BSCC
Board of State and Community Corrections
Read the report at Board of State and Community Corrections ↗
2011 Public Safety Realignment Act
July 2023
Eleventh Annual Report on the Implementation
of Community Corrections Partnership Plans
Board of State and Community Corrections
www.bscc.ca.gov
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BOARD OF STATE AND COMMUNITY CORRECTIONS BOARD MEMBERS*
Chair of the Board ............................................................................................................. Linda M. Penner
The Chair of the Board of State and Community Corrections is a full-time paid
position appointed by the Governor and subject to Senate Confirmation
Secretary, CA Department of Corrections and Rehabilitation (CDCR) .................... Jeffrey Macomber
Director, Adult Parole Operations, CDCR .................................................................... Jason D. Johnson
County Sheriff ............................................................................ San Benito County Sheriff, Eric S. Taylor
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
County Sheriff ...................................................................... San Mateo County Sheriff, Christina Corpus
A sheriff in charge of local detention facility with a BSCC rated capacity of more
than 200 inmates appointed by the Governor and subject to Senate confirmation
County Supervisor ............................................................ Santa Clara County Supervisor, Cindy Chavez
A county supervisor or county administrative officer appointed by the Governor
subject to Senate confirmation
County Chief Probation Officer ............................... 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
County Chief Probation Officer ........................ El Dorado County Chief Probation Officer, Brian Richart
A chief probation officer from a county with a population under 200,000
appointed by the Governor and subject to Senate confirmation
Judge ............................................................................................. Retired Judge, Honorable Janet Gaard
A judge appointed by the Judicial Council of California
Chief of Police .................................................................. City of Palm Springs Police Chief, Andrew Mills
A chief of police appointed by the Governor and subject to Senate confirmation
Community Provider .......................................... Founder of the Anti-Recidivism Coalition, Scott Budnick
A community provider of rehabilitative treatment or services for adult offenders
appointed by the Speaker of the Assembly
Community Provider ........ Los Angeles County Alternate Public Defender’s Office, Angeles D. Zaragoza
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
Public Member ................................................. Director of the Anti-Recidivism Coalition, Norma Cumpian
A public member appointed by the Governor and subject to Senate confirmation
Licensed Health Care Provider ............................................................................................................ Vacant
A licensed health care provider appointed by the Governor and subject to Senate
approval
Licensed Mental or Behavioral Health Care Provider .......................................................................... Vacant
A licensed mental or behavioral health care provider appointed by the Governor
and subject to Senate approval
BSCC STAFF
Executive Director ........................................................................................................... Kathleen T. Howard
Chief Deputy Director & General Counsel .......................................................................... Aaron R. Maguire
Deputy Director, Corrections Planning & Grant Programs ........................................................ Collen Curtin
Deputy Director, Standards and Training for Corrections & Research ................................. Kasey Warmuth
Field Representative, Corrections Planning & Grant Programs ............................................ Helene Zentner
Staff Services Manager I, Corrections Planning & Grant Programs ..................................... Amanda Abucay
Staff Services Analyst, Corrections Planning & Grant Programs .............................................. Jamila Fields
Research Data Supervisor II ........................................................................................................ Michael Lee
*Board member composition is pursuant to Penal Code § 6025
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TABLE OF CONTENTS
Executive Summary ...................................................................................................................... 1
Introduction .................................................................................................................... 11
Data Collection Method: FY 2022-23 CCP Survey ........................................................ 13
Appendices
• Individual County CCP Survey Report Information Links ................................... 33
• Glossary of Terms ............................................................................................... 35
• BSCC Definitions of Key Terms ............................................................................. 37
• FY 2022-23 Community Corrections Partnership Survey Documents-
o Letter to County Partners ..................................................................... 41
o Survey Template .................................................................................. 43
o Data Reporting Guide ........................................................................... 59
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EXECUTIVE SUMMARY
This annual report provides information and data submitted to the Board of State
and Community Corrections (BSCC) by all 58 California jurisdictions
on the implementation of each county’s
Community Corrections Partnerships (CCP) plans.
BACKGROUND
Public Safety Realignment was enacted in 2011 via Assembly Bill
109 (AB 109, Ch. 15, Statutes of 2011) and resulted in a major
reformation of the correctional system in California. Funding
associated with Public Safety Realignment, and subsequent
legislation, has allowed California counties to invest more
significant resources into cost effective, evidence-based, trauma-
informed, culturally responsive, collaborative, and strategic
community programing to improve reintegration of system-
involved people back into communities and promote greater public
safety outcomes.
Each county in California is required to have a Community Corrections Partnership (CCP)
which acts as the governing body responsible for developing, implementing, and
strengthening local approaches for local Realignment activities, as established in Penal
Code Section 1230. CCPs address their jurisdiction’s individualized needs by investing in
and expanding a wide range of approaches recognizing the most valuable and meaningful
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. Through their updated spending plans, CCPs continue to invest and maintain
evaluative strategies to determine effectiveness by measuring outcomes based on clearly
defined objectives.
FUNDING
Each year since the enactment of Realignment, California’s annual State Budget Act has
provided funds for counties to implement diverse approaches for rehabilitation, reentry,
supervision, and housing to reduce recidivism, improve the lives of system-involved
individuals, and maintain public safety.
The Board of State and Community Corrections (BSCC) is required by Penal Code
Section 1230.1 to collect information from each county’s CCP on 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) 2022-23 CCP Survey (see page 43 in the Appendices) was emailed
to each Chief Probation Officer (in their capacity as CCP Chair) in November 2022. Chairs
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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 2022 (Senate Bill 154, Chapter 43, Statutes of 2022) appropriated
$7,950,000 to counties to assist them in completing this task. The Budget Act language
states:
Counties are eligible to receive funding if they submit an updated Community
Corrections Partnership plan and a report to the Board of State and Community
Corrections by December 15, 2022, that provides information about the actual
implementation of the 2021-22 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 2022-23 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, 2023 to all 58 counties. Annual allocations were
determined based on the most recent county population data published by the
Department of Finance. 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/m_realignment/.
HIGHLIGHTS
Since the enactment of Realignment more that a decade ago, counties have
implemented collaborative, multifaceted, and diverse strategies to meet their unique
local needs. This report covers the period of July 1, 2022 through June 30, 2023;
therefore, some pandemic-related restrictions were still in effect and counties had to
continue to find work-arounds to ensure people could have access to essential
resources such as transportation, housing, medical services, and human
necessities. The following are just a few examples of local projects and participant
success stories. For a more in depth description of these and other county plan
components, please refer to page 33 of this report for each individual county CCP
Survey Report submissions.
Fresno County – Reentry Employment Services (RES)
Fresno County Probation contracted with Behavioral
Interventions (BI), Inc. to provide comprehensive evidence-
based reentry employment readiness services to both in-
custody and out-of-custody participants to facilitate
sustainable long-term employment. BI, Inc. conducted
orientations and assessments on each participant;
developed an Individual Employment Plan for each
participant; enrolled participants in an appropriate program
track; provided resources from within the community; and
collected data on participants’ assessments, participation,
and progress.
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RES Program Summary for March 2021 through March 2022:
• 247 participants enrolled
• 185+ participants engaged
• 76 participants secured employment
• 67% of participant job seekers secured employment
Success Story From GEO Reentry Employment (another Fresno County CCP Program)
“I, Brandy Mabry, entered the GEO Reentry Employment Service program in July 2021.
Upon entering the program, I was at my lowest- no money, no job, and no identification
(ID) with the exception of a prison ID. Upon being released from the women’s state prison,
I realized I had money on the books that was still owed to me.
