Board of State and Community Corrections

2011 Public Safety Realignment Act July 2024 Twelfth Annual Report on the Implementation of Community Corrections Partnership Plans Board of State and Community Corrections www.bscc.ca.gov This page intentionally left blank 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 This page intentionally left blank TABLE OF CONTENTS Executive Summary ......................................................................................................... 1 Introduction ...................................................................................................................... 6 Data Collection Method: FY 2023-24 CCP Survey ........................................................... 8 Appendices • Individual County CCP Survey Links ................................................................... 30 • Glossary of Terms ............................................................................................... 31 • BSCC Definitions of Key Terms ........................................................................... 34 • FY 2023-24 Community Corrections Partnership Survey Documents Letter to County Partners ......................................................................... 38 o Survey Template ...................................................................................... 39 o Data Reporting Guide ............................................................................... 56 o This page intentionally left blank EXECUTIVE SUMMARY This annual report provides information and data submitted to the Board of State and Community Corrections (BSCC) by all 58 California jurisdictions on the implementation of each county’s Community Corrections Partnerships (CCP) plans. BACKGROUND 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 that 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 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) 2023-24 CCP Survey (see page 39 in the Appendices) was emailed to each Chief Probation Officer (in their capacity as CCP Chair) in November 2023. Chairs were asked to share the Survey with CCP members and submit Survey responses that incorporate all aspects of the county’s CCP Plan. 1 | Page The Budget Act of 2023 (Senate Bill 101, Chapter 12, Statutes of 2023) 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, 2023, that provides information about the actual implementation of the 2022–23 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 2023–24 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, 2024 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 than a decade ago, counties have implemented collaborative, multifaceted, and diverse strategies to meet their unique local needs. California counties continue to find creative ways in which to operate to ensure people have access to essential resources such as transportation, housing, medical services, and human necessities. The following are some examples of local projects, and participant success stories. For a more in-depth description of these and other county plan components, please refer to page 30 of this report for each individual county CCP Survey Report submissions. Alameda County – Veterans Treatment Court (VTC) The late Supervisor Richard Valle and Sheriff Sanchez collaborated to create a Veteran Housing Unit at Santa Rita Jail to support incarcerated veterans. The program launched in January 2023 and was designed by a team of veterans and incarcerated individuals to meet the specific needs of veterans who are incarcerated. The program aimed to reflect military values and help veterans succeed during and after incarceration. US Air Force Veteran Brandon McGlonem, who was incarcerated, played a pivotal role in bringing this vision to life by using his artistic abilities to create murals within the new Veteran housing unit. He recruited other incarcerated individuals with artistic abilities to join him in this initiative, which was designed to remind US Military Veterans of the values they pledged to uphold when they enlisted in the military. Brandon's dedication and commitment to the program did not go unnoticed. He was later accepted into the Veterans Treatment Court (VTC) after being evaluated by the staff. On May 8, 2023, Brandon was released from custody at Santa Rita Jail to attend a diversion program in collaboration with the Veterans Treatment Court for Alameda County. He was transported 2 | Page to the Veteran Affairs Domiciliary Residential Rehabilitation Program in Menlo Park by Deputies B. Wharton, J. Vu, M. Magdael, and B. Hayes, all of whom are also US Military Veterans. This initiative exemplifies the idea of veterans taking care of veterans, and we are proud to continue supporting Brandon and other incarcerated veterans as they work toward successful reentry and community integration. The initiative underscores the importance of tailored support for veterans in the criminal justice system. Brandon stated about the program, “They know that veterans have unique mental health needs. I'm really thankful for everything this program has done for me.” Kern County – Residential Substance Abuse Treatment (RSAT) Program During the FY 2022-23, one participant successfully completed two cohorts of RSAT. Following this accomplishment, he transitioned into an adult rehabilitation center for a 6- month aftercare program. As part of the RSAT program, he received a pair of work boots. He consistently produced negative drug test results. He is actively working towards program completion with the ultimate objective of enrolling in the transitional aftercare phase of the rehabilitation center. In addition, another participant in the RSAT program accomplished both the in-custody and aftercare components within the fiscal year. Upon completing the program, both participants secured employment, and RSAT played a role in their continued success by providing work boots. Furthermore, two participants who completed the last cohort entered a Sober Living Environment (SLE) and are thriving in their recovery journey while actively working towards program completion. During the FY 2022-23, a total of four individuals successfully completed an SLE program, marking a significant achievement in their rehabilitation journey. Additionally, we are pleased to report that 19 individuals have not recidivated. Merced County – Phoenix Project Orientation The Phoenix Project refers clients to various vocational trade schools and provides a stipend while attending. On September 6, 2022, a client attended the Phoenix Project Orientation with the Merced County Office of Education. Five months later, on February 23, 2023, he graduated from Modesto Technical College with an Industrial Maintenance Mechanic certification. He was immediately hired with Sun Valley Smoked Meats in Manteca as a full- time mechanic. Since that time the client has not reoffended, and his probation is set to expire in February 2024. Placer County – Progress House Residential Treatment Program Adalberto was released on August 2, 2022, on Mandatory Supervision and entered the Progress House residential treatment program on August 4, 2022. He completed the 90- day treatment on October 24, 2022, but chose to stay and help maintain the facility. He is enrolled in DUI school with Granite Wellness and volunteers at the Salvation Army in Roseville. Adalberto aims to get his driver's license, submit immigration paperwork, and start a landscaping business. He credits a landscaping course at Placer County Jail for his positive employment path. A recent progress report from Progress House confirms Adalberto's ongoing dedication and success. He expresses gratitude for the support from various service providers and is committed to giving back to the community through his work at the Salvation Army. With a stable place at Progress House and the support of his sponsor, Adalberto has been able to maintain sobriety and pursue his goals with a positive 3 | Page attitude, thanks to the encouragement from Probation staff, Jail staff, HHS staff, Granite Wellness Center, Salvation