HomeMy WebLinkAboutMINUTES - 03222011 - D.2RECOMMENDATION(S):
ACCEPT and APPROVE strategic plan and implementation recommendations to
establish a network of prisoner re-entry services in Contra Costa County.
1.
DIRECT the County Administrator to work with the offices of Supervisors Glover and
Gioia to identify the resources needed to implement the strategic plan and to report
back to the Board with his findings and recommendations.
2.
FISCAL IMPACT:
There is no fiscal impact to accepting and approving the strategic plan
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 03/22/2011 APPROVED AS RECOMMENDED OTHER
Clerks Notes:See Addendum
VOTE OF SUPERVISORS
AYE:John Gioia, District I Supervisor
Gayle B. Uilkema, District II
Supervisor
Mary N. Piepho, District III
Supervisor
Karen Mitchoff, District IV
Supervisor
Federal D. Glover, District V
Supervisor
Contact: JULIE ENEA (925)
335-1077
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: March 22, 2011
, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
D. 2
To:Board of Supervisors
From:PUBLIC PROTECTION COMMITTEE
Date:March 22, 2011
Contra
Costa
County
Subject:PRISONER RE-ENTRY STRATEGIC PLAN FOR CONTRA COSTA COUNTY
FISCAL IMPACT: (CONT'D)
and recommendations. The fiscal impact associated with plan implementation is
undetermined at this time. The County Administrator will work with the offices of
Supervisor Glover and Supervisor Gioia to determine what resources will be necessary to
implement the plan and how those resources might be provided.
BACKGROUND:
The California Department of Corrections and Rehabilitation has been under significant
pressure since the early 2000s to ameliorate its overcrowded prison conditions and lack
of adequate medical care for prisoners. In 2008, J. Clark Kelso, a federal receiver, was
appointed to oversee California’s prison health care system. Subsequently, a panel of
three federal judges opined that the California’s efforts so far have failed to resolve the
underlying issue of overcrowding, and that it must take steps to reduce its prison
population by about 46,000 inmates. In 2007, the state passed a bill that would provide
funding to construct state-operated prisoner re-entry facilities throughout the state and
issued an invitation to counties to compete for these facilities with the promise of local
jail construction funds for counties that agreed to site these facilities. To date, not one
state re-entry facility has been constructed anywhere in the state. However, the state has
successfully partnered with some counties that had excess bed capacity to accept state
prisoners on a contract basis.
In response to continuing pressure from the federal receiver and the need to reduce state
expenditures, Governor Brown, in January, proposed a realignment of state parolees and
prisoners to counties. While adoption of the plan and passage of the enabling legislation
and ballot measures remain uncertain, it is becoming obvious that the state intends, in one
way or another, to transfer prisoners to local jurisdictions; it has few other options. In
acknowledgment of this likelihood, counties have put more energy into planning for this
eventuality.
On August 25, 2009, the Board of Supervisors referred to the Public Protection
Committee (PPC) a presentation by the Urban Strategies Council on how the County
might support and coordinate County and local non-profit organization resources to
create a network of re-entry services for individuals who are leaving jail or prison and
are re-integrating in local communities. On September 14, 2009, the PPC invited the
Sheriff-Coroner, County Probation Officer, District Attorney, Public Defender, Health
Services Director, and Employment and Human Services Director to hear a presentation
by the Urban Strategies Council. The PPC encouraged County departments to convene a
task force, which has been meeting independently from the PPC, to embark on an effort
to identify needed public agency and community resources and develop a plan for
delivering prisoner re-entry services. It is the PPC's strong belief that having a strategic
re-entry plan will better position the County to compete for federal, state, and foundation
dollars should they become available for re-entry purposes.
The PPC received a status report from County departments in April 2010. The
Employment and Human Services department reported on its efforts to weave together a
network of services, utilizing ARRA funding for the New Start Program and on the role
of One-Stop Centers in finding jobs for state parolees. Probation reported on the impacts
of the anticipated flood of state parolees into the county. The Sheriff reported on the costs
for expanding local jail capacity and possible expanded use of GPS (global positioning
systems) use in monitoring state parolees released back to our county. The Health
Services Department reported on its Healthcare for the Homeless Program as a means to
get parolees into the healthcare system and on its development of cross-divisional teams
on anti-violence. The Public Defender reported on its Clean State Program.
Supervisors Glover and Gioia indicated that their staff would continue to coordinate this
local initiative when the Urban Strategies Council exhausts its grant funding from the
California Endowment. The PPC continued to monitor progress on the initiative and, on
February 7, 2011, received a presentation of the completed strategic plan and
recommendations. In response to public testimony at the PPC meeting regarding concerns
over the "Ban the Box" element of the plan, the plan recommendations have been
clarified to exclude from the "Ban the Box" requirement certain identified sensitive
positions in public safety and children’s services or as determined by the agency.
Attached are the complete Contra Costa County Re-entry Strategic Plan (100 pages), an
Executive Summary (6 pages) of the plan, and the slide show that will be presented today
by representatives from the Urban Strategies Council.
CONSEQUENCE OF NEGATIVE ACTION:
CHILDREN'S IMPACT STATEMENT:
CLERK'S ADDENDUM
Speakers: Terri Waller and Heather Shipman, on behalf of Senator Loni Hancock;
Mark Cheval-Bain on behalf of Assemblymember Nancy Skinner; Junius Williams III,
The Williams Group; Arnold Perkins, Jerry, All of Us or None (AOUORN); Rob Hope,
Rubicons Programs; Susan Kim, Bay Area Legal Aid; Mark Petersen, Contra Costa
County District Attorney; Philip Kader, Contra Costa County Probation Officer.
ACCEPTED and APPROVED strategic plan and implementation recommendations to
establish a network of prisoner re-entry services in Contra Costa County, as modified
today to reword a phrase in the System Wide Recommendations, Employment, Item No.
6 (page 84 ) from "Develop and implement a County 'Ban the Box' policy to remove
the question about criminal records from county employment applications during the
initial application......." to read "Consider the development of a policy to consider the
removal of the question about criminal records from county employment applications
during the initial application......" DIRECTED the County Administrator to work with
the offices of Supervisors Glover and Gioia to identify the resources needed to
implement the strategic plan and to report back to the Board with his findings and
recommendations.
ATTACHMENTS
CCC Re-entry Strategic Plan - Executive Summary
CCC Re-entry Strategic Plan - Complete
CCC Re-entry Strategic Plan - Powerpoint Presentation
1
March 16, 2011
Executive Summary:
Contra Costa County
Reentry Strategic Plan
A vision of successful community reintegration
Developed by the Contra Costa Reentry Planning Initiative
Compiled by Urban Strategies Council and Ijichi Perkins & Associates
2
Note on Report
This Executive Summary has been produced as a companion to the full Reentry Strategic Plan Report.
The full report contains a Report Summary as well as the detailed report, maps and appendices. For
copies of this Executive Summary and the full report, please go to www.cocoreentry.org.
Executive Summary
For the past four decades, the United States and the State of California have experienced a period of
mass incarceration with prison populations steadily expanding. Consequently, there has been an
accompanying mass release over this same period of time since over 90% of people incarcerated are
eventually released.
BACKGROUND
Interested in addressing the issues formerly incarcerated people face upon release, DeVone Boggan,
Director of the Richmond Office of Neighborhood Safety (ONS) and Supervisors Federal Glover and
John Gioia, Chair and Vice-Chair, respectively, of the Public Protection Committee of the Contra Costa
Board of Supervisors, collaborated to establish the Contra Costa County Reentry Planning Initiative
(Reentry Planning Initiative). The ONS secured funding from The California Endowment and hired the
Urban Strategies Council (Council) and Ijichi Perkins & Associates (IPA) to facilitate a process to develop
a Reentry Strategic Plan to improve coordination and collaboration among reentry stakeholders and,
ultimately, to improve outcomes for the formerly incarcerated residents of Contra Costa County.
During the period from August 2009 through July 2010, the Initiative convened 14 meetings of
approximately 200 stakeholders including county, city and state agencies, elected officials, service
providers, formerly incarcerated individuals, community-based organizations and residents from across
the County to gather input and advise on the strategic reentry plan.
REENTRY POPULATION IN CONTRA COSTA COUNTY
The Planning Initiative defines reentry and reintegration as a process, beginning at the time of
adjudication, which plans for and provides the necessary services and supports to enable the formerl y
incarcerated individual to reenter the community, achieve stability, successfully reintegrate back into
family and community life and to complete probation and parole without bei ng reincarcerated.
According to 2009 data, roughly 7,318 adults and juveniles are under state or county criminal justice
supervision in Contra Costa County. Moreover, in 2008, Contra Costa County sent 494 adults to state
prison and 1,927 adults were released: 558 released for the first time and 1,369 released from a parole
violation.
3
Reentry Service Needs
Upon release, the reentry population and the communities to which they return face a wide array of
challenges (for more information, please see page 6 of the strategic plan). For the approximately 4,138
adult parolees and probationers in Contra Costa County, based on available research we estimate the
following service needs:
Substance Abuse: 3,062 treatment spaces
Employment: 2,482 job placements
Housing: 1,241-2,069 housing placements
Health Services: 662 primary care slots
Education: 1,696 adult education spaces
Family Services: 2,274 parolees and probationers may need family counseling, support or
reunification assistance
Recognizing these unprecedented numbers of individuals reentering the County from incarceration
and their estimated service needs, Contra Costa County stakeholders have undertaken steps to
establish the Contra Costa County Reentry and Reintegration Collaborative (CCCRRC) and develop a
system to more effectively address the needs of the formerly incarcerated and the communities to
which they are returning. The Reentry Planning Initiative and this Strategic Plan are the first steps
towards establishing such a system. The primary mission of the CCCRRC is to engage and support
formerly incarcerated individuals, their families, and the communities to which they return and to
assist formerly incarcerated individuals to become active and impactful members of their communities.
The CCCRRC will accomplish this mission through the development and support of the necessary public
policies, public safety strategies, community awareness and services (See the Recommendations
section below for more information on the CCCRRC).
RECOMMENDATIONS
Based upon the research, discussions and deliberations of the Task Force and Work Groups, the
Planning Initiative has prepared two sets of recommendations. The first set of recommendations is
directed to the Board of Supervisors (see page 12 of the strategic plan). A second set of Program
Recommendations is directed to the proposed CCCRRC and the community-at large and form the
foundation for the work of the CCCRRC (more detailed information on program recommendations
begins on page 26 of the strategic plan).
REENTRY SYSTEM POLICY RECOMMENDATIONS TO THE CONTRA COSTA BOARD OF
SUPERVISORS
1. The Board should adopt the Contra Costa County Reentry Strategic Plan as the county’s
strategic plan for reentry.
2. The Board should adopt the CCCRRC as the countywide mec hanism for coordination and
implementation of the Strategic Reentry Plan.
3. The Board should designate a single county agency to house the CCCRRC and to provide
leadership and administrative support for its operations and to coordinate the support of other
county and governmental agencies, non-profit, faith-based and business partners, and
4
community residents in achievement of the goals and objectives set forth in the Strategic
Reentry Plan.
ABOUT THE CONTRA COSTA COUNTY REENTRY AND REINTEGRATION COLLABORATIVE
GOALS AND OBJECTIVES
In order for the CCCRRC to continuously improve its ability to meet the need s of individuals
reintegrating into the community, reduce recidivism, and maintain public safety, it addresses a wide
range of reentry-related issues including:
Increased job training, placement, and employment opportunities
Increased educational opportunities
Reduced violations of conditions of supervised release
Increased payment of child support
Increased housing opportunities
Reduced drug and alcohol abuse through participation in substance abuse services
Increased participation in physical and mental health services
Increased financial literacy
Increased family and community engagement in reentry
STRUCTURE OF CCCRRC
Role: Policy makers,
approve strategic plan,
provide resources
Programs and
Services
Subcommittee
Data and
Information
Subcommittee
Coordinating
Council
Role: Communication,
coordination, strategic
plan (oversight of
development/updates)
, public system
interface, resource
development and
leveraging current
resources
Role: Strategic plan,
communication, clinical
resource, coordination,
document production
Staffing Decision Makers Table
Accountability
Role: Technical
assistance to
programs/services,
training and professional
development, resource
development
Role: Data collection,
assessment, evaluation,
information services,
reporting
5
Program Recommendations to CCCRRC
The Reentry Planning Initiative also produced a series of programmatic recommendations for critical
services. System-wide recommendations are supplied in the following areas:
Reentry Process
The reentry process includes several stages: sentencing, incarceration, pre-release, release and
reentry. Risk and needs assessment should be conducted at sentencing and adjusted throughout to
meet the needs of the individual.
Service Delivery System
Develop a system of sufficient capacity to meet the needs of the formerly incarcerated that will include
trainings and professional development for service providers and county employees.
Education and Computer Literacy
Offer appropriate educational and computer skills training programs to both inmates and the formerly
incarcerated.
Financial Literacy and Services
Provide basic financial literacy to the formerly incarcerated and connect them with financial services
such as credit and budget counseling, bank accounts, public benefits and tax preparation assistance.
Employment
Develop and enhance job training and certificate programs targeted at the formerly incarcerated.
Develop and implement a county “Ban the Box” policy to remove the question about criminal records
from county employment applications during the initial application stage of the hiring process except
for certain identified sensitive positions in public safety and children’s services or as determined by the
agency. Policies vary across jurisdictions but have some of the following elements:
delete the criminal background question from initial application;
ensure that federal law, which requires that a conviction be “substantially related” to job
responsibilities, is enforced;
perform a background check once the candidate is selected or determined to be a serious prospect;
identify all positions for which background checks will be conducted due to the nexus between
offenses and job duties, or as required by law;
consider the gravity of the offense, the age of the cand idate at the time of the offense, and how
much time has elapsed since the conviction and the application;
the right of the applicant to be notified that they were disqualified because of information in the
background check and the right of the applicant to correct information and appeal the decision.
Candidates for jobs with conviction restrictions can be notified of such restrictions in position
announcements; and
apply the policy to county/city vendors and contractors.
For examples of “Ban the Box” policies, please visit the National Employment Law Project website:
http://www.nelp.org/index.php/content/content_issues/category/criminal_records _and_employm
ent/. For a “Q and A” on the policy, please visit:
http://www.crmintegrators.com/transformationnetwork/Advocacy/tabid/71/Default.aspx.
6
Mental Health
Identify individuals requiring mental health services prior to release and develop a transition process
that will allow for the seamless transference of medical records between institutions. Connect youth
to Contra Costa County Mental Health Services Act (MHSA) Transition Age Youth (TAY) program.
Substance Abuse
Improve the coordination of and access to substance abuse services for the reentry population
beginning pre-release. Provide technical support to Addiction Recovery Counselors to ensure that
prisoners suffering from substance abuse receive an integrated approach to treatment during and after
incarceration.
Health
Create a special committee to coordinate all health issues and services with a view towards
implementing a system for providing the reentry population with health services, including
transference of medical records, connecting them to services and establishing reimbursement
mechanisms.
Mentoring/Community Engagement
Create a task force dedicated to exploring structured mentoring opportunities and evidence-based
practices specific to addressing the needs of formerly incarcerated individuals. Identify and obtain
financial support to develop, evaluate and sustain mentoring efforts .
Housing
Involve the Inmate, community-based case manager and parole/probation officer in pre-release
planning process to identify housing opportunities. Collaborate with the housing authority to
implement policies that remove barriers to housing.
Legal Services
Connect reentry population to free and low-cost legal services including family court order
modifications, housing, “Clean Slate” clinics, Homeless Court and Traffic Court. Create reentry courts,
drug courts, mental health courts and alternatives to incarceration/diversion programs.
March 16, 2011
Contra Costa County
Reentry Strategic Plan
A vision of successful community reintegration
Developed by the Contra Costa Reentry Planning Initiative
Compiled by Urban Strategies Council and Ijichi Perkins & Associates
Table of Contents
Report Summary ..............................................................................................................................ii
Statement of Need .......................................................................................................................ii
BACKGROUND ............................................................................................................................ vii
Report Overview ........................................................................................................................ vii
Part I: Vision and Purpose .......................................................................................................... vii
Defining Reentry and Reintegration ...................................................................................... vii
Vision, Mission and Values Statement ................................................................................. viii
Goals and Objectives ............................................................................................................... ix
Part II: Policy and System Recommendations ............................................................................. x
Reentry System Policy Recommendations to the Contra Costa Board of Supervisors ........... x
Discussion of Reentry System Policy Recommendations ........................................................... xi
Part III: Program Recommendations .......................................................................................... xii
System-Wide Recommendations .......................................................................................... xiii
Part IV: Implementation Plan................................................................................................... xvii
CONTRA COSTA COUNTY REENTRY STRATEGIC PLAN .................................................................... 1
Statement of Need .......................................................................................................................... 1
Contra Costa County Reentry Planning Initiative ........................................................................... 7
BACKGROUND ............................................................................................................................. 7
REENTRY PLANNING INITIATIVE START-UP (August – December 2009) .................................... 9
PLANNING TASK FORCE AND WORKGROUPS (January – July 2010) .......................................... 9
ADOPTION OF STRATEGIC PLAN (September – December 2010) ............................................ 12
Contra Costa Reentry and Reintegration Collaborative Strategic Plan ........................................ 13
Part I: Vision and Purpose ............................................................................................................ 13
Defining Reentry and Reintegration ......................................................................................... 13
Vision, Mission and Values Statement ..................................................................................... 14
VISION STATEMENT .............................................................................................................. 14
MISSION STATEMENT ........................................................................................................... 14
PRINCIPLES and VALUES ....................................................................................................... 14
Goals and Objectives ..................................................................................................................... 15
Part II: Reentry System ................................................................................................................. 16
Infrastructure ............................................................................................................................ 16
Committee Descriptions ....................................................................................................... 18
Programs and Services .............................................................................................................. 23
Data and Information ................................................................................................................ 24
Communications Strategy ......................................................................................................... 26
Part III: Program Recommendations ............................................................................................. 26
System-Wide Recommendations .......................................................................................... 27
Education and Computer Literacy ........................................................................................ 28
Financial Literacy and Services ............................................................................................. 29
Employment .......................................................................................................................... 29
Mental Health ....................................................................................................................... 31
Substance Abuse ................................................................................................................... 32
Health .................................................................................................................................... 35
Mentoring/Community Engagement .................................................................................... 37
Housing ................................................................................................................................. 38
Legal Services ........................................................................................................................ 40
Part IV: Implementation Plan........................................................................................................ 44
Adoption of the Strategic Plan (Months1-5) ........................................................................ 44
Establish Proposed Infrastructure ........................................................................................ 46
Implementation of Programmatic Recommendations ......................................................... 50
Implementation Plan Timeline September 2010 – January 2011 ........................................ 66
Appendices .................................................................................................................................... 68
Appendix 1: Parolees by Zip Code 07/02/10 ........................................................................ 68
Appendix 2: Adult Probationers by City 08/06/10 ............................................................... 69
Appendix 3: Juvenile Probationers by City 08/06/10 ........................................................... 70
Appendix 4: Reentry Task Force Composition ...................................................................... 71
Appendix 5: Health Care Services Reentry Flow Chart ......................................................... 72
Appendix 5: Contra Costa County Reentry Planning Initiative Participant List .................... 73
Appendix 7: Definitions of Recidivism .................................................................................. 78
Appendix 8: Reentry Networks in California......................................................................... 79
Appendix 9: Funding Sources for Reentry ............................................................................ 81
End Notes .............................................................................................................................. 81
ii
Report Summary
Statement of Need
For the past four decades, the United States and the State of California have experienced a
period of mass incarceration with prison populations steadily expanding. Consequently, there
has been an accompanying mass release over this same period of time since over 90% of people
incarcerated are eventually released.i As shown in Table 13 below, 2009 data reveal there were
roughly 7,318 adults and juveniles under state or county criminal justice supervision in Contra
Costa County. Moreover, in 2008, Contra Costa County sent 494 adults to state prison and
1,927 adults were released for the first time (558) or released from a parole violation (1369).
Formerly incarcerated people are not evenly distributed throughout Contra Costa County and
tend to be concentrated in poor urban communities of color. In Contra Costa County, the cities
of Richmond, Pittsburg, Concord and Antioch have substantially higher densities of formerly
incarcerated people than other areas of the county. The maps below (Figures 1, 2, and 3)
provide pictures of how parolees and probationers are distributed across Contra Costa County
(accompanying tables can be found in the Appendices, beginning on page 66).
Table 1: 2009 Contra Costa County Reentry Population Summary Table
Parole Probation Total
Adult 1419 2719 4138
Juvenile 52ii 3128 3180
Total 1471 5847 7318
Upon release, the reentry population and the communities to which they return face a wide
array of challenges. Table 2 summarizes current research on the service needs of formerly
incarcerated adults and estimates the needs of the reentry population in Contra Costa County.
As this table indicates, the reentry population is in need of health care, housing, employment,
income, and a wide range of other services. Unfortunately, the communities to which they
return are often the communities least capable of meeting these reintegratio n needs.
