HomeMy WebLinkAboutMINUTES - 03252014 - D.7RECOMMENDATION(S):
ADOPT the plan "A Design and Implementation Plan For a West County Reentry Resource Center," as
recommended and amended by the Community Corrections Partnership at its February 21, 2014 meeting.
FISCAL IMPACT:
The FY 13-14 AB 109 Public Safety Realignment Budget included an allocation of $40,000 for the Planning for a
West County Reentry Resource Center. $400,000 is allocated in the FY 13-14 AB 109 Public Safety Realignment
Budget for implementation of the Plan. The proposed FY 14-15 AB 109 Public Safety Realignment Budget allocates
$400,000 to the implementation of the Plan.
BACKGROUND:
As directed by the Public Protection Committee at their March 8, 2013 meeting, a Request for Proposals (RFPs) for
the AB 109 Community Programs was issued on March 15, 2013 for the following:
Planning for Reentry Resource Centers $120,000 ($40k per region)
Three proposals were submitted for “Planning for (3) Reentry Resource Centers.” The two proposals that were
recommended for funding to the Board of Supervisors were provided by “Further The Work” for West County and
“Emerald HPC International, LLC” for East and Central County. Contracts were awarded by the Board of
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 03/25/2014 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I
Supervisor
Candace Andersen, District II
Supervisor
Karen Mitchoff, District IV
Supervisor
Federal D. Glover, District V
Supervisor
ABSENT:Mary N. Piepho, District III
Supervisor
Contact: L. DeLaney, 925-335-1097
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 25, 2014
David Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
D.7
To:Board of Supervisors
From:PUBLIC PROTECTION COMMITTEE
Date:March 25, 2014
Contra
Costa
County
Subject:Adoption of Plan for a West County Reentry Resource Center
Supervisors to these two firms on May 21, 2013 in the amounts of $40,000 and $80,000, respectively.
Staff of the County Administrator then developed contracts with Further The Work and Emerald HPC International,
which were executed mid-June 2013. Both contractors conducted their planning processes on budget and on schedule
and submitted their proposed plans to the County Administrator’s Office on January 27, 2014. The Community
Corrections Partnership (CCP) reviewed the Plans at its February 21, 2014 meeting. The CCP recommended that the
Plan for the West County Reentry Resource Center be approved with an amendment to remove the section of the Plan
addressing the issue of restorative justice. The Public Protection Committee will review the Plan at its March 24,
2014 meeting and make its recommendation to the Board of Supervisors for its March 25, 2014 meeting.
BACKGROUND: (CONT'D)
Plan Revisions
The plan for the West County Reentry Resource Center was distributed to the CCP at their Feb. 14, 2014 meeting
in binder form. Subsequent to the CCP meeting on February 21, 2014, at which the Plans were presented and
voted on by the CCP, an error was discovered with respect to the Sample Budget included in the West County
plan (Section 2.7: Budget, Pages 1-2). The Budget included incorrect references to fiscal years on which the
Budget assumptions relied. The correction is included in the final Plan, which is Attachment A .
Plan Implementation
Both plans have relied on the assumption that implementation funds allocated in the AB 109 Public Safety
Realignment Budget for FY 13-14 under “Community Programs,” in the amount of $1,200,000 ($400,000 per
region of the County), would be available for use in FY 2013-14 despite the planning processes requiring slightly
more than half of the fiscal year. Both contractors submitted their plans at the end of January 2014, and the
approval process through the CCP, PPC, and Board of Supervisors will have taken the process through March.
The RFP/RFQ processes needed for implementation of the plans will likely take an additional 2 months
(assuming no delays in the process), resulting in contract development during the month of June 2014.
The contractors have contemplated that the $1,200,000 allocated in FY 13-14 for plan implementation would be
encumbered in FY 13-14 and not drop into the AB 109 Public Safety Realignment Fund Balance if not fully
utilized by fiscal year end. The plans require the FY 13-14 funding for programmatic start-up, as well as for
specific facilities-related costs that would likely accrue to a center-based model. Ensuring that a plan is feasible in
its start-up funding is essential to ensuring success in implementation.
“A Design and Implementation Plan For a West County Reentry Resource Center”
The proposed plan was designed and managed over the course of seven months by Further The Work, a company
based in Richmond and founded by Rebecca Brown. Further The Work (FTW) provides capacity-building
services and resources, direct technical assistance, and process design and management, offering subject-matter
expertise on issues that disproportionately affect the formerly incarcerated.
In addition to the creation of a functional and actionable implementation plan for a West County Reentry
Resource Center, including vision, mission, governance structure, operating principles, MOU template, and a
first-year work plan and budget, FTW identified three additional process outcomes of the project:
Enhance community awareness, participation and ownership;1.
Strengthen relationships through increased trust and better understanding of common goals;2.
Encourage collective learning and technical capacity-building.3.
FTW employed multiple mechanisms throughout the project to foster inclusion, learning, shared decision-making,
and relationship-building which included: a community-based participatory design process, positive group
development, collective learning, clear and inclusive decision-making, consistent group structure, visual timelines
and milestones, and graphic recording. The project provided consistent communication via multiple methods,
including a webpage and regular meetings of the Reentry Solutions Group. The process was led by a 16-member
Core Design Team of local stakeholders and was supported by the City of Richmond and Bay Area Local
Initiatives Support Corporation/State Farm.
Implementation of the plan proposes the establishment of an 11-member Steering Committee, which includes two
members of the CCP Executive Committee (one representing a public safety agency and one representing
health/behavioral health agency), and the issuance by the County Administrator’s Office of a Request for
Qualifications (RFQ) to identify a “host organization.” The proposed timeline for the RFQ process contemplates
that a host organization would be identified by the end of April and a contract for implementation developed by
June 1, 2014.
The Community Corrections Partnership at its meeting on February 21, 2014 approved the Plan with an
amendment to remove the section on “Restorative Justice” found in Section 2.1.1 Principal Ideas that Guide Our
Work, Pages 2-3 (see below). The motion passed unanimously. Comments and questions from the CCP included
concerns about the availability of AB 109 funded staff to support the Center, the relationship of this proposed
center to other multi-purpose centers in the community, the number of clients intended to be served, whether an
existing CBO could operate the center, what the “flow” of services at the Center would be like, and how success
would be determined.
Commitment to Restorative Justice6.
Restorative justice is based on a theory of justice that considers crime and wrongdoing to be an offense primarily
against an individual or community, rather than against the state.
According to John Braithwaite, an international expert in criminal justice systems, restorative justice is “a process
where all stakeholders affected by an injustice have an opportunity to discuss how they have been affected by the
injustice and to decide what should be done to repair the harm. With crime, restorative justice is about the idea that
because crime hurts, justice should heal. It follows that conversations with those who have been hurt and with
those who have inflicted the harm must be central to the process.”[1]
Restorative justice can be defined as “a growing social movement to institutionalize peaceful approaches to harm,
problem-solving and violations of legal and human rights…. Rather than privileging the law, professionals, and
the state, restorative resolutions engage those who are harmed, wrongdoers, and their affected communities in
search of solutions that promote repair, reconciliation and the rebuilding of relationships. Restorative justice seeks
to build partnerships to reestablish mutual responsibility for constructive responses to wrongdoing within our
communities. Restorative approaches seek a balanced approach to the needs of the victim, wrongdoer, and
community through processes that preserve the safety and dignity of all.”[2]
Reflecting this approach, the Center will use restorative practices within the Center’s work and among its
Partners, and should connect to and advance the use of restorative justice principles and practices in the larger
community.[3]
[1] Braithwaite, John, “Restorative Justice and De-Professionalization," The Good Society, 2004, 13 (1): 28–31.