Army staff, and Progress House staff. Riverside County – Day Reporting Center (DRC) On January 5, 2023, client Jesus V. was referred to the Riverside Day Reporting Center (DRC) for employment services and other resources. Early on, Jesus expressed his desire to pursue a career in truck driving and began work readiness workshops with Career Specialist Joseph Caron from Goodwill. Joseph worked diligently with Jesus and was soon able to enroll him as a truck driving student at Pilot Truck Driving School in Fontana, California. Jesus’ determination and dedication in the program was evident, as he successfully completed the course one month earlier than expected. With the support and encouragement from DRC staff, Jesus became Riverside DRC’s first student to complete truck driving school on July 11, 2023. Several days later, Jesus informed Joseph he was able to reconnect with previous acquaintances in the truck driving field and he was offered employment. The DRC would like to celebrate Jesus’ exemplary display of resilience and hard work. On July 18, 2023, DRC staff celebrated this tremendous milestone with Jesus and his family. Santa Cruz County – Probation Success Center (PSC) “I was born in San Jose and moved to Santa Cruz when I was one year old. My home life was unstable, and I developed unhealthy behaviors, becoming addicted to drugs at 18. My addiction stemmed from deep-rooted trauma, and drugs served as a distraction from depression and negative thoughts. In the drug lifestyle, I felt a sense of belonging I never had before, but it also led me into criminal behavior and trouble. For a long time, my mind was clouded by drugs, and I wasn't thinking clearly. Eventually, I realized I was miserable and sought help. I began to see probation as a resource rather than something to fear. A probation officer understood my situation and recommended rehab. I am grateful to the judge for giving me this opportunity. Upon release, I was introduced to the success center, where I started making up high school credits with a patient and understanding teacher. Since then, I have completed three college courses and begun a new career in real estate. I now have my high school diploma, thanks to the support from probation and the success center. I highly recommend taking advantage of such opportunities.” ~F.B. 4 | Page Solano County – Welding Classes Over the course of Calendar Year 2023 the Sheriff’s Office offered Welding at the Rourk Vocational Training Center. Welding was provided to both Inmates and Probationers. A total of four Welding classes were available in 2023 with three classes being offered to inmates and one class to probation. A total of eight probationers and 26 inmates were trained in this year. In 2022, only one Welding Class was extended and in 2023 the Sheriff’s Office changed the format of the Welding class and contracted with two instructors by Fall of 2023. We anticipate that six Welding Classes will be offered in 2024. Welding Classes provided at the Sheriff’s Office are an introduction to the Sheet Metal Arc Welding (SMAW) plate welding process. The courses present the theory, procedures, and manipulative skills required to produce quality welds, which meet industry standards for acceptability. Objectives for the Welding Classes are to: (A) Demonstrate safe operation of welding equipment, including welding machines, gas and electric cutting equipment, Iron working tools, Grinders, and basic welding hand tools. (B) Become familiar with welding terminology and beginning trade theory of the SMAW process. (C) Develop hands-on welding skills including- Striking an Arc, weld bead placement, and stacking techniques. Welding machine set-up and operation. Flat, Vertical, Horizontal, and Overhead welding techniques, for out of position welding. (D) Review weld-related jobs in the industry, and qualification and testing requirements for weld certifications. Welding Classes focus on hands-on training. Classes are small so instructors can give individualized attention to each student to maximize the probability that quality Welding Skills are developed. Of the two instructors, one focuses on Welding for the trades and the other focuses on Industrial Welding preparing students for employment in areas such as ship cleaning and repair. 5 | Page 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 (also referred to as non-non-nons) would now serve their sentences in local jails, making reintegration back into their home communities more effective and successful. As part of the Legislation, AB 109 tasked each CCP with developing and recommending a strategic local plan to their county Board of Supervisors for the implementation of Realignment. This plan could provide recommendations that would maximize the effective investment of resources in evidence-based correctional sanctions and programs. Plans had to be developed consistently with local needs and resources. Senate Bill (SB) 92 (Chapter 36, Statutes of 2011) required the Board of State and Community Corrections (BSCC) to collect county CCP implementation plans adopted by its county Board of Supervisors. In addition, SB 92 required the BSCC to publish and disseminate information within those CCP plans via an annual report to the Governor and the Legislature. This became effective July 1, 2013 and the report has been submitted annually thereafter. This report is the twelfth annual report on the implementation of county CCP plans. 6 | Page This page intentionally left blank 7 | Page DATA COLLECTION METHOD: FY 2023-24 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 by the Department of Finance, California State Association of Counties, California State Sheriffs Association, and Chief Probation Officers of California prior to distribution. Also, each year, the CCP survey and cover letter 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 2023-24 CCP Survey (see page 39 in the Appendices) consists of two parts and seven sections. Part A (a form completed on the Submittable platform) 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, and 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 2022-23 and 2023-24 Public Safety Realignment Funding (Sections 6 and 7, respectively). The FY 2023-24 CCP Survey was administered through an online form using the Submittable platform. The link to the Submittable form was emailed to each Chief Probation Officer on November 3, 2023. Survey submissions were due by December 15, 2023.1 All fifty-eight counties responded to the FY 2023-24 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 2023 (Senate Bill 101, Chapter 12) appropriated $7,950,000 for counties as follows: 1 Survey submissions and updated implementation plans were due by December 15, 2023 to receive CCP Survey funding (see information in text about the Budget Act of 2023). 8 | Page 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, 2023, that provides information about the actual implementation of the 2022–23 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 2023–24 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, 2024 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 2023-24 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. 