Reentry Plan Implementation Kick Off Final

Report
1
SANTA CLARA COUNTY
ADULT REENTRY
STRATEGIC PLAN
Ready to Change: Promoting Safety and Health for
the Whole Community
2
WELCOME
Ready to Change: Promoting Safety and Health for
the Whole Community
AGENDA
3
8:30
8:45
8:50
9:15
9:30
Q&A
10:15
10:30
11:30
Continental Breakfast & Check In
Welcome
Introduction
Overview – Adult Reentry Strategic Plan
Reentry in Santa Clara County
BREAK
Workgroup Discussion
Reconvene & Next Steps
Introduction Activity
4
Almost everyone has wished at some point that they had taken
a different path in life. We get started in one direction, and
before long, there's no turning back. Sometimes this isn't that
big of a deal, but what a tragedy it is when a life so full of
promise gets off track and derails. It can seem like there's no
way to change direction. Wouldn't it be wonderful if simply
stating the desire for a new path could inspire it to action?
At your table:
 Share your name and affiliation
 What path would you choose today if you
could do it all over, knowing what you know
today?
Adult Reentry Strategic Plan: Vision/Mission
5
Vision
Build safer communities and strengthen families through successful reintegration
and reentry of formerly incarcerated individuals back into
Santa Clara County.
Mission
To reduce recidivism by using evidence-based practices in implementing a
seamless system of services, supports, and supervision.
Guiding Principles & Values
6