The staff at GEO assisted me in having my monies mailed to
me. With GEO’s assistance, I was able to secure my vital
documents in order to gain employment. GEO provided one-
on-one sessions to ensure I had the necessary tools to be self-
sufficient. I completed workshops, an education and
employment plan, and engaged in weekly meetings to ensure I
was able to progress rather than regress. Through that process
I was able to secure employment. Since then, I have enrolled
in a Driving Under the Influence (DUI) class to get my license
back, received my 18-month chip in Alcoholics Anonymous
(AA), and have secured a leadership role in my AA group. I love my job and have received
three raises in four months. I have saved enough money to be able to get my own place
in July of this year (2022). I believe if I can do it, anyone can. I just had to focus, see it,
and work hard to get it.”
Kern County – Residential Substance Abuse Treatment (RSAT) Program
Success Stories
In June 2022, an individual incarcerated at Lerdo Detention Facility was enrolled into the
RSAT in-custody program. He participated in all components of the RSAT program which
included multiple evidence-based
components. He began the programming
somewhat withdrawn and resistant to
change, but throughout the course of the
100-day program, he became more open
to his rehabilitation and completely vested
in his own recovery. He completed all
components of the RSAT program and,
after graduation from the program, he was
released. He is currently employed full-
time at a local restaurant and has not
recidivated.
Another individual entering the RSAT program at the same time, also participated in all
components of the RSAT program. He encountered a challenge within the program’s 100-
day cycle and was instructed to write an essay to resolve the situation. He submitted a
two-page essay which illustrated he was a terrific writer. After the positive feedback, he
did exceptionally well in class with the hope of being released into a sober living
environment. After successfully completing the RSAT program, he was released to
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Freedom House (a sober living environment), finished vocational training through Westec,
and obtained his certifications.
Placer County – New Beginnings Program
Success Story
One of our clients was released on Post Release
Community Supervision in October 2021. Prior to
his release from prison, he had been in contact
with several long-term programs and enrolled in
New Beginnings. Since enrolling in the program,
this client has incurred no violations and has made
several strides in his personal life. His recent
accomplishments include opening a barber shop in
a brand-new community center at the New
Beginnings program. Additionally, he was able to
obtain his Independent Minister license through
the National Association of Christian Ministers. He
continues to be active in this program and
graduated in October 2022. Everyone is very
proud of his accomplishments.
Riverside County – Day Reporting Center
(DRC) Success Story
Client Craig Savage completed probation in September 2022
with a clear-cut plan for his future success – he was going to
be a truck driver. Mr. Savage had been struggling with
substance abuse since his release from custody. In January
2021, Senior Probation Officer Huss referred Mr. Savage to the
Temecula DRC to enroll in treatment programming. Mr. Savage
went on to complete the Outpatient Substance Abuse Program
in June 2021. He then advanced to residential treatment at the
Coachella Valley Rescue Mission in October 2021 and went on to complete the sober
living portion of the program. In March 2022, Mr. Savage returned to Southwest Riverside
County for AB109 housing. At this point, Mr. Savage was actively seeking employment,
and even more so, a career. Although he sought resources on his own to obtain a Class
A Driver’s License, he was hitting dead ends. Though he had been discharged from the
DRC in July 2021, he felt comfortable enough to return to the program and ask for
assistance. Mr. Savage remarked to staff that he had hit so many roadblocks that he
didn’t know what to do; he was about to give up. To
assist Mr. Savage, he was referred to the Economic
Development Agency (EDA) Prison to Employment
Program and was informed that he could receive
funding to obtain his Class A Driver’s License. He was
put in contact with the EDA program supervisor and
EDA’s Joseph Campbell was advised of Mr. Savage’s
situation. In late April 2022, Mr. Campbell contacted Mr.
Savage’s probation officer to report that Mr. Savage was
fully enrolled in the EDA program and would receive
funding for American Truck Driving School. In August 2022, Mr. Savage completed his
training at the truck driving school, went to the Department of Motor Vehicles and passed
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his Class A Truck Driver’s test. In September 2022, Mr. Savage reached two major
milestones in his recovery journey – he completed his probation and found full-time
employment as a truck driver. He was thrilled to report that his new job has taken him
across the country, from California to New York with many stops in between. Mr. Savage
is thankful for all the support he received while on probation and is excited about his
future. He said proudly “I set out to be a truck driver and I became one. I got off probation
and my life is moving forward. I’m drug-free and I’m happy!”
San Francisco City/County – Adult Probation Programs
Success Stories
Jay Sutter is a Bay Area native who found himself trapped in seemingly inescapable
cycles of severe substance abuse, criminality, and homelessness for six years. He called
the Tenderloin his home, actively engaging in property crime and the illicit street-level
drug trade so pervasive in the neighborhood. After more than 15 arrests, he was placed
on simultaneous supervised probation in both San Francisco and
San Mateo Counties. When faced with over ten felony violations of
his probation, he entered Drug Court and enrolled in HealthRight
360’s treatment facilities. He successfully completed treatment,
graduated from Drug Court, and was discharged from probation one
year early in both counties. After learning and living the
fundamentals of both substance abuse recovery and reentry
employment, he was recruited to work for Goodwill as a Career
Advisor to support their ongoing partnership with the San Francisco
Adult Probation Department. He now serves clients facing the same barriers that he has
worked so diligently to overcome, including justice involvement, addiction, and housing
insecurity. He is proud to work to empower some of the most marginalized populations in
our society. Jay possesses a bachelor’s degree in Sociology with a minor in Spanish from
Cal State East Bay.
Linda Hurshman (L) was born and raised in San Francisco. After attempting to get clean
four times in one year, L finally gained sobriety on their fifth attempt in 2020. In fact, L
was one of the very few people who were able to get and stay clean while staying in a
Shelter In Place (SIP) hotel during the pandemic. While still on house arrest, wearing
an ankle monitor, L took advantage of the numerous reentry services that the San
Francisco Adult Probation Department offered. They were able to get to the root of their
trauma through therapy and were able to identify and meet various goals through case
management services. L also accessed employment services through
Goodwill San Francisco Bay. Participating in the Pathways Job
Readiness Program, L was able to gain employment at a SIP Hotel
with San Francisco SafeHouse. Eventually, they were invited to come
work with the team at Goodwill and now they reside in their own
studio apartment in Russian Hill. Recently, L returned to
complete their Master’s in Sports Management at the University of
San Francisco. Additionally, L was promoted to be the Community
Engagement Lead at Goodwill. They have organized numerous very
successful job fairs, bringing together employers who believe in second chances with
candidates who are reentering from incarceration. In October 2022, the Board of
Supervisors appointed L to the Reentry Council of the City and County of San
Francisco. L views life as truly amazing now that they are clean and sober and is
excited to make an impact on reentry and recovery within San Francisco as they help
others on their reentry journey.
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San Luis Obispo County – Substance Use Disorder Treatment Program
Success Story
“Substance use treatment is often a difficult path that takes many detours over the course
of a client’s life. As treatment providers we do our best to support and guide our clients
through the barriers that present during their journey. Each path into active recovery is as
unique as the individual and no two recovery stories are exactly the same. Often stories
are relatable and share common themes, which is one way that this community is able to
support one another. These journeys are often marked by both setbacks and victories, all
working as teaching tools to build resilience and cultivate a support system to help
maintain long term recovery.” -Kathryn Green, Behavioral Health Specialist, Paso Robles
Clinic
Client A was referred to AB 109 treatment in October of 2021 and it was clear from the
initial interaction that something was different. Client A entered treatment with an attitude
of positivity and confidence. He asserted to his group members that he was ready for
change in his life, and he had lost enough time and love. He shared openly about his past
treatment experiences, his history of substance use, and his criminality. He talked about
his childhood and his relationships as an adult. He shared the good and the bad about
his past while he honestly evaluated himself and worked to understand how his past
experiences impacted his thoughts and behaviors in
the present. He accepted recommendations from staff
and sought out a personal therapist that he saw weekly
during his treatment session. He was active in 12-Step
meetings and used this resource to build a support
system within his community. He was not resistant to
probation or treatment. He accepted the
consequences of his actions and was willing to engage
with anyone involved in the terms of his probation. He graduated from treatment in July
2022 after successfully completing a 9-month program, having perfect attendance and a
perfect testing record. He acknowledged that treatment provided accountability for him
while he built a foundation for himself in recovery. He also shared that his group
interactions offered him support and insight from people he could relate to. He is now the
assistant manager at a Recovery Residence and reports that being of service is a big part
of his recovery. He continues to use his personal time and resources to help others in his
house when they are struggling and is still active in community recovery meetings four
months after completion.
