HomeMy WebLinkAboutMINUTES - 05212013 - D.3RECOMMENDATION(S):
APPROVE the 2013/14 AB109 Public Safety Realignment budget for criminal justice programs, as recommended by
the Community Corrections Partnership Executive Committee and the Public Protection Committee.
FISCAL IMPACT:
$23,072,666, 100% State AB109 Public Safety Realignment Funding. The 2013/14 Realignment Budget continues
services implemented in fiscal years 2011/12 and 2012/13, expands some programming, and authorizes new
programming. Of this amount, $900,000 is recommended to remain unappropriated for expenditures related to the
development of a Pre-Trial services program.
BACKGROUND:
In 2011, the California Legislature passed and the Governor signed into law the Public Safety Realignment Act
(Assembly Bill 109), which transfers responsibility for supervising specific low-level inmates and parolees from the
California Department of Corrections and Rehabilitation (CDCR) to counties. Assembly Bill 109 (AB 109) took
effect on October 1, 2011 and realigns three major areas of the criminal justice system. On a prospective basis, the
legislation:
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 05/21/2013 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I Supervisor
Candace Andersen, District II
Supervisor
Mary N. Piepho, District III
Supervisor
Karen Mitchoff, District IV
Supervisor
Federal D. Glover, District V
Supervisor
Contact: Timothy Ewell,
925-335-1036
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: May 21, 2013
David Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
D.3
To:Board of Supervisors
From:Public Protection Committee
Date:May 21, 2013
Contra
Costa
County
Subject:AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM - 2013/14 RECOMMENDED BUDGET
BACKGROUND: (CONT'D)
Transfers the location of incarceration for lower-level offenders (specified non-violent, non-serious, non-sex
offenders) from state prison to local county jail and provides for an expanded role for post-release supervision for
these offenders;
Transfers responsibility for post-release supervision of lower-level offenders (those released from prison after
having served a sentence for a non-violent, non-serious, and non-sex offense) from the state to the county level
by creating a new category of supervision called Post-Release Community Supervision (PRCS);
Transfers the housing responsibility for parole and PRCS revocations to local jail custody
AB 109 also tasked the local Community Corrections Partnership (CCP) with recommending to the County Board
of Supervisors a plan for implementing criminal justice realignment. The Board of Supervisors adopted the
Contra Costa County Realignment Plan on October 4, 2011 (Agenda Item No. D.5), as recommended by the
Executive Committee of the CCP. The Executive Committee of the CCP is composed of the County Probation
Officer (Chair), Sheriff-Coroner, a Chief of Police (represented by the Richmond Police Chief), District Attorney,
Public Defender, Presiding Judge of the Superior Court or designee (represented by the Court Director of Business
Planning, Information and Programs), and County Behavioral Health Director.
For 2012/13, the CCP-Executive Committee recommended and the Board of Supervisors approved a budget of
$20,689,520, which was composed of $16,665,069 in ongoing and $4,024,451 in one-time funding for various
AB109 implementation efforts and programming. Ongoing expenditures are primarily made up of salary and
benefit costs for permanent employees and service contract expenditures while one-time expenditures include
capital acquisition and/or fixed asset costs.
For fiscal year 2013/14, Contra Costa County anticipates the receipt of $22,854,832 from the community
corrections allocation of AB109 Public Safety Realignment revenue – an increase of $3,569,502 over the fiscal
year 2012/13 allocation. Today's action would approve the 2013/14 AB109 Public Safety Realignment budget,
including increased funding for existing programs and new funding for additional programming, in the amount of
$23,072,666; $21,435,766 in ongoing and $1,636,900 in one-time funding. Of this amount, $900,000 is
recommended to remain unappropriated and reserved for the establishment of a Pre-Trial services program. A
summary of the budget approved by the CCP-Executive Committee and the Public Protection Committee is
included in Attachment A. Detailed agency budget proposals are included in Attachments B-M for reference.
The CCP-Executive Committee approved 2013/14 AB109 Public Safety Realignment budget at the May 10, 2013
regular meeting and submitted to the Public Protection Committee for review and approval. On May 16, 2013, the
Public Protection Committee accepted the CCP-Executive Committee's recommendations and added $200,000 to
the Sheriff's Office allocation for the establishment of a "Jail to Community" program for consideration by the
full Board of Supervisors.
CONSEQUENCE OF NEGATIVE ACTION:
Negative action would result in the 2013/14 AB109 Public Safety Realignment budget not being approved by the
Board of Supervisors resulting in decreased reimbursement to county and community based organizations for the
provision of services to the AB109 population.
CHILDREN'S IMPACT STATEMENT:
No impact.
CLERK'S ADDENDUM
Speakers: Lee Lawrence, League of Women Voters of Diablo Voters.
APPROVED the 2013/14 AB109 Public Safety Realignment budget for criminal justice programs as
recommended.
ATTACHMENTS
Attachment A - 2013/14 AB109 Public Safety Realignment Budget Summary
Attachments B through M - 2013/14 AB109 Budget Requests
as of 5/16/2013
ONGOING ONE-TIME TOTAL
FUNDING AVAILABLE
Projected Beginning Fund Balance - 12,478,362 12,478,362
State Funding Allocation 22,854,832 - 22,854,832
Subtotal 22,854,832 12,478,362 35,333,194
Less: Reserved 2012/13 Unspent Funds
West County Detention Facility - (2,750,000) (2,750,000)
Marsh Creek Detention Facility Reno - (281,724) (281,724)
Sheriff's Transport Bus - (650,000) (650,000)
Pre-Trial Services Program - (900,000) (900,000)
TOTAL AVAILABLE 22,854,832 - 7,896,638 30,751,470
PROGRAM EXPENDITURES
Sheriff
Salaries & Benefits 5,488,080 - 5,488,080
Inmate Food/Clothing/Household Exp 391,700 - 391,700
Monitoring Costs 54,750 - 54,750
IT Support 40,000 - 40,000
Vehicle Maintenance/Depreciation 47,000 - 47,000
Behavioral Health Court Operating Costs 80,492 - 80,492
Behavioral Health Court/ Deputy Sheriff 224,150 - 224,150
West County Detention Renovation - 1,600,000 1,600,000