Reentry and reintegration begin while the individual is incarcerated.
Evidence-based practices are utilized when developing programs
and policies.
Collaboration, coordination, information, and communication are
critical to the success and sustainability of the Reentry Network.
High- to moderate-risk formerly incarcerated individuals are
targeted through the use of validated assessment tools.
Assessment and case management tools targeting continuous reentry
planning are incorporated at the point of admission to the criminal
justice systems and continue to be used through pre- and postrelease.
The strategic plan is gender-responsive, trauma-informed, and
culturally competent.
Current Process:
Booking to In-Custody Program
7
•Remanded by
Court
•Picked Up for
on-view
charges
•Self Surrender
ENTRY
BOOKING
•Medical
Screening
•Mental Health
Assessment
•Classification
Screening
•Placed in
housing unit
based on
classification
assessment
CLASSIFICATON
REFER TO
PROGRAMS
•Referred to
Classification
for program
placement
•Placement
in an incustody
program
•Inmate
attends
classes
•RO case
manages
•Develops
transition
plan
PLACEMENT
TRANSITION
•Transitions
inmate to
out of
custody
program
Proposed Process:
Booking to In-Custody Program
8
BOOKING
-Medical Screening
-Mental Health
Assessment
-Classification
Screening
CLASSIFICATION
-For individuals staying in
County Facility for 2 weeks
or longer
-RO completes initial
assessment and places
individual in an in-custody
program via classification
TRANSITION PLAN
-Inmate places in an in-custody
program
-RO case manages
-Determine needs via CAIS
Needs Assessment Tool
-Develops transition place
PREPARATION FOR RELEASE
• RO communicates transition
plan with Reentry Unit
• Transition participants to
Reentry Resource Center
Implementation Infrastructure
9
Re-Entry Governance Team
Re-Entry Oversight Council
Strategic Priorities Workgroups
Housing
Employment
Education
Family
Reunification
& Support
Health &
Wellbeing
Implementation Infrastructure (con’t)
10
Roles & Responsibilities
REENTRY OVERSIGHT
REENTRY GOVERNANCE
COUNCIL
TEAM
(CEO, Probation, Sheriff/DOC, Faith
(8-Members)
Reentry Collaborative, Reentry
Initiates policies, recommends
Resource Center, Board Aides, and
resources, and provides support
Workgroup Co-Chairs)
to ensure goals and objectives
Coordination and
of the reentry plan are met.
communication hub of reentry
efforts and initiatives; provides
technical assistance for
operations, services, budget
analysis, and evaluation.
STRATEGIC PRIORITIES
WORKGROUPS
Compile and analyze data on
reentry needs; identify the
highest need populations;
recommend pilot projects to
enhance existing reentry
services
Membership:
20% of workgroup will come from
CBOs; 20% will represent formerly
incarcerated population
Strategic Priorities Workgroup: Education
11
Education
To increase educational
opportunities for
moderate- and highrisk offenders
in-custody and in the
community.
• Conduct educational assessments of
moderate- and high-risk offenders to
determine their educational capabilities.
• Offer targeted remedial and supportive
educational programs to boost basic skill
proficiency levels of inmates and
formerly incarcerated individuals.
• Provide access to college-level courses
during and after incarceration, financial
aid, and support services.
• Offer supportive programs to prepare
formerly incarcerated individuals for the
necessary discipline and focus required
for long-term commitment to educational
goals.
Strategic Priorities Workgroup: Employment
12
Employment
To increase the number
and percentage of
formerly incarcerated
individuals successfully
participating in and
completing job
training/preparation
programs that will lead
to gainful employment.
• Develop targeted services and programs to
increase the employment rate of formerly
incarcerated individuals. Specifically, develop
support for workforce services that address the
impact of a criminal record on access to
employment opportunities.
• Develop and enhance job-specific training and
certification programs during incarceration.
• Work to remove questions about criminal history
from county employment applications used during
the initial application stage. Exceptions might
include sensitive positions in public safety and
children’s services or as determined by the agency.
• Encourage use of available financial incentives for
hiring people with criminal records through outreach
to businesses/employers.
• Create an efficient process for accessing
employment history records during incarceration
from the California Department of Correction and
Rehabilitation (CDCR) and county correction.
Strategic Priorities Workgroup:
Family Reunification & Support
13
Family
Reunification &
Support
To promote familial
support and
reunification for
moderate- and high-risk
offenders and reduce
the impact of
incarceration on their
children.
• Strengthen family relationships for
offenders to help reduce risk of repeat
incarceration.
• Enhance communication skills through
hands-on training sessions in order to
foster a creative atmosphere for trust.
• Provide tangible tools to equip families to
handle everyday life events.
• Present parenting and childhood
developmental education.
• Develop strategies to monitor and
increase compliance of child support
obligations for moderate- and high-risk
offenders in Santa Clara County.
Strategic Priorities Workgroup:
Health & Well-Being
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Health & Well Being
MENTAL HEALTH
To enhance the accessibility of
mental health treatment
services and medications for
all ex-offenders after release.
SUBSTANCE ABUSE
To enhance the accessibility of
substance abuse treatment
services for all ex-offenders
after release.
HEALTH
To enhance accessibility to
needed health care services
for all ex-offenders after
release by enrolling exoffenders in Medicaid or
other health benefits, if they
meet eligibility criteria.
• Mental Health: Identify moderate- and high-risk offenders
with mental health issues prior to release.
• Mental Health: Develop a seamless transition into mental
health services from county correction and state prison.
• Substance Abuse: Improve the coordination of and access
to available alcohol and other substance abuse services for
the reentry population with other health services providers,
including public health, mental health, homeless and
employment services.
• Substance Abuse: Coordinate development of pre-release
substance abuse assessments to identify clients in need of
extensive services to support recovery and full reintegration
into their communities.
• Substance Abuse: Assess clients’ eligibility for public
benefits.
• Substance Abuse: Determine the most appropriate level of
care for each individual after release, based on alcohol and
substance abuse assessment and clients’ response to
treatment while incarcerated.
• Health: Develop a coordinated mechanism for providing
formerly incarcerated individuals with needed health
services.
• Health: Develop formal systems for handling health, mental
health, and substance abuse needs of moderate- and highrisk offenders.
Strategic Priorities Workgroup: Housing
15
Housing
To improve short- and
long-term affordable
housing for formerly
incarcerated
individuals who are
moderate or high risk
of recidivating in
Santa Clara County
• Ensure housing-focused discharge
planning prior to release.
• Develop pre-release plans that
realistically address the housing
needs of individuals.
• Offer peer-driven case
management and support to
facilitate transition process.
• Remove any barrier to
affordable housing.
Workgroup Co-Chairs
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EDUCATION
Brian McGarry
Lori Ramos Ehrlich
HEALTH & WELL-BEING
Aimee Reedy
Reymundo Espinoza
HOUSING
Ky Le
Kevin Zwick
EMPLOYMENT
Pastor Tony Williams
Esther Peralez-Dieckmann
FAMILY REUNIFICATION & SUPPORT
Jolene Smith
Bruce Wagstaff
Workgroup Members:
Roles & Responsibilities
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




Continually hold the vision, mission, and guiding
principles of the Reentry Network as the foundation to
developing the implementation plan.
Participate in all meetings and provide subject matter
expertise.
Participate in off-line work as needed (follow-up on
action items, solicit input and communicate back to
constituents, etc.).
Review information distributed in advance of each
meeting.
Work collaboratively to develop work group
deliverables
Deliverables
18




