HomeMy WebLinkAboutMINUTES - 08142001 - D.2 1 .
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TO: BOARD OF SUPERVISORS '#
CONTRA
COSTA
FROM: John Sweeten, County Administrator COUNTY
DATE: August 3, 2001 '
SUBJECT: Zero Tolerance for Domestic Violence—Implementation Report
SPECIFIC REQUEST(S) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION
RECOMMENDATION(S):
1. ACCEPT the third quarterly„ (Apr-Jun 2001) report on the implementation of the Board of
Supervisors' policy of Zero Tolerance for Domestic Violence. DIRECT Departments to
continue their work to generate and document the return on investment for these efforts.
2. AFFIRM that the "Zero Tolerance" return on investment data continues to show promise
and that this data (along with qualitative results as reported by victims, service providers
and partner agencies) represents progress toward the goals of assisting victims of
domestic violence and their families to reduce the short- and long-term financial, emotional
and institutional costs of domestic and family violence and elder abuse.
3. DIRECT the County Administrator to continue working to make progress reports on the
implementation of the "Zero Tolerance" initiative more widely available to the public via the
County's web site.
4. ACKNOWLEGE that the "Zero Tolerance" initiative is a comprehensive, results-based,
"systems" approach that may serve as a model for other Counties and localities seeking to
reduce domestictfamily violence and elder abuse. DIRECT the County Administrator to
research options for additional funding from grants, state pilot project status or other
outside sources to support expansion of the"Zero Tolerance" initiative.
5. RECOGNIZE that County employees may be victims or perpetrators of domestic violence,
and that specific policy and training may be needed to address the issue of domestic
violence in the workplace. DIRECT the County Administrator (Policy and Innovation
Institute) to develop and implement a manager-level workshop on assisting County
employees who are victims of domestic violence, and to make further recommendations in
this area.
CONTINUED ON ATTACHMENT: _X_YES SIGNATURE:
_ RECOMMENDATION OF COUNTY ADMINISTRATOR_RECOMMENDATION OF BOARD COMMITTEE
APPROVE —OTHER
SIGNATUREM: r
ACTION OF BOARD OR AURUSE 14 . 2001 APPROVED AS RECOMMENDED X OTHER XX
SEE ADS DUM FOR BOARD ACTION.
VOTE OF SUPERVISORS
1 HEREBY CERTIFY THAT THIS IS A
X UNANIMOUS(ABSENT TRUE AND CORRECT COPY OF AN
AYES: NOES: ACTION TAKEN AND ENTERED
ABSENT: ABSTAIN: ON MINUTES OF THE BOARD OF
SUPERVISORS ON THE DATE SHOWN.
Contact:
ATTESTED
JOHN SWEETEN,CLEKK OF
TH BOARD OF SUPERVISORS
AND COUNTY ADMINISTRATOR
cc: CAO
BY PUTY
"Zero Tolerance for Domestic Violence" Initiative
Quarterly Implementation Report
August 3, 2001
6. ENDORSE the continuing efforts of County Departments, local law enforcement
agencies and community organizations to develop protocols for multidisciplinary
teams and other system improvements to hold batterers accountable, assist
victims of domestic violence/elder abuse and reduce children's exposure to
violence.
7. DIRECT the County Administrator to prepare the necessary background
information and Board Orders so the Board can take action to implement the
provisions of SB 425, which authorizes the Board to increase fees for copies of
marriage, birth and death certificates by $2 to provide governmental oversight
and coordination of the "Zero Tolerance for Domestic Violence" initiative.
8. DIRECT the County Administrator to continue to prepare reports on the Zero
Tolerance initiative, with the next report due in November, 2001.
Overview
The most recent quarterly report on the "Zero Tolerance for Domestic Violence"
initiative, for the quarter period April 1, 2001-June 30, 2001, consists of both objective
data and of qualitative evaluations of the initiative's benefits from the perspectives of
victims of domestic violence, front-line staff providing services and interventions, and
community service providers who work with victims, batterers, children and elders. The
data outlining the "return on investment" for the County's domestic violence response
system continues to be encouraging and to show improvements in the County's overall
capacity for reducing the level and incidence of domestic and family violence and elder
abuse.
Specific accomplishments, "return on investment" data and qualitative evaluative
information for each agency are summarized in the attached status reports, and detailed
in the individual agency progress reports (also attached). Note that, to avoid any
chance of identification of victims, children, alleged/convicted perpetrators and elders,
certain details have been deleted from agency progress reports.
Domestic Violence in the Workplace
At the last quarterly status report on the "Zero Tolerance" initiative, the Board directed
the County Administrator to develop information on the current policies and training on
the issue of County employees who are victims of domestic violence. The Policy and
Innovation Institute prepared and administered a needs assessment survey to all
County departments (survey instrument and summary of results are attached).
Results of this needs assessment show that, while there is policy development and
training in the general area of workplace violence, only four departments address
domestic violence, and then only in the context of dealing with violent situations with the
public or among employees. No departments reported specific policy or training for
employees who are or may be victims or perpetrators of domestic violence.
To begin to address the need for policy/training development in this area, Policy and
Innovation Institute recommends that a workshop be conducted, aimed at managers
with direct reports, on developing "domestic violence in the workplace" policy and
training. This workshop could include information on the signs of domestic violence,
resources available for victims and their families, the importance of addressing this
issue from a management perspective, and identification of next steps for departments
to develop and implement"domestic violence in the workplace" policy and training.
-Zero Tolerance for obmoesbc Ulolence"Quarterly Status Repoft—Aup4 2001 2
SB 425 (Torlakson)
This Board-sponsored legislation was passed by both houses of the Legislature and
signed into law by Governor Gray Davis on Monday, July 23, 2001. It enacts "Zero
Tolerance for Domestic Violence" in Contra Costa County and authorizes the Board of
Supervisors to increase fees for copies of marriage, birth and death certificates by $2 to
fund governmental oversight and coordination of the County's "Zero Tolerance"
initiative.
This functionality helps ensure that the County's system of interventions for batterers
and services to victims, elders and children works effectively and efficiently and that
participating departments and agencies continue to achieve their performance goals.
The "Zero Tolerance" Coordinator can also research, develop and pursue funding
opportunities to expand the initiative, such as public and private grants and state pilot
project status. CAO staff are working with appropriate departments to develop the
mechanisms and procedures for establishing the oversight and coordination function
and expect to return to the Board in October, 2001 for review and approval.
Department Accomplishments, Challenges, Return on Investment
Data and Reports
Individual department and agency reports on the "Zero Tolerance for Domestic
Violence" are summarized and detailed in the attached reports.
Note that, while the "Zero Tolerance" initiative represents only a beginning in fully
addressing domestic violence, family violence and elder abuse, the County's
commitment to supporting improvements in the investigation, prosecution and
remediation is significant and is having a measurable, positive impact on the problem.
Departments have, in response to the Board's direction at the last quarterly report,
developed suggestions for further improvements that could be addressed through
seeking outside funding from public or private foundations or grants, or by pursuing
state or federal "pilot" status funding.
'Zero Tolerance for Domestic Vlolence"Quarterly Status Repot t—Augus4 2001 3
ADDENDUM
D.2
August 14, 2001
On this date, the Board considered the Implementation Report on the Board of Supervisors policy of Zero
Tolerance for Domestic Violence.
The staff report was presented by Christina Linville, County Administrator's Office, with additional input
from representatives of the community-based organization STAND! Against Domestic Violence Gloria
Sandoval and David Lee.
The Chair invited comment from the public. There were no requests to speak on this item.
After further discussion, the Board took the following actions:
1. APPROVED recommendations 1 through 7;
2. DIRECTED the County Administrator to continue to prepare reports, the next report due in the spring
of 2002, and annually thereafter;
3. REQUESTED that the next report include the following:
a. Comparative data, to the extent possible, regarding changes in the handling of situations
involving domestic violence, comparing what was done in the past (before the initiative) and
what now occurs, to indicate any impacts made and possible needs for supplementation;
b. Actions taken or proposed by the system coordinator to improve communications between the
County departments and the community based organizations;
C. Information on what other jurisdictions may be doing in this area.
4. CONCURRED that emphasis should be placed on supporting the District Attorney in personnel
needs, particularly in the area of prosecutors.
(AYES: I, I1I, IV, V and II; NOES: none ABSENT: none ABSTAIN: none)
Sheriff/Coroner
Investigation Division—DomesticViolence
Division—VictimTechnical Services • •
Investgation Division—Domestic Technical Services Division—Victim
Violence Unit Services P Motion
Program Outcome Statement Program Outcome Statement
Improve the quality of misdemeanor and felony Ensure that all Restraining Orders are promptly
domestic violence investigations, track domestic entered into the statewide database and
violence data for most of the County's law tracked locally. In addition, domestic violence
enforcement agencies, and ensure that all incidence data will be tracked countywide for
restraining orders are promptly entered into the the purpose of better managing .domestic
statewide database and tracked locally. Ultimate violence cases and gathering statistics to
goal: reduce repeat offenses of domestic protect victims, reduce the exposure of children
violence. to violence and hold batterers accountable.
Return on Investment Measures Return on Investment Measures
4/1/01-6/30/01 4/1/01-6/30/01
Total DV crime reports 204 Number of DV Restraining Orders
Felony cases 66 entered into DVROS 2,177
Misdemeanor cases 138 1/1/01-6/30/01
Cases submitted to DA for review 125 Countywide felony and misdemeanor DV
Cases filed with criminal charges 37 reports entered into the Sheriff's DV
Cases pending 79 Tracking System: 1,248
Filing rate for all DV cases 30% Incidents where children were present: 501
Filing rate for felonies 43% 40%
Filing rate for misdemeanors
investigated by the DV Unit 63%
Story Behind the Data
Story Behind the Data The Sheriffs DV Tracking System has been
Filing rates for domestic violence misdemeanors upgraded to add fields for Probation and
investigated by the Domestic Violence Unit Children and Family Services, and to
continue to be significandy higher (63961 vs automatically request data field query totals,
.S%), including one case triis quarter that was eliminating the need to make manual counts of
upgraded from misdemeanor to felony. The data. Moreover, Sheriff personnel continue to
Sheriffs Domestic Violence Unit investigates all re-connect local law enforcement agencies
DV felonies and selected misdemeanor cases. across the County to the Tracking System,
The more thorough investigation of DV increasing the ability of local police departments
misdemeanors is resulting in increased to access critical information on DV cases.
prosecution, holding more batterers accountable
earlier in the progressive cycle of violence.
The DV Unit also developed a plan to provide
training and information to patrol deputies. The
Unit developed a domestic violence investigation
/report writing resource card and is conducting
short, frequent DV training for patrol deputies.
Increased Return on Investment
--Add 1 Detective and 1 Sheriff Specialist to the
DV Unit so that all DV misdemeanors can be
investigated.
--Purchase 20 Domestic Violence Camera Kits to
ensure that all deputies have access to this
important evidentiary tool. ($100/kit)
Note: The most common reason rases ate not filen
by the District Attorney is lack of suriaieni
evidence Additional invegUgation would probably
not change the ouft-ome of these cases for fining
purposes
Zero Tolerance for Domestic Violence.Quarterly Report--May,2001
District Attorney
Misdemeanor Prosecutions
Victims • Witness Assistance
Elder • - Prosecutions.
Program Outcome Statement Story Behind the Data
Enhance the conviction rate in The misdemeanor DV Coordinators serve as
misdemeanor domestic violence cases liaisons for victims in all misdemeanor cases. To
and expand capacity to prosecute elder improve the quality of service to victims and
abuse cases. increase cooperation, one person in each branch
office, familiar with individual cases, has been
designated to handle victim's inquiries.
Misdemeanor Coordinators also conducted two
more trainings for deputies this quarter, on DV trial
Return on Investment Measures strategies and the use of Battered Women's
4/1/01-6/30/01 Syndrome experts in DV cases.
Misdemeanor filings: 177 DA staff, in partnership with STAND! Against
Conviction rate: 91.3% Domestic Violence staff, will train Antioch police
officers in August. DA staff have also been
Felony conviction rate: 98% instrumental in the development of updated
countywide protocols for DV cases. These
Case Prep. Assistants'Activities protocols contain suggested guidelines for
Subpoenas served: 291 reporting to Children and Family Services when
Discovery request assistance: 27 children are present. These are believed to be the
first such guidelines in the state and will be
Evidence pick-up/delivery: 12 presented for approval by the Police Chiefs
Tape copying: 23 Association in September, 2001.
Document requests: 235
Victim transports: 8 The DA's office will soon have a Felony DV Victim's
Requests for photographs: 14 Advocate, employed by STAND!, housed at the
DA's DV Unit office to assist both victims and DV
Elder Abuse--1/01-601 off•
Number of convictions: 20
The Elder Abuse Unit's 20 convictions so far this
year include 9 for financial abuse and 11 for
physical abuse/neglect. There are currently 9
Increased Return on Investment active cases and 41 ongoing investigations. DA
--Increased resources for Elder Abuse Unit staff are working to build capacity for elder abuse
investigation across the County, training local
police agencies and planning seminars in
September by the National Association of Bunco
Investigators and the California Community
Partnership for Prevention of Financial Abuse. In
addition, DA staff continue to train Adult Protective
Service (APS) staff.
*Note: The District Attorney's filing and
conviction data are based on pant-in-time
summaries of cases at spedfic pants in the
system (filing and conviction). The DA has
commissioned a data report that allows
compiling of rases as they move through their
system, which will allow tracking of conviction
rates for cases filed during the Zero Tolerance
reporting quarters.
Zero Tolerance for Domestic Violence:Quarterly Report—May,2001
Public Defender
Domestic Violence Defense
Program Outcome Statement Story Behind the Data
Provide legal representation to The Public Defender reports that there has
misdemeanor and felony domestic violence been an 18% increase over the prior
defendants (pre-trial, trial and sentencing quarter in the number of probation;
phases of litigation); and provide violators represented in court proceedings
representation to offenders in violation of by his office. These cases continue to be
probation orders at the post-conviction more complex and take longer to
level. adjudicate or resolve than in the past. The
PD also reports that the number of jury
trials is increasing (specific numbers of
trials is not reported).
