teams: Mobile Crisis Response Teams (MCRTs) are deployed to connect individuals who are experiencing a behavioral health crisis to care by dispatching behavioral health experts to emergency calls, as an alternative option to a law enforcement, when appropriate. Deploying clinicians to non-violent behavioral health crisis calls rather than law enforcement, when appropriate, is more effective and less traumatic to clients. In January 2021, Behavioral Health Services launched the MCRT pilot program in the North Coastal Region and MCRTs will be expanded countywide through a staggered process, in partnership with law enforcement entities in the region. The San Diego County District Attorney's Office has implemented several innovative early intervention programs, diversion programming, as well as programming to assist individuals reentering the community after a period of incarceration. The District Attorney’s Blueprint for Mental Health Reform was created to memorialize the work of stakeholders who participated in two symposiums mapping the intersection between mental health and the criminal justice system. The Blueprint includes ten specific recommendations with many sub- recommendations that move the needle on mental health reform and keep the public safe using evidence-based practices, while treating individuals with mental illness with compassion, dignity, and respect. Several of the Blueprint’s recommendations have been implemented or are on their way to implementation including de-escalation training for every police officer in the county, Mobile Crisis Response Teams, Community Based Crisis Stabilization Centers with law enforcement drop offs, and expanded mental health diversion options. Most recently, the first Community Based Crisis Stabilization Center opened in Vista providing options to help families facing a mental health crisis, with 24/7 access to stabilization services, medication, and connection with community services. This Crisis Stabilization Center also provides law enforcement with a third option from taking an individual experiencing a mental health crisis to jail or the hospital. An innovative program in the area of adult diversion is the Community Justice Initiative (DA CJI) has produced positive results for those individuals facing low level criminal charges by providing them with the opportunity to have their case dismissed before sentencing. Participants must successfully complete twelve-hours of Cognitivie Behavioral Therapy (CBT) and four hours of community service. 356 After completion of CBT, the participant can choose to be connected to services in lieu of the community service. Referrals can be made for housing assistance, job training, mental health or substance use disorder treatment, food, clothing and more. After completing the program, the case is dismissed, and the individual’s record is sealed. In the initial two years the (DA CJI) program has been running, there have been approximately 841 participants of which 538 cases have been dismissed. Others are still in the process of completing the program. Of the participants who successfully completed the program, only 5% have had additional criminal cases filed against them. Innoviative programing in the area of juvenile diversion includes, the District Attorney Juvenile Diversion Initiative (JDI). The JDI is a county wide early intervention program that prioritizes alternative diversion options for youth before filing criminal charges, to help reduce the possibility that a young person will reoffend. The JDI, in conjunction with the National Conflict Resolution Center, works in collaboration with other community-based organizations to provide culturally competent services and restoration to the youth diverted through the JDI. The objective is to provide San Diego County youth the opportunity to attempt to repair the harm they caused, understand the impact of their choices, and to avoid permanent and negative outcomes related to the formal criminal justice system, including stigma, labeling, and a criminal record. Evidence-based data shows that when a youth who commits a crime is provided specific services in their own community, they can maintain those connections, reducing the likelihood of reoffending. All impacted parties are eligible to participate in the JDI with the goal of accountability for the crime. This includes, the person harmed (the victim), the youth responsible for the harm, family members, and/or community. The DA’s JDI program is for youth between the ages of 13 and 17 and provides comprehensive as well as restorative justice principles to ensure participants address the harm they caused. Participation is a voluntary process, and upon completion, the diverted youth responsible for the harm will have the opportunity to have their arrest record sealed. A best practice established by the District Attorney's Office is the District Attorney's Community, Action, Resource, Engagement (CARE) Center. The CARE Center is a satellite office of the District Attorney’s Office, located in National City. The CARE Center is a product of the community’s collaboration with the San Diego County District Attorney’s Office, aimed at actively linking individuals in the community to community-based prevention and intervention services with the goal of building strong community relationships and reducing crime. The CARE Center provides individuals with evidence-based prevention and intervention support services to help them improve their quality of life, reduce crime and recidivism, and promote public safety. Using an evidence-based needs assessment, motivational interviewing and trauma-informed practices, the DA’s Prevention and Intervention Program team members work with both adults and youth to identify their top needs. Crime prevention specialists at the CARE Center assist those individuals transitioning back to the community with reentry services. The CARE Center also assists families receive wraparound services, which includes family counseling, employment, housing, and food distribution. 357 This page intentionally left blank 358 FY 2021-22 Community Corrections Partnership Survey San Francisco County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Sharon C Jackson, Interim Chief Susie Smith 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 Amleida District Attorney Alcohol and Substance Abuse Programs Manohar Raju Steve Good, Education Partner Public Defender Head of the County Office of Education Paul Miyamoto Stephanie Garcia / Cedric Akbar Sheriff Community-Based Organization William Scott Beverly Upton Chief of Police Victims Interests How often does the CCP meet? Semi-annually / Annually How often does the Executive Committee of the CCP meet? Annually Does the CCP have subcommittees or working groups No 359 Goals, Objectives, and Outcome Measures FY 2020-21 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 of racial and ethnic disparities in the justice system during Measure partner and policy meetings Outcome Develop framework for measuring key decision points within criminal justice Measure agencies and have departments report back on conducting relevant decision point analysis studies and related efforts within departments Outcome Develop and implement Racial Equity Action Plans focused on internal staffing and Measure external interactions with the community. Progress See sections entitled “Prioritizing Racial Equity” and “Agency Overviews” for toward information on accomplishments toward the stated goal. stated goal Additionally, in FY20-21, SF criminal justice agencies continued work to understand racial and ethnic disparities within the justice system. Multiple agencies and stakeholders collaborate on a Safety and Justice Challenge (SJC) initiative funded through the MacArthur Foundation. This multi-year, multi-disciplinary initiative focuses on safely reducing the jail population and addressing disparities in the system. An SJC workgroup meets regularly to discuss demographic and other characteristics SF’s jail population and key strategies to support safe releases from jail, including services and supports for individuals with complex needs. Further, the San Francisco Adult Probation Department was awarded two Substance Abuse and Mental Health Services Administration (SAMHSA) technical assistance opportunities focused on Reentry Services: 1) Diversity, Equity, and Inclusion (DEI) Community of Practice (CoP), and 2) Engaging Clients for Successful Reentry CoP. The DEI CoP experience allowed SFAPD to leverage other racial equity initiatives and to bring more community voice and the voice of individuals with justice system involvement to the center of the conversation. The SFAPD is committed to increasing awareness of interconnectedness in order to bridge ourselves together and eliminate the disparities and injustices impacting our community, clients, and workforce. This CoP has helped the department and its reentry service providers to bridge and strengthen relationships, to understand the varied perspectives of the individuals represented in the CoP, to establish trust, and to build momentum as a collective group with a shared vision. The DEI CoP also allowed for in-depth conversations focused on the concept of well- being, which brought the group to the connection between well-being and belonging. As a next step, SFAPD plans to build upon this well-being and belonging thought work by reaching out to the Reentry Council Community Advisory Board and the Reentry Council Subcommittees to solicit additional input on these constructs. All of 360 this input will be used to develop qualitative and quantitative measures of well-being so that reentry services providers and the SFAPD are better positioned to report out on measures beyond recidivism. 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 Objective Continue to identify needs of justice involved individuals and strategies to further support these individuals in San Francisco Outcome Develop a contract with a housing provider to implement a mental health housing Measure 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 protocols Measure that streamline and expedite referrals to the new mental health housing program Outcome Ongoing initiatives and policy body efforts are leveraged to further understand needs Measure of justice involved individuals Progress See section entitled “Agency Overviews” for information on accomplishments toward toward goal the stated goal. Additionally, justice involved individuals in the City and County of SF (CCSF) have significant behavioral health and housing needs. Justice system partners and support agencies are challenged to meet the needs of clients who have mental illnesses (MI) and co-occurring mental illness and substance abuse, are assessed as having high criminogenic needs, and who may be experiencing chronic homelessness. Demographic data from December 2019 suggest that 56% of clients enrolled in services funded by the SFAPD were diagnosed with a serious mental illness. As of March 2020, conservatively 21% of SFAPD’s medium and high risk clients were identified as experiencing homelessness. To better address some of these needs, the SFAPD applied for and was awarded a BJA Justice and Mental Health Collaboration Program grant to implement a new 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). SFAPD and the partner applicant, Westside Community Services, will strive to implement a non- punitive, health-centered program designed to ensure that individuals struggling with addiction, mental illness, homelessness, and poverty are appropriately directed toward alternatives to the criminal justice system. The program will offer up to 12 months of subsidized transitional housing/client, onsite clinical case management and linkages to community reentry supports, and evidence-based clinical services using the Forensic Assertive Community Treatment (FACT) model. The program expects to serve approximately 30 clients over the grant period. The San Francisco County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 361 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $417,000 Public Defender $329,000 $417,000 District Attorney $327,304 $13,232,000 Sheriff's Office - Trial Court/Court Security $12,367,904 $18,613,000 Sheriff's Office $12,661,300 $18,813,000 Adult Probation Department (APD) $13,505,626 FY 2021-22 $51,492,000 FY 2020-21 $39,191,134 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $417,000 Public Defender $329,000 $417,000 District Attorney $327,304 $13,232,000 Sheriff's Office - Trial Court/Court Security $12,367,904 $18,613,000 Sheriff's Office $12,661,300 $18,813,000 Adult Probation Department (APD) $13,505,626 FY 2021-22 $51,492,000 FY 2020-21 $39,191,134 362 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $8,834,815 Community Based Organizations (nonprofit and otherwise) $200,000 Supervision Strategies (Telephone Reporting, GPS) $176,587 $2,349,070 Operations - Rent, Transportation, Training, Misc $1,066,212 Technical Assistance - Training $15,331 Technical Assistance - Consulting $70,455 Women's Gender Responsive Services Providers $918,225 Supportive Services Providers $495,614 Housing Services Providers $710,186 Employment Services Providers $332,541 Containment Model Services Providers $399,234 Behavioral Health/Case Management Service Providers $1,300,000 FY 2021-22 $11,383,885 FY 2020-21 $5,484,385 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. As a result, CCP funds run through the Mayor’s Budget Office (MBO) for the City and are allocated to CCP eligible services through the City and County of San Francisco’s regular budget process and are memorialized via the City’s Annual Appropriation Ordinance. In calendar years 2020 and 2021, the SFAPD provided clarification regarding the nature and direction of previously discussed realignment report and evaluation ideas. Member agencies received information outlining 2 future endeavors: 1) an evaluation of AB 109 funded services, and 2) production of an updated realignment report. Agencies were encouraged to have internal discussions about these projects and determine where these items fit within each department’s existing priorities. Given challenges brought on by COVID-19 and on-going infrastructure limitations, the CCP ultimately decided to postpone an evaluation of services and tasked the SFAPD with organizing the effort to update the CCP realignment plan. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes 363 If yes, How? 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. In addition, recidivism data is compiled for all SFAPD clients; however, infrastructure, staff, and resource constraints limit the current ability to link this recidivism data to program data. • 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 has 2 FTE research staff members who support the department by providing varied support with policy and legislation; racial equity plans; internal and external communications; justice partner engagement; applied research; data integrity, reporting, and sharing; performance measures; grant writing and management; fiscal decision making. One or both of these individuals also serve as a partner on external projects with other justice system partners and stakeholders such as SF’s Reentry Council, the MacArthur Foundation Safety & Justice Challenge initiative, SF’s Sentencing Commission, the Public Safety Assessment Working Group (pretrial release), the Criminal Justice Racial Equity Workgroup, the city’s JUSTIS committees, the Probation Research Network, the Association for Criminal Justice Research, the California Association of Pretrial Services, etc. 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 X Average daily population X X Conviction X X Length of stay X X Recidivism X X Treatment program completion rates 364 Definitions for these categories may vary depending on who is requesting the data, which department within the jurisdiction provides the data, and whether the data being requested is part of a local, state, or federal grant. In some cases, the definitions used may match BSCC definitions. What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? 81% or higher We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? The 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 multi-million dollar 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 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 grant, SFAPD opened 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 are available here: sheriff@sfgov.org What challenges does your county face in meeting these program and service needs? SFAPD responded to expansive and complicated behavioral health challenges of clients by increasing responsive resources. However, 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 365 addition, consumers have identified needs for gender responsive treatment and treatment specific to transitional aged youth (TAY). In 2020, SF’s Mayor and members of its Board of Supervisors, along with City and County agencies worked to implement an initiative called “Mental Health SF” which aims to take a 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 answers in previous questions. 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 have had multiples services touch points per day or week, resulting in thousands of units of services. In FY 20-21 the CASC served 2300 unduplicated people through our virtual platform and off site comprehensive reentry 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 • 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 17 transitional housing programs and 1 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. In addition, 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 366 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 to August 2020 and found a 42% increase in call volume per person and a 51% increase in call minutes per person. 367 This page intentionally left blank 368 FY 2021-22 Community Corrections Partnership Survey San Joaquin County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Steve Jackson Greg Diederich Chief Probation Officer Department of Social Services Kelly Placeres Tony Vartan Presiding Judge or designee Department of Mental Health Charles Winn Patricia Virgen County Supervisor or Chief Administrator Department of Employment Tori Verber-Salazar Tony Vartan District Attorney Alcohol and Substance Abuse Programs Miriam Lyell Dr. Troy Brown Public Defender Head of the County Office of Education Patrick Withrow Geneva Haynes Sheriff Community-Based Organization Sekou Millington Gabriela Jaurequi Chief of Police Victims Interests How often does the CCP meet? Monthly How often does the Executive Committee of the CCP meet? Quarterly Does the CCP have subcommittees or working groups No 369 Goals, Objectives, and Outcome Measures FY 2020-21 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 clients in the Measure Day Reporting Center. Outcome Reduce the rates of recidivism with increased evidence based programming dosage. Measure Progress Not Applicable: The annual report with 2019 client outcome measures is not yet toward available to the department. stated goal The San Joaquin County Day Reporting Center completed a redesign with the assistance of the University of Cincinnati Correctional Institute in January 2015. This redesign expanded the evidence-based program offerings to increase the required dosage for behavior change and created more entry points for closed groups. Based on early successes of this program, the programming redesign was expanded to the other 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. 2015 0-19.5 hours 20-39 hours 40 or more hours • Violations 25.0% 5.4% 0% • Arrests 45.8% 32.4% 19.4% • Convictions 22.9% 10.8% 3.0% Jan. – Dec. 2016 0-19.5 hours 20-39 hours 40 or more hours • Violations 38.8% 23.8% 1.3% • Arrests 37.8% 31.0% 9.3% • Convictions 25.5% 16.7% 1.3% Jan. – Dec. 2017 0-19.5 hours 20-39 hours 40 or more hours • Arrests 63.8% 50.0% 31.7% • Convictions 37.2% 22.2% 19.5% Jan. – Dec 2018 0-19.5 hours 20-39 hours 40 or more hours • Arrests 58% 52.9% 29.7% • Convictions 36.6% 32.4% 8.1% These findings indicate that there is a decrease in violations of probation, arrests, and convictions as the hours of evidence-based programming increase. 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 Not Applicable: The 2021 Annual Report has not yet been released to the department. toward goal The most up to date information regarding AB109 client recidivism was provided in the FY 2020-2021 Survey. 370 The 2020 Annual Report: An Examination of AB109 Recidivism in San Joaquin County in Year 8 evaluates recidivism rates for Post Release Community Supervision (PRCS) and Mandatory Supervision (MS) clients at the 1-year, 2-year, and 3-year timeframes from the start of supervision. Findings indicate that rates of arrests and convictions 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% 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 was 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% 371 • 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 Svcs 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% 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 the court Measure process. Outcome Percentage of clients who do not receive a court remand while going through the court Measure process Progress Not Applicable: San Joaquin County has completed a comprehensive annual toward evaluation report since implementing the Pretrial Assessment and Monitoring Program stated goal in October 2014. However, the year 7 report has not yet been released to the department. San Joaquin County has completed a comprehensive annual evaluation report since implementing the Pretrial Assessment and Monitoring Program in October 2014. See the below table for comparisons between Year 1, Year 2, Year 3, Year 4, Year 5, and Year 6 for all clients of the Pretrial Monitoring Program: The Year 6 and 7 annual evaluation was not received prior to the submission of this report. Those outcomes will be reported in the following year. Year 1 (1,024); Year 2 (855); Year 3 (1,075); Year 4 (1,112); Year 5 (1108); Clients who made all scheduled court appearances • 90.7% 92.7% 92.3% 95.0% 94.9% No arrests during pretrial stage • 97.9% 98.2% 97.2% 97.4% 97.3% Did not have a court remand during pretrial stage • 96.6% 98% 98.1% 98.4% 98.2% These findings indicate that there is a decrease in violations of probation, arrests, and convictions as the hours of evidence-based programming increase. 372 The San Joaquin County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $420,849 INTERCEPT $100,000 INK OFF ME $20,000 $595,950 READY TO WORK $595,950 $730,439 DISTRICT ATTORNEY/PUBLIC DEFENDER $771,859 $432,965 MARY MAGDALENE COMMUNITY SERVICES $432,965 FATHERS AND FAMILIES OF SAN JOAQUIN $444,786 $338,339 EL CONCILIO $338,339 $472,686 COMMUNITY PARTNERSHIP FOR FAMILIES OF SAN JOAQUIN $472,686 $512,844 FRIENDS OUTSIDE $512,844 $1,292,173 LOCAL LAW ENFORCEMENT (CCP TASK FORCE) $1,280,906 $1,957,641 SUPERIOR COURT $1,931,992 $426,814 HUMAN SERVICES AGENCY $419,032 $842,319 EMPLOMENT AND ECONOMIC DEVELOPMENT $841,787 $166,730 SAN JOAQUIN COMMUNITY DATA CO-OP $167,523 $4,528,541 CORRECTIONAL HEALTH/BEHAVIORAL HEALTH SERVICES $4,431,865 $6,880,771 SHERIFF'S OFFICE $6,571,517 $11,375,604 PROBATION DEPARTMENT $11,146,659 FY 2021-22 $31,074,665 FY 2020-21 $30,380,710 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services LOCAL LAW ENFORCEMENT AGENCIES (CCP TASK FORCE) $1,292,173 $1,280,906 SAN JOAQUIN COUNTY OFFICE OF EDUCATION $19,800 $22,800 PUBLIC DEFENDER $350,988 $329,244 DISTRICT ATTORNEY $379,451 $362,615 SUPERIOR COURT $1,263,435 $1,221,292 HUMAN SERVICES AGENCY $267,889 $419,032 EMPLOYMENT AND ECONOMIC DEVELOPMENT $842,319 $841,787 BEHAVIORAL HEALTH SERVICES $1,304,881 $1,221,194 CORRECTIONAL HEALTH CARE $3,190,860 $3,210,671 SHERIFF'S OFFICE $5,805,754 $5,506,500 PROBATION DEPARTMENT $10,252,706 $9,924,181 FY 2021-22 $24,970,256 FY 2020-21 $24,340,222 373 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $3,163 AUTOMON (ASSESSMENTS SUBSCRIPTION) SOFTWARE MAINTENANCE (SHERIFF) $10,000 SAN JOAQUIN GENERAL TRANSIT $26,000 SEX OFFENDER TREATMENT PROVIDERS $40,000 PARENTING CLASSES $4,800 ALLIED SECURITY $113,925 INK OFF ME $20,000 $20,000 READY TO WORK $595,950 $595,950 INTERCEPT $420,849 $13,200 ANCILLARY SERVICES $81,206 $10,000 LEGAL SUPPORT $17,000 OUTPATIENT TREATMENT $85,000 $42,500 UPTRUST $80,000 $80,000 ALCOHOL MONITORING SYSTEMS (TRANSDERMAL) $487,109 $262,701 VARIOUS SEX OFFENDER TREATMENT PROGRAMS $48,000 SAN JOAQUIN COMMUNITY DATA CO-OP $184,330 $185,123 VARIOUS TRANSITIONAL HOUSING/SOBER LIVING $449,725 $258,000 VARIOUS RESIDENTIAL TREATMENT PROGRAMS $270,000 $370,000 VARIOUS EBP TRAINERS/FACILITATORS $19,853 VICTOR COMMUNITY SUPPORT SERVICES (EBP) $321,360 $280,480 NORTHERN CALIFORNIA CONSTRUCTION TRAINING $104,941 $102,518 FIELDWARE (TELEPHONE REPORTING) $4,000 $4,010 VALLEY COMMUNITY COUNSELING (DV CLASSES) $8,500 $8,500 FRIENDS OUTSIDE (SHERIFF-CASE MANAGEMENT) $45,000 $45,000 ARAMARK (FOOD SERVICES AT JAIL) $991,717 $991,717 SECURE ALERT (GPS) $484,316 MARY MAGDALENE SERVICES $432,965 $432,965 FATHERS AND FAMILIES OF SAN JOAQUIN $444,786 EL CONCLIO $338,339 $338,339 COMMUNITY PARTNERSHIP FOR FAMILIES $472,686 $472,686 FRIENDS OUTSIDE $512,844 $512,844 FY 2021-22 $6,104,409 FY 2020-21 $6,040,488 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? The CCP has not funded any new programs/services, or received additional proposals for services since the funding of Pilot Projects in 2017-2018 Fiscal Year. Based on outcomes, six of the seven Pilot Projects were included in the base plan for Public Safety Realignment for the 2019 - 2020 Fiscal Year. The CCP is currently looking at additional funding strategies for Public Safety Realignment in the 2022- 2023 Fiscal Year. 374 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 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? The annual evaluation of AB109 programs outlines the outcomes of participants in each program. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes 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? 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. 375 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, 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. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to Respond Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to Respond 376 FY 2021-22 Community Corrections Partnership Survey San Luis Obispo County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. 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? Bi-monthly How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups No 377 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Target risk factors in accordance with evidence-based practices to Mandatory Supervision and PRCS offenders by the Probation Department Objective 85% of mandatory supervision and PRCS offenders will have a current LS-CMI risk assessment. Objective 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 LS-CMI Measure risk assessment. Outcome Percentage of mandatory supervision and PRCS offenders with a current case Measure plan targeting the highest criminogenic needs. Progress Objective 1: 77% of mandatory supervision and PRCS offenders had a current toward LS-CMI risk and needs assessment. stated goal Objective 2: 67% 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 treatment Measure services with a successful completion status. Progress 83% (87/105) of mandatory supervision and PRCS participants completed toward substance abuse or co-occurring disorder treatment services. stated goal 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 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 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 more Measure 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 more Measure than 120 days that have received a program, class, or service. Progress The Jail achieved 100% progress (26/26 excluding overlaps from 2020 and into toward goal 2022) toward both goals. All inmates with current LS-CMI risk assessments were identified by jail Programs staff, and all inmates setneced to more than 120 days recevied a program, class, or service. The San Luis Obispo County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 378 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $395,841 RESERVE FUNDS CARRY OVER FUNDS $(986,525) $100,641 VETERANS SERVICES $64,841 $242,506 SUPERIOR COURT $189,218 $83,430 PUBLIC DEFENDER $83,430 $298,815 DISTRICT ATTORNEY $298,815 $1,278,535 PROBATION DEPARTMENT $1,281,632 $2,221,567 BEHAVIORAL HEALTH AGENCY $2,221,567 $1,859,154 JAIL MEDICAL CARE $1,859,154 $3,823,916 SHERIFF'S OFFICE $3,823,916 FY 2021-22 $10,304,405 FY 2020-21 $8,836,048 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services VETERANS SERVICES $100,641 $64,841 CO-OCCURRING DISORDER PROGRAM $235,517 $235,517 RE-ENTRY SERVICES - COMMUNITY $895,520 $895,520 RE-ENTRY SERVICES - JAIL $880,890 $883,987 SUPERIOR COURT $242,506 $189,218 PUBLIC DEFENDER - SPECIALTY COURT ADVOCATE SERVICES $83,430 $83,430 PRCS & PAROLE VIOLATION PROSECUTION UNIT $298,815 $298,815 GPS/ELECTRONIC MONITORING $40,000 $40,000 POST RELEASE SUPERVISION $1,059,084 $1,059,084 HOME DETENTION PROGRAM $56,000 $56,000 COURT SCREENING PROGRAM $304,602 $304,602 LAW ENFORCEMENT MEDICAL CARE (IN-CUSTODY) $1,859,154 $1,859,154 IN-CUSTODY STAFFING, FOOD & HOUSING $3,238,930 $3,238,930 FY 2021-22 $9,295,089 FY 2020-21 $9,209,098 379 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services HEALTHY RELATIONSHIPS $24,000 CALIFORNIA $24,000 $60,000 MENTORING SERVICES $60,000 LIBERTY TATTOO REMOVAL $45,000 SERVICES $45,000 SOBER LIVING - $484,475 TRANSITIONAL HOUSING $484,475 FY 2021-22 $613,475 FY 2020-21 $613,475 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 a 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. 380 Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Between 21% - 40% We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? • Substance abuse treatment (Community) • Jail to Community Re-entry services (Jail and • Medication Assisted Treatment (Jail) Community) • Co-occurring disorder treatment • Mentoring (Jail) (Community) • Forensic Re-entry services (Jail) • Cognitive behavioral treatment (Jail and • High School Diploma Preparation & Testing Community) (Jail) • Tattoo removal services (Community) • Adult Education Services (Community and • Case management services (Jail and Jail) Community) • Yoga (Jail) • Recovery Residence (Community) • Change Companies Interactive Journaling • Post Release Offender Meeting (Jail) (Wraparound Service Outreach) • Food Handler's Card Certification (Jail) • Construction Maintenance (Jail) • Food Management Certification (Jail) • OSHA 10 Certification (Jail) • Employment Service Coordinator (Probation) • MC3 Building Trades Pre-Apprenticeship • Veterans Treatment Court (Courts) Training Program (Jail) What challenges does your county face in meeting these program and service needs? Significant challenges include recruitment and retention issues being experienced by County Behavioral Health for clinicians that support treatment programs, continued lack of affordable housing, and a gap in post release services for persons with serious mental illness. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? N/A Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. N/A 381 This page intentionally left blank 382 FY 2021-22 Community Corrections Partnership Survey San Mateo County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. 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 N/A Nancy Magee Public Defender Head of the County Office of Education Carlos Bolanos Karen Francome Sheriff Community-Based Organization Ed Barberini Elisa Kuhl Chief of Police Victims Interests How often does the CCP meet? Semi-annually How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups Yes 383 Goals, Objectives, and Outcome Measures FY 2020-21 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 a new Measure crime in San Mateo County Progress Between July 2020 and June 2021, 81% of supervisees successfully completed toward supervision. This is an increase from 76% in FY 19-20. stated goal 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 the Measure Public Health Mobile Clinic Outcome Percent of supervisees that entered and completed AOD treatment programs. Measure Progress Between July 2020 and June 2021: toward goal • 38% of supervisees that participated in Service Connect secured employment • 11% received comprehensive medical visits through the Public Mobile Health Clinic • 43% satisfactorily completed AOD treatments 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, drug/alcohol Measure (possession/sale) of the realignment population booked into jail for a new crime in San Mateo County Progress Between July 2020 and June 2021, the annual average percentage of the in-custody toward goal AB 109 population was 9%. The top crime categories for the newly sentenced PC1170(h) population are: 26% Drugs and Alcohol,19% Burglary, 14.5% Other Property Crimes, 9% Grand Theft, and 7.5% Identity Theft. The San Mateo County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 384 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $863,806 Program Evaluation $1,004,653 Competitive Grant Program County Managers Office $689,184 $3,545,281 Human Services Agency $2,562,372 $3,934,911 Health System $3,402,867 $580,088 District Attorney's Office $527,882 $6,527,690 Sheriff's Office $6,527,690 $4,547,221 Probation Department $4,308,217 FY 2021-22 $21,003,650 FY 2020-21 $18,018,212 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services Transportation Support/Bus Passes, Clothing Vouchers, Other Client $92,000 Support Costs $36,366 $328,724 Housing - Emergency Housing/Motel Vouchers & Transitional Housing $230,492 $676,000 Service Connect - Vocational Training Program $531,386 $2,378,171 Human Services Agency (salaries and benefits and operating costs) $1,798,154 $1,167,014 Mental Health services - contracted services $1,245,785 $520,493 Alcohol and Other Drugs (AOD) Treatment - contracted services $325,143 $1,719,757 Health System Staff (salaries and benefits and operating costs) $1,508,705 FY 2021-22 $6,882,159 FY 2020-21 $5,676,031 385 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $1,004,653 Community Based Organizations $800,885 FY 2021-22 $1,004,653 FY 2020-21 $800,885 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 386 the cost, effectiveness, and cost-effectiveness of services for improving short, intermediate, and long- term outcomes among participants. The final technical report was completed in October 2019. 