Conduct an asset/barrier/gap analysis of the need
domain (housing, education, employment, family
reunification and support, and health and well-being) to
determine the priorities and appropriate plan.
Identify the highest need population to serve in Year 1.
Examine service areas and identify issues, problems,
and promising practices/policies for addressing the
challenges for formerly incarcerated transitioning back
into the community.
Draft Year 1 Implementation Plan based on the needs
domain.
Timeline & Key Activities
19
TIMELINE
KEY ACTIVITIES
JANUARY 25, 2013 (8a.m. to 12p.m.)
Kick-Off Event to launch implementation
process
FEBRUARY-MARCH 2013
Engage workgroups in formulating
activities and pilot projects
APRIL 24, 2013
Present implementation plan to Reentry
Network Governance Team
MAY 2013
Present implementation plan to Public
Safety & Justice Committee for
consideration
JUNE 2013
Present implementation plan to Board of
Supervisors for consideration
JULY 1, 2013 – JUNE 30, 2014
Implementation of Reentry Work Plan
Contact Information
20
Buu Thai, Reentry Policy Coordinator
County Executive’s Office
70 W. Hedding St., 11th Fl, East Wing
San Jose, CA 95110
Phone: (408) 299-5153
E-mail: [email protected]
County’s Reentry Website:
www.sccgov.org/sites/reentry/
Reentry in Santa Clara County
Public Safety Realignment Program – AB 109 One Year Retrospective
21
PROGRAM OVERVIEW FOR FY 2012
September
27, 2011
February
7, 2012
April
10, 2012
• Board of Supervisors approved both AB 109 Implementation
and Spending Plans
• Board of Supervisors modified Spending Plan to fund Housing
Vouchers, Bus Passes, Reentry Resource Center, Data Collection
Project, Risks/Needs Assessment Tool for Department of
Correction, and staffing changes
• Board of Supervisors modified Spending Plan to continue
funding Reentry Resource Center and Data Collection Project,
increased funding for vocational training,
educational/employment programs, and cognitive behavioral
treatment
• Total FY 2012: $14.1 million allocated (to include Reserve) and
71 new FTE positions added
Reentry in Santa Clara County
Public Safety Realignment Program – AB 109 One Year Retrospective
22
PROGRAM OVERVIEW FOR FY 2013
July 1,
2012
• Board of Supervisors approved FY 2013 Public Safety Realignment BudgetAB 109 is effective. The Board continued to find and support:
• Probation’s High Risk Offender Unit’s ability to successfully supervise its
clients;
• Sheriff/DOC’s ability to offer more programs, industries options, visiting and
access to these and other services, to successfully manage its jail population;
• Health Services’ ability to provide substance abuse counseling, medical and
dental services, mental health services, and community-based treatment to
successfully treat and care for its clients;
• Program’s Administration’s ability to successfully collaborate with ISD on the
Data Collection & Sharing Project; to guide and support the Program
Evaluation Process; to recommend budget allocations/resources; and to be
able to provide recommendations on how program should be administered
in perpetuity
• Total FY 2013 Allocation: $33.7 million (includes rollover and reserve) and
80.5 new FTE positions added
Data on County Probation Offenders
23
Actual PRCS & 1170(h) Mandatory
Supervision
Highlights

# PRCS Processed at Probation
1058

# Assessed by CAIS –
66% of PRCS clients
•378 High Risk
•273 Medium Risk
•69 Low Risk
720
# Supervision Terminations
(6 – 12 months violation free)
43
# of 1170(h) Released to
Probation for Supervision
132


Between October 2011 and September 2012, the
County received approximately 1058 offenders that
are now supervised by Probation, 8% more PRCS
supervises than the State had projected.
Since December 2011 Probation began to use the
Correctional Assessment and Intervention System,
Risk/Needs Tool, for PRCS offenders. An estimated
720 PRCS offenders were assessed: 378 classified
as high risk, 273 classified as medium risk, and 69 as
low risk.
Of the 1058 PRCS offenders under Probation
supervision 35 offenders had no violations for 6
months and 8 had no violations for 12 months. The 8
offenders without violations for 12 months were
automatically discharged.
Between October 2011 and September 2012 132
offenders were released to Probation as 1170(h)
mandatory supervision.
Data on County Probation Offenders
24
Almost 40% are between 25-34 in
age and 21% are older than 45 in
age.
Estimated 51% are Hispanic, 25% are
White, 14% are Black and 6% are
Asian.
Ethnicity
Age
74
6%
51
4%
163
14%
300
25%
129
11%
203
17%
46
4%
463
39%
344
29%
18 - 24
25 - 34
35 - 44
45 - 54
607
51%
55+
Asian
Black
Hispanic
Other
White
Data on County Probation Outcomes
25
Outcomes for PRCS & 1170(h)
Mandatory Supervision Offenders
Highlights