Santa Clara County – Reentry Resource Center (RRC)
Success Story
Jane Marin – “The first time I was ever incarcerated was at the
age of 12. I am a child of the system. I was born in it. I have always
been in the system in one way or another. The longest time I was
locked up was when I was 15 years old. I was pregnant with my
first child facing 10 years, but only did three. I spent the next 20
years in and out of institutions and jails. I started with Reentry on
December 12, 2012. I have been out of custody since 2011 and
have been off probation since 2015. My expectation for the RRC
was not much. I connected with Mission Possible (A Faith Based
Reentry Center contracted with the RRC) and did not know what
I was getting myself into. I just knew I needed help. I was three
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months pregnant; I had a one-year-old son, and a child in Child Protective Services
custody; I was homeless and hopeless. My impression now is that without the RRC, there
would be no recourses for individuals like me. I would have reverted to my old ways to
survive. I feel that with RRC being so easy to access and all the resources available to
people like me, there is no way anyone getting out of custody in Santa Clara County
cannot succeed. The services that helped me the most were housing and employment,
which led to the reunification with my family. Getting help through donations of food,
diapers and clothing helped me so much. My case manager would drop off donations to
me at the places I was staying. It SHOCKED me that someone would go out of their way
to meet me where I was. With my basic needs being met, I was able to focus on everything
else in my life to prepare for the return of my daughter and provide for my children. Before
I went to the RRC, and Mission Possible, I had been looking for a job for a solid six
months. No one would hire me because of my criminal record. Now I have my record
expunged. After I got my housing situation stable, I was able to get a job at Lillie Mae’s
House of Soul Food through my case manager. I had no plans of ever going back to
school, but when the RRC offered college courses at the Center, it helped ease me back
in and prepare me for San Jose City College. I started school through the RRC Peer
Mentor Program in 2019 and have received my certificate of Peer Mentor and Peer
Mentor Specialist. I am currently going to school for my Drug and Alcohol Certificate at
SJCC and will graduate this spring semester 2022. I am also enrolled in Bible School at
DTBI (DOZ Transformation Bible Institute) and will be graduating this September (2022).
I plan to continue my education in the social work field or criminal justice.”
Excerpt from the County of Santa Clara Office of Diversion and Reentry Services, Public
Safety Realignment (AB 109) and Reentry Services, 10-Year Summary Report 2022,
https://reentry.sccgov.org/sites/g/files/exjcpb991/files/document/Reentry10YrReportFina
l_0.pdf
Santa Cruz County – Probation Success Center (PSC)
Success Story
“I came to the PSC about a year ago (2020). I was finding out about resources and my
probation officers told me about the resources here. I needed to get my ID back, my Social
Security, my passport, a place to live, a job. I don’t know how to read and write (they didn’t
take time for me at school), so at 49 years old, I’m learning. They really helped me out. I
was in the employment program. I found a job at New
Leaf. I've been working there going on a year. I love my
job. I always wanted to be working at a grocery store as
a butcher. The program helped me get my knives, set me
up with the job, set me up with the clothing. I'm very
grateful what they did for me. They helped me out with
the SLE (sober living environment) and they’re still trying
to help me out with the housing, looking for places, giving
me resources for the low-income housing. I am really
grateful for them. Even though I’ve been off probation
since September (2021), they’re still willing to give me a hand. It's a good program and
they're doing something for the community. They're also helping me out with education. I
have dyslexia and it's hard for me to learn how to read and write, but they’re still helping
me and taking the time to teach me. I can’t ask for more than what this program is doing
for me. Thanks for the team, for everybody and I really want to say thank you, thank you
to my probation officer (P.O.). If it wasn’t for my P.O., guiding me with you guys, I think I
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would be running the streets right now, doing nothing with my life. And because of the
support I received here at the PSC, I am able to support my kids in Mexico. Give the PSC
a good try, give it a chance. It does work for you, it does help you, you just gotta give it a
good chance. Let it get into you, let it grow into you and you’ll see at the end, the results
are gonna be beautiful.” ~Tony G.
Solano County – Centers for Positive Change (CPC)
Success Story
Christopher T. was diagnosed with bipolar schizoaffective disorder at an early age. He
was also taught to feel shame and hide this diagnosis instead of seeking treatment. This
shame would eventually lead to a substantial history of substance use, criminal behavior,
and depression. He has been on multiple grants of probation across several counties and
states. After sentencing on the latest grant, Mr. T asked himself: “What is going to be
different this time?” The answer, he says, was Probation. Having been on supervision his
entire adult life, Mr. T noticed a difference this
time in the way this department operated. His
supervision officer and case manager understood
that he was more than just a file that landed on
their desks. For the first time he felt like he was
treated as a human rather than a convict. These
interactions provided the opportunity to build
rapport and trust. Finally able to trust the process,
Mr. T allowed himself to get out of his own way
and fully participate in all the CPCs have to offer.
Over the course of the past year, he has
completed several cognitive behavioral groups, addressed his substance use in the
intensive outpatient program, and maintains his mental health treatment. He completed
both the laborers and welding certificate courses at the Sheriff’s Rourk Vocational
Training facility, which then led to secured employment and a supportive transition to
stable housing with the help of the Department’s housing partner, Volunteers of America.
Finally, the services he receives through CPC and partner agencies made it possible for
him to reunite with his children under the same roof. He hopes to provide his children with
a safe place to feel valued and respected. He added: “We all make mistakes, but it is
never too late to clean it up.”
Sonoma County – Day Reporting Center (DRC)
The Sonoma County DRC reopened its doors this year in 2022, while maintaining safety
protocols for the protection of participants and staff. The pandemic taught DRC staff many
valuable lessons on the effective delivery of services to clients. We learned of the potential
for meaningful instruction and engagement in a virtual setting and continue to offer remote
instruction as an option for those participants who would otherwise be unable to attend.
Additionally, DRC staff learned the importance of remaining open to offer in-person
services to those participants who require a safe place to be and learn. We are proud to
announce the DRC rolled out the first Spanish-speaking cognitive behavioral intervention
classes to better serve our community. The DRC continues to utilize positive
reinforcement by recognizing participants for program engagement and participation,
demonstration of prosocial behaviors, and achievement of goals, using incentives and
acknowledgements. The DRC reinstituted the Hot Meal Program, which is available to all
participants, as well as the Giveaway Corner where participants can find items such as
shoes, clothing, ties, jackets, and blankets. Also provided upon participant request are
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hygiene items, backpacks, belts, and wallets. We remain committed to the goal of
providing the highest quality services and programming to our participants, while offering
all available rehabilitative services and community resources to support behavior change
and promote ongoing success.
Recent DRC graduate and current Five Keys
participant Robert at the Sonoma County DRC.
Robert said, “Everything the DRC has to offer is
great. Food, beverages, schooling, staff – It’s
awesome.”