Transport Bus Maintenance 79,032 - 79,032
"Jail to Community" Program 200,000 - 200,000
Sheriff Total 6,605,204 1,600,000 8,205,204
Probation
Salaries & Benefits 2,375,093 - 2,375,093
Operating Costs 307,925 - 307,925
Radios - 4,787 4,787
Vests - 648 648
DPO Outfitting - 148 148
Desktop PCs - 889 889
iPads - 847 847
Cell phones - 85 85
Probation Total 2,683,018 7,404 2,690,422
Behavioral Health
Salaries & Benefits 716,083 - 716,083
Operating Costs 127,000 - 127,000
Contracts 1,391,775 - 1,391,775
Vehicle Purchase and Maintenance 9,018 - 9,018
Behavioral Health Total 2,243,876 - 2,243,876
Health Services--Detention Health Services
Sal & Ben-Fam Nurse, WCD/MCD 180,324 - 180,324
Salaries & Benefits-LVN, WCD 259,524 - 259,524
Salaries & Benefits-RN, MCD 507,046 - 507,046
Sal & Ben-MH Clinic. Spec., WCD/MCD 116,858 - 116,858
Detention Health Services Total 1,063,752 - 1,063,752
Public Defender
Sal & Ben-Paralegal/Social Worker 209,000 - 209,000
Sal & Ben-Arraignment Program 665,000 - 665,000
Sal & Ben-DV Representation 250,000 - 250,000
Vehicle Purchase - 28,129 28,129
iPads - 1,367 1,367
Public Defender Total 1,124,000 29,496 1,153,496
District Attorney
Salaries & Benefits-Victim Witness Prgrm 83,245 - 83,245
Salaries & Benefits-Arraignment Prgrm 705,383 - 705,383
Salaries & Benefits-Reentry/DV Prgrm 690,288 - 690,288
District Attorney Total 1,478,916 - 1,478,916
Employment & Human Services
Data Collection/Evaluation 50,000 - 50,000
EHSD Total 50,000 - 50,000
EHSD‐‐ Workforce Development Board
Salaries & Benefits 200,000 - 200,000
EHSD-WDB Total 200,000 200,000
County Administrator
Salaries & Benefits 252,000 - 252,000
Data Collection/ Program Review 198,000 - 198,000
CAO Total 450,000 - 450,000
CCC Police Chief's Association
Salaries and Benefits-AB109 Task Force 522,000 - 522,000
CCC Police Chiefs' Total 522,000 - 522,000
Pre-Trial Services Program (Dept. TBD)
Potential Future Services (Unappropriated)900,000 - 900,000
Pre-Trial Total 900,000 - 900,000
Community Programs
Employment Support and Placement Srvcs 2,000,000 - 2,000,000
Implementation of (3) One-Stop Centers 1,320,000 - 1,320,000
Short and Long-Term Housing Access 500,000 - 500,000
Peer and Mentoring Services 200,000 - 200,000
Development of a "Re-entry Resource Guide" 15,000 - 15,000
Central County Legal Services 80,000 - 80,000
Community Programs Total 4,115,000 - 4,115,000
TOTAL EXPENDITURES 21,435,766 1,636,900 23,072,666
ENDING FUND BALANCE 1,419,066$ 6,259,738$ 7,678,804$
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
2013/14 RECOMMENDED BUDGET
Sheriff-Coroner
Salary & Benefits
Item
#FY 12/13
Per Item Cost
FY 12/13 Total FY 13/14
Per Item Cost
FY 13/14 Total
Sergeant 1 225,000 225,000 257,128 257,128
Deputy Sheriff 18 194,000 3,686,000 226,814 4,082,652
Overtime 23,200 185,000
Specialist 3 101,000 303,000 103,070 309,210
Senior Clerk 2 94,000 188,000 95,950 191,900
ASA II 1 132,310 132,310 134,890 134,890
DSW 2 78,000 156,000 79,700 159,400
Lead Cook 1 90,000 90,000 91,900 91,900
Vendor Equipment Install (CAF)1 76,000 76,000 76,000 76,000
Subtotal - Salary & Benefit 4,879,510 5,488,080
Custody Costs
FY 2013-14 DEPUTY SHERIFF (16) Facilities, (2) Transportation (1) Classification
Maintains same staffing approved for 12-13, increased personnel costs reflect rise in benefits costs
FY 2013-14 Overtime
A projected hours of overtime accross all classifications of employees will be required for scheduled
vacations and training, increased to reflect increased personnel costs.
FY 2013-14 SENIOR CLERK (2)
Maintains same staffing approved for 12-13,increased personnel costs reflect rise in benefits costs
FY 2013-14 ASA II (1) - Inmate Programs
Maintains same staffing approved for 12-13,increased personnel costs reflect rise in benefits costs
FY 2013-14 Detention Service Worker (2)
Maintains same staffing approved for 12-13, increased personnel costs reflect rise in benefits costs
FY 2013-14 Lead Cook (1)
Maintains same staffing approved for 12-13,increased personnel costs reflect rise in benefits costs
Page 1
Sheriff-Coroner
Operating Cost
Item
One-Time Cost
FOOD/CLOTHING/HOUSEHOLD
MONITORING COSTS
IT SUPPORT 10,000 (11-12)
ISF VEHICLE COSTS 40,000 (11-12)
MONITORING EQUIPMENT PURCHASE 202,500 (11-12)
TRAINING/TRAVEL
SUBTOTAL - OPERATING COSTS
Facility Renovation/Upgrade
Item
WCDF Central Control & Module
Security/locks (MCDF)281,724 1,600,000
391,700
54,750
40,000
44,000
FY 13/14 Total
391,700
54,750
40,000
FY 12/13 Total
47,000
533,450
FY 12/13 Total FY 13/14 Total
530,450
FY 2013-14 Food/Clothing/Household
Funding for food, clothing, and household expenses to meet inmates' needs and Title 15 requirements.
FY 2013-14 Monitoring Costs
The ongoing costs associated with the monitoring through contracts with SCRAM and 3M for alternative
custody devices.
FY 2013-14 IT Support
The ongoing costs associated with the Sheriff’s Office and contracts for IT support, which includes
installation and maintenance for the alternative custody devices.
FY 2013-14 Vehicle Costs
The purchase of a fully equipped patrol vehicle for our Custody Alternatives Deputies was for the 2011 -12
fiscal year. This money is for ongoing maintenance, increased for likely rise in replacement costs, parts and
overhead
FY 2013-14 Facility Renovation and Upgrade
The WCDF Central Control requires renovation to computer, camera, and other systems to maintain basic
ability to operate doors, gates, fences, etc. and to monitor sensitive areas.
Inmate room door locks(electronic) at WCDF need replacement for proper functioning and security.
Page 2
Sheriff-Coroner
Transportation Costs
Item
MAINTENANCE & DEPRECIATION -Bus
SUBTOTAL – TRANSPORTATION COSTS
Item
#FY 12/13
Per Item Cost
FY 12/13 Total FY 13/14
Per Item Cost
FY 13/14 Total
DEPUTY SHERIFF 1 194,000 194,000 224,150 224,150
OPERATING COSTS(1)80,492 80,492
TOTAL-BEHAVIORAL HEALTH COURT COSTS 274,492 274,492
Sub-Totals
Salary & Benefits
Operating Costs
Renovation/Upgrade Costs
Transportation Costs
Grand Total
All Categories
FY 12/13 Total FY 13/14 Total
281,724 1,600,000
79,032
79,032
Behavioral Health Court Costs - to continue Health Services Program
FY 12/13 Total FY 13/14 Total
5,073,510
79,032
6,045,208 8,005,204
610,942
79,032
FY 12/13 Total
5,712,230
613,942
79,032
FY 13/14 Total
79,032
FY 2013-14 Transportation Bus
Annual maintenance costs were determined based upon an estimated 3,000 miles per month and a 30 year
useful life expectancy of the purchased MCI Bus. Maintenance costs include fuel, oil, parts, labor, insurance
and depreciation.