[2] http://en.wikipedia.org/wiki/Restorative_justice
[3] Restorative practices are already in use in various community-based settings in West Contra Costa County,
such as the restorative justice partnership between Catholic Charities of the East Bay and the West Contra Costa
Unified School District (a project supported by The California Endowment’s Building Healthy Communities
initiative), among others.
CONSEQUENCE OF NEGATIVE ACTION:
If the Board of Supervisors does not adopt the Plan, there will be no design and implementation plan for the
establishment of a West County Reentry Resource Center.
CLERK'S ADDENDUM
Speakers: Joscelyn Jones Torres, resident of Brentwood; Antwon Cloird, MWP; Kathleen Sullivan, resident of
Richmond.
ATTACHMENTS
Attachment A: Design & Implementation Plan for a West County Reentry Resource Center
Fur ther
The Work
Strengthening Nonprofits and Their Partners justice
A Design and Implementation Plan
For a West County Reentry Resource Center
A Community-Based Participatory Project
Designed and Managed by Further The Work
Submitted to the Office of the Contra Costa County Administrator January 24, 2014
West
County
Reentry
Resource
Center
This page intentionally left blank.
Overview – Table of Contents, Page 1 of 2
West
County
Reentry
Resource
Center
1. O VERVIEW
1.1 Executive Summary
1.2 Gratitude and Thanks
2. P RIMARY D OCUMENTS
2.1 Framework
2.1.1. Principal Ideas that Guide our Work
2.1.2. Key Center Characteristics
2.1.3. Governance and Administration
2.2 Services
2.2.1. Service Model and Plan
2.2.2. Organizational Indications of Interest
2.2.3. Four Big Ideas to Strengthen Partnership
2.3 Building and Facilities: Summary Criteria
2.4 Populations
2.4.1. Populations and Eligibility
2.4.2. Supervised Populations Definitions
2.4.3. Supervised Populations Assessment and Referral
2.5 Outreach
2.6 Statement of Intent: Countywide Alignments
2.7 Budget
2.8 Work Plan
2.9 Visual Illustrations of the Model
3. S ECONDARY D OCUMENTS
3.1 Job Descriptions
3.1.1. Executive Director
3.1.2. Operations and Services Manager
3.1.3. Registration, Intake and Data Administrator
Overview – Table of Contents, Page 2 of 2
West
County
Reentry
Resource
Center
3.2 Policies
3.2.1. On-Site Partner MOU template
3.2.2. Center Steering Committee Conflict of Interest Form
3.2.3. Behavioral Guidelines
3.3 Data
3.3.1. Electronic Data-Sharing MOU
3.3.2. Business Associates Agreement for Protected Health Information
3.3.3. Baseline Intake Document (example)
3.3.4. Individual Development Plan (example)
3.3.5. Baseline Data Set (draft developed by County evaluation contractor RDA)
4. R EFERENCE M ATERIALS
4.1 Project Photos
4.2 AB 109 Operations Plan
4.3 What Is Collective Impact?
4.4 Backbone Entity Types
4.5 What is a SparkPoint Center?
4.6 The “Transition from Jail to Community” Initiative
4.7 Million-Dollar Murray
4.8 Recruitment Property Inventory Recap (Richmond Main Street)
4.9 Letter of Interest and Property Brochure: 1711 Barrett Avenue
4.10 Providing Services and Supports for Youth Who are LGBTQQIS-2
4.11 RYSE House Agreement
4.12 A Few Good Case Management Tools
4.13 Baseline Data Set (draft developed by Resource Development Associates)
Table of Contents: Section 1/Introduction, Page 1 of 1
West
County
Reentry
Resource
Center
I. I NTRODUCTION
A. Executive Summary
B. Gratitude and Thanks
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 1.1: Executive Summary, Page 1 of 1
West
County
Reentry
Resource
Center
E XECUTIVE S UMMARY
1. The Center’s Design
Developed through a community-based participatory design process led by Further The Work, the
West County Reentry Resource Center (the Center) is intended to serve as a central, site-based
gathering place for learning, capacity-development, and ready access to information and services
provided within a holistic system of care.
The mission of the Center is to gather effective resources into one accessible and welcoming hub of
integrated services, thus fostering healing, justice, safety, and lifelong liberty for the people of
Contra Costa County.
By offering a visible point of entry and coordination, the Center will enhance the capacity and
efficiency of service providers while reducing barriers, gaps, and redundancies for clients navigating
the challenges of reentry.
The Center is intended to serve a variety of clients, including people who are currently incarcerated
in prison or jail and who are within six months of returning to Contra Costa; formerly incarcerated
people who live in Contra Costa; and Contra Costa County residents who are family members of
currently incarcerated or formerly incarcerated people.
The Center’s work will be governed by an 11-person Steering Committee of public, private, and
individual stakeholders. The Center’s operations will be managed by an Executive Director,
supported by a small staff responsible for coordinating services, gathering and managing data, and
fulfilling “backbone” functions1 that support collective impact. The Center’s integrated array of client
services will be provided by On-Site Partner organizations that will co-locate staff and resources at
the Center as in-kind contributions.
2. The Process to Develop the Center’s Design
The Center’s design was developed through a seven-month participatory design process led by a 16-
member Core Design Team of local stakeholders who volunteered their time to support the project
from start to finish. The project’s development was centered on a consistent focus question: What
are the most important things that a West County Reentry Center could do to add the greatest value
to our current reentry system?
The Core Design Team’s work was amplified and enriched through the contributions of dozens of
additional stakeholders who participated in the project’s focus groups and seven Work Teams. All of
the elements of the implementation plan were developed, reviewed, and approved by the Core
Design Team/Work Teams, which made decisions through discussion and consensus.
1 Guide vision and strategy; support aligned activities; establish shared measurement practices; build public will; advance
policy; and mobilize funding
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 1.2: Gratitude and Thanks, Page 1 of 5
West
County
Reentry
Resource
Center
G RATITUDE AND T HANKS
1. Project Partnership
We are thankful to the Contra Costa County Board of Supervisors for allowing Further The
Work to undertake this project on behalf of, and in partnership with, our community.
We are grateful for the extraordinary partnership extended to us by Terrance Cheung, Chief of
Staff of the Office of County Supervisor John Gioia; Lara DeLaney, Senior Deputy in the County
Administrator’s Office; and Jessie Warner, County Reentry Coordinator. Working together as
the client team, Terrance, Lara, and Jessie provided unwavering support, invaluable insights,
and essential commitment to honoring this project as a community-driven initiative.