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 enhanced its in-custody program delivery model to ensure that offenders have access to meaningful services and programs that will aid in their reentry back to their communities. The Sheriff’s Office screens and prepares inmates for reentry services. In FY 20- 21, the Sheriff’s Office assessed 519 inmates for Service Connect eligibility and reentry discharge planning. The reduction in the number of assessments is due to the decline in ADP because of COVID- 19. In addition, the in-custody case managers worked with 83% of inmates. At the end of FY 20-21, the Sheriff’s Office offered over 27 in-custody programs and served approximately a total of 417 unduplicated inmates. The programs fall into four categories: cognitive and substance abuse programs; education/literacy; vocational; and activities. We also offer religious services, but do not include this category in the count of programs or inmates served. The programs offered within each category are broken down as follows: Cognitive Programs: • Parenting from the Inside Out • Domestic Violence • Conflict Transformation and Anger Management • Hope Inside for Men and Women • Enneagram Prison Project 387 • The Courage to Change • Thinking for a Change • Choices Substance Abuse Program • AA/NA Education/Literacy: • Five Keys High School and Programs • Stanford Prison Education Project (S-PEP) • Stanford Prison Advocacy and Resource Coalition (SPARC) • English as a Second Language Vocational: • Culinary Arts and Hospitality Program • ServSafe • Construction Pre-Apprenticeship • 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 ASPIRE Wellness: • Prison Program & Sudarshan Kriya (SKY) breath work and breathing meditation program • Mindfulness Based Meditation • Yoga • Nutrition Other Activities: • Arts in Corrections • Knitting Caps (for Stanford oncology patients) The San Mateo County Health System's Behavioral Health and Recovery Services Division assists adults, older adults, and families with prevention, early intervention, and treatment of complex mental illness and/or substance abuse conditions. The Public Health Division’s mobile clinic receives patients from our reentry population, initiates care, and supports establishment of primary health care relationships throughout our county. San Mateo Medical Center’s Medical Emergency and Psychiatric Emergency departments stabilize clients at acute risk. Each of these entities coordinates with a larger network of privately and publicly funded providers. Behavioral Health provides mental health services to individuals eligible for Medi-Cal and/or members of the Health Plan of San Mateo through outpatient clinics and a network of community agencies and independent providers offering outpatient services, residential treatment, rehabilitation, and other services. Our county created the Service Connect Program as a multi-departmental partnership to meet the reentry needs of our realigned population. We have since expanded eligibility to a larger portion of our reentry population, including a small pilot group of state parolees. The Service Connect Behavioral Health team screens for care needs including medical, mental health, and substance use recovery. Mental health providers at Service Connect assess, diagnose, treat, and offer clinical case management to our clients. This includes psychiatry offered on site and arranged through our county’s clinics and provider network. Behavioral Health contracts with Telecare Corporation in a full service partnership to meet broader needs such as housing, rep payee, and most health care for severely mentally ill adults who require such extensive service. 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 388 or other service systems. Behavioral Health additionally contracts with Voices of Recovery, a peer organization, for group and individual support to clients on site and in the community. Behavioral Health and Recovery Services offers a broad range of services for the prevention and treatment of drug and alcohol disorders. We administer funds from federal, state and local sources and provide substance use consultation, assessment, linkages, and referrals to a network of contracted community-based substance use treatment providers throughout the County. Alcohol and Other Drug treatment services include: detoxification, outpatient, residential, and medication assisted treatment. Services are available to San Mateo County residents on sliding fee scale. No one is turned away for lack of funds. Pregnant and parenting women receive priority admission. Assessment - The Alcohol and Other Drug Services (AOD) staff provides assessment services to San Mateo County residents involved in court programs, CalWORKs, Child Protective Services, Prop 36, Shelter Network, other county programs. After assessment, clients gain referrals to appropriate substance abuse treatment providers. Clients may also receive referrals to other supportive programs to receive services such as counseling, job training and placement, housing resources, and childcare. Ancillary Services - Through co-location with Human Services Agency, including Vocational Rehabilitation Services, Service Connect assessors/case managers coordinate closely on site with social workers, benefits analysts, vocational rehabilitation counselors, and job developers. Through referrals, clients may access a much broader range of services in education, parenting, citizenship, etc. Detoxification Services - These facilities provide 24-hour, supervised, non-medical withdrawal from alcohol and other drugs. Drug Court - As a specialized program, the San Mateo County Drug Court addresses the needs of nonviolent, drug-dependent defendants. Those eligible for Drug Court may participate in it instead of serving a County Jail sentence. A participant must attend all court reviews, enroll and complete a substance abuse treatment program, submit clean drug tests, and abide by any other directives of Drug Court. The Drug Court utilizes a team case management approach to serve the clients. The "team" is comprised of the judge (team leader), probation officers, OR program, prosecutors, defense attorneys, AOD Services Case Managers/Assessment Specialists and treatment professionals. The team works collaboratively to develop a strategy to address the client's needs in an effort to decrease the likelihood of relapse, re-offense, and re-entry into the criminal justice system. Outpatient Treatment – Outpatient sites offer flexible service intensity matching the acuity of recovery need. This includes individual, group, vocational, and educational counseling offered during convenient hours, including evenings. Prevention Services - Information and referral, education, and support services are available both to the community at large (including people in the earliest stages of experiencing alcohol and other drug problems) and for family members and significant others of clients enrolled in the managed care system. Residential Treatment - Residential treatment consists of structured, live-in programs at licensed treatment facilities for men, women, and women with children ages five and under. The treatment goal here is client stabilization. Services include individual, group, vocational, and educational counseling. Our County has dedicated funding to cover 90-day residential treatment courses for our realigned and some reentry populations. 389 Transitional Housing - This service is geared exclusively for those in outpatient treatment who either need a safe environment or who require temporary housing. It provides a great opportunity for clients to develop a support system while receiving outpatient services. There is also specialized housing for women in reunification. Our county has dedicated funding to cover 60-day transitional housing stays for our realigned and some reentry populations. Special Programs - Addiction Medicine and Therapy Program This outpatient program offers medication assistance treatment for opioid addiction. The program offers both medically supervised withdrawal and maintenance treatment for persons who are opiate- dependent. Treatment requires rehabilitation counseling and offer clients HIV counseling and testing. Integrated Medication-Assisted Treatment (IMAT) Program - Launched in 2015, this program works closely with emergency departments and County/Community providers to coordinate outreach, assessment, prescription, and ongoing administration of medication to help adults recover from substance dependence, including alcohol dependence. Perinatal Services - Intensive individual and group counseling is available for pregnant and parenting women. Opiate-dependent women may receive medically supervised methadone maintenance or detoxification treatment. Programs focus on women's issues, domestic violence, and parenting. Children through age three may join on-site child care. Assisted Outpatient Treatment - In 2016, Behavioral Health and Recovery Services 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 390 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 training immediately post incarceration and begin collecting a pay check. 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. 391 What challenges does your county face in meeting these program and service needs? In FY 20-21 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 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 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 individual 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 392 FY 2021-22 Community Corrections Partnership Survey Santa Barbara County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Tanja Heitman Daniel Nielson Chief Probation Officer Department of Social Services Darrel Parker Pam Fisher Presiding Judge or designee Department of Mental Health Gregg Hart Ray McDonald County Supervisor or Chief Administrator Department of Employment Joyce Dudley Pam Fisher District Attorney Alcohol and Substance Abuse Programs Tracy Macuga Susan Salcido Public Defender Head of the County Office of Education Bill Brown Kevin Carroll Sheriff Community-Based Organization Marc Schneider 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 393 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. Outcome 1a. Ensure 64% of high-risk supervised Realigned clients are referred to a CBT Measure intervention such as R&R, Thinking for a Change, MRT or Seeking Safety. Outcome 1b. Increase the percentage of the Realigned population without a felony conviction Measure during the term of probation supervision from 72% to 73%. Outcome 1c. Ensure a minimum of eight training opportunities related to evidence-based Measure practices and/or interventions for staff and service providers. Progress A December 31, 2020 snapshot indicated 82% of high-risk supervised Realigned clients toward were referred to a Cognitive Behavioral Treatment (CBT) such as Reasoning & stated goal Rehabilitation (R&R), Thinking for a Change, Moral Reconation Therapy (MRT) or Seeking Safety. This is an increase from 57% in FY 2019-2020. In addition, Santa Barbara Superior Court and Probation records indicated the percentage of the Realigned population that exited supervision in FY 2019-2020 without a felony conviction during the term of probation supervision was 80%-an increase from the FY 2018-2019 rate of 72%. Finally, in FY 2020-2021, two (2) virtual resource fairs were delivered to justice-involved individuals in February 2021, bringing key providers together to provide information about essential services. Additional training opportunities related to evidence-based practices and interventions were paused due to the COVID-19 pandemic. 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 2a. Ensure overrides of the VPRAI risk assessment instrument do not exceed 15%. Measure Outcome 2b. Continue efforts to utilize jail resources appropriately by ensuring that no more than Measure 10% of the total housed jail population are low-risk to reoffend. Outcome 2c. Divert no less than 50 individuals from the justice system to the Neighborhood Court. Measure Progress From July 1 - December 31, 2020, overrides of the Virginia Pretrial Risk Assessment toward goal Instrument (VPRAI) were at 15%, meeting the goal to ensure overrides do not exceed 15%. Also as of December 31, 2020, 9% of the total housed jail population were assessed as low-risk to recidivate. This is a decrease from 15% as of the same date last year. Finally, the COVID-19 pandemic forced the postponement of the Neighborhood Court program. As such, the objective outcome related to the diversion of individuals from the justice system to the Neighborhood Court was not realized. 394 Goal 3. Provide for successful re-entry 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 3a. Increase referrals of unemployed Realigned clients referred to an employment Measure vocational development program to 70%. Outcome 3b. Ensure that 75% of Realigned clients reporting as transient secure sober living and Measure transitional housing. Outcome 3c. Receive report of emerging community themes gathered from facilitated discussions Measure and prioritize identified strategies for future action. Progress As of December 31, 2020, 77% of unemployed Realigned clients had been referred to toward an employment/vocational development program, exceeding the goal to increase this stated goal outcome to 70% in FY 2020-2021. Also as of December 31, 2020, 86% of Realigned clients reporting as transient were referred to sober living or transition housing, exceeding the FY 2020-2021 goal of 75%. In FY 2020-2021, Racy Ming Associates (RMA) published a report on community themes gathered from facilitated discussions with key stakeholders and representatives from 12 organizations and one focus group of justice-involved individuals. 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 Evaluate adherence to evidence-based strategies Objective Partner with local law enforcement for information sharing, compliance checks, and warrant apprehension. Outcome 4a. Ensure no less than 80% of funded evidence-based programs have completed Measure curriculum specific fidelity reviews. Outcome 4b. In collaboration with the University of Cincinnati Corrections Institute, receive a Measure 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 4c. Increase compliance checks of Realigned clients by 20% in FY 2020-2021. Measure Outcome 4d. Increase partners sharing data via the Master Name Index (MNI) to perform data Measure analysis and reporting across agency systems regardless of where justice-involved client data exists. Progress It is projected that 90% of funded evidence-based programs will have curriculum toward specific fidelity reviews completed in FY 2020-2021. Although anticipated to have stated goal concluded by December 2020, the COVID-19 pandemic forced the postponement of the collaboration with the University of Cincinnati Corrections Institute (UCCI) to receive a Correctional Program Checklist-Community Supervision Agency (CPC-CSA) report documenting the adherence of the Probation Department to best practices in community supervision. The Compliance Response Teams (CRT) completed 207 compliance checks of Realigned clients from July 1-December 31, 2020. Due to the COVID-19 pandemic, the goal of increasing by 20%, or to 347 total compliance checks in FY 2020-2021, was not met. Finally, in FY 2020-2021, the number of agencies contributing to the Master Name Index (MNI) expanded to include the Public Defender’s Office as the fourth agency –in addition to Probation, Santa Barbara Sheriff’s Office (SBSO) and the Superior Court. 395 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 5a. Provide one implicit bias training to allow additional staff participation from justice Measure partner agencies. Outcome 5b. Calculate the Relative Rate Index (RRI) on race and ethnicity data of justice Measure involved individuals at different decision points in the system. Progress In FY 2020-2021, four (4) Implicit Bias trainings were delivered. In total, 244 individuals toward participated from the following agencies/organizations: Probation, SBSO, Public stated goal Defender, District Attorney, Superior Court, Behavioral Wellness, and community- based organizations. In addition, the Relative Rate Index (RRI) was calculated on race and ethnicity data of justice-involved clients at different decision points in the system and shared with justice partners and community stakeholders. Goals, Objectives, and Outcome Measures FY 2021-22 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. Outcome 1a. 90% of Realigned clients successfully discharged from a CBT intervention such as Measure R&R, Thinking for a Change, MRT or Seeking Safety will show improvement on four (4) of the six (6) domains of the TCU Criminal Thinking Scales between pre and post- test. Outcome 1b. Decrease the percentage of the Realigned population with a new felony or Measure misdemeanor conviction 3 years from the start of supervision or release from custody* for PRCS clients to 50% and PSS clients to 45%. Outcome 1c. Ensure a minimum of eight (8) training opportunities related to evidence-based Measure practices and/or interventions are provided to staff and service providers. Progress Progress has been made in the areas associated to this goal. Mid-year analysis will be toward conducted and presented in future reporting. stated goal Goal 2. Enhance the use of alternative detention (pre-and post-sentence) for appropriate offenders Objective Utilize evidence-based assessment tools for pretrial and post-sentence jail release decisions. Objective Strive to maximize jail capacity for highest-risk clients and identify those who can be safely released. Objective Expand the diversion of individuals from the justice system. Outcome 2a. Ensure overrides of the VPRAI risk assessment instrument do not exceed 15%. Measure 396 Outcome 2b. 90% of inmates held in the jail over two (2) weeks will have an IST completed and Measure ensure that no more than 9% of the total housed jail population are low-risk to reoffend. Outcome 2c. Divert no less than 50 individuals from the justice system to the Santa Barbara Measure County Neighborhood Restorative Justice Program. Progress Progress has been made in the areas associated to this goal. Mid-year analysis will be toward conducted and presented in future reporting. stated goal 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 Promote a shared safety approach in conjunction with community partnerships and engagement. Objective Number of clients evaluated for referral through Community Defender Division (CDD) to services including shelter, housing, drug treatment, mental health treatment, vocational services. Outcome 3a. Ensure that no less than 45% of people that attend an inake will complete the Prison Measure to Employment (P2E) job development/placement service phase and will secure employment. Outcome 3b. At discharge, 75% of housed clients who are successfully discharged will have Measure secured stable housing defined as a regular nighttime residence or haivng a primary nighttime residence that is not a temporary shelter or other place not designed for sleeping. Outcome 3c. Explore launching a Shared Safety Initiative in order to "shift the focus from penal Measure only reponses to crime, to prevention, true accountability and restoring the well-being of all communities." Outcome 3d. Connect 50% of advocate referrals with transitional housing services. Measure Progress Progress has been made in the areas associated to this goal. Mid-year analysis will be toward conducted and presented in future reporting. stated goal Goal 4. Coordinate efforts to eliminate duplication, increase efficiencies, and promote best practices. Objective Ensure fidelity to the research-based models for funded programs. Objective Evaluate adherence to evidence-based strategies. Objective Collaborate with local law enforcement for information sharing, and coordination of efforts around best practices. Objective Capture and integrate data necessary to measure outcomes. Outcome 4a. To assess quality and monitor program fidelity-how closely a program adheres to Measure its research based design-ensure no less than 90% of funded evidence-based programs have completed curriculum specific fidelity reviews. Outcome 4b. In collaboration with the University of Cincinnati Corrections Institute, complete a Measure community supervision assessment and evaluation outlining and documenting the extent to which operations of the adult Probation division aligns with best practices in recidivism reduction. 397 Outcome 4c. Provide quarterly “Safe at Home” community wellness operations on adult clients Measure and their families, and homes with vulnerable victims, to assess living environments, determine needs of the clients and/or family members, and provide information on community resources.. Outcome 4d. Increase partners sharing data via the Master Name Index (MNI) to perform data Measure 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 analysis will be toward 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 Utilizing data on racial and ethnic disparities to inform decision-making, partner with local justice partners to educate staff and stakeholders and strategize approaches to address disparities in the local justice system. Objective Solicit input from justice-involved clients and/or victims on the challenges faced and received feedback on treatment within the criminal justice system to ensure all are treated with dignity, respect and humanity. Outcome 5a. Provide one (1) implicit bias training to allow additional staff participating from justice Measure partner agencies. Outcome 5b. Develop a shared understanding of priorities to reduce racial and ethnic disparities Measure and create a roadmap for advancing these priorities. Outcome 5c. Develop and collect survey responses and/or conduct interviews with victims and Measure justice-involved clients to seek input to ensure the systematic treatment meets the desired objective. Progress Progress has been made in the areas associated to this goal. Mid-year analysis will be toward conducted and presented in future reporting. stated goal FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $5,000 Guadalupe Police Department $511,759 Reserve Funds $2,137,130 $74,696 Auditor-Controller's Office $71,188 $779,522 Public Defender $613,584 $454,290 District Attorney $436,732 $1,590,122 Department of Behavioral Wellness $455,731 $4,770,300 Sheriff Department $4,243,239 $7,748,961 Probation Department $6,352,241 FY 2021-22 $15,934,650 FY 2020-21 $14,309,845 398 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $45,000 Housing Specialists $484,067 Administration $432,687 $10,000 Offender Support $8,252 $8,000 Transportation (Bus Tokens) $1,325 $315,468 Evaluation and Data Analysis $186,162 $689,387 Pretrial Services $615,388 $119,534 Victim Services $115,360 $711,817 Social Workers, Legal Office Professionals, and Housing… $595,713 $321,524 Collaborative Courts $308,971 $295,900 Community Release Specialist and Contract Discharge Planner $164,783 $905,300 Sheriff Treatment Program $710,715 $471,326 Probation Report and Resource Centers $408,824 $1,571,470 Psychiatric Services and Pharmaceuticals $419,943 $1,077,388 Regional Response Teams $835,577 $3,268,880 Community Supervision and Case Management $3,005,593 $554,142 Detention Alternatives $515,010 $2,526,600 Jail Custody $2,518,619 FY 2021-22 $13,375,803 FY 2020-21 $10,842,922 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $68,796 Evaluation and Data Analysis $100,000 Community Engagement $125,000 Pretrial Services $125,000 $730,000 Subsidized Sober Living Environment, Detox $299,001 $1,023,292 Treatment and Re-Entry Services $905,792 FY 2021-22 $2,047,088 FY 2020-21 $1,329,793 399 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Providers and agencies are asked to provide information regarding the target population, criminogenic need, desired program outcomes, and available evidence that demonstrates the program is likely effective at the outset of any request for Realignment funds. Additionally, 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 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. The report, finalized July of 2021, includes 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 includes 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. 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. 400 Published evaluation reports are available to the public via the Probation Department’s website at www.sbprobation.org. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Evaluations are utilized by the CCP Workgroup to guide and improve the County’s collective practice. The findings are presented to the CCP for discussion of the effectiveness of interventions in accomplishing the established goals of the CCP. The information also guides subsequent funding and policy 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 • Thinking for a Change (T4C) • Subsidized Clean and Sober Housing • Shelter Services • Short Term Residential Treatment Program (STRTP) • Housing assistance through AmeriCorps outreach to the justice-involved population • Supportive Housing • The Change Companies® Interactive Journaling 401 • Re-entry case management • Prison to Employment Initiative- employment development and subsidized employment • Holistic Defense • Edovo tablet program What challenges does your county face in meeting these program and service needs? Challenges in meeting program and service needs include staff turnover within County departments and community based services; integrating data across agencies; identifying effective strategies to increase community engagement; and a collaborative approach to reentry and discharge planning services across multiple agencies through central points of coordination. What 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 Santa Barbara County Neighborhood Restorative Justice Program, a restorative justice-based program that will serve as a pre-filing 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 achieve more successful legal and life outcomes for justice-involved clients. • Investment in a forensically focused Mental Health Rehabilitation Center (MHRC), dedicated to serve the rehabilitation needs of the severe and persistently mentally ill who are justice-involved. • Discussion of how to collaborate more fully on providing early intervention to justice-involved individuals through Probation supervision of clients released as part of the Sheriff's Office Alternative Sentencing Program. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Santa Barbara County is committed to taking actionable steps to improve transparency and public access and awareness of criminal justice data. In FY 20-21, utilizing the infrastructure and collaboration of the Criminal Justice Data Committee, the Probation Department launched a public facing dashboard. Through a variety of charts and trend lines, data related to crime type, race, gender, supervision type, and risk level are now publically available at www.sbprobation.org. The dashboard includes a variety of filtering options for those interested in diving deeper into the data trends as well as a map to view the number of active probation cases residing in different areas of the county. Recognizing that many of the terms used within the datasets are not familiar to the average community member, a glossary of terms and Frequently Asked Questions (FAQs) is also included to help educate those who access the dashboard. The Santa Barbara County’s CCP is committed to continuing to improve the public’s access to data. Chief Probation Officer, Tanja Heitman, stated, “as our community seeks to better understand the local 402 criminal justice system, we hope to add context where possible and increase understanding of the inputs, outputs and trends.” The dashboard project is an iterative one that will gradually improve over time as the county continues to explore how best to advance its criminal justice data work in ways that support the system as well as the community. The project is also a collective one. In October 2021, the Sheriff’s Department launched its own data dashboard. Additionally, the District Attorney published 2019 and 2020 statistics on its website in November 2021. The Superior Court has also expressed interest in providing data to help inform an accurate picture of the criminal justice system and allow for greater tranparency. The County of Santa Barbara is also actively exploring opportunities to further advance this work with an interactive, real-time data dashboard that incorporates data from all criminal justice partner departments. PRETRIAL SUPERVISED RELEASE PROGRAM Santa Barbara County The Santa Barbara County Pretrial Supervised Release Program is partially funded with dollars allocated to counties through Public Safety Realignment. Within the program, Pretrial Assessors utilize the VPRAI-R tool to assist in the investigation and evaluation of a defendant’s risk of failing to appear in court or reoffend while on pretrial release. Pretrial Services Specialists (PTSS) within the Pretrial Assessment Unit assess defendants seven (7) days per week and complete reports for initial arraignment, providing the Courts with information to assist in release decisions based on evaluated risks. Deputy Probation Officers (DPOs) identified as Pretrial Compliance Officers (PTCOs) are responsible for the supervision of defendants released to Probation on supervised pretrial release according to their assessed risk level. PTCOs also connect and monitor eligible individuals with Global Position Satellite (GPS), respond to Secure Continuous Remote Alcohol Monitoring (SCRAM) violations/tampers, complete pretrial supervision progress reports, supplemental and violation reports. In partnership with the PTCOs, a mental health navigator coordinates the connection of individuals to mental health service providers, including providing or coordinating transportation to mental health service appointments and/or to obtain medications if appropriate. The navigator also conducts follow up with mental health service providers, shares updates at subsequent court hearings, and accompanies clients to court. Between July 2020 and September 2021, 93% of the 101 clients served by the navigator were linked to mental health services; 78% to drug and alcohol treatment; 73% assisted with housing and 56% with employment. CHIEF TANJA HEITMAN Santa Barbara County’s Chief Probation Officer, Tanja Heitman credits the “phenomenal growth” of the County's Pretrial Supervision Program to the Probation Department’s enhanced program and increased options for supervision. www.sbprobation.org 403 This page intentionally left blank 404 FY 2021-22 Community Corrections Partnership Survey Santa Clara County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. 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 Jeff 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 Rob Jonsen Kasey Halcon 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 405 Goals, Objectives, and Outcome Measures FY 2020-21 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. Progress The Office of Supportive Housing (OSH) oversees an array of supportive housing toward initiatives such as Rapid Rehousing, permanent Supportive Housing and Emergency stated goal Assistance. Reentry clients are linked to housing support in a variety of ways, one of which is through reentry-specific channels. The Reentry-specific 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. Reentry clients can also be linked to other supportive housing programs through the Reentry Centers and Office of Supportive Housing providers. 