“The DRC Program is a great place to
rehabilitate yourself and gain structure in
someone’s life.” ~ DRC Participant
Tuolumne County – High Risk Supervision Team (HRST)
August 2021: During a probation compliance check, a
probationer being supervised for sex offenses involving child
pornography was found to be in possession of pornography on
his cell phone. A further investigation revealed the individual was
also in possession of further images of child pornography.
September 2021: While conducting compliance checks in the
Jamestown area of Tuolumne County, members of the HRST
conducted a records check on a vehicle revealing the owner was
wanted for felony and misdemeanor warrants. HRST members
learned the owner of the vehicle was inside the residence where
his vehicle was parked. Officers were notified that the suspect was exiting the residence
through the back door. The suspect was contacted and informed he had warrants for his
arrest. After a struggle, the suspect was taken into custody and booked on his felony and
misdemeanor warrants.
March 3, 2022: Members of the HRST conducted a compliance check at the residence of
a female probationer being supervised on felony probation. Upon
arrival at the residence, the individual’s 9-year-old daughter
answered the door and it was determined she was left home alone.
The child’s mother returned home, admitted to recent use of
controlled substances, and informed officers of the location of
methamphetamine and paraphernalia inside her home. The
individual was later enrolled in Drug Dependency Court (DDC) and
is working toward a successful completion.
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Work Release Program Project Examples (another Tuolumne County CCP Program)
Brush clearing, parking lot painting, and installation of a new gate at the Tuolumne pool.
Success Story from the Day Reporting Center (DRC) (another another Tuolumne County
CCP Program)
Mandy Cliburn joined the Tuolumne County DRC in March of
2022. Mrs. Cliburn entered the program after starting
services in the Jail Reentry Program. She stated that she
has learned many things about herself while she has been in
the program, like issues she needs to work on. Mrs. Cliburn
also relayed that she learned that she needed GEO more
than she thought she did. Mrs. Cliburn's favorite class is MRT
(Moral Reconation Therapy™), and the MRT workbook,
because of “how you learn and grow using the tools inside the
book.” She especially relates to how you can learn things you
never thought you needed to know. Mrs. Cliburn has really
connected to others in the program during her time here
and states "The staff and other participants become like your
family." Mrs. Cliburn appreciates the connections that she has been able to make while
she has been enrolled in the DRC program. Her advice to new participants is "Even
though you think you don't need GEO, give them a chance because it might change
your life."
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INTRODUCTION
In 2009 the enactment of Senate Bill (SB) 678 (Chapter 608, Statutes of 2009)
implemented the California Community Corrections Performance Incentives Act 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 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 requirement became effective July 1, 2013 and the report has been
submitted annually thereafter.
This report is the eleventh annual report on the implementation of county CCP plans.
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DATA COLLECTION METHOD: FY 2022-23 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 cover letter to the field are distributed electronically to
each Chief Probation Officer as the CCP Chair. Chairs are asked to share the survey with
CCP members and submit responses to the BSCC that represent the collective views of
the CCP and not a single agency or individual.
The FY 2022-23 CCP Survey (see page 43 in the Appendices) consists of two parts and
seven 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 offered, the agencies that
provide them (i.e., sheriff, probation, behavioral health, community-based organization,
other), and the stage at which they are provided (i.e., in-custody, supervision, other).
Section 4 was a new addition starting with the FY 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 FY 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 FYs 2021-22 and 2022-
23 Public Safety Realignment Funding (Sections 6 and 7, respectively).
The FY 2022-23 CCP Survey was emailed to each Chief Probation Officer on November
1, 2022. Survey submissions were due by December 15, 2022.1 All fifty-eight counties
responded to the FY 2022-23 CCP Survey.
To assist counties with responding to the survey, starting in 2013, the Budget Act has
provided annual funding to counties that submit the survey to the BSCC. Specifically, the
Budget Act of 2022 (Senate Bill 154, Chapter 43) appropriated $7,950,000 for counties
as follows:
1 Survey submissions and updated implementation plans were due by December 15, 2022 to receive CCP Survey
funding (see information in text about the Budget Act of 2022).
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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, 2022, that provides
information about the actual implementation of the 2021-22 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 2022-23 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, 2023 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 2022-23 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 | Page
STATEWIDE SUMMARY OF KEY INFORMATION FROM FY 2022-23 CCP SURVEY
The statewide summary focuses on Part A of the FY 2022-23 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
Forty-eight (48) percent of the CCPs (n=28) have complete membership and the most
common meeting frequency is quarterly for both the full membership and the executive
committees. Fifty-two (52) percent of CCPs (n=30) have at least one subcommittee.
Summary information
about each county’s
CCP (i.e., complete
membership, meeting
frequency, executive
committee meeting
frequency, use of
subcommittees or
working groups) can
be found by clicking the corresponding county link on page 33 of the Appendices............
Progress Made Toward Achieving the Goals of FY 2021-22
The CCPs provided final information about the progress made toward achieving the
goals of the FY 2021-22 CCP Plans. The updated information reflected the progress
achieved over the full fiscal year. 2 Fifty-six (56) counties provided this information.3
The majority were able to report multiple goals and the following information was
requested for each goal reported: whether the goal was part of the FY 2021-22 CCP
Plan, objectives to achieve the goal, associated outcome measures, and a
description of progress made toward achieving the goal.
2 The FY 2022-23 CCP survey was completed by the CCPs by December 15, 2022. As the fiscal year was still in
progress, final information about the progress achieved toward goals for FY 2021-22 in Section 3 of the survey were
used.
3 Del Norte and Fresno did not provide goal information for Fiscal Years 2021-22.
15 | Page
Across the 56 counties, a total of 154 goals
were reported. For these goals, 98 percent
(n=151) were included in the FY 2021-22
CCP Plans and 68 percent (n=104) were
partially achieved, 30 percent (n=46) were
fully achieved, and for two (2) percent
(n=4) there was no progress made.
Focusing on the implementation of Public
Safety Realignment, these 56 counties
made progress on 98 percent of the goals
included in the CCP plans as reported for
FY 2021-22.
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 29 percent of counties
Realignment funding for evidence-based allocate 21 to 40 percent of
programming, as defined locally. Twenty-
funding to evidence-based
nine (29) percent of these counties (n=17)
allocate between 21 and 40 percent of the programming.
funding to evidence-based programming.
This is followed by 19 percent (n=11)
81% or higher
allocating between 61 to 80 percent.
Almost 14 percent (n=8) allocate 41 to 60 61% - 80%
percent. Twelve (12) percent of counties
41% - 60%
(n=7) allocate less than 20 percent and 81
percent or higher, respectively. County- 21% - 40% 29.3%
level information on funding allocated to
Less than 20%
evidence-based programming can be
found by clicking the corresponding county 0.0% 10.0%20.0%30.0%40.0%
link on page 33 of the Appendices.
Seventy-three (73) 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, 23 percent (n=10) rely on outside evaluators
and 45 percent (n=20) 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 requiring the use of evidence-
based programs and practices, using benchmark measures to identify when changes or
approvements are needed, cost-benefit analyses, and review of summary outcome data.
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County-level information can be found by clicking the corresponding county link on page 33
of the Appendices.
Types of Programming and Services Provided
Forty-two (42) CCPs provided information on the processes used to determine potential
programs and/or services for local implementation. These processes include: the
committee’s discussion and approval of program/service proposals (n=28, 66%); input
from clients, community members, and service providers (n=9, 21%); and the release of
requests for proposals for a competitive bidding process once a program and/or service
is selected (n=7,16%).