Furthermore, CDCR and county jails do not provide many supports during the reentry process
and, consequently, over half (56%) of all people released from CDCR will return within 3 years
of their release. The flow of people between these communities and prison and jails
destabilizes the communities of return and creates substantial barriers to providing ongoing
health, employment, housing and educational services to a population in great need of these
services.
iii
Figure 1: Adult Parolee Population 07/02/10
Accompanying table found in Appendix 1: Parolees by Zip Code 07/02/10
iv
Figure 2: Adult Probation Population 08/06/10
Accompanying table found in Appendix 2: Adult Probationers by City 08/06/10
v
Figure 3: Juvenile Probation Population 08/06/10
Accompanying table found in Appendix 3: Juvenile Probationers by City 08/06/10
vi
Table 2: Adult Reentry Service Needs Estimates
Research Indicates: Among 4138 Adult Parolees
and Probationers We Estimate
That Approximately:
Substance Abuse
74% of parolees have a history of
substance abuse.1 Only 10% received
treatment while incarcerated.2
3062 treatment spaces are
needed
Employment
60% of parolees are not in the labor
market one year after release3
2482 job placements are
needed
Housing
Between 30% and 50% of parolees in
San Francisco and Los Angeles are
homeless4
Between 1241 and 2069
housing placements are
needed
Health Services
Around 16% of prisoners have a
Hepatitis C infection
662 primary care slots are
needed
Education
41% of parolees and 31% of
probationers lack a high school diploma
or GED5
1696 adult education spaces
are needed
Family Services
55% of soon-to-be-release prisoners
have children under the age of 186
2274 parolees and
probationers may need family
counseling, support or
reunification assistance
Recognizing these unprecedented levels of reentry, Contra Costa County has undertaken ste ps
to establish a reentry system to address the needs of the formerly incarcerated and the
communities to which they are returning. The Reentry Planning Initiative and this strategic plan
1 Mumola, C.J. Bureau of Justice Statistics Special Report: Substance Abuse and Treatment, State and
Federal Prisoners, 1997. Washington DC: US Department of Justice, Bureau of Justice Statistics, 1999.
2 Bureau of Justice Statistics. Correctional Populations in the United States, 1997. Washington DC: US
Department of Justice, Bureau of Justice Statistics, 2000.
3 Maruschak, L.M. Bureau of Justice Statistics Bulletin: HIV in Prisons 1997. Washington DC: US
Department of Justice, Bureau of Justice Statistics, 1999.
4 California Department of Corrections. Prevention Parole Failure Program: An Evaluation. Sacramento:
California Department of Corrections, 1997.
5 Correctional Populations in the United States, 1997.
6 Bureau of Justice Statistics Bulletin: HIV in Prisons 1997.
vii
are the first steps towards establishing such a system. Doing so requires building an
infrastructure that can foster the level of coordination and collaboration necessary for
supporting people as they reintegrate into our communities. By improving our reentry systems
we will simultaneously improve the health and safety of our communities and Contra Costa
County.
BACKGROUND
Interested in addressing the issues formerly incarcerated people face upon release, De Vone
Boggan, Director of the Richmond Office of Neighborhood Safety (ONS) and Supervisors Federal
Glover and John Gioia, Chair and Vice-Chair, respectively, of the Public Protection Committee of
the Contra Costa Board of Supervisors, collaborated to establish the Contra Costa County
Reentry Planning Initiative (Reentry Planning Initiative). The ONS secured funding from The
California Endowment and hired the Urban Strategies Council (Council) and Ijichi Perkins &
Associates (IPA) to facilitate a process to develop a Reentry Strategic Plan to improve
coordination and collaboration among reentry stakeholders and, ultimat ely, to improve
outcomes for the formerly incarcerated residents of Contra Costa County. During the period
from August 2009 through July 2010, the Initiative convened 14 meetings of approximately 200
stakeholders including county, city and state agencies, elected officials, service providers,
formerly incarcerated individuals, community-based organizations and residents from across
the county to gather input and advise on the strategic reentry plan.
This report and strategic plan are the products of a nine-month planning process involving
reentry stakeholders from across Contra Costa County. The strategic plan presents a vision of
reentry for Contra Costa County to make formerly incarcerated people more successful,
communities safer and to improve the efficiency and effectiveness with which people returning
from prison and jail are served. This Plan is considered a living document that will be regularly
updated to reflect the current issues, problems and opportunities within Contra Costa County.
Therefore, the strategic plan should be seen as a framework for addressing reentry throughout
the county.
Report Overview
Part I of the strategic plan describes the ideological framework and foundation for subsequent
portions of this document. The vision, principles and goals presented below offer a long-term
perspective on how reentry should operate within Contra Costa County. Accordingly, even as
progress is made towards implementing the system (described in Part II) and this strategic plan
is updated, the ideological framework describe in Part I will guide future developments. In
addition, the Planning Task Force determined that the coalition they are designing would be
called the Contra Costa County Reentry and Reintegration Collaborative (CCCRRC).
viii
Part I: Vision and Purpose
Defining Reentry and Reintegration
Reentry and reintegration refer to both a philosophic approach to criminal justice and to a
process of community reintegration. As a philosophy “reentry” refers to an approach to the
criminal justice system (especially corrections) that works towards the successful reintegration
of an individual from the point of adjudication within the system. Therefore, as a process,
reentry begins at the time of adjudication and is completed when a person is successfully
reintegrated back within their community. By focusing on community reintegration, reentry
seeks to identify and meet the needs of the individual at each point of the process in a way that
supports success in the community. Furthermore, this definition of reentry emphasizes the
belief that a person who successfully completes the process is more capable of leading a
productive, crime-free life than when they entered the criminal justice system.
Reentry and Reintegration is defined as a process, beginning at the time of adjudication, which
plans for and provides the necessary services and supports to enable the formerly incarcerated
individual to reenter the community, achieve stability and successfully reintegrate back into
family and community life and to complete probation and parole without being re-incarcerated.
The CCCRRC believes that the reentry process is comprised of five stages:
1. Arrest and Adjudication: the period from arrest through adjudication.
2. Incarceration: the period of time when an individual is incarcerated within an
institution.
3. Pre-Release: the activities that occur inside the institution to prepare a person for
release once a date of release is known. Depending on the institution, the timeframe
for this stage may vary with some lasting no more than a few hours and others for
months.
4. Release/Reentry: the period of time beginning at release from the institution through
the time at which the individual is stabilized back into the community.
5. Reintegration: the period during which a person is reintegrated within their community
and is actively pursuing a path towards a healthy and productive life.
Vision, Mission and Values Statement
The following statements were developed and adopted by the CCCRRC during the Contra Costa
Reentry Planning Initiative.
Vision Statement
Individuals released from incarceration into communities in Contra Costa County will become
part of an integrated and supportive service network comprised of community -based
organizations, government and public agencies and the broader community. This network will
jointly create a pathway for the successful reentry and reintegration of formerly incarcerated
individuals back into the community.
ix
Mission Statement
The CCCRRC’s primary mission is to engage and support individuals, families, and communities
in formerly incarcerated individuals to become active and impactful members of their
communities. The CCCRRC will accomplish this mission through the development and support
of necessary public policy, public safety, community awareness and services.
Reentry services are part of a continuum that begins at the point an individual enters the justice
system and continues through successful reintegration. Formerly incarcerated individuals and
others directly affected by the criminal justice system are involved with the CCCRRC, providing
input on prevention, service delivery, advocacy, and policy issues that encourage reintegration
into the community and recidivism reduction.
Principles and Values
The Contra Costa County Reentry and Reintegration Collaborative is guided by the following
principles and values:
CCCRRC seeks to provide increased awareness about the value of formerly incarcerated
individuals and their loved ones to their communities.
Individuals are more likely to experience success when they are part of a supportive,
integrated system.
Reentry and reintegration begin while the individual is incarcerated.
While leaving room for innovation, evidence-based practices are utilized when
developing programs and policies.
Collaboration, coordination, information, and communication are critical to the Contra
Costa County Reentry and Reintegration Collaborative’s success and sustainability.
The good of the community comes before one's self and/or organization al interests.
Goals and Objectives
Clear and concise goals and objectives are an integral part of the Contra Costa Reentry
Initiative. These goals and objectives focus the efforts of the Initiative, increase its credibility
with stakeholders, and provide critical tools for assessing the extent to which it is accomplishing
its mission.
In terms of framing performance goals, objectives and outcomes, the Initiative:
Uses a holistic, systemic, and inclusive approach that involves federal, state and local
government stakeholders, community organizations, advocates, the formerly
incarcerated as well as family and community members;
Adopts strategies that draw on evidenced-based approaches and practices;
Targets high-to moderate-risk probationers and parolees through the use of validated
assessment tools;
x
Emphasizes geographic areas in which a disproportionate number of probationers and
parolees are drawn from and return to;
Incorporates assessment and case management tools targeting continuous reentry
planning, beginning at the point of admission to the criminal justice system, and working
through pre- and post-release;
Embraces a commitment to the continuous and appropriate delivery of drug treatment,
medical care, job training and placement, educational services, cognitive be havioral
therapy and/or other services essential to reentry; and,
Provides for independent evaluations of reentry programs using, when feasible, random
assignment and controlled studies to determine effectiveness of programs and services
offered.
In order for the Initiative to continuously improve its ability to meet the need s of individuals
reintegrating into the community, reduce recidivism, and maintain public safety, it addresses a
wide range of reentry-related issues including:
Increased job training, placement, and employment opportunities;
Increased educational opportunities;
Reduced violations of conditions of supervised release;
Increased payment of child support;
Increased housing opportunities;
Reduced drug and alcohol abuse through participation in substance abuse services;
Increased participation in physical and mental health services;
Increased financial literacy; and
Increased family and community engagement in reentry.
These issues are addressed through program and service recommendations in Part III
(beginning on page 26 of this plan).
Part II: Policy and System Recommendations
Based upon the research, discussions and deliberations of the Task Force and Work Groups, the
Planning Initiative has prepared two sets of recommendations. The fir st set of
recommendations is directed to the Board of Supervisors and address broad policy and systems
issues. A second set of Program Recommendations is directed to the proposed CCCRRC and
the community-at large and form the foundation for the work of t he CCCRRC.
Reentry System Policy Recommendations to the Contra Costa Board of
Supervisors
1. The Board should adopt the Contra Costa County Reentry Strategic Plan as the county’s
strategic plan for reentry.
2. The Board should adopt the CCCRRC as the countywide mechanism for coordination and
implementation of the reentry strategic plan.
xi
3. The Board should designate a single county agency to house the CCCRRC and to provide
leadership and administrative support for its operations and to coordinate the support
of other county and governmental agencies, non-profit, faith-based and business
partners, and community residents in achievement of the goals and objectives set forth
in the reentry strategic plan.
Discussion of Reentry System Policy Recommendations
One of the primary goals of the Contra Costa County Reentry Planning Initiative is to design and
implement a countywide infrastructure that will operate an efficient and effective system of
community reentry and reintegration from incarceration. The diagram below depicts the
infrastructure developed by the participants of the Reentry Planning Initiative. Each committee
is described in greater detail on subsequent pages.
Figure 4: CCCRRC Infrastructure Diagram
Role: Policy makers,
approve strategic plan,
provide resources
Programs and
Services
Subcommittee
Data and
Information
Subcommittee
Coordinating
Council
Role: Communication,
coordination, strategic
plan (oversight of
development/updates)
, public system
interface, resource
development and
leveraging current
resources
Role: Strategic plan,
communication, clinical
resource, coordination,
document production
Staffing Decision Makers Table
Accountability
Role: Technical
assistance to
programs/services,
training and professional
development, resource
development
Role: Data collection,
assessment, evaluation,
information services,
reporting
xii
The Contra Costa County Coordinating Council is the coordinating and communication hub of
the collaborative. Information passes through the Coordinating Council (either formally or
informally) as the lead body to ensure the collaborative remains informed of reentry activity
and supports in Contra Costa County. Representatives serving on the Coordinating Council are
advisors to key decision-makers. On an annual basis the Coordinating Council will present a
“State of Affairs” (plan and strategies) and a six-month review to the Decision Makers Table.
This committee will be charged with discussing a wide range of issues and will serve as an
advisory body to the Decision Maker Table. As the most representative body of the
Collaborative, the Coordinating Council will be responsible for establishing the operational
policies of the CCCRRC. In doing so, the Coordinating Council will create a system of
accountability among the various committees and all those involved with the CCCRRC.
The Programs and Services Subcommittee provides technical assistance for programs and
services, training and professional development, resource development for providers; identifies
information needs, inventories current services, best practices/research; prepares
gaps/needs/assets analysis and policy recommendations. This subcommittee will initially be
created from the existing East and West County provider groups. A s the CCCRRC develops it
may be necessary to develop workgroups around specific services (e.g., employment, housing)
that will serve under the Programs and Services Subcommittee. These workgroups would bring
together stakeholders within these specific fields and could be established on an as-needed
basis (e.g., to develop a countywide application for fundin g) or become a permanent
component of the CCCRRC.
The Data and Information Subcommittee supports the rest of the CCCRRC’s effort by ensuring
that data and informational needs of the various committees , stakeholders and the community
are being met. They also serve an information management function by collecting the current
data on the reentry population in Contra Costa County and making those data available to the
CCCRRC. This subcommittee also will work with existing research and program evaluation
organizations to conduct regular assessments of existing programs. The Data and Information
Subcommittee will produce regular reports in order to share their research with municipal
leaders, media, and local community organizations.
The Decision Makers Table initiates legislation and policy and commits resources and other
support for the goals, objectives, and activities proposed by the Coordinating Council to
improve the lives of those affected by reentry services. The Decision Makers Table approves an
annual reentry plan and conducts a mid-year review to determine progress on the plan and to
identify policy and resource needs.
Part III: Program Recommendations
In addition to designing a recommended infrastructure to support an effective reentry system,
the Reentry Planning Initiative also produced a series of programmatic recommendations for
critical services. These recommendations were developed by staff from the relevant
county/city agencies, CBOs and other stakeholders engaged in the process. Each set of
xiii
programmatic recommendations is specific to that service area; however, they also share a
common set of ideas about how the reentry system should operate. These common elements
have been pulled out from the specific service areas and are presented as “System-Wide
Recommendations” because they were identified as critical to achieving the service specific
recommendations outlined below. In this executive summary we provide a sketch of the
recommendations, to see the more detailed list go to page 26 of the Strategic Plan.
System-Wide Recommendations
Reentry Process Recommendations
1. Sentencing: Incorporate a risk and needs assessment requirement throughout the
criminal justice process beginning with sentencing.
2. Incarceration: Utilize incarceration as an opportunity for individuals to address
individual needs, increase human and social capital, and to begin establishing
connections with positive social networks:
o Begin service delivery by community-based providers immediately upon
incarceration with pre-release planning beginning a minimum of 120 days prior
to release whenever possible.
3. Pre-Release: Establish and formalize a pre-release planning process that identifies
service needs and, prior to release, connects prisoners with community-based service
providers.
4. Release: Develop a system for providing transitional services that connect the formerly
incarcerated with positive social networks that were established prior to release.
5. Reentry: Build/support a full continuum for the provision of particular services (e.g.,
employment, housing, health).
Service Delivery System Recommendations
1. Develop the service delivery system to ensure sufficient capacity and supply of services
to meet the needs of the formerly incarcerated population in Contra Costa County.
2. Establish professional development requirements for all service providers who receive
funding through the Richmond and Contra Costa County Workforce Investment Boards.
3. Provide training opportunities for Parole, Probation and Municipal Police Departments
that address best practices on how to work with the at -risk youth population.
Education and Computer Literacy Recommendations
1. Offer targeted remedial and supportive educational programs to boost basic skill
proficiency levels among formerly incarcerated individuals.
2. Provide and expand in-person computer skills training programs for formerly
incarcerated individuals both inside correctional/detention facilities and in the
community.
xiv
3. Provide access to college level courses (during and after incarceration), financial aid, and
support services (EOPS, DSPS, tutoring, counseling, reentry programs).
4. Offer supportive programs to prepare formerly incarcerated individuals for the
necessary discipline and focus required for long-term commitment to educational goals
such as completion of the G.E.D.
Financial Literacy and Services
1. Provide basic financial literacy skills training to formerly incarcerated individuals who
leave custody and access services through the CCCRRC.
2. Provide formerly incarcerated individuals with access to financial support tools,
including public benefits, supportive services, and individual development accounts
(IDAs) to help individuals begin to stabilize their financial situations.
3. Conduct targeted outreach to the reentry population for free tax preparation assistance
to help them access Earned Income Tax Credit.
4. Offer credit-counseling/credit-repair.
5. Connect individuals with bank accounts to avoid check cashing outlets.
6. Provide budgeting classes/counseling.
Employment
1. Develop targeted services and programs to increase the employment rate of formerly
incarcerated individuals and address the impact of a criminal record on employment.
2. Expand the number and range of supported/subsidized work experience programs for
formerly incarcerated individuals.
3. Develop and enhance job-specific training and certification programs during
incarceration.
4. Develop and enhance paid training programs/transitional employment in multiple
sectors, targeting individuals recently released from incarceration.
5. Evaluate the county’s hiring procedures and adopt the specific Equal Employment
Opportunity Commission (EEOC) criteria that reflect minimum federal requirements.
6. Develop and implement a county “Ban the Box” policy to remove the question about
criminal records from county employment applications during the initial application
stage of the hiring process except for certain identified sensitive positions in public
safety and children’s services or as determined by the agency. Policies vary across
jurisdictions but have some of the following elements:
delete the criminal background question from initial application;
ensure that federal law, which requires that a conviction be “substantially related”
to job responsibilities, is enforced;
perform a background check once the candidate is selected or determined to be a
serious prospect;
identify all positions for which background checks will be conducted due to the
nexus between offenses and job duties, or as required by law;
xv
consider the gravity of the offense, the age of the candidate at the time of the
offense, and how much time has elapsed since the conviction and the application ;
the right of the applicant to be notified that they were disqualified because of
information in the background check and the right of the applicant to correct
information and appeal the decision. Candidates for jobs with conviction
restrictions can be notified of such restriction s in position announcements; and
apply the policy to county/city vendors and contractors. For examples of “Ban the
Box” policies, please visit the National Employment Law Project website:
http://www.nelp.org/index.php/content/content_issues/category/criminal_records
_and_employment/. For a “Q and A” on the policy, please visit:
http://www.crmintegrators.com/transformationnetwork/Advocacy/tabid/71/Defaul
t.aspx.
7. Outreach to businesses/employers to encourage use of available financial incentives for
hiring people with criminal records.
8. Create an efficient process for access to employment records during incarceration from
CDCR, county detention system and juvenile hall.
Mental Health
1. Identify parolees/probationers with mental health issues prior to release.
2. Develop a seamless transition into mental health services from county jail and state
prison that ensures an intake appointment within the first week of release.
3. Implement a process for obtaining/transferring complete medical records prior to
release.
4. Implement a process for developing a case conference/treatment plan with affected
departments/agencies prior to release.
5. Incorporate mental health status exam into sentencing determinations, especially for
youth.
6. If a youth is a mental health services consumer, connect him/her to the Contra Costa
County Mental Health Services Act (MHSA) Transition Age Youth (TAY) program.
Substance Abuse
1. Improve the coordination of and access to substance abuse services for the reentry
population.
2. Coordinate the development of the pre-release substance abuse assessments.
3. Early identification of substance-abusing prisoners scheduled to return to Contra Costa
County, supporting early and active transition planning 3 months prior to release.
4. Develop an effective and regular system of communication between Addiction Recovery
Counselors (ARC) counselors and Alcohol and Other Drug Services (AODS).
5. Provide technical support to ARC counselors to ensure that prisoners suffering from
substance abuse or co-occurring disorders receive an integrated approach to treatment
during and after incarceration as determined by on AOD assessment.
xvi
6. Ensure that ARC counselors incorporate conditions of parole into clients' transition
plans.
7. Assess clients’ eligibility to public benefits prior to release.
8. Develop a system to connect formerly incarcerated individuals with positive social
networks prior to release.
9. Ensure that ARC counselors keep up-to-date information about substance abuse
services in Contra Costa County.
10. Address immediate issues prior to release that could prevent successful reentry such as
substance abuse treatment, lack of medication, housing, etc.
Health
1. Develop a coordinated mechanism for providing re-entrants with health services.
2. Ensure that reimbursement mechanisms for covering the cost of health care are
established and that MOUs and policy related to this are implemented.
3. Establish a special committee to coordinate mental health, health and substance abuse
issues.
4. Advocate with CDCR to obtain medical, mental health and substance abuse records to
provide continuity of care and expedite establishment of benefits.
5. Advocate for clarification of the definition of “legal residence” to ensure access to all
potential reimbursement mechanisms.
Mentoring/Community Engagement
1. Incorporate a consultation with youth social worker, advocate or mentor (if possible)
into sentencing decision in order to gather valuable psychosocial information on youth.
2. Create a task force dedicated to exploring structured mentoring opportunities/practices
specific to addressing the needs of formerly incarcerated individuals.
3. Identify promising strategies/evidence-based models and best practices of mentoring
that have demonstrated success in serving those who are formerly incarcerated.
4. Select and support the development of successful mentoring strategies/programs that
are designed specifically to serve the formerly incarcerated:
o Identify and obtain financial support to develop, evaluate and sustain mentoring
efforts that address the needs of the formerly incarcerated.
o Implement the program with operating procedures and standards for mentor
and participant that include recruitment, screening, training, matching,
monitoring and support, match closure and evaluation strategies based on the
latest mentoring research and evidence from experienced mentoring
practitioners.
Housing
xvii
1. Ensure housing-focused discharge planning prior to release.
2. Develop pre-release plans that realistically address the housing needs of the individual.
3. Involve the inmate, community-based case manager and parole/probation officer in
pre-release planning process.
4. Connect formerly incarcerated individuals with support system immediately upon
release.
5. Provide opportunities for community service upon release .
6. Offer peer-driven case management and supports to facilitate transition process .
7. Remove any barriers to affordable housing:
o Work with developers to remove "screening" for people with criminal records.
o Work with Housing Authority to remove any potential barriers in their policies
and practices.
o Work with affordable housing currently in operation to make sure that there is
no bar against the formerly incarcerated person reentering those units (i.e. to
reunify with family).
8. Increase the supply of housing dedicated to the formerly incarcerated in Contra Costa
County
9. Provide service providers with professional training opportunities to develop their
understanding of the formerly incarcerated.
o Establish professional development requirements for all service providers who
receive funding through the Richmond and Contra Costa County Workforce
Investment Boards.
Legal Services
1. Conduct a legal issues risk and needs assessment to during incarceration, pre-release
and post-release.