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 County Rapid Rehousing programs, not just reentry-funded programs. • During the period from July 1, 2020 to June 30, 2021, 194 VI-SPDAT assessments were conducted at the RRC. • Most assessments conducted at the RRC fell within Permanent Supportive Housing range (53%) and Rapid Rehousing (40%) ranges – 7% were in the minimal intervention range. • Of the 194 assessed, 166 (86%) were referred to the community queue for housing program placement, which led to 15 enrollments in housing programs (3 Permanent Supportive Housing and 12 RRH) during the fiscal year. • Many reentry client assessments happen outside the Reentry Resource Center. There were 1,396 VI-SPDATs completed County-wide between July 1, 2020 and June 30, 2021 who self- reported being in jail in the past 6 months. Of the 1,396 assessments, 957 of these clients were added to the Community Queue, 269 of the queued clients received program referrals and 191 (71%) of those referred were enrolled in Rapid Rehousing or Permanent Supportive Housing programs sometime in FY20-21 (16 clients were enrolled in Reentry RRH programs). RRH Reentry Programs, FY20-21 140 120 100 120 80 89 60 78 40 57 51 20 40 38 29 0 HomeFirst HomeFirst Re-Entry RRH Exceptions Re-Entry Minimal to RRH Capacity Enrolled Housed Exits 406 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 Enrollment in General Assistance and/or CalFresh Measure Progress • SSA processed 1,743 applications (up from 830 for the calendar year) for toward goal 1,480 applicants through the RRC. • Overall, there were 1,167 (79%) applicants that received benefits during the fiscal year. • 616 (53%) of benefit recipients were homeless at the time they applied. • 950 applicants received General Assistance – 393 (71%) were employable. • 993 applicants received CalFresh food assistance. • 251 applicants received Medi-Cal health coverage. • $805,962 was granted through General Assistance. • $1,292,930 was granted through CalFresh RRC Social Services -Benefits Enrollment 400 333340 350 286 293 300 269 261 267 248 250 202211 183 200 155 150 92 100 100 42 59 40 51 50 0 FY20 Q3 FY20 Q4 FY21 Q1 FY21 Q2 FY21 Q3 FY21 Q4 General Assistance CalFresh Medi-Cal Goal Enhance reentry programming in the County’s correctional facilities. Outcome Stabilize and Engage Clients in Services Matched to Client Needs. Measure Progress During the fiscal year, all Office of Reentry and Sheriff’s office programs returned to toward goal operation. Initially all programming was provided virtually. Now, programming utilizes a hybrid model (in-person and virtual). Programming is also expanding with an educational coordinator, and with new education/college classes coming on board soon. ORS provided: • Employment: 247 people were enrolled in job readiness classes that increase their ability to find and retain jobs – these classes also have a cognitive behavioral (Moral Reconation Therapy) component. • Legal: 5 legal workshops were provided to 55 participants, many of these clients were provided with pro-bono legal advice/representation • Behavioral: 647 sessions of life skills programming and 392 sessions of psychosocial programming were provided in custody to multiple units/dorms. 407 • Wrap-around support: Service navigators enrolled 569 people into their case management services, many of these clients were initially engaged in custody. • Parenting: FIRST 5 provided 119 parenting education workshops in custody – using evidence-based curricula. The Santa Clara County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $3,963,482 Medical Mobile Unit $3,065,931 $1,070,558 Social Services Department of Employment and Benefit Services $1,023,585 $5,378,641 Substance Use Treatment Services $6,076,746 $2,508,042 Housing $1,941,039 $4,053,704 Custody Health - Medical and Mental Health $3,339,930 $7,230,129 Mental Health Services $7,243,378 $3,020,908 Facilities and Fleet (Reentry Resource Center) $1,957,611 $1,966,914 Pretrial Services $836,623 $1,634,332 Public Defender Expungment $693,658 $8,746,558 Reentry Contracts $6,837,100 $405,000 Information Services Department $405,000 $3,617,511 Office of Reentry Services (includes HR and Fiscal support) $3,453,783 $10,627,449 Probation Department $10,518,617 $13,821,655 Sheriff/Department of Correction $12,944,275 FY 2021-22 $68,044,883 FY 2020-21 $60,337,276 408 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $541,714 Mental Health Outpatient and Residential Program $812,754 $490,358 Substance Use Outpatient Treatment Program $465,838 $226,682 Faith Based Services Program $204,251 $3,963,482 Medical Mobile Unit $3,065,931 $3,949,432 Reentry Resource Center Operations $3,909,105 $1,634,332 Expungement Services $693,658 $1,996,914 Electronic Monitoring & Pre-Trial Services $836,623 $1,912,805 Alternative Out-of-Custody Supervision $1,929,646 $1,351,802 Behavioral Health Assessment & Case Management $1,412,737 Medical Eligibility, CalFresh & General Assistance $1,070,558 Enrollment $1,023,585 FY 2021-22 $17,138,079 FY 2020-21 $14,354,128 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $1,600,000 Sobering Center w/ Mental Health & Drug Triage $1,000,000 $250,000 Parenting $250,000 $102,229 Life Skills - Coping and Mediation $102,229 $3,444,980 Substance Use Treatment Services $2,256,535 $1,200,000 Faith Based Services $400,000 $5,503,606 Mental Health Treatment Services $6,938,469 $2,340,753 Housing $1,661,021 $555,638 Education $318,620 $2,553,245 Employment $2,215,745 $546,780 Psychosocial $546,780 $2,494,445 Service Navigation $2,494,445 $868,000 Legal Services $868,000 FY 2021-22 $21,459,676 FY 2020-21 $19,051,844 409 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.In addition, the CCP receives regular updates on the Post Release Community Supervision and Mandatory Supervision populations. 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. 410 The Probation Department has an Evidenced Based Practice program manager who works on ensuring best practices used and assists with adhering to program fidelity. 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? 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. • 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 56 411 participants with extended housing for up to one year. The program supports the participants by providing evening and weekend group activities which focus on integrating the participants into the community. • Federally Qualified Health Centers are community-based organizations that provide comprehensive primary care and preventive care, including health and mental health/substance abuse services to persons of all ages, regardless of their ability to pay or health insurance status. These clients typically have mild and moderate mental health conditions that do not require specialty services. • Barbara Aaron’s Pavilion is a 60-bed acute inpatient psychiatric unit, operated by BHSD, for individuals in need of acute hospitalization. This is the highest intensity of medical and nursing services within a structured environment providing 24-hour skilled nursing and medical care. Full and immediate access to ancillary medical care is available at Santa Clara Valley Medical Center. • Day treatment programs offer person-centered, culturally and linguistically appropriate, comprehensive, coordinated, and structured treatment services and activities. A day treatment program consists of a scheduled series of structured, face-to-face therapeutic sessions in order to assist the persons served in achieving the goals identified in their person-centered plans. Day treatment programs are offered four or more days per week, typically with support available in the evenings and on weekends. A day treatment program may prevent or minimize the need for a more intensive level of treatment. It may also function as a step-down from inpatient care or partial hospitalization or as transitional care following an inpatient or partial hospitalization stay to facilitate return to the community. • Contract Hospital Inpatient services include comprehensive hospital-based psychiatric services to individuals aged 18 years or older, who have serious and persistent mental illness and/or a co-occurring substance use disorder who have been deemed unable to reside safely in a community setting due to the severity of their condition. Comprehensive, hospital-based psychiatric services include clinical and medical activities and interventions necessary for the stabilization of the individual’s condition, including thorough psychiatric and substance use evaluations, and medication evaluation and management. The BHSD has contracts with various community hospitals. This enables them to hospitalize Santa Clara County Medi-Cal beneficiaries in need of acute psychiatric hospitalization when beds are unavailable at Barbara Aaron’s Pavilion. • Residential Care Facilities provide custodial care to persons who, because of mental or emotional disorders, are not able to live independently. Residential treatment programs are organized and staffed to provide psychiatric nonhospital-based interdisciplinary services 24 hours a day, seven days a week for persons with behavioral health or co-occurring needs, including intellectual or developmental disabilities. Residential treatment programs provide environments in which the persons served reside and receive services from personnel who are trained in the delivery of services for persons with behavioral health disorders. These services are provided in a safe, trauma-informed, recovery-focused milieu designed to integrate the person served back into the community and living independently whenever possible. • Skilled Nursing Facilities provide a type of residential care for people who require continual nursing care and have significant difficulty coping with required activities of daily living due to illness or physical injury. Assistance with activities of daily living include assistance with eating, bathing, meals, and dressing. Nursing aids and skilled nurses are available 24 hours a day. • 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 412 of Realignment clients with substance using disorders are placed in outpatient treatment settings, with residential treatment reserved for particularly high need clients. • Outpatient (OP) services are the least restrictive level of treatment in the SUTS system of care. Adult clients receive up to nine hours of treatment services per week. Services include assessment, treatment & discharge planning, individual and group counseling, crisis intervention, family therapy, medication services, education, and collateral services (such as case management). In the SUTS system of care, many clients are referred to OP from residential treatment, so it is a ‘step-down’ from a more intensive level of treatment. • Intensive outpatient (IOP) involves similar services to regular outpatient, but the services are provided at a higher intensity (more hours per week). IOP services range from a minimum of nine hours per week to 19 hours per week. • Residential treatment is the most intensive level of service currently available in the SUTS system of care. It involves 24 hour stay in a residential facility and the main purpose of treatment is to stabilize the client. SUTS has a short-term residential program and the average length of stay is between 30 and 35 days. Extensions may be granted based on assessment of client need for additional residential services. Components of residential treatment include intake, individual and group counseling, education, family therapy, safeguarding medications, and collateral services. • Transitional Housing Units (THUs) are not treatment facilities. Clients must be admitted to outpatient before they can be referred to THUs. THUs are treatment-linked temporary housing that serve as sober living environments for clients in outpatient treatment. Not all OP clients live in THUs, only those who need this type of housing. In order to expand the Reentry Network and offer more avenues for resources to clients, the Behavioral Health Services Department partnered with four faith-based reentry centers (FBRCs): Bridges of Hope, Mission Possible, Breakout Prison Project (Good Samaritan), and Destiny. Together, these centers and their extensive network of community collaborations form the Faith Reentry Collaborative (FRC). The FRC has offices at five locations. Each of the four centers accepts any reentry clients and the FRC has full-time employees at the Reentry Resource Center (RRC), who route clients to the FBRCs. Clients who need services not available at the RRC or clients who are not eligible for services at the RRC are screened at the RRC by FRC staff and sent out to one of the four FBRCs. Each faith-based center has case managers who oversee a caseload of clients. Clients with extensive needs are case managed and receive wrap-around service linkage, through which they are linked to a wide variety of supportive services available in the community. Clients who are not case managed can receive what the FRC refers to as “felt needs” service linkage, which is a one-time referral to services without ongoing case management. The Valley Homeless Healthcare Program (VHHP) hosts a medical bus called the Medical Mobile Unit (MMU), which visits different locations throughout the County. The MMU currently spends 20 hours a week and the RRC, where reentry clients can access it for medical and psychiatric care. These hours will be expanded in the future. While the bulk of individuals who access the MMU at the RRC location are criminal justice clients, anybody can access the unit to receive care. The MMU staff also provide social work through Community Health Workers, who provide case management and service navigation to high-need clients. The MMU provides an invaluable service to reentry clients. After being released from the correctional facilities, many clients have medical and/or psychiatric needs, especially when it comes to medication. The MMU has both a medical doctor and a psychiatrist on board, who provide healthcare on the bus, write prescriptions, give 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 413 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 This fiscal year, due to providers having time to adapt, services were able to continue uninterrupted for the most part. Community-based services returned to normal albeit with more use of distancing and virtual options when appropriate. The Reentry Centers returned to normal operations but continue to use social distancing and outside space to spread clients out. • ORS service providers in the community have returned to their normal scopes of work and serve clients in-person when possible. • ORS service providers in custody utilize hybrid models. Some come in-person, others are virtual, while some use both options. The most in-demand services are prioritized for in-person first. The Primary challenges earlier in the year revolved around ongoing Disaster Service Worker assignment. Toward the latter half of the year, many staff were returned, relieving the extra burden on understaffed teams. Currently, the main challenge is distancing issues and other similar logistical challenges. For example, the jail facilities are very limited in their options and there is less flexibility in terms of how to most effectively coordinate programming. Another challenge is the significant reduction in traditional sentencing and jail bookings/releases have altered the primary pathways reentry clients take and as a result we are not reaching the same portion of the target population. Adult Reentry Network partners are working to identify the best methods for outreach so that all justice-involved clients know how to access 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? 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 414 enroll them in healthcare where they will have access to primary care physicians and offers substance use recovery services. Later in the year, the Sobering Station was renamed the “Recovery Station” to better reflect the target population. In addition, Probation officers are now able to refer clients to the Recovery Station 24/7 as an alternative to booking. 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. CEO implemented this curriculum which includes training on roadway flagging, hazard communication, vegetation management and other critical services. In light of this change and response to COVID-19, the number of job readiness (LSE and job coaching) sessions increased significantly in April and May 2020 and continued to be high through fiscal year 2021. During the fiscal year 2021 (July 2020 to June 2021): • CEO enrolled 204 probation-referred clients and 63 clients had job placements (duplicated) • In total, 972 clients, some of whom attended multiple meetings experienced job readiness sessions (LSE and job coaching) • Caltrans work crews collected 31,434 bags of roadside litter • Work crews completed 64,908 hours of work (working an average of 40 hours a week) CEO tracks clients’ milestones from 90 days to one year of continuous work. During the fiscal year, 79 clients retained employment for at least 90-days and up to 365 days (duplicated). 415 This page intentionally left blank 416 FY 2021-22 Community Corrections Partnership Survey Santa Cruz County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Fernando Giraldo Randy Morris Chief Probation Officer Department of Social Services Alex Calvo Mimi Hall Presiding Judge or designee Department of Mental Health Ryan Coonetry Andrew Stone County Supervisor or Chief Administrator Department of Employment Jeff Rosell Anthony Jordan District Attorney Alcohol and Substance Abuse Programs Heather Rogers Faris Sabbah Public Defender Head of the County Office of Education Jim Hart Karen Delaney Sheriff Community-Based Organization Terry McManus Jeanette Valencia 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 417 Goals, Objectives, and Outcome Measures FY 2020-21 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 of the Measure County’s three facilities Outcome Total number of jail bed days saved by CAP; public safety rate of inmates committing Measure new law violations during the period of their custody alternative Outcome Total number of jail bed days saved by Pretrial Services; public safety rate of defendants Measure committing new law violations during the period of their pretrial release Progress During FY20-21 the average daily population across the County’s four jail facilities was toward 318, approximately 62% of the combined rated capacity of 511. For over a decade these stated goal jails consistently operated at over 100% of capacity: the current rates are a consequence of ongoing changes in court processing, classification, and pretrial release resulting from the COVID-19 pandemic. Offender and staff safety have required that the facilities operate with room for adequate social distancing and quarantine all new individuals booked into the jail as well as for exposed or infected individuals. During FY20-21, Sheriff's custody alternatives maintained an average daily population of 29, for an annual total of 10,585 jail bed days averted. This is a decrease of 21% from the previous year, also the direct result of pandemic-related changes to jail operations. During FY 2020-21, Pretrial services supervised a steadily increasing population, with an average daily caseload of 176, saving a total of 64,069 jail bed days. This is a 2% increase from the previous year. 8% percent of defendants committed new law violations during the period of their pretrial release, for a public safety rate of 92%. This goal and the related objectives and measures were retained from the previous fiscal year. 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. 418 Outcome Number of AB109-designated individuals assessed for risk and criminogenic need Measure Outcome Number of AB-109-designated individuals with supervision case plans Measure Outcome Documented utilization and outcomes of EPICS interventions Measure Progress A total of 411 AB109-designated individuals were supervised during 2019-20. Among toward goal this population, Probation conducted a total of 447 assessments, including risk assessment, full/comprehensive assessments, and re-assessments. A minimum of 198 AB109-designated individuals had supervision case plans, and a total of 595 EPICS interventions were documented among AB109-designated individuals during 2020-21. During the pandemic, most supervision contacts shifted to include wellness checks and a whole-person approach to address immediate public health-related needs. The CZU Lightning Complex Fire in the fall of 2020 further exacerbated housing and basic needs among many probation-supervised individuals. Goal Develop community partnerships for Effective Intervention Services that adhere to the principles of evidence-based practices for maximum recidivism reduction Objective Refer all AB109 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 assessed need Measure Outcome Number and percent of individuals receiving adequate AB109 service dosage based on Measure risk level Progress A total of 2,017 referrals were made for AB109 services during FY 2020-21, with an toward goal unduplicated count of 812 individuals receiving a total of 10,592 hours of direct service, for an average of 13 hours of service per person. 6% of clients received a minimum of fifty hours of direct service during the one-year time frame. These numbers reflect an increase from the previous year due to multiple innovations for continuing to provide services during the pandemic, including phone and web-based one-on-one services, as well as limited written homework packets for in-custody classes. In-custody services were limited, however, and during some periods were canceled entirely. 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. 419 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $13,838,192 $8,426,426 $401,148 Local Innovation Subaccount $200,000 Administration (Probation Department) $200,000 $8,824,696 Community Supervision and Treatment (Probation Department) $5,484,284 $4,412,348 Corrections (Santa Cruz County Sheriff's Office) $2,742,142 FY 2021-22 $13,838,192 FY 2020-21 $8,426,426 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $494,154 $488,084 $300,020 Santa Cruz County Office of Education $300,020 $165,334 Santa Cruz County Health Services Agency $158,101 $28,800 First 5 Santa Cruz County $29,963 FY 2021-22 $494,154 FY 2020-21 $488,084 420 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $5,500 Digital Nest $97,962 Encina Investment Group… $96,379 $360,000 Volunteer Center of Santa Cruz… $360,000 $29,200 Uptrust $29,200 $45,438 United Way of Santa Cruz County $45,404 $48,000 Streets2Schools $36,000 $232,456 Sobriety Works $172,456 $1,500 Santa Cruz Live Scan $1,500 $60,000 Santa Cruz Barrios Unidos $60,000 $30,064 Positive Discipline Community… $30,064 $144,882 New Life Community Services $189,882 $38,250 Monarch Services $38,250 $69,984 MENtors Driving Change for… $35,000 $261,182 Leaders in Community… $150,000 $283,500 Janus of Santa Cruz $283,500 $9,690 HOPE Program $9,690 $680,188 Encompass Community Services $682,569 $5,000 Counseling and Psyshotherapy… $5,000 $55,012 Conflict Resolution Center of… $22,000 $13,978 Automon (Referral Portal) $13,313 FY 2021-22 $2,471,786 FY 2020-21 $2,260,207 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 Success Center model. A documented history of similar or equivalent service delivery to high-risk criminal 421 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 If yes, how? Santa Cruz County employs multiple levels to monitor and evaluate AB109 service effectiveness. During 2020-21 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. The Probation Department continues to work with 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 features an online portal for service providers to input program data directly, including both outputs (numbers served) and program-specific outcomes. Currently, data is provided by email and uploaded directly into the system. Full implementation has been delayed by the pandemic and natural disasters. 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 monthly 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 conducted by George Mason University, 422 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 or other reliable clearinghouse resources in developing program funding requests. 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 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, and Streets2Schools, in partnership with Probation officers. • Substance Use Disorders. Assessment, detox, outpatient, intensive outpatient, residential, medically assisted treatment, provided by Encompass Community Services, Janus of Santa Cruz, Sobriety Works, and New Life Community Services. Santa Cruz County has established a Drug Medi-Cal Organized Delivery System that brings all the service providers together in a single unified system for assessment, referral, and continuous treatment level matching. • Low Vocational Attainment. Individual job readiness and placement services, along with employer education and outreach. Services are provided by 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. 423 • Mental Health Disorders. Assessment, counseling and system navigation, and medication management. Services are provided by Encompass Community Services. Additional support is available through County Mental Health services for individuals with serious mental illness and/or are served through the County's forensic assertive community treatment program. • 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 include short- term motel vouchers and sober living environment housing 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; peer support and system navigation services available at the Probation Success Center through Sobriety Works; and safe reentry case management for women is provided by Monarch Community Services. 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. As the pandemic continues, however, service capacity remains dramatically reduced while clients are in even greater need of support. At the same time, instability in the labor market makes it difficult for service providers to recruit and retain qualified staff, and this takes 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 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 and this, as well as the return of rampant market speculation, drives housing prices ever further out of reach. This exacerbates the situation in a county that has long been rated 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 many housing options (including sober living environments, residential treatment, and emergency shelter beds) have been cut in half by the requirements for social distancing. 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. 424 What 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 response to a comprehensive local evaluation conducted by the Oakland-based Research Development Associates, the Santa Cruz CCP established a Probation Success Center (PSC) where multiple existing services are co-located in order to reduce logistical barriers, increase communication and coordination, and leverage additional community resources. The PSC opened for operation in July of 2019, and is located adjacent to the Probation Department, the Superior Court, the Main Jail, as well as numerous social services and attorney’s offices. The PSC provides a welcoming, trauma-informed, and purposeful environment with peer navigators, employment assistance, mental health counseling, a full computer lab with high school equivalency instruction and educational tutoring, and a range of classes in areas of anger management, batterers intervention, reentry skills, conflict resolution, parenting, and father involvement. Service providers have taken an active, leadership role along with the Probation Department in developing and refining center policies and procedures. This shared leadership has been critical in maintaining a strong shared vision and operational cohesion through the disruptions of the pandemic. Planning is now underway to replicate the service center model in the city of Watsonville to better serve individuals living in the southern end of the county. Another innovation in response to the closure of jails to outside programming has been to create an informational video that showcases the staff and services of the Probation Success Center. This professionally produced, ten-minute video is screened three times each week to the full in-custody population to familiarize them with the center and the services and supports available to them following release. This is meant to make up for the lack of provider ability to make personal connections with individuals prior to release from custody. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. For the past three years, the Santa Cruz CCP has worked with Californians for Safety and Justice (CSJ) to pilot a local implementation of their Blueprint for Shared Safety, a community-wide planning model to improve system responses to crime and victimization. The CCP and the newly renamed Shared Safety Work Group have completed a comprehensive asset and gap analysis, involving and empowering crime survivors to play a meaningful and central role in developing community priorities. Key partners include the United Way of Santa Cruz County, the District Attorney’s Office, and the Community Education and Engagement Work Group of the CCP. The Shared Safety Work Group has conducted focus groups and data analyses, produced multiple written reports, and sponsored community forums to engage elected officials, governmental agencies, non-profits service providers, and community members in developing and implementing recommendations including the following: • Develop capacity to provide system navigators to help individuals understand the criminal justice system and access community resources for stability and healing • Improve data collection and analysis capacity to better track crime incidence and victimization and to better understand the needs of crime survivors • Enhance current law enforcement strategies to build community responsivity and trust • Provide a trauma recovery center to provide a single point of access for crime survivors to a full spectrum of supports and resources • Increase the involvement of crime survivors in justice system planning and decision-making • Facilitate the development of a peer-to-peer network for crime survivors 425 • Implement policies and programs based on a restorative justice model, including victim/offender dialog and community courts • Increase availability of and access to wraparound services for crime survivors • Provide system training to increase capacity for trauma-informed, culturally responsive services • Eliminate unnecessary barriers to monetary restitution and restoration for crime victims • Engage the community through an outreach campaign to reduce stigma and increase awareness and involvement in positive solutions 426 FY 2021-22 Community Corrections Partnership Survey Shasta County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Tracie Neal Miguel Rodriguez 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 William Bateman Judy Flores Public Defender Head of the County Office of Education Michael Johnson Eva Jimenez Sheriff Community-Based Organization Bill Schueller Angela Mellis Chief of Police Victims Interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Monthly except the months that the CCP Advisory meets. No meetings during the months of April, July, and December. Does the CCP have subcommittees or working groups Yes 427 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 Progress During Fiscal Year 2020/2021, the Alcohol and Drug Counselor at the Community toward Corrections Center (CCC) completed 100 SUD Evaluations for Level of Care for stated goal the purposes of utilizing the Wellness and Recovery benefit. Of those evaluated, 28 qualified for residential treatment, 30 for a sober living environment, and 42 needed out-patient SUD treatment. All of these services were covered through the Wellness and Recovery benefit (Medi-Cal). 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 individuals Measure participating in the Misdemeanor Community Engagement Program. Outcome Increase the number of individuals participating in the DA Misdemeanor Pre-Filing Measure Diversion Program. Outcome Increased successful completions of the DA Misdemeanor Pre-Filing Diversion Measure Program and Misdemeanor Community Engagement Program. Progress Regular meetings have been established to review resources and available toward goal diversion courses. The DA’s office utilizes an online program offering CBT courses as part of the Pre-Filling Diversion Program. Probation contacts DA Diversion participants when they are unresponsive to the DA and/or the diversion requirements. Once enrolled in the Diversion Program, Hill Country provides services through the Proposition 47 Grant, and at times, based on progress in the program, misdemeanor charges are dismissed by the DA’s office. We are working towards implementing both pre-filing and post-filing diversion using an outside company which provides online courses. DA staff have had informal conversations with Hill Country about having participants in Misdemeanor Community Engagement Program utilize these online courses and assist participants with payment if necessary. 428 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. Progress The validation study was completed by a contracted evaluator in June 2021. The toward goal report provided an extensive overview of the assessment tool and process as well as insight into future improvements. Specific data collection measures were identified as well as recommendations regarding updating policy and procedures and implementing specific training guidelines. Recommendations from the study will be implemented In Fiscal Year 2021/2022. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Review Day Reporting Center (DRC) discharge data from April 8, 2020-April 7, 2021 (annual report timeframe). Objective Identify participants that were discharged during the timeframe. Objective Identify the reasons why participants were discharged. Objective If a participant was discharged due to needing a different type of treatment service or higher level of care, identify the types of referrals and services needed. Outcome Review information learned to identify gaps in treatment services for offenders. Measure Outcome Review data to ensure proper referrals to treatment programs. Measure Outcome Review the Probation Department’s treatment referral process and update Measure accordingly. Progress Data has been collected and is being analyzed. toward stated goal Goal Implement a new case management system with the Superior Court, District Attorney’s Office, Public Defender’s Office, and the Probation Department. Objective Ensure integration between systems. Objective Improve sharing of information. Objective Improve data collection and reporting. Outcome Prepare and share statistical data and reports on CCP programs at CCP Meetings. Measure Outcome Use data to make data driven decisions. Measure Outcome Go Live dates are scheduled for November and December 2021. Measure 429 Progress Data has been collected and is being analyzed. toward stated goal Goal The Shasta County validation study on the Virginia Risk Pretrial Assessment Tool (VPRAI) was completed on June 30, 2021. The study identified limitations and areas of improvement. The VPRAI tool has been used in Shasta County since 2013. Objective Identify training needs for the staff administering the VPRAI and update the training procedures. Objective Ensure staff are trained and following the fidelity of the tool. Objective Update program policies, procedures, and protocols, to include: an interview guide, and “how to” documents. Outcome Identify and implement data collection measures. Measure Outcome Define override rules and create an override tracking tool. Measure Progress Quarterly meetings are scheduled to review progress. toward stated goal FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $111,246 Victim Witness $170,682 $234,791 District Attorney $201,464 $225,680 Public Defender $215,454 $52,529 Social Services $96,164 $2,585,140 Sheriff's Department $2,743,043 $5,533,375 Probation Department $5,430,783 FY 2021-22 $8,742,761 FY 2020-21 $8,857,590 430 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $1,398,141 $989,689 $257,152 Community Corrections Center $186,581 $469,083 GPS/Electronic Monitoring $323,867 $537,769 Work Release Program $383,997 $134,137 Behavioral Health Court $95,244 FY 2021-22 $1,398,141 FY 2020-21 $989,689 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $1,911,708 $1,552,342 $219,878 STEP UP $167,019 $324,541 Treatment $346,732 $223,397 Supportive Housing $169,692 $1,143,892 Day Reporting Center $868,899 FY 2021-22 $1,911,708 FY 2020-21 $1,552,342 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. 431 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 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. No programs were evaluated during fiscal year 2020/2021 due to the pandemic. Two programs, Nurturing Fathers and Triple P, have been identified to be evaluated during fiscal year 2021/2022. 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 2018-2019 we continued to make progress by completing the Correctional Program 432 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 X Recidivism X Treatment program completion rates The CCP has worked hard to collect data according to the BSCC definitions. Since the beginning of Realignment, Shasta County was part of the Public Policy Institute of California (PPIC), 12-county study on realignment impacts and recidivism. Being part of this study allowed Shasta County to receive a more in-depth understanding of our data and areas of improvement. The Superior Court, Public Defender’s Office, District Attorney’s Office, and Probation Department are all in the process of implementing a new case management system (CMS). The Probation Department and the District Attorney’s Office are scheduled to go live with the new CMS in November 2021 and the Superior Court is scheduled to go live in December 2021. A new CMS will improve data collection and the ability to collect recidivism on a number of measurements. What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Less than 20% (During FY 2020/21, 15.59% 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, child abuse 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 433 discuss implementation. In the summer of 2018, the Statewide Opioid Response funded several opportunities to advance collaboration among systems 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. The Redding Police Department is currently working with Shasta County Health and Human Services Agency to Launch a Crisis Intervention Response Team (CIRT) with the goal of deescalating situations involving someone experiencing a mental health crisis and work to divert them from the criminal Justice System. 434 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 number 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 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 to participate in the STOPP event. Over 25 state and local agencies currently participate. While the STOPP events temporarily halted due to COVID, this event returned in September 2021 using a different format to ensure participants are directed to the programs which specifically address their 435 individual basic and criminogenic needs. Smaller co-horts of offenders have been created on a rotating schedule during the event which also allows for a larger number of overall offenders to safely meet with the programs at this event. Historically, STOPP has been successful in engaging our offenders early in their grants of supervision and we will return to the intended structure of the event in the future once larger 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. While video conferencing has been temporarily suspended by CDCR, the Probation Department is prepared to restart these efforts once allowed. 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. In April 2020, the tool was expanded to include questions on housing, substance use, and military service. As indicated by the tool, individuals are referred to a mental health or substance abuse clinician and/or treatment. For Fiscal Year 2020/2021, 494 individuals were surveyed which indicated 102 needed mental health assistance, 196 were using substances, 83 reported needing assistance with housing, and 18 were veterans. On-going efforts have been made to refer these individuals to services when possible. 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. These efforts have been on-going to support offenders who are identified as meeting the identified criteria. During fiscal year 2019/2020, this caseload was only staff for 6 months. During fiscal year 2019/2020, 12 people successfully completed supervision and 18 Offender Needs Guide Assessments were conducted. 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 436 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. Like all programs, this program was affected by the pandemic. However, efforts continued and during Fiscal Year 2020/2021, a total of 24 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 2021, the DRC served a total of 1,155 unique participants. Two hundred and five 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 72 students. According to Shasta College, in Fiscal Year 2019/2020, STEP-UP students had a GPA of 3.03, which was 0.17 higher than the general student population, and they celebrated 15 graduates. In the Fall of 2019, there were 17 STEP-UP students on the Dean’s List, and in Spring 2020, there were 13 students on the Dean’s List. 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 23 graduates from inception to June 30, 2021. 437 This page intentionally left blank 438 FY 2021-22 Community Corrections Partnership Survey Sierra County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Charles Henson Vickie Clark 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 Beradi Public Defender Head of the County Office of Education Michael Fisher Vacant Sheriff Community-Based Organization N/A Sandy Marshal 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 439 Goals, Objectives, and Outcome Measures FY 2020-21 Goal To continue to maintain and enhance public safety. Objective Appropriately house the in custody population. Objective Monitor realigned higher risk offenders in the community. Outcome During the 2020-2021 FY the CCP allocated funding to contract with a neighboring Measure county jail for comprehensive housing services and inmate health coverage. Outcome During the 2020-2021 FY the successful completion rates and recidivism rates for Measure all offenders on any type of supervision were tracked. 0% of targeted offenders suffered a fresh felony and 6% recividated with a misdemeanor. 13% of targeted offenders were unsuccessfully terminated. Progress During the 2020-2021 FY the allotted funds for secure housing were fully utilized toward ensuring the public safety for those higher risk offenders. stated goal Goal To ensure quality effective supervision of all offenders. Objective Assess offenders for risk and needs. Objective Prepare comprehensive reports that will include an offender’s individual risk and criminogenic needs/protective factors to assist in decision-making. Objective Provide the proper level of diligent supervision to each offender. Outcome Ensure every targeted offender is assessed for risk and needs are identified. Measure Outcome Ensure every targeted offender has a full interview and a detailed report of the Measure offenders static and dynamic factors is prepared. Outcome Ensure case staffing properly addresses risk/needs, responsivity, dosage, and Measure treatment on an ongoing basis. Progress During the 2020-2021 FY all targeted offenders received a risk assessment and in toward goal addition to the assessment all offenders received an interview and detailed study of the offender's history which identified needs. During the FY all targeted offenders received periodic review interviews of their needs and services were adjusted accordingly. Goal To ensure an equal opportunity for all offenders to participate in appropriate treatment and services. Objective All services will center on a common goal to achieve a successful reintegration of offenders to the community. Objective With consideration to Evidence Based Practices and availability, all offenders will be afforded treatment and other supportive services, including but not limited to; residential drug and alcohol treatment; transitional living; outpatient services; mental health management services; medical evaluations; educational, and employment services. Objective Continued commitment in supporting the Sierra County Drug Court Program, Reentry Court, and other Collaborative Court programs that target higher risk offenders. Outcome Offenders will be reassessed periodically throughout their period of supervision Measure when there are significant changes in their situation and/or at the discretion of the supervising officer and/or treatment professional(s). Targeted interventions will evolve with the ongoing assessments of offenders. 440 Progress Through initial assessments and ongoing review, all eligible offenders were toward goal offered/provided services when appropriate. AB 109 funding directly contributed to filling the gaps in other funding to ensure that no appropriate offender was denied services due to a lack of funding or resouces. The Sierra County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations Sheriff's Offfice vehicle $52,000 $173,434 Carry Over $207,731 $3,500 Drug Court program $3,500 $15,050 District attorney's office case… $15,050 $17,381 Information and technology… $17,381 $13,000 Inmate health $13,000 $200,000 Inmate housing jail contract $200,000 $5,000 Inmate housing CDCR contracting $5,000 $270,000 Sheriff's office- 2 deputy positions/… $270,000 $38,742 Probation services and supplies $38,742 $30,000 Probation Specialist/ Collaborative Court… $30,000 FY 2021-22 $644,673 FY 2020-21 $592,673 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $17,381 County information and technologies $3,500 Sierra County Drug Court Program $3,500 $15,050 District Attorney's Office $15,050 Sierra County Information and technologies $17,381 $213,000 Nevada County Jail (WBCF) $213,000 $5,000 California Department of Corrections (CDCR) $5,000 $322,000 Sheriff's Office $270,000 $68,742 Probation Department $68,742 FY 2021-22 $644,673 FY 2020-21 $592,673 441 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to Respond. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Decline to Respond. If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? Decline to Respond. If yes, how? N/A Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No Average daily population Conviction Length of stay Recidivism Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Decline to Respond. We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Decline to Respond. 442 What challenges does your county face in meeting these program and service needs? Decline to Respond. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to Respond. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to Respond. 443 This page intentionally left blank 444 FY 2021-22 Community Corrections Partnership Survey Siskiyou County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Michael Coley Dr. Sarah Collard Chief Probation Officer Department of Social Services Renee McCanna-Crane (Designee) 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 Kermith Walters Public Defender Head of the County Office of Education Jeremiah LaRue Carla Charraga Sheriff Community-Based Organization Mark Gilman Coleen Chiles 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 445 Goals, Objectives, and Outcome Measures FY 2020-21 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 justice involved 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 offenders Measure participating in educational services Outcome Increased number of participants enrolling in classes at the local community college Measure for skill building and/or certificate programs Outcome Increased number of offenders who gain skills necessary for becoming employable Measure Progress While everyone has seen their fair share of operational challenges with the toward pandemic, offering educational opportunities is no different. In implementing our stated goal educational component, we have 3 individuals on track to receive their high school diploma by the end of 2021. One of those pending graduates is enrolled to attend a forestry tech class that offers skill-based training and job placement assistance upon completion of the course. Additionally, the CCP started collaborating with Dunsmuir Adult Education to provide education assistance; we recognized there were many more opportunities available. Since the partnership started, there has been a cooking class, a woodworking class and a job readiness class. Each of these classes was designed to offer basic skills to individuals seeking to gain employment consistent with what is available in our community. The job readiness class was a prerequisite to a forestry tech class, which is set to begin in February 2022. The intent of the class was to help individuals create a resume and get assistance with their interviewing skills. From the 11 students enrolled in the job readiness class, one has secured full-time employment and 6 will move on to the forestry tech class. Again, despite the limited resources available to us, Dunsmuir Adult Education approached us to collaborate with them in promoting the 2nd Chance Forestry Program. Leading experts in the field of firefighting will be the instructors, teaching skills necessary to obtain forestry tech positions anywhere firefighting crews are employed. While we continue to bridge connections with the community college, discussions are being had to promote a local program that is similar to Shasta College's successful "step-up" program. 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 446 Outcome Attendance by Probation at Diversion meetings and Court attendances. Begin Measure supervising MH Diversion Court participants Outcome Collaboratively examine current procedures for the program. Modify or enhance as Measure needed Outcome Utilization of resources from BHS and Probation to track and evaluate data Measure Progress One DPO from the Probation Department has steadily maintained a presence in toward goal the collaborative court process. In 2020 there were 8 justice involved individuals who attended 43 hearings throughout the year. The number of court hearings doubled in 2021 with 82 hearings serving 13 individuals. With the involvement of BHS, referrals, assessments, and treatment options have been updated to support this population. These initial achievements were accomplished with help from our local Superior Court and through the use of the Day Reporting Center with the guidance of the CCP committee. 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 associated Measure costs Outcome Increased knowledge in programming, data and evaluation for Probation Crime Measure Analyst and BHS Program Manager Outcome Development of a data dashboard Measure Progress Two members from the probation department participated in the CSAC sponsored toward goal "Strategic Framework" training that spanned a 10 month time period. In that training, staff were provided with guidance and resources on what was needed to implement a data dashboard. The information gleaned from this training will be helpful in creating a data dashboard for our county. The Siskiyou County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. 447 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $57,602 County of Siskiyou $49,828 $72,170 District Attorney Personnel $67,052 $1,495,406 Probation/Sheriff Personnel $1,388,833 Public (Inmate) Health Allocation (includes $150,000 Mental Health Services) $150,000 $30,000 District Attorney Allocation $30,000 $30,000 Public Defender Allocation $30,000 $254,255 Community Corrections Operations $153,687 FY 2021-22 $2,089,433 FY 2020-21 $1,869,400 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $57,602 County of Siskiyou $49,828 $1,495,406 Probation/Sheriff $1,388,833 $150,000 Public (Inmate) Health (includes Mental Health services) $150,000 $102,170 District Attorney $97,052 $30,000 Public Defender $30,000 $95,251 Community Corrections Operations $64,051 FY 2021-22 $1,930,429 FY 2020-21 $1,779,764 448 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $108,000 Community Based Organizations $6,500 Group Curriculum $6,500 $4,504 Other: IT/Data Collection/Case Mgmt $3,136 $10,000 Redwood Toxicology $10,000 $30,000 Bi, Inc $30,000 FY 2021-22 $159,004 FY 2020-21 $49,636 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to Respond. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Decline to Respond. If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? Decline to Respond. If yes, how? N/A Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Decline to Respond. 449 What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Decline to Respond. We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Decline to Respond. What challenges does your county face in meeting these program and service needs? Decline to Respond. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to Respond. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to Respond. 450 FY 2021-22 Community Corrections Partnership Survey Solano County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Chris Hansen Gerald Huber Chief Probation Officer Department of Social Services Donna L. Stashyn 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 Tom Ferrara Deanna Allen Sheriff Community-Based Organization Aaron Roth Angel Aquilar Chief of Police Victims Interests How often does the CCP meet? Other How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups Yes 451 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 signed Measure by March of 2021. Outcome The Sheriff’s Office MedMark and Wellpath will develop policies and procedures Measure for the administration of Methadone to inmates in the county jail. Progress The Sheriff's Office has been unable to integrate Methadone into the MAT toward program at the county jail. This has been due to difficulties in negotiating the stated goal MOU with MedMark. However, there has been recent progress and we have every reason to believe that Methadone will be continued in the jail during the 21/22 FY. 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 will refine tracking processes to enable inmates in all three county jails to participate 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 process by Measure February 2021. Outcome Sheriff Office policies and procedures for the Solano Community College Measure Correspondence Course Program will be developed by June 2021. Progress The Sheriff's Office has been successful at working with Solano Community toward goal College to enroll inmates into college courses. Inmates from all three jails have been able to participate in the program. Fifty four students were enrolled in the Spring 2021 semester and there have been 182 enrollments since the project started in the Fall of 2020. The Sheriff's Office developed a tracking process for students across all three jails that tracks requests for enrollment, actual enrollment, homework turn in and course completion. By summer of 2021 Solano Community College had developed policies and procedures for serving students from the jail (as well as prison) in their Correspondence Course Program. This has been an exceptionally successful program and we are hopeful SCC will continue the Correspondence Course Program even when COVID has receded. 452 Goals, Objectives, and Outcome Measures FY 2021-22 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 signed Measure by March of 2021. Outcome Sheriff Office policies and procedures for Methadone continuation will be Measure developed by March 2021. Progress There has been recent progress in the negotiation of the MOU. MedMark has toward recently signed the MOU and it is now with other stakeholders. We have every stated goal reason to believe that Methadone will be continued in the jail during the 21/22 FY. Goal The Sheriff's Office will continue to develop comprehensive Substance Use Disorder Services to be delivered to inmates in the county jails. Objective The Sheriff's Office will issue a Request for Proposal for a new SUD provider as the existing provider's contract is ending. The new RFP will include services to be provided to the MAT population. Objective The Sheriff's Office will implement a Narcan Distribution program so inmate releasing jail can have access to Narcan upon release. Objective The Sheriff's Office will launch an Induction Work Group with partner Wellpath to look into developing and MAT Induction Program within the county jail. Outcome A new SUD Provider will be identified by June 2022. Measure Outcome A Narcan Distribution Program will be implemented by June 2022 for releasing Measure inmates. Outcome By June 2022 the Induction Work Group will develop a report regarding the Measure feasability of implementing an MAT induction program within the county jail. Progress SUD RFP is in process. Narcan informational video to be shown to jail toward inmates has been identified and a narcan distribution process is being stated goal developed. The Induction Work Group has met once. Goal The Rourk Vocational Training Center will become operational again in 2022 and serve both inmates and Probationers. Objective The Sheriff's Office will obtain permission from the BSCC to change the scope of service to include probationers. Objective The MOU between the Sheriff's Office, Probation and Leaders in Community Alternatives will be developed. Objective Vocational Training classes will be delivered to inmates and probationers. Outcome The BSCC will sign off on the change to the scope of service at the Rourk Measure Vocational Training Center by early 2022. Outcome The MOU between the Sheriff's Office, Probation and LCA will be executed Measure by early 2022. 453 Outcome By June of 2022 a minimum of two vocational training courses will have been Measure delivered to the inmate and probation populations. Progress In process. The SO has sent a request to the BSCC for a change in the scope toward of populations served at Rourk. And, the MOU for stakeholders is in process. stated goal FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $406,705 Unanticpated Growth to Reserves From PY Carryforward Reserves $(217,152) $167,746 CCP Planning $167,746 $216,073 Health and Social Services $227,088 $50,816 Alternate Public Defender $48,842 $736,641 Public Defender $645,280 $881,133 District Attorney $832,085 $5,576,080 Sheriff Department $5,576,080 $6,426,350 Probation Department $5,629,535 FY 2021-22 $14,461,544 FY 2020-21 $12,909,504 454 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $125,682 District Attorney - Victim/Witness Services $118,165 $58,598 Ongoing Planning & Implementation $58,598 $109,148 Solano County Collaborative Court Services $109,148 Health and Social Services - Substance Abuse Treatment $19,740 $216,073 Health and Social Services - Mental Health Treatment $207,348 $755,451 District Attorney Legal Services $713,920 $787,457 Public and Alternate Public Defender Legal Services $694,122 $1,320,885 Sheriff - Enforcement Team (SET) $1,155,445 $2,545,311 Sheriff - In-Custody Services (Jail Beds) $2,520,363 $854,942 Sheriff - In-Custody Program Services $963,318 $472,229 Probation - Pre-Trial Services $423,587 $3,077,835 Probation - Supervision Services $2,606,021 $1,747,264 Probation - Centers for Positive Change $1,669,250 FY 2021-22 $12,070,875 FY 2020-21 $11,259,025 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $7,000 Quality Assurance Services $7,000 $100,000 Housing Services $100,000 $150,000 Drug Testing & GPS Monitoring $103,220 $250,300 Assessment & Re-Entry Services $287,038 $222,022 Substance Abuse Treatment Services $284,042 $484,642 Mental Health Treatment Services $525,183 $770,000 Employment Services $561,148 FY 2021-22 $1,983,964 FY 2020-21 $1,867,631 455 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to Respond. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Decline to Respond. If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? Decline to Respond. If yes, how? N/A 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)? 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? Decline to Respond. What challenges does your county face in meeting these program and service needs? Decline to Respond. 456 What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to Respond. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to Respond. 457 This page intentionally left blank 458 FY 2021-22 Community Corrections Partnership Survey Sonoma County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. David Koch Katie Graves Chief Probation Officer Department of Social Services Arlene Junior Bill Carter Presiding Judge or designee Department of Mental Health Nikolas Klein Katie Graves County Supervisor or Chief Administrator Department of Employment Jill Ravitch Bill Carter District Attorney Alcohol and Substance Abuse Programs Jeff Mitchell Georgia Ioakimedes 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 459 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Continue aligning programming at Sonoma County’s Day Reporting Center (DRC) with evidence-based practices, and continue 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 Objective N/A Outcome Percentage of participants enrolled in and commencing an evidence-based program Measure Outcome Progress on evaluating and improving programs Measure Outcome N/A Measure Progress Of 100 intakes in FY 20-21, 73 individuals enrolled in Cognitive Behavioral toward Intervention, the DRC’s foundational evidence-based practices course. Of those stated goal enrollments, 49 individuals—67% of eligible DRC participants—commenced treatment. We continue to make progress implementing recommendations from a FY 18-19 DRC outcome evaluation performed by an external consultant. The primary recommendations were to increase dosage levels for high-risk and moderate-risk individuals, and to mitigate barriers that inhibit participants’ engagement in the DRC. In FY 20-21, we focused primarly on moving classes to a virtual setting to support participant engagement during the pandemic. An additional continuing study, funded by Arnold Ventures and conducted by researchers at UC Berkeley and UC Irvine, focuses on the efficacy of the DRC’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. 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 supervision Measure Outcome Number of inmates receiving substance use disorder or mental health services and Measure Penal Code 1370 restoration services 460 Progress During calendar year 2020: toward • All booked individuals with new charges were assessed for pretrial services stated goal 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 308 individuals on electronic monitoring supervision plus 15 individuals previously enrolled (323 total), of whom 317 successfully completed the program, for a success rate of 98%. • The Department of Health Services previously provided Starting Point services to individuals before 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. Starting Point services were discontinued in March 2020 with the loss of the behavioral health clinician, and the vacant position was eliminated in June 2020 as a result of CCP budget cuts prompted by pandemic economy budget projections. Substance use disorder services will be reinstated when possible. 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 health Measure issues Outcome Number of offenders receiving screenings for financial needs Measure Progress During FY 20-21, offender needs assessments indicated that 150 Sonoma County toward probationers needed housing services. During the same period, 122 probationers stated goal entered Probation Department-contracted transitional housing. Dividing 122 by 150 yields a number-of-offenders-served-per-homeless-offender ratio of 0.81. This is the highest ratio achieved since Probation began tracking in FY 16-17, indicating continued improvement in reducing homelessness among probationers. 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. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Evaluate effectiveness of the Probation Department's processes and implement evaluation recommendations Objective Develop a new behavioral response policy 461 Objective Improve the case planning process in conjunction with open channels for participant feedback and probation officer awareness of available services Objective Analyze probation officer workload to adjust prioritization of duties Outcome Be able to quantify adherence to the behavior response policy, and find overrides Measure occur less than 15% of the time Outcome Increased case plan quality as measured by case plan review data Measure Outcome Increased use of behavioral practices by probation officers Measure Progress The goal objectives have not yet been implemented. We will describe progress on toward the outcome measures in the FY 22-23 CCP Survey. stated goal Goal Continue managing the jail population in a manner consistent with public safety (Goal, Objectives, and Outcome Measures unchanged from FY 20-21) Goal Identify and remove probationers' barriers to program participation Objective Provide housing options for 100% of homeless probationers 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 and completing substance use and Measure mental health programs Outcome Number of offenders receiving screenings for and receiving financial assistance Measure Progress During the first four months of FY 21-22, offender needs assessments indicated that toward 75 Sonoma County probationers needed housing services. During the same period, stated goal 39 probationers received Probation Department-contracted transitional housing. Dividing 39 by 75 yields a number-of-offenders-served-per-homeless-offender ratio of 0.52, trending far below FY 20-21 full-year results. Probation is taking steps to increase housing referrals. 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. 462 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $2,623,813 Reserve Funds Carry-Over Funds $(962,635) $6,988,095 Sheriff's Office $6,576,950 $364,266 Public Defender $341,976 $7,211,467 Probation Department $5,780,247 $25,000 Information Systems Department $25,000 $283,871 Human Services $276,040 $827,210 Health Services $891,395 $566,828 District Attorney $420,565 $25,000 County Counsel $25,000 FY 2021-22 $18,915,551 FY 2020-21 $13,374,538 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $931,094 Prosecution/Defense $762,541 $2,623,822 Pretrial Services $1,440,628 $304,367 Out-of-custody Mental Health Services $323,956 $3,513,882 Jail Unit Housing $4,254,720 $309,154 In-Custody Programming $252,093 $17,000 General Assistance $17,000 $268,871 Employment Assistance/Training/Readiness $261,040 $988,027 Day Reporting Center $1,160,313 $2,708,015 Community Supervision $2,882,988 Alcohol and Other Drug Services $51,618 $496,294 Administrative/IT/Legal Support $483,276 FY 2021-22 $12,160,525 FY 2020-21 $11,890,174 463 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $660,426 Various Providers $142,564 $2,220,121 Wellpath $1,431,573 $107,482 Resource Development Associates $104,250 $556,284 InterFaith Shelter Network $306,612 $352,000 California Human Development or Drug Abuse Alternatives Center $362,000 $234,900 BI, Incorporated (electronic monitoring) $100,000 FY 2021-22 $4,131,213 FY 2020-21 $2,446,999 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? CCP members and members of the public may propose new programs or services at any publicly held meeting. Doing so requires submission of a funding request form, which describes the program or service and associated costs. During meetings, the CCP reviews requests and weighs the benefits against costs, competing needs, and fiscal sustainability. New programs are initiated with a majority vote of the Executive Committee and Board of Supervisors approval. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Yes If yes, how? 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. • Since 2016, the CCP has retained a consultant to evaluate CCP-funded programming. Completed evaluations include the following: 464 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 o Probation Supervision Process Evaluation o Reentry Assessment If interested, email brad.hecht@sonoma-county.org for copies of these studies. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? Sonoma County program managers and analysts, along with CCP-retained evaluation consultants, routinely present the latest evaluation results and recommendations at CCP meetings for the committee’s review and consideration. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Yes No X Average daily population X Conviction X Length of stay X Recidivism X Treatment program completion rates What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? 81% or higher We would like to better understand your county's capacity 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 funds the following mental health, substance use disorder, and behavioral health services. Combined, these services amount to $3,338,340 or 20% of the CCP's FY 21-22 budget. Day Reporting Center: The Day Reporting Center serves as the central point of evidence-based programming and structure for realigned and felony probationers in the community. Services include cognitive behavioral intervention programs, life skills, vocational skills, and substance abuse treatment. Jail Programs: The Sheriff’s Office offers programs designed to help inmates address the root causes of criminal behavior; decrease the high level of stress and violence that can occur in correctional 465 facilities; and connect 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 AB 109 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. 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. Through contracts with local providers, Health Services offers residential treatment and outpatient services at the Day Reporting Center. Victim Services Advocate: The District Attorney's advocate supports victims of domestic violence, sexual assault, and other crimes by connecting them to services, establishing safe shelter, and ensuring the victims' voices are heard throughout the criminal justice process. 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 and well below the 1.03% of base funding received before the FY 15-16 implementation of Realignment Allocation Committee (RAC) recommendations. The RAC’s base funding formula strongly rewarded non-population factors such as crime, number of individuals sentenced to jail, and number of felony probationers in each county, using data from between 2012 and 2016. In fact, only 22.5% of the base funding formula considered county population. Additionally, the number of non-failed felony probationers accounts for 60% of the “growth” funding allocation, meaning this one factor is, by far, the most heavily weighted in determining overall county funding. This structure effectively rewards counties that had and continue to have more individuals in the criminal justice system, which opposes the intended incentives of growth funding—to reduce criminal justice system involvement. This criminal justice system-based formula for the base allocation had merit during the early years of realignment to avoid funding shocks to higher-crime counties. Now a decade into 2011 Realignment, it could be time to reevaluate the formula. A more population-based approach would restore funding equity and align overall funding with legislators’ intent of reducing justice system involvement. 466 What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? To enhance the overall criminal justice system, the CCP has increased investment in pretrial services, which mostly serve non-realigned individuals. Despite not focusing on the realigned population, we believe the benefits—reducing unnecessary incarceration and taking an objective, risk-based approach to determining who can safely remain in the community while awaiting trial—justify the investment. In FY 20-21, we implemented the Advancing Pretrial Policy & Research Public Safety Assessment, a tool to predict failure to appear and new criminal arrest. Compared to bail and other less objective procedures to determine who can remain in the community while awaiting trial, the Public Safety Assessment improves public safety, reduces unnecessary incarceration, increases racial and economic equity, and more accurately determines the least restrictive terms of release to ensure court appearances and no criminal activity. In FY 21-22, pretrial services account for 18% of the CCP's overall budget. Additionally, we intend to implement a behavioral response policy in FY 21-22, which we hope will reduce jail utilization for violations through positive motivation and standard criteria for applying jail sanctions. 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 offenders to ongoing community-based supports when supervision ends. Services include vocational and life skills; substance abuse treatment; and Cognitive Behavioral Intervention. The external DRC outcome evaluation referenced above found that the more hours of DRC programming received, the less likely a participant is to be convicted of a misdemeanor or felony crime. • 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 2020, the program successfully placed 317 inmates into home confinement, saving 8,248 jail days. • Inmate Programs: The CCP funds a portion of the inmate education and development programs offered in the Sheriff’s Office adult detention facilities. In early 2020, in- person programs were discontinued as a result of COVID-19 safety measures. The Sheriff’s Office worked with partners to develop alternative learning opportunities, and from July 2020 to June 2021 provided approximately 1,710 hours of programming to inmates: 230 hours of virtual learning, 480 hours of correspondence classes, and 1,000 hours of in-person mental health programming. Virtual classes included Five Keys High School and Santa Rosa Junior College academics, Anger Management, Parenting, Alcoholics Anonymous, Center for Spiritual Living, and Bergin University Canine training program. Correspondence classes were conducted all year by Five Keys High School, and in fall 2020 and spring 2021 by Santa Rosa Junior College. Mental health programming was informal, primarily as one-on-one inmate check-ins. 467 • Five Keys Schools and Programs served 245 students through the high school and provided uninterrupted service throughout the pandemic using Zoom classes and independent study. A total of 2,288 high school credit courses were completed (an average of 10 per participant) during the 20-21 school year; 173 students received advanced English credits for completing a restorative justice class; and 64 students were awarded industry-aligned certificates for completing elective courses to help prepare them for career and college success. Sonoma County’s Virtual Day Reporting Center When the pandemic forced Sonoma County to shelter in place, all classes at the Day Reporting Center (DRC) were cancelled indefinitely. After some planning and modifications, DRC staff contacted participants whose classes had been cut short and resumed online classes where in-person classes had left off. In addition to avoiding possible exposure to COVID-19, it became clear that an online platform also benefitted the many participants who were struggling with childcare, transportation, and maintaining employment. In response to these challenges, the DRC made additional modifications and began running its entire curriculum, including intakes, online. Then we helped our contracted providers convert to a virtual service model so that participants could access the DRC’s entire suite of services online. While feelings of community, respect, and trust look a bit different now, the DRC has been able to maintain these long-held values in a virtual environment. Since initial shelter orders in March 2020, the DRC has served 284 participants virtually. “It is much more productive to do from one's home via zoom it is more freedom to open up and just a more positive environment.” — DRC Participant 468 FY 2021-22 Community Corrections Partnership Survey Stanislaus County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Mark Ferriera Amanda Sharpe Chief Probation Officer Department of Social Services Judge Robert Westbrook Ruben Imperial Presiding Judge or designee Department of Mental Health Vito Chiesa Doris Foster County Supervisor or Chief Administrator Department of Employment Birgit Fladager Ruben Imperial District Attorney Alcohol and Substance Abuse Programs Jennifer Jennison Scott Kuykendall Public Defender Head of the County Office of Education Jeff Dirkse Cynthia Duenas Sheriff Community-Based Organization Brandon Gillespie Brittany Harker Chief of Police Victims Interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups No 469 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Prevention Objective Health - Our families are healthy – physically, mentally, emotionally and spiritually. Objective Strong and Safe Neighborhoods – Our families are supported by strong and safe neighborhoods and communities. Objective First Rate Education – Our children and young people are getting a first-rate education – from cradle to career. Outcome Not Applicable Measure Progress In 2015, a subcommittee was developed to identify a set of goals, objectives, strategies toward and outcome measures for prevention. Based on their work, the Chief Executive’s Office stated goal 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. 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. However, due to COVID-19, these efforts were suspended and the groups have not reconvened. 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. Objective Not Applicable Outcome Reduce the average length of time someone is homeless. Measure Increase the percentage of people who are homeless who access resources to improve their well-being. Outcome Increase the percentage of people who are homeless who are experiencing improved Measure well-being. Outcome Improve the safety of parks and neighborhoods negatively impacted by people engaging Measure in anti-social and criminal behavior who struggle with homelessness. 470 Decrease the occurrences of public anti-social behavior committed by and towards people struggling with homelessness. Progress In late 2014, the Chief Executive Office’s Focus on Prevention – Homelessness initiative toward was developed with a goal of working to improve the existing homeless services system, stated goal address the root causes of homelessness and develop strategies to intervene early to prevent homelessness. As a result of this initiative, the Community Assessment Response and Engagement (CARE) Team was developed in 2018 to assist the homeless population in Stanislaus County. CARE started with 143 clients that were receiving services. A review of CARE's outcomes in 2021 showed 30 of the original 143 clients are still being engaged with services, 19 are being case managed, 37 have been closed out due to no contact or they are receiving services in another county, 22 are linked to Behavioral Health Recovery Services, ten have been housed, 18 are deceased and 6 were sent to the California Department of Corrections and Rehabilitation. After two years of the CARE team providing services to Stanislaus County, the team identified an area needing to be strengthened. Case management services were identified as lacking in the current service system for the non-severe mentally ill homeless population. In 2021, CCP funding was approved for the CARE 2.0 program to increase case managers needed for connecting clients to either Behavioral Health and Recovery Services for the severe mentally ill, or case management staff for the non-severe mentally ill. Case management staff will monitor and assist individuals with navigating the various systems to help them avoid "falling through the cracks." CARE 2.0 case management staff will provide support to the CARE team, help broker access to service and community supports, and ensure that each client is tracked throughout the entire engagement process. Additionally, CARE 2.0 case management staff will implement an intensive case management approach with a low staff-to-client ratio that will allow for daily and weekly engagement with clients. Staff will continuously engage and monitor individuals who might otherwise be ineligible for traditional case management services. Essentially, the goal of CARE 2.0 is to provide clients with mental and physical improvements to their health, reduce hospitalizations, reduce overall homelessness and incarcerations, and decrease the occurrences of public anti-social behavior. The program is aimed at assisting those Stanislaus County residents who are the highest utilizers of law enforcement and local emergency services. The program was designed to take a multi- disciplinary case management approach to addressing this population and “meets these residents where they are” to provide preventative, restorative, and rehabilitative services. It is important to treat these individuals in the community. Outcome measure data is not available yet for CARE 2.0, as the program is still in its infancy. 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. 471 Outcome Number of offenders receiving a referral. Measure Number of offenders with a clear plan of action upon completing a program. 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 improve their Measure lives. Progress The Board of State and Community Corrections defines recidivism as a conviction of a toward new felony or misdemeanor committed within three years of release from custody or stated goal 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 2020 to the present, show a vast majority (approximately 90%-95%) 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.” In Fiscal Year 2019-2020, 1,832 referrals were issued and in Fiscal Year 2020-2021, 1,591 referrals were issued, which is a 13.2% decrease from the previous year. The referral difference likely can be attributed to COVID-19 restrictions and the CBI required student to teacher ratio. Outcome measures for fiscal year 2020-21 were as follows: • Number of referrals to the Day Reporting Center: 1,591 • Participants who recidivated within 3 years: 111 individuals who ended class in FY2020-2021 have recidivated. Their 3-year tracking period is ongoing. • Number of participants who were referred and completed a class at the DRC: 151 • Number of offenders who completed a class at the DRC and recidivated: 5 individuals who completed class (3.3%), have recidivated. • Number of offenders who were referred but failed to show up for class at the DRC: 361 Goals, Objectives, and Outcome Measures FY 2021-22 Goal Reduce Recidivism Objective Reduce the rate of recidivism, when compared to the previous year. Outcome The percentage of offenders who have committed a new offense within three years Measure of their release to supervision. 472 Progress The sole goal of "Reduce Recidivism" was adopted in 2021 by the Executive CCP toward Committee. However, reducing recidivisim has been at the forefront of all past goals stated goal and objectives of the CCP Committee. Work focused on reducing recidivism has always been embedded in the decisions to implement or expand programming, add/increase positions/funding to our local law enforcement entities that provide services to our clients, as well as collecting data needed to accurately evaluate the effectiveness of such services. The progress towards this goal is moving as expected. The social worker positions funded by the CCP and added to the Public Defender's office have been filled and their duties have commenced. Outcome measures are being collected; however, the program is in it's infancy. Our Data Analysts continue to generate data showing how current programming at the Day Reporting Center is having a positive effect on the reduction of recidivism. This data is reported out to the CCP Committee on a quarterly basis. Vendors receiving funding through the Request For Proposal (RFP) process or funded out of the programming and services budget to provide services at the Day Reporting Center have been audited for quality assurance, fidelty and effectiveness. All programming at the Day Reporting Center has successfully transitioned to the Cognitive Behavioral Intervention (CBI) model of treatment as of July 2021. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $1,864,615 CARE 2.0 Contingency Funds $3,691,141 $55,690 Data Warehouse Project $55,690 $100,000 Regional Apprehension Team $100,000 $1,000,000 Requests for Proposals - Community Based Organizations $1,000,000 $500,000 Jail Medical Contract $500,000 $64,000 Community Services Agency $132,000 $487,414 District Attorney's Office $535,261 $707,989 Public Defender's Office $647,185 $3,140,165 Behavioral Health and Recovery Services $2,716,098 $5,472,343 Probation Department $5,664,378 $13,607,321 Sheriff's Department $13,567,164 FY 2021-22 $26,999,537 FY 2020-21 $28,608,917 473 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $500,000 Jail Medical Base $500,000 $55,690 Data Warehouse Project $55,690 $100,000 Regional Apprehension Team $100,000 $64,000 Community Services Agency $132,000 $487,414 District Attorney's Office $535,261 $707,989 Public Defender's Office $647,185 $3,140,165 Behavioral Health and Recovery Services $2,716,098 $4,842,843 Probation Department $5,034,878 $11,804,218 Sheriff's Department $11,804,218 FY 2021-22 $21,702,319 FY 2020-21 $21,525,330 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $1,864,615 CARE 2.0 $1,000,000 Requests for Proposals - Community Based Organizations $1,000,000 $1,187,503 Wellpath $1,147,346 $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 2021-22 $5,297,218 FY 2020-21 $3,392,446 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 2021-2022 through 2025-2026, the CCP specifically budgeted funds for Community Based Organizations to provide services/programming to offenders. As part of the funds, each Community Based Organization must submit a Request for Proposal (RFP) to receive an award. The RFP process includes submitting references, describing 474 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 $102,419.00 for a crime analyst. The crime analyst is funded through 2025-2026. At each CCP meeting, the crime analyst has provided the CCP with data on the effectiveness of services/programming at the Day Reporting Center (DRC). Data shared during 2021 included the number of referrals provided to offenders (1,591) from July 2020 to June 2021. Also, a programming module was developed and began being implemented in July 2020 to aid in tracking classes at the DRC. This module was completely implemented by the DRC in July 2021. 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 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 #15 above, unless the contract is extended per the guidelines set forth in the Request for Proposal. References and outcomes from the previous fiscal year(s) are considerations for panel members and the CCP Executive Committee. 475 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 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 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. 476 Sierra Vista Child and Family Services 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. They also utilize 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 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 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 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 delivers 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 477 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? The challenge currently facing programming and service needs is two-fold. The COVID-19 pandemic shut down services at the Day Reporting Center from March 2020 to July 2020. Once classes resumed, reacquiring offender engagement was difficult. Programming in-custody also shut down in March 2020, and has yet to resume which has diminished the smooth transition of programming from in-custody to supervision. Additionally, with COVID-19 came changes to the Court process and bail schedule. These changes limited the ability to hold offenders accountable for not attending classes as directed by the Court/Probation Officer, or getting them in front of a magistrate in a timely manner. Second, the programming module at the DRC, as well as in-custody, transitioned in July 2021 to the Cognitive Behavioral Intervention (CBI) module, which limited class sizes to ten participates in each class. The reduction in the allowable class size created wait lists for offenders, or a delay in getting them re- enrolled in classes when needed. What 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 2019-2020, we implemented an evidence-based intervention model for our adult offenders known as Effective Practices in Community Supervision (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). 478 In 2021, staff currently trained in EPICS went through a Train-the-Trainer course which certified them to become trainers for the department. In May 2021, these staff trained the remaining officers within the department who manage an adult caseload and still needed the training. Additionally, staff will be trained in Continuous Quality Improvement (CQI) in December 2021, which will allow internal staff to audit all programming being conducted at the Day Reporting Center to ensure quality assurance and fidelty. 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) module 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 module, and all substance abuse programs as well as our mental health and employment programs are utilizing the CBI module as well. Data 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 were suspended in March 2020, and have yet to resume. CBI programming for out of custody participants resumed in July 2020, and have continued through the pandemic. Since the inception of the Cognitive Behavioral Intervention Domestic Violence class at the DRC, 339 offenders have enrolled. The complete transition to the CBI model for domestic violence and child abuse and neglect was completed in July 2021. 479 This page intentionally left blank 480 FY 2021-22 Community Corrections Partnership Survey Sutter County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Nicole Ritner Nancy O’Hara Chief Probation Officer Department of Social Services Stephanie Hansel Rick Bingham Presiding Judge or designee Department of Mental Health Karm Bains Rinky Basi County Supervisor or Chief Administrator Department of Employment Amanda Hopper Rick Bingham District Attorney Alcohol and Substance Abuse Programs Mark Van den Heuval Tom Reusser Public Defender Head of the County Office of Education Brandon Barnes Ed Anderson Sheriff Community-Based Organization Brian Baker Amanda Hopper Chief of Police Victims Interests How often does the CCP meet? Other How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups No 481 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Assist homeless offenders with obtaining transitional and long-term housing Objective Identify supervised offenders who are homeless Objective Collaborate with the count's Homeless Management Team to find appropriate housing options within the community Objective Employ available resources to provide transitional housing to homeless clients Outcome Identification and documentation of the housing needs of offenders as they are Measure released from custody or if/when they become homeless Outcome A list of appropriate housing options and on-going collaboration to identify future Measure housing possibilities Outcome Documentation of resources/funding expended on housing for identified offenders Measure in need Progress Probation officers are collaborating with the Heart Team through Sutter Yuba toward Behavioral Health when clients are identified as needing resources for housing. stated goal This includes field contact with clients and the Heart Team and referrals being made to the Heart Team for housing related interventions. The Heart team assesses each client for housing, medical, and other basic necessities. Probation has a list of housing options and resources to provide to our transient population. Probation regularly funds housing related costs for clients who are struggling with permanent housing. 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 graduation total Measure of 13. (Due to pandemic, FY 2019-20 data will not be used) Outcome Two Intervetion Counselors and one Probation Officer are hired, trained and begin Measure providing program services to AB 109 clients in FY 2020-21, and the program becomes fully staffed Progress Program completion and success rates have been severely impacted by the Covid- toward goal 19 pandemic. In fiscal year 2020-2021, Probation did not have any clients complete the CHOICES program due to programming being temporarily suspended in response to Covid-19. In May 2021, Probation began providing the CHOICES program virtually. This involved significant modifications to our existing program in order to implement it with fidelity. Probation was fully staffed with three intervention counselors; however, an intervention counselor recently resigned. 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 Probation Measure Department's employment services program Progress Probation has an in-house employment specialist through the Sutter County One- toward goal Stop Services who continued to work with probation clients throughout the pandemic. This resulted in a total of 66 clients being referred for employment services, with 31 of those clients becoming gainfully employed, for a total of 47%. 482 Goal Increase substance abuse referrals to pre-pandemic levels based on Fiscal Year 2018-2019. Objective Officers will work with their supervisors to identify potential clients that could benefit from substance abuse services and make referrals to the CHOICES program. Objective Upon receiving referrals the intervention counselors will collaborate with the probation officers to ensure clients are being placed in the appropriate CHOICES program based on risk to reoffend and assessment findings. Objective Outcome Number of referred offenders to the CHOICES program through the Probation Measure Department. Outcome Compare risk and assessment findings to program placement. Measure Progress Probation currently has 38 referrals for this fiscal year and are attempting to have toward goal at least 136 to meet our goal. The intervention counselors are working with officers to staff cases for potential referrals. Goal Increase the completion/graduation rate of the Probation Department's CHOICES outpatient substance abuse program in FY 2021-2022. Objective Increase the number of client graduations in the Probation Department's CHOICES program to pre-pandemic numbers. Objective Fill one vacant CCP funded Intervention Counselor positions. Outcome The number of CHOICES program graduates over FY 2018-19's gaduation total of Measure 13. Outcome One additional Intervention Counselor is hired, trained and begins providing Measure program services to AB 109 clients in FY 2021-2022, and the program becomes fully staffed. Progress Currently Probation has no CHOICES program graduates during this fiscal year; toward goal however, the program is fully operating, and we are expecting referrals to increase which should produce graduates. Probation is in the process of submitting a request to fill the third intervention counselor position. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Provide employment services to out-of-custody supervised offenders at the Probation Department's Resource Center Objective 50% of referred offenders will obtain employment in FY 2021-2022. Outcome Number of referred offenders who obtain employment through the Probation Measure Department's employment services program Progress Probation has an in-house employment specialist through the Sutter County One- toward Stop Services who continued to work with probation clients throughout the pandemic. stated goal Last fiscal year Probation fully achieved the goal of reaching 30%; therefore, this fiscal year Probation would like to increase the goal to 50% to maximize success for our clients. 483 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $28,242 10% Local Innovation Subaccount $(410,556) Reserve Funds $211,964 $16,000 City Police $4,163 $30,000 Public Defender $30,000 $81,914 Victim Witness $63,524 $364,986 Public Health $211,882 $173,586 Behavioral Health $208,484 $110,151 District Attorney $72,619 $1,497,787 Sheriff $1,243,322 $1,840,990 Probation $1,250,972 FY 2021-22 $3,733,100 FY 2020-21 $3,296,930 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $(410,556) Decrease in reserve funds $28,242 10% Local Innovation Subaccount $33,745 First Step Behavioral Health Program $36,545 $16,000 Police Services $4,163 $140,151 Attorney Services $102,619 $81,914 Victim Services $63,524 $649,311 Jail Medical Services $469,406 $1,213,462 Jail Services $985,799 $953,659 Resource Center/ Re-entry Services $590,693 $283,256 Pre-trial Services $259,608 $743,916 Probation Supervision Services $572,611 FY 2021-22 $3,733,100 FY 2020-21 $3,084,966 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A 484 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. The data analyst was tasked with tracking 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 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 485 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)? 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? 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, 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.including Seeking Safety, Courage to Change journaling program, and Coping with Anger. For the low risk/high drug and alcohol need offenders, the Probation Department offers the Recovery Basics program. For in-custody offenders, Intervention Counselors provide MRT, Coping with Anger and Peer Relationships to male and female populations. What challenges does your county face in meeting these program and service needs? We have the continued challenge of retaining intervention counselors to provide services to our offenders both in custody and under supervision. Although we were able to hire three intervention counselors this year, one recently resigned due to rising gas prices to travel to work. 486 The largest challenge we have faced this year is providing quality services during the pandemic. We have not been able to enter the jail to provide in-custody groups and our out-of-custody groups have been provided virtually. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to respond Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to respond 487 This page intentionally left blank 488 FY 2021-22 Community Corrections Partnership Survey Tehama County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Richard A. Muench Laura Hawkins Chief Probation Officer Department of Social Services Hon. Matthew C. McGlynn Jayme Bottke Presiding Judge or designee Department of Mental Health Bill Goodwin Coral Ferrin County Supervisor or Chief Administrator Department of Employment Matthew Rogers Jayme Bottke District Attorney Alcohol and Substance Abuse Programs Chris Logan Rich DuVarney Public Defender Head of the County Office of Education Dave Hencraft 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 489 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Utilize sportsman lodge sober transitional housing to decrease potentional for recividivism 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 the housing of homeless offenders in transition to temporary or permanent living facilities upon release from custody Outcome Reduction in homelessness for offenders through immediate transporation from jail to Measure Sportsman Lodge Outcome Reduction in homelessness and recidivism among this population Measure Progress Over the years, the Sportsman Lodge program has maintained its recidivism rate of toward about 65%-70%. Our recidivism rate for offenders completing the program, finding stated goal permanent housing and jobs, and not returning to the program has decreased to 60%. We have had difficulty placing and finding permanent housing for our offenders in the last year due to COVID. Also, the low number of beds available in the jail due to COVID restriction has also affected the number of offenders we have referred from the jail. We are still working closely with our program providers to help find more permanent solutions for our offenders. 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 officers and reduce recidivism. Objective While assigned to sportsman lodge, offenders focus on treatment programs, finding permanent housing, and are assigned to probation's work crew. Outcome Clean and sober, secured housing, employment or enrolled in a treatment program with Measure no new conviction. Progress The occupancy rate for Sportsman Lodge has been steadily maintained at a 90% rate toward goal in the last year. We have about a 65%-70% rate of offenders finding jobs and permanent housing without any new conviction. 