Return on Investment Measures
4/1/01-6/30/01 The PD's office contributes to the overall
DV effort by ensuring quality
representation of accused batterers and
Number of defendants represented ensuring that waivers of due process rights
Felony dispositions 17 are informed and explicit. The PD
Misdemeanor dispositions 125 vigorously defends persons accused of
committing domestic violence and argues
for proportionality and fairness in
sentencing such offenders, adding to the
credibility of the Zero Tolerance initiative in
the eyes of litigants, witnesses and the
general public.
PD staff also work to improve the
understanding of their clients as to exactly
what is expected of them by the Court,
thereby helping to reduce the number of
failures to comply with the Court's orders
and increasing compliance. This leads to
increased safety for DV victims and their
families.
Challenge: The data report recently created
to meet initial Zero Tolerance reporting
requirements has Public Defender data, but
this data is not summarized. Summary data
will be requested in a revised version of the
report.
Zero Tolerance for DaMSYC Vfo%nce.Quar&Wy Report—May,2001
Court
misdemeanor Post-Conviction Calendar("Domestic Violence Court")
Richmond Domestic Violence Restraining Order Clinic Pilot
Misdemeanor Post-Conviction Richmond Domestic Vio%nce
Calendar("Domestic Violence Courts Restraining Order CRO) Clinic Pilot
Proiect/Richmond Branch Court
Program Outcome Statement Program Outcome Statement
Address the needs of victims and children Reduce/prevent domestic violence by
who witness domestic violence, and hold providing better access and information for
offenders accountable, by focusing all parties in restraining order actions.
resources on early intervention efforts in Ensure timely entry of all appropriate
post-conviction misdemeanor domestic documents into the Department of Justice
violence cases. Domestic Violence Restraining Order System
(DVROS).
Return on Investment Measures Return on Investment Measures
4/1/01-6/30/01 4/1/01-6/30/01
Number of cases on calendar: 186 DV Restraining Order Clinic Pilot
Total bench warrants issued: 37 Number Served
Offenders taken into custody: 12 Petitioners 65
Related/associated cases identified: 175 Respondents 7
# of services** 75
Story Behind the Data # of referrals 98
So far, no serious act of domestic violence of proposed orders prepared: 134
has occurred by any defendant assigned tc
the Domestic Violence Misdemeanor Post Superior Court: Richmond Branch
Conviction Calendar, or "DV Court" Given Restraining Order Calendar Data
the progressive nature of the cycle of Total cases: 255
domestic violence, this fact is extremely o of total cases that are DV: 165
encouraging. /o of total cases that are DV: 56%
# of TROs processed through Clinic: 76
DV Court defendants give favorable reports % of total Richmond Clinic TROs: 40%
about how their behavior and attitudes are Story Behind the Data
changing as the result of the batterers' petitioners who obtain assistance from the
programs they attend and the close Richmond.DV Clinic have a much higher rate
monitoring by the Court and their of following through with their petitions.
Probation officers. For example, in one week, 6 of 6 (100%) of
the petitions dropped due to petitioner's
failure to appear were from petitioners not
Increased Return on Investment served by the Clinic; another week, 6 of 8
--While the Court can accommodate such petitions were dropped. Respondents
who participated in Clinic workshops were
increased numbers of defendants, the DA better prepared and better able to present
and Probation resources devoted to the their cases in court.
Zero Tolerance effort constrain the
expansion of the DV Court. Increased DA Clinic participants report they have more
and Probation resources are needed to information about their legal rights, better
fully realize the potential of this understanding of the court process, feel
groundbreaking effort to formally address better prepared and more empowered, and
domestic violence earlier in its progressive know more about available resources.
cycle.
Zero Tolerance for Domestic Vioieme.Quarterly Report--May,2001
Probation
FelonyMisdemeanor. Post-Conviction Calendar ("DV Court")
• - •
Program
Program Outcome Statement Story Behind the Data
Hold misdemeanor offenders accountable Misdemeanor Post-Conviction DV Program
by actively supervising their probation The DV Court Probation staff have full caseloads and
through the Court's misdemeanor post- are working to accommodate the growing Court needs
conviction calendar process. Monitor the by identifying cases which have been in full
most violent felony domestic violence compliance for at least 6 months, so that these cases
offenders through intensive supervision. can be assigned to Court probation and new cases
Establish outreach to victims and their can be added to the Probation caseload. This helps,
children in misdemeanor domestic violence but cannot supplant the need for additional Probation
staff as the Court expands. The data being generateo
cases for Victim-Witness Program services. by the Court (only one repeat offense and greatly
reduced numbers of Probation violations) more than
Return on Investment Measures demonstrate Me benefit of expanding the Court in
4/1/01-6/30/01 return for reduced crime, reduced harm to victims ano
reduced trauma for children.
Misdemeanor Post-Cori.Calendar
# supervised: 162 In-C MM&Satterers Intervention P"ram
# of repeat offenses: 1 This program (an 8-week course at the West County
# of probation violations: 44 Detention Facility) is very successful. 45 male
# attending 52-wk program: 136 inmates attend classes each week and a petition,
#of cases reviewed by the Court: 312
signed by 65 female offenders requesting a similar
program for women has been received. These
Felony Intensive Supervision services are currently being provided at no charge and
# of violent Dv felons intensively supervised: 185 funding is necessary to continue the program and
# referred to substance abuse treatment: 19 expand the program to the main detention facility in
# of probation violations: 19 Martinez.
Victim-Witness Program 1/01-3/01: Felony Intensive SUD@N%S%on
#of misdemeanor victim contacts: 149 35 additional violent DV felony offenders are being
# of these who are children: 77 intensively supervised thanks to the Zero Tolerance
# qualified for State Victim of Gime Fund: 36 initiative. By holding offenders strictly accountable for
Value of potential benefits: $1,514,000 obligations such as attending the 52-week batterers
Relocation state benefits accessed: $ 14,720 treatment program, complying with restraining orders
and reporting to the P0, probation violations remain
high. However, the vast majority of probation
Increased Return on Investment violations are for technical violations and not for new
--Assist in developing sustainability for grant- crimes of violence.
funded positions
--Add one Probation officer to allow the DV In the overall DV felony caseload, 29 offenders have
Court to expand been referred for substance abuse treatment this year
--Fund, or help find funding for, batterers and 1 was placed in residential treatment. 311 tests
treatment programs at County detention for the use of alcohol and drugs have been completed
facilities during this period on the Zero Tolerance caseload
--Add one Victim/Witness PO to serve West alone.
County
Victim-Witness Program
The new, bilingual Victim/Witness PO made 145
contacts and served 17 Spanish-speaking, 2 elderly
and 4 disabled victims in the report quarter. Ten
victims were assisted with relocation services and
accessed state funding for deposits for rental housing,
utilities, temporary lodging and food expenses,
clothing and personal items.
Zero Tolerance for Domestic wolem e.Quartedy Report May,2001
Employment and Human Services
Children • Family Services
Workforce
Adult • Aging Services—Eider Abuse
children and Family Services Adult SIE Agin Services/Elder Abuse
Program Outcome Statement
Program Outcome Statement Reduce the harmful effects of domestic violence on the
Locate Domestic Violence Liaisons in the 3 elderly and other vulnerable adults by offering prevention,
offices with Children and Family Services intervention and remediation services. Train staff and
community service providers and conduct outreach activities
clients to train CFS staff and ensure that to raise community awareness about available services.
families access all available resources in their
efforts to reduce and/or eliminate the exposure Return on Investment Measures
of children to domestic violence.
4/1/01-6/30/01
Return on Investment Measures (Contracted services scheduled for 8101-9101)
4/1/01-6/30/01 Number of hours of training
Number of clients accessing services
CFS/DV liaison case consultations: 761
Home visits (DV liaison/CFS staff: 171 Story Behind the Data
Resource/referral information: Workshops designed specifically for Adult Protective
To CFS clients: 331
To CFS staff: 446 Services (APS) will introduce staff to the co-occurring
dynamics of domestic violence and elder abuse.
Story Behind the Data These comprehensive workshops are scheduled for
Domestic Violence Liaisons are onsite at August and September, 2001.
CFS offices and staff can either schedule Elder Abuse Prevention is working on developing and
appointments or drop by. Liaisons consult implementing the community education portion of the
with staff on lethality issues, safety
planning for families, establishing effective Project, which consists of a series of three workshops
and appropriate case plans, and other in 4 areas of the County. Professional education
issues. The number of case consultations events (two full-day conferences) are also planned.
has skyrocketed since the Liaison function
became fully staffed and staff became Workforce Services
more fully aware of the presence anc Program Outcome Statement
benefits of working with Liaisons Reduce the harmful effects of domestic violence on
CaIWORKs participants and their children by providing: on-
The number of joint home visits by site domestic violence liaisons offering assistance to identify
Liaisons/CFS staff has more tfian tripled, and develop employability plans for welfare-to-work
Liaisons have developed resource packets participants who are victims of domestic violence;
that are shared with staff and with clients. counseling; access to victim/children's domestic violence
services; and staff training and consultation.
Liaisons meet regularly with STAND! staff
and have helped facilitate closer and more Return on Investment Measures
effective working relationships, thereby 4/1101-6/30/01 (East County Pilot)
improving the quality of services to victims # of referrals to Stand! by WFS staff: 45
and sometimes-traumatized children. # of assessments/safety plans: 23
Liaisons also attend weekly CFS Division # of STAND! Job Club presentations/clients: 6/58
meetings where cases are reviewed and #of exemptions for domestic violence. 14
assessed by line and management staff.
Story Behind the Data
The number of welfare-to-work participants
Increased Return on Investment identified and exempted as DV victims, while
--Add capacity for community small, has more than tripled from February to
organizations to serve the increased April, 2001. This reflects the heightened
numbers of clients identified as DV awareness and application of skills learned at
victims. training by EHSD staff.
EHSD and STAND! staff are working closely
together to implement the West County
Integrated Case Management Pilot. Workforce
Services distributed over 5,000 resource cards
provided by STAND!
Zero Tolerance for Domestic violence:Quarterly Report—May, 2001
Health Services
ViolenceFamil • Project
Program Outcome Statement Story Behind the Data
Train medical residents, and build the In the report quarter, one medical resident
capacity of Health Services programs to visited STAND! sites as part of the
address violence among clients in Health Community Medicine program and STAND!
Services and contractor agency settings. arranged visits with the West County Support
Services office, crisis room, emergency
shelter, legal program and transitional
housing.
Return on Investment Measures
4/1/01-6/30/01 Also during this quarter, three sessions, (1/2-
day each) were held for mental health service
Medical Service Provider Training: providers, covering such topics as working
Medical Resident training: 1 with men, the relationship between violence
Number of other staff trained: 180 and crime and the overlap of DV, substance
Number of training sessions 3 abuse and mental health issues. In addition,
substance abuse service provider training is
Access to DV Services: being developed.
# of referrals to STAND! Emergency Response
Team by Health Services Providers: 14 Family Violence Prevention Project staff are
working with other Health Services staff,
Increased Return on Investment other hospitals and clinics in the County and
--Ongoing funding for medical service other agencies to improve services to
provider training or other Health Services domestic violence victims. DV posters and
DV improvements is not included in the resource cards have been widely distributed
Zero Tolerance initiative. and will be replenished.
Zero Tolerance for Domestic violencx:Quarterly Report—May,2001
Community-Based Services
Domestic and Family Violence/Eider
Children's Services, Victims Services, Elder-Services
Program Outcome Statement Story Behind the Data
Expand the capacity of community-based STAND! Against Domestic Violence and Elder
organizations to serve victims, children and Abuse Prevention continue to work with
elders suffering from or at risk of domestic various County Departments to plan, develop
and family violence. and carry out critical services to victims of
domestic and family violence and elder
abuse, as well as to children and other family
members.
Return on Investment Measures
4/1/01-6/30/01 STAND! Against Domestic Violence continues
to face the challenge of expanding its
Number of EHS clients referred to STAND!: 45 capacity to meet the mushrooming need
generated by the `Zero Tolerance" initiative.
STAND! Job Club presentations: 6 This challenge is not only one of funding but
# of participants served: 58 also one of finding and retaining staff with
EHS Workforce Services staff consultations: 21 the appropriate experience. Despite these
challenges, STAND! and Elder Abuse
Prevention staff have worked through the
contract and planning process with
Employment and Human Services to expand
services to welfare-to-work and elder clients.
More training for Workforce Services, Child
and Family Services and Adult Protective
Services staff have been developed over the
report quarter by community organizations,
and training sessions are scheduled for the
late summer and early fall.
Zero Tolerance for obmes&Violence.Quarterly Reps l t—May, 2001
Aw
Date: August 1, 2001
To: Christina Linville, Deputy County Administrator
From: Michael-Laurie Bishow, Policy & Innovation Institute
RE: Domestic Violence in the Workplace Department Survey
As requested by the County Board of Supervisors, the Policy and Innovation Institute
conducted a needs assessment of County departments to determine current policy and
training in preventing domestic violence in County workplaces. As our County develops
a Comprehensive Violence Prevention Plan for our community (Health Services: Public
Health Violence Prevention Coalition) we also need to address protecting our employee
community at work.
All 28 contacted departments/divisions responded to the survey (see attached). Most
departments were aware of the 96/184 Board of Supervisors order addressing violence in
the workplace. Approximately 50% (14) of the departments reported conducting training
at least once in the last five years addressing violence in the workplace. Most of the
training focused on violence by clients, patients or wards, not employees or employee's
significant others. Including the Courts that are constructing a policy, about 30% (9)
departments have their own workplace violence policy to supplement the 1996 County
Board Order.
Only four departments mention domestic violence in either policy or training. Of these
four departments, the suspect was defined as a client, resident, or patient, not a County
employee or someone with a relationship with a County employee. The Sheriffs program
(also presented to Public Works) and the Building Inspection policy address safety
procedures to protect employees from threats and violence by members of the public.