FY 2013-14 Behavioral Health Court
This item is to support the ongoing costs of the Behavioral Health Court as it currently exists.
1)Vehicle, Rent, IT Support, Phones, PG&E, Repairs, Limited Supplies, Cell Phones, Computers, Drug
Testing, and Deputy Annual Training Classes
Page 3
Contra Costa County Community Corrections Partnership
2013/14 AB109 Budget Proposal Form
Department: Probation
Description of Item Program/Function Op. Plan
Item #
Annual Unit
Cost
Effective
Date
Quantity
/FTE
2012/13
Allocation
2013/14
Proposed
SALARY AND BENEFITS
Director Field Services Post-release Community Supervision 7/1/2013 0.25 56,473$ 57,735$
Probation Manager Post-release Community Supervision 7/1/2013 0.20 39,636$ 40,558$
Probation Supervisor I Post-release Community Supervision 7/1/2013 1.00 182,220$ 186,396$
Deputy Probation Officer III Post-release Community Supervision 7/1/2013 12.00 1,487,621$ 1,880,535$
Deputy Probation Officer III Overtime Post-release Community Supervision 7/1/2013 N/A 44,332$ 120,000$
Clerk Post-release Community Supervision 7/1/2013 1.00 78,833$ 82,308$
IT Support Post-release Community Supervision 7/1/2013 7,561$ 7,561$
Subtotal 14.45 1,896,676$ 2,375,093$
OPERATING COSTS
Training/Travel Post-release Community Supervision 7/1/2013 21,857$ 3,700$
Annual Vehicle Operating Expenses (ISF)Post-release Community Supervision 7/1/2013 50,078$ 48,000$
Communication Costs Post-release Community Supervision 7/1/2013 5,566$ 6,433$
Minor Furniture/Equipment Post-release Community Supervision 7/1/2013 4,043$ 1,500$
Minor Computer Equipment Post-release Community Supervision 7/1/2013 -$ 1,000$
Food Post-release Community Supervision 7/1/2013 7,500$ 5,600$
Data Processing Services/Supplies Post-release Community Supervision 7/1/2013 1,180$ 144$
Client Expenses/Incentives Post-release Community Supervision 7/1/2013 4,659$ 1,000$
Office Expense Post-release Community Supervision 7/1/2013 1,368$ 1,548$
Contracts Post-release Community Supervision 7/1/2013 99,178$ 164,000$
Warrant Pick-up Post-release Community Supervision 7/1/2013 -$ 75,000$
Subtotal 0 195,429$ 307,925$
CAPITAL COSTS (ONE-TIME)
Vehicle Post-release Community Supervision 7/1/2013 217,071$ -$
Radio, handheld w/case Post-release Community Supervision 7/1/2013 19,142$ 4,787$
Vests Post-release Community Supervision 7/1/2013 2,594$ 648$
Handcuffs/Badge/Spray/Belts/Holders Post-release Community Supervision 7/1/2013 590$ 148$
Computer, desk Post-release Community Supervision 7/1/2013 3,556$ 889$
iPad, VPN token Post-release Community Supervision 7/1/2013 2,734$ 847$
Cell Phone Post-release Community Supervision 7/1/2013 340$ 85$
Subtotal 0 246,027$ 7,404$
Total 14.45 2,338,132$ 2,690,422$
PROGRAM NARRATIVE:
The Probation Department has requested $2,690,422 to continue to provide current levels of service and add an additional Deputy Probation Officer.
The AB 109 team supervises all individuals released from state prison on Post Release Community Supervision as well as individuals released
from county facilities on Mandatory Supervision following sentencing under Cal. Penal Code § 1170(h).
Salary and Benefit costs of $2,375,093 are requested for:
One (1) FTE Probation Supervisor
Twelve (12) FTE Probation Officers
o The case load for each AB 109 Deputy Probation Officer (DPO) is 40 to 45 people
o This includes an additional DPO to process the reentry of those being released from prison and local jail. This will
include but is not limited to completion of the CAIS risk needs assessment tool, develop a case plan, and begin the
triage process already developed to ensure the most seamless transition from being in custody and returning to our
communities.
one (1) FTE clerk
Partial FTE for additional management supervision and IT support, as well as projected overtime.
Operating costs of $307,925 are requested for:
Ongoing vehicle maintenance, communication costs for all DPOs, and incentives for probation clients including bus/BART tickets,
and food for weekly “Thinking for a Change” meetings and nd local non-profit to provide inmate training program.
One-year contract with re-entry coordinator increased by $25,000 from FY 12-13.
$20,00 is requested to fund "United Through Literature Program." Separation from a parent due to incarceration puts children at-risk
emotionally. Promoting healthy family relationships is also a known success strategy in reducing recidivism. To address these issues,
Probation and EHSD proposes to implement an initiative that facilitates positive family interaction between the child and the
incarcerated parent at West County Detention Facility by videotaping the parent reading from children’s books and bringing the
resulting DVD to the child and caretaker for viewing. Services will continue for the family at any of our children’s centers throughout
the county once the inmate/parent is released.
An additional $75,000 is requested to pay for warrant pickups. Probation has the responsibility of the post release community
supervision population as well as those sentenced to prison pursuant to 1170(h) and subsequently released from county jail. When
a warrant and/or revocation is issued and results in an arrest in another jurisdiction we are notified by that county to pick up that
person or they will be released. In the past the Sheriff would pick these detained people and transport them back to our county.
The Sheriff has discontinued that service but would be willing to do so if their cost can be offset. Since we do not want those arrested
individuals released from those other county jails we are asking for the estimated revenue needed to bring them back to our county for
their court hearing in a timely manner. (We are estimating there will be 6 - 8 of those transportations a month.)
Operating costs of $7,404 are requested for:
The purchase of new equipment (radio, cell phone, iPad, etc.) for the additional DPO.