Throughout this seven-month project, multiple public agencies and departments were
remarkably generous with their staff, their time, and their expertise. We are indebted to many,
particularly the Parole division of the California Department of Corrections and Rehabilitation;
Contra Costa County Probation, District Attorney, Public Defender, Sheriff, Behavioral Health,
and Employment & Human Services; and the Richmond Police Department.
This project was immeasurably enriched by the remarkable gifts of time, commitment, and faith
dedicated to this work by the people of Contra Costa County. Community-based
organizations, faith-based allies, formerly incarcerated people, family members, activists and
organizers: With exemplary urgency, humor, curiosity, determination, compassion, and
generosity of spirit, they forged our way ahead.
2. Collective Leadership
The project was managed in partnership with the Core Design Team, a leadership committee
of local stakeholders who volunteered their time and efforts to serve the project from start to
finish. Each member agreed to help lead and guide the design process; support efficient and
productive project meetings; and ensure that the design reflects the community’s needs and
desires.
• Terrance Cheung: Office of County Supervisor John Gioia (special thanks to Terrance
for volunteering as the project’s pro bono photographer)
• Lara DeLaney: Office of the County Administrator
• Harlan Grossman: Community Advisory Board member, retired Superior Court Judge
• Amahra Hicks: Arts Commissioner, City of Richmond
• Sean Kirkpatrick: Community Health For Asian Americans
• Candace Kunz Tao: Detention Mental Health, Contra Costa County
• Lynna Magnuson-Parrish: Greater Richmond Interfaith Program
Section 1.2: Gratitude and Thanks, Page 2 of 5
West
County
Reentry
Resource
Center
• Rhody McCoy: Rubicon Programs
• Kathy Narasaki: Insight Prison Project
• Adam Poe: Bay Area Legal Aid
• Tracy Reed-Foster: African American Health Conductors Program, Contra Costa County
• Michele Seville: Arts & Culture Manager, City of Richmond
• Brenda Shebanek: Anka Behavioral Health
• Mace Thompson: From Corrections to College program, Contra Costa College
• Donna Van Wert: One-Stop Operator Consortium Administrator, Contra Costa County
• Jessie Warner: Reentry Coordinator, Contra Costa County
3. Work Teams
In the second phase of the project, an additional group of stakeholders volunteered to partner
with the Core Design Team, forming seven Work Teams to undertake specific areas of work. In
partnership with Further The Work, these Work Teams were responsible for contributing to,
reviewing, and approving all of the documents of the implementation plan.
Team Decision-Making and Culture Keeping
(governance): Susun Kim (Lead), Jennifer Baha,
Terrance Cheung, Sean Kirkpatrick, and
Devorah Levine
Team Heart & Soul (values): Michele Seville
(Lead), Amahra Hicks, Mace Thompson, and
Shelby Wichner
Team WISPS (Workgroup to Integrate Services
& Plan Staffing): Rhody McCoy (Lead), Lara
DeLaney, Stephanie Medley, Adam Poe, and
Anne Struthers
Team Bricks & Mortar (facilities): Donna Van
Wert (Lead), Terrance Cheung, Kathy
Narasaki, and David Seidner
Team Population (population and eligibility):
Joe Vigil (Lead), Elvin Baddley, Todd Billeci,
Mark Cruise, Tom Kensok, Shawn Key,
Candace Kunz Tao, Jonny Perez, Tracy Reed-
Foster, and Melvin Russell
Team Data Dat’s Us (data and evaluation):
Harlan Grossman (Lead), Lynna Magnuson-
Parrish, and Brenda Shebanek
Team Resources and Outreach (communications): Drew Douglass (Lead), Winnie Gin, Blanca
Gutierrez, Chrystine Robbins
4. Organizational Focus Group Participants
In October 2013, a representative array of organizational stakeholders from both public and
private sectors participated in a focus group to review the developing model, provide input,
Section 1.2: Gratitude and Thanks, Page 3 of 5
West
County
Reentry
Resource
Center
and indicate their possible areas and levels of involvement in the Center. Their insights
significantly contributed to the project’s progress, and we thank each of them:
Organizational Focus Group Participants
Jennifer Baha, SHELTER, Inc. Stephen Baiter, Workforce Development
Board
Todd Billeci, County Probation Mike Casten, Sheriff’s Department
Terrance Cheung, County Supervisor Gioia’s
office
Curtis Christy, County Alcohol and Other
Drugs
John Cottrell, County Aging & Adult Services Rebecca Darnell, County Covered CA
manager
Lara DeLaney, County Administrator’s Office Jane Fischberg, Rubicon Programs
Alvaro Fuentes, Community Clinic Consortium Tieaesha Gaines, County Mental Health
Maria Hernandez, County Aging & Adult
Services
Deborah Johnson, State Parole
Philip Kader, County Probation Tom Kensok, County District Attorney’s
office
Shawn Key, State Parole Susun Kim, Bay Area Legal Aid
Lloyd Madden, Neighborhood House of North
Richmond
Chris Magnus, Richmond Police
Department
Lavonna Martin, County Homeless Program Jeffrey Nelson, Sheriff’s Department
Jessie Warner, County Reentry Coordinator Chrystine Robbins, Sheriff’s Department
5. Community Advocates
For several years prior to the start of this project, many community residents, organizers, and
grassroots organizations in West County highlighted the need for a community-based reentry
center; their persistent efforts helped to galvanize countywide commitment to advancing this
effort. While many organizations, initiatives, and individuals contributed to this work, the Safe
Return Project deserves special mention for their early and ongoing advocacy.
6. Supporters
We are grateful to those whose financial and in-kind support made this project possible:
• Contra Costa County Board of Supervisors/County Administrator’s Office
• City of Richmond: Office of the City Manager
• City of Richmond: The Richmond Police Department
• Bay Area Local Initiatives Support Corporation/State Farm
Section 1.2: Gratitude and Thanks, Page 4 of 5
West
County
Reentry
Resource
Center
• The California Endowment, through their support of the Reentry Solutions Group
• The Y&H Soda Foundation, through their support of the Reentry Solutions Group
7. Technical Assistance
As the project consultant, Further The Work was fortunate to benefit from the technical
suggestions offered by Glen Price and Aaron Price of the Glen Price Group; the wonderful
illustrations developed by Karen Ijichi Perkins of Ijichi Perkins & Associates; and the
participatory design mentoring of Jane Stallman of the Center for Strategic Facilitation.
8. Source Documents
In developing the many documents that comprise the implementation plan, we benefited from
the opportunity to review and adapt materials provided by an array of local efforts and
organizations, including SparkPoint, Family Justice Center, Bay Area Legal Aid, Rubicon
Programs, East Bay WORKS, the RYSE Center, and Resource Development Associates.