Given the need for early recognition and effective resolution of a domestic violence
situation involving employees, we recommend all managers attend a workshop during
October 2001 (National Domestic Violence Prevention Month) to address domestic
violence involving employees, either as victims or as perpetrators. Several County
Departments are prepared to assist with planning and conducting a workshop:the
Sheriff s Office, CAO: Risk Management, and the Policy and Innovation Institute.
i'
June 13, 2001
Dear Department:
The County Administrator's Office requests your cooperation in our efforts to determine the
state of policy and practice relating to domestic violence in the workplace. We expect to present
a summary of all policies in draft or in place within County departments to the Board of
Supervisors next month. We need your information by June 30, 2001.
Please complete and return this brief survey with attachments. We need to gather copies of any
policies, procedures, and protocols that relate to identifying and responding to threats or actual
domestic violence involving County employees. If you have questions, contact Chris Linville at
335-1017.
RETURN THE SURVEY AND ATTACBED POLICIES,PROCEDURES, TRAINING TO:
Policy and Innovation Institute
County Administrator's Office
651 Pine Street 6m Floor, Martinez
Ifyou have no attachments, please respond by email to dgorm@cao.co.contra-costaca.us
A. Department:
B. Number of Employees: line staff
_ administrative staff
manager/supervisory staff
Other(please specify)
Please check the policies that your department has developed. If the policy is in draft, indicate
when you started working on it and a contact person if possible.
1. Policy on any kind of violence in the workplace
0 Yes,a policy addressing violence in the workplace is in place for our department.
Policy was last distributed to staff on(Month Year)
❑ Policy includes a reporting and response procedure
0 Policy is due to be revised, updated
0 Policy is"under construction." We started writing(month, year)
Contact name email/phone
❑ No,we do not have a department policy addressing violence in the workplace.
2. Policy specific to domestic violence in the workplace
0 Yes, a policy is in place for our department.
Policy was last distributed to staff on(Month Year)
❑ Policy includes a reporting and response procedure
❑ Policy is due to be revised, updated
0 Policy is`tinder construction." We started-writing(month, year)
Contact name email/phone
0 No, we do not have a department policy addressing violence in the workplace.
3. Training or workshops specific to any tvne of violence in the workplace
Yes, "Dealing with Workplace Violence" training is in place for our department.
❑ Training design--number of hours/Number of sessions for each employee /
❑ Staff training was last conducted on(Month Year)
❑ Training is scheduled in the future (month, year)
List the numbers/job classes of employees who are/were scheduled to attend:
line staff
administrative staff
manager/supervisory staff
Other(please specify)
❑ Training included/will include a standard reporting and response procedure.
❑ No, currently we do not have training addressing any violence in the workplace.
4. Training or workshops specific to domestic violence in the workplace
Yes,"Dealing with Domestic Violence" training is in place for our department.
❑ Training design--number of hours/Number of sessions for each employee /
❑ Staff training was last conducted on(Month Year)
❑ Training is scheduled in the future during(month,year)
List the numbersrob classes of employees who aretwere scheduled to attend:
line staff
administrative staff
manager/supervisory staff
Other(please specify)
❑ Training includes/will include a standard reportia and response procedure.
❑ No,we do not have training specifically addressing domestic violence in the workplace.
PLEASE RETURN THE SURVEY AND ATTACHMENTS BY JUNE 30th
OFFICE OF THE SHERIFF WARREN E. RUPF
Contra Costa County Sheriff
Field Operations Bureau Kathryn J. Holmes
Investigation Division 313-2600 Undersheriff
Date: July 20, 2001
To: Kathryn J, Holmes, Undersheriff
From: Commander Tom Moore, Fi O i batt_,
Subject: Domestic Violence Pr ram-Quarterf Status Report
INVESTIGATION DMSION-DOMESTIC VIOLENCE UNIT SERVICES:
In the first two quarters of 2001 the Domestic Violence Unit was committed to the task of
becoming a fully operational team. The Unit has dedicated itself toward increased efforts
to enforce Contra Costa County's Zero Tolerance for Domestic Violence Program. The
Unit has accomplished this initial task. The increased staffing has provided the ability to
expand our caseloads as well as to streamline the filing process. This has resulted in
quicker case.referrals to the District Attorney's Office and a higher rate of cases filed.The
Unit has become established in its current state and can now look toward new ways of
improving service to citizens affected by domestic violence in Contra Costa County.
The Unit has increased the number of cases investigated and filed as we enter the third
quarter of this year. The Unit is also continuing to refine the investigative process by
Identifying and defining areas for improvement. While the Unit continues to focus its'
primary efforts on investigating all felony and priority misdemeanor domestic violence
cases, we have also addressed specific areas that require additional attention. These
areas include; the first responder's Initial Investigation and report, the enhancement of the
domestic violence data tracking system and the collecting of DV photographs.
In order to address our concerns with the need for more attention and effort in initial crime
reports, the Unit developed a plan to provide training and information, on amore frequent
and personalized basis, to our patrol.deputies. The Unit initiated the plan by developing
a domestic violence investigation/report writing resource card. This DV specific resource
card outlines essential information for writing a dear and concise DV report. Every Patrol
Division deputy will be given a DV resource card. Distribution has begun and will continue
during routine patrol line-up training.at each station house.
The Unit will conduct 10-15. minute DV training sessions on a frequent basis. These
training sessions will elaborate on the importance of thorough initial investigations and-the
value of a clearly written crime report. The Unit will address relevant DV related issues,
such as policies, procedures and changes in the law. It is our intent that these frequent
training sessions will provide the patrol deputy with an arena to address DV specific
questions and concerns.
Increased interest from multidisciplinary agencies and the public has mandated
continuous upgrades to the domestic violence computer tracking system. Recent upgrades
to the system have added data fields for Probation and Children and Family Services.
These data fields have enabled us to document if the reporting officer contacted Probation
and or CFS. The system also has the capability to automatically request data field query
totals, thereby eliminating the need to manually count these fields. These enhancements
have provided greater efficiency and easier dissemination of specific statistical
information. These upgrades will also support the growing demands for countywide DV
information. The Unit receives requests on a daily basis for domestic violence statistics
and information. The tracking system is now capable of providing a clear statistical picture
of DV activity in the entire county. It can, for example, provide countywide statistics for
Child & Family Services, on the presence of children during a domestic violence incident
for the first three quarters of 2001(see Children Present attachment). This information will
support CFS efforts to identify specific problem areas of the county. The information
obtained may also be expanded to include specific time periods and locations for
comparison. Through utilization and input by all agencies, the possibilities and benefits of
the DV tracking System are endless.
In 1997 the Unit purchased 100 Polaroid Domestic Violence Camera Kits. These cameras
were distributed throughout the Sheriffs Office Patrol station houses.The cameras quickly
became a very valuable tool in the investigation and prosecution of domestic violence
cases. Photos provide the District Attorney's Office and the court with specific, graphic
details of both the victim and the suspect. Over a period of four years, several of these
cameras have been damaged beyond repair, or lost. In addition to the depleted supply of
cameras, the Sheriffs Office Patrol Division has been expanded since 1997. The
additional personnel have created an increased need for the-camera equipment The Unit
has received a number of requests for additional and/or replacement camera kits. Due to
the lack of funds, we have not been able to meet the request for twenty additional cameras
at approximately. $100.00 each. In order to address this concern, the Unit has been in
contact with the OJP Grant Coordinator from STAND, in an attempt to allocate funds
toward this need. If grant funds.are not available, Unit personnel will be actively research
funds to cover.the;cost:of this.equipment.
The Unit currently investigates,all felony and selected misdemeanor cases.. The-filing.rate
for cases investigated by the Unit.is relatively high..'However, the misdemeanor domestic
violence cases that are processed through the Misdemeanor Complaints Unit have a very
low filing rate. This is directlyrelated to the absence of crime specific-investigation. To
ensure that domestic violence cases are properly investigated; MI'misdemeanor cases
should be processed through.the DV Unit. This would greatly increase the filing rate for
misdemeanor cases. The crime specific investigation and vertical filing:of these. cases
would contribute greatly to the overall goals of Zero Tolerance.
The laws of the State of California dictate which domestic violence crimes are classified
as felonies and misdemeanors. Distinct crime classification is necessary for the filing and-
prosecution of cases through the District Attorney's Office. It is essential for the courts to
distinguish specific crime classification for the purpose of criminal sentencing. However,
the same classification procedures are not necessary during the investigative process.
Crime classification should not have any bearing on the manner in which domestic
violence cases are investigated and processed through the Sheriffs Office. The victim of
a misdemeanor domestic violence case today, is just as likely to be a victim of a felony
domestic violence case tomorrow. Many offenders are multiple, repeat offenders and many
victims have been trapped in a perpetual cycle of violence. In the spirit of Zero Tolerance,
all cases of domestic violence need to be addressed without bias under the same
investigative process.
The two detectives and one sergeant assigned to the Domestic Violence Unit handle a
total of 25-30 (appro)dmately ten each)cases per month. A caseload of this size is
conducive to effective case management. The result is a high closure and filing rate of
cases. The single deputy assigned to the Misdemeanor Complaint Unit processes 30-35
misdemeanor domestic violence cases per month, in addition to several hundred other
misdemeanor reports that are generated and routed by Patrol Division. The volume of this
caseload allows time for processing only. The result is a very low closure and filing rate.
The ultimate goal of the Domestic Violence Unit is to handle all domestic violence cases
through to filing with the District Attorney's Office. This goal could be realized with the
addition of one detective and one Sheriffs Specialist position.
Through research, development and netwrorking with other law enforcement agencies, we
hope to emulate existing successful Domestic Violence Units. With the full support of
Contra Costa County's Zero Tolerance for Domestic Violence Program and added
possibilities of federal, state and local grants, we will continue to service the victims of
domestic violence in our community effectively and with compassion.
During the second quarter of 2001 Sheriffs Office County Patrol wrote a total of 204
domestic violence reports. 66 of these cases were felonies; 138 were misdemeanors. 125
cases were referred to the District Attorney for review. No charges were filed in 88 of
these cases. 79 cases are still pending a disposition from the District Attorney's review.
The following is a breakdown of the statistical data of felony cases and misdemeanor
cases handled by the Sheriffs Office Investigations Division.
Felony Domestic Violence:
56 cases referred to District Attorney for review
24 cases filed with criminal charges
32 cases with no charges filed(NCF)
43% filing rate for felony cases
10 cases still pending review
Misdemeanor Domestic Violence handled by the Domestic Violence Unit:
16 cases referred to District Attorney for review
10 cases filed with criminal charges—(I case upgraded to felony charges)
6 cases with no charges filed(NCF)
63% filing rate for misdemeanor cases selected and reviewed by the DV Unit
2 cases still pending review
Misdemeanor Domestic Violence handled by Misdemeanor Complaints:
120 cases submitted to Misdemeanor Complaints
53 cases submitted to the District Attorney for review
3 cases filed with criminal charges
50 cases with no charges filed(NCF)
.5% filing rate for misdemeanor cases(handled by Misdemeanor Complaints Office)
67 cases still pending review
Combined Statistical Data for Sheriffs Office Domestic Violence:
204 total domestic violence crime reports
66 felony cases
138 misdemeanor cases
125 cases submitted to District Attorney for review
37 cases filed with criminal charges
30% filing rate for all domestic violence cases
79 cases still pending review
OFFICE OF THE SHERIFF
DOMESTIC VIOLENCE
QUARTERLY PROGRESS /ACTIVITY REPORT
�+naA
\ m�s
• Attend ACAD sub-committee meetings: Police Victims Relations, General meeting,
Domestic Violence Death Review Team
• Notification flyers to all law enforcement agencies & support agencies regarding the
Police Victims Relations Committee meeting
• Hosted Police Victim Relations meeting
• CAO meeting addressing zero tolerance
• Maintain countywide domestic violence report log of DV reports received from law
enforcement agencies for entry into the data tracking system
• Patrol re-entry DV Training
• DV Subpoena received 14
• 2 DV unit members attended 3 day National Domestic Violence Conference San
Diego
O Data entry countywide DV reports backlog.
U Total Inter-agency Domestic Violence Reports received 261
o Total domestic violence reports entered 231
O Daily DV Tracking with CFS
• Continue to update data tracking system inaccuracies and inconsistencies
• Attend ACAD sub-committee meetings: Police Victims Relations, ACAD Conference
Planning Committee, Domestic Violence Death Review Team
• Notification flyers to all law enforcement agencies & support agencies regarding the
Police Victims Relations Committee meeting
• Hosted Police Victim Relations meeting
• DV Subpoenas received 16
• Data entry countywide DV reports backlog
• Maintain Countywide Domestic Violence report log of DV reports received from law
enforcement agencies for entry into the data tracking system
Total Inter-agency Domestic Violence Reports received 279
• Total Domestic Violence Reports entered 275
• Attend ACAD sub-committee meetings: Police Victims Relations, ACAD Conference
Planning Committee, Domestic Violence Death Review Team, ACAD executive
meeting
• Meeting with technical service/data tracking systems issues-development
• Notification flyers to all law enforcement agencies & support agencies regarding the
Police Victims Relations Committee meeting
• Data entry countywide DV reports backlog
• Provide stats to outside agencies
• Begin line up training as a once a month training update per station house
DV Re-entry training
• Develop/upgrade, distribute DV Reference Card to Patrol Personnel
• DV Subpoenas received 9
• Maintain Countywide Domestic Violence report log of DV reports received from law
enforcement agencies for entry into the data tracking system
2 members of DV unit attend DV conference in Minnesota
• Total Inter-agency Domestic Violence Reports received 248
Total Domestic Violence Reports entered 113
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Technical Services Division -Victim Protection:
Staffing:
The office of the Sheriff was allocated two positions to assist in its role as the recipient of all
restraining orders issued in the county. Both of these positions have now been filled,the first
employee began working at the beginning of December and training was substantially completed
prior to January 1, 2001. The second employee started at the end of April and her training is now
substantially now also completed.
Progress of R.O.S.S.Software System:
Delivery and Implementation of the R.O.S.S.software system is still scheduled for late July 2001.
Data Tracking:
At this time comparative data°is of a general nature . However,with the first and second quarters
of`full operation'as an sample,the following information can be considered quite useful for all
parties involved in the Zero Tolerance Program.