9 | Page STATEWIDE SUMMARY OF KEY INFORMATION FROM FY 2023-24 CCP SURVEY The statewide summary focuses on Part A of the Fiscal Year (FY) 2023-24 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-five (45) percent of the CCPs (n=26) have complete membership and the most common meeting frequency is quarterly for both the full membership and the executive committees. Forty (40) percent of CCPs (n=23) meet on a quarterly basis with thirty- four (34) percent (n=20) also conducting quarterly executive committee meetings. Additionally, forty-five (45) percent of CCPs (n=26) have at least one subcommittee. Summary information about each county’s CCP (complete membership, meeting frequency, executive committee meeting frequency, use of subcommittees or working groups) can be found starting on page 18. Progress Made Toward Achieving the Goals of FY 2022-23 The CCPs provided final information about the progress made toward achieving the goals of the FY 2022-23 CCP Plans. The updated information reflected the progress 10 | Page achieved over the full fiscal year. 2 Fifty-seven (57) 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 2022-23 CCP plan, objectives to achieve the goal, associated outcome measures, and a description of progress made toward achieving the goal. Across the 57 counties, a total of 156 goals were reported. For these goals, 94 percent (n=147) were included in the FY 2022-23 CCP Plans and 67 percent (n=104) were partially achieved, 28 percent (n=44) were fully achieved, and for five (5) percent (n=8) there was no progress made. Focusing on the implementation of Public Safety Realignment, these 57 counties made progress on 95 percent of the goals included in the CCP plans as reported for FY 2022-23. Funding Dedicated to Evidence-based Programming and the Evaluation of Programs Eighty-six (86) percent of counties (n=50) dedicate a portion of their Public Safety Realignment funding for evidence-based programming, as defined locally. Fourteen (14) percent (n=8) allocate less than 20 percent. Twenty- eight (28) percent of counties (n=16) allocate between 21 and 40 percent of the funding to evidence- based programming. Fourteen (14) percent (n=8) allocate 41 to 60 percent. This is followed by nineteen (19) percent (n=11) allocating between 61 to 80 percent. 2 The FY 2023-24 CCP survey was completed by the CCPs by December 15, 2023. As the fiscal year was still in progress, final information about the progress achieved toward goals for FY 2022-23 in Section 3 of the survey were used. 3 Del Norte did not provide goal information for FY 2022-23. 11 | Page And twelve (12) percent of counties (n=7) 81 percent or higher. County-level information on funding allocated to evidence-based programming can be seen starting on page 18. Seventy-four (74) percent of the counties (n=43) evaluate the effectiveness, as defined locally, of the programs and/or services funded by the Public Safety Realignment allocation and 69 percent (n=40) consider the evaluation results when allocating funds. 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. County-level information related to the evaluation of programs can be found starting on page 18. Types of Programming and Services Provided Counties identified the programs and services provided in FY 2022-23. Most counties provided a wide range of programs and services designed to: improve mental health (n=57, 98%); assist with substance use (n=57, 98%); assist with housing (n=57, 98%); provide job training and employment services (n=58, 100%); provide education (n=53, 91%); provide family-oriented education, services, and training (n=55, 95%); provide domestic violence support and intervention (n=55, 95%); improve physical wellbeing (n=53, 91%); 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%). Forty-four (44) CCPs provided information on the processes used to determine potential programs and/or services for local implementation. These processes include: input from clients, community members, and service providers (n=33, 75%); the committee’s discussion and approval of program/service proposals (n=28, 64%); and the release of requests for proposals for a competitive bidding process once a program and/or service is selected (n=5,11%). 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 12 | Page surprisingly, in nearly all counties the local behavioral health agency provides substance use services (n=55, 95%) and mental/behavioral health services (n=55, 95%). For most counties, probation departments generally provide access to quality of life services (n=47, 81%), housing services (n=42, 72%), and domestic violence prevention services (n=40, 69%). Community-based organizations (CBOs) generally provide employment services (n=42, 72%) and family services (n=40, 69%). The remaining programs and services are generally provided by sheriff departments and other agencies. These programs and services also include education and physical health services. 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 starting on page 21. Providers of Programs/Services Mental Behavioral Health 96% Substance Use 96% 74% Housing 72% Employment 57% Education 73% Family 73% Domestic Violence Prevention 60% Physical Health 84% Quality of Life 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Sheriff Probation BH CBO Other 13 | Page Local Programs that Produced Positive Results Sixty (60) 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 (n=14, 40%), employment (n=12, 34%), mental health (n=10, 29%), housing (n=9, 26%), day reporting centers (n=8, 23%), substance use prevention and treatment (n=8, 23%), and alternatives to custody (n=7, 20%). Following are some examples of the positive results reported by the counties. The Game Plan for Success jail pre-release planning program builds individualized, data-driven reentry plans using the results of individual assessment tool from the Criminal Justice Targeted Research and Application of Knowledge (CJ-TRAK) suite created by the George Mason University Center for Advancing Correctional Excellence. The plans help 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. Community Corrections Center (Day Reporting Center) modeled on correctional programming research proven to be effective in reducing recidivism. Multi-disciplinary in approach, the program is modeled on phases meant to provide services/curricula targeting behavioral health and multiple criminogenic needs within an integrated framework. Global practices of the program are aligned with Risk, Need, and Responsivity (RNR) principles, in coordination with the body of knowledge related to stages of change, and effective behavior modification practices as related to rewarding prosocial behavior and responding to antisocial behavior. The program operates behavioral intervention software system that brings best practices and analytics to the department's day to day decision making, allowing officers to create individualized supervision plans creating the foundation for how RNR principles will be administered, based on client’s individual risk and needs, thus improving overall client outcomes. Furthermore, county officers are able to spend more time facilitating behavior change interventions and developing impactful relationships with clients. The data suggests a decrease in risk factors and substantial increases in protective factors after multiple reassessments, thereby facilitating a positive change in a client’s behavior and reducing the likelihood of recidivating. The Inside-Out model is designed to counter predominant stereotypes and myths held about jails/prisons and inmates through personal engagement. Participants are encouraged to see crime and justice issues from new perspectives that otherwise might not be considered. Students are assisted in seeing themselves as potential agents of social change and encouraged to build new ideas about public service and meaningful citizenship. It allows incarcerated individuals to obtain skills and education that will be useful upon release and works to help them reintegrate back into society once released. The program currently maintains a student success rate of eighty-seven (87) percent over the course of past five (5) years and has a student retention rate of eighty- six (86) percent, in addition, among the incarcerated population that is released, the program has a recidivism rate of 7.4 percent for the sixty (60) students that completed 14 | Page the program. Inside/Out has shown to be an incredibly positive program for participants and has received recognition for its success. The Adult Transition Team (ATT) serves individuals with serious and persistent mental illnesses who also have a lengthy legal history, which may include multiple incarcerations and those returning from State Hospitals who have received competency restoration services. ATT staff include Recovery Specialists, Therapists, and Substance Use Disorder Specialists who utilize evidence-based treatment