9. Interview Sites
To enhance our collective knowledge, the Core Design Team conducted in-person interviews
with 18 regional multi-service centers and programs; several group interviews with grassroots
initiatives serving specialized populations; and phone interviews with two additional efforts in
San Diego and Ohio. Without exception, all of these interviewees were notably generous, and
we thank them for their time, expertise, and candor:
• Achieve 180 (Redwood City)
• Center Point Day Reporting Center (San Rafael)
• CenterForce (Oakland)
• Community Assessment & Services Center (San Francisco)
• Contra Costa County Service Integration Team/SIT (Martinez)
• Delancey Street (San Francisco)
• East Palo Alto Community Reentry (East Palo Alto)
• EastBay WORKS (San Pablo)
• Emergent efforts for specialized populations, including representatives of Asian Prisoner
Support Community, Oceana Coalition of Northern California, Native American Health
Center, Native American work (Solano prison), Queer Indigenous Women's work, and
HIV/AIDS-affected
• Family Justice Center (Richmond)
Section 1.2: Gratitude and Thanks, Page 5 of 5
West
County
Reentry
Resource
Center
• HealthRight360 (San Francisco)
• Healthy Communities (Oakland)
• Ohio Department of Rehab and Correction (Columbus)
• Richmond Progressive Alliance (Richmond)
• RYSE Center (Richmond)
• SB 618 County Prisoner Reentry Network (San Diego)
• Santa Clara County Reentry Resource Center (San Jose)
• Sonoma County Day Reporting Center (Santa Rosa)
• SparkPoint (Richmond)
To everyone who contributed to this project’s success: Thank you.
“Imagine a circle of compassion.
T hen imagine nobody's standing outside that circle.”
– Father Greg Boyle, Founder and Executive Director of Homeboy Industries
West
County
Reentry
Resource
Center
This page intentionally left blank.
Table of Contents: Section 2/Primary Documents
West
County
Reentry
Resource
Center
2. P RIMARY D OCUMENTS
2.1 Framework:
2.1.1. Principal Ideas that Guide our Work
2.1.2. Key Center Characteristics
2.1.3. Governance and Administration
2.2 Services
2.2.1. Service Model and Plan
2.2.2. Organizational Indications of Interest
2.2.3. Four Big Ideas to Strengthen Partnership
2.3 Building and Facilities: Summary Criteria
2.4 Populations
2.4.1. Populations and Eligibility
2.4.2. Supervised Populations Definitions
2.4.3. Supervised Populations Assessment and Referral
2.5 Outreach
2.6 Statement of Intent: Countywide Alignments
2.7 Budget
2.8 Work Plan
2.9 Visual Illustrations of the Model
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 2.1.1: Principal Ideas that Guide Our Work, amended per direction of CCP 2/21/14, Page 1 of 5
West
County
Reentry
Resource
Center
P RINCIPAL I DEAS THAT G UIDE O UR W ORK
1. V ISION
Providing integrated resources in a restorative environment that fosters healing, stability, and
success, the Center will serve as a beacon of hope, opportunity, and continuing progress to
support formerly incarcerated people and their families in their efforts to forge positive futures.
2. M ISSION
By gathering effective resources into one accessible and welcoming hub of integrated services,
the Center fosters healing, justice, safety, and lifelong liberty for the people of West Contra
Costa County.1
3. C ORE V ALUES
Reflecting its core values in every aspect of its operations, the Center should be:
Committed to Excellence
Healing Compassionate
Respectful Culturally Humble
Transparent Holistic
Accountable Client-Centered
Restorative Truthful
4. C LIENTS
Reflecting the Center’s commitment to respect for all, the people served by the Center will be
considered and referred to as clients.
The Center is intended to serve a variety of clients, including:
a. People who are currently incarcerated in prison or jail and who are within six months of
returning to Contra Costa;
b. Formerly incarcerated people who live in Contra Costa;
c. Contra Costa County residents who are family members of currently incarcerated or
formerly incarcerated people.
1 Both the vision and the mission for the Center are consistent with the Contra Costa County Reentry Strategic Plan
(completed in March 2011) and the Contra Costa County AB 109 Operations Plan (adopted by the Board of
Supervisors in November 2012). For convenient reference, the AB 109 Operations Plan is attached.
Section 2.1.1: Principal Ideas that Guide Our Work, amended per direction of CCP 2/21/14, Page 2 of 5
West
County
Reentry
Resource
Center
The Center does not discriminate on the basis of race, culture, sexual orientation, gender,
ethnicity, physical or mental ability, age, religion, or immigration status.
5. K EY P REMISES
In order to achieve its mission, the Center will adhere to the following premises.
a. The experience of incarceration, reentry, and successful reintegration unfold along a
continuum involving time, place, readiness, and opportunity. Therefore, reentry
planning and preparation should begin as early as possible after first contact with the
criminal justice system, and support for returning residents and their families should be
consistent, dependable, appropriate, and responsive throughout their journey to
restoration.
b. People have the best chance to build productive, satisfying lives if they can accurately
identify what truly matters most to them, and if they can then develop effective and
productive ways to accomplish those goals.
c. Social services are valuable, effective, and efficient only if they are properly matched to
the needs of each unique person; therefore, the Center’s work will be responsive to
both gender identity and sexual orientation, family-inclusive, trauma-informed, culturally
appropriate, and focused on understanding and responding to the needs of the clients.
d. Communities are most effective when their members know, trust, and work with each
other. Because the Center is a community within itself, Partners strive to undertake their
work with clear commitment to maximizing the interdependence and synergy all of the
Center’s stakeholders. So Partners agree to share information, develop common
assessments of their individual and collective efforts, and speak candidly about
opportunities for improvement.
e. The Center’s work should strive to advance both opportunities and capacities for the
people whom it is intended to serve. Therefore, the Center’s management and Partners
should intentionally recruit and cultivate formerly incarcerated people to serve as
volunteers, staff, committee members, and leaders at the Center.
6. S TATEMENT OF P URPOSE
The Center has three primary purposes:
a. To support clients in their efforts to build self-sufficient, satisfying, and positive lives;
b. To leverage and maximize the impact of individual organizations that are working to
support formerly incarcerated individuals;
c. To foster the collective impact of all those entities and stakeholders (public, private,
services, businesses, faith community, and individual residents) who are committed to
Section 2.1.1: Principal Ideas that Guide Our Work, amended per direction of CCP 2/21/14, Page 3 of 5
West
County
Reentry
Resource
Center
developing a safer, more equitable, and more sustainable West Contra Costa County
by working intentionally and collaboratively to achieve common goals.
7. T HEORY OF C HANGE
Positive outcomes for successful reentry and reintegration following incarceration are
maximized when formerly incarcerated people, and their families, have access to an array of
effective, responsive, appropriate, and integrated community-based services and resources
that recognize and respond to each individual’s desires, motivations, and readiness.
The Center recognizes that the reentry process occurs along a temporal continuum that can
begin with the moment of first contact with the criminal justice system and can be considered
complete when a formerly incarcerated person successfully reintegrates back into the
community while establishing and sustaining positive relationships with family and community
and developing practical self-sufficiency.
The Center also recognizes that system stakeholders – public, private, community-based or
established institutions – can better achieve their individual missions through intentional
partnerships that advance shared goals.
Therefore, the Center exists to serve as a central gathering place for learning, capacity-
development, and ready access to information and services provided within a holistic system of
care. By offering a visible point of entry and coordination, the Center will enhance the capacity
and efficiency of service providers while reducing barriers, gaps, and redundancies for clients
navigating the challenges of reentry.