Arrest Warrants
5
Flash Incarcerations
26


Revocations
44
Local Arrests
214

Between October 2011 and September 2012,
the County issued approximately 5 arrest
warrants for failure to appear when offender
does not show up at Probation within 48 hours as
mandated by law.
Since October 2011 a total of 26
PRCS/1170(h) clients had a flash incarceration.
Of the 1,190 PRCS/1170(h) offenders under
Probation supervision from October 2011
through September 2012, 44 had their
supervision revoked when intermediate sanctions
failed.
Between October 2011 and September 2012 a
total of 214 offenders were re-arrested,
representing 18% rate.
Probation Supervision - Accomplishments
26





Conducted evidence based assessments of 720 offenders with staff trained
in Motivational Interviewing.
Developed a comprehensive intake process which includes the timely receipt
and assessment of offenders from state institutions.
Implemented a Women’s Peer Support Group program facilitated by an exoffender and initiated an informal peer support group for male offenders.
Offenders are seen face to face by the Probation Officer a minimum of
three times per month with at least one contact made at home.
Collaborated with Court system partners to develop a revocation process
which holds the offender accountable through use of graduated sanctions.
Probation Supervision - Challenges
27





Maintain an appropriate staffing ratio of 1:30 in order to provide effective
supervision in the community.
Build functionality of system to reduce recidivism.
Intake and Assessment System and the integration of the MAP Team needs to
be formalized to increase its functionality.
Referrals to treatment programs and services need to be automated and
linked to the offender’s case management system in order to be tracked for
outcomes.
Continue to identify and implement effective evidence based services.
Data on County Jail Offenders
28
Highlights
Actual 1170(h) Inmate Data
Total number of AB 109
offenders accounted for on
September 30, 2012
383


Total number of AB 109
offenders sentenced to local
jail on September 30, 2012
379

Only

Sentence
320
59
Local Jail
Split
Total number of AB 109
Offenders on Alternative
Supervision on September
30, 2012 (CASU; RCP Phase II;
Day Reporting Program; Public
Service; Work Program)
28
On October 1, 2011, the Daily Jail Population was
3,452. On September 30, 2012, the Daily Jail
Population was 3,746, an increase of 294.
Between October 1, 2011 and September 30,
2012, 877 inmates were sentenced to local jail
only and 205 were sentenced to a split sentence.
Of those sentenced to local jail only, 320 were AB
109 inmates and of those sentenced to a split
sentence, 59 were AB 109 inmates.
 As of September 30, 2012, the total average
length of sentence (months) was 23 months.
 On October 1, 2011, CASU had not been
developed and AB 109 offenders were limited
to incarceration. With the creation of CASU in
March 2012, AB 109 offenders are now able
to better prepare themselves for reentry and
re-assimilation into our community.
Data on CASU Activities
29
Highlights
Total # of CASU Participants as
of September 30, 2012: 103
RCP Phase II
Residental Treatment
Work Program
School Program
Public Service
Other


8 32
9
25

56
There have been 34 total Released
from Custody (successful completion
of the Program).
These Programs are successfully
managed at the Reentry Resource
Center.
A total of 103 inmates have
participated in the Custodial
Alternative Sentencing Program
(CASP) to date, saving the County a
total of 2551 jail bed days for a
cost savings of $405,647.
County Jail and CASU - Accomplishments
30

Risk and Needs Assessment Tool (CAIS): The Department started using the CAIS
Tool in July 2012. 717 inmates have been assessed.

281 or 39% of those assessed are high risk to recidivate

382 or 53% of those assessed are moderate risk to recidivate

54 or 8% of those assessed are low risk to recidivate
The tool is providing an accurate diagnosis of risk and needs; staff use it to
match inmates with programs within security level and criminogenic needs.

Custodial Alternative Supervision Unit – CASU: The Unit has had 103 inmates
assigned and 34 have successfully completed their sentence. CASU continues to
expand employment opportunities for inmates. The Unit has added a vocational
partner company that has offered to teach carpet laying courses. The business plan
is forthcoming and will be cost free to the County – target 2013.
County Jail - Challenges
31