♦ Past:
Restraining Orders(All types)entered in DVROS(CLETS)(per Calif. Dept. of Justice):
Sheriffs Office All other agencies Total
FY 1998199 1,083 3,168 4,151
FY 1999100 2,340 2,896 5,236
1/01-3/31/01 TROIOAH/EPO CPO Other POS**
594(9.6/day ) 372(61day*) 434(71day*) 243(41day*)
Total Orders.Entered DVROS(CLETS) 1,400(22.6/day*)
♦ Present
TROIOAHIEPO CPO: Other POS**
April 01 337(1:61dayj. 150(7.1/day*) 165(7.8/day*) 82(3.9/day*)
May 01 347(%51day*) 132(6.2/day*) 163(7.8/dayl 95(4.51day*)
June 01 340(16.2/day ) 141(6.7/day ) 132(6.3/dayl 93(4.4/day ) _
Total 1,024(16.21day*) 423(6.Tlday*) 460(7.31day*) 270(12.91day*)
(*Court/business day)
**POS=Proof of Service
OFFICE OF THE
DISTRICT ATTORNEY
COUNTY OF CONTRA COSTA
To: Christina Linville,County Administrator's Office 1+
From: Robert J.Kochly,Assistant Chief Deputy District Attorney
Date: July 20,2001
Rc: Zero Tolerance for Domestic Violence Quarterly Report
For the second quarter,2001,the District Attorney's Office filed 171 nnisdemeanor
domestic violence cases. During that time frame we recorded a conviction rate of 91.3%. Our
oonviction rate on felony domestic violence cases for the same time period was 98%.
Our misdemeanor domestic violence coordinators remain extremely busy. In addition to
filing the misdemeanor and felony cases,they are our limon with the victims in all
misdemeanor cases. Rather than randomly assigning deputies to answer victims'phone
inquiries.we now have one person in each branch office,who is familiar with the case,to assist
our victims. While we still respond to numerous calls from victims wishing to"drop charges",
we are also responding and assisting many victims with information about the criminal justice
system and case status,or helping them obtain information to assist in their restraining order
requests.
Our misdemeanor coordinators also conducted two more trainings for our misdemeanor
deputies this quarter. One session dealt generally with trial strategies in domestic violence cases,
and the other focused specifically on the use of Battered Women's Syndrome experts in
domestic violence cases.
One of our misdemeanor coordinators continues to attend every session of the
misdemeanor Domestic Violence Court. During this quarter,66 new cases were assigned to this
court While there is no hard data yet to prove the effectiveness ofDomestic Violence Court,at
every session we hear testimonials from participants who seem to be"getting the message"
Our attempts at collaborating widi othar agencies in the Domestic Violence effort
centimue to build. We have training scheduled,in partnembip with STAND,for all of Antioch
Police Department in August. We have also participated in planning,through ACAD,for an
advanced domestic violence confercnco to be hold in September. Joe Mott&has wodmd closely
through ACRD to help develop a revised set of police protocols in Domestic Violence cases.
These protocols contain suggested guidelines for reporting to CFS when children are present in
Domestic Violence situations. These are believed to be the first such guidelines in the state. The
revised guidelines will be presented to the Police Chiefs Association for their approval in
SepteMbeL Finally,we will soon havo a Felony Domestic Violence Victim's Advocate,
employed by STAND,housed at our Domestic Violence Unit offices. She will help us meet our
victim's needs and assist the victims with the Court rests eining.order process.
The Case Preparation Assistmob hired to assist in Domestic Violence cases had an
iacxedibly busy quarter,as well. During this second.quarter.they personally served 291
Domestic Violence subpoenas,assisted attorneys on 27 discovery requests,handled evidence
i
pick-up and delivery on 12 cases,did tape copying on 23 cases,handled 235 requests for
documents,did S victim transports,and processed 14 requests for photographs. These tasks
saved countless bours of attorney time and contributed immensely to successful Domestic
Violence prosecutions.
Last,but not least,our Elder Abuse Unit continues to build its work load to the breaking
point. Since the first of this year,the Elder Abuse Unit has now obtained 20 convictions(9.
involving financial abuse and 11 involving physical abuselneglect). We currently have 9 active
cases(4 involving financial abuse,and 5 involving physical abuse/neglect),and there are41
investigations(27 involving financial abuse and 14 involving physical abusetneglect)pending,
many of which will become filed cases within the near future.
We are continuing to work hard on outreach,training and collaboration. The number of
cases plus pending investigations encountered in just six months indicates how successful we
have been in these areas. In just this quarter we have conducted two multiple-agency law
enforcement trahungs,reaching at least 13 different county police agencies. We have laid the
groundwork for hosting two different seminars in this county in September,one by the National
,Association of Bunco Investigatprs,and one by the California Community Partnership for the
Prevention of Financial Abuse. We continued to attend meetings and work with the fledgling
Multi-Dwiplinary Team(MDT). We have conducted a training on courtroom testimony for
APS workers. We are spending large amounts of time assisting law enfomemcnt in their
investigations,such that we are starting a system to track calls and measure our response.
In short,as we predicted,our efforts have succeeded in swamping our new Elder Abuse
Unit,which consists of just one attomey and one investigator. We need to identify additional
resources for this effort,as we know this workload will continue to increase.
RJK:jh
a:&qr==
OFFICE OF THE PUBLIC DEFENDER
County of Contra Costa
Martinez, California
Date: July 20, 2001
To: David Coleman, Public Defender
From: Jack Funk, Supervising AttorneyPq
Subject: Report on Zero Tolerance for Domestic Violence Program 4/1/01-6/30/01
Progam Objectives for the Department
• Provide legal representation to accused offenders alleged to be in violation of probation
orders and who are appearing before the Domestic Violence Court of the Honorable
Judith Craddick, Department 9.
• Provide representation through pre-trial, trial, and sentencing phases of litigation to those
defendants accused of charges related to domestic violence.
Second Quarter Quantitative Caseload Developments
As expected, the number of clients referred for public defender representation from the Domestic
Violence Court has continued to grow. The second quarter of the calendar year has seen an
approximately eighteen percent(18%) increase over the first quarter in the number of probation
violators represented in court proceedings by our Department. This increase in cases is also
reflected (though with less numerical precision) in the temporal length of the domestic violence
"calendars."The time in court required for the processing of the cases on the Domestic Violence
Calendar has increased to the point of some matters spilling over to special Friday afternoon
settings.
In addition to our staffing of cases in the dedicated Domestic Violence Court of Judge Craddick,
during the time period from April through June of this year the Office of the Public Defender
provided representation in court in a total of 17 felony dispositions and 125 misdemeanor
dispositions. (However, it should be noted that some of these cases may have been initiated prior
to the start of the Zero Tolerance program.)
Qualitiative Benefits Derived from Departmental Participation
The participation of our Department in the new domestic violence court has served to improve
the functioning of the court by alerting the Court,the prosecution, and the Probation Department
to the statutory and constitutionally mandated protections necessary for a fair adjudication of
allegations made'about offenders who may be in violation of probation directives. Ineed, even
probationers not explicitly represented by our Department have benefitted by our participation
when we have had an impact on court protocols which insure.that waivers of due process rights
are informed and explicit. Finally, our participation in the domestic violence court has served to
foster a degree of proportionality in the sanctions meted out for probation violations and that
adds to the coherence and credibility of the Zero Tolerance program in the eyes of litigants,
witnesses and the general public.
Zero Tolerance Cases Originated in Outlying Jurisdictions
The outlying courts handling misdemeanor domestic violence matters have experienced a
significant increase in such cases being ajudicated through jury trials. Domestic violence trials
appear to comprise about one quarter to one third of the misdemeanor trials litigated by attorney-s-
in
ttorneysin our Department since the inception of the Zero Tolerance for Domestic Violence Program.
Our Department has had a high rate of trial success in these cases. Persons wrongly accused of
domestic violence have been acquitted. For the wrongly accused citizen of Contra Costa who is
acquitted or has charges significantly reduced, the benefits of representation by attorneys from
our Department are palpable.
For the rest of the citizens of the county, however, there are also benefits in the concomitant
taxpayer savings from reduced incarceration costs. To the extent that cases are negotiated to
resolution either in the specialized domestic violence court, or the outlying courts, our efforts
have facilitated the return to working status of a number of sole providers for households. We
have assisted in steering problematic clients through the maze of probation conditions including
counselling programs mandated for such offenders. Finally, we have also worked toward
improving the understanding of our clients as to exactly what is expected of them by the court,
particularly in the area of"no contact orders" and "conduct restraining orders".
The.Department's staff has played a significant role in working toward the pursuit of justice in
cases where domestic violence is alleged and court proceedings are initiated; as well as in cases
where offenders on probation continue to be monitored and subject to the jurisdiction of the
court. In sum, the Department's staff has produced a vigorous defense of persons accused of
commiting domestic violence, has argued for proportionality and fairness in sentencing of such
offenders, and has contributed to improvements in the understanding of-- and likely compliance
with -- court orders for those who have violated their probation in Zero Tolerance cases.
Looking Toward the Future
At present, assuming current levels of activity in domestic violence cases,no additional
resources are required for our Department with reference to cases spawned by the Zero
Tolerance program. We have been able to accomodate some clerical staff adjustments to adapt
to the unique location.and scheduling of the domestic violence court. To date, the staffing
adjustments of one additional attorney made at the inception of the program have allowed us to
effectively absorb the additional work that has been created.
The Superior Court of the State of California
County of Contra Costa County W
649 Main Street,Ste 104 Martinez,CA 94553 (510)646-1008
July 23, 2001
To: John Sweeten, County Administrator
Christina Linville, Deputy County Administrator
From: Garrett J. Grant, Presiding Judge
Ken Torre, Court Ex fficer
By Clarice B urt Services Administrator
Subject: Zero Tolerance for Domestic Violence - Quarterly Status Report
April - June 30, 2001
The Misdemeanor Domestic Violence Calendar:
The Misdemeanor Domestic Violence calendar has been in effect since January 5,
2001. Briefly,misdemeanants who have been convicted of a domestic violence related
offense and are ordered to attend a 52-week batterers' program are program eligible if
one of the following qualifying criteria:applies:
► a child(ren) resides with the victim or defendant;
► the defendant has a prior Penal Code conviction emanating from charges of
domestic violence;
0. either the victim or defendant is pregnant.
The Court actively supervises the progress of offenders assigned to the program and
requires their appearance in court about every four weeks. Offenders who show
marked progress and regular program attendance are recognized through less frequent
appearances.
Results from the first six months of the Misdemeanor Domestic Violence calendar are
encouraging, although long-term benefits will require more program experience. There
has been no case in which a serious act of domestic violence has occurred by any
defendant assigned to the Court, and only one in which a minor incident of pushing
happened. The defendants give favorable reports about how their behavior and _
attitudes are changing as the result of the batterers' programs they are attending and "
being closely monitored by the Court and the probation officers.
The program currently hosts over 150 offenders. The Court can easily manage
additional cases; however, current caseloads exceed the standards established for
probation officers assigned to supervise program cases. The Court and Probation are
currently addressing alternatives which will allow new cases to continue to be assigned
► to the program.
The statistical activity for the reporting quarter April 1, 2001 through June 30, 2001 is
reflected in the table that follows.
MISDEMEANOR DOMESTIC VIOLENCE
CALENDAR-STATISTICS
Number of cases on calendar 333
Bench warrants issued 37
Recalled bench warrants 12
Related cases identified 175
Richmond Domestic Violence Clinic:
The Richmond Domestic Violence Clinic continues to serve a vital function to Contra
Costa County residents. Petitioners who obtain assistance from the Clinic have a much
higher rate of following through with their petitions. A comparison of petitions show a
► higher percentage of petitioners who have utilized clinic services has the papers served
on respondents prior to their hearing as compared to petitioners who did not go through
the clinic. As an example, on one date, six of six (100 percent) domestic violence
petitions which were dropped due to the Petitioner's failure to appear were from cases
that had not gone through the clinic. On another date, six.of eight petitions:that were
dropped due to the Petitioner's failure to appear were from cases that did not'receive
assistance from the clinic.
The Restraining Order Clinic conducted a participant survey in February, 2001 after nine
months of direct services.
Respondents who participated in the clinic's Workshop for Respondents were better
prepared and able to present their cases in court.
► The Superior Court of California,County of Contra Costa Page 2 of 3 pages
Zero Toleranoe for Domestic violence-Quarterly Status Report
► Aprihiune 30,2001
According to the participant satisfaction questionnaires:
• Seventy-nine percent (23) of the responding participants stated that they had
more information about their legal rights;
• Seventy-two percent (21) stated they had a better understanding of the court
process after getting assistance from the clinic;
• Eighty-three percent (24) of the responding participants felt more prepared after
receiving assistance from the Clinic.
• The majority felt they were in a more stable position in their lives (66%), felt
"more empowered" (59%), and felt safer (66%). A majority stated that they knew
more about the resources available to them for help and information.
One of the questions asked whether the clinic changed the participants' expectations of
the restraining order process. Of those stating they had prior expectations and that
those expectations were changed as a direct result of their experience with the clinic,
one individual stated:
That prior to coming to the clinic, "I feared failer [sic] due to lack
of guidance and encouragement. Positively (change of
expectations) with thorough instructions, info [sic] and warm
considerate moral support."
Another individual stated, when asked if s/he had any
expectations: "I thought no one would give me direction or help.
Yes (expectations changed). The clinic staff helped me to make
informed decisions."
Statistical information for both the Richmond Domestic Violence Clinic (Attachment 1)
and for domestic violence calendar activities (Attachment 2) are attached
The Superior court of California,County of contra Costa Page 3 of 3 pages
Zero Tolerance for Domestic violence-Quarterly Status Report
Aprll-June 30,2001
DOMESTIC VIOLENCE RESTRAINING ORDER CLINIC
Program Statistics: Zero Tolerance
Clinic Services April-June 2001
Total Number of Clinics 38
Total Number of Petitioner's Clinics 25
Total Number of Respondents Clinics 13
Total Number of Clinic Participants Served (Goal=75) 72
Participants in Petitioners Clinic 65
Participants in Respondents Clinic 7
Total Number of People Helped' 241
Total Number of Services Provide 75
Total Number of Referrals 98
Family Law Facilitator's Office 5
Lawyers Referral Service 4
STAND (counseling/shelter) 33
STAND (legal services, other than restraining orders) 12
Legal Services for Seniors 1
International Institute for the East Bay(immigration) 0
Battered Women Employed(employment). 5
Victim-Witness 9
Other 9
Total Number of Proposed Orders Prepared 134
Total Number of Temporary Restraining Orders Prepared 67
Total Number of Restraining Order After Hearings Prepared 67
Total number of Petitioners served includes participants assisted by STAND!Against Domestic Violence.
z Total number of people helped includes children,household members or other people protected by the restraining order.