2. Increase the number of currently incarcerated and formerly incarcerated individuals’
participation in services/programs that modify child support payments, establish
paternity, determine visitation rights, and release license holds immediately upon
incarceration.
3. Increase the number of formerly incarcerated individuals’ participation with Housing
Law Providers in an effort to decrease evictions and increase access to subsidized
housing.
4. Increase the number of formerly incarcerated individuals who participate in Homeless
Court and/or attend Traffic Court.
5. Increase the number of formerly incarcerated individuals who have access to their
county/state RAP sheet.
6. Increase number of employers who understand and follow employment law related to
hiring individuals with criminal records.
7. Increase understanding and completion of terms of Parole and Probation in order to
decrease violations. Increase communication between Parole/Probation and service
providers regarding violation hearings.
xviii
8. Increase number of registered and voting formerly incarcerated individuals in Contra
Costa County.
9. Create reentry courts, drug courts, mental health courts and alternatives to
incarceration/diversion programs in order to address underlying causal factors for
offenses such as substance abuse and mental health disorders in order to reduce
recidivism and increase recovery.
10. Create a monthly “Clean Slate” clinic that provides access to legal remedies to common
barriers to housing, employment and public benefits and for juveniles ’ record sealing.
11. Create training for reentry service providers on legal issues, barriers and remedies.
Establish training requirements around reentry legal issues for all service providers who
receive funding through the Richmond and Contra Costa County funding streams
specific to the area of service.
12. If youth is incarcerated for sex work, work with judge to see if there is a prison/jail
alternative.
13. Identify jail/prison alternatives for youth (e.g., boys/girls ranch, mental health treatment
center) if appropriate, and inform judge of these options.
Part IV: Implementation Plan
The implementation of this strategic plan consists of three phases: 1) Adoption of the Strategic
Plan; 2) Establishment of the Reentry Infrastructure; and 3) Implementation of the
Programmatic Recommendations.
The first phase of implementation is to have the strategic plan formally adopted by the Contra
Costa County Board of Supervisors and the Antioch, Concord, Pittsburg and Richmond City
Councils. Therefore, the members of the Reentry Planning Task Force and the soon to be
established CCCRRC will hold a series of meetings with the directors of county and city agencies
in these jurisdictions to brief them and obtain their support for this Strategic Plan.
Subsequently, the strategic plan will be brought to the Contra Costa County Board of
Supervisors and city councils with a request for formal adoption.
Concurrent with the adoption of the strategic plan the participants of the Reentry Planning
Initiative will begin to establish the reentry infrastructure outlined above. The current Reentry
Planning Task Force will create the Coordinating Council and the existing East and West County
provider groups will create the Programs and Services Subcommittee. During this time the
committees will establish their procedural and operational practices to ensure that they are
fully functioning when the Board of Supervisors adopts the strategic plan.
Implementation of the programmatic recommendations will begin as soon as the infrastructure
is in place, with certain recommendations moving forward after the various committees being
established. An emphasis will be placed on implementing the system-wide recommendations
first as they will have the greatest impact on the efficiency and effectiveness of the service area
recommendations.
xix
A logic model outlining the program recommendations, the performance measures associated
with those recommendations and the resources that will be devoted towards these
recommendations is on page 44 of this Plan.
xx
9/20/2010
Recommendation from
BOS Public Protection Cmt.
10/22/2010 - 11/20/2010
Est. Data Subcommittee__
9/1/2010 1/24/2011
10/1/2010 11/1/2010 12/1/2010 1/1/2011
10/14/2010 - 11/19/2010
__Presentations to BOS and City Councils__
9/10/2010 - 11/2/2010
Mtgs w/ City/County Agency Directors__
Program Specific Recommendations
12/17/2010 - 1/24/2011
Contra Costa Reentry Initiative September 2010 - January 2011
9/20/2010 - 10/28/2010
Est. Programs and Services Subcommittee__
11/20/2010
Adoption
11/25/2010
CCCRRC Est.
Est. Coordinating Council__
9/7/2010 - 10/5/2010
12/6/2010 - 1/24/2011
Program Recommendations
12/7/2010 - 1/24/2011
System-Wide Recommendations
9/1/2010 - 11/25/2010
__Adoption of Strategic Plan__
9/5/2010 - 12/4/2010
Establishment of CCCRRC Infrastructure
1
CONTRA COSTA COUNTY REENTRY STRATEGIC PLAN
This strategic plan is the product of a nine-month planning process involving over 200
reentry stakeholders from across Contra Costa County. This strategic plan presents a vision of
reentry for Contra Costa County to make formerly incarcerated people more successful,
communities safer and to improve the efficiency and effectiveness with which people returning
from prison and jail are served. This plan is considered a living document that will be regularly
updated to reflect the current issues, problems and opportunities within Contra Costa County.
Therefore, the strategic plan should be seen as a framework for addressing reentry throughout
the County.
Statement of Need
For the past four decades, the United States and the State of California have experienced a
period of mass incarceration with prison populations steadily expanding. Consequently, there
has been an accompanying mass release over this same period of time since 90% of people
incarcerated are eventually released.iii A report by the PEW Charitable Trust found that 1 in 36
adults in California are under correctional control (incarcerated or on parole or probation) as of
2007.iv In 1982 the figure was 1 in 69. However, in 2008-09 California experienced its first
reduction with a 2.5% drop in the state prison population. This decrease is likely to continue as
California, like many states, attempts to reign in the expanding costs of operating large state
prison systems.v
As shown in Table 13 below, 2009 data reveal there are roughly 7,318 people under state or
county criminal justice supervision in Contra Costa Cou nty. Additionally, in 2008, Contra Costa
County sent 494 adults to state prison and 1,927 adults were released for the first time (558) or
released from a parole violation (1369). One way in which the state plans to reduce the prison
population is by cutting the number of people that return to state prison for a parole violation.
The recently introduced “non-revocable parole” status is only available to “low risk” parolees
and does not allow for any revocation of parole, nor does it offer any supervision or services by
a parole officer. For people placed on non-revocable parole the responsibility of accessing
services will be entirely their own.
Table 13: Reentry Population Summary Table
Parole Probation Total
Adult 1419 2719 4138
Juvenile 52vi 3128 3180
Total 1471 5847 7318
The impending reductions in state prison populations make it critically important that Contra
Costa County be prepared to meet the needs of formerly incarcerated people and their
communities. While 1 in 36 adults may be under correctional control, they are not evenly
2
distributed throughout the county. High concentrations of formerly incarcerated people tend
to live poor urban communities of color. In Contra Costa County cities such as Richmond,
Pittsburg, Concord and Antioch are likely to have substantially higher densities of formerly
incarcerated people than other parts of the county. The maps below illustrate how parolees
and probationers are distributed across Contra Costa County (accompanying tables can be
found beginning on page 68).
3
Figure 5: Adult Parolee Population 07/02/10
Accompanying table found in Appendix 1: Parolees by Zip Code 07/02/10
4
Figure 6: Adult Probation Population 08/06/10
Accompanying table found in Appendix 2: Adult Probationers by City 08/06/10
5
Figure 7: Juvenile Probation Population 08/06/10
Accompanying table found in Appendix 3: Juvenile Probationers by City 08/06/10
6
Upon release, the reentry population and the communities to which they return face a wide
array of challenges. Table below summarizes some of the current research on the needs of
formerly incarcerated adults the reentry population of Contra Costa County. As this table
indicates, the reentry population is in need of health care, housing, employment, income, and a
wide range of other services. Unfortunately, the communities to which they return are often
the communities least capable of meeting these reintegration needs. Furthermore, CDCR and
county jails do not provide many supports during the reentry process and, consequently, over
half of all persons released from CDCR and return within 3 years of their release . The flow of
persons between these communities and prison and jails destabilizes the communities of return
and also creates substantial barriers to providing ongoing health, employment, housing and
educational services to a population in great need of these services.
Table 2: Adult Reentry Service Needs
Research Indicates: Among 4138 Adult Parolees
and Probationers We Estimate
That Approximately:
Substance Abuse
74% of parolees have a history of
substance abuse.7 Only 10% received
treatment while incarcerated.8
3062 treatment spaces are
needed
Employment
60% of parolees are not in the labor market
one year after release9
2482 job placements are needed
Housing
Between 30% and 50% of parolees in San
Francisco and Los Angeles are homeless10
Between 1241 and 2069 housing
placements are needed
Health Services
Around 16% of prisoners have a Hepatitis C
infection
662 primary care slots are needed
Education
41% of parolees and 31% of probationers
lack a high school diploma or GED11
1696 adult education spaces are
needed
http://www.cdcr.ca.gov/Reports_Research/Offender_Information_Services_Branch/Annual/RECID3/Recid3d2005
.pdf.
7 Bureau of Justice Statistics Special Report: Substance Abuse and Treatment, State and Federal
Prisoners, 1997.
8 Correctional Populations in the United States, 1997.
9 Bureau of Justice Statistics Bulletin: HIV in Prisons 1997.
10 Prevention Parole Failure Program: An Evaluation.
11 Correctional Populations in the United States, 1997.
7
Family Services
55% of soon-to-be-release prisoners have
children under the age of 1812
2274 parolees and probationers
may need family counseling,
support or reunification
assistance
Recognizing these unprecedented levels of reentry, Contra Costa County began a process to
establish a reentry system to address the needs of the formerly incarcerated and the
communities to which they are returning. The Reentry Planning Initiative and this Strategic
Plan are the first steps towards establishing such a system. Doing so requires building an
infrastructure that can foster the level of coordination and collaboration necessary for
supporting people as they reintegrate into our communities. By improving our reentry systems
we will simultaneously improve the health and safety of our communities and Contra Costa
County.
Contra Costa County Reentry Planning Initiative
BACKGROUND
Interested in addressing the issues formerly incarcerated people face upon release, De Vone
Boggan, Director of the Richmond Office of Neighborhood Safety (ONS) and Supervisors Federal
Glover and John Gioia, Chair and Vice-Chair, respectively, of the Public Protection Committee of
the Contra Costa Board of Supervisors, collaborated to establish the Contra Costa County
Reentry Planning Initiative (Reentry Planning Initiative). The ONS secured funding from The
California Endowment and hired the Urban Strategies Council (Council) and Ijichi Perkins &
Associates (IPA) to facilitate a process to develop a reentry strategic plan to improve
coordination and collaboration among reentry stakeholders and, ultimately, to improve
outcomes for the formerly incarcerated residents of Contra Costa County. During the period
from August 2009 through July 2010, the Initiative convened 14 meetings of approximately 200
stakeholders including county, city and state agencies, elected officials, service providers,
formerly incarcerated individuals, community-based organizations and residents from across
the county to gather input and advise on the strategic reentry plan.
The Reentry Planning Initiative consists of three distinct phases , two of which have been
completed. These phases are described in the diagram and narrative below.
12 Bureau of Justice Statistics Bulletin: HIV in Prisons 1997.
8
Building
Health
Communities
Stakeholders
Convening
CONTRA COSTA COUNTY RE-ENTRY PLANNING PROCESS DIAGRAM
CITIES’
AGENCIES
COUNTY
AGENCIES
STATE
AGENCIES
CBOS
COMMUNITY
GATHERING
PLANNING
TASK FORCE
AND
WORKGROUPS
PAROLEES
AND
PROBATION
ERS
Facilitated
Meetings to
Develop
Structure and
Plan
West
County
Convening
East
County
Convening
PRESENTATIONS
TO BD. OF
SUPERVISORS/
CITY COUNCIL
Final Products:
1.Reentry Strategic Plan for Contra Costa County
2.Proposal for Contra Costa County Reentry
infrastructure
3.Inventory of reentry services in Contra Costa
County
4.Policy recommendations on reentry
5.Develop an implementation/action plan
9
REENTRY PLANNING INITIATIVE START-UP (August – December 2009)
The first step in the planning process was to deliver a series of presentations on the proposed
planning process to relevant committees and stakeholders across Contra Costa County. The
consultants delivered presentations to the following bodies: 1) Contra Costa Public Protection
Committee; 2) Supervisor John Gioia; 3) Supervisor Federal Glover; and 4) Contra Costa Civil
Grand Jury. After obtaining the support of both supervisors, an executive committee was
formed and began to plan for a kick-off event, which was held on September 30, 2009. At this
event stakeholders were presented with an overview of the proposed planning process and
offered the Executive Committee feedback. This event was also an opportunity for
stakeholders to determine what, if any, involvement they wanted to have in the Reentry
Planning Initiative. Following the kick-off event the executive committee incorporated the
feedback and began planning for the first meeting of the Reentry Planning Initiative, which was
held in January 2010. Three primary goals of the Reentry Planning Initiative were identified:
1. Develop a reentry strategic plan that includes policy recommendations
2. Develop a proposal for a reentry infrastructure
3. Conduct an initial inventory of reentry services in Contra Costa County
PLANNING TASK FORCE AND WORKGROUPS (January – July 2010)
The Reentry Planning Initiative consisted of three groups: (1) Planning Task Force (Task Force);
(2) Infrastructure Workgroup; and (3) Programs and Services Workgroup.
The Task Force consists of 23 members from relevant county and city agencies, corrections
officials, community/faith-based organizations and formerly incarcerated people (see Appendix
4). The workgroups were open to any interested individuals and groups, and Task Force
members participated in at least one of the workgroups. The Task Force served as primary
decision-making body while the workgroups developed content for the Task Force to review.
The Reentry Planning Initiative met monthly as a whole, with the first part of the meeting
devoted to the workgroups and the second part to the Task Force to review progress. Through
this process the Task Force and the workgroups developed the comprehensive Reentry
Strategic Plan for Contra Costa County.
When the Task Force first convened in January, the Department of Justice had ju st released the
Request for Proposals (RFP) for the Second Chance Act which focused on improving reentry
systems within local jurisdictions. Accordingly, the Task Force served as a platform for
coordinating two countywide applications for Second Chance Act funding. There were two
RFPs released: one available to public agencies and another available to community-based
organizations. Each of these applicants (Probation Department and the Neighborhood House of
North Richmond) conducted their respective internal application process and by working
through the Task Force. They were able to develop their proposals collaboratively, thereby
10
presenting a coordinated, cohesive and well-organized set of applications to the Department of
Justice. One of the primary requirements of the Second Chance Act is to have a comprehensive
strategic plan. Using the probation department’s existing juvenile justice strategic plan, the
Task Force assisted in further developing that strategic plan, which serves as the foundation for
this plan. During the development of the Second Chance Act proposals the Task Force was able
to establish a vision for reentry in Contra Costa County that guided the design of a reentry
system for the county. The table below describes the goals and objectives of the Reentry
Planning Initiative meetings subsequent to the submission of the Second Chance Act
application.
11
Table 4: Reentry Planning Initiative Outcome Matrix
Meeting 1 Meetings 2 & 3 Meetings 4 & 5 Meeting 6
General
Meeting
Outcomes
1. Create
Workgroups
2. Adopt Task
Force
Composition
3. Adopt Values
and Mission
Statement
1. Adoption of
goals and
objectives of
Reentry
Strategic Plan
2. Adoption of
component
parts
3. Adoption of
ideal service
provisions at
each phase of
reentry process
1. Adoption of
performance
measures
1. Adoptio
n of final
plan
Task Force -
Strategic
Planning sub-
committee
4. Goals and
Objectives for
strategic plan
4. Final Outline of
Reentry
Strategic Plan
5. Overview of
“Reentry in
Contra Costa
County”
2. Logic Model
3. Implementation
Schedule
4. Performance
Measures
5. Communications
Strategy
Workgroup -
Infrastructure
5. Identify
functions of
reentry
infrastructure
6. Identify
existing
bodies and
the functions
that they
perform
6. Organizational
chart of reentry
infrastructure
7. Description of
each
component and
process for
coordination
and
communication
6. Develop
Implementation
Plan for
establishing the
proposed
infrastructure
7. Identify
performance
measures for
tracking progress
Workgroup -
Programs and
Services
8. Description of
program and
service needs
at each phase
of reentry
process
8. Develop
process for
data-driven
prioritization of
service and
program needs
(gap analysis)
9. Identify process
8. Develop
implementation
plan for ongoing
prioritization of
needs and
professional
development
9. Identify
12
Meeting 1 Meetings 2 & 3 Meetings 4 & 5 Meeting 6
for networking
and
professional
development to
address priority
needs
performance
measures and
benchmarks to
track progress
ADOPTION OF STRATEGIC PLAN (September – December 2010)
After the Task Force and workgroups have finished convening and developing the Reentry
Strategic Plan, including the proposed reentry infrastructure, a series of meetings with directors
of city and county agencies, community meetings and elected bodies will be held to obtain buy-
in. During these meetings each county/city agency will have the opportunity to review the
strategic plan and offer input. While most departments have done so through their
representatives on the Task Force, this process will provide the directors with opportunity to
review the strategic plan prior to any presentations to the Board of Supervisors or city councils.
The audience at the community meetings will be determined after the vetting process with the
various public agencies is complete. Minimally, the Reentry Planning Initiative’s proposal will
be presented to stakeholders and community members during meetings in West County and in
East County. There also will be presentations to other stakeholder groups such as the Building
Healthy Communities Planning Group. After the proposed plan has been reviewed with the
community and county/city agencies it will be presented to Board of Supervisors and various
city councils across the county.
13
Contra Costa Reentry and Reintegration Collaborative Strategic
Plan
This strategic plan is the product of the Contra Costa Reentry Planning Initiative and will
guide the work of the Contra Costa Reentry and Reintegration Collaborative (CCCRRC). This
strategic plan functions as a living document that will consistently be updated and modified in
order to reflect the current status of reentry in Contra Costa County. This plan has four parts:
1) Vision and Purpose; 2) Reentry System; 3) Program Recommendations; and 4)
Implementation and Sustainability.
Part I: Vision and Purpose
In Part I of the strategic plan, the ideological framework and foundation for subsequent
portions of the strategic plan are described. The vision, principles and goals presented below
offer a long-term perspective on how reentry should operate within Contra Costa County.
Accordingly, even as progress is made towards implementing the system (described in Part II)
and this strategic plan is updated, the ideological framework will guide future developments.
Defining Reentry and Reintegration
Reentry and reintegration refer to both a philosophic approach to criminal justice and to a
process of community reintegration. As a philosophy “reentry” refers to an approach to the
criminal justice system (especially corrections) that works towards the successful reintegration
of an individual from the point of adjudication within the system. Therefore, as a process,
reentry begins at the time of adjudication and is completed when a person is successfully
reintegrated back within their community. By focusing on community reintegration, reentry
seeks to identify and meet the needs of the individual at each point of the process in a way that
supports success in the community. Furthermore, this definition of reentry emphasizes the
belief that a person who successfully completes the process is more capable of leading a
productive, crime-free life than when they entered the criminal justice system.
Reentry and Reintegration is defined as a process, beginning at the time of arrest, which plans
for and provides the necessary services and supports to enable the formerly incarcerated
individual to reenter the community, achieve stability and successfully reintegrate back into
family and community life and to complete probation and parole without being re -incarcerated.
The CCCRRC believes that the reentry process is comprised of five stages:
1. Arrest and Adjudication: the period from arrest through adjudication.
14
2. Incarceration: the period of time when an individual is incarcerated within an
institution.
3. Pre-Release: the activities that occur inside the institution to prepare a person for
release once a date of releases is known. Depending on the institution the timeframe
for this stage may vary with some lasting no more than a few hours and others a few
months.
4. Release/Reentry: the period of time beginning at release from the institution through
the time at which the individual is stabilized back into the community.
5. Reintegration: the point during which a person is reintegrated within their community
and is actively pursuing a path towards a healthy and productive life.
Vision, Mission and Values Statement
The following statements were developed and adopted by the CCCRRC during the Reentry
Planning Initiative.
VISION STATEMENT
Individuals released from incarceration into communities in Contra Costa County will become
part of an integrated and supportive service network comprised of community -based
organizations, government and public agencies and the broader community. This network will
jointly create a pathway for the successful reentry and reintegration of formerly incarcerated
individuals back into the community.
MISSION STATEMENT
The CCCRRC’s primary mission is to engage and support individuals, families, and communities
in transitioning formerly incarcerated individuals to become active an d impactful members of
their communities. CCCRRC will accomplish this mission through the development and support
of necessary public policy, public safety, community awareness and services.
Reentry services are part of a continuum that begins at the point an individual enters the justice
system and continues through successful reintegration. Formerly incarcerated individuals and
others directly affected by the criminal justice system are involved with the CCCRRC, providing
input on prevention, service delivery, advocacy, and policy issues that encourage reintegration
into the community and recidivism (see Appendix 7 beginning on page 76 for definitions of
recidivism) reduction.
PRINCIPLES and VALUES
15
The CCCRRC is guided by the following principles and values:
CCCRRC seeks to provide increased awareness about the value of formerly incarcerated
individuals and their loved ones to their communities.
Individuals are more likely to experience success when they are part of a supportive,
integrated system.
Reentry and reintegration transition begins while the individual is incarcerated.
While leaving room for innovation, evidence-based practices are utilized when
developing programs and policies.
Collaboration, coordination, information, and communication ar e critical to the
CCCRRC’s success and sustainability.
The good of the community comes before one's self and/or organization al interests.
Goals and Objectives
Clear and concise goals and objectives are an integral part of the Contra Costa Reentry
Initiative. These goals and objectives focus on the efforts of the Initiative, increase its
credibility with stakeholders, and provide critical tools for assessing the extent to which it is
accomplishing its mission.