approaches. From July 1, 2022 to June 30, 2023 (April, May & June 2023 data are pro-rated), ATT served ninety-two (92) unduplicated individuals with severe mental illness, many of whom had a secondary diagnosis of a substance use disorder and were homeless. Collaboration with JTO - Job Training Office - Since July 2019, JTO has had 412 Post Release Community Service clients referred to their program. The program offers a wide variety of classroom instruction and training for employment purposes. A total of 253 have gained unsubsidized employment and there have only been twenty-four (24) clients who have reoffended. In FY 2022-23 the same services were extended to Formal Probation and Mandatory Supervision clientele. To date, seven (7) Mandatory Supervision clients have been referred for JTO services with one (1) obtaining unsubsidized employment. There have been eighty-five (85) formal probation clients referred with three (3) obtaining unsubsidized employment. There is a zero (0) recidivism rate for both Formal Probation and Mandatory Supervision clients to date. Resilient Re-entry is a day long program where vendors, motivational speakers, and services come together to inspire those being supervised. There is education on expungement and career and educational opportunities. During the second year, the number of vendors tripled at the event. Pre-release contact with individuals in custody at the county jail by the supervising deputy probation officer to establish a relationship, begin rapport building, and start the case planning process. Care First Community Investment Funded SUD Treatment DPH-SAPC supports the Los Angeles County’s Care First Community Investment’s (CFCI) “Care First Jail Last” mission by providing SUD treatment for justice-impacted clients eligible for diversion from jail to community-based treatment. CFCI funding is allocated to provide all levels of SUD treatment. Martin Luther King Jr. Behavioral Health Center (MLK BHC) SUD Residential Treatment. The MLK BHC offers comprehensive residential treatment services for Los Angeles County residents with SUDs. This facility has ninety-nine (99) beds serving men and women, of which DPH-SAPC has dedicated thirty-three (33) beds to individuals who are justice-involved and meet criteria for services. Individuals are provided evidence- based programming that address avoidance of justice system involvement and/or support reintegration into community to increase self-sufficiency and reduce recidivism Desert Best Friend's Closet provided the 'The Bridge to Employment Program' personalized coaching, resume writing, and interview skills in a small group setting. Interview workshops which include role-playing, mock interviews, and personalized feedback by an experienced job coach meant to increase confidence and decrease anxiety in job searching. Upon completion of the four- day workshop, clients will have a prepared one-page resume with job appropriate key words. Program goals include 15 | Page economic independence through employment, job interview and resume strategy, as well as preparedness for job searches. This program establishes direct connections with employers wherein clients are coached for the job available. As such, their likelihood to be offered job placement is increased. Goodwill provided employment services wherein the client's current skills and experience are refined to translate to new employment or education opportunities over the course of six class sessions. The Career Service Specialist completes a skills assessment, provides one-on-one career counseling, and assists in resume building with each client. While working with the client, job fair opportunities are provided as appropriate. Some of the DRC statistics for the FY 2022-23 fiscal year are: • 575 clients at the DRCs were referred for employment services through contracted employment vendors in order to secure long-term employment (this is a seventy-four (74) percent increase from FY 2021-22). • Thirty-nine (39) clients completed Goodwill employment services with an additional six (6) who did not complete due to obtaining employment. • Twenty (20) clients completed Desert Best Friend's Closet employment services and an additional six (6) who did not complete due to obtaining employment. • 542 clients received services through DPSS, including enrollment in the CalFresh and Medi-Cal programs (this is an eighteen (18) percent increase from FY 2021-22). • As of June 30, 2023, there were 318 clients enrolled throughout the three (3) DRC locations. On April 13, 2023, the Riverside DRC hosted its first in- house resource event with the assistance of Goodwill. Various community and employment agencies participated in the event. Clients were able to engage employers and community agencies directly on-site. In addition, one of the agencies provided free cell phones and tablets to those clients who qualified. Further, clients were able to meet with employers on-site and provide their resumes, which resulted in some of the participants in obtaining employment. In addition, on April 20, 2023, the Goodwill employment coordinator and Temecula DRC staff held a hiring event with multiple employers at the Grace Mellman Library in Temecula. Clients were able to meet and interview with agencies such as The Loop Neighborhood Go Staff, Ready Moving, and Collective Advancement. Collective Advancement was also able to provide free cell phones and tablets to those clients who qualified. Community Action Response Engagement (CARE) Program was developed to assist our local Law Enforcement partners in improving the delivery of services and resources to the homeless and vulnerable client population. CARE was launched in January 2022, and by January 2023, the Program expanded to include four (4) Probation Officers assigned to local city law enforcement agencies. Since July 2022, CARE officers assisted with Shelter Court events and Quality of Life operations focused on the homeless population. For example, in July 2022, a Shelter Court event allowed thirty (30) homeless individuals to clear one hundred (100) court cases, which are often barriers to receiving services. CARE Officers further assist their local agencies in community outreach events developed to increase communication, education, and the delivery of services to their communities. Santa Barbara Probation Department began a collaborative effort to monitor eligible individuals serving their court ordered custodial commitments via electronic monitoring 16 | Page in-lieu of physical incarceration on its Alternative Sentencing program. The Probation Department supervises these individuals in the community using electronic monitoring and field contacts as needed and provides assessment of the individual’s needs using an evidence-based assessment, and subsequently refers individuals to community- based programs as applicable. Substance abuse services are consistently identified as a top need of the population and have driven referrals to community organizations. While under supervision of the Probation Department, 840 individuals exited the ASP, with ninety-four (94) percent exiting successfully. Challenges Meeting Programming and Service Needs Seventy-eight (78) percent of the counties (n=45) reported challenges with meeting the program and service needs of the county. Of these counties: • 51 percent (n=23) reported difficulty with recruiting and retaining program and service staff for both county government agencies and community-based service providers. • 47 percent (n=21) reported limited resources, including funding and programming space. • 38 percent (n=17) 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). • 33 percent (n=15) reported transportation and geographic challenges which general included lack of transportation and lack of close proximity of program/service locations. • 24 percent (n=11) reported difficulty meeting the housing needs of clients particularly those who are justice involved with behavioral health needs. 