3 Total number of services provided represents the total number of services provided to all Clinic participants. Some Clinic participants
receive assistance in one contact. Other participants come back to the Clinic multiple times for additional assistance or receive assistance
with multiple restraining order cases.
4 Other referrals include one time referrals to Family Crisis Center,Department of Child Support Services,Adult Protective
Services and STAND!'s Batterer's Treatment programs.
Attachment 1
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Probation Department Steven L. Bautista
ontra County Probation Officer
VictimMitness Assistance Center Costa
❑ 100 Glacier Drive, Suite A County
Martinez, California 94553-4826
(925) 646-2474
FAX (925) 646-2739 s'" -_ -
(800) 648-0600
❑ 2555 EI Portal Drive - rn _
San Pablo,California 94806-3303
(510)374-3272
FAX(510)374-3441 sr�
(800)648-0600
DATE: July 24, 2001
TO: Christina Linville, Deputy County administrator
FROM: 16el Keller, Coordinator
SUBJECT: Zero Tolerance for Domestic Violence—Third Quarterly Report
The direct provision of victim services began during the last reporting period and was
highlighted in the second quarterly report. Since April,the 160 victims contacted during
the last reporting period who have been qualified for the Victim of Crime Compensation
Fund has increased from 18 to 38. The total value of the benefits available has increased
from$972,000 to$1,526,000. If these victims only accessed the mental health benefits,
there would be $380,000 available for counseling,an increase of$200,000 from the last
report.
Five additional victims who were identified in the previous report were also qualified for
relocation benefits during the past three months and were awarded$8,395.14 in benefits.'
With these additional payments,the total amount of relocation benefits received
increased from$10,012.86 to $18,408.
Third quarter misdemeanor domestic violence victim services:
Between April and June, Deputy Probation Officer Diana Faz assisted 149 domestic
violence victims. This included 77.children. 17 of the victims speak Spanish(Deputy
Probation Officer Faz is bilingual), 2 were elderly and 4 were disabled. 36 of the victims
were qualified for the Victim of Crime Compensation Fund and the value of their benefits
is$1,514,000. If they only choose to access their mental health benefits, these victims
would receive$360,000 in counseling. Copies of the domestic violence victim service
reports for April, May and June are attached.
Domestic violence victim relocation:
Ten victims were assisted to relocate and these victims received$14,720.25. These
resources were used for deposits for rental housing, utilities,temporary lodging and food
expenses, clothing and personal items and other necessary expenses. Each of these
relocations required a letter from law enforcement or a mental health provider
recommending that the relocation was necessary for the personal safety of the victim.
Qualitative benefits of the program:
Each of the victims assisted by the domestic violence advocate has a unique story, but
five cases will be presented to illustrate the qualitative benefits that these services have
had on the victims.
victim from the last quarter has been helped to relocate and
assisted in finding employment that allows her to remain independent of her
batterer. She has learned to drive, got a driver's license and purchased a used
automobile. She is in weekly counseling and has been assisted by Bay Area
Legal with her restraining order and divorce.
2) AJW female with&children was relocated with the assistance of the
Program. She was not able to remain in her home,as she was beaten and sexually
abused in front of her children. She is relocating out of the area for her safety and .
the safety of her children.
3) During an argument MIUM women was pushed by her husband causing her to
fall and break her arm. The couple had been married forNIMM years and had
raised a family together. The victim-witness advocate interviewed the victim and
her husband. The husband was remorseful and tearfully apologized to the victim.
He appeared in Court,plead guilty and was placed on probation. The couple
remains together and both the victim and her husband are in counseling. The
victim's claim was expedited by the Victim Compensation and Government
Claims Board(formerly the Board of Control)at the request of the victim
advocate.
4) A woman with a young child was assisted to relocate to She had
been at the shelter for domestic violence victims and was unable to conceal
herself from the perpetrator who continually threatened her. She has returned to
school and is currently participating in counseling.
5) A fjMwoman with children who had initially refused assistance contacted
the Program after she separated from her husband and-decided to seek a divorce.
She had been fearful of speaking with the advocate until her separation. She is
living at a confidential location and is receiving mental health-counseling for
herself and her children.
The Nictim-Witness Program received a letter from a Spanish-speaking therapist who
provides services to victims of domestic violence. A copy of the letter has been attached.
Performance Measures:
1) Provide victim/witness services to 225 domestic violence victims whose cases are
classified as misdemeanors.
a) During this quarter, 149 victims received service, bringing the total
during the past six months to 309.
2) Provide victims with needed resources,through the Victim Compensation and
Government Claims Board(formerly the Board of Control),to resolve a
dysfunctional relationship and protect their children from a dangerous
environment.
a) During this quarter, victims were qualified for$1,514,000 in
benefits of which$360,000 was available for mental health
counseling. The victims who were relocated received $14,720.25.
To date,victims have been qualified for$2,486,000 in benefits,
including $740,000 in mental health counseling. The total benefits
awarded to date are $33,128.25.
Program needs:
The deputy probation officer currently assigned as the victim-witness advocate only
provides services to central and eastern county. As a result, West County does not have
the same level of service. In order to provide services to the entire county an additional
deputy probation officer would have to be assigned to the victim-witness program. With
this additional person,the Program would be able to provide domestic violence victim-
witness services throughout the entire county.
CC: Steven Bautista, County Probation Officer
Roy Rochelle, Probation Manager
419 KEARNEY STREET
EL CERRITO,CALIFORNIA 94530
VILMA MIREYA WILCOXEN, L.M.F.T. Telephone(510)527-1631
PSYCHOTHERAPY•PSICOTERAPIA
f�
G/ �
Probation DepartmentContra Steven L.Bautista
County Probation Officer
Adult & Juvenile Divisions Costa
50 Douglas Drive.Suite 200 CO�n{�
Martinez, California 94553-4068 ��/
(925) 313-4000
FAX (925) 313-4005 =
�y
To: Chris Linville Date: 7/24/01
From: Jim Heiser
Subject: Zero Tolerance for DV
I have attached reports on the two projects under my supervision covering the period
April 1, 2001 through June 30, 2001. We continue to develop the database for both
MDVC and felony matters.
The Domestic Violence Unit is composed of eight deputy probation officers, a dedicated
clerk and a unit supervisor. Two officers are county funded, two officers are funded by
an OCJP grant(Probation Specialized Units Grant), one officer is funded by an OR grant
(Grants to Encourage Arrests) and three officers, the clerk and unit supervisor are funded
through Zero Tolerance dollars.
The Probation Specialized Units Grant is due to terminate the end of March.2002. I have
been advised by OCJP.that a new RFP will be issued. We cannot assume we will again
be funded. Two probation officers supervising 45 serious felony cases are funded by this
grant. . One officer supervises 30 cases in West Contra Costa and the other 15 cases in
Central County, and is responsible for the certification of the ten batterer intervention
programs operating within our county.
The Grants to Encourage Arrests funds one officer responsible for supervising 35 felony
domestic violation cases in East Contra Costa, primarily Antioch East. This grant is
funded until October 31, 2002.
Without the revenue stream provided by these grants, 80 serious felony domestic
violence offenders would need to be absorbed by probation officers carrying caseloads
which exceed the maximum standard (65) set by Department Policy. We would also
need to develop a policy for the certification of batterer treatment providers as mandated
,by PC Section 1203.097.
Zero Tolerance currently funds two probation officers working closely with Judge
Craddick in the Misdemeanor Domestic Violence Court (MDVC). The caseloads have
reached the level originally set at 75 per officer. However, about 10 cases per officer are
usually in revoked status. These caseloads.are receiving an average of seven new cases
per week and without careful management we will soon exceed the 150 cases funded by
Zero Tolerance.
It was recently decided that persons on these caseloads that have been under supervision _
for at least six months, and are in full compliance, might be modified to Court Probation.
Once modified, these offenders will not be supervised by the Probation Department, but
will continue to report to Judge Craddick for periodic court review. In the event a future
violation of probation is sustained, such cases may be returned to formal probation status.
By modifying cases doing well, we hope to maintain these caseloads at a level whereby
effective supervision is maintained and the victim's safety and that of her children is
enhanced.
In our last report we highlighted the initiation of batterer intervention for inmates at the
West Co. Jail. This program has been very successful and over 45 offenders attend
sessions each week. Recently, Scott Flores, the facilitator of this program, received a
petition signed by 65 female offenders requesting a similar program for women. Groups
for women are scheduled to begin on Sunday's from 1:00 —2:30 PM at the West County
Detention Facility. Scott Flores will facilitate the women's program too and is providing
both of these services free to the inmates.
I have met with Lt. Celestre,the commander of the main detention facility in Martinez. It
is our goal to develop a domestic violence education / treatment / intervention program
for both sentenced and unsentenced inmates at MDF. This task is challenging as MDF is
a higher security institution and lacks the large classrooms available at West Co.
As smaller and more frequent groups will be necessary at MDF it is imperative that the
other certified providers participate in the process. We cannot expect them to donate
their time and services nor should we expect Mr. Flores to continue to do so. Hopefully
the Board will recognize the need of these services and provide the funding so more
offenders, earlier in the process, will get what they did to become less violent.
Copy to: Steven L. Bautista,-County Probation Officer
David Grossi, Chief Deputy Probation Officer
Barbara Mowry, Adult Division Manager
ZERO TOLERANCE for DOMESTIC VIOLENCE
Probation Dept.—Felony Intensive Supervision
PERFORMANCE MEASURES 12/31/00 3/30/01 6/30/01
1. Increase number of felony batters from
under intensive supervision from 150 to 185. 150 185 185
2. Increase the number of referrals for substance
abuse treatment. N/A .10 19
3. The number of probation violations(pv's)
for felony batterers will increase initially and
decrease overtime. 79 34 19
Discussion
1. 5.5 positions are allocated to the intensive supervision of offenders convicted of felony crimes of domestic
violence. One probation officer is funded by zero tolerance and this has allowed us to supervise an
additional 35 offenders.
2. We have no baseline data available. However,the zero tolerance caseload alone has completed 311 tests
for the use of alcohol and/or drugs since the first of the year. Twenty-nine offenders have been referred for
substance abuse treatment and one offender was placed in residential treatment during this time frame.
3. By holding offenders strictly accountable for such things as failing to attend the 52-week program,not
abiding by restraining orders and not reporting to the probation officer probation violations remain high.
The vast majority of the pv's are for these type of technical violations and not for new crimes of violence.
i
ZERO TOLERANCE for DOMESTIC VIOLENCE
Probation Department—Initiation of Misdemeanor Probation Services
PERFORMANCE MEASURES: 4/01/01 6/30/01
1. Provide supervision services to approximately 89 162
150 misdemeanor offenders
2. Number of repeat offenses and subsequent filings 1 1
3. Number of probation violations 21 44
4. No. attending 52 program satisfactorily 62 136
5. No.with new felony conviction for DV 0 1
6. No. presented as court reviews 213 312
DISCUSSION:
1. 162 cases have been assigned to the MDVC since its inception. Three cases have been returned to the
Branch courts as they did not meet the established criteria and 19 bench warrants remain outstanding.
As of June.30'' 141 cases are under active supervision.
2. As of June 30th only one offender has been charged with a new domestic violence crime.
3. 44 bench warrants have been issued,28 by the court for failure to appear for a scheduled hearing,and
16 by the MDVC probation officers,during this reporting period. Warrant issue by the probation
officer were for failure to attend the 52-week batterer intervention program(5); violation of a protective
or stay-away order(6); failure to report to the probation officer(4); failure to participate in residential
or out-patient counseling for substance abuse(4)and commission of a new crime(2). Some petitions
allege more than one allegation.
4. Please see attachment#1
5. One offender has been convicted of a new crime felony domestic violence crime. This individual never
reported to the probation officer and never attended the batterer intervention program. There is a bench
warrant outstanding for this person's arrest.
6. During the reporting period the MDVC probation officers presented 312 cases for review.
ZERO TOLERANCE FOR DOMESTIC VIOLENCE: MDVC
CASE#1
was placed on misdemeanor probation in December of 2000 subsequent to a
conviction for spousal abuse. He was referred to MDVC but prior to his first court
review he was arrested for a new incident of domestic violence. *has a history of
substance abuse and admitted to using methamphetamine and abusing alcohol for the past
years. Based on the new offense the DA filed a petition to revoke probation.
In January 2001 Judge Craddick revoked probation and remanded* to jail. Later that
month admitted the probation violation and was ordered into residential treatment for
substance abuse. He was required to attend 5 AA/NA meetings per week until he entered
a program.
S completed 90 days of sobriety and graduated from a residential treatment program in
May 2001. ;is attending a batter intervention program and the most recent progress
report grades his participation as between satisfactory and excellent. He is reporting to
his probation officer as directed and has recently secured employment. This probationer
has two preschool children.
CASE#2
S has a history of alcohol abuse and prior convictions for driving under the influence
of alcohol(5)and spousal abuse. He was convicted of battering his spouse and placed on
formal misdenwanor probation in December of 2000. ISM failed to appear for his first
review hearing and Judge Craddick issued a no bail bench warrant for his arrest.
AM was arrested on the warrant and after serving several days in jail was released and
ordered to report to the probation officer,admonished not to have any contact with the
victim and directed to contact a batterer's intervention program. Shortly after his release
IM contacted the victim who reported the incident to the probation officer. The victim
was advised that a bench warrant for the arrest ofdm would be requested. The victim
was encouraged to report the incident to the police.
The victim did make police reports as suggested by the MDVC probation officer and the
DA filed new charges. In the mean time'was arrested on the probation violation
warrant and remanded to custody by Judge Craddick.
appeared in MDVC about one month later and admitted to violating probation and
the commission of4ftnew domestic violence offenses. His initial grant of probation
wasrevoked and he was given a new grant of misdemeanor probation. He was also
ordered to serve nearly 3 months in the county jail.