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 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. Progress The jail staff and probation staff have been working on improving services and toward goal procedures to provide better in-custody and supervision to offenders. Jail correctional staff assigned to the AB109 program are now in the same office as probation officers. This will ensure that staff and offenders have an open line of communication and provide offenders with quick, easy access to staff to help assist when needed. In the 490 past, with the high number of staff turnover, this will provide better staff numbers when assisting with work crews Goals, Objectives, and Outcome Measures FY 2021-22 Goal Improve and provide a more proactive response AB109 population to help reduce recidivism. We are working more collaboratively with Sheriff’s Department, Probation, and District Attorney's office. Objective Provide additional staff to the District Attorney's to be assigned to the Tehama County Major Crimes Unit to assist in countering the flow of illegal narcotics, combating gang activity, and investigating all major crim occurring within Tehama County. Objective Provide additional staff to Sheriffs Office to be assigned in the evidence unit to assit with high work load. Progress This goal was added in October 2021 after the approval from the CCP committee. We toward are on schedule with the hiring and assignment of new staff. stated goal Goal Assist with supervision of work release inmates to free up limited jail bed space Transition offenders from jail custody to probation supervision Objective Assess day reporting center participants for rehabilitation programming, utilize the work program as an intermediate sanction reducing jail sanctions and court violations. Objective Provide collaborative supervision and reintegration from jail custody back into the community. Objective Ensure offender’s safe and productive prosocial activity during their initial release from custody. Objective Provide structured location for participants to “give back” to their community through community service, inmate work program while addressing criminogenic needs. Objective Work with additional community based organizations to develop added programming to meet needs of participants (i.e., adult education, life skills, etc.) Objective Evaluate programming ensuring effectiveness meets needs of participants. Outcome Supplement local and state work crew needs as well as assisting nonprofit community- Measure based organizations saving on both infrastructure and salary costs while supporting the community in which the offenders are supervised. Outcome Ensure offenders who are assessed and in need of rehabilitative programming are Measure assigned to those programs through the DRC, reducing recidivism and transition from custody to out of custody supervision Outcome Lower rates of relapse and absconding from participants in the DRC versus those Measure released directly from jail to the community without supervision Progress The Day Reporting Center (DRC) provides intensive community supervision and toward services to high-risk offenders and houses our work release program. We collaborate stated goal 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. 491 Goal Supervise high risk offenders, recently released offenders from state and local prison. Assess offender’s criminogenic needs through a CAIS risk/needs assessment. Maintain public safety. Objective Assess all offenders for mental health/drug and alcohol programming. Manage high risk offenders through increased supervision standards including random drug testing, home/field compliance checks, and office visits utilizing evidence based practices. Objective Refer offenders to case management and rehabilitation programming through the DRC to increased job readiness by referring offenders to job training center programs and Shasta College Step-Up program Utilize GPS/alcohol monitors and DRC work for intermediate sanctions. Objective Work with jail staff to identify and utilize alternative custody opportunities through the DRC to free up jail bed space as needed. Work with partner agencies to provide increase supervision and collaborative solutions to offender violations. Outcome Successful completion of PRCS and Mandatory Supervision offenders and reduce Measure recidivism Outcome Increase number of offenders transitioning out of supervision with employment and Measure housing. Outcome Decrease negative contact related to offenders and outside partner agencies. Measure Successful completion of rehabilitation programming and job training. Progress Probation Department, Sheriff's Department, Parole, District Attorney’s Office, and toward goal Shasta College Step Up Program have worked collaboratively to improve services at the day reporting center. Jail staff assigned to the AB109 program are now at the day reporting center to provide quick and better communication for staff and offenders. This will also ensure that assessing offenders for program referrals are quick and meet all the needs of offenders. 492 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $2,676,825 Fund Balance Carry Over $2,756,298 $327,206 Sheriff Inmate Operated Vehicle Maintenance Facility $321,606 $979,307 Jail $854,016 $1,339,605 Day Reporting Center $1,435,530 $203,819 District Attorney Office $61,704 $207,176 Jail Nursing $218,478 $559,700 Health Services Agency $814,648 $404,965 Sheriff Department $414,631 $1,502,007 Probation Department $525,300 FY 2021-22 $8,200,610 FY 2020-21 $7,402,211 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $979,307 Jail $854,016 $327,206 Sheriff Inmate Operated Vehicle Maintenance Facility $321,606 $892,952 Day Reporting Center $1,076,577 $203,819 District Attorney Office $61,704 $207,176 Jail Nursing $218,478 $559,700 Health Services Agency $814,648 $404,965 Sheriff Department $414,631 $1,477,007 Probation Department $500,300 FY 2021-22 $5,052,132 FY 2020-21 $4,261,960 493 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $25,000 Obsidian IT-2037 $25,000 $25,000 Center of Evaluation and Research - 2035 $25,000 $16,000 Nago's Family Trust (Los Molinos Gov. Center) - 2035 $16,000 $216,700 Shaffer's Wood Working / Welding Program - 2035 $129,000 $160,000 Sportsman Lodge Soper Living Facility - 2035 $160,000 $28,953 Empower Tehama - 2035 $28,953 FY 2021-22 $471,653 FY 2020-21 $383,953 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to Respond. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? No If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? No If yes, how? N/A 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 494 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? Drug Courts and Behavioral Health Court What challenges does your county face in meeting these program and service needs? Decline to Respond. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to Respond. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Work programs, cognitive behavior change systems, transitional housing, and ongoing treatment and compliance. 495 This page intentionally left blank 496 FY 2021-22 Community Corrections Partnership Survey Trinity County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Ruby Fierro Elizabeth Hamilton Chief Probation Officer Department of Social Services Mike Harper Connie Smith Presiding Judge or designee Department of Mental Health Richard Kuhns Vacant County Supervisor or Chief Administrator Department of Employment Dave Brady Connie Smith District Attorney Alcohol and Substance Abuse Programs Ken Miller Sarah Supahan Public Defender Head of the County Office of Education Tim Saxon Sherri 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 497 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 responsivitiy. Objective Provide Moral Reconation Therapy (MRT) to 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 case Measure planning. Outcome Number of participants enrolled in MRT classes. Measure Outcome Caseload size for officers supervising this population. Measure Progress Recidivism rates remain low with this population mainly due to the collaborative toward agency efforts as well as the increased use of evidence-based case management stated goal efforts between all stakeholder agencies. Probation has provided assessments and case planning to 100% of the population. Covid 19 greatly impacted the ability to provide services in the jail and in the Day Report Center. The Day Reporting Center was able to resume services in March of 2021. There were seven (7) individuals provided services in MRT classes. The average caseload size of 1:20 has allowed probation to provide highly responsive supervision and referrals and individualized client attention and services that best fit 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. Outcome Number of coordinated pre-release team meetings and participant transports from Measure correctional facilities. Outcome Team monthly Case Presentation Form that identifies commonly shared participant Measure goals and objectives. Outcome Number of participants that receive services related to employment training and Measure placement. Progress Probation has been able to sustain the re-entry practices; however, the frequency toward goal has been more limited throughout the fluctuations of the Covid-19 pandemic and staff available and have not occurred every month. There were 14 pre-release team meetings. The number of employment training and placements has remained relatively stable to the population. There were seven (7) participants who received services related to employment training and placement. 498 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 Outcome Number of motel vouchers provided to program participants. Measure Outcome Number of participants denied transitional housing due to inadequate supply. Measure Progress There are four (4) units available for transitional housing for this population and toward goal hotel vouchers are available at a thirty two (32) room motel. There were thirty (30) hotel vouchers provided for up to one hundred twenty (120) days each. There were four (4) instances of housing services denied to this population. The Trinity County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $(8,133) Reserved $35,935 $25,000 Human Response Network $21,750 $316,112 Sheriff $273,255 $5,000 District Attorney $4,350 $377,570 Probation Dept Operating Expenses $369,556 FY 2021-22 $715,549 FY 2020-21 $704,846 499 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $(8,133) Reserved $35,935 $316,112 Sheriff $273,255 $5,000 District Attorney $4,350 $377,570 Probation Department Operating Expenses $369,556 FY 2021-22 $690,549 FY 2020-21 $683,096 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $25,000 Human Respose Network $21,750 FY 2021-22 $25,000 FY 2020-21 $21,750 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decline to Respond. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Decline to Respond. If yes, how? N/A 500 Does the county consider evaluation results when funding programs and/or services? Decline to Respond. If yes, how? N/A Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Decline to Respond. What percentage of the Public Safety Realignment allocation is used for evidence-based programming (as defined locally)? Decline to Respond. We would like to better understand your county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services? What type and level of services are now available? Decline to Respond. What challenges does your county face in meeting these program and service needs? Decline to Respond. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Decline to Respond. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Decline to Respond. 501 This page intentionally left blank 502 FY 2021-22 Community Corrections Partnership Survey Tulare County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Michelle Bonwell Tim Lutz Chief Probation Officer Department of Social Services David Mathias Tim Lutz Presiding Judge or designee Department of Mental Health Jason Britt Adam Peck County Supervisor or Chief Administrator Department of Employment Tim Ward Tim Lutz District Attorney Alcohol and Substance Abuse Programs Erin Brooks Tim Hire Public Defender Head of the County Office of Education Mike Boudreaux Mary Escarsega-Fechner Sheriff Community-Based Organization Jason Salazar Dan Underwood Chief of Police Victims Interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups No 503 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Promote Risk-Needs-Responsivity (RNR) principles to appropriate the commensurate response to identified risk and criminogenic needs of the supervised population Objective Make sure to use validated instruments such as CAIS Assessment Objective Make sure to use validated practices such as EPICS to maximize efficacy of officer- client interactions Outcome Ensure that each fiscal year that the amount of CAIS assessment conducted is no Measure less than the total size of release cohorts for a given fiscal year —using the average annual percent change of -7.55% and -.90% in release cohort sizes for the last five fiscal years for 1170(h) and PRCS respectively, projected cohort sizes are 101 and 282 respectively and thus there should no less than 383 CAIS assessment conducted for FY20-21 for the 1170(h) and PRCS population Outcome Ensure that staff are trained in EPICS to (train up to 30 staff to practice EPICS and Measure train up to 5 staff to be a trainer) Progress 437 CAIS assessments were administered to active AB109 population in FY20-21; toward this is significantly higher than the 383 CAIS assessments to be administered in stated goal FY20-21. As for the EPICS training, 15 officers were trained, five (5) of which were trained to be expert trainers. 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 is no Measure 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 than Measure 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. Progress The objective regarding program enrollment or availing of service was partially toward goal accomplished in FY20-21 as only one (1) out of every five (5) 1170(h) clients availed a treatment and/or program, which is below the target measured objective. However, one (1) out of two (2) PRCS availed treatment and/or program, which is higher than the target measured objective. As for RESET enrollment and completion, PRCS and 1170(h) clients that participated in the program have a respective completion rate of 90.5% and 100%. 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, recidivism Measure analysis, cost-benefit analysis, etc.) are taken and completed. Progress This objective was partially accomplished--though all agencies collaborated, the toward goal specific end-goal of creating a model for Tulare County is yet to be achieved as more data is needed. 504 Goals, Objectives, and Outcome Measures FY 2021-22 Goal Promote Risk-Needs-Responsivity (RNR) principles to appropriate the commensurate response to identified risk and criminogenic needs of the supervised population Objective Make sure to use validated instruments such as CAIS Assessment Objective Make sure to use validated practices such as EPICS to maximize efficacy of officer- client interactions Outcome Ensure that each fiscal year that the amount of CAIS assessment conducted is no Measure less than the total size of release cohorts for a given fiscal year. Using the average annual percent change of -5.64% and -.37% in release cohort sizes for the last five fiscal years for 1170(h) and PRCS respectively, the projected release cohort sizes for FY21-22 are 79 and 270 respectively—it is estimated, then, that no less than 349 CAIS assessments be conducted for FY21-22 Outcome Ensure that staff are trained in EPICS to (train up to 15 staff to practice EPICS and Measure train up to 6 staff to be a trainer) Progress CAIS assessments are regularly conducted as of this writing as well as trainings have toward resumed. stated goal 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 Objective Implement Probation Department's Connections Center to serve as a hub for services and programs Outcome In the past five fiscal years, there have been at least an average of one treatment Measure program enrollment per PRCS client and at least two treatment program enrollments per 1170(h) client—it is then the goal for FY21-22 to ensure similar or better ratio of enrollment per client (at least one enrollment per PRCS client and at least two enrollments per 1170(h) clients) Outcome Ensure that the FY21-22 enrollment cohorts to have no less than 90.5% and 100% Measure completion rate of the RESET program for PRCS and 1170(h) respectively Outcome Ensure that program and treatment providers are contracted to provide services Measure through the Probation Department Connections Center Progress Program enrollments are fairly slow. However, the Probation Department toward Connections Center is scheduled to be open in December 2021 with at least 13 stated goal service providers. 505 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $444,066 Local Innovation Fund $1,000,000 CCP Community Grant $1,000,000 CCP Data Coop Project $2,462,223 Carryover Funds $2,774,715 $2,344,670 CCP Reserves $1,237,994 $9,589,157 Probation Department $7,806,128 $9,589,157 Sheriff's Office $7,806,127 $516,199 Public Defender's Office $380,410 $516,199 District Attorney's Office $380,410 $918,512 Tulare County Superior Court (Pretrial Services) $676,975 $1,356,897 Health and Human Services Agency (Inmate Healthcare) $1,000,000 FY 2021-22 $29,737,080 FY 2020-21 $22,062,759 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $85,000 Health and Human Services Agency (Assessment Team) $92,418 $85,477 Tulare County Superior Court (Legal Processing Clerk) $85,477 $139,160 Work Force Investment Board (Job Development) $145,157 FY 2021-22 $309,637 FY 2020-21 $323,052 506 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $10,000 Various Vendors (Client Incentives) $13,500 $140,000 Visalia Adult School $135,000 $4,000 Creekside Laser (Tattoo Removal) $5,000 $2,500 Drug Testing Kits $5,000 $30,000 Avertest (Drug Testing) $3,000 $106,000 Justice Systems Partner (Assessment) $100,000 $250,000 Other - BI Incorporated (Electronic Monitoring) $250,000 $509,820 Treatment Programs $848,968 $762,229 Non-Profits $883,554 $15,000 Faith-based Organizations $15,000 $580,409 Community-based Organizations $385,690 FY 2021-22 $2,409,958 FY 2020-21 $2,644,712 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 507 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 We would like to better understand your county's capacity 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 • Parenting classes • Medical/mental health treatment and release planning • Theft diversion • Domestic violence Batterer’s Treatment Program • Literacy program • Anger management 508 What challenges does your county face in meeting these program and service needs? Restrictions due to the COVID-19 pandemic climate has impacted the degree upon which services are delivered. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Continued implementation of Quality Improvement Unit with dedicated essential functions including data analysis and research allows monitoring of program and service efficacy quanititatively--this allows involved justice partners to adhere to evidence-based practices and allows evaluation of methods that work well. 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 have illustrated benefits of adhering evidence-based practices--for example, using Public Safety Assessment has allowed release decision of clients on pretrial to be based on established literature and validated data as opposed to "gut-feel" decisions. 509 This page intentionally left blank 510 FY 2021-22 Community Corrections Partnership Survey Tuolumne County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Dan Hawks Rebecca Espino Chief Probation Officer Department of Social Services Kevin Seibert Rebecca Espino Presiding Judge or designee Department of Mental Health Maureen Frank, Deputy County Vacant Administrator Department of Employment County Supervisor or Chief Administrator Cassandra Jenecke Rebecca Espino 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 Vacant Chief of Police Victims Interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups Yes 511 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 services to Measure identified local inmates. Progress Local justice partners have participated in online trainings provided by the Dept. of toward State Hospitals for support and funding for local agencies. Unfortunately, it has stated goal been difficult to secure contracts for housing and services for 1368 P.C. individuals. In the interim, Tuolumne County has been referring these (2) individuals to other State agencies. 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 Progress During Fiscal Year 2020-21 electronic monitoring use increased 29%. AB1869 toward goal eliminated the ability to recover costs related to EMP, as a result expansion of the program is not economically feasible at this time. Goals, Objectives, and Outcome Measures FY 2021-22 Goal Provide programs and services to Pretrial individuals Objective All eligible offenders will be assessed for Pretrial release Objective All Pretrial release offenders that provide a phone number will be enrolled in an automated reminder system Objective Suitable programs and services will be provided to Pretrial enrollees based on individualized risk and needs Outcome Percentage of bookings with a completed Public Safety Assessments (PSA) Measure Outcome Percentage of enrollees in the court date automated reminder system Measure Outcome Type of monitoring, sanctions/incentives, and referrals to Community Based Measure Organizations 512 Progress Tuolumne County has a fully operational Pretrial Program funded through the JCC toward Pretrial Pilot Program Grant stated goal Goal Expansion of the current Jail Nursery Program Objective Work with local area educators, community volunteers and 4-H program on implementation of “farm to fork” grant program Objective Purchase essential equipment to initiate poultry and egg production program at the jail Outcome Establish an inmate run egg and poultry production program to supplement jail food Measure services and local school cafeterias Outcome Offer job skills training program to eligible incarcerated offenders Measure Progress This program has been on hold due to delays associated with the county permit and toward approval process stated goal Goal Create a local Diversion Program to administer multiple diversion pathways for detainees with mental illness. This local diversion program will provide out-of-custody services, supports, and treatments to those with severe mental illness in the least restrictive environment possible. Objective Conduct an internal assessment of barriers to services for mentally ill offenders Objective Local justice partners will participate in diversion training program offered through the Dept. of State Hospitals Objective Creation of local DSH/IST diversion program rules with identified agency responsibilities Outcome Track the number of individuals released from custody to DSH/IST diversion Measure Outcome Continue to work with the Dept. of State Hospitals and potentially formalize Measure partnerships with regional counties to establish a local 1368 P.C. program Outcome Secure housing and support services for 1368 P.C. individuals Measure Progress Local justice partners have participated in online trainings provided by the Dept. of toward State Hospitals for support and funding for local agencies. Unfortunately, it has been stated goal difficult to secure contracts for housing and services for 1368 P.C. individuals. In the interim, Tuolumne County has been referring these (2) individuals to other State agencies. 513 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2019-20 Allocations $129,944 Public Defender $(105,080) Difference from reserve (trust) $(654,196) $49,152 Behavioral Health Department $55,805 $170,243 District Attorney's Office $157,288 $391,488 Shared (Behavioral Health Programming for Probation/Sheriff) $391,488 $1,098,848 Sheriff's Office $1,020,709 $1,209,017 Probation Department $1,011,305 FY 2021-22 $2,943,612 FY 2020-21 $1,982,399 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $129,944 Public Defender $49,152 Behavioral Health Department $40,805 $170,243 District Attorney $157,288 $1,098,848 Sheriff's Office $1,020,709 $1,122,157 Probation Department $945,305 FY 2021-22 $2,570,344 FY 2020-21 $2,164,107 514 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $10,600 Drug Testing Lab Provider $6,000 Residential Substance Abuse Treament Providers $15,000 $76,260 Electronic Monitoring Providers $60,000 $391,488 Day Reporting/Jail Reentry Bahvioral Program Provider $391,488 FY 2021-22 $478,348 FY 2020-21 $472,488 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 515 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)? 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 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. What challenges does your county face in meeting these program and service needs? 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. 40 prison inmates were released to Probation for community supervision in FY 20-21 — 29 of whom were early releases due to COVID- 19. Additionally, 8% of jail beds are occupied by (prison) sentenced inmates awaiting admission into 516 CDCR. This number has dramatically decreased since last fiscal year now that CDCR is accepting inmates. 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. Additionally, AB 109 staffing and operational costs continue to rise at a greater rate than revenues overall. What 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. The Public Safety Assessment (PSA) 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. PSA's 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. 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 their 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. 517 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 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. HIGH RISK SUPERVISION TEAM (HRST) February 23, 2021: During a home raid conducted by the Sheriff’s Office and Probation, a Post Release Community Supervision (PRCS) probationer was taken into custody for using social media to target minors in a sex for drugs scheme. Inside the probationer’s residence, law enforcement seized over 14 pounds of marijuana, nearly two ounces of psilocybin mushrooms, concentrated marijuana, marijuana vape pens, tobacco products, alcohol products, and various marijuana-laced snack products including candy, cereal, and fun-sized bags of chips. The Probationer used this packaging to disguise the drugs and used these drug items to solicit sex from minors. Officials reported more than 200 victims, some as young as 14. This probationer plead guilty to 37 felony charges including three violent felonies for forcible sex crimes. He was later sentenced to 30 years in prison. GEO REENTRY SERVICES Participant Spotlight – Joshua K; Participant of the Month, March 2021 Since starting the Tuolumne DRC in September 2020, Joshua states the program has grown on him the longer he stays. Joshua maintained his job as a tree trimmer, working 30+ hours a week while staying in the program. Now on Phase 2, Joshua reports enjoying one-on-one sessions with his case manager and looks forward to the return of in-person sessions. “The program really makes you think about things, everyone always contributes something positive to the group. The staff do a good job and their hearts are in the right place. They are some of the nicest, most polite people you will ever meet.” – Joshua K WORK RELEASE PROGRAM PROJECT New landscaping, concrete edging, and brick walkway to the Tuolumne County Public Library. Concrete foundation for fencing at the Columbia Community Pool. 518 FY 2021-22 Community Corrections Partnership Survey Ventura County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. 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 Erik Nasarenko Dr. Loretta Denering District Attorney Alcohol and Substance Abuse Programs Claudia Bautista Cesar Morales Public Defender Head of the County Office of Education Bill Ayub Dr. Caroline Prijatel-Sutton Sheriff Community-Based Organization Jason Benites Michael Jump Chief of Police Victims interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups Yes 519 Goals, Objectives, and Outcome Measures FY 2020-21 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 AB 109: Services and Recidivism Report completed and presented to the CCP. toward stated goal 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 N/A toward goal Goal Determine if existing services are meeting the needs of the AB109 population and/or provide additional services and make services avaialable to all probationners beyond the AB109 population to facilitate successful reentry into society. Objective Assess capacity of all existing funded programs and conduct literature review of best practices. 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 Outcome Services are fully utilized based on the capacity of each provider Measure Progress Probation has an in-house employment specialist through the Sutter County One- toward goal Stop Services who continued to work with probation clients throughout the pandemic. This resulted in a total of 66 clients being referred for employment services, with 31 of those clients becoming gainfully employed, for a total of 47%. 520 The Ventura County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $100,000 Evalcorp - Evaluation of Programs $100,000 Probation - Exploratory Committee $1,250,000 Community Based Organizations $1,249,987 $600,725 Local Law Enforcement $600,727 $2,142,600 Behavioral Health $2,142,505 $9,589,900 Sheriff's Office $9,589,852 $7,200,075 Probation Agency $7,200,075 $1,065,100 Public Defender $1,065,066 $781,700 District Attorney $781,616 FY 2021-22 $22,830,100 FY 2020-21 $22,629,828 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $100,000 Probation - Exploratory Committee $600,725 Local Law Enforcement $600,727 $2,142,600 Behavioral Health $2,142,505 $9,589,900 Sheriff's Office $9,589,852 $7,200,075 Probation Agency $7,200,075 $1,065,100 Public Defender $1,065,066 $781,700 District Attorney $781,616 FY 2021-22 $21,480,100 FY 2020-21 $21,379,841 521 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $100,000 Evalcorp - evaluation of programs $1,250,000 Community Based Organizations $1,249,987 FY 2021-22 $1,350,000 FY 2020-21 $1,249,987 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? The Program Review and Development Subcommittee will 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. The subcommittee will 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 Program Review and Development Subcommittee are 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 has been delayed due to the COVID-19 pandemic. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? As noted above, the county pays close attention to the evaluation results when looking to award or continue funding to CBOs to provide services. Our providers also understand the importance of data 522 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)? 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 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 have an MOU in place to provide Vivitrol to AB109 clients who suffer from opioid addiction or severe alcohol related issues. The clients voluntarily agree to participate in the program while they are in custody. Probation assumed responsibility for the Medically Assisted Treatment (MAT) grant intended to expand the use of MAT in the jails for any client not just AB109 clients. This is a collaborative effort with representatives from VSO, Wellpath (jail custody healthcare), Interface Children and Family Services (ICFS), Alcohol Drug Programs, 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 with MAT supportive services and aftercare while in the community. Health Management Associates, VSO Inmate Services, ICFS and Probation are providing support and opportunities for clients both in custody and in the community. A second MAT grant was recently received and has been used to fund a MAT coordinator position to act as the liaison between all agencies and coordinate all MAT services. 523 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 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. 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. As of 2021, Restorative Justice Groups ceased due to the provider no longer being able to provide services. 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. 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. 524 What 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 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. 