In terms of framing performance goals, objectives, and outcomes, the Initiative:
Uses a holistic, systemic, and inclusive approach that involves federal, state and local
government stakeholders, community organizations, advocates, the formerly
incarcerated, and family and community members;
Adopts strategies that draw on evidenced-based approaches and practices;
Targets high- to moderate-risk probationers and parolees through the use of validated
assessment tools;
Emphasizes geographic areas from which a disproportionate number of formerly
incarcerated people are drawn and return;
Incorporates assessment and case management tools targeting continuous reentry
planning, beginning at the point of admission to the criminal justice system, and working
through pre- and post-release;
Embraces a commitment to the continuous and appropriate delivery of drug treatment,
medical care, job training and placement, educational services, cognitive behavioral
therapy and/or other services essential to reentry; and
Provides for independent evaluations of reentry programs using, when feasible, random
assignment and controlled studies to determine effectiveness of programs and services
offered.
16
In order for the Initiative to continuously improve its ability to meet the need s of reintegrating
people into the community, reduce recidivism, and maintain public safety, it addresses a wide
range of reentry-related issues including:
Increased job training, placement, and employment opportunities;
Increased educational opportunities;
Reduced violations of conditions of supervised release;
Increased payment of child support;
Increased housing opportunities;
Reduced drug and alcohol abuse through participation in substance abuse services;
Increased participation in physical and mental health services;
Increased financial literacy; and
Increased family and community engagement in reentry.
These issues are addressed through program and service recommendations in Part III of this
plan.
Part II: Reentry System
Part II describes the infrastructure that will be developed to achieve the goals and
objectives of this strategic plan. This infrastructure builds on existing reentry efforts within
Contra Costa County to establish a platform for improving communication and collaboration
among reentry stakeholders. While effective in their own right, current reentry initiatives
operate in relative isolation from one another. Disconnectedness leads to the inefficient use of
resources and frequent duplication of effort. By establishing a more cohesive and centralized
system for providing services, removing policy barriers, increasing community awareness and
public safety, the CCCRRC remedies these inefficiencies and ultimately improves the lives of
Contra Costa County’s formerly incarcerated residents.
Part II also describes in greater detail the types of programs and services the infrastructure
establishes, and the manner in which data and information are utilized within the CCCRRC.
Improving the quality and quantity of services in a data driven manner and ensuring access to
information on reentry throughout the county is a function that cannot be contained within a
single committee. Accordingly, these two sections discuss how services, data and information
operate within the entire CCCRRC infrastructure.
Infrastructure
17
Figure 8 below provides a diagrammatic overview of the CCCRRC. The infrastructure detailed in
this diagram consists of a series of committees with a Coordinating Council serving as the
centralizing body that unifies the other committees. As the subsequent tables indicate, great
effort was taken to ensure that each committee was representative of the diverse stakeholders
needed in order to perform their particular function and to improve reentry in Contra Costa
County.
Figure 8: CCCRRC Infrastructure Diagram
Role: Policy makers,
approve strategic plan,
provide resources
Programs and
Services
Subcommittee
Data and
Information
Subcommittee
Coordinating
Council
Role: Communication,
coordination, strategic
plan (oversight of
development/updates)
, public system
interface, resource
development and
leveraging current
resources
Role: Strategic plan,
communication, clinical
resource, coordination,
document production
Staffing Decision Makers Table
Accountability
Role: Technical
assistance to
programs/services,
training and professional
development, resource
development
Role: Data collection,
assessment, evaluation,
information services,
reporting
18
Committee Descriptions
COORDINATING COUNCIL ON REENTRY
Functions The Coordinating Council (Coordinating Council) is the hub of the CCCRRC.
Information passes through the Coordinating Counc il (either formally or informally)
and is disseminated to all other committees and stakeholders. Coordinating Council
members include chairs of other CCCRRC committees, advisors to key decision-
makers, public agency leadership, community-based organizations and service
providers.
The Coordinating Council discusses policy, program, data, and resource issues and
serves as an advisory body to the Decision Makers Table.
The Coordinating Council gathers information from the various subcommittees,
community forums, and other county-specific initiatives to determine goals, objectives,
initiatives, and/or activities to be undertaken by the CCCRRC.
To maximize the Coordinating Council’s expertise, time, and experience, each
member will become or identify a lead expert on a specific issue related to reentry,
such as housing, education, employment, health, substance abuse, or behavioral
health, or has knowledge of a specific geographic area within the county. As needs
arise, the lead expert researches community resources, to assemble community
forums and/or existing or new task forces as necessary, and identifies promising
practices to solve the identified problem.
(Gap)As the most representative body the Coordinating Council will be responsible for
establishing the operational policies of the CCCRRC. In doing so, the Coordinating
Council will create a system of accountability among the various committees and all
those involved with the CCCRRC.
The Coordinating Council presents an annual “State of Affairs” (pla n and strategies),
as well as a six-month review, to the Decision Makers Table. Included in this report
will be an assessment of the extent to which the various committees and members of
the CCCRRC are performing their agreed upon role and their efficacy in doing so.
Primary Functions:
Communication
Coordination between Programs & Services and Data & Information
Subcommittees
Strategic plan (oversight of development/updates)
Public system interface
Resource development and leveraging
Lead TBD
Staffing TBD
Participants CITY AGENCIES/LAW ENFORCEMENT
City of Richmond, ONS DeVone Boggan
Sheriff’s Department Brian Kalinowski
Richmond Police Alec Griffin
Antioch Police John Vanderklaut
Pittsburg Police Steve Albanese
COUNTY AGENCIES
19
County Administrator’s Office Tim Ewell
Department of Health Services Cynthia Belon
Tiombe Mashama
Probation Department Paula Hernandez
Public Defender Robin Lipetzy
Workforce Development George Carter
Employment & Human Services
Department
As appointed
Child Support Services Caroline Kelly
ELECTED OFFICIALS
Congressman G. Miller As appointed
Senator Loni Hancock As appointed
Senator Mark DeSaulnier As appointed
Supervisor John Gioia As appointed
Supervisor Federal Glover As appointed
Mayor’s Conference Rep. As appointed
CALIFORNIA DEPARTMENT OF CORRECTIONS (CDCR)
Dwayne Cooks
SERVICE PROVIDERS/COMMUNITY-BASED ORGANIZATIONS
Rubicon Programs Brian Hogan
Eva Grenier
RYSE Youth Center Kim Aceves
Bay Area Legal Aid Adam Poe
Neighborhood House of North
Richmond
Barbara Becnel
Contra Costa County Council on
Homelessness
As appointed
East Co. Reentry Collaborative Megan Joseph
Vernon Williams
Sam Vaughn
Contra Costa County College Ken Reynolds
Contra Costa County Council
(Business)
Linda Best
Structure Meetings How Often: TBD (quarterly at a minimum)
Where: Alternate between East and West
County
Communication The Coordinating Council is the communication
hub for the CCCRRC. Communication may be
informal through one member of the Coordinating
Council, who then reports to other members.
The Coordinating Council also meets to hear
input from other Council members.
Formal communication between Coordinating
Council members and other entities of the
CCCRRC is managed by the Contra Costa
County Administrator’s Office.
Meeting Goals 1. Agenda-setting regarding strategies to solve
problems related to reentry (Annual State of
Affairs and Mid-Year Progress Report)
20
2. Oversight of implementation of strategic
plan (assessment and evaluation)
3. Decisions regarding whether additional
subcommittees are need to be assembled
and shape agendas
4. Decisions regarding recommendations to be
made to the Decision Makers Group
5. Input and updates from other CCCRRC
partners
6. Identification of information needs and
keeping abreast of the field
Decision Making All Coordinating Council members have equal
voice and decisions are made using the
Gradients of Agreement.
If there is a party or parties who block the vote, a
minority report may be included.
PROGRAM AND SERVICES SUBCOMMITTEE
Functions Technical assistance for programs and services
Training and professional development
Resource development for providers
Identify information needs
Inventory of current services
Best practices/research
Gaps/needs/assets analysis
Policy recommendations
Continuum of Care development
Lead Empact Institute and Rubicon Programs
Staffing TBD
Participants East County Provider Group
West County Provider Group
Greater Richmond Reentry Collaborative
Contra Costa County Probation Department
Police and Corrections Team
Structure Meetings The Programs and Services
Subcommittee will initially serve as a
single subcommittee that performs the
functions listed above. However, as the
CCCRRC develops it may be necessary
to develop workgroups around specific
services (e.g., employment, housing).
These workgroups would bring together
stakeholders within these specific fields
and could be established as needed
(e.g., to develop a countywide application
for funding) or become a permanent
component of the CCCRRC. During the
initial implementation phase the
Programs and Services Subcommittee
will bring together providers from the
21
existing bodies listed above under
“Participants.”
How Often: TBD
Where: Rotating between organizations
Communication Designated representatives from this
subcommittee sit on the Coordinating
Council to act as liaisons between the
two bodies. Staff also disseminates
information between Programs and
Services Subcommittee and
Coordinating Council.
Meeting Goals 1) Information, problem-solving and
recommendations for presentation to
the Coordinating Council
2) Planning and implementation of
desired goals and outcomes from
Coordinating Council
Decision Making Gradients of Agreement
DATA AND INFORMATION SUBCOMMITTEE
Functions The Data and Information Subcommittee will bring together existing
research and data related organizations with county and city agency
analysts and data management staff. This subcommittee will produce
regular reports and ensure that the CCCRRC and the broader community
has access to the reentry related data and information that they need.
Identify information needs
Data collection
Assessment
Evaluation
Information Services
Reporting
Maintain website
Best practices/research
Lead TBD
Staffing TBD
Participants Further the Work
Homebase
Empact Institute
Williams Group
Structure Meetings
As directed by the Coordinating Council
Agenda Items 1. Identify information needs
2. Information management
3. Assessment of programs/
services regarding best practices
22
4. Review of reentry data (county
and state)
5. Success stories
6. Public information: share with
municipal leaders, media, local
community organizations, county
– more than statistics
Communication The Information Services Subcommittee
communicates with the Coordinating
Council through a designated
representative.
Meeting Goals
Decision-Making Gradients of Agreement
DECISION MAKERS TABLE
Functions The Decision Makers Table initiates legislation and policy, and commits
resources and other support for the goals, objectives, and activities
proposed by the Coordinating Council to improve the lives of those affected
by reentry services.
The Decision Makers Table approves an annual reentry plan and conducts
a mid-year review to determine progress on the plan and to identify policy
and resource needs.
Lead TBD
Staffing TBD
Participants U.S. Congressional
Representatives
George Miller
State Senate and Assembly
Representatives
Mark DeSaulnier
Loni Hancock
Contra Costa County Public
Protection Committee
Federal Glover
John Gioia
County Department Chiefs Health
Probation
Workforce and Training
Social Services
Structure Meetings Semiannually
Communication TBD
Meeting Goals TBD
Decision Making Gradients of Agreement
II.E. STAFFING
Functions Ongoing staffing for the CCCRRC is critical to the success and
sustainability of the collaborative. Staffing functions include:
Coordinate and document meetings of the CCCRRC and
subcommittees
Distribute reports and notes to CCCRRC members
23
Communicate information needs to subcommittees
Write strategic plan and updates
Communicate with Decision Makers
Maintain CCCRRC website
Lead TBD
Staffing
TBD, currently pursing funding to support a dedicated staff member for the
CCCRRC
Structure Meetings TBD
Communication TBD
Meeting Goals TBD
Decision-Making Gradients of Agreement
Programs and Services
During the Reentry Planning Initiative the Programs and Services Workgroup developed an ideal
set of services that the CCCRRC should strive to provide at each point along the reentry
continuum. These services are shown in Figure 9 below.
Figure 9: Services on the Reentry Continuum
24
This ideal set of services is a template for conducting an ongoing supply and demand analysis
and for offering professional development trainings to service providers. The purpose of
conducting a supply and demand analysis is to identify potential gaps or areas of need, where
the demand for a particular service outweighs the supply of that service. The Programs and
Services Subcommittee and the Data and Information Subcommittee are jointly responsible for
conducting these analyses. Doing so will also require cooperation from CDCR Division of Parole
and the Probation Department to ensure access to current information on the number of
people under the supervision of their respective agencies. Ideally, the CCCRRC obtains access
to individual level assessment data pre-release to gauge the level of demand for services. Until
such data are available, the Data and Information Subcommittee will gather current prevalence
data on the needs of the reentry population similar to those presented in the “Statement of
Need” in this strategic plan.
The Programs and Services Subcommittee provides technical assistance and professional
development opportunities to providers across the county. The ideal set of services and the
supply and demand analysis provides the Programs and Services Subcommittee with the
information they need to ensure that trainings are relevant. In determining the type of
trainings to offer, the Programs and Services Subcommittee balances the identified gaps in
services with the need to continually improve existing services. A specific process has not yet
been developed for making this determination, but the provision of professional development
and technical assistance coincides with the overall focus of the CCCRRC. The Programs and
Services Subcommittee will work closely with the Coordinating Council to ensure this level of
coordination.
Data and Information
One of the many challenges to developing a successful reentry system is ensuring access to
data and information that is current, accurate, and relevant to a variety of audiences. By
incorporating the use of data and information into its design, the CCCRRC ensures that this
reentry system is data driven and that this information is made available to those interested in
reentry. The CCCRRC has three primary objectives related to data and inform ation: 1) to
conduct ongoing analyses to monitor performance and identify areas of need; 2) to improve
service providers’ use of data and evidence-based practices within their work; and 3) to make
current information about reentry available to the general public.
The Data and Information Subcommittee is responsible for the various analyses and data
collection associated with the CCCRRC. Below is an initial list of these types of analyses and the
data associated with each:
1. Quarterly summaries of the reentry population in Contra Costa County, including maps
of the geographic distribution. The following data should be obtained for parolees and
probation, ideally on an individual level, but at least by zip code:
a. Level of supervision
25
b. Race/Ethnicity
c. Age
d. Gender
e. Offense type
2. Supply and demand analysis to examine the existing supply of services and compare it to
the demand for services among the reentry population. This analysis requires gathering
the following data and information:
a. Inventory of reentry service providers by service area, ideally with an estimate of
current capacity
b. Individual assessment data of parolees and probationers. If unavailable, current
research on the service needs of formerly incarcerated people at the smallest,
most specific geographic level possible.
3. Program evaluations and assessments. The Data and Information Subcommittee either
conducts program evaluations of reentry programs or uses these programs’ existing
evaluations to determine performance and progress. These evaluations will be used to
monitor the efficacy of services and to identify areas of need for capacity building,
professional development training or service innovation. In order to conduct these
analyses the following data and information are required:
a. A set of performance standards for providers by service area that reflects local
and national benchmarks (e.g., what is a realistic expectation for how many
formerly incarcerated people an employment program should be able to place
into jobs)
b. Data from providers on these performance standards
4. Research on promising practices within reentry programming. The Data and Information
Subcommittee serves as a clearinghouse for this information and, using the established
performance standards, determines which promising practices the CCCRRC should
consider implementing. This process requires an ongoing effort by all committees
within the CCCRRC to identify promising practices and submit them to the Data and
Information Subcommittee for further review.
The CCCRRC works with providers to ensure that these analyses are incorporated into their
operations in ways that enable them to be more effective. Working collaboratively, the Data
and Information Subcommittee and the Programs and Services Subcommittee offer technical
assistance to providers interested in improving their use of data and information. These
trainings will be based on an assessment of current data and information needs of service
providers and, depending on funding, could even be tailored to meet the needs of a sp ecific
provider. By establishing a set of performance standards, those providers that have already
embedded the use of data into their service provision will be capable of measuring their
performance against a common benchmark in order to identify their strengths and areas in
need of improvement.
26
Finally, the CCCRRC ensures that data and information on reentry in Contra Costa County is
made available to the general public. This information includes the supply demand analysis,
any program evaluations that providers are willing to make public, reports on reentry from the
Probation Department and CDCR, as well as local and national research. The CCCRRC website
(www.cocoreentry.org) serves as a centralized location for this information on reentry in Contra
Costa County. There will also be a list-serve that interested parties can join to have new
information and updates sent to them.
Communications Strategy
The Coordinating Council takes responsibility for promoting the work of the CCCRRC and for
establishing a comprehensive communications strategy. The long-term sustainability of the
CCCRRC will require ongoing resource development to support the recommendations included
in this strategic plan. Increasing the visibility of the CCCRRC’s accomplishments among
philanthropic institutions, residents and within public agencies will improve the CCCRRC’s
ability to cultivate these resources. This promotion is part of a broader communications
strategy aimed at increasing community understanding of the challenges and opportunities
reentry poses to formerly incarcerated people, their families and their communities. The
Coordinating Council initially utilizes the networks of existing members to promote the work of
the CCCRRC (e.g., mass emails sent through providers, and elected officials). Depending on
resources, the Coordinating Council may seek out the services of a communications firm
familiar with social marketing to develop a framework for promoting their communications
strategy.
Part III: Program Recommendations
In Part III of this strategic plan, the goals and objectives of the CCCRRC are further developed
into specific programmatic recommendations around 10 key reentry services:
Education/Computer Literacy; Financial Services; Employment; Mental Health; Substance
Abuse; Health; Family Reunification; Mentoring/Community Engagement; Housing; and Legal
Services. Reentry Planning Task Force members developed these recommendations in small
groups comprised of representatives from county/city agencies, community-based
organizations, elected officials and other stakeholders engaged in the process. Each of these
small groups worked with the leadership from their various organizations and agencies to
ensure that the recommendations coincided with the overall vision of that particular agency.
While these recommendations describe a new direction for the provision of reentry services in
Contra Costa County, they remain firmly rooted in the existing efforts of public agencies and
community-based organizations to provide services to all Contra Costa County residents in
need.
27
Each set of recommendations has its particularities; however, there is a great deal of similarity
in the approach to service delivery. Almost uniformly these recommendations describe a
reentry system that includes the activities listed below and have been placed within the reentry
process. The procedural nature of many of these recommendations indicates that the impact
of their attainment will improve service delivery within any sector be it housing, health care or
employment. In addition, there were a number of programmatic recommendations that cut
across multiple service sectors but did not fit neatly within any particular point in the reentry
process. These cross-cutting program recommendations have also been extracted from their
service sector and can be found below.
System-Wide Recommendations
Reentry Process Recommendations
1. Sentencing: Incorporate a risk and needs assessment requirement throughout the
criminal justice process beginning with sentencing:
Conduct risk and needs assessment prior to sentencing and provide results of
assessment to judge.
Coordinate assessment tools with those currently in use at the institution.
Based on needs assessment, identify mandatory participation in particular
services as a condition of incarceration in either state prison and/or county jail.
2. Incarceration: Utilize incarceration as an opportunity for inmates to address individual
needs, increase human and social capital, and to begin establishing connections with
positive social networks so that they may develop a genuine personal desire to make
use of available services for personal change:
Begin service delivery by community-based providers immediately upon
incarceration with pre-release planning beginning a minimum of 120 days prior
to release whenever possible.
Implement programming during incarceration that builds a positive values
system and allows prisoner to maintain and/or repair social relationships with
family and friends.
Increase partnerships and participation of community-based service providers in
offering services to individuals during incarceration.
3. Pre-Release: Establish and formalize a pre-release planning process to identify service
needs and, prior to release, connect prisoners with community-based service providers:
Develop a format for the pre-release plan that addresses the immediate issues
facing the individual and is capable of being completed.
Begin enrollment in eligible public benefits a minimum of 90 days prior to
release whenever possible.
Implement a Pre-Release Agreement between county jail and Social
Security Administration so inmates can apply for SSI/SSDI while
28
incarcerated.
Work with the Department of Motor Vehicles to get IDs for inmates
before they are released.
4. Release: Develop a system for providing transitional services to connect the formerly
incarcerated with positive social networks that were established prior to release.
5. Reentry: Build/support a full continuum for the provision of particular services (e.g.,
employment, housing, health):
Establish a collaborative and assessment driven approach to criminal justice
supervision that can adapt and respond to the community integration process in
ways that support the long-term stability of the formerly incarcerated individual.
Pursue and implement a county “Ban the Box” policy to remove the question
about criminal records from county employment applications except for certain
identified sensitive positions in public safety and children’s services or as
determined by the agency. Background checks will not be conducted until the
final hiring stage. The county will require its local government contractors or
private vendors to implement this hiring practice. In addition, the county will
create mechanisms to encourage cities and employers within Contra Costa
County to implement this policy.
Service Delivery System Recommendations
1. Develop a service delivery system that has the capacity and supply of services to
meet the needs of the formerly incarcerated.
2. Establish professional development requirements for service providers who receive
funding through the Richmond and Contra Costa County Workforce Investment
Boards.
3. Youth Specific: Provide training opportunities for parole, probation and municipal
police departments that address best practices on how to work with the at -risk
youth population.
Program Recommendations
Education and Computer Literacy
1. Offer targeted remedial and
supportive educational programs to
boost basic skill proficiency levels
among formerly incarcerated
individuals.
2. Provide and expand in-person
computer skills training programs
for formerly incarcerated individuals both inside correctional/detention facilities and in
Statement of Problem
Individuals transitioning out of the criminal
justice system need to improve their basic
education, computer literacy skills, and access
to continuing career path (college education)
in order to more effectively access information
in a 21st century environment, reduce
recidivism rates, and become productive
members of society.
29
the community. This expansion includes, but is not limited to, RPAL, West County
Detention’s IT Training Program, the Stride Center and other computer literacy
programs. These programs are supported with web-based training programs in the
community as well.
3. Provide access to college level courses (during and after incarceration), financial aid, and
support services (EOPS, DSPS, tutoring, counseling, ex-offender programs).
4. Offer supportive programs to prepare formerly incarcerated individuals for the
necessary discipline and focus required for long-term commitment to educational goals
such as completion of the G.E.D.
Financial Literacy and Services
1. Provide basic financial literacy skills training
to formerly incarcerated individuals who
leave custody and access services through
the CCCRRC.
2. Provide formerly incarcerated individuals
with access to financial support tools,
including public benefits, supportive services, and individual development accounts
(IDAs) to help individuals begin to stabilize their financial situations.
3. Conduct targeted outreach to the reentry population for free tax preparation assistance
to help them access Earned Income Tax Credit.