Contra Costa County Community Corrections Partnership2013/14 AB109 Budget Proposal FormDepartment: Behavioral HealthDescription of ItemProgram/FunctionOp. Plan Item #Annual Unit CostEffective DateQuantity /FTE2012/13 Allocation2013/14 ProposedSALARY AND BENEFITSSSI Coordinator/Benefits Spec.0.562,331$ 62,331$ Case Managers274,400 74,400 Registered Nurse1167,711 167,711 Mental Health Clinical Specialist3372,166 372,166 Community Health Worker 12----- 110,931 Psychiatrist0.4116,000 116,000 Clerk165,275 65,275 Evaluator/Planner0.112,000 12,000 Substance Abuse Counselor1105,944 105,944 Subtotal11975,827$ 1,086,758$ OPERATING COSTSSh lt B d132 000$146 500$Shelter Beds132,000$ 146,500$ Transitional Housing129,600 129,600 Residential Drug Treatment375,000 375,000 Assessment/Outpatient (AODS)202,500 202,500 Pharmacy/Lab120,000 120,000 Security/Safety (Deputy Sheriff)47,500 47,500 Vehicles (3)80,000 ISF Fees9,018 9,018 Computer/Printers9,500 Emergency Care Funds5,000 Occupancy44,000 124,000 Transportation Assistance3,000 3,000 Subtotal0 1,157,118$ 1,157,118$ CAPITAL COSTS (ONE-TIME)Subtotal0-$ -$ Total11 2,132,945$ 2,243,876$
Contra Costa Health Services AB109 Services Behavioral Health Division FY 2013-2014 PROGRAM BUDGET NARRATIVE The Behavioral Health Division requests $2,243,876 to provide forensic services, substance abuse treatment options, assistance with establishing a medical/health home, emergency and transitional housing, and benefits assistance to individuals referred from County Probation that have been released from state prison on post release community supervision, as well as, individuals released from county facilities on mandatory supervision. SALARY AND BENEFITS - $1,086,758 Direct Service Staff Registered Nurse (1FTE) The Registered Nurse with psychiatric background provides single point access for medication evaluations, assessments for adherence and effectiveness, medication education, and linkage to medical care. The Forensic Services nurse coordinates with the Mental Health Clinical Specialist, Psychiatrist and Probation Officers to address the individual needs of the criminal-justice involved consumer. As the population is increasing, there is a need for additional nursing hours for comprehensive coordination to navigate multiple systems of care. Mental Health Clinical Specialist (3FTE) Mental Health Clinical Specialists conduct psychiatric assessments for co-occurring disorders, forensic case management, including interventions addressing criminogenic factors, coordination and information sharing with County Probation, and co-facilitation of Thinking for a Change probation groups. One clinician will specialize in working with domestic violence and sex offender populations. Psychiatrist (.4FTE) Psychiatrist will provide psychiatric and medication evaluation, prescriptions for ongoing psychotropic medications, and treatment support that targets new or low user of outpatient mental health services. The psychiatrist will provide consultation to the nurse, Mental Health Clinical Specialists and Probation Officers regarding course and prognosis of psychiatric disorders, complications of addiction effecting medication effectiveness, and patterns of personality dysfunction that impact community functioning. This position is a 16 hour/week position. Substance Abuse Counselor (1FTE) The Substance Abuse Counselor provides individual and group counseling; engages individuals in treatment; develops and implements intervention and treatment plans related to substance abuse intervention and rehabilitation; instructs clients and the community on theories and treatment of substance abuse; supports and collaborates with the Forensic Team members; communicates with alcohol and other drugs system of care providers to determine placement and level of care; conducts screenings to determine acuity and the best level of care; maintains a client case load of 30 monthly direct counseling contacts.
Contra Costa Health Services AB109 Services Behavioral Health Division FY 2013-2014 Benefits Specialist (.5 FTE) The Benefits Specialist performs duties that include completing and submitting SSI/SSDI applications for those who may be eligible, assisting clients in submitting Medi-Cal, General Assistance or other benefits in which they may be entitled; and linking them to emergency housing. The Benefits Specialist works with AB109 clients residing in the shelter or referred directly through Probation who may be living in the community. This position also operates as a key member of the Forensic Services team. Case Manager (2FTE) Case Managers will provide one-on-one intensive case management services to assist to re-entry residents to successfully integrate back into the community. Services provided include assistance3 in securing permanent housing, linkages to education and employment services, life skills education and development, and linkages to primary health care. In addition, AB109 dedicated shelter case managers will work closely with the Forensic Team to coordinate case plans around their housing and other supports. Community Health Worker I (2 FTE) Community Health Workers (Health Conductors) facilitate a pathway for AB 109 participants to find and connect with a medical health home. Health Conductors play a critical role in addressing the glaring health disparities and health inequities when serving vulnerable populations, including the re-entry population. Health Conductors (to be located in Central and East County) will provide outreach, conduct health needs assessments, schedule medical appointments, and provide patient/client follow up services to ensure continuity of care. Administration/Support Staff Senior Clerk (1FTE) The Senior Clerk will provide administrative unit support, including monthly Medi-Cal checks, reviewing various pharmacy reports, database management, coordinating scheduling, and outreach contact on behalf of the Forensic Team. Planner/Evaluator (.1FTE) The Planner/Evaluator will gather, tabulate and analyze data relative to services and provide data outcomes. The Planner/Evaluator may conduct needs assessment, and will provide additional data tracking including, but not limited to, SSI status, housing status, AOD and Homeless referrals, as well as collaborating with Homeless and AOD to pull data regarding interagency service provider utilization. Deputy Sheriff (.25FTE) The Deputy Sheriff will provide security to staff located at the Forensic Services office, as well as provide guidance for site and personal security. Costs associated with this position will be shared amongst co-located units.
Contra Costa Health Services AB109 Services Behavioral Health Division FY 2013-2014 OPERATING COSTS - $1,157,118 Shelter beds Ten beds are dedicated for homeless AB109 clients on a first come, first served basis. Shelter services include meals, laundry, case management, healthcare, and other support services. Transitional Housing (Sober Living Environment) Four beds are dedicated to AB109 clients who are homeless and have recently graduated from residential or outpatient substance abuse treatment program. Residents may stay for up to 24 months and will receive a variety of self-sufficiency services and recovery supports. Residential Treatment Seven beds are dedicated for AB109 clients for 90-days of residential substance abuse treatment services. Outpatient Treatment Outpatient treatment slots (90 days) are contracted out to AOD providers in the community through Behavioral Health Alcohol and Other Drug Services. Pharmacy/Lab Includes medication and lab fees for AB109 clients who are not covered by insurance. ISF Fee ISF is an annual fee for vehicle maintenance, insurance, and replacement. ISF charge will allow for replacement of the vehicle at the end of the vehicle life (90,000 miles) at no cost to the department. Occupancy Occupancy costs will provide office and meeting space for Forensic Services staff to meet with clients. Occupancy costs include rent and tenant improvements. It does not include other items such as utilities, telephone or data lines. Transportation assistance Funds will be used to purchase bus tickets that will facilitate AB109 clients who do not have their own transportation to get to and from clinical appointments. CAPITAL COSTS (ONE-TIME) - $0 No one-time capital costs are requests for FY 13-14
Contra Costa County Community Corrections Partnership
2013/14 AB109 Budget Proposal Form
Department: Health Services - Detention Health Services
Description of Item Program/Function Op. Plan
Item #
Annual Unit
Cost
Effective
Date
Quantity
/FTE
2012/13
Allocation 2013/14 Proposed
SALARY AND BENEFITS
Family Nurse Practitioner WCDF/MCDF 3.3-d,f 180,324.00$ 7/1/2013 1 180,324.00$
Licensed Vocational Nurse West County Det 3.3-d,f 92,687.00$ 7/1/2013 2.8 259,523.60$
Registered Nurse Marsh Creek Det 3.3-d,f 158,452.00$ 7/1/2013 3.2 507,046.40$
Mental Health Clinical Spec.WCDF/MCDF 3.3-d,f 116,858.23$ 7/1/2013 1 116,858.23$
Subtotal 8 -$ 1,063,752.23$
OPERATING COSTS
Subtotal 0 -$ -$
CAPITAL COSTS (ONE-TIME)
Subtotal 0 -$ -$
Total 8 -$ 1,063,752.23$
PROGRAM NARRATIVE:
The Contra Costa County Health Services Department - Detention Health Services has requested $1,063,752.23, from the
Contra Costa County Community Corrections Partnership Executive Steering committee to off set costs of providing medical and
mental health services to the AB 109 inmates housed in the county's adult detention facilities. Detention Health Services budget is funded
100% by the county's general fund. Detention Health Services has seen a marked increase in the number of medications dosed daily by
nursing staff at the West County Detention Facility - 780 - 830 doses administered daily. There has been a 26% increase in the number
of nursing sick call visits by inmates since custody began housing AB 109 inmates in October of 2011, Additionally, MD chart checks
have increased by 12% since October of 2011. An average of approximately 200 AB 109 inmates have been housed at the West County
Detention Facility since October of 2011, significantly increasing the workload of Detention Health Services staff.