Since his release from custody has reported to probation as directed and progress
reports from the batterer intervention program characterize his overall progress in the
program as excellent. The victim has not reported any violations of the restraining order
and�has recently secured employment.
CASE O
A count felony complaint was issued alleging S had committed such crimes as
stalking, making terrorist threat, making annoying and harassing telephone calls- and
vandalism as well as violating restraining orders. f&was placed on'formal misdemeanor
probation in December after pleading guilty tosof these counts.
%was unemployed and homeless at the'time of the first court appearance. : was
referred to social services as well as a batterer intervention program. She has done
remarkablk, wzl-] duringthe six months; she -supe-i s -.-by--the- MDVC
probation officer she has mended family relationships and
I J� she has completed job training and missed oVd #4 session of the batterer's
program which she has been attending for six months. most recent progress report
was excellent and at her last review Judge Craddick congratulated her for her progress
and rewarded her with a six-month review date.
l
0
Alternatives to Violence
Educational and Support
Scott A. Flores, CDVC 1
Services
Director ATV
Domestic Violence pMram
D
U
T If you are mandated to a 52-week Domestic Violence program after your C
incarceration, you can begin earning credits while here at the West County jail
facility. Or if you feel you need help with Anger Management and/or Domestic A
Violence issues. *Note :This course is for perpetrators of violence and/or those who T
have been arrested for Domestic Violence or feel they need help in this area. I
N
Groups meet on Sunday's from 1:00—2:30 pm O
N
T The following areas will be covered: A
I 1. Reasons women are violent L
y 2. Abusive vs. Aggressive vs. Assertive
3. Effects of DV on children A
4. Drugs/Alcohol and Domestic Violence N
5. The cycle of violence
s 6. Stress reduction/impulse control D
7. The use of time-outs
8. Anger management s
T 9. Exit plans
10. Domestic Violence and the law U
This course is certified by the Contra Costa Probation office P
and is compliant with California penal code 1203.097 P
For more information : Contact your probation officer or the jail staff .O
y _ �
I T
O
� s
E
N �
C i
c
EMPL O YMENT AND HUMAN SER VICES DEPAR TMENT
Zero Tolerance For Domestic Violence
Quarterly Report: April 1 through June 30, 2001
I. BACKGROUND
Implementing the Zero Tolerance initiative has proven a demanding undertaking.
Employment and Human Services (EHSD) experienced significant growth in its
ability to effectively identify and address domestic violence issues for clients and
made strides to address domestic violence issues among its own staff over the past
quarter. Overall departmental development remains a big challenge, however, and
more time is needed to quantify and evaluate outcomes sought by the Board in a
meaningful way.
This third quarterly report reveals that although important foundational steps have
been made, further development must occur before the Department can seamlessly
address domestic violence issues that may arise among its client and staff
populations.
The four Employment and Human Services bureaus,which include Administrative
Services (AS),Aging and Adult Services(AAS),Children and Family Services (CFS)
and Workforce Services (WS), have worked diligently to bolster EHSD capacity to
address domestic violence issues following accepted "best practice"models.
Over the past quarter and the two preceding it, EHSD made significant progress in
designing new programs, recruiting qualified staff and selecting community-based
organizations to implement them. Each bureau must negotiate domestic violence as it
cuts across varied bureau program objectives,regulations and client needs. Thus,
measurable progress of this complex undertaking has proven daunting. EHSD efforts
will require additional time an&funding support to meet the Zero Tolerance goals set
forth by the Board.
It is in the light of this overall background that the following activity summaries for
each bureau should be examined.
H. BUREAU REPORTS
A. Administrative Services Bureau
1. Activities
a. Contracts and Grants Unit
The Contracts Unit concluded negotiation and development of two
domestic violence contracts, including:
1
EMPLOYMENT AND HUMAN SERVICES DEPARTMENT
Zero Tolerance For Domestic Violence
Quarterly Report: April 1 through June 30, 2001
i. A $525,000 contract with STAND! Against Domestic
Violence(formerly BWA), which will provide a pilot
of integrated case management(ICM) for CFS and
WFS in West County; Ca1WORKs domestic violence
"Developing agreements liaisons (including bilingual liaisons); specialized client
that mesh the differing support groups; training for EHSD staff and CBOs.
requirements of Children This contract includes $100,000 of CAO funding from
and Family Services, the Zero Tolerance for Domestic Violence Initiative,
Cal WORKS, Welfare-to- and provides funding for approximately 11 FTE staff
Work activities, &Aging through at least February 2002, using a blend of
and Adult Services Ca1WORKs funds and other revenue streams. See
programs is a daunting ATTACHMENT A for detailed information on the
task. " STAND contract.
—Contracts Unit Analyst-
-
ii. A$50,000 contract with Elder Abuse Prevention to
provide outreach, training, and specialized DV
workshops and conferences throughout the County,
funded entirely out of the County Zero Tolerance for
Domestic Violence initiative. See Adult Services
summary for further information.
b. Staff Development
..This quarter we did a lot i. Held two Domestic Violence classes for new worker
of planning to effectively training,which taught new social workers and
allow for a high level of eligibility workers domestic violence issues.
stafj`'participation. We are
gearing up for extensive ii. Scheduled eight Domestic Violence Training sessions
training next quarter." for the first quarter of FY 2001-2002,with 243 staff
—Staff Development members already enrolled in these classes.
Specialist—
B. Aging and Adult Services Bureau
Aging and Adult Services acted as a collaborating link between STAND and Elder Abuse
Prevention, two community-based nonprofit organizations. The three agencies identified
AAS training needs through a DV task group,which recommended training for eligibility
workers and service program staff(Adult Protective Service,In-Home Support Services,
Information and Assistance, MSSP/Linkages, and AAA). The collaboration planned three
new training.sessions.
2
EMPLOYMENT AND HUMAN SER VICES DEPARTMENT
Zero Tolerance For Domestic Violence
Quarterly Report: April 1 through June 30, 2001
AAS collaborated with Elder Abuse Prevention to design a workshop specifically for
Adult Protective Services, which will introduce staff to the co-occurring dynamics of DV
and elder abuse, review the signs of DV, and identify resources and effective techniques
to assist elder victims of domestic violence.
Workshop participants will be able to: (1) Review DV dynamics; (2) describe the impact
that DV might have on an elder or a dependent adult; (3) identify culturally competent
and effective intervention strategies for working with clients experiencing DV; (4)
identify personal challenges in responding to domestic violence that might become
barriers to working successfully with a DV survivors; and(5)Describe services that can
be accessed by both clients and participants.
Workshops for other AAS staff will focus on(1) identifying domestic violence
dynamics; (2)recognizing signs of domestic violence; (3) defining the challenges facing
DV victims; (4) providing options and resources to assist DV survivors; and (5)
Accessing DV services.
Three workshops were scheduled for AAS staff at Summit Center, as follows:
August 23 Thursday 8:30-11:30
August 28 Tuesday 8:30-11:30
September 27 Thursday 9:00-4:00
STAND will continue working with the EHSD Staff Development and Training Unit to
coordinate planning and implementation of training to WFS and CFS staff.
Elder Abuse Prevention assigned Program Manager Paul Takayanagi to plan,develop
and implement the community education portion of the project,which will provide a
series of three workshops in four parts of the county. Kagey Dorosz,Program Manager,
will plan,develop and implement the professional education events. 'Both program
managers will plan, develop and implement two full-day conferences. Final details with
dates, venues and speakers for all education events will be provided in the next quarterly
report.
Elder Abuse Prevention staff met with STAND! staff to develop ideas and share
resources. A relationship with the two organizations was forged and deeper
understanding of the commonalties and differences of the missions of each agency was
accomplished. The two organizations have agreed to continue to work with each other to
maximize application of staff resources between them.
3
EMPLOYMENT AND HUMAN SERVICES DEPARTMENT
Zero Tolerance For Domestic Violence
Quarterly Report: April 1 through June 30, 2001
Challenges
The primary challenge for the training project is developing a comprehensive training
curriculum that incorporates both DV and elder abuse awareness and advocacy messages.
While strong commonalities exist, there are also elements unique to each. The workshop
series must motivate participants to continue throughout the entire series.
Integrated Case Management requires further identification of challenges to
implementation, though progress toward a workable plan is being made. Discussions are
still being held between STAND, CFS,AAS and WFS on how to refer clients. All parties
want to guarantee confidentiality, client participation while maintaining a system that fits
within the guidelines of ESHD employee regulations.
C. Children and Family Services Bureau
The Children and Family Service Bureau Report is attached separately.
Please see Attachment B and Attachment C.
D. Workforce Services Bureau
The Workforce Services Bureau continued its Antioch domestic violence pilot,which
provides a regularly stationed domestic violence liaison for East County. Workforce
Services anticipates additional contract staffing of DV liaisons for similar level of liaison
support in other district offices throughout the County. Unfortunately,.both EHSD and
STAND! have struggled to recruit and retain qualified domestic violence staff contract
positions. Through its contract with STAND in East County, WFS has cultured resources
not-previously available to CalWORKs clients.
Feedback from the Antioch pilot indicates that the presence of an on-site liaison has been
helpful for Ca1WORKs clients and staff...
"(The DV Liaison) is available when the clients need her and is
very helpful to my staff.,The clients really feel that someone is
available exactly when they need it. I hope we will continue to
have a STAND rep in the office. "—Antioch WFS Caseworker
Workforce Services introduced its staff to an agency familiar with DV planning and
treatment solutions, which should lead to great gains in worker recognition and skill in
4
EMPLOYMENT AND HUMAN SERVICES DEPARTMENT
Zero Tolerance For Domestic Violence
Quarterly Report: April 1 through June 30, 2001
addressing domestic violence issues as they arise for clients. In conjunction with
STAND and EHSD staff development, the bureau has identified core domestic violence-
related competency training thresholds, which should act as a catalyst to increased WFS
staff skills and improved ability to address client domestic violence issues at the earliest
possible time.
East County Pilot
15
10
5
0
February March April
Ca1WORKs GIS Coded DV Exemptions
In Antioch,the number of Ca1WORKs participants identified as domestic violence
victims has steadily increased since February,when just four active welfare-to-work
participants were identified with domestic violence issues that would permit an
exemption from their job-related assistance timelines. Information for later months is not
yet available.
This increase most likely reflects heightened caseworker awareness of client DV issues,
rather than a change in client domestic situations. An exemption allows a Ca1WORKs
client to focus on addressing the critical domestic violence issues he or she faces, without
negative impact on the federal time limit for WtW activities.
Currently,CalWORKs participants are provided with information about DV services
available to them. STAND! personnel attend orientation and job clubs to talk about
domestic abuse and provide encouragement to attendees to take action and use available
resources.
Workforce Services received and distributed more than 5,000 resource information cards
provided through STAND's contract with EHSD.
Please refer to Attachment A for additional information on Workforce Services related
activities.
Challenges -
The WFS Bureau awaits additional liaison staffing, so that it can and begin to measure
the performance and Zero Tolerance impact of those staff on a countywide scale.
5
EMPLOYMENT AND HUMAN SERVICES DEPARTMENT
Zero Tolerance For Domestic Violence
Quarterly Report: April 1 through June 30, 2001
III. CONCLUSION
Recent Employment and Human Services efforts and planning are now beginning to
show tangible benefits.
Achievements of the past quarter include: execution and implementation of two large
domestic violence-focused contracts; continued assistance from domestic violence
liaisons in both Children and Family Services and Workforce Services bureaus; linking of
community-based DV service providers; identification of the special DV needs of the
elderly population; detailed cross-bureau curriculum and training development that is
well underway. All of these components should greatly increase future department-wide
awareness of and capacity for handling DV issues. Already,training for more than 240
staff is scheduled for next quarter,with hands-on reinforcement by trained DV specialists
in EHSD District Offices providing additional development and other lasting benefits for
EHSD employees and clients.
Finding and retaining qualified staff to deliver direct DV services remains a challenge for
the Department and its contracting agencies. Staff already on board will continue to
augment the Department's capacity for addressing DV-related issues and meeting the
Board's Zero Tolerance for Domestic Violence Initiative goals.
CP,EHSD COMIRACCS UMT,
313-1514 07/30/01
V.
ATTACHMENT A
Reporting Period: April 1, 2001 —June 30, 2001
STAND! Against Domestic Violence
Domestic Violence Services Contract
Program Overview:
Contract and Billing
■ Completed design and negotiation of scope of activities with Employment and Human
Services Department(EHSD) contracts division and relevant bureaus. Contract was signed
and executed in June.
■ Met with EHSD contracts and finance staff to clarify billing format to provide sufficient
information for the county to allocate funds across different funding sources.
■ Met with EHSD finance and WFS staff to clarify billing issues regarding Ca1WORKs.
Coordination with EHSD
■ Implementation Team with representatives of WFS (Workforce Services), AAS (Adult and
Aging Services), CFS (Child and Family Services) and STAND's Employment and Training,
Support Services and Clinical departments met three times (April 5, April 30, May 24) to
oversee contract implementation.
■ STAND worked with AAS, CFS and WFS services to identify requirements for each bureau
regarding referral and verification.
■ STAND distributed 10,000 resource cards to all bureaus.
■ Coordinated with mental health liaisons at WFS to.facilitate referrals.
Other Community Organizations
■ Met with Elder Abuse Prevention to coordinate training efforts with AAS and in the
community.
■ STAND is waiting for EHSD to designate community-based organizations (CBOs) to be
trained.
Internal STAND! Development
STAND hired a new Director of the Employment and Training on April 2,who is
responsible for coordinating all activities.related to the implementation of this project,
including building relationships with EHSD bureaus and coordinating internal STAND
procedures to implement this project.
■ STAND! is developing internal protocols and procedures to implement referral and
verification of services into STAND!'s intake and data collection systems.
■ STAND conducted a needs assessment STAND"s internal needs for capacity building to
ensure delivery of appropriate services to EHSD clients.
■ STAND distributed job descriptions and advertised widely for DV.Liaisons and ICM
caseworker positions.