4. Offer credit-counseling/credit-repair.
5. Connect individuals with bank accounts to avoid check cashing outlets.
6. Provide budgeting classes/counseling.
Employment
Statement of Problem
Without a basic understanding of
critical day-to-day financial issues,
formerly incarcerated individuals are
less likely to experience success in
transitioning toward independence.
Statement of Problem
Formerly incarcerated people experience extraordinarily high rates of unemployment,
with some research indicating the unemployment rate among California parolees after
one year can be as high as 90%. Formerly incarcerated people frequently face
tremendous barriers in obtaining employment, including employer discrimination, lack
of job history/skills, and education. However, employment is critical to successfully
reintegrating into the community after incarceration and must be a critical component of
any effort to improve the lives of formerly incarcerated people in Contra Costa County.
30
1. Develop targeted services and programs to increase the employment rate of formerly
incarcerated individuals. Specifically, develop support for workforce services that
address the impact that a criminal record has on access to employment opportunities.
2. Expand the number and range of supported/subsidized work experience programs for
formerly incarcerated individuals.
3. Develop and enhance job-specific training and certification programs during
incarceration.
4. Develop and enhance paid training programs/transitional employment in multiple
sectors, targeting individuals recently released from incarceration.
5. Evaluate the county’s hiring procedures and adopt the specific Equal Employment
Opportunity Commission (EEOC) criteria that reflect minimum federal requirements
under Title VII of the Civil Rights Act of 1964 in evaluating criminal records for
employment.
6. Develop and implement a county “Ban the Box” policy to remove the question about
criminal records from county employment applications during the initial application
stage of the hiring process except for certain identified sensitive positions in public
safety and children’s services or as determined by the agency. Policies vary across
jurisdictions but have some of the following elements:
delete the criminal background question from initial application;
ensure that federal law, which requires that a conviction be “substantially related”
to job responsibilities, is enforced;
perform a background check once the candidate is selected or determined to be a
serious prospect;
identify all positions for which background checks will be conducted due to the
nexus between offenses and job duties, or as required by law;
consider the gravity of the offense, the age of the candidate at the time of the
offense, and how much time has elapsed since the conviction and the application;
the right of the applicant to be notified that they were disqualified because of
information in the background check and the right of the applicant to correct
information and appeal the decision. Candidates for jobs with conviction
restrictions can be notified of such restrictions in position announcements; and
apply the policy to county/city vendors and contractors. For examples of “Ban the
Box” policies, please visit the National Employment Law Project website:
http://www.nelp.org/index.php/content/content_issues/category/criminal_records
_and_employment/. For a “Q and A” on the policy, please visit:
http://www.crmintegrators.com/transformationnetwork/Advocacy/tabid/71/Defaul
t.aspx.
7. Outreach to businesses/employers to encourage use of available financial incentives for
hiring people with criminal records, such as the Work Opportunity Credit and Federal
Bonding Program. Increase the use of WOTC and federal bonding by local employers,
especially government contractors or private vendors.
31
8. Create an efficient process for accessing employment history records during
incarceration from CDCR, county detention system and juvenile hall.
Objectives
1. Increase the employment rate of formerly incarcerated individuals by 30% within one
year of release from custody.
2. Provide at least 50 additional supported/subsidized employment slots for formerly
incarcerated individuals in Contra Costa County.
3. Increase the number of formerly incarcerated people employed by county agencies and
county contractors by 10%.
Mental Health
1. Identify parolees/probationers with mental health issues prior to release.
2. Develop a seamless transition into mental health services from county jail and state
prison.
3. Implement a process for obtaining/transferring complete medical records prior to
release.
4. Implement a process for developing a case conference/treatment plan with affected
departments/agencies prior to release.
5. Schedule an intake appointment prior to release to occur within the first week of
release.
Statement of Problem
Pursuant to Title 15, Section 3610, the California Department of Corrections and
Rehabilitation (CDCR) is required to provide outpatient mental he alth services through
community based Parole Outpatient Clinics (POC) under their direction. These POCs
were established and funded by the State in the late 1990s as part of a major effort to
provide needed services for a successful transition. A request by the California Mental
Health Directors Association to be their provider was denied at that time. This action
resulted in county mental health systems having no funding or jurisdiction for parolees
in our community. Any outpatient services the Contra Costa County Mental Health
Division would provide must be paid with County General Fund dollars.
32
6. Incorporate mental health status exam into assessment, and involve Behavioral Court, if
appropriate, to inform where youth will be sentenced to (e.g., Mental Health Module of
the county jail).
7. If a youth is a mental health services consumer, connect him/her to the Contra Costa
County Mental Health Services Act (MHSA) Transition Age Youth (TAY) program. A social
worker can begin meeting with the youth while incarcerated and can assist with the
transition from incarceration into the community.
Substance Abuse
Statement of Problem
As of December 31, 2008, 1,883 Contra Costa County residents were in CDCR state facilities.
Also in 2008, 1,927 felons were paroled and re-paroled in Contra Costa County- 29% (558) on
first parole and 71% (1,369) on re-parole, indicating a high level of recidivism. Of all parolees,
94% (1,811) were male.vii In 2008, 26.7% of new male felon admissions were for drug-related
crimes, and 32.5% of felon parole violators returned with a new term for drug crimes.viii
Recidivism is especially high among parolees whose principal commitment was for a drug crime.
CDCR reports that 40.2% (27,720) of felons first released to parole in 2006 were returned to
prison within one year and 62.3% (36,136) within two years.ix Of those who returned to prison,
nearly a third (31%) were originally committed for drug crimes.
Moreover, data collected through the county's Proposition 36 program and Drug Court program
suggests that for the majority of users, methamphetamine is the first drug of choice (45.5% of
Drug Court participants and 60.62% of Proposition 36 participants) followed by cocaine/crack
(24.2% and 17.5% respectively). Data collected through Alcohol and Other Drugs Services
(AODS) Management Information Systems in FY 2008-09 indicate that AODS clients with
criminal histories are similar to Proposition 36 and Drug Court clients in their drug of choice. In
FY 2008-09, AODS served 1,135 unduplicated clients with criminal justice histories, which
constituted 26% of all clients served, and an ad ditional 608 clients who were on probation or
parole. Overall, 68% of AODS clients received a positive discharge. Fifty-eight percent of
criminal justice clients and 71% of non-criminal justice clients received a positive discharge.
Methamphetamine was the primary AODS problem at admission (52%), followed by
cocaine/crack (16%) and heroin (12%). Nine percent of the people presented with problems
related to marijuana. Additionally, AODS records show that substance abusing populations
with criminal histories are geographically concentrated in four towns: Richmond and San Pablo
on the west side of the county, and Antioch and Pittsburg on the east side of the county.
Inmates in San Quentin are at a particular disadvantage because the CDCR Division of Addi ction
and Recovery Services (DARS) has never offered substance abuse treatment in that facility. The
only substance abuse treatment available is an unfunded internal program, Addiction Recovery
33
Counseling (ARC). The program is supported by volunteers from Support4Recovery, and staffed
by inmates. The inmates, who are trained and certified California Association of Alcoholism and
Drug Abuse Counselors (CAADAC), provide in-house assessment, treatment and counseling
services. Unlike San Quentin, some county jails still offer very limited substance abuse classes
and faith-based/volunteer-driven 12-step groups visit the institutions; however, this does not
equate to treatment.
It is extremely difficult for prisoners with substance abuse problems to transition back to the
community successfully. Achieving and maintaining recovery from addiction to alcohol or drugs
is difficult for all substance abusers, but is especially challenging for people as they move from a
controlled environment to an environment where drugs and alcohol are readily available. Their
problems are compounded by challenges all people face when they return to the community—
physical and mental health, reuniting with family, finding and keeping a job , and locating
affordable housing.
Given high recidivism rates, prisoner reentry presents a public safety dilemma. Most returning
prisoners have extensive criminal histories, and many are reconvicted or rearrested for new
crimes. One study estimates that recent prison releases account for about one-fifth of all adult
arrests made by police.x Those with substance use histories and who engage in substance use
after release are at a high risk to recidivate.
Transition Age Youth (TAY) AOD Services
Although within the AOD system of care, services and funding are not strictly categorized for
this population, during the FY 2008-09 the total number of admissions for individuals ages 18-
25 was 621, of those, 254 were East County residents. Conversely, in FY 2009-10 there were
523 admissions for the same population, and 227 were East County residents. While the
highest number of admissions occurred within detoxification services, treatment was also
provided through other modalities including outpatient, methadone, and residential.
Furthermore, AODS provided treatment to a significant number of 18-20 youth at Juvenile Hall
(Youthful Offender Treatment Program) and at Byron Boy’s Ranch. During the FY 2009-10,
42,115 bed days were utilized by this population (18 -25). Of this amount, 20,133 of those bed
days were exclusively in East County primarily through contracts with community-based
organizations such as Diablo Valley Ranch, East County Center for Women, Sunrise House, and
Wollam.
1. Improve the coordination of and access to available alcohol and other drugs services for
the reentry population with other divisions/programs in health services including Public
Health, Mental Health and Homeless Services, along with Employment and Human
Services. In this way, we can promote full recovery, reduce recidivism and support self-
sufficiency among clients.
2. Early identification of substance-abusing prisoners scheduled to return to Contra Costa
County, supporting early and active transition planning 3 months prior to release.
34
3. Develop an effective and regular system of communication between ARC counselors
and AODS.
4. Provide technical support to ARC counselors to ensure that prisoners suffering from
substance abuse or co-occurring mental health and substance disorders receive an
integrated approach to treatment during and after incarceration as determined by AOD
assessment.
5. Coordinate the development of the pre-release substance abuse assessments with ARC
counselors to identify clients in need of extensive services to support recovery and full
reintegration into their communities.
6. Ensure that ARC counselors incorporate conditions of parole into clients' transition
plans.
7. Assess clients’ eligibility for public benefits. Begin the application process for any
federal or state programs for which the client will be eligible upon release (such as SSI,
SSDI, Medicaid) and for identification cards to reduce the time required for
reinstatement of eligible services, including veteran’s benefits.
8. Coordinate with the local Veterans Service Officer (VSO) to maximize resources for
those who might be eligible.
9. Determine the most appropriate level of care after release, based on AOD assessment
and clients’ response to treatment while incarcerated.
10. Develop a system to connect formerly incarcerated individuals with positive social
networks prior to release, including BASN (Bay Area Services Network),
Support4Recovery, and 12-Step groups.
11. Ensure that ARC counselors keep up-to-date information about 12-step groups in Contra
Costa County for effective referrals.
12. Address immediate issues prior to release that could prevent successful reentry such as
substance abuse treatment, lack of medication, housing, etc.
13. Identify in the pre-release plan, family or social networks on the outside that can
support successful reentry.
14. If awarded, implement SAMSHA’s (Substance Abuse and Mental Health Services
Administration) Offender Reentry Program based on peer-based, countywide
collaboration of community-based substance abuse and case management to San
Quentin prisoners returning to the county.
15. Active referral of clients to the Brighter Beginnings’ PAPAS (Promoting Awareness in
Parental Accountability and Success) program for family reunification services. The
PAPAS program for fathers takes a family-centered approach that builds on family and
individual assets. Referrals will be made as needed to other existing programs that can
support successful reentry.
35
Health
36
Statement of Problem
Reentrants can enter the health services delivery system in a number of ways and as CDCR
continues to find strategies for early release, th e need for a coordinated approach is critical.
A major area of concern, because it has the potential for costing counties enormous general
fund dollars, relates to when Medi-Cal applications are initiated. An MOU (Memorandum of
Understanding) dated April 1, 2009 between the California Department of Health Care Services
(CDHS) and the California Department of Corrections and Rehabilitation (CDCR) makes it very
clear that the process must begin while the inmate is still in prison and provides specific
guidelines for when to begin the application, how to notify local welfare departments and what
documents the local welfare departments are to be given. Adherence to this MOU is critical to
ensuring continuity of care from the prison system to the county and an appropriate source of
reimbursement for care. Medi-Cal is the primary source of reimbursement for persons with
long-term, disabling medical conditions and contributes a significant portion of payment for
acute and outpatient services for persons with me ntal disabilities. Given the budget deficit
experienced by many counties, it would benefit the reentrants and the county if Medi-Cal
eligibility is established prior to release.
Our concern is that to date, Contra Costa County’s Employment and Human Se rvices
Department has not received any Medi-Cal applications for inmates or wards prior to their
release. We assume that is not because there haven’t been inmates returning to Contra Costa
County who should have been referred to our local welfare department. It appears that CDCR
has not implemented the MOU.
Another source of potential revenue is through SSI for reentrants who are permanently disabled.
When appropriate, an application for SSI should also be initiated for inmates with disabilities
who are scheduled for release. The corresponding medical and mental health and substance
abuse records should be forwarded to the county contact to assist in expediting the
establishment of benefits. This process will facilitate placement, improve continuity of care and
provide revenue for the counties.
There is some confusion about the definition of "legal residence" and whether the reentrant is to
be released to the place where the crime was committed or the last place the inmate lived
before incarceration. This is a significant issue related to reimbursement because Medi-Cal is
managed by the county of residence and confusion about this issue can cause parolees to
experience barriers to health care and county facilities to experience barriers to reimburse ment
from managed care plans operating outside their county borders. When the prison begins the
Medi-Cal application process, the county where the inmate indicates they want to reside should
be considered the county of residence so the county can receive Medi-Cal reimbursement.
One specialized population of concern is pregnant women and teen and Health Services’ Lift
Every Voice Program (LEV) provides outreach and case management services to incarcerated
pregnant women and teens prior to release from the county detention facility and juvenile hall.
Upon release LEV assists women with accessing Medi-Cal insurance, prenatal care and continues
to provide case management services, linking women with community resources and other
home visiting programs for ongoing support. LEV is a unique public health approach to reaching
hard-to-reach populations requiring complex array of services and strategies to ensure that they
are successful parents and make healthy and positive choices. LEV has served women
throughout Contra Costa County since 2005.
37
1. Develop a coordinated mechanism for providing reentrants with needed health services.
2. Ensure that reimbursement mechanisms for covering the cost of health care are
established and that MOUs and policy related to this are implemented.
3. Establish an internal committee to coordinate mental health, health and substance
abuse issues.
4. Develop formal systems for handling reentrants’ health, ment al health and substance
abuse needs.
5. Advocate with CDCR and CDPH to implement the Medi-Cal MOU.
6. Advocate with CDCR to obtain medical, mental health and substance abuse records to
provide continuity of care and expedite establishment of benefits.
7. Advocate for clarification of the definition of “legal residence”.
Mentoring/Community Engagement
1. Incorporate a consultation with youth social worker, advocate or mentor (if possible)
into sentencing decision in order to gather valuable psychosocial information on youth.
2. Promote mentoring as a viable opportunity of support for formerly incarcerated
individuals returning to Contra Costa County.
3. Create a task force dedicated to exploring structured mentoring opportunities/practices
specific to addressing the needs of formerly incarcerated individuals.
Statement of Problem
Unfortunately, Contra Costa County, like many communities, is simply not organized in a way
to facilitate effective transitions from prisoner to productive member of society. This is
unfortunate and costly to the county, given the number of obstacles to successful reentry is
high. Many of the obstacles to effective reentry are the same factors that contributed to the
individual’s involvement in crime in the first place (and for which the offender lik ely did not
receive adequate treatment while incarcerated). Formerly incarcerated individuals can reach
their full potential through self-development, utilization of community resources, and hard
work. Effective reentry can be achieved by facilitating structured, group and/or one-one-one
relationships, or partnerships that focuses on the needs of mentored participants.
38
4. Identify promising strategies/evidence-based models and best practices of mentoring
that have demonstrated success in serving those who are formerly incarcerated.
5. Select and support the development of successful mentoring strategies/programs that
are designed specifically to serve the formerly incarcerated.
6. Identify and obtain financial support to develop, evaluate and sustain mentoring efforts
that address the needs of the formerly incarcerated.
7. Develop structured mentoring program as a strategy to develop active community
partnerships.
8. Develop and staff a structured mentoring program that fosters caring and supportive
relationships for those identified as formerly incarcerated who desire to have a
community mentor, and encourages individuals to develop to his or her fullest potential
and create a vision for his or her own future.
9. Implement the program with operating procedures and standards for mentor and
participant that include recruitment, screening, training, matching, monitoring and
support, match closure and evaluation strategies based on the latest mentoring
research and evidence from experienced mentoring practitioners.
Housing
1. Ensure housing-focused discharge planning prior to release:
o Increase capacity to connect inmates to housing prior to release.
o Develop system for identifying housing needs while people are incarcerated .
o Conduct an exit planning meeting with youth prior to release that provides youth
with both verbal and written materials ident ifying community-based agencies
Statement of Problem
It is estimated that the county will need 1,241-2,069 housing placements to meet the
needs of the reentry population. Housing can be difficult to secure upon release from
prison or jail. Many people reentering the community will seek housing with family
and/or friends and others will be left to find housing on their own. Various laws place
restrictions on housing because certain convictions can prevent people from living in
certain neighborhoods or in certain types of housing (e.g., public housing). Consequently,
the county must provide the necessary resources to make sure that all those reentering
will not become homeless.
39
that can assist youth upon release.
o If youth will be exiting to county Homeless Programs Youth Continuum of
Services, have the parole/probation officer meet with agency case manager prior
to release in order to assist with transition process (e.g., identifying probation
requirements) to share pertinent youth information to best meet the individual
needs.
2. Develop pre-release plans that realistically and address the housing needs of the
individual:
o If a youth is at risk of homelessness upon release, coordinate directly with
county Homeless Programs Youth Continuum of Services to assist with shelter
and/or transitional housing placement services.
3. Involve prisoner, community-based case manager and parole/probation officer in the
pre-release planning process.
4. Connect formerly incarcerated individuals with support system immediately upon
release:
o Offer programming during incarceration that maintains and repairs social
relationships on the outside.
o Identify service providers for housing, health, employment, etc.
o Address any immediate issues that would prevent successful reentry (e.g.,
substance abuse).
o Establish a medical home.
o If a youth is at risk of homelessness upon release, coordinate directly with
county Homeless Programs Youth Continuum of Services to assist with shelter
and/or transitional housing placement services.
o Identify if youth is a former foster youth, and if so connect them with the
Independent Living Skills Program (ILSP) while incarcerated.
5. Provide opportunities for community service upon release.
6. Offer peer-driven case management and supports to facilitate transition process :
o Hire formerly incarcerated individuals as case managers.
o Offer mentoring programs for newly released persons with successful formerly
incarcerated people.
o Conduct a treatment planning meeting prior to release with youth
probation/parole officer and other supportive persons (family, social worker,
etc.) to establish a clear plan that identifies the roles of each person post -
release.
7. Remove any barriers to affordable housing:
40
o Work with developers to remove "screening" for people with criminal records .
o Work with the housing authority to remove any potential barriers in their
policies and practices.
o Work with affordable housing currently in operation to make sure that there is
no bar against the formerly incarcerated person reentering those units (e.g., to
reunify with family).
8. Develop a mechanism for increased communication between parole, probation and
municipal police departments.
9. Increase the supply of services dedicated to the formerly incarcerated in Contra Costa
County.
10. Provide service providers with professional training opportunities to develop their
understanding of the formerly incarcerated.
o Establish professional development requirements for all service providers who
receive funding through the Richmond and Contra Costa County Workforce
Investment Boards.
Legal Services
1. Conduct a legal issues risk and
needs assessment during
incarceration, pre-release and
post-release.
2. Increase the number of currently
incarcerated and formerly
incarcerated individuals’
participation in services/programs
that modify child support
payments, establish paternity,
determine visitation rights, and release license holds immediately upon incarceration.
3. Increase the number of formerly incarcerated individuals’ participation with housing law
providers in an effort to decrease evictions of individuals and/or families and increase
accessibility of formerly incarcerated individuals to subsidized housing. Remove legal
barrier to housing.
Statement of Problem
There is minimal access to legal services and
advocacy during pre-release, incarceration, or
post-release. Legal services includes, but are
not limited to, Family Law, Housing Law,
Employment Law, Public Benefit Law, Medical
Law, Civil Rights Law, Immigration Law,
Domestic Violence Law, Victim’s Rights Law,
parole/probation conditions and legal
remedies for people with criminal records.
41
4. Increase the number of 1203.4 dismissals, 17B reductions, Early Probation Terminations,
Warrant Recalls and Certificates of Rehabilitation through monthly “Clean Slate” clinics
in an effort to reduce legal barriers to employment.
5. Increase the number of formerly incarcerated individuals who participate in Homeless
Court and/or attend Traffic Court in an effort to reduce legal barriers to employment
such as DMV fines/fees and license suspensions.
6. Increase the number of formerly incarcerated individuals who have access to their
county/state RAP sheet.
7. Increase the number of employers who understand and follow employment law related
to hiring individuals with criminal records.
8. Increase understanding and completion of terms of parole and probation in order to
decrease violations. Increase communication between parole/probation and service
providers regarding violation hearings.
9. Increase the number of registered and voting formerly incarcerated individuals in Contra
Costa County.
10. Create Reentry Courts, Drug Courts, Mental Health Courts and Alternatives to
Incarceration/Diversion Programs in order to address underlying causal factors for
offenses such as substance abuse and mental health disorders in order to reduce
recidivism and increase recovery.
11. Increase the number of formerly incarcerated individuals who receive public benefits
after release.
12. Outreach by Family Law Facilitator and Child Support Services regarding currently and
formerly incarcerated rights and options during incarceration and post-incarceration for
Child Support Modification, paternity, visitation rights and license releases.
13. Outreach by housing law providers and county housing authority regarding housing law
rights and regulations such as tenant rights and criminal records in subsidized housing
applications. Training by housing law providers and county housing authority with
currently and formerly incarcerated individuals (prison and jail) on how a criminal
records affects subsidized and non-subsidized housing, as well as their tenant rights.