Counties identified the programs and services provided in FY 2021-22. Most counties
provided a wide range of programs and services designed to: improve mental health
Provide (n=57, 98%); assist with
Program/Service Number Percent substance use (n=57, 98%);
Mental/Behavioral Health 57 98% assist with housing (n=57, 98%);
Substance Use 57 98% provide job training and
Housing 57 98% employment services (n=57,
Employment 57 98% 98%); provide education (n=53,
Education 53 91% 91%); provide family-oriented
Family 53 91% education, services, and training
Domestic Violence Prevention 52 90% (n=53, 91%); provide domestic
Physical Health 52 90% violence support and
Quality of Life 56 97% intervention (n=52, 90%);
improve physical wellbeing
(n=52, 90%); 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=56, 97%).
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/behavioral health services (n=54, 95%). For most counties,
sheriff’s departments generally provide physical health services (n=32, 62%). The
remaining programs and services are generally provided by probation departments and
community-based organization (CBOs). These programs and services include those to
improve the individual’s general quality of life, education, domestic violence support and
prevention, family services, employment services, and housing. 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) can be found
by clicking the corresponding county link on page 33 of the Appendices.
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Providers of Programs/Services
63%
Quality of Life
79%
34%
50%
Physical Health
62%
62%
Domestic Violence Prevention
71%
64%
Family
60%
47%
Education
51%
60%
Employment
67%
65%
Housing
72%
63%
Substance Use 98%
Mental Behavioral Health 95%
54%
0% 20% 40% 60% 80% 100% 120%
Other CBO BH Probation Sheriff
Local Programs that Produced Positive Results
Sixty-two percent of the CCPs (n=35) provided a description of at least one local best
practice or promising program that produced positive results. The following
programs/practices emerged as producing the highest levels of positive results: reentry
programs and services (n=10, 29%), employment services (n=7, 20%), housing services
(n=7, 20%), alternatives to custody (n=6, 17%), and day reporting centers (n=6, 17%).
Some examples of the positive results reported by the counties include:
• The Game Plan for Success jail pre-release planning program builds
individualized, data-driven reentry plans to sequence service delivery while the
individual is in custody while simultaneously referring individuals to community
programs likely to have the greatest recidivism impact. The individualized plans
permit the individual to begin developing relationships with community-based
providers while in custody with the hopes of increasing the likelihood the individual
will engage in these services upon release. (Contra Costa County)
• The behavioral health reentry center demonstrates 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, peer support,
cognitive behavioral interventions, employment, and education services, barrier
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remediation, incentives, and food services. The behavioral health reentry centers
served approximately 2,600 individuals in FY 2021-22. (San Francisco County)
• The jail reentry program has a success rate of sixty-three (63) percent and is a 12-
week structured, evidence-based program for detained individuals. A range of
services are provided as the individuals reenter the community including temporary
emergency shelter and food, transportation and clothing vouchers, employment
services (job training and placement), mentorship, case managements, and health
services (screening and treatment for mental health and substance use, wellness
checks, and dental care). (Tuolumne County)
• Symple Equazion is a local non-profit program that provides food service skills and
training to clients. Clients receive up to 460 hours of paid time that includes life
skills classroom training, on-the-job work experience in a food truck, and a food
handlers’ certification. The program has a sixty-five (65) percent participation rate
and provides clients with an immediate source of income which allows them to
transition into other employment opportunities and pay for necessary cost of living
expenses. (Merced County)
• The Community Care Coordination Program provides up to 12 months of
comprehensive care coordination, service navigation, and housing assistance to
adults who have serious mental illness, are homeless or at risk of homelessness,
and are incarcerated or recently released from custody. All participants have a
housing option available to them on the day they are released from jail. The
program served 93 individuals in FY 2021-22. The program was selected by the
California State Association of Counties to be honored as one of the 2020
Challenge and Merit Award recipients. (San Diego County)
• Supportive Pathway Opportunities, a diversion program for individuals at risk or
found incompetent to stand trial, is engaging with and providing intensive services
to 32 individuals through face-to-face contact, offering case management,
assessments, treatment planning, advocacy, linkage to community resources,
coordination of services, and monitory individual activities. The focus of the
program is to improve the self-sufficiency of the individuals served. In FY 2021-22
there were 15 successful graduates. (Kern County)
• The day reporting center (DRC) provides a detention alternative to traditional
incarceration for adults who meet the program criteria. The DRC provides justice-
involved individuals with seamless reentry service coordination that begins in
custody, continues through supervision, and transitions the individual to ongoing
community-based supports when supervision ends. Services include vocational
and life skills; substance use treatment, and cognitive behavioral intervention. The
external DRC evaluation found that the more hours of DRC programming received,
the less likely a participant is to be convicted of a misdemeanor or felony crime.
(Sonoma County)
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Challenges Meeting Programming and Service Needs
Eighty-one (81) percent of the counties (n=47) reported challenges with meeting the
program and service needs of the county. Of these counties:
• 40 percent (n=19) reported difficulty with recruiting and retaining program and
service staff for both county government agencies and community-based service
providers.
• 38 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).
• 30 percent (n=14) reported difficulty meeting the housing needs of clients
particularly those who are justice involved with behavioral health needs.
• 30 percent (n=14) reported limited resources, including funding and programming
space.
• 28 percent (n=13) reported coronavirus-related challenges which generally
included slow progress in returning to pre-pandemic levels of service.
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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 and meeting frequency, whether the
programs are evaluated for effectiveness, and the percentage of allocation of the county’s allocated funding 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 Used for Evidence-Based
Complete Meeting Committee Meeting or Working of Programs/Services Programming
County Membership Frequency 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
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, 2022. 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.
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Percentage of Allocation
Executive Subcommittees Evaluate Effectiveness Used for Evidence-Based