525 This page intentionally left blank 526 FY 2021-22 Community Corrections Partnership Survey Yolo County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Dan Fruchtenicht Karen Larsen Chief Probati Department of Social Services on Officer Shawn Landry Karen Larsen Presiding Judge or designee Department of Mental Health Don Saylor Karen Larsen County Supervisor or Chief Administrator Department of Employment Jonathan Raven Ian Evans District Attorney Alcohol and Substance Abuse Programs Tracie Olson Garth Lewis Public Defender Head of the County Office of Education Dale Johnson Marc Nigel Sheriff Community-Based Organization John Miller Laura Valdes Chief of Police Victims Interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups Yes 527 Goals, Objectives, and Outcome Measures FY 2020-21 Goal 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 data-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 identify Measure future service needs and arising issues in the criminal justice system. Outcome 1D Action: Work with the California State Association of Counties (CSAC) through Measure 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 (DDRP) toward are the result of the work of the Continuum of Care Work Group. The SIM identifies stated goal gaps in service which will be the focus of the work group going forward. The DDRP is a coalition of five counties developing and testing ways to reduce the incidence, duration and recurrence of arrests and incarcerations of people with behavioral health conditions. By improving data use and appropriate sharing of data about the behavioral health needs of people in contact with or at increased risk of contact with the criminal justice system, counties can respond more appropriately to the needs of their communities. As a result of these two efforts, the CCP identified the need to expand funding for Mental Health Court clinical and probation supervision services and thus funded a probation officer and a behavioral health counselor position. 1D. The Results First Report was completed in August of 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 2020-21. Class scheduling was put on hold due to COVID-19. Goal 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 further Measure 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. The DA has developed and established toward goal a method of gathering data to measure victim satisfaction on CCP related cases. 528 Starting July 1, 2021, through September 2021 the victim client survey count is 61 participants. 2B. Probation retains an IT developer in charge of finalizing the modules which are expected complete in FY 2020-21 with ongoing maintenance and Continuous Quality Improvement. Yolo County Probation Department modeled a public facing web-based data-dashboard off the County’s Strategic Planning Dashboard that is scheduled to launch in FY 2021-22. 2D. During FY 2020-21, The District Attorney’s Restorative Justice Partnership (formerly Neighborhood Court), funded by the Board of State and Community Corrections Justice Assistance Grant conducted training of volunteers and staff to support restorative justice conferences by the Yolo Conflict Resolution Center allowing the expansion of diversions of felony referrals. This allowed for expansion of diversions of felony referrals. Goal 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 existing 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 feasibility Measure 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. During the FY 21, the CCP approved $462,695 to expand the Medically toward goal Assisted Treatment (MAT) Program for in-custody clients with opioid addiction. 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. The CCP expanded the funding Mental Health Court for FY 2021-22 to allow for an additional caseload of clients, making the capacity for program between 30-60. 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. 529 FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 21-22 Allocations $547,497 Reserve Contribution $947,515 Innovative New Projects $166,116 Administration County Administrator's Office $58,735 $519,556 Public Defender's Office $143,457 $519,556 District Attorney's Office $427,093 $2,447,067 Treatment Services $1,453,470 $3,175,066 Sheriff's Office $3,206,401 $3,175,066 Probation Department $3,728,185 FY 2021-22 $11,497,439 FY 2020-21 $9,017,341 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services Reserve Contribution $547,497 $293,466 Advance Peace (WPD) $200,000 $25,000 Victim Advocate (DA) $93,049 $336,000 Discharge Planner (SHER) $100,000 $250,000 Vocational Development Services (Prob) $40,000 $60,000 Medication Assisted Treatment Program (SHER/HHSA) $462,695 $99,972 Mental Health Diversion (DA) $372,400 $166,116 Public Defender $519,556 $519,556 Electronic Monitoring (Sheriff) $734,773 $2,440,293 Pretrial Services (Probation) $1,223,697 $1,951,369 Analyst Services (CAO) $58,735 $60,000 Parenting Program $5,000 $80,000 Diversionary Housing Project $ $ 6 6 6 6 , , 0 0 0 0 0 0 $620,000 $620,000 Treatment Services (Health & Human Services Agency) $300 $ ,0 5 0 4 0 0 ,362 $46,000 $52,108 IGT Transitional Housing Capacity (Yolo Housing Authority) $ $ 3 3 0 0 , , 0 0 0 0 0 0 $143,457 Offender Accountability, Hi Tech Unit, Victim Witness (DA) $427,093 $3,206,401 Case Management and Pretrial Services (Probation) $3,728,185 FY 2021-22 $11,497,439 FY 2020-21 $9,017,341 530 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services N/A 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 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 was 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 Section 1231 as well as the qualitative data collected by the Continuum of Care Work Group. • Strategic Planning Workshops: The CCP conducted multiple workshops in 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 results of these efforts, using county data and research on evidence-based programming proven to reduce recidivism, will assist the CCP in future funding decisions. • Budget Planning Process: 2021-22: During the 2021-22 CCP budget planning process, the CCP conducted a review of service data available for funded programming by agency/service area from the FY 2020-21 programs. The CCP also established a Budget Ad Hoc Subcommittee charged with proposing funding scenarios in line with the CCP Strategic Plan. The subcommittee considered the current fiscal surplus and program priorities identified in the plan, and proposed a percentage-based budget format, which the CCP approved. This methodology change, in tandem with unprecedented revenue growth, allowed Treatment funding to increase from $1,453,070 to $2,447,067, a 68% increase. This increase allowed for new treatment services to be funded, including an in-custody treatment manager, in-custody substance use disorder treatment, vocational development services, Medication Assisted Treatment (MAT) programming (in-custody), mental health diversion services, and a discharge planner. The CCP also voted to establish an "Innovative New Projects" funding category, allocating 9% of revenues for the CCP to accept applications from both CCP members and non-profit entities who have innovative new projects the CCP may choose to fund. The new percentage-based budgeting model also allowed funding parity between the District Attorney's Office and the Public Defender's Office and between the Sheriff and Probation departments. 531 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? In the past, the CCP has mandated performance data tracking as a condition of funding. Performance measures, primarily utilizing the Results-Based Accountability approach, are embedded in most CCP- funded contracts. The CCP established the Metrics Ad Hoc Subcommittee beginning in FY 21-22 to increase data tracking capacity for strategies that lack robust measures. The subcommittee will agree upon tracking data measures and make recommendation to the CCP on data requirements for strategies that lack robust measures. Furture funding decisions made by the CCP may rely on these tracking efforts. Does the county consider evaluation results when funding programs and/or services? Yes If yes, how? The CCP endeavors to include evaluations of funded strategies and services when making furture funding decisions. The County participated in the Results First Innitiative with the County Supervisors Association of California (CSAC) from 2018 through 2020 which produced a cost-benefit analysis of funded strategies presented in August of 2020. Durning the current FY, the CCP directed county staff to conduct a recidivism evaluation of the Yolo County Day Reporting Center provider which should be completed by February of 2022. Those results will inform the establishment of a request for proposals for services going out prior to the next fiscal year. 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? Sequential Intercept Mapping (SIM): In October 2019, the CCP updated the County’s Criminal Justice Sequential Intercept Map (SIM) to catalog and identify gaps in continuum of care services for mental health and substance use disordered individuals entering and reentering the criminal justice system. 532 In 2019-20, staff worked to further refine the SIM highlighting gaps in services that were 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), 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 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 also found in the Attachment - SIM & Yolo County System Programs Maps. This fiscal year, the CCP voted to dedicate 25% of total realignment funding to treatment and to increase the funding for treatment by $1.5 million and innovation by over $1 million. After reviewing numerous proposals, CCP members voted to fund treatment programs in the jail, including a Medication Assisted Treatment (MAT) program for those suffering from opioid use disorder, as well as staff to provide treatment in the jail for those suffering from substance use disorders. A proposal to help fund the County’s “Crisis Now” model was also approved. The goal of “Crisis Now” is to implement a uniform system to respond to those in mental health and/or substance-induced crises, that is not so heavily dependent on the police and hospital emergency rooms. The CCP allocated $293,466 to support operations for a 24/7 crisis/receiving sobering center. What challenges does your county face in meeting these program and service needs? FY CCP programming operations continue to be impacted by the COVID-19 pandemic which forced state and local criminal justice programming efforts to be suspended or adapted. Clients, as well as service providers, met obstacles in connecting to re-entry and community supports provided through the County. Future budget stability remains a long-term 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? Decline to Respond 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 Yolo DA expanded case management services for participants diverted from court under a JAG Grant award by the BSCC in 2019. The goal is to divert 5% of filed felonies in 2020 and 10% of filed felonies in 2022. 533 The District Attorney’s Restorative Justice Partnership (formerly Neighborhood Court) 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. 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 substantial Spanish- speaking local population. Success for this new expansion will be measured through analysis of both recidivism reduction and quality of life factors. During the FY year 2020/21, 44 felony and 183 misdemeanor referrals were made to NHC (under diversion). 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 10 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, the MHC realized a 69% 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. At the end of FY 2020-21, the CCP funded an additional MHC Probation Officer to expand the existing caseload for clients served by this incredible collaboration. 534 FY 2021-22 Community Corrections Partnership Survey Yuba County CCP Membership Provide the name of each individual fulfilling a membership role as of October 1, 2021 in the space provided for each membership role. Jim Arnold Jennifer Vasquez Chief Probation Officer Department of Social Services Debra Givens Rick Bingham Presiding Judge or designee Department of Mental Health Andy Vasquez Vacant 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 Erich Runge Chief of Police Victims Interests How often does the CCP meet? Quarterly How often does the Executive Committee of the CCP meet? Other Does the CCP have subcommittees or working groups No 535 Goals, Objectives, and Outcome Measures FY 2020-21 Goal Reduce Jail Population Objective Alternative Sentencing Outcome In FY 2020/21, 159 inmates participated in alternative sentencing options to include Measure Adult Offender Work Program (AOWP); Sheriff's Work Alternative Program (SWAP) and electronic monitoring. Progress Yuba County has drastically reduced its jail population due to COVID concerns. toward Yuba County Jail has a capacity of 432 inmates and currently houses 187. stated goal Jail reduction has been achieved, but not through the outcome measure listed. Goal Maintain TEAM Center Objective Provide Evidenced based services to supervised population. Outcome 550 referrals made for evidenced based programming at our TEAM Center Measure Progress 550 referrals for programming represents over 85% of the department's supervised toward goal population. Goal Maintain Pre-Trial Program Objective Release low level offenders pending Court Objective Reduce rate of failures to appear Outcome Of 360 Pre-Trial reports completed, 100 offenders received a release on their own Measure recognizance. Outcome Of the 100 offenders receiving a release, 20 failed to appear for Court. Measure Progress The 20% FTA rate is a 6.5% reduction from the previous year. toward stated goal The Yuba County CCP reports it will use the same goals, objectives, and outcome measures identified above in FY 2020-21. FY 2020-21 and FY 2021-22 Allocation Comparison FY 2020-21 and 2021-22 Allocations $1,697,061 Yuba County Sheriff's Department $1,534,153 $1,757,017 Yuba County Probation Department $1,597,683 FY 2021-22 $3,454,078 FY 2020-21 $3,131,836 536 FY 20-21 and 21-22 Allocations to Public Agencies for Programs & Services $1,327,918 YCSO - Housing and Care for Inmate Population $1,226,199 $115,000 YCSO - Jail Programs and Services $65,871 $122,670 YCSO - Day Reporting Center - Community Service Officer $120,143 $131,473 YCSO - Electronic Monitoring/Sheriff's Work Alternative Program $121,940 $160,000 Contracted Forensic Mental Health Therapists (2) (partially funded) $100,683 $29,803 Victim Services - Clinical Social Worker (partially funded) $28,194 $53,505 Victim Services - Intervention Couinselor (partially funded) $53,146 $160,000 TEAM Center - Miscellaneous $157,913 $28,825 TEAM Center - Contracted GED instructior $15,639 $80,065 TEAM Center - On Site Intervention Counselor $83,307 $131,840 TEAM Center - On Site Substance Abuse Counselors (2) $137,861 $115,991 TEAM Center - On Site Probation Officer $121,134 FY 2021-22 $2,457,090 FY 2020-21 $2,232,030 FY 20-21 and 21-22 Allocations to Non-Public Agencies for Programs & Services $22,500 Hands of Hope - allocated from Probation $22,500 FY 2021-22 $22,500 FY 2020-21 $22,500 537 Optional Questions Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds? Decisions are determined by discussion at CCP quarterly meetings. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Decline to Respond If yes, how? N/A Does the county consider evaluation results when funding programs and/or services? Decline to Respond If yes, how? N/A 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? Probation has contracted with Sutter-Yuba Behavioral Health to embed 2 mental health therapists who see any offender referred to them by officers. We have 2 substance abuse counselors stationed at our TEAM Center who conduct both group and individual counseling with our population. We also have 3 counselors delivering domestic violence treatment as well as life skills programs to both our and parole's population. 538 What challenges does your county face in meeting these program and service needs? We desire to expand services offered at our TEAM Center, but face challenges both in terms of funding and lacking space. What programmatic changes and/or course corrections have you made in the implementation of Public Safety Realignment that you believe other counties would find helpful? Having mental health counseling readily available to our population within our department has been helpful. It has cut down on the red-tape that exists between agencies and offenders have a much higher engagement rate than previously experienced. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. See above. 539 This page intentionally left blank 540 APPENDICES • Glossary of Terms • BSCC Definitions of Key Terms • FY 2021-22 Community Corrections Partnership Survey- Letter to County Partners • FY 2021-22 Community Corrections Partnership Survey • FY 2021-22 Community Corrections Partnership Survey Data Reporting Guide 541 This page intentionally left blank 542 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 543 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 544 BSCC Definition of Key Terms Assembly Bill 1050 (Chapter 270, Statutes of 2013) 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 (ADP)- 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- (LS) 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. 545 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. 546 • 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 547 This page intentionally left blank 548 November 4, 2021 Dear County Partners: The 2021-22 Community Corrections Partnership (CCP) Survey is available for completion and submittal. IMPORTANT – PLEASE NOTE: The Budget Act contains the requirement that for counties to be eligible to receive funding, they must submit an updated 2021 Community Corrections Partnership plan and a report (i.e., the CCP Survey) to the Board of State and Community Corrections by December 15, 2021. The Budget Act of 2021 (Assembly Bill 128, Chapter 21), in relevant part, appropriates $7,950,000 for 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, 2021, that provides information about the actual implementation of the 2020-21 Community Corrections Partnership plan…. 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 2021 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 Wednesday, December 15, 2021. 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 Public Safety Realignment (Assembly Bill 109, Chapter 15, Statutes of 2011). The 2021-22 CCP Survey has been updated to aid the BSCC in the analysis of this year’s Survey responses and assist in the development of the Tenth Annual Report on the Implementation of Community Corrections Partnership Plans. This Report will be 549 broadly distributed and can be used as a resource for those seeking to understand how counties are investing their Public Safety Realignment funding annually. Updates to the 2021-22 Survey include: • A new companion instructional guide, The CCP Survey Data Reporting Guide, to assist the CPPs in completing the Fiscal Year 2021-22 CCP Survey. • Reformatting and reorganization of previously requested Survey questions. • An additional checkbox section, Section 4: Types of Programming and Services, to allow CCPs to identify the types of programs and services provided during the prior fiscal year (FY 2020-21). The CCP Survey continues to compile survey information from the counties using dual- reporting forms (Part A in Word and Part B in Excel). These forms as well as the CCP Survey Data Reporting Guide are located online at: http://www.bscc.ca.gov/m_realignment/. 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), 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 550 Board of State and Community Corrections FY 2021-22 Community Corrections Partnership Survey PART A Part A of the Fiscal Year (FY) 2021-22 Community Corrections Partnership (CCP) Survey collects information about CCP Membership and implementation of the county’s CCP plan. For detailed guidance on how to complete Part A of the CCP Survey, please refer to the FY 2021-22 CCP Survey Data Reporting Guide. Part A is divided into five (5) sections: • Section 1: Respondent Information • Section 2: CCP Membership • Section 3: Goals, Objectives, and Outcome Measures • Section 4: Types of Programming and Services • Section 5: Optional Questions Responses to the CCP Survey shall represent the collective views of the CCP and not a single agency or individual. SECTION 1: RESPONDENT INFORMATION Section 1 asks questions related to the county for which survey responses are provided, the individual who is completing the survey, and who BSCC may contact for follow-up questions. There are three (3) questions in this section. 1. Please identify the county name for which this survey is being submitted: 2. Provide the contact information for the individual completing this survey in the spaces provided to the right of the list. Survey Respondent Contact Information Name: Organization: Email Address: Phone Number: 3. Identify the individual who may be contacted for follow up questions. Check the appropriate box to the left of the list. Same as above Other (If "Other" is selected, provide contact information below) FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 1 of 12 551 Board of State and Community Corrections Survey Follow-up Contact Information Name: Organization: Email Address: Phone Number: SECTION 2: CCP MEMBERSHIP Section 2 asks questions related to the CCP composition and meeting frequency. There are four (4) questions in this section. 4. CCP membership roles: Provide the name and organization of each individual fulfilling a membership role as of October 1, 2021 in the spaces to the right of each membership role. • If a public membership role does not exist in the county, respond by indicating “not applicable.” This should only be used if the county does not have the specific position listed. • If a position exists in the county but the membership role is not filled in the CCP, respond by indicating “vacant.” • For county positions, one person may fill multiple roles. Role Name Organization Chief Probation Officer County Probation Dept. Presiding Judge of the Superior Superior Court of Court or designee California County Supervisor or Chief Administrative Officer or a designee of the Board of Supervisors District Attorney County District Attorney Office Public Defender Sheriff County Sheriff’s Dept. 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 County Office of Education Education A representative from a community-based organization FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 2 of 12 552 Board of State and Community Corrections 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 5. How often does the CCP meet? Check the appropriate box to the left of the list. Select the one/single option that best describes the CCP’s regular meeting schedule. Bi-weekly (every other week) Monthly Bi-monthly (every other month) Quarterly Semi-annually Annually Other (please specify below) 6. How often does the Executive Committee of the CCP meet? Check the appropriate box to the left of the list. Select the one/single option that best describes the Executive Committee’s regular meeting schedule. Bi-weekly (every other week) Monthly Bi-monthly (every other month) Quarterly Semi-annually Annually Other (please specify below) 7. Does the CCP have subcommittees or working groups? Check the appropriate box to the left of the list. Yes No If "Yes," list the subcommittees and/or working groups and their purpose. Subcommittee/Working Group Purpose: 1. 2. 3. 4. 5. FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 3 of 12 553 Board of State and Community Corrections SECTION 3: GOALS, OBJECTIVES, AND OUTCOME MEASURES Section 3 asks questions related to the CCP’s goals, objectives, and outcome measures. Please refer to the CCP Survey Data Reporting Guide for detailed information about goal and objective statements, and outcome measures. Updated Information on FY 2020-21 Goals, Objectives, and Outcome Measures Questions 8, 9, and 10, asks the CCP to provide updated progress information about the goals, objectives, and outcome measures previously reported for FY 2020-21 in the 2020- 21 CCP Survey. To view responses provided in the 2020-21 survey, click here. For each question, provide the goals, objectives, and outcome measures as reported in the FY 2020-21 survey. The progress information (last two rows of each table) should be updated to reflect the progress achieved over the full fiscal year. 8. Describe a goal and the associated objectives as reported in the FY 2020-21 CCP survey. Please provide updated progress toward goal information to reflect the progress achieved over the full FY 2020-21. If no goal, objective, or outcome measure was identified in FY 2020-21, respond by indicating “Not Applicable." Goal Part of FY 20-21 Yes CCP plan? No Objective: Objective: Objective: Outcome Measure: Outcome Measure: Outcome Measure: Briefly describe progress toward goal: Rated progress toward No progress the goal: Partially achieved Fully achieved FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 4 of 12 554 Board of State and Community Corrections 9. Describe a goal and the associated objectives as reported in the FY 2020-21 CCP survey. Please provide updated progress toward goal information to reflect the progress achieved over the full FY 2020-21. If no goal, objective, or outcome measure was identified in FY 2020-21, respond by indicating “Not Applicable." Goal Part of FY 20-21 Yes CCP plan? No Objective: Objective: Objective: Outcome Measure: Outcome Measure: Outcome Measure: Briefly describe progress toward goal: Rated progress toward No progress the goal: Partially achieved Fully achieved 10. Describe a goal and the associated objectives as reported in the FY 2020-21 CCP survey. Please provide updated progress toward goal information to reflect the progress achieved over the full fiscal year. If no goal, objective, or outcome measure was identified in FY 2020-21, respond by indicating “Not Applicable." Goal Part of FY 20-21 Yes CCP plan? No Objective: Objective: Objective: Outcome Measure: Outcome Measure: Outcome Measure: Briefly describe progress toward goal: FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 5 of 12 555 Board of State and Community Corrections Rated progress toward No progress the goal: Partially achieved Fully achieved Information on FY 2021-22 Goals, Objectives, and Outcome Measures 11. For FY 2021-22, will the CCP use the same goals, objectives, and outcome measures identified above from FY 2020-21? Check the appropriate box to the left of the list. Yes. (Skip to Section 4) No. The CCP will add and/or modify goals, objectives, and outcome measures (Continue with section below) Questions 12, 13, and 14, the CCP is asked to describe a goal and its associated objectives and outcomes for FY 2021-22. For the goal, also provide information about the current progress toward the stated goal. As survey responses are due mid-year, progress information for these goals over the full fiscal year will be requested as part of the FY 2022-23 CCP Survey. 12. Describe a goal for FY 2021-22 and one (1) or more of its associated objectives and outcome measures. Please provide any information about progress toward the goal thus far in the fiscal year. If no goal, objective, or outcome measure was identified in FY 2021-22, respond by indicating “Not Applicable." Goal Part of FY 21-22 Yes CCP plan? No Objective: Objective: Objective: Outcome Measure: Outcome Measure: Outcome Measure: Briefly describe current progress toward goal: Rate the current Substantially slower than expected progress toward the Somewhat slower than expected goal: As expected Faster than expected Substantially faster than expected FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 6 of 12 556 Board of State and Community Corrections 13. Describe a goal for FY 2021-22 and one or more of its associated objectives and outcome measures. Please provide any information about progress toward the goal thus far in the fiscal year. If no goal, objective, or outcome measure was identified in FY 2021-22, respond by indicating “Not Applicable." Goal Part of FY 21-22 Yes CCP plan? No Objective: Objective: Objective: Outcome Measure: Outcome Measure: Outcome Measure: Briefly describe current progress toward goal: Rate the current Substantially slower than expected progress toward the Somewhat slower than expected goal: As expected Faster than expected Substantially faster than expected 14. Describe a goal for FY 2021-22 and one or more of its associated objectives and outcome measures. Please provide any information about progress toward the goal thus far in the fiscal year. If no goal, objective, or outcome measure was identified in FY 2021-22, respond by indicating “Not Applicable." Goal Part of FY 21-22 Yes CCP plan? No Objective: Objective: Objective: Outcome Measure: Outcome Measure: Outcome Measure: Briefly describe current progress toward goal: FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 7 of 12 557 Board of State and Community Corrections Rate the current Substantially slower than expected progress toward the Somewhat slower than expected goal: As expected Faster than expected Substantially faster than expected SECTION 4: TYPES OF PROGRAMMING AND SERVICES Section 4 asks questions about the types of programs and services provided during FY 2020-21. For each type of program or service provided, identify the agency(ies) that provide the program or service and at what stage(s) the program or service is provided (in-custody, supervision, other). Please refer to the CCP Survey Data Reporting Guide for the BSCC’s definition of each type of program and service listed and the stage(s) of program or service. Program/Service Provide Providing Agency Stage(s) Provided (check all that apply) (check all that apply) Mental Health/Behavioral Yes Sheriff In-Custody Health – Services designed to No Probation Supervision improve mental health. Behavioral health Other, describe: Community-based > organization Other, describe: > Substance Use – services Yes Sheriff In-Custody designed to assist with No Probation Supervision substance use. Behavioral health Other, describe: Community-based > organization Other, describe: > Housing – services designed Yes Sheriff In-Custody to assist with housing after No Probation Supervision release. Behavioral health Other, describe: Community-based > organization Other, describe: > Employment – services Yes Sheriff In-Custody designed to provide clients No Probation Supervision with a job and/or to provide job Behavioral health Other, describe: training to improve chances of Community-based > finding employment after organization release. Other, describe: > FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 8 of 12 558 Board of State and Community Corrections Program/Service Provide Providing Agency Stage(s) Provided (check all that apply) (check all that apply) Education – focuses on Yes Sheriff In-Custody academic achievement. No Probation Supervision Behavioral health Other, describe: Community-based > organization Other, describe: > Family – family-oriented Yes Sheriff In-Custody education, service, and No Probation Supervision training. Behavioral health Other, describe: Community-based > organization Other, describe: > Domestic Violence Yes Sheriff In-Custody Prevention – support and No Probation Supervision intervention Behavioral health Other, describe: Community-based > organization Other, describe: > Physical Health – services Yes Sheriff In-Custody designed to improve clients’ No Probation Supervision physical well-being. Behavioral health Other, describe: Community-based > organization Other, describe: > Quality of Life – Services that Yes Sheriff In-Custody enhance the standard of No Probation Supervision happiness, comfort, and well- Behavioral health Other, describe: being of an individual to Community-based > participate in life events (e.g., organization assistance in getting a driver’s Other, describe: license, opening a bank > account, etc.) FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 9 of 12 559 Board of State and Community Corrections SECTION 5: OPTIONAL QUESTIONS Section 5 asks optional questions about evaluation, data collection, programs and services, and local best practices. There are 9 questions in this section. Responses will be used by the BSCC and its justice-system partners to better understand the needs of counties. If the CCP chooses not to answer an optional question, please respond “Decline to Respond.” 15. Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds. > 16. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Check the appropriate box to the left of the list. Yes No If yes, explain how. > 17. Does the county consider evaluation results when funding programs and/or services? Check the appropriate box to the left of the list. Yes No If yes, explain how. > 18. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Check the yes or no box to the left of each BSCC Definition listed, as applicable. Yes No BSCC Definition Average daily population Conviction Length of stay Recidivism Treatment program completion rates 19. What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Check the most appropriate box to the left of the list of percentages. FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 10 of 12 560 Board of State and Community Corrections Percent for Evidence-Based Programming Less than 20% 21% 40% 41% 60% 61% 80% 81% or higher 20. We would like to better understand the county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services. What type and level of services are now available? > 21. What challenges does the county face in meeting the above program and service needs? > 22. What programmatic changes and/or course corrections has the CPP made in the implementation of Public Safety Realignment that it believes other counties would find helpful? > 23. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. > ATTENTION: This concludes Part A of the FY 2021-22 CCP Survey. Please complete Part B in Microsoft Excel which consists of two (2) budgetary sections. Optional Highlight or Success Story In addition, to produce a more comprehensive report on the implementation of realignment, we are asking for a brief, one-page, visually appealing, highlight or success story that provides implementation information related to the county’s Public Safety Realignment success. This highlight may include optional graphs, charts, photos, or quotes. Photos of programs in action along with quotes from program participants and/or community partners do not need to provide identifying information. The highlight or success story provided may be published in the 2011 Public Safety Realignment Act: Tenth Annual Report on the Implementation of Community Corrections Partnership Plans. While every effort will be made to include these in the report, inclusion is not guaranteed. 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 age of 18). FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 11 of 12 561 Board of State and Community Corrections Submission Instructions In a single email, please attach the following documents to provide a complete CCP Survey package: 1. Completed Part A (Word) document, 2. Completed Part B (Excel) documents, 3. Optional highlight or success story (if being provided), and 4. Updated CCP plan. The complete CCP Survey package, including all attachments, shall be emailed by December 15, 2021 to: Helene Zentner, Field Representative Board of State and Community Corrections 916-838-7777 or Helene.Zentner@bscc.ca.gov Please be aware that a complete CCP Survey package, including an updated CCP plan, MUST be submitted to the BSCC to receive compensation. NOTE: The information provided in the CCP Survey package 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 on the BSCC website. FY 2021-22 CCP Survey – Part A: CCP Membership & Plan Implementation Page 12 of 12 562 FY 2021-22 Community Corrections Partnership Survey PART B Part B of the CCP Survey collects information about the allocation of Public Safety Realignment dollars. For detailed guidance on how to complete Part B of the CCP Survey package, please refer to the FY 2021-22 CCP Survey Data Reporting Guide. The first question in this file, question 24, requests the name of the county for which the survey is being submitted. Following the identification of the county, Part B is divided into two sections: Section 6: FY 2020-21 Public Safety Realignment Funding Allocation Section 7: FY 2021-22 Public Safety Realignment Funding Allocation 24. Please identify the county for which this portion of the survey is being submitted: County Name: SECTION 6: FY 2020-21 Public Safety Realignment Funding Allocation Section 6 contains questions related to the allocation of FY 2020-21 Public Safety Realignment dollars. There are three (3) questions in this section. When answering these questions, consider the funds allocated in FY 2020-21 and include any monies from 2019-20 growth funds and 2020-21 programmatic funding. 25. 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 the county used any carry-over funds (monies from previous annual CCP allocations) and/or if the county put 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. Total Allocation: Where funds were allocated to: Amount (Total sums to) $ - Please spell out all names and do not Difference from use acronyms. Stated Allocation: $ - 563 26. 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. 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 and do not Difference from Please spell out all names and do not Difference from use acronyms. Stated Allocation: $ - use acronyms. Stated Allocation: $ - 27. How much funding, if any, was allocated to data collection and/or evaluation of AB 109 programs and services? 564 SECTION 7: FY 2021-22 Public Safety Realignment Funding Allocation Section 7 asks three (3) questions related to the allocation of FY 2021-22 Public Safety Realignment funding. When answering these questions, consider the total funds allocated in FY 2021-22 and include any monies from 2020-21 growth funds and 2021-22 programmatic funding. 28. Of the total funds received in FY 2021-22, 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 the county is using any carry-over funds (monies from previous annual CCP allocations) and/or if the county is 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. Total Allocation: Where funds were allocated to: Amount (Total sums to) $ - Please spell out all names and do not Difference from use acronyms. Stated Allocation: $ - 565 29. If known: of the total funds received in FY 2021-22, 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. 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 and do not Difference from Please spell out all names and do not Difference from use acronyms. Stated Allocation: $ - use acronyms. Stated Allocation: $ - 30. How much funding, if any, is being allocated to data collection and/or evaluation of AB 109 programs and services? 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 on the BSCC website. ATTENTION: This is only Part B of the Survey. Please complete Part A in Microsoft Word which consists of five (5) narrative sections. SUBMITTAL INSTRUCTIONS: A complete FY 2021-22 CCP Survey Package includes Part A, Part B, Highlight or Success Story (optional), and an updated CCP Plan. To submit the package, send a single email with all attachments by Wednesday, December 15, 2021 to: Helene Zentner, Field Representative Board of State and Community Corrections Helene.Zentner@bscc.ca.gov Please be aware that a complete CCP Survey package, including an updated CCP plan, MUST be submitted to the BSCC to receive compensation. Thank you. 566 1 FY 2021-2022 Community Corrections Partnership Survey Data Reporting Guide Instructions for Data Reporting October 2021 567 Contents Introduction ................................................................................................................... 1 About the FY 2021-22 CCP Survey .............................................................................. 1 Completing the FY 2021-22 CCP Survey .................................................................... 1 Submission of the FY 2021-22 CCP Survey Package ................................................. 2 Funding ........................................................................................................................ 3 CCP Survey Contact Information ................................................................................. 3 General Instructions ..................................................................................................... 3 BSCC’s Analysis of Survey Responses and Inclusion in the Legislative Report .......... 3 How to Complete Part A ............................................................................................... 4 Section 1: Respondent Information .............................................................................. 4 Section 2: CCP Membership ........................................................................................ 5 Section 3: Goals, Objectives, and Outcome Measures ................................................ 5 Updated Information on FY 2020-21 Goals, Objectives, and Outcome Measures ... 6 Information on FY 2021-22 Goals, Objectives, and Outcome Measures .................. 7 Section 4: Types of Programming and Services .......................................................... 8 Section 5: Optional Questions ...................................................................................... 9 How to Complete Part B ............................................................................................. 10 Section 6: FY 2020-21 Public Safety Realignment Funding Allocation ...................... 10 Section 7: FY 2021-22 Public Safety Realignment Funding Allocation ...................... 12 Optional Highlight or Success Story ......................................................................... 13 568 FY 2021-22 CCP Survey Data Reporting Guide | 1 Introduction This document is an instructional guide for completing the Fiscal Year1 (FY) 2021-22 Community Corrections Partnership (CCP) Survey. This guide covers each part of the Survey and provides instructions and descriptions about the types of information the CCP will need to report. The CCP Survey is designed to help Californians understand efforts, goals, and successes in implementing Public Safety Realignment. The information shared 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 CCP Plans as required by paragraph (11) of subdivision (b) of Section 6027 of the Penal Code. Responses help to illustrate how counties are allocating and using funds to reduce recidivism while keeping communities safe. About the FY 2021-22 CCP Survey The FY 2021-22 CCP Survey consists of two (2) parts. To make the survey user friendly, the BSCC is using both Microsoft Word and Excel. • Part A – CCP Membership and Plan Implementation Information (Word) o Section 1: Respondent Information o Section 2: CCP Membership o Section 3: Goals, Objectives, and Outcome Measures o Section 4: Types of Programming and Services o Section 5: Optional Questions • Part B – Budget (Excel) o Section 6: FY 2020-21 Public Safety Realignment Funding o Section 7: FY 2021-22 Public Safety Realignment Funding Part A and Part B of the CCP Survey are accessed from the BSCC’s Community Corrections Partnership Plans webpage. Completing the FY 2021-22 CCP Survey For FY 2021-22, a complete CCP Survey package consists of: 1. Part A of the CCP Survey, 2. Part B of the CCP Survey, 3. A Highlight or Success Story (optional), and 4. An updated CCP plan. 1 A Fiscal Year is July 1 through June 30 of any given year. 569 FY 2021-22 CCP Survey Data Reporting Guide | 2 The Budget Act of 2021 (Assembly Bill 128) requires counties 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 Wednesday, December 15, 2021. The Budget Act 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, 2021, that provides information about the actual implementation of the 2020-21 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 2021-22 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. 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, and Outcomes • Conclusion Submission of the FY 2021-22 CCP Survey Package A complete FY 2021-22 CCP Survey Package includes Part A, Part B, Highlight or Success Story (optional), and an updated CCP Plan. To submit the package, send a single email with all attachments by Wednesday, December 15, 2021 to: Helene Zentner, Field Representative Board of State and Community Corrections 916-838-7777 or Helene.Zentner@bscc.ca.gov Please be aware that a complete CCP Survey package, including an updated CCP plan, MUST be submitted to the BSCC to receive compensation. 570 FY 2021-22 CCP Survey Data Reporting Guide | 3 Funding Funds will be distributed by January 31, 2022 to counties that comply with all Budget Act requirements as stated above. Counties that submit the required three (3) documents (the updated CCP plan, Part A of the CCP Survey, and Part B of the CCP 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. CCP Survey Contact Information If there are any questions or there is a need for technical assistance in completing this Survey, please contact: Helene Zentner, BSCC Field Representative 916-838-7777 or Helene.Zentner@bscc.ca.gov General Instructions • Each CCP Chair is encouraged to share the CCP survey with CCP members prior to completion and submission of all required documents. Responses to the CCP Survey shall represent the collective views of the CCP and not a single agency or individual. • The intent of the survey is to assist the BSCC with determining the extent to which county CCP plans have been implemented. The information provided should have a clear connection to the county’s most recent CCP plan. • Each CCP shall submit only one (1) CCP Survey Package. • Respondents may use spell and grammar checks for their narrative responses (Part A, Sections 1, 2, 3, 4, and 5) and Excel’s auto-sum features when completing the budgetary questions (Part B, Sections 6 and 7). BSCC’s Analysis of Survey Responses and Inclusion in the Legislative Report The BSCC’s Ninth Annual Report on the Implementation of Community Corrections Partnership Plans (July 2021) included two new sections: 1. Data Collection Method – provided a brief description of the method for collecting information from counties on the implementation of their CCP plans. 2. Statewide Summary of Key Information – provided a summary of Part A survey information received from the counties focusing on the CCP composition, evaluation of programs and services, percent of funds allocated toward the use of evidence-based practices, types of programs, and services offered. These two new sections will be included in the Tenth Annual Report on the Implementation of Community Corrections Partnership Plans. To better facilitate these and additional analyses, some modifications were made to Part A of the CCP Survey, specifically clarified guidance for reporting CCP membership (not applicable versus vacant) and meeting frequency, and a new Section 4, Types of Programming and Services. Additionally for FY 2021-22, the BSCC will expand analysis of the CCP Survey responses to include: 571 FY 2021-22 CCP Survey Data Reporting Guide | 4 • Content analyses of Part A, including the optional questions to identify themes across counties. Example questions that may be answered include: o How do CCPs determine potential program and/or services for local implementation using realignment funds? o Of those evaluating their programs, how are they doing so? o Of those evaluating their programs, how do they consider the results when funding programs or services? o What challenges do counties face in meeting the substance use, mental health, or other program and service needs? o How can the BSCC assist counties in meeting realignment goals? o What are the best or promising practices that are used locally? • Quantitative Analyses of Part B. Possible analyses may include: o Number/percent of respondents for which the self-reported total budget amount matched with the State’s distribution. o Identification of reserve funding and analysis of this surplus as a percent of annual allocations/distributions. o Breakdown of the funding allocations between probation departments, sheriffs, and other agencies, entities, or funds. Counties are encouraged to provide a complete and thorough survey response to the BSCC. To facilitate the additional analyses, CCP Survey responses will be reviewed and screened as follows: • For this FY 2021-22 Survey, did the updated information provided for the full FY 2020-21 goals, objectives, and outcome measures tie back to those that were reported/included in the FY 2020-21 CCP Survey? If not, why not? • Are the goals, objectives, outcome measures, and progress toward stated goals related and appropriate? That is, are they related to the CCP plan and each other? • Does the reported budget amount (not including reserves or carry over) match with the State’s distribution? If not, why not? How to Complete Part A Section 1: Respondent Information This section is designed to identify the county for which survey responses are provided, collect the contact information of the person completing the survey form, and identify who to contact for follow-up questions. There are three (3) questions in this section. 1. County Name: Write the full name of the county for which the survey is being submitted. 2. Respondent Contact Information: Provide information to identify the individual completing the survey including name, organization, email address, and phone number. 3. Whom to Contact: Indicate whether the individual listed in item 2 may be contacted by BSCC staff for follow up questions. If someone else should be contacted, put that 572 FY 2021-22 CCP Survey Data Reporting Guide | 5 person’s contact information in the following boxes including their name, organization, email address, and phone number. Section 2: CCP Membership This section collects information related to the CCP composition and meeting frequency. There are four (4) questions in this section. 4. CCP Membership Roles: Penal Code Section 1230 identifies the membership of the CCP. Write the names and organization of all members of the CCP as of October 1, 2021 on the line next to their membership role. If a public membership role does not exist in a county, respond by indicating “not applicable.” This should only be used if the county does not have the specific position. If a position exists in the county but the membership role is not filled in the CCP, respond by indicating “vacant”. For county positions, one person may fill multiple roles. 5. How often does the CCP meet: Select the one/single option that best describes the CCP’s regular meeting schedule. Indicate whether the CCP regularly meets bi-weekly (every other week), monthly, bi-monthly (every other month), quarterly, semi- annually, or annually. If none of these options accurately describe how often the CCP meets, select “Other” and describe the CCP’s regular meeting schedule. 6. How often does the Executive Committee of the CCP meet: Select the one/single option that best describes the Executive Committee’s regular meeting schedule. Indicate whether the Executive Committee of the CCP regularly meets bi-weekly (every other week), monthly, bi-monthly (every other month), quarterly, semi- annually, or annually. If none of these options accurately describe how often the Executive Committee meets, select “Other” and describe the Executive Committee’s regular meeting schedule. 7. Does the CCP have subcommittees or working groups: Select “Yes” or “No”. If “Yes”, use the table provided to list the subcommittees and/or working groups and describe the purpose of each. Section 3: Goals, Objectives, and Outcome Measures This section asks questions related to the CCP’s goals, objectives, and outcome measures. 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. The intent of the survey is to assist the BSCC with determining the extent to which county CCP plans have been implemented. The goals reported should have a clear connection to the county’s most recent CCP plan. For each goal, the associated objectives and outcome measures should have a clear tie to the goal. 573 FY 2021-22 CCP Survey Data Reporting Guide | 6 Updated Information on FY 2020-21 Goals, Objectives, and Outcome Measures Questions 8, 9, and 10, asks the CPP to provide updated progress information about the goals, objectives, and outcome measures previously reported for FY 2020-21 in the 2020- 21 CCP Survey. To view responses provided in the 2020-21 survey, click here. For each question, provide the goals, objectives, and outcome measures as reported in the FY 2020-21 survey. The progress information (last two rows of each table) should be updated to reflect the progress achieved over the full fiscal year. Figure 1 provides an example of a completed goals, objectives, and outcomes table. Note that the goal was included in the county’s most recent CCP plan, the objectives have a clear tie to the goal, and the outcome measures are related to the objectives. Finally, the progress statement provided is related to the objective statements and goal. Figure 1. Example of a Completed Goals, Objectives, and Outcome Measures Table for the Prior Fiscal Year. Goal Increase substance use disorder treatment to realigned offenders in ABC County Part of FY 20-21 ☒ Yes CCP plan? ☐ No Objective: Number of participants completing substance use disorder treatment will increase by 20% over previous year Objective: 100% of participants will receive screening for substance use disorder treatment Objective: N/A Outcome Measure: Number of participants completing substance use disorder treatment (compare with total completed in previous year) Outcome Measure: Number of participants receiving screening for substance use disorder treatment Outcome Measure: N/A Briefly describe progress Between January 2020 and June 2020, all participants toward goal: were screened for substance use disorder treatment and 70% of participants in substance use disorder treatment successfully completed the program. This is a 10% increase from the same period last year. Rated progress toward the ☐ No progress goal: ☒ Partially achieved ☐ Fully achieved 574 FY 2021-22 CCP Survey Data Reporting Guide | 7 Information on FY 2021-22 Goals, Objectives, and Outcome Measures Item 11 asks if the CCP will use the FY 2020-21 goals, objectives and outcome measures that were identified above for FY 2021-22 (mark yes or no). If yes, skip to Section 4. If no, complete items 12, 13, and 14 to describe the goals, objectives, or outcome measures for FY 2021-22. Note: if the county has more goals than space provided, please contact Helene Zentner, BSCC Field Representative at 916-838- 7777 or Helene.Zentner@bscc.ca.gov For items 12, 13, and 14, the CCP is asked to indicate the current progress toward each goal (see bottom row in the example table below). For the purpose of this survey, the rating anchors are defined as follows: • Substantially slower than expected: The project has experienced significant delays in accomplishing the goal. It may be difficult to achieve the goal on the original timeline. • Somewhat slower than expected: The project has experienced some delays in accomplishing the goal. It should be possible to get back on track with the original timeline. • As expected: The goal is progressing as expected and should be completed on time. • Faster than expected: The goal is progressing faster than expected. The goal may be reached before the original timeline. • Substantially faster than expected: The goal is progressing faster than expected and will be completed much sooner than the original timeline. Figure 2 provides an example of a completed goals, objectives, and outcomes table. Note that the goal was included in the county’s most recent CCP plan, the objectives have a clear tie to the goal, and the outcome measures are related to the objectives. Finally, the progress statement provided is related to the objective statements and goal. Figure 2. Example of a Completed Goals, Objectives, and Outcome Measures Table for the Current Fiscal Year. Goal Decrease recidivism of the realigned population in ABC County. Part of FY 21-22 ☐ Yes CCP plan? ☒ No Objective: All participants will receive a risk/needs assessment after release. Objective: At least 60% of participants in need will receive housing services. Objective: At least 60% of participants in need will receive counselling services. Outcome Measure: Percent of participants completing risk/needs assessment Outcome Measure: Number of participants in need of housing services and 575 FY 2021-22 CCP Survey Data Reporting Guide | 8 number who actually received services. Outcome Measure: Number of participants in need of counselling services and number who actually received services. Briefly describe current 90% of participants have received risk/needs progress toward goal: assessments. 40% of those identified as having a housing need were provided with housing services. 50% of those in need of counselling attended counselling services. Rate the current ☐ Substantially slower than expected progress toward the ☒ Somewhat slower than expected goal: ☐ As expected ☐ Faster than expected ☐ Substantially faster than expected Section 4: Types of Programming and Services This section asks questions about the types of programs and services provided during FY 2020-21. For each type of program or service provided, identify the agency(ies) that provide the program or service (Sheriff, Probation, Behavioral health, Community-based organization, or Other) and at what stage(s) the program or service is provided (in- custody, supervision, other). Definitions of each type of program/service are as follows: • Mental Health/Behavioral Health: Services designed to improve clients’ mental health (e.g., cognitive behavioral therapy (CBT), individual/group therapy sessions, etc.). • Substance Use: Services designed to assist with substance use disorders (e.g., interventions, monitoring, sober living homes, etc.). • Housing: Services designed to assist with finding safe, stable housing after release. • Employment: Services designed to provide clients with a job and/or to provide job training to improve chances of finding employment after release (e.g., job training, work experience, workshops, etc.). • Education: Services focused on academic achievement (e.g., GED, high school graduation, college degree, etc.). • Family: Family-oriented education services and training (e.g., parenting classes, child support classes, life skills courses, family reunification services, etc.). • Domestic Violence Prevention: Services designed to provide support and/or intervention for domestic violence victims. • Physical Health: Services designed to improve clients’ physical well-being (e.g., assisting in acquiring health insurance coverage, connecting to healthcare, etc.). • Quality of Life: Services that enhance the standard of happiness, comfort, and well-being of an individual to participate in life events (e.g., assistance in getting a driver’s license, opening a bank account, etc.) 576 FY 2021-22 CCP Survey Data Reporting Guide | 9 Example: Program/Service Provide Providing Agency Stage(s) Provided (check all that apply) (check all that apply) Mental Health/Behavioral ☒ Yes ☐ Sheriff ☐ In-Custody Health – Services designed to ☐ No ☐ Probation ☒ Supervision improve mental health. ☒ Behavioral health ☒ Other, describe: ☐ Community-based Family-group services organization ☐ Other, describe: Section 5: Optional Questions This section includes optional questions about evaluation, data collection, programs and services, training and technical assistance needs, and local best practices. There are 9 questions in this section. Responses will be used by the BSCC and its justice-system partners to better understand the needs of counties. Please note: The BSCC now provides a statewide summary of survey responses, including responses to the questions in Section 5, in its annual Legislative report on the implementation of CCP plans. As such, counties are encouraged to provide a complete and thorough survey response to these questions. If the CCP chooses not to answer an optional question, please respond “Decline to Respond.” 15. Describe the process the CCP uses to determine potential programs and/or services for local implementation using Realignment funds. Describe. 16. Does the county evaluate the effectiveness (as defined locally) of programs and/or services funded with its Public Safety Realignment allocation? Check the appropriate box: yes or no. If yes, explain how. 17. Does the county consider evaluation results when funding programs and/or services? Check the appropriate box: yes or no. If yes, explain how. 18. Does the county use BSCC definitions (average daily population, conviction, length of stay, recidivism, and/or treatment program completion rates) when collecting data? Check the appropriate box: yes or no for each BSCC Definition used. 19. What percentage of the Public Safety Realignment allocation is used for evidence- based programming (as defined locally)? Indicate one (1) of the following: Less than 20%, 21-40%, 41-60%, 61-80%, or 81% or higher. 577 FY 2021-22 CCP Survey Data Reporting Guide | 10 20. We would like to better understand the county's capacity to offer mental health, substance use disorder, behavioral health treatment programs, and/or other services. What type and level of services are now available? Describe. 21. What challenges does the county face in meeting the above program and service needs? Describe. 22. What programmatic changes and/or course corrections has the CCP made in the implementation of Public Safety Realignment that it believes other counties would find helpful? Describe. 23. Describe a local best practice or promising program that has produced positive results. If data exists to support the results, please share. Describe. How to Complete Part B Part B of the CCP Survey is provided in an excel file and is designed to collect information about the allocation of Public Safety Realignment dollars. The first question in this file, Question 24, requests the name of the county for which the survey is being submitted. Following the identification of the county, Part B is divided into two sections: • Section 6: FY 2020-21 Public Safety Realignment Funding Allocation • Section 7: FY 2021-22 Public Safety Realignment Funding Allocation Instructions for completing each section and select examples are provided in the subsections that follow. Section 6: FY 2020-21 Public Safety Realignment Funding Allocation This section contains questions related to the allocation of FY 2020-21 Public Safety Realignment dollars. There are three (3) questions in this section. When answering questions in Section 6, consider the funds allocated in FY 2020-21 and include monies from 2019-20 growth funds and 2020-21 programmatic funding. To view the responses provided in the 2020-21 survey, click here. Responses are captured in the Individual County Profile section of the 2011 Public Safety Realignment Act: Ninth Annual Report on the Implementation of Community Corrections Partnership Plans. FY 2020-21 Budget For Question 25, provide information on how the CCP budgeted the FY 2020-21 allocation. Figure 3 (below) provides an example of how to complete the budget table. To complete the budget table: • Input the total allocation in the cell above the table. 578 FY 2021-22 CCP Survey Data Reporting Guide | 11 • Within the table, identify where funds were allocated to and include if the county used any carry-over funds and/or if the county put any funds into a reserve fund. o Carry-over funds - monies from previous annual CCP allocations. o Reserve fund - 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. • Please spell out all names and do not use acronyms. Figure 3: Example budget table for FY 2020-21. FY 2020-21 Budget Allocations for Programs and Services For Question 26, out of the total funds received for FY 2020-21 provide information on how much the CCP allocated to 1) public agencies for programs and services, and 2) non-public agencies for programs and services. Figure 4 (below) provides an example of how to complete the allocation tables. To complete the tables: • Input the total allocations in the cells above the tables. • 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. • Please spell out all names and do not use acronyms. 579 FY 2021-22 CCP Survey Data Reporting Guide | 12 Figure 4: Example budget allocations table programs and services for FY 2020-21. FY 2020-21 Allocations to Data Collection or Evaluation of Programs and Services For Question 27, indicate the how much funding, if any, was allocated to data collection and/or evaluation of AB 109 programs and services in FY 2020-21. Section 7: FY 2021-22 Public Safety Realignment Funding Allocation This section contains questions related to the allocation of FY 2021-22 Public Safety Realignment dollars. There are three (3) questions in this section. When answering questions in Section 7, consider the funds allocated in FY 2021-22 and include monies from 2020-21 growth funds and 2021-22 programmatic funding. FY 2021-22 Budget For Question 28, provide information on how the CCP budgeted the FY 2021-21 allocation. Refer to Figure 1 for an example of how to complete the budget table. To complete the budget table: • Input the total allocation in the cell above the table. • Within the table, identify where funds were allocated to, and include if the county is using any carry-over funds and/or if the county is putting any funds into a reserve fund. o Carry-over funds - monies from previous annual CCP allocations. o Reserve fund - 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. • Please spell out all names and do not use acronyms. 580 FY 2021-22 CCP Survey Data Reporting Guide | 13 FY 2021-22 Budget Allocations for Programs and Services For Question 29, out of the total funds received for FY 2021-22, provide information on how much the CCP allocated to 1) public agencies for programs and services, and 2) non-public agencies for programs and services. Refer to Figure 2 for an example of how to complete the allocation tables. To complete the tables: • Input the total allocations in the cells above the tables. • 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. • Please spell out all names and do not use acronyms. FY 2021-22 Allocations to Data Collection or Evaluation of Programs and Services For Question 30, indicate the how much funding, if any, is being allocated to data collection and/or evaluation of AB 109 programs and services in FY 2021-22. Optional Highlight or Success Story To produce a more comprehensive report on the implementation of realignment, we are asking for a brief, one-page, visually appealing, highlight or success story that provides implementation information related to the county’s Public Safety Realignment success. This highlight may include optional graphs, charts, photos, or quotes. Photos of programs in action along with quotes from program participants and/or community partners do not need to provide identifying information. The highlight or success story provided may be published in the 2011 Public Safety Realignment Act: Tenth Annual Report on the Implementation of Community Corrections Partnership Plans. While every effort will be made to include these in the report, inclusion is not guaranteed. 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 age of 18). 581