Salary and Benefit costs of $1,063,752.23 for the following positions
o Family Nurse Practitioner - 1 FTE - West County Detention and Marsh Creek Detention . This provider will deliver
ongoing medical care to AB 109 inmates housed at WCDF and MCDF. Additionally, this provider will
assist and communicate with internal and external agencies in coordinating discharge planning services.
Start Date 7/1/2013
o Licensed Vocational Nurse - 2.8 FTE West County Detention - These positions will provide additional assistance for
medication delivery to inmates at the West County Detention. 2.8 FTE will provide an additional medication nurse
for both the am and pm shifts, 7 days a week. Additional staffing is needed based on the direct increase
of medication administration post AB 109 inmates arrival to West County Detention 10-2011. Start Date 7/1/2013
o Registered Nurse - 3.2 FTE Marsh Creek Detention . Contra Costa County Sheriff's Office has requested
Detention Health Services provide 24 hour/seven day a week nursing coverage to the Marsh Creek Detention Facility.
The rationale for this request is based on the Sheriff's Office need to add additional housing/bed capacity at
the Marsh Creek Detention Facility. In order to accommodate additional inmates Detention Health Services
must modify it's current requirements for transporting and housing inmates to Marsh Creek based on their medical needs.
The request for additional Registered Nursing FTEs will allow this facility to have a 24 hour medical presence
as all the other adult detention facilities currently have, allowing the Sheriff's Office and Detention Health Services
to house inmates with a wider variety of medical conditions at the Marsh Creek Facility. Start Date 7/1/2013
o Mental Health Clinical Specialist - 1 FTE West County Detention and Marsh Creek Detention . This clinician
will assist in providing direct mental health services and care to the AB 109 inmates housed at both the
West County Detention and Marsh Creek Detention Facilities. Additionally, this clinician will assist internal and
external agencies in coordinating discharge planning and medical/mental health/medication information for inmates
prior to there release to the community. Start Date 7/1/2013
Contra Costa County Community Corrections Partnership
2013/14 AB109 Budget Proposal Form
Department: Public Defender
Description of Item Program/Function Op. Plan
Item #
Annual Unit
Cost
Effective
Date
Quantity
/FTE
2012/13
Allocation
2013/14
Proposed
(2) Deputy Public Defender IV ACER Program Obj. 1.2 $250,000 7/1/2013 2 $500,000 $500,000
(1) PT Deputy Public Defender III ACER Program Obj. 1.2 192,000 7/1/2013 0.5 $0 $96,000
(1) Paralegal ACER Program Obj. 1.2 $69,000 7/1/2013 1 $69,000 $69,000
(1) Social Worker Supervisor II Client services Obj. 2.1 $117,000 7/1/2013 1 $117,000 $117,000
(1) Senior Paralegal Clean Slate Obj. 5.3 $92,000 7/1/2013 1 $92,000 $92,000
Subtotal 5.5 $778,000 $874,000
OPERATING COSTS
Subtotal 0 $0 $0
CAPITAL COSTS (ONE-TIME)
Vehicle Purchase 28,129$ $28,129
(2) iPads client services 684$ $0 $1,367
Subtotal 0 $0 $29,496
Total 5.5 $778,000 $903,496
PROGRAM NARRATIVE:
Please provide a narrative describing the programming that will be provided with the budget requests identified above.
3. Clean Slate Paralegal: provides clean slate services for indigent persons county-wide.
1. ACER PROGRAM: this program provides for early representation of in-custody clients at the first court appearance. The program
furthers the goals of reducing pre-trial detention rates, reducing unnecessary court appearances, encouraging early disposition of cases
where appropriate and reducing recidivism. We are requesting one addition part-time attorney to handle the volume of cases in
Central/East county.
2. Social Worker: The Public Defender Social Worker will providing social histories and needs assessments for clients to encourage the
appropriate resolution of cases.
Contra Costa County Community Corrections Partnership
2013/14 AB109 Budget Proposal Form
SUPPLEMENTAL PROPOSAL
Department:Public Defender
Description of Item Program/Function Op. Plan
Item #
Annual Unit
Cost
Effective
Date
Quantity
/FTE
2012/13
Allocation 2013/14 Proposed
(1) Deputy Public Defender IV DV Representation $250,000 7/1/2013 1 $250,000
Subtotal 1 -$ 250,000.00$
OPERATING COSTS
Subtotal 0 -$ -$
CAPITAL COSTS (ONE-TIME)
Subtotal 0 -$ -$
Total 1 $250,000
PROGRAM NARRATIVE:
Please provide a narrative describing the programming that will be provided with the budget requests identified above.
To cover the increase in domestic violence cases filed by the DA as a result of changes in filing practices in response to AB109
Contra Costa County Community Corrections Partnership
2013/14 AB109 Budget Proposal Form
Department: Employment and Human Services
Description of Item Program/Function Op. Plan
Item #
Annual Unit
Cost
Effective
Date
Quantity
/FTE
2012/13
Allocation 2013/14 Proposed
SALARY AND BENEFITS
N/A
Subtotal 0 -$ -$
OPERATING COSTS
Data Evaluation Contract Data Collection/Evaluation 6.3, 6.4 N/A 7/1/2013 N/A 0 50,000
Subtotal 0 -$ 50,000.00$
CAPITAL COSTS (ONE-TIME)
N/A
Subtotal 0 -$ -$
Total 0 -$ 50,000.00$
PROGRAM NARRATIVE:
The Zero Tolerance for Domestic Violence Initiative (ZTDVI) requests $50,000 for the provision of targeted data collection/evaluation
services. These evaluation services will include a focus on domestic violence (DV) and sexual assault (SA) as a critical element in evaluating
AB 109s effect on recidivism rates, the impact on public safety (reunification with families, victims) and successful reintegration of
individuals back into the community. Evaluation activities could include: identifying existing data points related to DV/SA; evaluation of
AB109 programs' alignment with best practices in the DV and SA arena including assessing risk and effective interventions.