17 | Page 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 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 county’s funding 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 Funding Used Executive Subcommittees Evaluate Effectiveness for Evidence-Based Complete Meeting Committee Meeting or Working of Programs/Services Programming County Membership Frequency Frequency Groups (optional question) (optional question) Alameda No Quarterly Bi-monthly Yes Yes 81% or higher Alpine No Semi-annually Semi-annually No Yes 21% - 40% Amador No Monthly Monthly No Butte Yes Bi-monthly Bi-monthly Yes Yes 21% - 40% Calaveras No Bi-monthly Bi-monthly No Yes 81% or higher Colusa Yes Semi-annually Semi-annually No Yes 61% - 80% Contra Costa Yes Quarterly Quarterly Yes Yes 21% - 40% Del Norte No Quarterly Quarterly No Yes 21% - 40% El Dorado No Other Other No No 41% - 60% 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, 2023. 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. 18 | Page Percentage of Funding Used Executive Subcommittees Evaluate Effectiveness for Evidence-Based Complete Meeting Committee Meeting or Working of Programs/Services Programming County Membership Frequency Frequency Groups (optional question) (optional question) 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 61% - 80% Kern Yes Quarterly Quarterly Yes Yes 41% - 60% Kings Yes Quarterly Quarterly No Yes Less than 20% Lake Yes Semi-annually Semi-annually No Yes 21% - 40% 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 Yes Annually Annually Yes 41% - 60% Mariposa No Annually Other No Mendocino No Other Other No Yes 41% - 60% Merced Yes Quarterly Quarterly Yes Yes 41% - 60% Modoc No Quarterly Other No Mono Yes Quarterly Quarterly Yes Yes 61% - 80% Monterey Yes Semi-annually Semi-annually No Yes 61% - 80% Napa No Bi-monthly Bi-monthly No No Less than 20% Nevada No Quarterly Quarterly Yes Yes Less than 20% Orange No Quarterly Quarterly Yes Yes Less than 20% Placer Yes Other Other No Yes Less than 20% Plumas No Monthly Monthly Yes Yes 41% - 60% Riverside No Annually Other Yes Yes 61% - 80% Sacramento Yes Bi-monthly Bi-monthly Yes Yes 81% or higher San Benito Yes Bi-monthly Bi-monthly No Yes 21% - 40% San Bernardino No Semi-annually Other No Yes 21% - 40% San Diego No Other Other No Yes San Francisco Yes Semi-annually Annually No Yes 81% or higher San Joaquin No Quarterly 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 19 | Page Percentage of Funding Used Executive Subcommittees Evaluate Effectiveness for Evidence-Based Complete Meeting Committee Meeting or Working of Programs/Services Programming County Membership Frequency Frequency Groups (optional question) (optional question) Santa Barbara Yes Bi-monthly Bi-monthly Yes Yes Less than 20% Santa Clara No Quarterly Quarterly No Yes 21% - 40% Santa Cruz Yes Quarterly Quarterly Yes Yes 61% - 80% Shasta No Semi-annually Other No Yes Less than 20% Sierra No Semi-annually Semi-annually No Siskiyou No Quarterly Quarterly No Solano No Other Other Yes 21% - 40% Sonoma Yes Monthly Monthly Yes Yes 61% - 80% Stanislaus Yes Quarterly Quarterly 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 No Yes 81% or higher Tuolumne No Quarterly Quarterly Yes Yes 61% - 80% Ventura Yes Quarterly Quarterly Yes Yes 61% - 80% Yolo Yes Quarterly Quarterly Yes Yes 61% - 80% Yuba No Quarterly Other No No 61% - 80% 20 | Page 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 2022-23. 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, BH, CBO, P C, S S, P, BH, CBO C, S Alpine P, BH, CBO S, C BH, CBO C, S P C, S Amador BH C, S BH, CBO C, S P, BH C, S Butte BH C, S S, P, BH S S, P, BH S Calaveras P, BH C, S BH C, S P S Colusa P, BH C, S P, BH C, S, O P, CBO, O S Contra Costa BH, P, CBO, O C, S, O BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O Del Norte P, BH C, S P, BH C, S P, CBO S El Dorado P, BH, CBO C, S BH, CBO C, S P, BH, CBO C, S Fresno BH, CBO S, O BH S, O P, BH, CBO S, O Glenn BH C, S P, BH S P, BH C, S Humboldt P, BH C, S BH, CBO S P S Imperial BH C, S BH C, S O C, S Inyo BH, O C, S P, BH, O C, S P, BH, O 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, P, S, CBO S, C BH, P, CBO S, C BH, CBO S Lassen S, P, BH, CBO C, S P, BH, S C, S BH, CBO C, S Los Angeles BH, CBO, O C, S, O BH, CBO, O C, S, O P, BH, CBO, O S, O Madera P, BH, CBO C, S S, P, BH, O C, S P, BH, CBO, O S Marin S, P, BH, CBO, O C, S, O S, P, BH, CBO C, S P, BH, CBO S 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, O C, S BH, CBO, O C, S O, BH, 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. 21 | Page 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, CBO BH, CBO S P, BH, CBO Mono BH, O C, S BH, O C, S BH O Monterey BH, CBO C, S CBO, BH C, S CBO S Napa P, BH, CBO C, S P, BH, CBO C, S P, CBO S Nevada S, P, BH, CBO C, S P, BH, CBO C, S P, BH, CBO S Orange BH, CBO, O S, C BH, CBO, O C, S CBO, O, P S, C Placer CBO, BH, P, S C, S S, P, BH, CBO C, S BH, CBO C, S Plumas S, P, BH, O C, S, O S, P, BH, O C, S, O P, BH, CBO, O S, O Riverside S, P, BH, CBO C, S, O S, P, BH, O C, S, O S, P, BH C, S, O Sacramento S, P, BH, CBO, O C, S, O S, P, BH, CBO C, S S, P, CBO, O C, S San Benito S, P, BH, CBO C, S BH, CBO C, S BH, CBO C, S San Bernardino S, P, BH C, S S, P, BH C, S S, P, BH, 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, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O S, P, CBO, O C, S, O San Joaquin BH S CBO S CBO S San Luis Obispo S, BH, CBO C, O S, P, BH C, S, O S, P, BH, CBO C, S, O San Mateo BH, O C, S, O S, P, BH C, O, S 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 BH, O C, S Santa Cruz CBO C, S BH, CBO C, S CBO S Shasta BH, CBO S BH, CBO S BH S Sierra BH S, C BH, CBO C, S P, BH, CBO S Siskiyou P, BH, O, CBO C, S, O P, BH, CBO, O C, S P, BH, CBO, O S, O 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, CBO, O 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 CBO, BH, P, S C, S S, P, BH, O S, C, O Trinity BH S, C BH, CBO S BH, CBO C, S Tulare P, BH, CBO C, S S, P, BH, CBO C, S P, BH, CBO S Tuolumne S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O S, P, BH, CBO C, S, O Ventura S, BH, O, P C, S S, BH, CBO, O C, S P, O C, S Yolo S, P, BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O P, BH, CBO S 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. 22 | 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 P S BH, CBO S Amador CBO S CBO, P 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, BH, CBO, O C, S, O CBO, O C, S, O CBO C, S, O Del Norte CBO S P, CBO S El Dorado BH, CBO S P, CBO, BH C, S P, BH, CBO C, S Fresno P, CBO S, O P, CBO S, O P S, O Glenn BH, O S O S BH S Humboldt O S Imperial O S O C, S O S Inyo P, O S CBO, O 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 Lake P, O, CBO S O S P, CBO, O 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 S, P, CBO, O C, S S, P, O C, S S, P, CBO, O C, S, O Marin S, P, CBO S, C, O S, P, BH, CBO C, S, O P, BH, CBO S Mariposa P, CBO C, S S, P, CBO C, S CBO C, S Mendocino S, P, O C, S S, P, O C, S P S Merced CBO, O S O C, S Modoc CBO CBO CBO C, S Mono P C, S S, O C, S P, BH C, S Monterey S, CBO, O C, S S, CBO, O C, S CBO S Napa P, CBO S P, CBO S P, CBO S Nevada CBO S S, CBO C, S P, CBO C, S Orange CBO, O S, C O S, C O S, C Placer S, P, BH, CBO C, S S, P, BH, CBO C, S P, BH, CBO S Plumas P, CBO, O S, O S, P, CBO, O C, S, O P, BH, CBO, O S, O Riverside S, P, BH, CBO C, S, O S, P, BH, O C, S, O S, P, BH, CBO C, S, O Sacramento S, P, CBO C, S S, P, O C, S S, P, CBO C, S San Benito BH, CBO, S, P, O C, S S, CBO, 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, O C, S, O S, P, CBO, O C, S, O S, P, CBO C, S, O San Joaquin O, CBO S CBO S CBO S San Luis Obispo S, P, CBO C, S, O S C 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. 23 | 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, O C, S Santa Cruz CBO C, S O S, C CBO S Shasta CBO, O S S, P, O C, S CBO S Sierra P, CBO, O S CBO, O S BH, CBO S Siskiyou P, CBO S, O P, CBO S, O P, BH, O, CBO S, O Solano S, P C, S S, P C, S S, P C, S Sonoma P, CBO, O S S, P, O C, S S C Stanislaus CBO C, S CBO C, S CBO C, S Sutter S, P, CBO C, S S, P, CBO C, S P, BH, CBO C, S Tehama S, P C, S CBO Trinity CBO S CBO C, S CBO C, S Tulare P, BH, CBO 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, O, S Ventura S, CBO, O C, S S, O C, S CBO, BH C, S Yolo P, BH, CBO S S, P, CBO C, S Yuba P, O S BH S P S Agency Key: S = Sheriff, P = Probation, BH = Behavioral Health, CBO = Community-based Organization, and O = Other. Stage Key: C= In-custody, S = Supervision, and O = Other. 