Complete Meeting Committee Meeting or Working of Programs/Services Programming
County Membership Frequency Frequency Groups (optional question) (optional question)
Colusa No 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 Other Other Yes No 41% – 60%
Fresno No Quarterly Quarterly Yes Yes 21% – 40%
Glenn No Semi-annually Semi-annually Yes Yes 21% – 40%
Humboldt No Monthly Monthly No
Imperial No Other Monthly Yes Yes 21% – 40%
Inyo No Other Annually Yes Yes 61% – 80%
Kern Yes Quarterly Quarterly Yes Yes 41% – 60%
Kings Yes Quarterly Quarterly No Yes Less than 20%
Lake No 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 Yes Quarterly Other No
Mendocino No Quarterly Quarterly No Yes 41% - 60%
Merced Yes Quarterly Quarterly Yes Yes 21% - 40%
Modoc No Monthly Monthly Yes
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 Yes Quarterly Quarterly Yes Yes 21% – 40%
Orange No Quarterly Quarterly Yes Yes Less than 20%
Placer Yes Other Other No Yes Less than 20%
Plumas Yes Monthly Monthly Yes Yes 41% – 60%
Riverside Yes Annually Other Yes Yes 61% – 80%
Sacramento Yes Bi-Monthly Bi-Monthly Yes Yes 81% or higher
San Benito No Quarterly Quarterly No Yes 21% - 40%
San Bernardino Yes Semi-annually Other No Yes 21% – 40%
San Diego Yes Other Other Yes Yes
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Percentage of Allocation
Executive Subcommittees Evaluate Effectiveness Used for Evidence-Based
Complete Meeting Committee Meeting or Working of Programs/Services Programming
County Membership Frequency Frequency Groups (optional question) (optional question)
San Francisco Yes Semi-annually Annually No Yes 81% or higher
San Joaquin Yes Monthly Quarterly Yes Yes 41% – 60%
San Luis Obispo No Bi-monthly Other No Yes 21% – 40%
San Mateo Yes Semi-annually Other Yes Yes 81% or higher
Santa Barbara Yes Bi-monthly Bi-monthly Yes Yes Less than 20%
Santa Clara No Quarterly Quarterly No Yes 21% – 40%
Santa Cruz No Quarterly Quarterly Yes Yes 61% – 80%
Shasta No Semi-annually Quarterly No Yes Less than 20%
Sierra Yes Semi-annually Semi-annually No
Siskiyou No Quarterly Quarterly No
Solano No Other Other Yes 21% – 40%
Sonoma No Monthly Monthly Yes Yes 61% - 80%
Stanislaus Yes Quarterly Other No Yes Less than 20%
Sutter Yes Semi-annually Semi-annually No Yes 21% – 40%
Tehama Yes Semi-annually Semi-annually No No 41% – 60%
Trinity No Quarterly Quarterly No
Tulare Yes Quarterly Quarterly Yes Yes 81% or higher
Tuolumne No Quarterly Quarterly Yes Yes 61% – 80%
Ventura No Quarterly Quarterly Yes Yes 41% – 60%
Yolo No Quarterly Quarterly Yes Yes 61% – 80%
Yuba No Quarterly Other No No 61% – 80%
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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 2021-22. 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/
Behavioral Health Substance Use Housing
County Agency Stage Agency Stage Agency Stage
Alameda S, P, BH, CBO C, S S, P, BH, CBO C, S S, P, CBO, O C, S
Alpine P, BH, CBO C, S BH, CBO C, S P C, S
Amador BH C, S BH, CBO C, S P, CBO S
Butte BH C, S S, P, BH S S, P, BH S
Calaveras P, BH C, S BH C, S P, BH S
Colusa P, BH C, S P, BH C, S, O P, CBO, O S
Contra Costa BH, CBO, O C, S, O BH, CBO, O C, S, O S, P, CBO, O C, S, O
Del Norte P, BH C, S P, BH, CBO S P, CBO S
El Dorado P, BH, CBO C, S BH, CBO C, S P, BH, CBO S
Fresno BH, CBO S, O BH S, O P, BH, CBO S, O
Glenn BH C, S P, BH C, S P, BH C, S
Humboldt P, BH C, S BH, CBO S P, CBO S
Imperial BH C, S BH, CBO C, S O S
Inyo BH C, S P, BH, CBO C, S P, CBO, O C, S
Kern S, P, BH, O C, S, O S, P, BH, O C, S, O S, P, BH, CBO C, S
Kings
Lake BH C, S BH, CBO C, S P S
Lassen S, P, BH C, S S, P, BH C, S BH, CBO C, S
Los Angeles BH, CBO, O C, S, O BH, CBO, O C, S, O P, CBO, O S, O
Madera P, BH, CBO C, S P, BH, O C, S, O P, BH, CBO, O S, O
Marin S, P, BH, CBO C, S, O S, P, BH, CBO C, S P, BH, CBO 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, O 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.
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Table 1 (continued). Mental Health/Behavioral Health, Substance Use, and Housing
Services by County.
Mental Health/
Behavioral Health Substance Use Housing
County Agency Stage Agency Stage Agency Stage
Modoc BH C, S BH C, S P, O S
Mono BH, 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 S, P, BH, CBO C, S P, BH, CBO C, S P, BH, 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 C, S
Plumas S, P, BH, CBO, O C, S, O S, P, BH, O C, S, O P, BH, CBO, O S, O
Riverside S, P, BH C, S, O S, P, BH, O C, S, O S, P, BH C, S, O
Sacramento S, P, O C, S, O 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, O C, S
San Bernardino S, P, BH C, S S, P, BH C, S S, P, BH, CBO S, O
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, O P, CBO S, O
San Joaquin BH C, S BH C, S CBO C, S
San Luis Obispo S, BH, CBO C, O S, P, BH, O C, S, O S, BH C, 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 P, O
Santa Cruz CBO C, S BH, CBO C, S CBO S
Shasta BH, CBO BH, CBO S CBO S
Sierra BH C, S BH, CBO C, S P, CBO S
Siskiyou P, BH, O C, S, O P, BH C, S P, BH C, S
Solano S, P, BH C, S S, P, BH C, S P S
Sonoma S, P, BH, CBO C, S, O BH, CBO S S, P, CBO C, S, O
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 C, S S, P, BH, CBO C, S S, P, O C, S, O
Trinity BH S BH, CBO S BH C, S
Tulare P, BH, CBO C, S S, P, BH, CBO C, S BH, CBO S
Tuolumne S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O
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.
25 | Page
Table 2. Employment, Education, and Family Services by County.
Employment Education Family
County Agency Stage Agency Stage Agency Stage
Alameda S, P, BH, CBO C, S S, P, BH, CBO C, S S, P, BH, CBO C, S
Alpine P S BH, CBO S BH, CBO S
Amador CBO S O S BH, CBO S
Butte S, P, O 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, O C, S
Contra Costa S, P, CBO, O C, S, O 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, CBO S, O P, CBO S, O P S, O
Glenn BH C, S P, O C, S BH
Humboldt O S
Imperial O S O S O S
Inyo P, BH, CBO, O C, S P, BH, CBO, O C, S
Kern S, P, BH, CBO, O C, S S, P, CBO C, S S, P, BH, CBO C, S
Kings O O O O
Lake 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, O S, CBO, O C, S, O S, CBO C, S
Madera P, CBO C, S CBO, O C, S, O P, BH, CBO C, S
Marin S, P, CBO C, S, O S, P, CBO C, S
Mariposa P, CBO C, S S, CBO C, S CBO C, S
Mendocino S, P, O C, S P S P S
Merced CBO, O S O C, S
Modoc CBO S CBO S CBO C, S
Mono P, O C, S, O S, O C, S, 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, P, CBO C, S P, BH, CBO C, 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, O S, O S, CBO, O C, O P, BH, CBO, O S, O
Riverside S, P, BH C, S, O S, P, BH 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 S, P, BH, CBO C, S
San Bernardino S, P, CBO C, S S, P, CBO C, S S, P, CBO C, S
San Diego S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O
San Francisco S, P, CBO C, S, O S, P, CBO C, S, O S, P, CBO C, S, O
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.
26 | Page
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 C S, O C, O
Santa Barbara P, CBO S P, CBO S P, BH, CBO S
Santa Clara P, O C, S P, O C, S S, P C, S
Santa Cruz CBO S O C, S CBO S
Shasta CBO, O S O C CBO S
Sierra P, CBO S P, CBO, O S P, BH, CBO S
Siskiyou P S, O P S, O P, BH, CBO S
Solano S, P C, S S, P C, S S C
Sonoma P, O S S, P, O C, S S C
Stanislaus CBO C, S CBO C, S CBO C, S
Sutter P, CBO S S, P, BH, CBO C, S P, BH, CBO S
Tehama S, P C, S
Trinity CBO S CBO C, S CBO S
Tulare S, P, BH, CBO, O C, S S, P, BH, CBO, O C, S P, BH, CBO C, S
Tuolumne S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O
Ventura S, CBO, O C, S S, O C, S CBO S
Yolo P, BH, CBO S, O P, BH, CBO C, S
Yuba P, O S P, O 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.