This targeted evaluation will link to the larger AB 109 evaluation effort. ZTDVI is prepared to release an RFP and/or integrate into an existing
contract for these services.
Workforce Development Board of Contra Costa County – Strengthening Reemployment Systems for AB 109 Reentry Populations
BACKGROUND
The California Legislature passed the Public Safety Realignment Act (Assembly Bill 109), which transferred responsibility for supervising specific
low-level inmates and parolees from the California Department of Corrections and Rehabilitation to counties. This Act tasked local government at the
county level with developing a new approach to reducing recidivism among certain low-level felony criminal offenders. AB 109 took effect October 1,
2011 and realigned three major areas of the criminal justice system.
On a prospective basis, the legislation:
Transferred the location of incarceration for lower-level offenders (specified non-violent, non-serious, non-sex offenders) from state prison
to local county jail pursuant to Penal Code 1170 (h) and provides for an expanded role for post-release Mandatory Supervision for these
offenders;
Transferred responsibility for post-release supervision of lower-level offenders (those released from prison after having served a sentence
for a non-violent, non-serious, and non-sex offense) from the state to the county level by creating a new category of supervision called
Post-Release Community Supervision (PRCS);
Transferred the housing responsibility for parole and PRCS revocations to local jail custody.
PROPOSAL
The Workforce Development Board of Contra Costa County (WDB) is requesting funding for two positions (1 FTE Workforce Services
Specialist, and 1 FTE Business Services Representative) to ensure effective coordination and alignment with implementation of
community-based re-employment services AB 109 following the completion of the competitive procurement under Contra Costa County’s
Request for Proposals (RFP) #1302-004 for “Employment Support and Placement Services for AB 109 Program”.
Implementation of AB 109 has put renewed emphasis on helping formerly incarcerated individuals realize successful transitions back into society. An
essential component of this work revolves around finding employment, which is at the core of the WDB’s mission and work. The WDB currently
oversees a system of four (4) EASTBAY Works One Stop Career Centers (San Pablo, Concord, Antioch, and Brentwood) that provided services to
more than 20,000 job seekers during Fiscal Year 2011-2012, approximately 5% of whom reported some prior interaction with law enforcement.
Benefits & Rationale for Proposal:
Potential to reduce recidivism rates by Increasing likelihood of positive employment outcomes for formerly incarcerated individuals
Increase access to businesses who may hire AB 109 populations by aligning with WDB marketing & outreach efforts
Continued oversight by a public body subject to the Ralph M. Brown Act and Contra Costa County Better Government Ordinance
Enhance access to and alignment with WDB-funded/supported programs and services across Contra Costa County
Leverage expertise, resources, and networks of the WDB and its members and partners
Support regional, state and federal goals and requirements related to developing an aligned local and regional workforce system
Facilitate access to local, regional, state and federal technical assistance resources and best practice networks
BUDGET
Support for the aforementioned effort would require two (2) FTEs to support community coordination with supply side (job seekers) and demand side
(business engagement) – one year outlay of approximately $250,000. Approximately $50,000 of this could be leveraged from Workforce Investment
Act (WIA) funds, thereby requiring roughly $200,000 in AB 109 funding.
ELEMENTS OF THE CONTRA COSTA COUNTY AB 109 OPERATIONS PLAN SUPPORTING THIS PROPOSAL
Agreements of principle:
Objective 5.2. Assist in providing access to a full continuum of reentry and reintegration services
3. Coordinate efforts to reduce duplication and increase efficiency.
6. Maximize public and private partnerships in all phases of implementation.
7. Maximize interdepartmental and intergovernmental collaborations and partnerships at all phases of implementation
Phase 5 (Re-Entry & Reintegration):
Objective 5.3. Provide and enhance integrated programs and services for successful reentry of the AB 109 population
Strategy b. Expand access to employment support and placement services
Activity i. Provide information and education to employers about existing subsidies and incentives to encourage job placement and employment
Activity ii. Encourage and/or support training and/or subsidized or transitional employment opportunities that address criminal records-based
barriers
Activity iii. Expand access to job-specific training and certification programs
Activity iv. Expand access to clean slate services and other legal services to address legal barriers to successful reentry
Contra Costa County Community Corrections Partnership
2013/14 AB109 Budget Proposal Form
Department: County Administration
Description of Item Program/Function Op. Plan
Item #
Annual Unit
Cost
Effective
Date
Quantity
/FTE
2012/13
Allocation 2013/14 Proposed
SALARY AND BENEFITS
Senior Deputy County Administrator Program Administration 6.2 152,000$ 7/1/2013 1.0 152,000$ 152,000$
Business Systems Analyst (or
contractor equivalent)Data Collection/Evaluation 6.3, 6.4 100,000$ 7/1/2013 1.0 100,000$ 100,000$
Subtotal 2.0 252,000$ 252,000$
OPERATING COSTS
Data Evaluation Contract Data Collection/Evaluation 6.3, 6.4 N/A 7/1/2013 N/A 48,000$ 198,000$
Subtotal 0 48,000$ 198,000$
CAPITAL COSTS (ONE-TIME)
Subtotal 0 -$ -$
Total 2.0 300,000$ 450,000$
PROGRAM NARRATIVE:
The County Administrator's Office has requested a 2013/14 allocation of $450,000, which is composed of the following:
Salary and Benefit costs of $252,000 are requested for 1.0 FTE Senior Deputy County Administrator and 1.0 FTE Business Systems Analyst.
The Senior Deputy position will continue to provide administrative support to the countywide AB109/reentry program, including but not
limited to service contract/procurement activities, support to the Community Corrections Partnership and its standing committees, oversight
of legislative affairs and oversight of data collection/evaluation activities. The Business Systems Analyst position is intended to provide
information technology support for the collection and maintenance of data for use by the county in evaluating AB109/reentry programming.
This position would in large part be responsible for assisting in the deployment and maintenance of case management systems in the District
Attorney, Public Defender and Probation Departments. This position was created during fiscal year 2012/13 and we anticipate filling the
position in fiscal year 2013/14 or applying the funding amount towards a contract position.
Operating Costs include $198,000 for the provision of data collection/evaluation services, an increase of $150,000 over fiscal year 2012/13.
The Board of Supervisors has directed the County Administrator to release an RFP for data evaluation services once the community programs
RFP has concluded in fiscal year 2012/13. At that point, the County will know better what programming will be deployed to the AB109
population and in turn, what specific data should be collected and evaluated. In addition, the County has been approached by Pew Center on
the States and Stanford University to potentially participate in studies of AB109, which may yield in-kind benefits to the County in the area of
data collection and evaluation services for measures common to multiple jurisdictions.
PROGRAM NARRATIVE:
The Contra Costa County Chiefs of Police Association has requested $522,000 to develop a joint operation team combining probation officers
and a local law enforcement officer from the police departments with the larger AB 109 releases.