8. C OLLECTIVE I MPACT
The Center’s work reflects the principles of collective impact, as defined by the work of FSG
Social Impact Partners.2
Now a concept commonly recognized in multiple sectors, “collective impact hinges on the idea
that in order for organizations to create lasting solutions to social problems on a large-scale,
they need to coordinate their efforts and work together around a clearly defined goal. The
approach of collective impact is placed in contrast to ‘isolated impact,’ where organizations
primarily work alone to solve social problems. Collective impact moves away from this, arguing
that organizations should form cross-sector coalitions in order to make meaningful and
sustainable progress on social issues.”3
As described by FSG, successful collective impact initiatives require the presence of
administrative entity that provides “a dedicated staff separate from the participating
2
John Kania and Mark Kramer, “Collective Impact,” Stanford Social Innovation Review, Winter 2011.
3
http://en.wikipedia.org/wiki/Collective_impact
Section 2.1.1: Principal Ideas that Guide Our Work, amended per direction of CCP 2/21/14, Page 4 of 5
West
County
Reentry
Resource
Center
organizations who can plan, manage, and support the initiative through ongoing facilitation,
technology and communications support, data collection and reporting, and handling the
myriad logistical and administrative details needed for the initiative to function smoothly”
(Kania and Kramer, Winter 2011).
For additional information about collective impact initiatives and the backbone functions that
support them, see Section 4.3, “What is Collective Impact?” and Section 4.4, “Types of
Backbone Entities.”
As a collective impact initiative using a co-located, integrated service model, the Center’s
formal Partners will be committed to striving toward common goals and to developing new
indicators to measure the extent to which we reach these goals. Reflecting this commitment,
Partners will participate in the development, implementation, and maintenance of a collective
approach to the Center’s operations.
To foster continuous quality improvement, the Center will advance the development and use
of data-informed practices that assess and advance progress for individuals, for providers, and
for the Center as a collective impact initiative.
To achieve this goal, the Center will develop procedures to provide regular assessments of
client satisfaction and outcomes; it will identify opportunities to foster data-informed practices
throughout the Center’s work; and it will participate in regular evaluations of service quality and
fidelity both at the Center and within the larger system of care.
9. O PERATING P RINCIPLES
In their individual and organizational interactions with each other, Partners will act with integrity
and fairness, remembering their shared commitment to accomplish a common mission: helping
formerly incarcerated people and their families restore their lives.
Respecting all who are invested in the Center’s impact, Partners will strive to achieve
excellence in their work, continuing improving their effectiveness by ongoing learning and
evaluation and by considering new ways to work together to advance their collective impact.
Thus, the Center and its Partners will be committed to the use of evidence-based and best
practices; will cultivate Center-wide programmatic capacities and approaches; and will maintain
rigor in program fidelity.
Cultivating an inclusive, affirming, patient, and open-minded community culture, Partners will
encourage and respect all voices and points of view.
10. S USTAINABILITY
As an entity committed to fostering maximum collective impact to support our community’s
healing and progress, the Center will build a strong, sustainable foundation as an anchor
Section 2.1.1: Principal Ideas that Guide Our Work, amended per direction of CCP 2/21/14, Page 5 of 5
West
County
Reentry
Resource
Center
institution by leveraging existing resources, clearly measuring and disseminating the impact of
our work, and improving efficiencies in the reentry landscape.
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 2.1.2: Key Center Characteristics, Page 1 of 4
West
County
Reentry
Resource
Center
K EY C ENTER C HARACTERISTICS
1. K EY C HARACTERISTICS OF THE W EST C OUNTY R EENTRY R ESOURCE C ENTER
The West County Reentry Resource Center should demonstrate six key characteristics:
Maximize Partnership
• Support coordination, communication, and
integration among partners
• Foster flexible, responsive approaches in service
partnerships
Leverage Resources To Foster Sustainability
• Develop clear commitments of time and staff for
both CBOs and county agencies
• “Share the wealth”: Use funding to fill gaps and
leverage existing sources
• Build a sustainable plan, with starting budget of
$400K annually
Fulfill Multiple Service Functions
• Serve as an easily accessible, identifiable starting
point for clients
• Act as a storehouse of both resources and
referrals
• Develop a reentry navigation model
• Strengthen pre- to post-release continuum for
both clients and service partners
Use Holistic Approaches
• Be client- and family-focused: provide meaningful
and engaging connections
• Cultivate a restorative, non-punitive, non-blaming
atmosphere
• Remember the whole person in the whole context
• Value and respond to diversity: of skills, experience,
identity, needs, and desires
Be Inclusive
• Cultivate cultural competency through ongoing
training for all partners
• Cultivate peers at all levels of system; foster them
as role models
• Ensure that staffing is well balanced and high
quality
• Foster equal access for all involved in pre/post
release (no skimming off the top)
Emphasize Outcomes
• Focus on achieving goals: short and long term for
partners, the overall center, and clients
• Highlight both individual and reciprocal
accountability of both providers and clients
• Foster client progress toward long-term sufficiency
and liberty
• Provide quality assurance and advance capacity for
all partners
2. C ENTER’S P RIMARY F UNCTIONS1
Reflecting the community’s input in the ways that the Center can be of greatest benefit to
individuals and the organizations intended to support them, the Center should fulfill the
following primary functions:
a. Provide both physical and virtual access:
i. A physical location: A real place with a door
1 See Section 2.8 for visual illustrations of the Center’s model and functions. Created in partnership with graphic
facilitator Karen Perkins, these illustrations were developed and used during the project’s design phase to offer
clear, accessible depictions of the Center’s purpose and service design.
Section 2.1.2: Key Center Characteristics, Page 2 of 4
West
County
Reentry
Resource
Center
ii. A 24-hour staffed phone line, as well as a website to offer service information
iii. Some services to be available on a drop-in basis, some by appointment with specific
staff, some on a rotating schedule
b. Serve multiple reentry-involved populations:
i. Stages:
• People who are about to be released from incarceration
• People who are immediately post-release
• People who have been out of incarceration for extended periods of time
ii. Status:
• AB 109 and non-AB 109
• People under supervision by probation or parole
• People not under supervision
iii. Ages & genders:
• Adult men and women (over 18)
• Transition-aged youth (18-24)
iv. Family members of all of the above
c. Act as a first-stop intake site:
i. Receive pre-release assessments provided by Sheriff or Probation
ii. Conduct or coordinate intake and assessment (for people who are just out and also
those who have been out)
iii. Conduct or coordinate eligibility screenings (for various public benefits)
iv. Conduct or coordinate triage to identify different levels of need: Urgent needs
(food, medications, shelter), complex needs (dual diagnoses), specific/single needs
(drivers license, Medi-Cal), long-term support needs (peer groups, NA/AA)
d. Act as a service hub:
i. Avoid developing services that would duplicate or displace services that exist in the
community – instead, help better integrate and improve service delivery, whether
delivered on-site or off-site
ii. Support the development and use of structured in-reach connections between
Partners and people getting ready to come home from jail or prison
Section 2.1.2: Key Center Characteristics, Page 3 of 4
West
County
Reentry
Resource
Center
iii. Provide access to integrated, co-located services and resources on-site (delivered
by On-Site Partners)
iv. Provide space for ongoing groups (peer support, etc.), defined and consistent
workspaces for use by On-Site Partners, and coordination for rotating services (legal
clinic, health care van, etc.)