27 | Page
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 S S, P, CBO C, S P, CBO, O C, S
Alpine P, BH C, S P, BH C, S P, BH S
Amador BH, CBO S P, BH, CBO S
Butte S, P, O S S, O S S, P, CBO S
Calaveras P S P, BH C, S P S
Colusa P S P, O C, S P, BH, CBO C, S
Contra Costa P, CBO, O C, S, O S, P, O C, S, O S, P, BH, CBO, C, S, O
O
Del Norte
El Dorado CBO S S, P, CBO, O C, S P, BH, CBO C, S
Fresno P, CBO O CBO O P, CBO S, O
Glenn P, BH P, BH
Humboldt CBO S
Imperial O S O S
Inyo P, O S O C, S P, BH, CBO, O C, S
Kern S, P C, S BH O S, P, BH, CBO C, S
Kings O O
Lake S, P C, S S C P S
Lassen S, P, CBO C, S S, P, O C, S S, P C, S
Los Angeles BH, CBO, O C, S, O BH, CBO, O C, S, O S, P, BH, CBO, C, S, O
O
Madera P, CBO S S, BH, O C, S, O P, BH, CBO C, S
Marin S, P, BH, CBO C, S
Mariposa CBO S S, P, CBO S BH, CBO C, S
Mendocino P S S, BH C, S P, O S
Merced O S O S P S
Modoc P, BH, CBO S O C, S O S
Mono P, BH S, O S C S O
Monterey P, BH, CBO C, S CBO S CBO S
Napa P, CBO S P, CBO S P, BH, CBO S
Nevada P, CBO S P, B, CBO C, S P, CBO S
Orange O S O O S
Placer P, BH, CBO S S, P, BH C, S P, BH, CBO S
Plumas S, P, BH, CBO S, O CBO, O O O O
Riverside P, BH C, S, O S, BH, CBO, C, S, O S, P, BH C, S, O
O
Sacramento P S S, P C, S S, P, BH, CBO C, S
San Benito S, P, BH, CBO C, S S, O C, S S, P, BH, CBO, C, S
O
San Bernardino P, CBO S S, P, O C, S S, P, O C, 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 | Page
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 S, P, CBO C, S, O P, CBO S, O
San Joaquin CBO S S C S
San Luis Obispo P S S C S, P, BH C, S, 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 O S S, P, O S S, P, O S
Santa Cruz CBO S P, CBO S
Shasta CBO S CBO, O P, BH, CBO, O S
Sierra BH, CBO S S, O C, S P, BH, CBO S
Siskiyou P S, O S, BH, O C, S, O P, BH, CBO C, 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 S, P, BH, C, S P, BH, CBO S
CBO
Tehama S, P, BH C, S S, P, BH, C, S S ,P, BH, CBO C
CBO
Trinity CBO S CBO S P, CBO C, S
Tulare P, BH, CBO C, S S, P, BH, C, S S, P, BH, CBO S
CBO
Tuolumne S, P, BH, CBO, O C, S, O S, P, BH, C, S, O S, P, BH, CBO, C, S, O
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, O 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.
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APPENDICES
• Individual County CCP Survey Report Information Links
• Glossary of Terms
• BSCC Definitions of Key Terms
• FY 2022-23 Community Corrections Partnership Survey- Letter to County Partners
• FY 2022-23 Community Corrections Partnership Survey
• FY 2022-23 Community Corrections Partnership Survey Data Reporting Guide
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Individual County CCP Survey Report Information Links
The county labels below link to the corresponding FY 2022-23 CCP Survey
Report information. Use the back arrow on your browser to return to this report.
Alameda County Orange County
Alpine County Placer County
Amador County Plumas County
Butte County Riverside County
Calaveras County Sacramento County
Colusa County San Benito County
Contra Costa County San Bernardino County
Del Norte County San Diego County
El Dorado County San Francisco County
Fresno County San Joaquin County
Glenn County San Luis Obispo County
Humboldt County San Mateo County
Imperial County Santa Barbara County
Inyo County Santa Clara County
Kern County Santa Cruz County
Kings County Shasta County
Lake County Sierra County
Lassen County Siskiyou County
Los Angeles County Solano County
Madera County Sonoma County
Marin County Stanislaus County
Mariposa County Sutter County
Mendocino County Tehama County
Merced County Trinity County
Modoc County Tulare County
Mono County Tuolumne County
Monterey County Ventura County
Napa County Yolo County
Nevada County Yuba County
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CJI Crime and Justice Institute
Glossary of Terms
AB Assembly Bill COMPAS Correctional Offender Management
Profiling for Alternative Sanctions
ACA Affordable Care Act
CPC Correctional Program Checklist
ACS Alternative Custody Supervision
CPCA California Police Chiefs Association
ADP Average Daily Population
CPOC Chief Probation Officers of California
AOD Alcohol and Drugs
CSAC California State Association of Counties
ART Aggression Replacement Training®
CSSA California State Sheriffs Association
ASAM American Society of Addiction
Medicine CTC Community Treatment Center
ATC Alternative Treatment Center DA District Attorney
BH Behavioral Health DAPO Division of Adult Parole Operations,
CDCR
BHC Behavioral Health Court
DMH Department of Mental Health
BJA Bureau of Justice Assistance
DPO Deputy Probation Officer
BOS Board of Supervisors
DRC Day Reporting Center
BSCC Board of State and Community
Corrections DSH Department of State Hospitals
CAB Community Advisory Board DV Domestic Violence
CAIS Correctional Assessment and EBP Evidence-Based Practices and/or
Intervention System™ Evidence-Based Programs
CBO Community-based Organization EM(P) Electronic Monitoring (Program)
CBT Cognitive Behavioral Therapy EPICS Effective Practices in Community
Supervision
CCJCC Los Angeles Countywide Criminal
Justice Coordination Committee ESC Executive Steering Committee
CCP Community Corrections Partnership FBO Faith-based Organization
CDCR California Department of Corrections FSP Full-Service Partnership
and Rehabilitation
FTA Failure to Appear
35 | Page
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
36 | Page
BSCC Definition of Key Terms
Assembly Bill 1050 amended Section 6027 of the Penal Code to require the Board to “Develop
definitions of key terms, including, but not limited to, ‘recidivism,’ ‘average daily population,’
‘treatment program completion rates,’ and any other terms deemed relevant in order to
facilitate consistency in local data collection, evaluation, and implementation of evidence-
based practices, promising evidence-based practices, and evidence-based programs.” The
following definitions have been approved by the Board.
Average Daily Population (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.
37 | Page
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.
38 | Page
• E.g., Completion of the ABC treatment program is achieved when the participant
receives a Certificate of Completion
Formula
Number Completed = Completion Rate
Number Enrolled
1. Tally the number of participants who have enrolled in the program
2. Tally the number of participants who have completed the program
3. Divide completions by enrollment to arrive at the completion rate
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November 1, 2022
Dear County Partners:
The 2022-23 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 2022
Community Corrections Partnership plan and a report (i.e., the CCP Survey) to the
Board of State and Community Corrections by December 15, 2022.
The Budget Act of 2022 (Senate Bill 154, Chapter 43), 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, 2022, that provides information about the actual
implementation of the 2021-22 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 2022 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, 2022.
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 2022-23 CCP Survey will aid the BSCC in the analysis of county responses and
assist in the development of the Eleventh Annual Report on the Implementation of
Community Corrections Partnership Plans. This Report will be broadly distributed and can
41 | Page
County Partners
P a g e | 2
be used as a resource for those seeking to understand how counties are investing their
Public Safety Realignment funding annually.
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 PENNER
Chair
Board of State and Community Corrections
FY 2022-23 Community Corrections Partnership Survey
PART A
Part A of the Fiscal Year (FY) 2022-23 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 2022-23 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
When applicable, use person-first language and terminology that eliminates potential
generalizations, assumptions, and stereotypes.
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)
Survey Follow-up Contact Information
Name:
FY 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
43 | Page
Board of State and Community Corrections
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, 2022 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
with experience in successfully
providing rehabilitative services
FY 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
44 | Page
Board of State and Community Corrections
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 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
45 | Page
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 2021-22 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 2021-22 in the 2021-
22 CCP Survey. To view responses provided in the 2021-22 survey, click here.
For each question, provide the goals, objectives, and outcome measures as reported in
the FY 2021-22 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 2021-22 CCP
survey. Please provide updated progress toward goal information to reflect the
progress achieved over the full FY 2021-22. 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
progress toward goal:
Rated progress toward No progress
the goal: Partially achieved
Fully achieved
FY 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
46 | Page
Board of State and Community Corrections
9. Describe a goal and the associated objectives as reported in the FY 2021-22 CCP
survey. Please provide updated progress toward goal information to reflect the
progress achieved over the full FY 2021-22. 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
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 2021-22 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 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
progress toward goal:
FY 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
47 | Page
Board of State and Community Corrections
Rated progress toward No progress
the goal: Partially achieved
Fully achieved
Information on FY 2022-23 Goals, Objectives, and Outcome Measures
11. For FY 2022-23, will the CCP use the same goals, objectives, and outcome measures
identified above from FY 2021-22? 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 2022-23. 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
2023-24 CCP Survey.