24 | 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, BH, CBO S S, P, BH, CBO C, S P, BH, CBO S Alpine P, BH S P, BH C, S P, BH S Amador BH, CBO, S C, S P, BH, CBO C, 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 O C, S P, BH, CBO C, S Contra Costa P, BH, CBO, O C, S, O S, P, O C, S, O S, P, BH, CBO, O C, S, O Del Norte El Dorado CBO S S, P, CBO C, S P, BH, CBO C, S Fresno P, CBO S, O CBO O P, CBO S, O Glenn P, BH, O S P, BH S P, BH S Humboldt CBO S Imperial O S O C O S Inyo P, CBO S CBO, O C, S P, BH, CBO, O C, S Kern S, P C, S BH O S, P, BH, CBO S, C Kings O O Lake CBO, O, P S CBO, S S, C P, BH, CBO, S S, C Lassen P, S, CBO C, S S, O, P C, S P, S C, S Los Angeles BH, CBO, O C, S, O BH, CBO, O C, S, O S, P, BH, CBO, O C, S, O Madera P, BH, CBO, O S, O S, P, BH, CBO, O C, S, O P, CBO C, S, O Marin S, P, CBO S, C S, BH, CBO C, S S, P, BH, CBO Mariposa CBO S BH, 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 S O O BH, CBO S Mono P, BH C, S S C P C, S Monterey P, CBO, BH C, S CBO S CBO S Napa P, CBO S P, CBO S P, BH, CBO S Nevada P, CBO S P, CBO S P, CBO S Orange CBO, O S, C O C, S O S, C Placer P, BH, CBO S S, P, BH C, S P, BH, CBO S Plumas P, BH, CBO S, O P, CBO, O S, O Riverside P, BH C, S, O S, BH, O S, O, C P, S, BH C, S, O Sacramento P S S, P, O C, S S, P, BH, CBO C, S San Benito S, P, CBO, O C, S S, BH, O C, S S, P, BH, CBO, O C, S San Bernardino S, P, CBO, O C, S S, P, BH C, S S, P, BH, CBO 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. 25 | 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, CBO, O C, S, O S, P, BH, CBO, O C, S, O San Francisco S, P, CBO C, S, O S, P, CBO, O C, S, O S, P, CBO C, S, O San Joaquin CBO S S C CBO 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 P, O S S, P, O S S, P, O S Santa Cruz CBO S P, CBO S Shasta CBO S CBO, O C, S P, BH, CBO, O S Sierra BH, CBO S S, P, BH, CBO C, S P, BH, CBO S Siskiyou P, CBO, O S, O S, BH, CBO, O C, S, O P, BH, CBO C, S, O Solano S, P C, S S C S, P, CBO C, S Sonoma S, O C, O S, O C, S P, CBO, O S, O Stanislaus CBO C, S O C CBO O, S Sutter P, CBO S S, P, BH, CBO C, S P, BH, CBO S Tehama S, P, BH, CBO C, S S, P, BH, CBO C, S S, P, BH, CBO C Trinity CBO S CBO S P, CBO C, S Tulare P, BH, CBO C, S S, P, BH, CBO C, S S, P, BH, CBO S Tuolumne S, P, BH, CBO, O C, S, O S, P, BH, O, CBO C, S, O S, P, BH, CBO, O C, S, O Ventura S, CBO, O C, S S, CBO, O C, S S, P, CBO, O C, S Yolo P, CBO S S, P, BH, CBO C, S P, BH, CBO, O S 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. 26 | Page This page intentionally left blank 27 | Page APPENDICES • Individual County Survey Report Links • Glossary of Terms • BSCC Definitions of Key Terms • FY 2023-24 Community Corrections Partnership Survey - Letter to County Partners • FY 2023-24 Community Corrections Partnership Survey • FY 2023-24 Community Corrections Partnership Survey Data Reporting Guide 28 | Page This page intentionally left blank 29 | Page Individual County CCP Survey Part A and Part B Links The county labels below link to the corresponding FY 2023-24 CCP Survey Part A and Part B. The CCP Plans can be viewed on the BSCC CCP webpage, link here: https://www.bscc.ca.gov/m_realignment/. 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 30 | Page This page intentionally left blank 31 | Page 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 32 | 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 33 | 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. 34 | 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. 35 | 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 36 | Page November 3, 2023 Dear County Partners: The Fiscal Year (FY) 2023-24 Community Corrections Partnership (CCP) Survey is available for completion and submittal. IMPORTANT – PLEASE NOTE: The 2023 Budget Act requires counties to submit an updated 2023 Community Corrections Partnership Plan and a report (i.e., the CCP Survey) to the Board of State and Community Corrections (BSCC) by December 15, 2023, in order to be eligible for CCP Plan and Survey funding. The Budget Act of 2023 (Senate Bill 101, Chapter 12), 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 (updated local CCP Plan) and a report (CCP Survey) to the Board of State and Community Corrections by December 15, 2023, that provides information about the actual implementation of the 2022-23 Community Corrections Partnership plan…. The BSCC website has a page dedicated to CCP Plans containing each county’s submission dating back to FY 2011-12. Those submissions are available here for your reference: https://www.bscc.ca.gov/m_realignment/ Counties that submit both documents (the updated FY 2023-24 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 Friday, December 15, 2023. The CCP Survey is a mechanism to collect valuable information that will 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). BSCC will compile and analyze county responses in order to develop the Twelfth Annual Report on the Implementation of CCP Plans. This Report will be broadly distributed and can be used as a resource for those seeking to understand how counties are investing their Public Safety Realignment funding annually. 37 | Page County Partners P a g e | 2 BSCC will use a new online reporting submission process for the FY 2023-24 CCP Survey. Instructions and information on how to complete the process are located on the BSCC Realignment website. Materials include: 1. A link to the BSCC-Submittable online portal, 2. The template for Part A- CCP Membership and Implementation of the County’s CCP Plan narrative (template may be used to draft the online submission responses), 3. The template for Part B- Allocation of Public Safety Realignment Dollars (an Excel workbook to be completed and uploaded into the online portal), and 4. The CCP Survey Data Reporting Guide. A completed CCP Survey package includes: • Part A and Part B of the Survey AND • The county’s updated FY 2023-24 CCP Plan. These documents must be submitted through the BSCC-Submittable online portal. 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. Thank you, LINDA PENNER Chair 38 | Page FY 2023-24 Community Corrections Partnership Survey PART A – TEMPLATE ONLY Part A of the Fiscal Year (FY) 2023-24 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 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: 39 | Page 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, 2023 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 40 | Page 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. 41 | Page 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 2022-23 Goals, Objectives, and Outcome Measures Questions 8, 9, and 10, ask the CCP to provide updated progress information about the goals, objectives, and outcome measures previously reported for FY 2022-23 in the 2022- 23 CCP Survey. For each question, provide the goals, objectives, and outcome measures as reported in the FY 2022-23 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 2022-23 CCP survey. Please provide updated progress toward goal information to reflect the progress achieved over the full FY 2022-23. 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 progress toward goal: Rated progress toward No progress the goal: Partially achieved Fully achieved 42 | Page 9. Describe a goal and the associated objectives as reported in the FY 2022-23 CCP survey. Please provide updated progress toward goal information to reflect the progress achieved over the full FY 2022-23. 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 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 2022-23 CCP survey. Please provide updated progress toward goal information to reflect the progress achieved over the full FY 2022-23. 