v. Schedule appointments for off-site services provided by defined partners (more
than just referrals - Center staff would make appointments with off-site providers
who are formal partners with the site)
vi. Make referrals to other community providers and resources (those that are not
formal partners with the site)
e. Identify, provide, and coordinate different services for different levels of need:
i. High need and complex, needing coordinated service team (probably a Multi-
Disciplinary Team, or MDT)
ii. Drop-in, relatively low urgency (such as benefits enrollment, meetings with
probation officer)
iii. Urgent/crisis (such as inability to access medications, imminent risk of housing loss)
iv. Ongoing on a rotating schedule (support groups, legal clinic, health van, etc.)
f. Immediately meet some urgent needs for people just being released:
i. One-On-One Connection: The Center should work with its On-Site Partners to
ensure that appropriate clients can be readily and consistently connected to a go-to
contact, such as a navigator, mentor, Partner staff member, or multi-disciplinary
team lead, using criteria to be developed by the Center and its appropriate
partner(s).
ii. Food: Some inventory of non-perishable items could be maintained on-site, for
distribution to clients immediately post-release, using criteria to be developed by
the Center and its appropriate partner(s). The Center should maintain up-to-date
and accurate informational handouts to inform clients of existing food sources.
iii. Medication: It is not assumed that the Center will stock or dispense medications on-
site; however, the Center should establish a formal partnership agreement with one
or more medical providers to expedite prescriptions for immediately post-release
clients in urgent need of medication, using criteria to be developed by the Center
and its appropriate partner(s).
iv. Clothing: Some inventory of basic clothing items (hygiene supplies, underwear,
socks) could be maintained on-site, for distribution to clients immediately post-
Section 2.1.2: Key Center Characteristics, Page 4 of 4
West
County
Reentry
Resource
Center
release, using criteria to be developed by the Center and its appropriate partner(s).
The Center should maintain up-to-date and accurate informational handouts to
inform clients of existing clothing sources.
v. Bus vouchers: Some low-fare Clipper cards could be maintained on-site, for
distribution to clients immediately post-release, using criteria to be developed by
the Center and its appropriate partner(s). This resource could be developed in
partnership with the Sheriff’s department and regional Parole offices.
vi. Short-term beds: It is not assumed that the Center will provide or directly manage
emergency or short-term housing; however, the Center should establish a formal
partnership agreement with one or more housing providers to expedite access to
shelter for immediately post-release clients, using criteria to be developed by the
Center and its appropriate partner(s).
g. Cultivate the use of navigators/allies/coaches:
i. Foster one-on-one relationships to provide support
ii. Foster training to encourage effective peer support
h. Support the development of ongoing reentry support groups:
i. Help foster and coordinate consistent, on-site support groups
i. Encourage the development of “Reentry 101”: A client-focused, easy-to-use how-to
guide to support individuals in their pre-release preparation and post-release
navigation
i. Disseminate information about reentry center and reentry resources
ii. Support family readiness and reunification
iii. Foster development and use of personal reentry/safety plans
iv. Help people navigate the “cultural” shift of the transition from incarceration to
community
j. Advance the capacity and integration of service sectors (public & private):
i. Serve as a go-to source to coordinate and conduct trainings county-wide
ii. Serve as a common table to develop shared practices (assessment forms, baseline
intake forms, data sharing)
iii. Serve as a common table to develop shared approaches (evidence-based practices,
common intake, assessment, and evaluations)
Section 2.1.3: Governance and Administration, Page 1 of 9
West
County
Reentry
Resource
Center
G OVERNANCE AND A DMINISTRATION
1. E XECUTIVE S UMMARY
a. Collective Impact
The governance, management, and operations of the West County Reentry Resource
Center (the Center) will reflect the principles of collective impact. For additional information
about collective impact initiatives and the backbone functions that support them, see
Section 4.3, “What is Collective Impact?” and Section 4.4, “Types of Backbone Entities.”
Acting as a backbone fostering the collective impact of all of the Center’s partners, the
Center’s Executive Director and administrative staff should fulfill the following six backbone
functions:
i) Guide vision and strategy;
ii) Support aligned activities;
iii) Establish shared measurement practices;
iv) Build public will;
v) Advance policy;
vi) Mobilize funding.
The Center’s core budget should not be used to pay for services; rather, the Center’s
partners will provide on-site program & service staff and resources as in-kind contributions,
with the Center’s core budget dedicated to underwriting the costs of the Center’s
backbone functions, occupancy, and infrastructure.
b. Governance
i) Host: The Center will be operated by a host organization (the Host), which serves
as the institutional sponsor for the Center. As the entity legally responsible for the
Center’s operations, the Host will be the entity of record for the Center’s grants and
contracts and will be the employer of record for the Center’s director and direct
staff.
The Host should have demonstrated capacity in the following areas:
• Programs and operations infrastructure and management;
• Managing multi-stakeholder initiatives;
• Understanding and appreciation of collective impact model;
• Community engagement.
Section 2.1.3: Governance and Administration, Page 2 of 9
West
County
Reentry
Resource
Center
ii) Steering Committee: A Center Steering Committee (CSC) will develop policies;
provide oversight and outreach; support fundraising; and support the Center’s
organizational Center Host/site management staff. The CSC may form additional
standing or ad hoc committees, as it deems appropriate.
iii) Executive Director: The Center’s day-to-day operations shall be conducted
under the direction of an Executive Director, who will report to the Center Steering
Committee. The Executive Director will hire, fire, manage, and evaluate the Center’s
administrative staffing.
iv) On-Site Partners: The majority of the Center’s services will be provided by On-
Site Partner organizations that dedicate staff and other resources to operate on-site
at the Center. Reflecting the Center’s co-located, collaborative, integrated service
approach, all On-Site Partners will enter into Memoranda of Understanding with the
Center to detail the expectations and responsibilities to which all On-Site Partners
agree. The Center will also develop Operational Agreements detailing the specific
roles and responsibilities governing each On-Site Partner’s activities and services.
v) Administration: Providing backbone functions, the Center’s administrative
management will recognize and fulfill two primary responsibilities:
i) Serve as the outward-facing embodiment of, ambassador for, and liaison to the
Center, and
ii) Serve as the inward-facing operational and administrative management of the
Center and of its partners, responsible for the development and implementation
of an integrated, collaborative, and effective service plan.