14. Remove any barriers to affordable housing:
o Work with developers to remove "screening" for people with criminal records .
o Work with housing authority to remove any potential barriers in their policies
and practices.
o Work with affordable housing currently in operation to make sure that there is
42
no bar against persons reentering into those units (i.e. to reunify with family).
15. Creation of a monthly Clean Slate Clinic that provides access to legal remedies such as
1203.4 dismissals, 17b reductions, early probation terminations, and Certificates of
Rehabilitation. Education, training and access to advocacy regarding the sealing of
Juvenile records and receiving county/state RAP sheets.
16. Homeless Court and DMV conduct outreach to current and formerly incarcerated
individuals regarding approaches to addressing DMV tickets, fines and fees. Creation of
process for currently incarcerated individuals to apply for ID prior to release.
17. Outreach by workforce services providers, EDD, county employment and human
services to currently and formerly incarcerated individuals around employment rights
and regulations. This includes but is not limited to disclosure, licenses, criminal
background checks, private vs. public employers, and the impact of certain convictions
on specific types of jobs.
18. Outreach to employers/businesses by workforce services providers, EDD, county
employment and human services, and legal service providers regarding employment
hiring laws for people with criminal records.
19. Distribution of procedural information by parole/probation for writing letters of support
regarding parole/probation violations and hearings.
20. Outreach and education regarding voting rights for people in jail and prison, on
probation and/or parole.
21. Increased education, training and access to other legal services such as SSI/Disability
advocacy, public benefit advocacy, medical rights advocacy for people living with
HIV/AIDS or mental, physical or developmental disabilities, and discrimination claims.
22. Begin enrollment in eligible public benefits a minimum of 90 days prior to release.
23. Implement a Pre-Release Agreement between county jail/CDCR and SSA so inmates can
apply for SSI/SSDI and other public benefits while incarcerated. Clarify and define “legal
residency” for public benefits application and re-instatement.
24. Planning and implementation of specialized docket programs (Drug Court, Reentry
Court, Mental Health Court and ATI/Diversion Programs) for supervised youth and
adults.
25. Create training program for reentry service providers on legal issues, barriers and
remedies. Establish training requirements around reentry legal issues for all service
providers who receive funding through the Richmond and Contra Costa County funding
43
streams specific to the area of service.
26. If youth is incarcerated for sex work, work with judge to see if there is a prison/jail
alternative.
27. Identify jail/prison alternatives for youth (boys/girls ranch, mental health treatment
center, etc.) if appropriate, and inform judge of these options.
44
Part IV: Implementation Plan
In order to successfully establish the reentry system described above. The CCCRRC needs to do the following: 1) Obtain formal
adoption of the strategic plan; 2) Establish the proposed infrastructure; 3) Begin implementation of the programmatic
recommendations. The strategies and activities below will enable the CCCRRC to establish the necessary level of support to
successfully implement this strategic plan.
Adoption of the Strategic Plan (Months1-5)
The reentry system described above requires a commitment on the part of many stakeholders. Bringing together these various
agencies and organizations will require leadership on the part of the county and municipal agencies and elected officials. To be
successful this strategic plan must have the full support of the Contra Costa County Board of Supervisors and the various county
agencies as well as the city council and city agencies from at least Antioch, Concord and Richmond. The table below presents the
strategies, activities and resources needed in order to achieve the desired outcome.
DESIRED OUTCOME: Adoption of Strategic Plan by Contra Costa County Board of Supervisors and Antioch, Concord and
Richmond City Councils
Objectives Strategies Activities Performance Measures Resources
Support for
strategic plan
from critical
county and
city agencies
Allow each
county/city
agency head the
opportunity to
review the
strategic plan
and make
comments
Hold meetings with all county and
city department heads to review
the aspects of the plan that pertain
to their agency, including:
probation department, sheriff,
health care services, social services,
Workforce Investment Board
Identify potential resources to
support programmatic
recommendations
Meetings held with 100%
of identified county/city
agencies
Agreement from
county/city agencies to
support adoption of the
plan by the board of
supervisors and the city
councils
Coordinating Council
chair/co-chairs and
members representing the
agency on the Coordinating
Council should be present at
these meetings
45
DESIRED OUTCOME: Adoption of Strategic Plan by Contra Costa County Board of Supervisors and Antioch, Concord and
Richmond City Councils
Objectives Strategies Activities Performance Measures Resources
Based on feedback from these
department heads Coordinating
Council will make revisions to
strategic plan
Formal
adoption of
strategic plan
by board of
supervisors
and city
councils
Gain support of
relevant
county/city
committees
Submit
resolution to
board of
supervisors and
city councils to
formally adopt
strategic plan
Present strategic plan to Contra
Costa County Public Protection
Committee
Present strategic plan to Antioch,
Concord and Richmond Public
Safety Committees
Presentation to county board of
supervisors asking for the formal
adoption of the strategic plan
Presentation to city councils asking
for the formal adoption of the
strategic plan
Contra Costa County
Board of Supervisors
adopts Strategic Plan
Antioch City Council
adopts strategic plan
Concord City Council
adopts strategic plan
Richmond City Council
adopts strategic plan
Coordinating Council
chair/co-chairs, chief
probation officer, sheriff and
Health Care Services director
and Social Services director
should all be a part of the
presentation to the board of
supervisors and the city
councils. Presentations to
city councils should also
include chief of police
46
Establish Proposed Infrastructure
The Infrastructure proposed in this strategic plan will be implemented immediately upon conclusion of the Reentry Planning
Initiative.
DESIRED OUTCOME: Implementation of a countywide reentry infrastructure to support the CCCRRC
Objectives Strategy Activities Performance Measures Resources
Increase the level of
communication and
coordination around
reentry in Contra
Costa County
Establish
Coordinating
Council
Identify staffing for Coordinating Council
Staff will convene Coordinating Council and
establish regular meeting schedule
Coordinating Council will identify chairs or
co-chairs
Begin obtaining buy-in on strategic plan and
making modifications as needed
Produce final version of strategic plan for
adoption by the board of supervisors
Convene Decision Makers Committee and
present final version of strategic plan
Develop communications strategy for
promoting strategic plan and for
disseminating reentry related information to
various subcommittees and all interested
stakeholders
100% of stakeholders
identified as a part of the
Coordinating Council will
join
Coordinating Council meets
monthly until adoption of
strategic plan by board of
supervisors and city
councils
Both board of supervisors
and three City Councils
formally adopt the final
version of the strategic plan
Number of mass media
stories covering the CCCRRC
Number of stakeholders
that receive information on
reentry through the
established
communications plan
Reentry Planning
Task Force
members
47
DESIRED OUTCOME: Implementation of a countywide reentry infrastructure to support the CCCRRC
Objectives Strategy Activities Performance Measures Resources
Improve the capacity
of service providers
to efficiently deliver
appropriate services
to formerly
incarcerated people
in Contra Costa
County
Programs and
Services
Subcommittee
Various provider groups (identified on p. 20)
will maintain current meetings.
Representatives from each group will be
identified to serve on the Programs and
Services Subcommittee
Representatives from each of the
subcommittees will convene and establish a
regular meeting time
Identify co-chairs
Identify potential workgroups to be formed
around specific services (e.g., housing,
employment)
Develop and offer professional development
trainings to service providers
Convene workgroups and begin
implementing the program
recommendations identified in this strategic
plan
Participation from
representatives of all
existing provider groups
Number of meetings held
Establishment of
workgroups for critical
services
Number of participants in
workgroup and
subcommittee
Number of professional
development trainings
Number of programmatic
recommendations
implemented
Rubicon, Empact
Institute,
Richmond Office
of Neighborhood
Safety, The
Williams Group
Increase the use of Data and Convene existing organizations conducting Number of participants Further the
48
DESIRED OUTCOME: Implementation of a countywide reentry infrastructure to support the CCCRRC
Objectives Strategy Activities Performance Measures Resources
data driven decision
making around
reentry in Contra
Costa County
Information
Committee
data analysis and program evaluations
associated with reentry and criminal justice
related issues
Work with Programs and Services
Subcommittee to conduct supply and
demand analysis on reentry services in
Contra Costa County
Develop formal data requests to obtain
parole and probation data for Contra Costa
County on a regular basis (monthly,
quarterly)
Establish a set of performance standards for
particular services that reflects local and
national benchmarks
Monitor progress on implementation of
strategic plan and submit regular updates to
Coordinating Council
Conduct research on promising practices
within reentry programming and submit
regular updates to Coordinating Council
Submission of data requests
to parole and probation
departments
Receive parole and
probation data on at least a
quarterly basis
Completion of supply and
demand analysis
Completion of performance
standards for at least three
services (e.g.., housing,
employment and health)
Number of research briefs
of implementation of the
strategic plan
Number of research briefs
on promising practices in
reentry
Work,
Homebase,
Empact Institute,
Williams Group
49
DESIRED OUTCOME: Implementation of a countywide reentry infrastructure to support the CCCRRC
Objectives Strategy Activities Performance Measures Resources
Remove legislative,
policy and resource
barriers associated
with reentry in
Contra Costa County
Establish
Decision
Makers Table
Convene Decision Makers Table after
adoption of strategic plan
Request approval from Decision Makers
Table for the strategic plan
Initiate legislation and policy to support
goals and objectives of strategic plan
Allocate resources to support
implementation of strategic plan
Two held meetings per year
Number of legislative and
policy changes
Increase total amount of
resources available to
support CCCRRC and
CCCRRC member
organizations by 10%
Coordinating
Council
50
Implementation of Programmatic Recommendations
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
System-wide
Recommenda
tions
Reentry
Process
Recommenda
tions
Sentencing: Incorporate a risk and needs
assessment requirement throughout the
criminal justice process beginning with
sentencing
Incarceration: Utilize incarceration as an
opportunity for individuals to address
individual needs, increase human and
social capital, and to begin establishing
connections with positive social networks
Pre-Release: Establishes and formalizes
pre-release planning that identifies
service needs and, prior to release,
connects prisoners with community-
based service providers
Begin enrollment in eligible public
benefits a minimum of 90 days prior to
release whenever possible
Release: Develops a system for providing
transitional services that connect
formerly incarcerated with positive social
Conduct risk and needs assessment
prior to sentencing and provide
results of assessment to judge to
identify mandatory participation in
particular services as a condition of
incarceration in either state prison
and/or county jail
Coordinate assessment tools with
those currently in use at the
institution
Develop a format for the pre-
release plan
Implement a Pre-Release
Agreement between county jail and
SSA so inmates can apply for
SSI/SSDI while incarcerated
Work with the Department of
Motor Vehicles to get IDs for
inmates before they are released
Begin service delivery by
community-based providers
20% of people on
parole/probation in
Contra Costa
County will have
been assessed
upon incarceration
Coordinated
assessment tool
Standardized pre-
release plan
20% of people on
parole/probation in
Contra Costa
County will have
been issued a state
ID prior to release
15% increase in the
number of
community-based
service providers
Sentencing:
Sheriff’s
office
Incarceratio
n: Sheriff
and CDCR
Pre-Release:
Probation
and Sheriff,
Health Care,
CBOs, CDCR
Release:
Health Care
Services,
CBOs
Coordinatin
g Council
51
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
Service
Delivery
System
Recommenda
tions
networks that were established prior to
release
Reentry: Builds/supports a full continuum
for the provision of particular services
(e.g., employment, housing, health).
Develop a service delivery system that
has the capacity and supply of services to
meet the needs of the formerly
incarcerated
Establish professional development
requirements for all service providers
who receive funding through the
Richmond and Contra Costa County
Workforce Investment Boards
Youth Specific: Provide training
opportunities for Parole, Probation and
Municipal Police Departments that
address best practices on how to work
immediately upon incarceration
with pre-release planning beginning
a minimum of 120 days prior to
release whenever possible
Implement programming during
incarceration that builds a positive
values system and allows prisoner
to maintain and/or repair social
relationships with family and friends
working in county
jail, including those
that promote a
positive values
system
52
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
with the at-risk youth population
Increase
educational
opportunities
and outcomes
Offer targeted remedial and supportive
educational programs to boost basic skill
proficiency levels among formerly
incarcerated individuals
Expand in-person computer skills training
inside correctional/detention facilities
and in the community
Provide access to college level courses
(during and after incarceration), financial
aid, and support services (EOPS, DSPS,
tutoring, counseling, programs for
formerly incarcerated people)
Offer supportive programs to prepare
formerly incarcerated individuals for the
necessary discipline and focus required
for long-term commitment to educational
goals such as completion of the G.E.D.
Outreach to formerly incarcerated
people prior to release to ensure
enrollment upon release
Conduct in-custody assessments to
determine appropriate educational
services
20% increase in
basic literacy and
numeracy skills
within one year of
release
20% increase in
computer skills
within one year of
release
20% increase in
number of
employment ready
people within one
year of release
20% increase in
attendance and
participation in
supportive
educational
Programs and
Services
Subcommittee
Community
colleges
Adult schools
53
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
programs within
institution and in
the community.
20% increase in
GED completion
prior to or within
one year of release
20% increase in
completion of
college level
courses prior to or
within one year of
release
54
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
Increase
financial
literacy
Reduce level
of debt and
increase
payments on
debts (e.g.,
child support)
Provide basic financial literacy skills
training to formerly incarcerated
individuals
Provide formerly incarcerated individuals
with access to financial support tools,
including public benefits, supportive
services, and Individual Development
Accounts (IDAs)
Targeted outreach to reentry population
for free tax prep assistance and in
accessing tax-related services
Establish pre-release benefits eligibility
screening at county jail and begin
application process whenever possible
Work with employment programs
to identify formerly incarcerated
people who could benefit from
financial literacy programs
Work with social services to
expedite enrollment process for
formerly incarcerated individuals
Increase financial
literacy of formerly
incarcerated
individuals by 50%
as measured by
certificates of
completion of
financial education
program(s)
Increase financial
stability of formerly
incarcerated
individuals by 20%
by assisting with
access to public
benefits and
supportive services
and by startup of
Individual
Development
Accounts (IDAs)
Increase job
training,
placement
Develop and support workforce services
that address the impact a criminal record
has on access to employment
Seek financial support for
supported/subsidized work
experience, transitional jobs and
Increase
employment rate
of formerly
55
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
and
employment
opportunities
opportunities
Expand range of work experience
opportunities available to formerly
incarcerated individuals
Develop and enhance job specific training
and certification programs inside CDCR,
county detention and juvenile justice
facilities
Develop and enhance paid training
programs/transitional employment in
multiple sectors, targeting individuals
recently released from incarceration
Implement “Ban the Box” within county
agencies
Require county contractors to adhere to
“Ban the Box” hiring practices
Outreach to businesses/employers
around hiring incentives for people with
criminal records
other employment related
opportunities
Work with county supervisors and
agencies to implement “Ban the
Box” program
Develop outreach materials for
employers on hiring incentives
incarcerated
individuals by 30%
within one year of
release from
custody.
Provide at least 50
additional
supported/subsidiz
ed employment
slots for formerly
incarcerated
individuals in
Contra Costa
County
Increase the
number of formerly
incarcerated
people employed
by county agencies
and county
contractors by 10%.
56
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
Mental Health
Increased
participation
in mental
health
services
Develop a seamless transition into mental
health services from state prison for non-
revocable parolees
Identify non-revocable parolees with
mental health issues prior to release
Implement a process for obtaining
complete medical records prior to release
for non-revocable parolees
Implement a process for developing case
conference/treatment plan with affected
departments/agencies prior to release for
non-revocable parolees
Establish intake appointment prior to
release that will occur within the first
week after release for non-revocable
parolees
Connect probationers and qualifying
parolees to mental health services
through the access system
Connect youth with the Contra Costa
County Mental Health Services Act
Coordinate mental health strategies
with substance abuse and health
strategies listed below
Incorporate mental health status
exam into assessment, and involve
Behavioral Court, if appropriate, to
inform where the youth will be
sentenced to (e.g., Mental Health
Module of county jail)
Increase the
number of formerly
incarcerated
people with mental
health issues that
are identified prior
to release by 10%
Increase the
number of formerly
incarcerated
people who are
released with a
copy of their
complete medical
records by 10%
Increase the
number of formerly
incarcerated
people who are
released with a
complete case
conference/treatm
ent plan with
affected
departments/agenc
Health Care
Services
57
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
(MHSA) Transition Age Youth (TAY)
program
ies prior to release
by 10%
Increase the
number of formerly
incarcerated
people who attend
an intake
appointment with a
community based
provider within the
first week after
release by 10%
Increase
participation
in substance
abuse
services
Improve the coordination of available
alcohol and other drugs services for the
reentry population with other
divisions/programs health services
including Public Health, Mental Health
and Homeless Services, along with
Employment and Human Services. In this
way, we can promote full recovery,
reduce recidivism and support self-
sufficiency among clients
Early identification of substance-abusing
Provide technical support to ARC
counselors
Issues IDs prior to release
Work with CCCRRC committees to
implement pre-release benefits
screening program
Coordinate with the local Veterans
Service Officer (VSO) to maximize
resources for those who might be
10% increase in
number of people
released from jail
and prison with a
pre-release plan
10% increase in
number of people
released from jail
and prison that are
immediately
connected to a
Health Care
Services
58
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
prisoners scheduled to return to Contra
Costa County, supporting early and active
transition planning 3 months prior to
release
Develop an effective and regular system
of communication between Addiction
Recovery Counselors (ARC) counselors
and AODS
Ensure that ARC counselors incorporate
conditions of parole into clients'
transition plans
Determine most appropriate level of care
after release
Develop a system to connect formerly
incarcerated individuals with positive
social networks prior to release.
Address immediate issues prior to release
that could prevent successful reentry
such as substance abuse treatment, lack
of medication, housing, etc.
Identify in the pre-release plan, family or
eligible
If awarded, implement SAMSHA’s
Offender Reentry Program based on
a peer-based countywide
collaboration of community-based
substance abuse and case
management to San Quentin
prisoners returning to the county
Active referral of clients to the
Brighter Beginnings’ PAPAS program
for family reunification services
community-based
substance abuse
service provider
10% increase in
number of people
released from jail
and prison with a
pre-release plan
10% increase in
number of people
released from jail
and prison who
were screened for
public benefit
eligibility prior to
release
59
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
social networks on the outside that can
support successful reentry
Increase
access and
availability of
health care
services
Develop a coordinated mechanism for
providing reentrants with health services
needed
Ensure that reimbursement mechanisms
for covering the cost of health care are
established and that MOUs and policies
related to this are implemented
Establish an internal committee to
coordinate mental health, health and
substance abuse issues
Develop a formal systems for handling
reentrants’ health, mental health and
substance abuse needs
Identify clinics across that county
that serve formerly incarcerated
people
Advocate with CDCR and CDPH to
implement the Medi-Cal MOU
Advocate with CDCR to obtain
medical, mental health and
substance abuse records to provide
continuity of care and expedite
establishment of benefits
10% increase in
formerly
incarcerated
people with an
identified medical
home within one
year of release
10% increase in
number of formerly
incarcerated
people enrolled in
Medi-Cal
10% increase in
number of formerly
incarcerated
people that
regularly refill their
medications
Health Care
Services,
community
health care
clinics
60
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
Increase
mentoring
and
community
engagement
in reentry
Consult with youth social worker,
advocate or mentor (if possible) to gather
psychosocial information that may inform
sentencing decision
Promote mentoring as a viable
opportunity of support for formerly
incarcerated individuals returning to
Contra Costa County
Create a task force dedicated to exploring
structured mentoring
opportunities/practices specific to
addressing the needs of formerly
incarcerated individuals
Identify promising strategies/evidence-
based models and best practices of
mentoring that have demonstrated
success in serving those who are formerly
incarcerated
Select and support the development of
successful mentoring strategies/programs
that are designed specifically to serve the
formerly incarcerated
Develop structured mentoring
program as a strategy to develop
active community partnerships
Develop and staff a structured
mentoring program that fosters
caring and supportive relationships
with a community mentor
Implement the program with
operating procedures and standards
for mentor and participant that
coincide with the empirically
validated mentoring programs
20% increase in the
number of formerly
incarcerated
people employed
as mentors
20% increase in the
number of formerly
incarcerated
people
participating in a
mentoring program
61
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
Identify and obtain financial support to
develop, evaluate and sustain mentoring
efforts that address the needs of the
formerly incarcerated
Increase
housing
opportunities
Conduct risk and need assessment prior
to sentencing and provide results of
assessment to judge
Establish a system for beginning pre-
release planning upon entrance into
facility and a minimum of 120 days prior
to release
Coordinate assessment tools with those
currently in use at the institution
Based on needs assessment, identify
mandatory participation in particular
services as a condition of incarceration in
either state prison and/or county jail
Ensure housing-focused discharge
planning prior to release
Offer peer-driven case management and
Develop a format for the pre-
release plan
Implement a pre-release agreement
between county jail and SSA so
inmates can apply for SSI/SSDI while
incarcerated.