Evaluation
■ STAND and the evaluator Harder and Company completed an evaluation plan for all
activities related to this project, including identification of data collection needs and
methods.
ATTACHMENT A
Reporting Period: April 1, 2001 —June 30, 2001
Challenges and Barriers:
• Recruitment of staff continues to be a challenge. STAND has not been successful yet in
recruiting Ca1WORKs DV liaisons for implementation in West and Central County. STAND
has not hired a caseworker for the ICM pilot in West County.
• With the STAND's Director of Clinical Department on medical leave, STAND hired an
interim director, who began to identify permanent and temporary STAND staff to assume
responsibility for implementing the support groups and case management and follow-up with
perpetrators.
• STAND seeks to plan and implement procedures across all bureaus (CFS, AAS and WFS)to
promote consistency and coordination. STAND is concerned that developing discreet
procedures for each bureau will not meet the needs of EHSD clients. This process remains
challenging due to the different approaches and structures of each bureau.
Activities and Deliverables
1. Domestic Violence Training for EHSD Staff
No training was delivered in this quarter. Training sessions for WFS have been scheduled
for July. Training sessions for AAS are scheduled for August and September. Training
for CFS is anticipated to take place in October and November.
Progress:
■ STAND met with representatives of AAS services to identify training needs for all
of AAS. Group recommended training for eligibility workers and service programs
(Adult Protective Service, In-Home Social Services, Information and Referral,
MSSP/Linkages, Advisory Council on Aging, and AAA.
■ Work with EHSD Staff Development, WFS and AAS, determined that WFS needs
only one session for new staff. Thus, 3 training sessions will be added to meet AAS
training needs.
■ Continued work with EHSD Staff Development to coordinate planning and
implementation of training to WFS,AAS and CFS staff. Set dates for training WFS
staff in July. Set tentative training dates for AAS in August and September.
■ Continued work with EHSD to define who will be.trained in each bureau, structure
of training sessions, and specific training needs for each bureau.
■ STAND is developing curriculum for WFS staff for.July and August trainings.
Outcomes:
Learning objectives for each training will reflect the content of the specific training and
threshold competencies for each audience.
z Co-located Cal Works D V Liaisons
In the East County WFS office (Antioch), STAND has changed the role of on-site staff to
domestic violence liaison from case manager. The liaison will work with WFS staff by
8
ATTACHMENT A
Reporting Period: April 1, 2001 —June 30, 2001
providing technical assistance on how to address the needs of CalWORKs participants
who experience domestic violence. _
Progress:
■ Interviewed potential trainers with relevant expertise to meet the diverse training
needs of WFS, AAS and CFS.
■ Restructured STAND's administration of DV Liaisons by placing existing STAND!
manager as Technical Assistance Manager to supervise DV liaisons.
■ STAND continues to have difficulty hiring staff.
Outcomes:
■ STAND has placed a DV Liaison only in the East County Office(Antioch). STAND!
provided technical assistance to WFS staff in Antioch on 21 occasions during this
period. Technical assistance ranges from clarifying WFS procedures to case
consultation on clients.
■ 45 clients were referred to STAND! staff by WFS staff in Antioch. Upon follow-up,
STAND! successfully contacted 23 clients to assess their needs and conduct safety
planning. STAND! was unable to contact 22 of the referred clients despite multiple
attempts.
■ STAND! conducted 6 presentations to 58 participants at job clubs in the Antioch
EHSD office. 1 presentation was done in Spanish.
3. Support Groups for CalWORKs and CFS clients
Groups have not started yet.
Progress:
STAND is interviewing promising candidate for staff to lead the support groups.
Outcomes:
Outcomes for support groups designed to meet the needs of CFS and WFS clients are
developed.
4. Integrated Domestic Violence Caseload Management(ICM)— West County Pilot
STAND has not hired an ICM caseworker yet. Through coordination with each EHSD
bureau and by developing procedures and protocol within STAND, STAND is clarifying
the case management model. During this quarter, some STAND staff have begun a case
management approach to STAND clients who also have involvement with EHSD.
Progress:
■ Conducted meetings with CFS, AAS, and WFS to identify challenges and
opportunities in implementing ICM.
■ Began development of internal STAND procedures for implementing ICM.
■ Revised anticipated outcomes for clients receiving ICM.
Outcomes:
9
ATTACHMENT A
Reporting Period: April 1, 2001 —June 30, 2001
• Outcomes for clients receiving Integrated Case Management are developed.
• 14 CFS, 5 WFS and 1 AAS clients were seen this quarter at the West County office.
S. Domestic Violence Treatment Program Case Management
After discussions with CFS, this program was clarified to include only Domestic
Violence Treatment Program and not the STAND anger management program. The goal
is to provide case management to 40 clients.
Progress:
■ Clarified scope of activities related to domestic violence treatment program case
management and follow-up with perpetrators for CFS clients.
■ Developed forms for case management
■ Domestic Violence Treatment Program group leaders practiced partner contacts
Outcomes:
Outcomes for clients receiving Integrated Case Management remain in development.
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ATTACHMENT C
Children and Family Services Bureau
EMPLOYMENT AND HUMAN SERVICES DEPARTMENT
QUALITATIVE BENEFITS OF DOMESTIC VIOLENCE LIAISONS
Within the Employment and Human Services Department, Children and Family Services
(CFS) staff frequently remark on the helpfulness of domestic violence liaisons.. Below
are excerpts from memos received from workers:
"He came out to the home with me and explained the whole process to
them. He also got in touch with the DA's office to see if there were going
to be charges pressed. This was particularly important, as the husband
did not realize that after he got out of jail, he still had to answer to felony
charges of corporal injury to a spouse."
"When she came to the office, she offered a new perspective and insight
into the problem. Until that time, the workers were frustrated in their
dealings with the former BWA, who seemed to treat the Department with
extreme suspicion. There were many misunderstandings on both sides.
She relieved that by becoming an intermediary." ... She has satin on most
of my interviews that have a domestic violence component... she is able to
take the discussions to a much deeper level and give the people involved
some real insight into their problems. Because of her expertise in the
area, the clients come away with some. real concrete advice on how to
proceed. They also begin to take their own actions more seriously."
Teamwork between the Domestic Violence Liaison, the Children and Family Services
(CFS)caseworker and other agencies helped EHSD provide comprehensive client
service,as revealed by this excerpt from a liaison's report:
"One visit was extremely lengthy and involved multiple interventions and
collaborative responses between CFS, STAND1 and law enforcement.
This visit with the client and her three children began in our office, where
I worked with the client to contact local shelter programs to escape an
extremely violent relationship. Over the course of our time together, her
perpetrator began to escalate with the social worker over the telephone,
and began looking for her at her place of work
Together with the social worker, we alerted the police
officer on site to the physical description of this person, and he arrived on
our site shortly thereafter. Because of the extensive `homework'done on
the part of the social worker looking into his criminal history, we knew
that he was on parole and that the police had cause to search his person
and property. With this information, the CFS staff`'and police jointly
located the man's vehicle and the police searched it to find 'multiple
loaded
guns inside. The man was taken into custody and the mother cooperated
with police to give a statement. We worked with STAND! to obtain a
15
Page 16
motel for this client that evening, and I worked with her the following
morning to get to the STAND! office to make calls to get into a shelter in
another county. "
In this case, the domestic violence victim and her child
were moved to another county for safety reasons. This intervention took
all day, and provides a poignant example of both the need for and d the
success of collaborative efforts in working with domestic violence in the
context of child welfare.
Recommendations
The Domestic Violence Liaison program has been highly successful within Children and
Family Services. The"hands-on"training and support the liaisons provide to
caseworkers has been well received and ultimately has enhanced workers' abilities to
effectively work with families impacted by Domestic Violence. We recommend that
funding for Domestic Violence Liaisons be continued. While staff are becoming more
aware of domestic violence,they continue to need support and assistance in developing
"best practice"models for working with these families. Moreover,the domestic violence
liaison serves an essential role in promoting multi-agency collaboration when working
with families impacted by domestic violence. They are also in a unique position to
identify gaps in service and barriers that impact EHSD ability to provide services.
The greatest barrier from the perspective of the CFS worker is the lack of DV resources
for victims and children. As workers uncover domestic violence issues and attempt to
refer clients for services, the inadequacy of resources becomes increasingly evident.
While this is frustrating for staff, it can be highly dangerous for clients.
Clearly,significant expansion of emergency DV services including shelter counseling for
victims and children, support groups,transitional housing and other domestic violence
resources are needed. It is unreasonable to expect that one DV agency in Contra Costa
County has the capacity to meet all of these needs. Other communities support more than
one DV agency; this County should consider this as well.
As EHSD expands capacity,efforts must be made to increase collaboration. CFS and
STAND are developing a Memorandum of Understanding outlining how our agencies
will work together and share information. This concept should be expanded to include
other departments such as the Sheriffs Office,the District Attorney and Probation.
16
Zero Tolerance for Domestic Violence Initiative: Health Services Department
The Family Violence Prevention Project
PROGRESS REPORT April-June,2001
Introduction
n
Implementation of the Health Services'Zero Tolerance effort, known as the Fdmily Violence
Prevention Project(FVPP; see attached description), continued to proceed smoothly during the
second quarter of 2001. The FVPP is a collaboration of the Public Health Division's Community
Wellness &Prevention Program(CW&PP), Ambulatory Care, and STAND! Against Domestic
Violence. The overall goal of the project is to: Build the capacity of Health Services programs to
address domestic violence among clients in Health Services and contractor agency settings.
In June, after lengthy delays, the Project's subcontract with STAND! was approved by the Board
of Supervisors. CW&PP will be monitoring the subcontract, and Dr. Dawn Marie Wadle will
have lead responsibility for the day to day work with STAND! Funding under this contract will
allow STAND!'s Employment and Training Division to continue its pivotal role with the Project.
Specifically, STAND! is funded through June, 2002,to:
-Participate actively in the Advisory Council Against Domestic Violence's Health Systems
Response Committee, which has oversight for the FVPP;
-Play a key role in training the Medical Residents on domestic violence;
-Build its internal capacity to provide assistance to non-English speaking patients of Health
Services programs;and
-Assist with other training and systems capacity building activities as appropriate.
This report outlines progress made on implementing the FVPP's key objectives and tracks the
project's identified performance measures.
Return on Investment: Key FVPP Objectives
Objective L Convene.quarterly meetings of key staff from Health Services programs to develop
an implementation plan for the Initiative and provide ongoing planning.
During this reporting period,the Health Systems Response to Domestic Violence Committee met
one time. The group heard updates about activities of the project;was briefed on STAND! re-
structuring activities;and agreed to postpone official revision of the Health Services Guidelines
for Domestic Violence Screening and Reporting until the department is further along with
outlining its systems approach to addressing domestic violence. The group also received
STAND!'s first data report,which shows the agency's Emergency Response Team and crisis line
calls from county health providers.
Performance Measures:
Referrals: The Health Systems Response Committee continues to work closely with STAND! to
track referrals to STAND!'s Emergency Responses Team(ERT) made by Health Services
providers. The first data report is attached.
Objective 2. Provide domestic violence information to Health Services clients through the
placement of posters and provisions of resource cards.
Considerable headway was made during this reporting period in obtaining Health Services buy-.
in for creating a safe and welcoming environment in health settings for patients impacted by
domestic violence. Specifically, FVPP lead staff met with Ambulatory Care staff who agreed to
designate staff in the county clinics in Richmond,North Richmond, Concord, Martinez,
Pittsburg,Antioch, Brentwood, and Bay Point to keep posters stocked with resource cards and
replace damaged posters when necessary. As of the writing of this report,the plan is to get
posters�up in all-of these setting by the end of Fall, 2001 (some delay was encountered in setting
this important meeting, and delays have also occurred due to the changed dates for opening the
new Pittsburg health center). Brief presentations at staff meetings, about the purpose of the
posters and wallet cards and available county and local resources,will be scheduled and
conducted at each site prior to hanging the posters.
Objective 3: Train Health Services and contracting agency staff on procedures for domestic
violence screening, assessment, intervention, referral, reporting, and documentation.
Medical Resident Training
As discussed in the last FVPP quarterly report, Contra Costa Regional Medical Center will
integrate further attention to domestic violence into their MD resident training. During June, one
medical resident visited STAND! sites as part of the Community Medicine program. STAND!
arranged visits with West County Support Services office, crisis room;emergency shelter, legal
program and transitional housing.
Substance Abuse Division Training
During:this reporting period, FVPP lead staff met with key staff within the county's Substance
Abuse Division, to outline a plan for building the capacity of county run and contractor
substance abuse prevention and treatment programs for addressing family violence among
clients.The meeting was very productive, resulting in a plan to conduct a comprehensive training
and technical assistance needs assessment(survey and focus groups); develop a training plan;
and begin implementing trainings next Winter.
Mental Health Provider Training
During this reporting period,three additional half-day seminars for mental health providers were
held, with great success. The learning objectives and agendas for each session were developed
collaboratively by CW&PP,Ambulatory Care, Mental Health, and STAND!, and speakers
included staff from each of these partners, as well as from a number of outside agencies(MOVE,
Men Overcoming Violence;the Family Violence Law Center; and Community United Against
Violence).
In April, the topic focused on working with men. As a result of attending, participants were able
to:
1. Understand and develop a framework for balancing empathy with accountability, in working
with male clients who may be perpetrators of domestic violence.
2. Develop "brief intervention"skills for use in clinical/other settings, for identifying warning
signs of domestic violence among clients and conveying to clients that domestic violence is
NEVER acceptable.
3. Be able to identify what occurs in typical models of treatment for male batterers, including
domestic violence treatment and anger management; and what is known about the success of
treatment; and
4. Know about what treatment and anger management resources are available for men in Contra
Costa County.
In May, the session covered the intersection of domestic violence and culture. Attendance
enabled participants to:
As a result of attending this seminar, participants will:
1. Know key principles of cultural competence for mental health providers to take into
consideration in working with clients from diverse cultural backgrounds.
2. Understand how culture,broadly defined, impacts domestic violence situations.
3. Recognize myths and realities related to domestic violence as it plays out in African
American; Asian/Pacific Islander; Latino;and Lesbian/GayBisexual/Transgendered
communities.