2. G OVERNANCE R ESPONSIBILITIES: H OST
a. Fiduciary: The Host provides fiduciary and legal oversight for the Center, including:
i) Ensure legal and ethical integrity and maintains accountability
ii) Ensure compliance with all laws and regulations
iii) Track the Center budget, hire audit firm, ensure proper financial and HR policies
and procedures are in place
iv) Approve conflict of interest and whistleblower policies
v) Serve as employer of record for Center staff
vi) Manage all required reporting to state and local taxing authorities
b. Backbone: Acting as a backbone entity, the Host’s responsibilities include the following:
i) Maintain Center’s integrity, value, mission
Section 2.1.3: Governance and Administration, Page 3 of 9
West
County
Reentry
Resource
Center
ii) Manage all aspects of Center operations
• Implement and monitor service model and activities
• Manage site facilities and infrastructure
• Manage data collection, sharing, and evaluation practices and systems
• Develop Center policies and procedures
• Manage partner relationships
iii) Manage collaboration and coordination of all Center stakeholders and activities
• Facilitate partnership meetings
• Provide conflict resolution among partners
iv) Implement communication and marketing activities, in collaboration with Center
Steering Committee
• Serve as primary representative and spokesperson for the Center
• Develop and implement community engagement strategies and activities
• Design and implement client outreach strategies and activities
• Carry out advocacy activities, as appropriate to the Center
v) Participate in and support fundraising efforts as developed by the Steering
Committee
3. G OVERNANCE R ESPONSIBILITIES: C ENTER S TEERING C OMMITTEE
An 11-person Center Steering Committee (CSC) will govern the Center. The CSC
membership will reflect a broad cross-section of experience and expertise from across the
West Contra Costa community. The CSC is specifically intended to include members who
have been incarcerated and people whose family members have been incarcerated. All
members of the CSC must be adults (age 18 and over).
a. Composition of the Center Steering Committee:
The 11-member CSC will comprise the following members:
i) Three senior representatives from county agencies:
• One representative from the Community Corrections Partnership Executive
Committee, representing a public safety agency (Sheriff, District Attorney, Public
Defender, Police Chiefs, or Probation)
Section 2.1.3: Governance and Administration, Page 4 of 9
West
County
Reentry
Resource
Center
• One representative from the Community Corrections Partnership Executive
Committee, representing a health/behavioral health agency (Homelessness,
Alcohol or Other Drugs, Mental Health, or Health Services)
• A representative from the office of the region’s County Supervisor
ii) Three senior representatives from community-based organizations that provide
services to the reentry population. Representatives from these community-based
organizations are not required to be operating as On-Site partners. Community-
based organizations must:
(a) Be a 501c3 (with current registration by the IRS) or a fiscally sponsored
project of a current registration by the IRS;
(b) Inform, advise, and support the advancement of the Center’s mission, vision,
values, and methods;
(c) Provide specific input and expertise to maximize the Center’s value and
impact in the larger reentry landscape;
(d) Possess relevant experience and expertise to assess, discuss, and advance
the Center’s work;
(e) Serve as ambassadors to the larger community;
(f) Appoint as their official representative a senior staffer who is authorized to
make decisions, commit resources, and commit to changes or decisions
related to their own organizational policies, practices, or the delivery of
services, as appropriate.
iii) Three community representatives
Community representatives are not required to be formally affiliated with or
employed by any organization. Community representatives must:
(a) Live, worship, or go to school in West Contra Costa County;
(b) Agree to serve as individuals advocating for and providing insight about the
needs, interests, and desires of the community as a whole;
(c) Inform, advise, and support the advancement of the Center’s mission, vision,
values, and methods;
(d) Highlight community interests and concerns as they relate to the Center;
(e) Serve as ambassadors to the larger community.
iv) One representative from the Contra Costa County CCP Community Advisory Board
(CAB)
Section 2.1.3: Governance and Administration, Page 5 of 9
West
County
Reentry
Resource
Center
CAB shall select a CAB member in good standing as its representative to the CSC.
When a member leaves the CAB (for whatever reason), the CAB will appoint a new
representative. The CAB representative must:
• Serve as liaison between the CSC and the CAB, supporting ongoing
coordination and information-sharing;
• Inform, advise, and support the advancement of the Center’s mission, vision,
values, and methods;
• Support the identification and implementation of opportunities for collaboration,
shared policy development, and collective advocacy to advance common
interests identified by the CAB and the CSC;
• Provide updates to the CAB about the work of the CSC, and updates to the CSC
about the work of the CAB.
v) One senior representative from the office of the County Reentry Coordinator, who
will:
• Inform, advise, and support the advancement of the Center’s mission, vision,
values, and methods;
• Support the identification and implementation of opportunities for collaboration,
shared policy development, and collective impact regarding reentry-related
issues across the county.
vi) In addition to these 11 members, the Center’s Executive Director will serve as a
non-voting member of this body. The Center’s Executive Director does not serve as
staff the Steering Committee but may assign a Center administrative staff member
to support the Committee’s work.
b. Center Steering Committee: Responsibilities
The Center Steering Committee (CSC) serves as the guardian and steward for the
Center’s mission and is responsible for supporting the Center and its Executive
Director, maintaining financial stability, and ensuring impact.
The CSC shall be responsible for the following:
i) Develop and sustain program mission, vision, and values
ii) Set and uphold policies (including setting criteria for onsite and offsite services,
support staff as needed to resolve partner issues)
iii) Hire, fire, and evaluate the Executive Director
iv) Support Executive Director and staff in fulfilling project goals
Section 2.1.3: Governance and Administration, Page 6 of 9
West
County
Reentry
Resource
Center
v) Participate in short and long term planning while ensuring participant input
vi) Approve annual project budget
vii) Assist with fundraising
viii) Provide input into program development, quality review, integration, and evaluation
ix) Serve as ambassadors to partners and the community at large
x) Assist with community education, engagement, and inclusion
xi) No fewer than four members of the CSC will serve on the County’s initial selection
panel for the Center’s Host and will provide annual assessment of the Host/Center
partnership.
c. Center Steering Committee: Officers
i) The CSC officers consist of the Chair and Vice Chair.
• The Chair shall facilitate CSC meetings, develop and distribute agendas in
coordination with the Executive Director, and convene any workgroups or
committees. The Chair shall also fulfill all responsibilities designated by the Host,
including signing personnel-related documents and forms for Executive Director
oversight; reviewing financial statements at least annually; and meeting with the
Executive Director and Host executive at least annually.
• The Vice Chair shall act for the Chair in his/her absence.
• Each officer will be elected in the first meeting of the calendar year and serve
one-year term.
d. Center Steering Committee: Terms of Service & Termination
i) The CSC must ratify all CSC candidates recommended for appointment.
ii) CSC members will be appointed for 2-year terms, with one renewal allowed, for a
total of four continuous years.
iii) Mid-term appointees will be allowed to complete their initial term of service and
then sit for a maximum of two, 2-year terms.
iv) At the conclusion of an appointee’s term, the CSC is responsible for recruiting,
vetting, and appointing a new member to fill the seat.
v) A CSC member shall be relieved of all duties and terminated from the CSC under
the following circumstances: three or more absences in a year, actions or conduct
detrimental to the CSC project, or resignation.
Section 2.1.3: Governance and Administration, Page 7 of 9
West
County
Reentry
Resource
Center
vi) The CSC shall meet no less than four times a year and shall adjust the meeting
schedule, increasing or decreasing meeting frequency as necessary to complete the
goals and objectives before the CSC.
e. Center Steering Committee: Decision-Making
i) It is the preference of the CSC to make decisions using a consensus model
whenever possible.
ii) In the absence of clear consensus, the CSC defaults to a simple majority for most
decisions.
iii) A super majority of 2/3 vote is required for the following decisions:
• Change of CSC membership composition;
• Selection of CSC members;
• Any change to the governance structures or all-partner MOU.
iv) A quorum shall consist of a majority of seated members.