Work with DMV to issue IDs prior to
release
Work with developers to remove
"screening" for people with criminal
records
Work with housing authority to
remove any potential barriers
Work with affordable housing
currently in operation to make sure
that there is no bar against persons
15% decrease in
rate of
homelessness
among formerly
incarcerated
people
10% increase in
formerly
incarcerated
people living in
subsidized housing
Inform 100
affordable housing
providers of the
laws regarding
“screening” for
people with
62
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
supports to facilitate transition process
Remove barriers to affordable housing
If a youth is at risk of homelessness upon
release, coordinate directly with county
Homeless Programs Youth Continuum of
Services to assist with shelter and/or
transitional housing placement services
reentering into those units (e.g., to
reunify with family)
If youth will be exiting to county
Homeless Programs Youth
Continuum of Services, have the
parole/probation officer meet with
agency case manager prior to
release in order to assist with
transition process (e.g.,. identifying
probation requirements) to share
pertinent youth information to best
meet the individual needs.
criminal records
Increase
access and
availability of
legal services
Establish system for addressing child
support modification, paternity, visitation
rights and license releases
Conduct a risk and needs assessment
regarding legal issues during
incarceration, pre-release and post-
release
Create monthly “Clean Slate” clinics that
provides access to legal remedies
Outreach to currently and formerly
incarcerated individuals around
employment rights and regulations
Outreach to employers/businesses
regarding employment hiring laws
for people with criminal records
Training on how a criminal record
affects subsidized and non-
10% increase the
number of
currently and
formerly
incarcerated
individuals who
modify child
support payments,
establish paternity,
determine
visitation rights,
63
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
Establish Homeless Court and DMV
conduct outreach to currently and
formerly incarcerated individuals
regarding approaches to addressing DMV
tickets, fines and fees
Planning and implementation of
specialized dockets programs (drug court,
reentry court, mental health court and
ATI/diversion programs) for supervised
youth and adults
Distribution of procedural information by
Parole/Probation for writing letters of
support in regards to parole/probation
violations and hearings
Implement a pre-release agreement
between county jail/CDCR and SSA so
inmates can apply for SSI/SSDI and other
public benefits while incarcerated
Clarify and define “legal residency” for
public benefits application and re-
instatement
subsidized housing
Establish training requirements
around reentry legal issues for all
service providers who receive
funding through the Richmond and
Contra Costa County funding
streams specific to the area of
service
and release license
holds upon
incarceration
10% decrease in
preventable
evictions among
formerly
incarcerated
people
10% increase in the
number of formerly
incarcerated
people who
successfully
remove prior
convictions from
their record
10% increase in the
number of
participants in
homeless court,
traffic court and
other special
docket programs
64
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
Create training for reentry service
providers on legal issues, barriers and
remedies
If youth is incarcerated for sex work, work
with judge to see if there is a prison/jail
alternative
Identify jail/prison alternatives for youth
(e.g., boys/girls ranch, mental health
treatment center) if appropriate, and
inform judge of these options
10% increase in the
number of formerly
incarcerated
individuals who
have access to their
county/state RAP
sheet
Inform 100
employers about
the benefits of
hiring formerly
incarcerated
individuals and the
laws associated
with hiring
discrimination.
10% increase in
number of
registered and
voting formerly
incarcerated
individuals in
Contra Costa
County
65
DESIRED OUTCOME: Implementation of Programmatic Recommendations
Objectives Strategy Activities Performance
Measures
Resources
Provide
professional
development
trainings on legal
issues to 100
reentry service
providers
10% increase in the
number of formerly
incarcerated
individuals who
receive public
benefits after
release
66
Implementation Plan Timeline September 2010 – January 2011
67
9/20/2010
Recommendation from
BOS Public Protection Cmt.
10/22/2010 - 11/20/2010
Est. Data Subcommittee__
9/1/2010 1/24/2011
10/1/2010 11/1/2010 12/1/2010 1/1/2011
10/14/2010 - 11/19/2010
__Presentations to BOS and City Councils__
9/10/2010 - 11/2/2010
Mtgs w/ City/County Agency Directors__
Program Specific Recommendations
12/17/2010 - 1/24/2011
Contra Costa Reentry Initiative September 2010 - January 2011
9/20/2010 - 10/28/2010
Est. Programs and Services Subcommittee__
11/20/2010
Adoption
11/25/2010
CCCRRC Est.
Est. Coordinating Council__
9/7/2010 - 10/5/2010
12/6/2010 - 1/24/2011
Program Recommendations
12/7/2010 - 1/24/2011
System-Wide Recommendations
9/1/2010 - 11/25/2010
__Adoption of Strategic Plan__
9/5/2010 - 12/4/2010
Establishment of CCCRRC Infrastructure
68
Appendices
Appendix 1: Parolees by Zip Code 07/02/10
69
Appendix 2: Adult Probationers by City 08/06/10
70
Appendix 3: Juvenile Probationers by City 08/06/10
71
Appendix 4: Reentry Task Force Composition
Stakeholder Group Voting Members Ex Officio
Members*
Reentry Service Providers
Employment
Housing
Health
Legal
Faith
Brian Hogan/Eva Grenier, Rubicon Programs
Adam Poe, Bay Area Legal Aid
Barbara Becnel, Neighborhood House
Kimberly Aceves, RYSE Center
Piper Ehlen, HomeBase
Vernon Williams/Megan Joseph, Williams
Group Inc./Empact Institute
Formerly Incarcerated
Organizations
Individuals
Sam Vaughn, Richmond ONS
Dee Reyes, One Day at a Time
Leonard Rubio
Youth
At-Risk Youth (1)
(connected to a youth service
provider)
1
State Agencies & Departments
CDCR – Parole
Dwayne Cooks, CDCR – Parole Division
County Departments
Health Services
County Administrator
Social Services
Probation
District Attorney
Public Defender
Tiombe Mashama/ Fatima Matal Sol/ Cynthia
Belon, Health Services
Tim Ewell, County Administrator
Paula Hernandez, Probation
Robert Kochly, District Attorney
Robin Lipetzy, Public Defender
Caroline Kelly, Department of Child Support
George Carter, Workforce Development Board
Law Enforcement
Sheriff
2 police department representatives
(1 from east and 1 from west county)
Alec Griffin, Richmond PD
John Vanderklaut, Antioch PD
Steve Albanese, Pittsburg PD
Brian Kawlinowski, Contra Costa Sheriff Dept.
Elected and/or City Officials
Federal (ex-officio)
State (ex-officio)
County (2 voting)
City (4: Richmond, Pittsburg, Antioch
& Concord)
David Fraser, Supervisor Federal Glover
Terrance Cheung, Supervisor John Gioia
Terri Waller, State Senator Loni Hancock
Heather Schiffman, State Senator Mark
DeSaulnier
Devone Boggan, Richmond ONS
Bill Shinn, Concord City Council
8
Other Ken Renolds, Contra Costa Community College
Linda Beth, Contra Costa Council
Foundations Unlimited
Total 23-25
72
Parolees
(Released and monitored by parole
system)
Referrals to CCHS from CCHS staff
who attend PACT (Parole and
Community Team) meetings or from
Office of Neighborhood Safety or via
self-referrals
Non-revocable
(No parole
supervision)
Referrals to CCHS
via the California
prison system
Formerly incarcerated
(No longer under parole
mandate)
Referrals to CCHS via self-
referrals or in near future by
CC C Reentry and
Reintegration Collaborative
Compassionate
Release (Severely ill, unable to
handle daily living activities)
Referrals to CCHS via CDCR
Per MOU with California Dept. of Corrections & Rehabilitation (in coordination with Contra Costa County Employment and Human Services Department), pre-release Medi-Cal enrollment assistance provided to all reentry prison
inmates. Per letter with California Association of Counties (Transition Protocol working group) we have identifi ed Cynthia Belon as our health, mental health and AOD contact. Victor Montoya identified by mental health to California
Dept. of Mental Health as mental health contact.
San Quentin Project
Referrals
(High risk, chronic disease)
Referrals to CCHS from San
Quentin
Medicine Project
CCHS Health Center Appointment and
Financial Counseling Lines (medical)
CCHS mental health or AOD crisis lines
(for mental health or AOD services) and/or
Homeless Program and Health
CareHomeless Program
Mental Health Services
Contact: Victor Montoya
Criteria: Client must have persistent and severe
mental health issues to quality for mental
health service assistance. Priority is given to
non-revocable release inmates and those in
need of Psychiatric medications. Parolees are
not eligible for mental health services they
utilize a separate community provider network.
Identify if
persistently
mentally ill with
medication
needs, if yes
if no
Contact: Julie Kelly, Contra Costa Regional Medical Center
Criteria: Potential for nursing home or conservatorship placement
CDRC identifies transitioning
inmates with treatment
needs.
If mental health ?
If outpatient physical health?
If inpatient physical health ?
San Quentin staff
identifies if shelter or
healthcare for
homeless is
appropriate and
refers
Homeless and HealthCare for the Homeless Services
Contact: Cynthia Belon (Homeless - shelter),
Kate Schwertscharf (Healthcare for the Homeless – medical care for homeless)
Criteria: Homeless upon release and or thereafter. Referrals also made to AOD,
ambulatory care, mental health, and hospital.
*If client has significant health issues that impact their ability to perform tasks of daily living
and that may result in nursing home placement and/or conservatorship/probate, then refer to
people below:
Referrals made to regular CCHS access
pathways
Appendix 5: Health Care Services Reentry Flow Chart
73
Appendix 5: Contra Costa County Reentry Planning Initiative Participant List
o Adam Poe, Bay Area Legal Aid, Attorney
o Ah Ferickson, Ah Ferickson
o Albert Lee, California Department of Corrections and Rehabilitiation
o Albert Featherstone, Project I.M.P.A.C.T.
o Alec Griffin, Richmond Police Department, Captain
o Alexa Vaughn, UC Berkeley, Journalist
o Alison Muller, East Bay Works
o Allyson West, California Reentry Program, Director
o Alphonso Guerrero, Compass Mentoring Academy
o Alvin Berstine, Bethelehem Missionary Baptist Church
o Alzetta Dobson, California Department of Corrections and Rehabilitiation
o Amanda Elliott, Richmond Main Street, Deputy Chief of Staff
o Aminta Mickles, Contra Costa College
o Andre Lovan, California Department of Corrections and Rehabilitiation
o Andre Shumake, Richmond Improvement Association, President
o Andrew Therol, California Department of Corrections and Rehabilitiation
o Andrew Johnson, United States Department of Veteran's Affairs
o Angela Sevin, Heart Bridge, Photographer, Facilitator, Experiential Education
o Angela Jenkins, Kaiser Permanente, Community Benefit Manager
o Angela Moore, GRIP, Homeless Prevention Case Manager
o Anita Marquez, Center for Human Development, East County Site Director
o Antonio Stinson, Insight Prison Project
o Antonio Leyba, Antonio Leyba
o Arlinda Love, City of Richmond - Office of Neighborhood Safety
o Arnold Threets, Richmond Police Department, Lieutenant
o Arnold Perkins, Ijichi Perkins, Community Servant
o Arturo Castillo, Contra Costa Public Health Department, Director
o Barbara Bysiek, Family Stress Center
o Barbara Becnel, Neighborhood House of North Richmond, Executive Director
o Ben Mosley, East Bay Works
o Beth Waitkus, Insight Garden Program, Prorgram Director
o Beverley Dickens, Beverley Dickens
o Bill Shinn, Office of Concord City Councilmember Bill Shinn, City Councilor
o Bill Heiser, Urban Strategies Council, Program Coordinator
o Bishop Mady Thomas, ThomasTurning Point Recovery
o Bob Underwood, California Department of Corrections and Rehabilitiation
o Bob Cleveland, East County Boys and Girls Club
o Brian Kalinowski, Contra Costa County - Office of the Sheriff
o Brian Hogan, The Hawkins Center of Rubicon Programs, Staff Attorney
o Caroline Kelley, Contra Costa County - Department of Child and Support Services, Public Information
Officer
o Charles Stewart, California Department of Corrections and Rehabilitiation
o Chris Magnus, Richmond Police Department, Chief
o Chriss Duenas, California Department of Corrections and Rehabilitation
o Chuck Carpenter, Contra Costa College
o Chuer Winston, Neighborhood House of North Richmond
o Cochise Potts, Cochise Potts
o Concepcion James, Contra Costa Health Services, Reducing Health Disparities Manager
o Constance Cooper, Grace Bible Fellowship Prison Ministry, Student /EOPS
o Cynthia Belon, Contra Costa Health Services, Homeless Program Director
o Cynthia Haven, Contra Costa County Probation Department
o D Thompson, D Thompson
o D Salisbury, Centerforce
74
o Danielle Wildkress, HomeBase/Center for Common Concern
o Daryl Nunley, Contra Costa County Probation Department, Director of Field Operations
o David Coleman, Contra Costa County, Public Defender
o David Fraser, Contra Costa County Board of Supervisors, District 5
o Dawna Vann, Contra Costa Health Services
o Deborah Dias, City of Richmond - Office of Neighborhood Safety
o Dee Reyes, One Day At A Time
o Denise Carey, Contra Costa County - Employment & Human Services Department, SIT Coordinator/SFI
Supervisor
o Denise Howard, California Department of Corrections and Rehabilitiation,
o Derrick West, Contra Costa County- Custodial ServicesAssistant Custodial Manager
o Devi Lanphere, Atnioch Chamber of Commerce
o DeVone Boggan, City of Richmond - Office of Neighborhood Safety, Director
o Diane Gatewood, City of Richmond - Office of Neighborhood Safety, Community Relations
o Diane Aranda, California Endowment, Greater Bay Area Regional Office, Program Manager
o Diane Sanchez, The East Bay Community Foundation EBCF, Director of Grantmaking & Donor Services
o Don Thompson, Gateway AOD Services
o Donna Wigand, Contra Costa Health Services
o Donna Floyd, Contra Costa College
o Donna Zukauckas, Delta 2000, Community Liaison
o Dorothy Walls-Stewart, Dorothy Walls-Stewart
o Dorsey Nun, All of Us or None
o Dr. Niinana kweku, Jamani Project
o Dwayne Cooks, California Department of Corrections and Rehabilitiation ,Parole Administrator
o Ed Doikno, Contra Costa County Board of Supervisors, District 5
o Elaine Pendergast, Center for Human Development
o Eleanor Thompson, Social Progress Inc., CEO
o Eli Moore, Pacific Institute, Associate
o Eric Blaettler, California Department of Corrections and Rehabilitiation
o Eric Gavidia, Eric Gavidia
o Erik Meldrum, Contra Costa County Probation Department
o Eva Grenier, Rubicon Programs Incorporated
o Fatima Matal Sol, Contra Costa Health Services,Alcohol and Other Drugs Services Division
o Federal Glover, Contra Costa County Board of Supervisors, District 5
o Fermin Rubio, California Department of Corrections and Rehabilitiation
o Frank Hernandez, Contra Costa College
o Fred Haywood, CDCR - Division of Adult Parole, Regional Parole Administrator
o Gary Rapaport, Sutter Delta Medical Center
o Gary Bell, Gary Bell
o George Miller, District 7 Office of George Miller, Congressman
o George Carter III, Contra Costa County - Workforce Development Board, Business Service
Representative
o Gloria Sandoval, STAND! Against Domestic Violence, Executive Director
o Guy Bjerke, City of Concord, Mayor
o Hamidiya Cooks, All of Us or None
o Heather Schiffman, Office of District 7 State Senator Mark DeSaulnier, District Representative
o Helen Vaughn, PPNC
o Herman Sally, United States Department of Veteran's Affairs
o Iris Archuleta, Emerald Consulting - UrAtWork, Inc
o Jacques Verduin, Insight Prison Project, Executive Director
o Jael Myrick, California State Assembly, Field Representative
o James Davis, City of Antioch, Mayor
o James & Sharon Haynes, New Covenant World Ministries, Pastors
o Jane Fischberg, Rubicon Programs Incorporated
o Jared Martin, California Department of Corrections and Rehabilitiation
o Jason Hemmes, Entron
75
o Jay Grover, Prison Fellowship Ministries
o J Douglas Hollie, H.E.A.R.T. 2 H.E.A.R.T., Inc.
o Jeannie Cummings, Lift Every Voice-FMCH
o Jennifer Thompson, Insight Prison Project, Program Manager
o Jennifer Williams, Solar Richmond, Executive Assistant
o Jenny Robbins, Contra Costa Health Services, Director
o Jerry McNerney, District 11 Office of Jerry McNerney
o Jerry Macy, One Day At A Time
o Jim Trombley, Jim Trombley, Principle
o Jim Craft, Success Through Self Academy, Chief of Staff
o Joan Buchanan, California State Assembly, California State Assembly - District 15
o Joan Carpenter, Contra Costa County Board of Supervisors, Contra Costa County - Board of Supervisors
District 1
o Joe McCoy, City of Richmond - Office of Neighborhood Safety, Senior Dean of Students
o Joe Valentine, Contra Costa County - Employment & Human Services Department, Director
o John Larsen, State Board of Parole Hearing, Judge
o John Garamendi, District 10 Office of John Garamendi
o John Va, Antioch Police Department
o John Battle, California Department of Corrections and Rehabilitiation
o John Abella, Community Health for Asian Americans
o John Maldonado, John Maldonado
o John Gioia, Contra Costa County Board of Supervisors, District 1
o John VanderKlugt, Antioch Police Department, Lieutenant
o Johnny Rodriguez, One Day At A Time, Executive Director
o Joni Canada, HomeBase/Center for Common Concern, Staff Attorney
o Joseph Villarreal, Contra Costa Housing Authority, Executive Director
o Joseph Barrett, Alpha Technical Training Group, President
o Joseph Partansky, Joseph Partansky, California State Assembly member
o Joyce Edwards, Contra Costa College - Catering
o Julie Setele, Department of Sociology
o Junious Williams, Urban Strategies Council, CEO
o K Cunn, County of Contra Costa - Superior Court of California
o K Matthews, New Horizons
o Kanwarpal Dhaliwal, RYSE Center
o Karen Perkins, Ijichi Perkins
o Kathie Crawford, Kathie Crawford
o Kathleen Sullivan, City of Richmond - Human Rights Commission, District Attorney
o Kathy Jones, Economic Opportunity Council
o Kathy Prizmich, CDCR - Office of Community Partnerships, Deputy Director
o Kelly Dunn, The Hawkins Center of Rubicon Programs
o Kenneth Reynolds, Contra Costa College, EOPS/CARE Outreach Coordinator
o Kenyatta Arnold, Urban Strategies Council, Program/Research Assistant
o Kim MacDonald, City of Richmond - Office of Neighborhood Safety
o Kimberly Aceves, RYSE Center, Co-Executive Director
o Larry Lewis, Richmond Police Activities League, Executive Director
o Larry Eberle, California Department of Corrections and Rehabilitiation
o Larry McQuitta, California Department of Corrections and Rehabilitiation
o Larry Bowler, Presley Group
o Larry Crosby, Volunteers in Probation
o Latressa Alford, District 7 Office of George Miller, Senior District Representative
o Laura Bowman, California State Prison - San Quentin, Community Partnerships Manager & STAND UP
Project Director
o Laure O'Donnell, Contra Costa County - Department of Child and Support Services
o Leonard Neal, Project I.M.P.A.C.T.
o Liliana Melano, Stride Center
o Linda Woods, AODS
76
o Linda Evans, All of Us or None, Lead Organizer
o Lionel Chatman, Contra Costa County Probation Department, County Probation Officer
o Lisa Finnie, HOPE, Executive Director
o Liz Vance, Urban Strategies Council, Program Coordinator
o Loni Hancock, California State Assembly, California State Senate - District 9
o Lorenza Hall, Mark Morris Associates, Research Director
o Lori K. Beath, Friends Outside, Director
o Lupe Schoenberger, Office of District 7 State Senator Mark DeSaulnier, District Director
o Luz Gomez, Contra Costa County Board of Supervisors, District Coordinator
o Lynn Snyder, Contra Costa County - Civil Grand Jury
o Lynn Baskett, John Muir Medical Center
o Mae Chan, Mae Chan
o Malcolm Hoover, University of California San Francisco, Community Partnerships Program
o Manuel La Fontaine, All of Us or None, Organizer
o Maricarmen Peoples, CDCR - Office of Community Partnerships, Program Manager
o Marilyn Langlois, City of Richmond - Office of the Mayor
o Mark DeSaulnier, Office of District 7 State Senator Mark DeSaulnier, California State Senate - District 7
o Mark Foisie, San Pablo Police Department, College Vice President
o Martha Toscano, Office of Senator Loni Hancock, District Representative
o Mary Rocha, Brighter Beginnings, Community LiasionCoordinator
o Mathew Summers, Antioch Police Department, Antioch Police Officer
o McKinley Williams, Contra Costa College
o Megan Joseph, Empact Institute, Director
o Melana Paris, California Department of Corrections and Rehabilitiation
o Michael Starks, Bi BettCorp EORC, Senior Dean of Instruction
o Michael Tu, California Department of Corrections and Rehabilitiation
o Michael Katz, Richmond Equitable Development Initiative, REDI Outreach Coordinator
o Michele Jackson, Contra Costa College
o Michelle Shutzer, Stride Center
o Mickey Marchetti, Antioch Police Department, REACH Director
o Monta Vaca, East Bay Works, WIA Case Manager
o Mose B Jackson, New Covenant World Ministries
o Muriel Martin, California Department of Corrections and Rehabilitiation
o Nakia Cooper, Nakia Cooper, Founder
o Nancy Thome, City of San Pablo
o Nancy Skinner, California State Assembly, California State Assembly - District 14
o Natalio Perm, Bi BettCorp ACFF
o Norell Wheeler, Anka Behavioral Health
o Oscar Bobrod, Contra Costa County - Office of the Public Defender
o Pastor James R. Haynes, New Covenant World Ministries
o Pat Kaspar, The Hawkins Center of Rubicon Programs
o Paul Buddenhagen, Contra Costa County - Employment & Human Services Department, Program
Manager
o Paula Hernandez, Contra Costa County Probation Department, Chief Deputy Probation Officer
o Peggy Holland, Sisters Scissy Aprons
o Phil Munley, Contra Costa County Veterans Service office, Veterans Services Officer
o Phil Gottlieb, Los Medanos College, Counselor
o Phillip Seiler, Insight Prison Project
o Piper Ehlen, HomeBase/Center for Common Concern, Staff Attorney
o Priscilla Leadon, Contra Costa College
o Rayar Joern, The Hawkins Center of Rubicon Programs
o Rebecca Brown, Further the Work, President
o Renee Giometti, Contra Costa County - Employment & Human Services Department
o Rev. Rochelle Frazier, Pittsburg United Methodist Church, Pastor
o Richard Reveles, Greater Richmond Interfaith Program
o Richard Jimenez, Walden House
77
o Rischa Slade, West Contra Costa Youth Service Bureau, Deputy Director
o Rob Hope, Rubicon Programs Incorporated, Director of Workforce Services
o Robert Kochly, Contra Costa County Office of the District Attorney, District Attorney
o Robert Telles, AODS
o Robert Wong, California State Prison - San Quentin,
o Robert Kochly, Contra Costa County, District Attorney
o Robert Lewis, Grace Bible Fellowship Prison Ministry
o Robin Lipetzy, Contra Costa County - Office of the Public Defender, Public Defender
o Roland Schumacher, Friends Outside
o Ronald Shaw, West Contra Costa Youth Service Bureau
o Ronell Ellis, Ronell Ellis
o Ruth Dineen, East Bay Center for the Performing Arts
o Ryan Geis, Antioch Police Department, Police Officer
o Sal Garcia, City of Richmond - Office of Neighborhood Safety
o Sam Vaughn, City of Richmond - Office of Neighborhood Safety
o Sammi Triolo, Insight Garden Program
o Sharon Henderson, Contra Costa County - Department of Child and Support Services
o Sheila White, Goodwill Industries of the Greater Bay Area
o Sheila Persons, Neighborhood House of North Richmond
o Sherry Drobner, LEAP- City of Richmond
o Shirley Marchetti, REACH, Assistant Director
o Shirley Poe, Shirley Poe Consulting, Principal Consultant
o Sianne King, Sianne King, Parolee/CCC Student
o Sibyh Golson, California Department of Corrections and Rehabilitiation
o Sid Holter, Jr, Sid Holter, Jr.