12. Describe a goal for FY 2022-23 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 2022-23, respond by indicating “Not Applicable."
Goal
Part of FY 22-23 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 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
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Board of State and Community Corrections
13. Describe a goal for FY 2022-23 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 2022-23, respond by indicating “Not Applicable."
Goal
Part of FY 22-23 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 2022-23 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 2022-23, respond by indicating “Not Applicable."
Goal
Part of FY 22-23 Yes
CCP plan? No
Objective:
Objective:
Objective:
Outcome Measure:
Outcome Measure:
Outcome Measure:
Briefly describe current
progress toward goal:
FY 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
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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
2021-22. 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 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
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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 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
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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 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
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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 2022-23 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:
Eleventh 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 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
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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, 2022 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.
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 2022-23 CCP Survey – Part A: CCP Membership & Plan Implementation
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FY 2022-23 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 2022-23 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 2021-22 Public Safety Realignment Funding Allocation
Section 7: FY 2022-23 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 2021-22 Public Safety Realignment Funding Allocation
Section 6 contains questions related to the allocation of FY 2021-22 Public Safety Realignment dollars. There are three (3) questions in this section.
When answering these questions, consider the funds allocated in FY 2021-22 and include any monies from 2020-21 growth funds and 2021-22
programmatic funding.
25. 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 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: $ -
FY 2022-23 CCP Survey – Part B: CCP Membership & Plan Implementation
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26. 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: $ -
27. How much funding, if any, was allocated to data collection and/or evaluation of AB 109 programs and services?
FY 2022-23 CCP Survey – Part B: CCP Membership & Plan Implementation
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SECTION 7: FY 2022-23 Public Safety Realignment Funding Allocation
Section 7 asks three (3) questions related to the allocation of FY 2022-23 Public Safety Realignment funding.
When answering these questions, consider the total funds allocated in FY 2022-23 and include any monies from 2021-22 growth funds and 2022-23
programmatic funding.
28. Of the total funds received in FY 2022-23, 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: $ -
FY 2022-23 CCP Survey – Part B: CCP Membership & Plan Implementation
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29. If known: of the total funds received in FY 2022-23, 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 2022-23 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 Thursday, December 15, 2022 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.
FY 2022-23 CCP Survey – Part B: CCP Membership & Plan Implementation
58 | Page
1
FY 2022-2023 Community Corrections
Partnership Survey
Data Reporting Guide
Instructions for Data Reporting
October 2022
59 | Page
Contents
Introduction ................................................................................................................... 1
About the FY 2022-23 CCP Survey .............................................................................. 1
Completing the FY 2022-23 CCP Survey .................................................................... 1
Submission of the FY 2022-23 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 2021-22 Goals, Objectives, and Outcome
Measures ................................................................................................................. 6
Information on FY 2022-23 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 2021-22 Public Safety Realignment Funding Allocation ...................... 10
Section 7: FY 2022-23 Public Safety Realignment Funding Allocation ...................... 12
Optional Highlight or Success Story ......................................................................... 13
FY 2022-23 CCP Survey Data Reporting Guide | 1
Introduction
This document is an instructional guide for completing the Fiscal Year1 (FY) 2022-23
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 2022-23 CCP Survey
The FY 2022-23 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 2021-22 Public Safety Realignment Funding
o Section 7: FY 2022-23 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 2022-23 CCP Survey
For FY 2022-23, 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.
FY 2022-23 CCP Survey Data Reporting Guide | 2
The Budget Act of 2022 (Senate Bill 154) 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, 2022.
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, 2022, that provides
information about the actual implementation of the 2021-22 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 2022-23 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 2022-23 CCP Survey Package
A complete FY 2022-23 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, 2022 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.
FY 2022-23 CCP Survey Data Reporting Guide | 3
Funding
Funds will be distributed by January 31, 2023 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 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).
• When applicable, use person-first language and terminology that eliminates
generalizations, assumptions, and stereotypes.
BSCC’s Analysis of Survey Responses and Inclusion in the Legislative
Report
The BSCC’s Tenth Annual Report on the Implementation of Community Corrections
Partnership Plans (July 2022) 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 sections will be included in the Eleventh Annual Report on the Implementation
of Community Corrections Partnership Plans as the BSCC will expand analysis of the
CCP Survey responses to include:
• Content analyses of Part A, including the optional questions to identify themes
across counties. Example questions that may be answered include:
FY 2022-23 CCP Survey Data Reporting Guide | 4
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 2022-23 Survey, did the updated information provided for the full FY
2021-22 goals, objectives, and outcome measures tie back to those that were
reported/included in the FY 2021-22 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
person’s contact information in the following boxes including their name, organization,
email address, and phone number.
FY 2022-23 CCP Survey Data Reporting Guide | 5
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,
2022 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.
FY 2022-23 CCP Survey Data Reporting Guide | 6
Updated Information on FY 2021-22 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 2021-22 in the 2021-
22 CCP Survey. To view responses provided in the 2021-22 survey, click here.
For each question, provide the goals, objectives, and outcome measures as reported in
the FY 2021-22 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 21-22 ☒ 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 2021 and June 2021, 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
FY 2022-23 CCP Survey Data Reporting Guide | 7
Information on FY 2022-23 Goals, Objectives, and Outcome Measures
Item 11 asks if the CCP will use the FY 2021-22 goals, objectives and outcome measures
that were identified above for FY 2022-23 (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 2022-23. 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 22-23 ☐ 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
FY 2022-23 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 2021-22. 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.)
FY 2022-23 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.
FY 2022-23 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 2021-22 Public Safety Realignment Funding Allocation
• Section 7: FY 2022-23 Public Safety Realignment Funding Allocation
Instructions for completing each section and select examples are provided in the
subsections that follow.
Section 6: 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 6, consider the funds allocated in FY 2021-22 and
include monies from 2020-21 growth funds and 2021-22 programmatic funding. To view
the responses provided in the 2021-22 survey, click here. Responses are captured in the
Individual County Profile section of the 2011 Public Safety Realignment Act: Tenth Annual
Report on the Implementation of Community Corrections Partnership Plans.
FY 2021-22 Budget
For Question 25, provide information on how the CCP budgeted the FY 2021-22
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.
FY 2022-23 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 2021-22.
FY 2021-22 Budget Allocations for Programs and Services
For Question 26, 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. 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.
FY 2022-23 CCP Survey Data Reporting Guide | 12
Figure 4: Example budget allocations table programs and services for FY 2021-22.
FY 2021-22 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 2021-22.
Section 7: FY 2022-23 Public Safety Realignment Funding Allocation
This section contains questions related to the allocation of FY 2022-23 Public Safety
Realignment dollars. There are three (3) questions in this section.
When answering questions in Section 7, consider the funds allocated in FY 2022-23 and
include monies from 2021-22 growth funds and 2022-23 programmatic funding.
FY 2022-23 Budget
For Question 28, provide information on how the CCP budgeted the FY 2022-23
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.
FY 2022-23 CCP Survey Data Reporting Guide | 13
FY 2022-23 Budget Allocations for Programs and Services
For Question 29, out of the total funds received for FY 2022-23, 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 2022-23 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 2022-23.
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: Eleventh 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).