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 progress toward goal: 43 | Page Rated progress toward No progress the goal: Partially achieved Fully achieved Information on FY 2023-24 Goals, Objectives, and Outcome Measures 11. For FY 2023-24, will the CCP use the same goals, objectives, and outcome measures identified above from FY 2022-23? 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 2023-24. 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 2024-25 CCP Survey. 12. Describe a goal for FY 2023-24 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 2023-24, respond by indicating “Not Applicable." Goal Part of FY 23-24 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 44 | Page 13. Describe a goal for FY 2023-24 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 2023-24, respond by indicating “Not Applicable." Goal Part of FY 23-24 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 2023-24 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 2023-24, respond by indicating “Not Applicable." Goal Part of FY 23-24 Yes CCP plan? No Objective: Objective: Objective: Outcome Measure: Outcome Measure: Outcome Measure: Briefly describe current progress toward goal: 45 | Page 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 2022-23. 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: > 46 | Page 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.) 47 | Page 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. 48 | Page 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 2023-24 CCP Survey. Please complete Part B in Microsoft Excel which consists of two (2) budgetary sections and upload into the BSCC-Submittable online portal. Optional Highlight or Success Story – upload into the BSCC-Submittable portal 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: Twelfth 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). 49 | Page Submission Instructions The complete CCP Survey package, including all attachments, shall be completed and submitted through the BSCC-Submittable online portal by December 15, 2023. 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. 50 | Page FY 2023-24 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 2023-24 CCP Survey Data Reporting Guide at: https://www.bscc.ca.gov/m_realignment/ 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 2022-23 Public Safety Realignment Funding Allocation Section 7: FY 2023-24 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 2022-23 Public Safety Realignment Funding Allocation Section 6 contains questions related to the allocation of FY 2022-23 Public Safety Realignment dollars. There are three (3) questions in this section. When answering these questions, consider the funds allocated in FY 2022-23 and include any monies from 2021-22 growth funds and 2022-23 programmatic funding. 25. 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 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: $ - 51 | Page 26. 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: $ - 27. How much funding, if any, was allocated to data collection and/or evaluation of AB 109 programs and services? 52 | Page SECTION 7: FY 2023-24 Public Safety Realignment Funding Allocation Section 7 asks three (3) questions related to the allocation of FY 2023-24 Public Safety Realignment funding. When answering these questions, consider the total funds allocated in FY 2023-24 and include any monies from 2022-23 growth funds and 2023-24 programmatic funding. 28. Of the total funds received in FY 2023-24, 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: $ - 53 | Page 29. If known: of the total funds received in FY 2023-24, 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. IMPORTANT A complete FY 2023-24 CCP Survey Package includes Part A (online portal form), Part B, Highlight or Success Story (optional), and an updated CCP Plan. All attachments by must be submitted to the BSCC through the BSCC-Submittable online portal no later than Friday, December 15, 2023. If you have any questions or need technical assistance with the BSCC-Submittable online portal, please contact: Helene Zentner, Field Representative Board of State and Community Corrections Helene.Zentner@bscc.ca.gov 916.838.7777 54 | Page Community Corrections Partnership Survey Data Reporting Guide Instructions for Data Reporting Revised November 2023 55 | Page Contents Introduction .................................................................................................................... 1 About the CCP Survey .................................................................................................. 1 Completing the CCP Survey ........................................................................................ 1 Updated CCP Plan ....................................................................................................... 2 Submission of the 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 .......... 4 How to Complete Part A ................................................................................................ 5 Section 1: Respondent Information .............................................................................. 5 Section 2: CCP Membership ........................................................................................ 5 Section 3: Goals, Objectives, and Outcome Measures ................................................ 6 Updated Information on Last Fiscal Year’s Goals, Objectives, and Outcome Measures .................................................................................................................. 6 Information on Current Fiscal Year’s Goals, Objectives, and Outcome Measures .... 7 Section 4: Types of Programming and Services ........................................................... 8 Section 5: Optional Questions ...................................................................................... 9 Optional Highlight or Success Story.......................................................................... 10 How to Complete Part B .............................................................................................. 11 Section 6: FY 2022-23 Public Safety Realignment Funding Allocation ....................... 11 Section 7: FY 2023-24 Public Safety Realignment Funding Allocation ....................... 13 56 | Page Introduction This document is an instructional guide for completing the annual 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 CCP Survey The CCP Survey consists of two (2) parts: Part A information, which will be entered through an online form through the BSCC Submittable portal and Part B, which will be uploaded into the BSCC Submittable portal located on the BSCC Realignment website. • Part A – CCP Membership and Plan Implementation Information (Word) 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 o • Part B – Budget (Excel) Section 6: Prior fiscal year Public Safety Realignment Funding o Section 7: Current fiscal year Public Safety Realignment Funding o Part A and Part B of the CCP Survey are accessed from the BSCC’s Community Corrections Partnership Plans website. Completing the CCP Survey 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. The Budget Act of 2023 (Senate Bill 101, Chapter 12) 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 Friday, December 15, 2023. 