o Sims Thompson, Sims Thompson
o Stacie Rawski, California Department of Corrections and Rehabilitiation
o Stacy Vann, Henkels & McCoy
o Stanley Wade, Stride Center
o Stephen Baiter, Workforce Development Board of Contra Costa County, Executive Director
o Steve Albanese, Pittsburg Police Department, Sergeant
o Steve Spiker, Urban Strategies Council, Director of Research & Technology
o Susun Kim, Bay Area Legal Aid
o Taalia Hasan, West Contra Costa Youth Service Bureau, Executive Director
o Tamara Walker, Richmond Police ActivitiesLeague, Program Director
o Teresa Hernandez-Cain, Teresa Hernandez-Cain, Independent Beauty Consultant
o Terrance Cheung, Contra Costa County Board of Supervisors, Chief of Staff
o Terri Phillips, California Department of Corrections and Rehabilitiation
o Terri Waller, State Senator - Asembly woman Loni Hancock's office, District Director
o Thomas Scruggs, Contra Costa County Office of Education, Principal
o Tim Ewell, Contra Costa County- Public Administrator, Senior Management Analyst
o Timothy Grayson, City of Concord - Police Department, CEO
o Tiombe Mashama, Contra Costa Health Services, Community Health Education Coordinator
o Todd Billeci, Contra Costa County Probation Department, Director of Field Operations
o Tom Torlakson, California State Assembly, California State Assembly - District 11
o Tracy Reed, Greater Richmond Interfaith Program,
o Tyree Foster, Neighborhood House of North Richmond, Case Manager
o Vallee Suennen, Anka Behavioral Health
o Vernon H. Williams III, The Williams Group, Inc., Executive Director
o Vicki Ferguson, Contra Costa College
o Viril Matheny, California Department of Corrections and Rehabilitiation
o Ward Allen, P/G
o Warren Rupf, Contra Costa County, Sheriff
o William Enriquez, California Department of Corrections and Rehabilitiation
o William Walker, Contra Costa Health Services, Director and Health Officer
o Wyman Chan, California Department of Corrections and Rehabilitiation
78
o Yuri Saito, United States Department of Veteran's Affairs
o Yvette McCollumn, Contra Costa County Probation Department
o Yvonne Mau, Rubicon Programs Incorporated
Appendix 7: Definitions of Recidivism
There are many different definitions of recidivism. While most definitions contain the element
of return to incarceration, there is considerable variance in how technical violations of the
conditions of probation or parole that lead to re-incarceration are handled or how
incarceration on a new charge leading to confinement in county jail when the prior
incarceration was in state prison. Additionally, some definitions include an element of time in
terms of the time period between release and re-incarceration. Given the variations in
definitions, it is important for stakeholders to develop a general definition of recidivism. It may
also be necessary to adjust that definition for different program purposes and funding
opportunities. Below we present several definitions of recidivism.
Department of Justice, Office of Justice Programs:
National Institute for Justice:
Criminal recidivism refers to reoffending or repeated criminal behavior and may be measured
as self-reported offenses, arrests and/or convictions.
http://www.ojp.usdoj.gov/nij/glossary-terms/recidivism.htm
Bureau of Justice Assistance:
A return to prison and/or jail with either a new conviction or as the result of revocation of the
terms of supervision within 12 months of initial release.
http://www.nationalreentryresourcecenter.org/documents/0000/0621/SCA_Adult_Mentoring
_Grid_FINAL_07_13_10.pdf
California Department of Corrections and Rehabilitation
The CDCR Office of Research, JRB, working in conjunction with DJJ, developed the following
definition for a recidivist:
An individual previously adjudicated of a crime, committed to the CDCR’s DJJ,
released to parole or directly discharged and who was subsequently arrested in
California, returned/recommitted to DJJ, or returned/committed to the Division
of Adult Institutions (DAI) during a specified follow-up period of time,
independent of his/her discharge status on the initial commitment.
http://www.cdcr.ca.gov/Reports_Research/docs/Recidivism%20Report.FY0405.%20FINAL.DJJ.p
df
The ‘Lectric Law Library
79
Recidivism means the rearrest, reconviction, or reincarceration of former inmates. Recidivism
is the critical outcome variable in corrections, but assessing recidivism is a very complex
measurement problem. Re-admission to prison is the most conservative measure; most studies
use arrest for a new crime.
http://www.lectlaw.com/def3/r0066.htm
Other dictionary definitions:
Habitual or chronic relapse of criminal or antisocial offenses.
(http://www.english-test.net/gmat/vocabulary/words/101/gmat-
definitions.php#recidivism)
A repeated relapsing into criminal or delinquent behavior.
(http://www.thefreedictionary.com/recidivism)
Habitual relapse into crime.
(http://www.thefreedictionary.com/recidivism)
Appendix 8: Reentry Networks in California
Jurisdiction Created By: Housed Structure Funding
Source
San Francisco
County:
Reentry
Council of the
City and
County of San
Francisco
County
Ordinance
Public Defender’s
Office (Co-chairs
from the
following offices:
Public Defender,
District Attorney,
Sheriff and
Mayor)
Full council
Subcommittee on
Civil Rights & Civil
Engagement of
Formerly
Incarcerated
Individuals
Subcommittee on
Community Justice
& Alternatives to
Incarceration
Subcommittee on
Health & Well Being
of Currently and
Formerly
80
Jurisdiction Created By: Housed Structure Funding
Source
Incarcerated
Individuals
Subcommittee on
Self-Sufficiency of
Currently and
Formerly
Incarcerated
Individuals
Subcommittee on
Welfare & Safety of
Families, Victims, &
Communities
Alameda
County:
Alameda
County
Reentry
Network
Voluntary
agreement of
elected, public
agencies and
nonprofit
groups
Community-
Based
Organization
Decision Makers
Table
Coordinating Council
Jail Implementation
Committee
Prison
Implementation
Committee
Training and
professional
Development
Committee
Foundations
Second
Chance Act
Grant
San Mateo
County:
ACHIEVE 180
Voluntary
agreement
between
Board of
Supervisors
and various
county
departments
County
Manager’s Office
Transition Planning
Team
Second
Chance Act
Grant
County
San Diego
County:
SB618
Prisoner
Reentry
Program
SB 618: joint
effort between
the state,
county and
community
agencies
County District
Attorney’s Office
81
Appendix 9: Funding Sources for Reentry
Government
1. SB 678: California Community Corrections Performance Incentives Act
of 2009
2. Department of Justice www.justice.gov
a. Second Chance Act
3. California Emergency Management Agency www.oes.ca.gov
4. Office of Juvenile Justice and Delinquency Prevention www.ojjdp.gov
Foundations
1. The Ford Foundation www.fordfoundation.org
2. The California Endowment www.calendow.org
3. The California Wellness Foundation www.calwellness.org
4. Hewlett Foundation www.hewlett.org
5. Evelyn & Walter Haas Jr. Fund www.haasjr.org
6. The Gleitsman Foundation www.gleitsman.org
End Notes
i Western, Bruce, “Reentry,” Boston Review (July/August 2008)
ii California Department of Corrections and Rehabilitation – Division of Juvenile Justice,
http://www.cdcr.ca.gov/Reports_Research/docs/research/JUNE2009-CHARACTERISTICS.pdf (July 6, 2010).
iii Bruce, “Reentry,” Boston Review
iv Pew Center on States, 1 in 31: The Long Reach of American Corrections – California Fact Sheet,”
http://www.pewcenteronthestates.org/uploadedFiles/wwwpewcenteronthestatesorg/Fact_Sheets/PSPP_1in31_factsh
eet_CA.pdf (Jan. 25, 2011).
v Pew Center on States, 1 in 31: The Long Reach of American Corrections – California Fact Sheet,”
http://www.pewcenteronthestates.org/uploadedFiles/wwwpewcenteronthestatesorg/Fact_Sheets/PSPP_1in31_factsh
eet_CA.pdf (Jan. 25, 2011).
vi California Department of Corrections and Rehabilitation – Division of Juvenile Justice, Population
Characteristics Report – June 2009, http://www.cdcr.ca.gov/Reports_Research/docs/research/JUNE2009-
CHARACTERISTICS.pdf (July 6, 2010).
vii California Department of Corrections and Rehabilitation, Offender Information Services Branch, Estimates and
Statistical Analysis Section, Data Analysis Unit,. California Prisoners and Parolees, 2008: Summary Statistics on
Adult Felon Prisons and Paroles, Civil Narcotic Addicts and Outpatients and Other Populations,
http://www.cdcr.ca.gov/Reports_Research/Offender_Information_Services_Branch/Annual/CalPris/CALPRISd2008
.pdf.
82
viii CS Possession for Sale, Sales, Manufacturing; Marijuana Possession for Sale, Sale; CS Possession, CS Other;
Hashish Possession; Marijuana Other.
ix California Department of Corrections and Rehabilitation, Offender Information Services Branch, Estimates and
Statistical Analysis Section, Data Analysis Unit,. California Prisoners and Parolees, 2008: Summary Statistics on
Adult Felon Prisons and Paroles, Civil Narcotic Addicts and Outpatients and Other Populations,
http://www.cdcr.ca.gov/Reports_Research/Offender_Information_Services_Branch/Annual/CalPris/CALPRISd2008
.pdf. Returns within two years include returns within one year.
x Rosenfeld, R., Wallman, J., Ferrango, R.J., "The Contributi on of Offenders to Crime Rates," in Travis, J.; Visher,
C, eds., Prisoner Reentry and Public Safety in America, (New York: Cambridge University Press, 2005), 80-104.
Contra Costa County Reentry and
Reintegration Collaborative (CCCRRC)
Strategic Plan Update
Presentation to The Contra Costa County Board of
Supervisors
March 22, 2011
Prepared by: Urban Strategies Council and
Ijichi Perkins & Associates
Overview
Background
Definition of Recidivism, Reentry and Reintegration
Reentry Population in the County
Estimates of Reentry Population Service Needs
Policy and System Recommendations
Strategic Plan
CCCRRC Vision, Mission and Infrastructure
Program Recommendations
Funding Sources
Next Steps
2
ReentryPlanning Initiative Background
Initiated by DeVone Boggan, Director of the Richmond
Office of Neighborhood Safety (ONS), in collaboration
with Supervisors John Gioia and Federal Glover
The ONS secured funding from The California
Endowment to hire Urban Strategies Council (Council)
and Ijichi Perkins & Associates (IPA) to facilitate
planning process
Purpose was to develop a Reentry Strategic Plan to
improve coordination and collaboration among reentry
stakeholders, and ultimately to improve outcomes and
reduce recidivism for the formerly incarcerated
residents of Contra Costa County.
3
Planning Initiative Process
Convened stakeholders including county, city and
state agencies, elected officials, service providers, law
enforcement, corrections, formerly incarcerated
individuals, community-based organizations and
residents from across the county
During the period from August 2009 through July
2010, the Initiative convened 14 meetings of
approximately 200 stakeholders
During process, Task Force facilitated two federal
Second Chance Act applications—not awarded funds,
but developed a juvenile reentry plan
4
Task Force Membership
County Departments
Tiombe Mashama/ Fatima Matal Sol/ Cynthia
Belon, Health Services
Tim Ewell, County Administrator
Paula Hernandez, Probation
Robert Kochly, District Attorney
Robin Lipetzy, Public Defender
Caroline Kelly, Department of Child Support
George Carter, Workforce Development Board
Task Force Membership
Reentry Service Providers
•Brian Hogan/Eva Grenier, Rubicon
Programs
•Adam Poe, Bay Area Legal Aid
•Barbara Becnel, Neighborhood House
•Kimberly Aceves, RYSE Center
•Piper Ehlen, HomeBase
•Vernon Williams/Megan Joseph, Williams
Group Inc./Empact Institute
Task Force Membership
Elected and/or City Officials
•David Fraser, Supervisor Federal Glover
•Terrance Cheung, Supervisor John Gioia
•Terri Waller, State Senator Loni Hancock
•Heather Schiffman, State Senator Mark
DeSaulnier
•Devone Boggan, Richmond ONS
•Bill Shinn, Concord City Council
Task Force Membership
Law Enforcement
•Alec Griffin, Richmond PD
•John Vanderklaut, Antioch PD
•Steve Albanese, Pittsburg PD
•Brian Kawlinowski, Contra Costa Sheriff
Dept.
State Agencies & Departments
•Dwayne Cooks, CDCR – Parole Division
Task Force Membership
Formerly Incarcerated
•Sam Vaughn, Richmond ONS
•Dee Reyes, One Day at a Time
•Leonard Rubio
Other
•Ken Reynolds, Contra Costa Community
College
•Linda Beth, Contra Costa Council
What Is Recidivism (cont.)?
The ‘Lectric Law Library
Recidivism means the re-arrest, reconviction, or
re-incarceration of former inmates. Recidivism is
the critical outcome variable in corrections, but
assessing recidivism is a very complex
measurement problem. Re-admission to prison is
the most conservative measure; most studies use
arrest for a new crime.
10
What Is Recidivism (cont.)?
U.S. Department of Justice, Office of Justice
Programs definitions:
National Institute for Justice:
Criminal recidivism refers to re-offending or repeated
criminal behavior and may be measured as self-
reported offenses, arrests and/or convictions.
Bureau of Justice Assistance:
A return to prison and/or jail with either a new
conviction or as the result of revocation of the terms of
supervision within 12 months of initial release.
11
What Is Reentry and
Reintegration?
The Initiative defines reentry and reintegration
as a process, beginning at the time of adjudication,
which plans for and provides the necessary
services and supports to enable the formerly
incarcerated individual to reenter the community,
achieve stability, successfully reintegrate back into
family and community life, and to complete
probation and parole without being re-
incarcerated.
12
Parole Probation Total
Adult 1419 2719 4138
Juvenile 52 3128 3180
Total 1471 5847 7318
2009 Contra Costa County Reentry Population
Summary Table(July 6, 2010)
13
15
16
ReentryService Needs Estimates
For approximately 4,138 adult parolees and probationers in
Contra Costa County, based on available research, we
estimate the following service needs:
Substance Abuse:3,062 treatment spaces
Employment:2,482 job placements
Housing:1,241-2,069 housing placements
Health Services:662 primary care slots
Education:1,696 adult education spaces
Family Services:2,274 parolees and probationers
may need family counseling,
support or reunification assistance
17
Policy Recommendations to the
Board of Supervisors
1.The Board should adopt the Contra Costa County Reentry
Strategic Plan as the county’s official strategic plan for
reentry.
2.The Board should adopt the CCCRRC as the countywide
mechanism for coordination and implementation of the
strategic plan.
3.The Board should designate a single county agency to
house the CCCRRC and to provide leadership and
administrative support for its operations, and to
coordinate the support of other county and governmental
agencies, non-profit, faith-based and business partners,
and community residents in achievement of the goals and
objectives set forth in the strategic plan.
18
StrategicPlan Outline
Part I: Vision and Purpose
Defining Reentry and Reintegration
Vision, Mission and Values Statement
Vision Statement
Mission Statement
Principles and Values
Goals and Objectives
19
CCCRRC Vision Statement
Individuals released from incarceration into
communities in Contra Costa County will become part
of an integrated and supportive service network
comprised of community-based organizations,
government and public agencies, and the broader
community. This network will jointly create pathways
for the successful reentry and reintegration of formerly
incarcerated individuals back into the community.
20
CCCRRC Mission Statement
The primary mission is to engage and support
individuals, families, and communities in
transitioning formerly incarcerated individuals to
become active and impactful members of their
communities. CCCRRC will accomplish this mission
through the development and support of necessary
public policy, public safety, community awareness and
services.
21
CCCRRC Infrastructure
Decision Makers
Table
Role: Policy makers,
approve strategic plan,
provide resources
Programs and Services
Subcommittee
Role: Technical assistance to
programs/services, training
and professional
development, resource
development
Data and
Information
Subcommittee
Role: Data collection,
assessment, evaluation,
information services,
reporting
Coordinating Council
Role: Communication,
coordination, strategic plan
(oversight of
development/updates), public
system interface, resource
development and leveraging
current resources
Staffing
Role: Strategic plan,
communication, clinical
resource, coordination,
document production
Accountability
22
Program Recommendations to
CCCRRC
Reentry Process
Service Delivery System
Education and Computer
Literacy
Financial Literacy and
Services
Employment
Mental Health
Substance Abuse
Health
Mentoring/Community
Engagement
Housing
Legal Services
23
Program Recommendations to
CCCRRC (cont.)
Reentry Process
The reentry process includes several stages: sentencing, incarceration, pre-
release, release and reentry. Risk and needs assessment should be
conducted at sentencing and adjusted throughout to meet the needs of the
individual.
Service Delivery System
Develop a system of sufficient capacity to meet the needs of the formerly
incarcerated that will include trainings and professional development for
service providers and county employees.
Education and Computer Literacy
Offer appropriate educational and computer skills training programs to
both inmates and the formerly incarcerated.
Financial Literacy and Services
Provide basic financial literacy to the formerly incarcerated and connect
them with financial services such as credit and budget counseling, bank
accounts, public benefits and tax preparation assistance.
24
Program Recommendations to
CCCRRC (cont.)
Employment
Develop and enhance job training and certificate programs targeted at the formerly incarcerated.
Develop and implement a county “Ban the Box” policy to remove the question about criminal records from county employment applications during the initial application stage of the hiring process except for certain identified sensitive positions in public safety and children’s services or as determined by the agency. Policies vary across jurisdictions but have some of the following elements:
delete the criminal background question from initial application;
ensure that federal law, which requires that a conviction be “substantially related” to job responsibilities, is enforced;
perform a background check once the candidate is selected or determined to be a serious prospect;
identify all positions for which background checks will be conducted due to the nexus between offenses and job duties, or as required by law;
consider the gravity of the offense, the age of the candidate at the time of the offense, and how much time has elapsed since the conviction and the application;
the right of the applicant to be notified that they were disqualified because of information in the background check and the right of the applicant to correct information and appeal the decision. Candidates for jobs with conviction restrictions can be notified of such restrictions in position announcements; and
apply the policy to county/city vendors and contractors.
25
Program Recommendations to
CCCRRC (cont.)Mental Health
Identify individuals requiring mental health services prior to release and
develop a transition process that will allow for the seamless transfer of
medical records between institutions. Connect youth to the Contra Costa
County Mental Health Services Act (MHSA) Transition Age Youth (TAY)
program.
Substance Abuse
Improve the coordination of and access to substance abuse services for the
reentry population beginning at the pre-release stage. Provide technical
support to Addiction Recovery Counselors to ensure that inmates suffering
from substance abuse receive an integrated approach to treatment during and
after incarceration.
Health
Create an internal committee to coordinate all health issues. Implement a
system for providing the reentry population with health services, including
transfer of medical records, connecting them to services and establishing
reimbursement mechanisms.
26
Program Recommendations to
CCCRRC (cont.)
Mentoring/Community Engagement
Create a task force dedicated to exploring structured mentoring
opportunities and evidence-based practices specific to addressing the
needs of formerly incarcerated individuals. Identify and obtain financial
support to develop, evaluate and sustain mentoring efforts.
Housing
Involve the inmate, community-based case manager and
parole/probation officer in the pre-release planning process to
identify housing opportunities.Collaborate with the housing
authority to implement policies that remove barriers to housing.
Legal Services
Connect the reentry population to free and low-cost legal services
including family court order modifications, housing, “Clean Slate”
clinics, Homeless Court and Traffic Court. Create reentry courts, drug
courts, mental health courts and alternatives to incarceration/diversion
programs.
27
Funding Resources
Government
SB 678: California Community Corrections Performance Incentives Act of
2009
Department of Justice www.justice.gov
Second Chance Act
California Emergency Management Agency www.oes.ca.gov
Office of Juvenile Justice and Delinquency Prevention www.ojjdp.gov
Foundations
Rosenberg Foundation www.rosenfound.org/
The California Endowment www.calendow.org
The California Wellness Foundation www.calwellness.org
Hewlett Foundation www.hewlett.org
Evelyn & Walter Haas Jr. Fund www.haasjr.org
The Ford Foundation www.fordfoundation.org
The Gleitsman Foundation www.gleitsman.org
28
Next Steps
Action by the Board of Supervisors
If you have any questions or comments
regarding the strategic plan, please contact:
Terrance Cheung:
Terrance.Cheung@bos.cccounty.us
David Fraser: David.Fraser@bos.cccounty.us
29