This funding would support the placement of three police officers to work within a task force setting with coordinated efforts in monitoring,
compliance checks, search and seizure and drug testing. This collaborative approach follows the agreements of principle in the Contra Costa
County Community Correction Partnership by developing a collaborative approach to monitoring and enforcing conditions placed on AB 109
clients. Probation personnel would receive additional tactically trained officers to make safer contacts with probationers and parolees, timely
intelligence data, and the ability to coordinate police special enforcement teams for absconding parolees. One officer would be assigned to the
West County, one to the Central County, and one to the East County.
Three officers:
Salary and Benefit costs of $174,000 per officer, totaling $522,000
This method of deployment to ensure compliance and support for AB 109 Probationers and Parolees would be directed at those high and
medium risk offenders. This effort will support the recidivism numbers published by the County, once the definition has been codified through
the CCP. The host police departments will support the effort with transportation, cover overtime necessities, and supply mandatory equipment.
Contra Costa County Community Corrections Partnership2013/14 AB109 Budget Proposal FormDepartment: Community Advisory BoardDescription of ItemProgram/FunctionOp. Plan Item #Annual Unit CostEffective DateQuantity /FTE2012/13 Allocation 2013/14 ProposedSALARY AND BENEFITSPre‐Release SpecialistsPre/Post‐Release 4.1, a 50,0005250,000.00$ Cognitive‐Based Therapy Specialists Pre/Post‐Release 4.1, a3170,000.00$ Employment SpecialistsEmployment5.3, b 70,0003210,000.00$ (See below)One‐Stop5.2, b‐$ Housing SpecialistsHousing5.3, c 70,0003210,000.00$ Program StaffMentoring & Family 5.4, a 70,0005200,000.00$ 350,000.00$ Legal AdvocatesLegal Advocacy5.3, c 80,0003240,000.00$ ConsultantCapacity Building6.1, a170,000.00$ Subtotal23200,000.00$ 1,500,000.00$ OPERATING COSTSRent, utilities, indirectPre/Post‐Release 4.1, a500000100,000$ Training, Transitional employment, Subsidized wages, Employment5.3, b20000002,000,000$ OperationOne‐Stop5.2, b1,200,0001,200,000$ Housing subsidiesHousing5.3, c1,100,000$ IndirectMentoring & Family 5.4, a50,000$ IndirectLegal Advocacy 5.3, c50,000$ Subtotal03,700,000.00$ 4,500,000.00$ CAPITAL COSTS (ONE‐TIME)Subtotal0‐$ ‐$ Total23 3,900,000.00$ 6,000,000.00$
1
To: Contra Costa County Community Corrections Partnership Executive Committee
From: Community Advisory Board
Date: April 5, 2013
Re: 2013-2014 CAB Recommendations and Budget
******************************************************************************
The Community Advisory Board (CAB) applauds the efforts of many stakeholders and
service providers under the leadership of the Community Corrections Partnership (CCP)
Executive Committee in developing the AB109 Operations Plan. We believe that the Operations
Plan lays out critical objectives and important strategies in the reentry continuum from arrest to
adjudication, and from incarceration to prerelease and to reentry. We also agree that the
Operations Plan represents our collective best efforts to create a system of care that focuses on:
• Reducing duplication and increasing efficiency
• Integrated efforts to maximize public and private partnership
• Strategies that are evidence-based, data driven with proven results
CAB makes the following recommendations for continued funding of strategies and
programs that were funded in the 2012-13 budget and for new funding for additional strategies
that are consistent with the Operations Plan.
1. DEVELOP, IMPLEMENT AND COORDINATE BETWEEN PRE-RELEASE AND POST RELEASE
PROGRAMS.
(OBJECTIVE 4.1, STRATEGY A)
Research points to the important link between programs offered during incarceration and
follow-up programs after release. According to National Institute on Drug Abuse (NIDA), the
link between therapeutic programs during incarceration and follow-up programs in the
community is the most important piece of successful programming. In research on correctional
treatment, emphasis is placed on the importance of structured coordination between correctional
programs and aftercare programs. Programs that started in a correctional facility are more
effective when they are continued after release.
In the 2012-13 RFP process, no funds were set aside to provide evidence-based pre-
release or post-release Cognitive Based Therapy (CBT) programs. CAB recommends that
community based programs be selected to provide CBT, a widely recognized and effective
practice premised on building a safe space to work through traumatic and dysfunctional life
experiences. Effective CBT is long-term, deep emotional work, to be undertaken by culturally
competent and well trained community providers.
CAB believes that an effective pre-release program coordinated with post release CBT
programs is sorely needed and believe it is important to take advantage of the opportunity to fund
them under the 2013-14 budget. The intentional coordination and continuity between pre and
post release programs is the current best practice to produce the best outcomes for reentry
participants and increase public safety.
2
2. EMPLOYMENT CONTINUES TO BE A TOP PRIORITY TO REDUCE RECIDIVISM AMONG AB
109 CLIENTS.
(OBJECTIVE 5.3, STRATEGY B)
According to the Probation Department’s realignment data presented at the October 2012
CCP meeting, out of 340 clients served by the Probation between 10/1/2011 and 9/30/12 (one
year period), 14 clients (4%) were working full-time, and 26 clients (8%) working part-time.
These numbers show that employment has to be a top priority for our efforts to promote
reintegration and self-sufficiency.
CAB would recommend that the same level of funding for employment services at $2
million per year continue in the FY2013-14 budget. Employment services should include case
management, transitional employment, subsidized employment, and employer outreach and
placement.
3. PROMOTE SERVICE INTEGRATION AND COORDINATION AMONG COUNTY AGENCIES AND
COMMUNITY BASED ORGANIZATIONS.
(OBJECTIVE 5.2, STRATEGY B)
The planning process for the reentry one stop centers in the three areas of the County will
begin later this year. CAB would recommend allocating funds in the 2013-14 budget to support
the operation of the reentry one stop centers. As recognized by the CCP, the reentry one stop
centers will increase coordination, leverage diverse resources and reduce duplication of services.
4. ENSURE ALL AB 109 CLIENTS HAVE APPROPRIATE HOUSING UPON RELEASE AND
INCREASE ACCESS TO PERMANENT HOUSING.
(OBJECTIVE 5.3, STRATEGY C)
Securing housing is one of the most immediate challenges facing individuals upon their
release. Research has shown that the type of living arrangements and neighborhoods to which
individuals return are related to recidivism. Obtaining affordable housing is complicated by
legal barriers, housing providers' prejudice, and stringent eligibility requirements for federally
subsidized housing. The County homeless shelters and transitional housing programs are not the
most appropriate or desired housing options for most people coming home. Many would prefer
permanent and affordable housing while some would need transitional housing with supportive
services.