Parole Holds: The Department has seen a steady and dramatic increase in
individuals with parole holds. On October 1, 2011, there were 36 inmates with
parole holds in custody. As of September 30, 2012, there were 167. The concern:
the State no longer reimburses for their housing, but rather indicates that the
reimbursement is included in the County’s AB 109 allocation, reducing this total by
$1.2 - $1.3 million.
Bed Management: There is a significant increase in the inmate population being
held in jail while awaiting mental health and drug treatment beds. On October 1,
2011, an average of 30 inmates were held in custody awaiting Mental Health and
Drug Treatment beds. As of September 30, 2012, there were 93.
Half-time Credits: Inmates sentenced pursuant to 1170(h) are now allowed to
receive half-time credits. Although this assists with population management, inmates
are not able to complete custody programs like GED or other recommended classes
associated with rehabilitation and reentry efforts.
Service Treatment
32
Type of Enrolled Services for PRCS Offenders
Substance Abuse Treatment
356
Mental Health Assessment and
Counseling
188
Job/Training and Education
222
Highlights



Cognitive Behavioral
Treatment
38
Benefits Eligibility Screened
by Social Services Agency
207
County’s Health Plan
(# represents referred to
Valley Health Care II)
103

Between October 2011 and August 2012, 632
AB 109 clients were seen by the Multi-Agency
Program at the Reentry Resource Center.
Since May 2012 a total of 325 PRCS were
referred for Benefits Eligibility services, with
207 enrolled.
Of the 1,058 PRCS offenders under Probation
supervision from October 2011 through
September 2012, 34% were enrolled in
Substance Abuse Treatment, 18% were
enrolled in Mental Health Treatment, and 21%
were enrolled in Employment, Vocational, and
Educational Services.
DADS referred 103 PRCS offenders to the
County’s Health Plan, Valley Health Care II.
Health Services Accomplishments
33



Custody Health established a financial system within the Jails to calculate
the cost associated with providing medical and mental health services to
the AB 109 inmates.
Helped develop service delivery system for those re-entering the
community following incarceration.
Established a new multi-disciplinary team at Re-Entry Resource Center to
screen and assess individuals and referrals to needed services.
Health Services & Community Based Treatment
34

Challenges:


Ensuring appropriate health care continues for 1170(h) inmates that are placed in
alternative programs.
Next Steps:

Evaluate the efforts of the multi-disciplinary team at Re-Entry Resource Center.
Support of Revocation Cases
35
Attorneys from both Offices prepare
and appear at PRCS and MS
Revocation Cases heard at the Hall of
Justice
Public
Defende
r
District
Attorney
Highlights


Public Defender: 10/1/2011 – 9/30/12
 434 PRCS Revocation cases were opened
- the Public Defender participated in
approximately 1,211 hearings (about 3
hearings per client)
 31 MS Revocation cases were opened 85 hearings occurred
District Attorney: 10/1/2011 – 9/30/12
 869 Court events were set on the PRCS
Revocation Calendar (to include 353 new
PRCS Revocations)
 57 Court events were set on the MS
Revocation Calendar (some were
continued for more than one appearance
– difference between new hearings and
total court events)
Support of Revocation Cases - Challenges
36

Public Defender and District Attorney:

When defending new criminal cases (Deputy Public Defenders) AND when
issuing new criminal cases (Deputy District Attorneys) must now determine
whether each defendant, if convicted, is eligible for PC 1170(h) sentencing
options. Even if the charges to be filed are themselves eligible, criminal history
information must be reviewed for disqualifying events unique to each
defendant and appropriate allegations added to the charging document.
Similar analyses must be performed in all felony cases being reviewed for
pretrial evaluations, for discussion of potential negotiated dispositions and to
assure that eventual sentence choices are appropriate and that all appropriate
options have been considered.
Public Safety Realignment Program:
What is ahead?
37





Conduct focus groups with individuals on PRCS, on 1170(h) Mandatory
Supervision, and in custody in County Jail on 1170(h) sentences.
Expand programs at the Reentry Resource Center and continue to evaluate
the efforts of the multi-disciplinary team.
Continue interim program evaluation to be completed in February 2013.
Implement Data Warehouse to share and analyze data related to
programs, individuals, and performance measures by June 2013.
Integrate the Board approved Reentry Strategic Plan into AB 109
programming.

Establish the County’s definition of “Recidivism”.

Initiate $1 million Competitive Matching Grant Program.
Reentry in Santa Clara County
38
Questions?
WORKGROUP BREAKOUT
39

EDUCATION & HOUSING WORKGROUPS – RM. 1

EMPLOYMENT WORKGROUP – RM. 2

FAMILY REUNIFICATION & SUPPORT – RM. 3

HEALTH & WELL-BEING – RM. 4
FUNDING OPPORTUNITY
40
Second Chance Act
Adult Mentoring and Transitional Services for
Successful Reentry Program
https://www.bja.gov/Funding/13SCAMentoringSol.pdf
Limited to Nonprofits & Tribes to apply

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