4. Develop skills for clinical assessment and intervention with cultural diverse clients involved in
battering relationships.
Finally,In June,the seminar focused on the overlap of domestic violence, substance abuse, and
mental health issues. Objectives included making sure that participants would:
1. Understand incidence and prevalence of the overlaps between domestic violence, substance
abuse,and mental health issues.
2. Be able to interpret the data with respect to myths and facts about substance use,
psychopathology, and domestic violence.
3. Know about current thinking on the intersection between mental illness and substance abuse,
including philosophies for integrated treatment and medication.
4. Develop skills for identifying when clients with domestic violence issues also have substance
abuse and mental health issues.
5. Understand the advantages of conducting a strength-based assessment of individuals with
domestic violence/substance abuse/mental health issues.
6. Be familiar with local resources for domestic violence services, substance abuse treatment,
etc.
While the evaluation results are still being tallied, preliminary review suggests overwhelmingly
positive feedback about the content and quality of the sessions. The Project has been
overwhelmed by the number of attendees for each session, which has averaged approximately 60
people.
Performance Measures:
Trainings conducted: Three sessions, 3 1/2 hours in length each
Number of staff trained: Approximately 180
Participant.satisfaction with training: Results currently being tallied
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`4 •7
STAND! Against Domestic Violence
EHSD contract for Domestic Violence Services
(Contract Number 21-714-0)
Reporting Period: April 1, 2001 —June 30,2001
Narrative
1. Qualitative Benefits of Program
STAND's Domestic Violence Liaisons are placed at CalWORKs sites to assist staff in address
domestic violence and to facilitate linkages to STAND's services. The following example
highlights how Domestic Violence Liaison makes a difference for someone who is abused and
improves Ca1WORKs' Employment Specialists' ability to work with domestic violence..
A It year old woman with 40 children disclosed to her CalWORKs Employment Specialist that
she was abused by ber boyfriend. She was homeless because she left the abusive relationship.
However,the mother felt trapped because she had already used her homeless assistance
dft When the.Employment Specialist asked STAND's Domestic Violence Liaison for assistance
in finding resources, STAND informed the Employment Specialist that homeless assistance can be
granted again if the participant is experiencing domestic violence. As a result the women received
homeless assistance for 16 days.
Soon the mother oM will begin a Jjob. She has connected with STAND and plans to
use many services: support group, individual counseling, and legal support regarding custody
issues and obtaining a divorce.
2. Proposals to Board to Support the Zero Tolerance Initiative
Training and Technical Assistance
The training for EHSD and technical assistance provided by the Domestic Violence Liaisons in
the CalWORKs program are on-going activities. Currently STAND and EHSD are effectively
creating the collaboration to address domestic violence. Developing the skills to address domestic
violence is complicated and multifaceted. However,the ultimate success of this program will
require the commitment to continue this relationship. STAND recommends continuing these
efforts in EHSD.
In addition,other county departments,community based organizations and other caregivers in the
community would benefit from training and technical assistance. STAND recommends expanding
training and technical assistance to additional County Departments and community-based
organizations in the years to come.
Expand Services to those experiene nn domestic violence
STAND's contract with EHSD offers a few additional services to people experiencing domestic
violence.Integrated Case Management should be expanded beyond the West County pilot. More
support groups for CFS and WFS participants will create opportunities for services specifically
catered to the multiple needs of these women.
EHSD contract for Domestic Violence Services(Contract Number 21-714-0)
STA NDI Against,Domestic.Violence., „
Reporting Period:April 1,2001—June 30,2001
Page 1 of 5
3. Process to County employees who may be victims of domestic violence
In the course of providing professional training, many participants disclose that they are currently
or have previously experienced domestic violence. Since approximately one-quarter of women in_
the United States experience domestic violence at some time in their lifetime, a high percentage of
Contra Costa County employees do experience domestic violence. In addition, other County staff
are impacted in the workplace as co-workers of victims of domestic violence. Employee
absenteeism, reduction in productivity of victims and risk associated with abuse-taking place at
work sites affect the entire Contra Costa County workforce. In the future, STAND can work with
the County to develop programs such as: (1) domestic violence in the workplace trainings for all
county stA (2)developing effective domestic violence protocols to ensure employee safety, and
(3)creating accessible services for employees experiencing domestic violence.
4. Sharing Zero Tolerance with Cities and Mayor's Conference
Cites provide many essential services to the citizens of Contra Costa County. The training and
technical assistance programs provided to EHSD can be replicated for some city social service,
human resources and legal departments. Some examples are: recreation programs incorporate
domestic violence prevention efforts;neighborhood centers include domestic violence programs.
Program Overview
Contract and Billing
■ Completed negotiations on scope of activities with Employment and Human Services
Department(EHSD) contracts division and relevant bureaus. Contract was signed and
executed in June.
■ Met with EHSD contracts and finance staff to clarify billing format to provide sufficient
information for the county to allocate funds across different funding sources.
■ Met with EHSD finance and WFS staff to clarify billing issues regarding Ca1WORKs.
Coordination with EHSD
■ Implementation Team with representatives of WFS (Workforce Services),AAS (Adult and
Aging Services), CFS (Child and Family Services)and STAND's Employment and Training,
Support Services:and Clinical departments met three times(April 5, April 30, May 24)to
oversee the implementation of contract activities.
■ STAND worked with AAS, CFS and WFS services to identify requirements for each bureau
regarding referral.an&verification,
■ STAND.distributed 10,000 resource cards to all bureaus.
■ Coordinated with mental health liaisons at WFS to facilitate referrals.
Other Community Organizations
Met with Elder Abuse Prevention to-coordinate training efforts with AAS and in.the
community.
■ STAND is waiting for EHSD to designate community-based organizations(CBQs)to be
trained.
Internal STAND! Development
EHSD contract for Domestic Violence Services(Contract Number 21-714-0)
STANDI'Against-Domestie-Violence' z
Reporting'Perlodi:'Aprif 1i 2001-Janej0,2001
Page2 of-5"
■ STAND!'s Director of the Employment and Training Department started April 2. He is
responsible for coordinating all activities related to the implementation of this project,
including building relationships with EHSD bureaus and coordinating internal STAND
procedures to implement this project.
■ STAND! is developing internal protocols and procedures to implement referral and
verification of services into STAND!'s intake and data collection systems. _ .
■ STAND conducted a needs assessment STAND's internal needs for capacity building to
ensure delivery of appropriate services to EHSD clients.
■ STAND distributed job descriptions and advertised widely for DV Liaisons and ICM case
worker positions.
Evaluation
■ STAND and the evaluator, Harder and Company, completed an evaluation plan for all
activities related to this project, including identification of data collection needs and methods.
Challenges and Barriers
• Recruitment of staff continues to be a challenge. STAND has not been successful yet in
recruiting CaIWORKs DV liaisons for implementation in West and Central County. STAND
has not hired a Case Worker for the ICM pilot in West County.
• With the STAND's Director of Clinical Department on medical leave, STAND hired an
interim director. She has begun the process to identify permanent and temporary STAND staff
to assume responsibility for implementing the support groups and case management and
follow-up with perpetrators.
• STAND seeks to plan and implement procedures across all bureaus(CFS,AAS and WFS)to
promote consistency and coordination. This process remains challenging to address the
different approaches and structures of each bureau.
Activuies and Deliverables
L Domestic Vwl knce Training for EHSD Staff
No training has been delivered in this quarter. Training sessions for WFS have been
scheduled for July. Training sessions for AAS are tentatively scheduled for August and
September. Training for CFS is anticipated to take plaice in October and November.
Progress:
■ STAND met with representatives of AAS services to identify training needs for all of
AAS. Group recommended training for eligibility workers and service programs
(Adult Protective Service, In-Home Social Services, Information and Referral,
MSSP/Linkages, Advisory Council.on Aging, and AAA.
■ Worked with EHSD Professional Development, WFS and AAS, it was determined
that WFS needs only one session for new staff. Thus, 3 training sessions will be
added to meet AAS training needs.
■ Continued work with EHSD Professional Development Department to coordinate
planning and implementation of training to WFS,AAS and CFS staff. Set dates for
EHSD contract for Domestic Violence Services(Contract Number 21-714-0)
STA ItAgainst=DomesticiViolence
Reporting Periodi:April'1;2001—dune 30,2001
Page 3 of 5
training WFS staff in July. Set tentative training dates for AAS in August and
September.
■ Continued work with EHSD to define who will be trained in each bureau, structure _
of training sessions, and specific training needs for each bureau.
■ STAND is developing curriculum for WFS staff for July and August trainings.
Outcomes:
Learning objectives for each training will reflect the content of the specific training and
threshold competencies for each audience.
2. Co-located CalWorks DV Liaisons
In the East County WFS office(Antioch), STAND has changed the role of on-site staff to
domestic violence liaison from case manager. The liaison will work with WFS staff by
providing technical assistance on how to address the needs of CalWORKs participants
who experience domestic violence.
Progress:
■ Interviewed potential trainers with relevant expertise to meet the diverse training
needs of WFS,AAS and CFS.
■ Restructured STAND's administration of DV Liaisons by placing existing STAND!
manager as Technical Assistance Manager to supervise DV liaisons.
■ STAND continues to have difficulty hiring staff.
Outcomes:
■ STAND has placed a DV Liaison only in the East County Office(Antioch). STAND!
provided technical assistance to WFS staff in Antioch on 21 occasions during this
period. Technical assistance ranges from clarifying WFS procedures to case
consultation on clients.
■ 45 clients were referred to STAND! staff by WFS staff in Antioch. Upon follow-up,
STAND!was successful in contacting 23 of the clients to assess their needs and
conduct safety planning. STAND! was unable to contact 22 of the referred clients
despite multiple attempts.
■ STAND! conducted 6 presentations to 58 participants at job clubs in the Antioch
EHSD office. 1 presentation was done in.Spanish.
3. Support Groups for CWWORKs and CFS clients
Groups have not started yet.
Progress:
STAND is interviewing promising candidate for staff to lead the support groups.
Outcomes:
Outcomes for support groups designed to meet the needs of CFS and WFS clients are
developed.
EHSD contract for Domestic Violence Services(Contract Number 21-714-0)
STANDI,Against Domestic Violence
Reporting Period:April:1,200V-June>30,2001
Fig",of 5
4. Integrated Domestic Violence Caseload Management aCAI) — West County Pilot
STAND has not hired an ICM case worker yet. Through coordination with each EHSD
bureau and by developing procedures and protocol within STAND, STAND is clarifying
the case management model. During this quarter, some STAND staff have begun a case
management approach to STAND clients who also have involvement with EHSD.
Progress:
■ Conducted meetings with CFS, AAS, and WFS to identify challenges and
opportunities in implementing ICM.
■ Began development of STAND's internal procedures for implementing ICM.
■ Revised anticipated outcomes for clients receiving ICM.
Outcomes:
• Outcomes for clients receiving Integrated Case Management are developed.
• 14 CFS, 5 WFS and 1 AAS clients were seen this quarter at the West County office.
S. Domestic Violence Treatment Program Case Management
After discussions with CFS,this program was clarified to include only Domestic Violence
Treatment Program and not to include STAND!'s anger management program. The goal
is to provide case management to 40 clients.
Progress:
■ Clarified scope of activities related to domestic violence treatment program case
management and follow-up with perpetrators for CFS clients.
■ Developed fortes for case management
■ Domestic Violence Treatment Program group leaders practiced partner contacts
Outcomes:
Outcomes for clients receiving Integrated Case Management are being developed.
EHSD contract for Domestic Violence Services(Contract Number 21-714-0)
STANDI Against Domestic Violence
Reporting Period:April 1,2001—June 30,2001
Page 5 of 5
,y
A Statement to the
Contra Costa County Board of Supervisors
Regarding Zero Tolerance for Domestic Violence
I am a survivor, first of all. I am S*. I am proud of my name. Even though I am in
danger, I need to use my name. I want to get out of my scared zone. It is important for me to stop
hiding.
I have a three year old son. He is the man in my life.
I am a victim of sexual abuse, domestic abuse, and emotional abuse. After I left, my abuser was
obsessive. There are other kinds of abuse than physical abuse. I was stalked. He went to my
mother's house. He went looking for me. He sold everything I owned..
By the time you hear this statement I will have left California. I have to relocate to a safer place.
I have to look out for myself and for my son. There is nothing more that would please me than to
say thank you myself, but my safety and the safety of my child come first.
I came to apply for assistance at the Antioch CalWORKs office after being homeless. After
meeting with Miss Davis, my eligibility worker, she had me talk with Miss Owens, the intensive
services case worker. Then she had me meet with Kellee Miles, the STAND Domestic Violence
Liaison working in the CalWORKS office. Without these three ladies, I wouldn't have been able
to do what I able to do now.
Prior to meeting them I only knew what I did not want. After working with them, I knew what I
wanted. When one of them did not have the answer to my question, that person went to someone
else who did have the answer. They did a good job, even when I fought them. They would not
give up on me.
When I met with Kellee, the STAND Domestic Violence Liaison, I realized that I was a victim
of domestic violence, even though I was notbeingbeaten at that moment. She had me call the
hotline from her office.
STAND helped me in many ways. The 1-800 number helped me; sometimes it as easier to talk to
a stranger. The people at the thrift store were very supportive. I got nice clothes and shoes, like
what I am wearing now. The:STAND groups were super. I looked forward to the group each
week. When I heard the other women speak, I heard my mother's brain; I heard my auntie's
brain. The other women spoke about the experience I saw when I was growing up. The groups
charged me up. I think all of us were juiced. But when I got home I was all scared all over again.
I was scared the last time I went to group because I saw his car there. This was the only place
where he knew where to find me. When I saw his car, I decided to avoid the group. I haven't
gone back... I still miss the girls in the group.
For the Board of Supervisors, thank you very much for the County's domestic violence services
at the Ca1WORKs office. Without your support I might not have made it to safety. It was a good
decision to have all of these people to help me in the same building.
When I was a child, I was scared whenever I saw the county car. I was told that those are the
people who take kids away. Now I know that people who work for the County and the people at
STAND are there to help me.
Sincerely,
August 1, 2001
* While this woman wanted to use her name for this statement, her name has been omitted to
support her safety.
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