The recommended funding for $500,000 in the CAB 2012-13 budget assumed rental
subsidies for 6 months for 50 residents (at $4,2000 per person) and master leasing for 25
residents (at $8,000 per person). For the 2013-14 budget, CAB would recommend increasing
funding for master leasing programs because many of formerly incarcerated residents have no
income or rental history and would find it difficult to rent a housing unit on their own.
5. INCREASE MENTORING, ENCOURAGE FAMILY AND COMMUNITY ENGAGEMENT.
(OBJECTIVE 5.4, STRATEGY A)
3
In addition to the mentoring programs that will be funded through the 2012-13 RFP,
CAB recommends funding for special parenting programs to engage and support incarcerated
parents and their families. For example, under the Responsible Fatherhood grant, Brighter
Beginnings is offering the nationally recognized Parenting Inside Out curriculum, an evidence-
based, cognitive behavioral parent management skills training program created for incarcerated
parents. Under the same grant, STAND! For Families Free of Violence provides safety
assessment tools focusing on victim safety, domestic violence and interrelated child abuse issues
while offering treatment programs. CAB recognizes the successes and potential of this
integrated and results driven program and recommends expanding these services to AB109
probationers.
6. REMOVE LEGAL BARRIERS TO HOUSING, EMPLOYMENT AND HEALTH ACCESS.
(OBJECTIVE 5.3, STRATEGY C)
For successful reentry, it is important to address the negative impact of legal barriers to
housing, employment, public assistance, education and parental rights. Of many consequences
of incarceration, losing a driver's license can be devastating as a driver's license is often key for
employment. The financial and legal barriers to attaining a license are difficult to overcome.
Felony drug convictions would bar someone from receiving certain type of public assistance, and
it would be virtually impossible to navigate the complex public benefits systems without a legal
advocate. Often formerly incarcerated individuals are barred by local housing authority rules
from joining a stable family living situation because they cannot be added to the lease or housing
agreement. It has proven to be an effective strategy to advocate with local public housing
authorities (PHAs) to increase access for individuals seeking to join existing households in
public housing or with Section 8 vouchers. Equally effective are legal remedies related to
criminal history, such as early termination of probation and expungement. In addition, consumer
debts and past eviction judgments often become obstacles to a job or housing. Legal advocates
can help resolve these issues.
Civil legal assistance plays a critical role in in removing barriers to reintegration.
Assistance in securing occupations or driver's license, expunging criminal records, litigation
inappropriate denials of housing, public benefits or employment and violations of the Fair Credit
Reporting Act, and modifying child support or custody orders are all legal services that will help
stability the lives of formerly incarcerated individuals and their families. Recognizing the
importance of these legal services, the U.S. Department of Justice, in May of 2012, issued a
guidance informing Second Chance Act grantees that a wide range of legal services would be an
appropriate use of Second Chance funds.
7. PROMOTE CAPACITY-BUILDING TO MAXIMIZE CBO OUTCOMES.
(OBJECTIVE 6.1, STRATEGY A)
Critical to effective implementation of realignment is the strong partnership between
community-based organizations and county and state agencies. This is recognized as a
foundation of most evidence-based practices, and has been a clear commitment of the CCP. To
ensure the desired outcomes of reduced recidivism and self-sufficiency, the capacity of
4
community-based organizations must be strengthened so that they can provide effective program
design, delivery and administration. Investment in capacity-building for CBO’s will build a
strong foundation for sustaining services and enhanced coordination and integration over time.
CAB recommends funding for ongoing multidisciplinary professional development, cross-
training, and technical assistance.
The proposed capacity-building envisions selecting a consultant who would conduct a
needs assessment and arrange a series of workshops focused on specific skills relevant to
AB109-supported community programs. These might include topics such as program evaluation,
asset-based community program design, grant management, grant reporting, etc. The consultant
would also provide ongoing technical assistance (TA) to a group of six community-based
organizations selected by a CCP subcommittee. This TA would focus on the specific
organizational capacity issues facing the CBO and is budgeted at 6 hours per month. Lastly, the
consultant would develop a guide to free online resources on relevant capacities. This would not
entail original content development, rather compiling existing resources.
We appreciate the work of the County Administrator's Office in preparing and
administering the Request for Proposals process for the 2012-13 budget. We also appreciate that
the RFP's emphasize and encourage collaboration and evidence-based and research-informed
programs. For administrative efficiency, it made sense to have separate RFP's for housing,
employment and one-stop centers. For the 2013-14 process, we would suggest expanding the 4th
RFP, currently for mentoring services only, to include other services not captured in the first
three categories so as to give more flexibility and allow for inclusion of creative and innovative
approaches and new programs. Attached for your review is the CAB budget for 2013-14 along
with a program narrative.
5
PROGRAM BUDGET NARRATIVE
1. Pre-release and Cognitive Based Therapy
CAB recommends 5 pre-release specialists who will work with individuals prior to their
release. CAB recommends 2 staff specialists who will manage and run post-release
cognitive behavior groups and 2 contract facilitators.
2. Employment
CAB recommends the continued level of funding at $2,000,000 for operating costs and 3
employment specialists at $210,000. We expect that this investment should provide 300
residents with job training and transitional employment services as well as employer
incentives.
3. One Stop
CAB recommends the same level of operational funding at $400,000 per site per year.
This amount is based on a projected cost of $3,000 per client per year. To reach this
estimate cost, CAB previously fathered information from five similar programs.
4. Housing
CAB proposes expanding master leasing programs to 200 individuals while maintaining
rental subsidies to certain qualified individuals.
5. Mentoring and Family
CAB recommends expanding the current RFP to include family support services,
including parenting and family reunification services. We recommend 5 mentoring
and/or family specialists.
6. Legal Advocacy
CAB recommends funding for 3 civil legal attorneys to work on removing barriers to
employment, housing, public benefits and health access.
7. Capacity Building
CAB proposes hiring consultants who will help assess CBO capacity building needs (65
hours), provide information and training resources (65 hours), and provide six half-day
trainings ($12,000) and provide technical assistance to selected CBO's (6 hours per
month). The total cost would be $70,000.
Budget Category
FY13/14
Proposed
Budget
Comments
Annual Salary & Benefit Costs
Deputy Probation Officer III (5)762,240$ Avg S&B of DPO's in AB109 unit
Clerk (1)80,004 Avg S&B
Overtime 25,000 $5,000 per DPO annually
Total Salary & Benefit Costs 867,244$
Operating Costs:
Annual Vehicle Operating Expenses (ISF)21,000$ 3 vehicles
Communication Costs 3,756
Data Processing Services/Supplies 1,500 VPN/WAN
Office Expense 1,500
Total Operating Costs 27,756$
One Time Costs
Vehicle Purchase (Chev Caprice)-$ Assume purchased FY12/13
Deputy Probation Officer Outfitting - Assume purchased FY12/13
Total Equipment -$
Total 895,000$
10/30/2012
C:\Users\ldelaney\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\D13Q832C\[Pretrial FY13-14 Budget 2012-10-31.xls]Pretrial 7 FY13-14
Pretrial Pilot Program FY13/14 Estimated Budget