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 57 | Page 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. Updated CCP Plan There is no statutorily required format for the CCP Plan. However, counties may wish to consider the following format when submitting the CCP plan to the BSCC: • Cover Page • CCP Membership • Table of Contents • Introduction • Goals, Objectives, and Outcomes • Conclusion Submission of the CCP Survey Package A complete CCP Survey Package includes Part A, Part B, a Highlight or Success Story (optional), and an updated CCP Plan. Submissions must be received by the BSCC by Friday, December 15, 2023. The CCP Survey Package must be submitted through the BSCC Submittable Portal. A link to the BSCC Submittable portal, a preparation template for Part A, Part B (the Excel document to upload into Submittable), the CCP Survey Data Reporting Guide, and additional sheets for Goals, Objectives, and Outcome Measures are available on the BSCC Realignment website. The BSCC Submittable Portal is accessible by clicking the “Click here to Submit; Powered by Submittable” button located immediately prior to the FY 2023-24 CCP Plans. You will be prompted to create a free Submittable account and log-in (or sign into an existing account) prior to accessing the online CCP Survey. The account is email-specific; therefore, it is advised that if multiple individuals need to compile the data, the CCP uses the fill-in Word template for this purpose and then designate a single individual associated with the account’s email to enter the information into the portal and upload all required attachments. After an account is established, CCPs or their designated individual may proceed with the submission process. As part of this process, applicants will be required to upload mandatory attachments (listed above). Applicants will download these documents from the BSCC Realignment website, complete these attachments ahead of time, and then upload them to the BSCC Submittable portal. Mandatory documents include: Part A of the CCP Survey (entered directly into the online portal); Part B of the CCP Survey (upload 58 | Page the Excel document when prompted); and an updated CCP plan. **Note: You may start and stop your CCP Survey Package any time during the submission period. However, you must click the “Save Draft” button at the end of the Survey page to save any updates and/or changes you have made to your CCP Survey answers prior to submission, each time you log in to your CCP Survey. In addition, most of the fields within the BSCC Submittable portal require information to be entered; therefore, the system will not allow CCP Survey submission if all mandatory fields are not completed. Once you have successfully submitted the CCP Survey Package through the BSCC Submittable portal, you will receive an email acknowledging your CCP Survey Package has been received. A complete CCP Survey package must be submitted to receive funding compensation. Funding Funds will be distributed by January 31, 2024 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 or in using the BSCC Submittable portal, 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. 59 | Page 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 all subsequent annual reports 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: How do CCPs determine potential program and/or services for local o implementation using realignment funds? Of those evaluating their programs, how are they doing so? o Of those evaluating their programs, how do they consider the results when o funding programs or services? What challenges do counties face in meeting the substance use, mental o health, or other program and service needs? How can the BSCC assist counties in meeting realignment goals? o What are the best or promising practices that are used locally? o • Quantitative Analyses of Part B. Possible analyses may include: Number/percent of respondents for which the self-reported total budget o amount matched with the State’s distribution. Identification of reserve funding and analysis of this surplus as a percent of o annual allocations/distributions. Breakdown of the funding allocations between probation departments, o 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 fiscal year’s Survey, did the updated information provided for the full goals, objectives, and outcome measures and do they tie back to those that were reported/included in the previous year’s 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? 60 | Page 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. 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 of this year 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. 61 | Page 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. Updated Information on Last Fiscal Year’s 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 last fiscal year’s CCP Survey (i.e., fiscal year 2022-23). For each question, provide the goals, objectives, and outcome measures as reported in the last fiscal year’s CCP 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 Fiscal Year ☒ 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 62 | Page 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 Information on Current Fiscal Year’s Goals, Objectives, and Outcome Measures Item 11 asks if the CCP will use the same goals, objectives and outcome measures that were identified above for the current fiscal year (i.e., fiscal year 2023-24) (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 the current fiscal year. 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. 63 | Page 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 the Yes ☐ Fiscal Year CCP ☒ No plan? 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 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 prior fiscal year. 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. 64 | Page • 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.) 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. 65 | Page 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. 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. 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: Twelfth 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). 66 | Page 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. This document must be uploaded into the BSCC Submittable portal when prompted within the system. 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: Fiscal Year (FY) 2022-23 Public Safety Realignment Funding Allocation • Section 7: FY 2023-24 Public Safety Realignment Funding Allocation Instructions for completing each section and select examples are provided in the subsections that follow. Section 6: 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 6, consider the funds allocated in FY 2022-23 and include monies from 2021-22 growth funds and 2022-23 programmatic funding. Responses are captured in the Individual County Profile section of the 2011 Public Safety Realignment Act: Annual Report on the Implementation of Community Corrections Partnership Plans. FY 2022-23 Budget For Question 25, provide information on how the CCP budgeted the FY 2022-23 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. • 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. Carry-over funds - monies from previous annual CCP allocations. o Reserve fund - funds specifically set aside to be used when budget is o 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. 67 | Page Figure 3: Example budget table for FY 2022-23. FY 2022-23 Budget Allocations for Programs and Services For Question 26, 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. 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. 68 | Page Figure 4: Example budget allocations table programs and services for FY 2022-23. FY 2022-23 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 2022-23. Section 7: FY 2023-24 Public Safety Realignment Funding Allocation This section contains questions related to the allocation of FY 2023-24 Public Safety Realignment dollars. There are three (3) questions in this section. When answering questions in Section 7, consider the funds allocated in FY 2023-24 and include monies from 2022-23 growth funds and 2023-24 programmatic funding. FY 2023-24 Budget For Question 28, provide information on how the CCP budgeted the FY 2023-24 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. Carry-over funds - monies from previous annual CCP allocations. o Reserve fund - funds specifically set aside to be used when budget is o 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. 69 | Page FY 2023-24 Budget Allocations for Programs and Services For Question 29, out of the total funds received for FY 2023-24, 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 2023-24 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 2023-24. 70 | Page