4. A DDITIONAL C OMMITTEES
Additional committees shall be formed as necessary in order to facilitate the efficient
completion of various goals and objectives of the CSC. Committees may be permanent or ad
hoc as determined by the CSC.
The CSC may choose to form and seat the following committees, among others:
a. Governance Subcommittee:
The Governance Committee would be responsible for preparing and updating
governance documents, including MOU's; reviewing governance policies and advising
staff and the CSC; and recruiting, nominating and orienting new board members.
b. Resource Development Subcommittee:
The Resource Development Committee would be responsible for overseeing and
supporting all fundraising efforts related to the project including capital campaign,
ongoing operations funding, marketing and outreach strategy, and a fundraising plan.
The Resource Development Committee shall be ongoing, comprised of CSC members,
community champions, key business partners, and led by a Board member at all times.
c. Partnership & Service Committee:
Membership in the Partnership & Service Committee (P&S) would be mandatory for all
On-Site Partners, and would be open to additional organizational stakeholders that do
not operate on-site but that serve West Contra Costa.
Section 2.1.3: Governance and Administration, Page 8 of 9
West
County
Reentry
Resource
Center
The purpose of the P&S Committee would be to provide an open and consistent forum
in which to identify and address issues of partnership, service plan and integration,
fundraising opportunities, community needs, and any other issues affecting the Center.
The P&S Committee would serve to advise the Center Steering Committee. The P&S
Committee would not have a formal vote in the Center’s operations.
The P&S Committee would meet regularly, with meetings devoted on an alternating
basis to service-related issues and to operational or partnership-management issues.
The P&S Committee would serve to advise the Center Steering Committee. The P&S
Committee would not have a formal vote in the Center’s operations.
To join the P&S Committee, a non-partner organization would complete an indication
of interest and commitment form for consideration and approval/rejection by the CSC.
Members of the P&S Committee would:
i) Agree to participate in the P&S Committee for at least one year;
ii) Appoint an authorized decision-maker as their formal representative;
iii) Respect and support the mission, vision, and values of the Center;
iv) Agree to participate in the P&S Committee for at least one year.
d. Technical Advisory Committee
The purpose of the Technical Advisory Committee (TAC) would be to provide focused
input from formerly incarcerated people, survivors of crime, and the family members of
the incarcerated, formerly incarcerated, or victims. The TAC would meet regularly to
provide input on the Center’s work.
The TAC would serve to advise the Center Steering Committee. The TAC would not
have a formal vote in the Center’s operations.
To join the TAC, an individual would complete an indication of interest and
commitment form for consideration and approval/rejection by the CSC.
Members of the TAC would:
i) Live, worship, or go to school in West Contra Costa County;
ii) Inform, advise, and support the advancement of the Center’s mission, vision, values,
and methods;
iii) Agree to advocate for and provide insight about the needs, interests, and desires of
people most immediately affected by crime, incarceration, and reentry in West
Contra Costa County;
iv) Highlight community interests and concerns as they relate to the Center;
Section 2.1.3: Governance and Administration, Page 9 of 9
West
County
Reentry
Resource
Center
v) Serve as ambassadors to the people most immediately affected by crime,
incarceration, and reentry in West Contra Costa County;
vi) Agree to participate in the TAC for at least one year.
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 2.2.1: Service Model and Plan, Page 1 of 7
West
County
Reentry
Resource
Center
S ERVICE M ODEL AND P LAN
1. A C ENTRALIZED P OINT OF E NTRY S UPPORTING AN I NTEGRATED S YSTEM OF C ARE
The West County Reentry Resource Center (the Center) is designed to serve as a beacon of
hope, opportunity, and continuing progress to support reentering or formerly incarcerated
West County residents and their families in their efforts to forge positive futures.
The Center is intended to serve as a resource for all reentering or formerly incarcerated men
and women (age 18 and over) who live in or are returning to West Contra Costa County, as well
as for their families who are preparing for or are involved with a family member’s reentry or
reintegration.
The Center’s clients may include people under any form of supervision by Probation or Parole,
as well as those who are not under supervision. It is not limited to a particular sub-category,
such as AB 109 probationers. The Center is equally open to all reentering or formerly
incarcerated clients, and their families, regardless of race, culture, sexual orientation, gender,
ethnicity, physical or mental ability, age, religion, criminal justice status, or immigration status.
As a collective impact initiative1 that is using a co-located, integrated service model to support
multiple stakeholders in developing and achieving shared goals, the Center will help advance
efficiency and efficacy within the landscape of reentry services by aligning efforts, avoiding
duplication, closing gaps, and advancing collective capacity.
For additional information about collective impact initiatives and the backbone functions that
support them, see Section 4.3, “What is Collective Impact?” and Section 4.4, “Types of
Backbone Entities.”
As has been demonstrated in other co-located, integrated service partnership models (such as
the West County Family Justice Center and the SparkPoint Centers), when existing service
stakeholders are gathered into a centralized site that provides intentionally selected and
integrated services, clients face fewer barriers, more effectively identify and utilize services, and
demonstrate stronger outcomes than in the usual dispersed-service model.2
Reflecting this documented best practice, and advancing a “no wrong door” approach to the
West County reentry system of care, the Center will act as a visible focal point to gather,
coordinate, and disseminate information, resources, and referrals. The Center will work with
partners to develop shared or coordinated intake, assessment, referral, and data-management
policies and practices.
1 Additional information about the collective impact model can be found at
fsg.org/OurApproach/Overview.aspx
2 For more information on the SparkPoint model of integrated services, see Section 4.5, “What Is a SparkPoint
Center?“
Section 2.2.1: Service Model and Plan, Page 2 of 7
West
County
Reentry
Resource
Center
Committed to the principles of jail-to-community model,3 the Center recognizes that transition
out of incarceration and into the community is the sole responsibility of neither the detention
system nor of community-based organizations. Given that many of the people who exit jail or
prison are already involved with multiple social service and criminal justice agencies, effective
transition strategies rely on collective ownership, intentional collaboration, and integrated
activities among partners.4 For additional information on the jail-to-community model, see the
Section 4.6, “The Transition from Jail to Community Initiative.”
It is anticipated that the Center will begin operating as a pilot project, developing and testing
its service model, partnerships, policies and procedures, and infrastructure before attempting
to scale up to full operations.
At scale, the Center is intended to operate on extended hours, including evening and
weekends, supported by an after-hours staffed phone line and a user-friendly website/social
media portals to provide access to accurate, up-to-date information and resources.
2. A DMINISTRATIVE M ANAGEMENT
A full-time, four-person administrative team will manage the Center’s core operations while
fulfilling the “backbone” functions necessary to collective impact initiatives. The administrative
team will consist of the Executive Director (1 FTE); the Operations and Services Manager (1
FTE); the Registration, Intake, and Data Administrator (1 FTE); and an Administrative Assistant
(1 FTE). Note: Job descriptions for the first three of positions have been developed and are
included as part of the overall implementation planning packet.
a. The Center’s Executive Director (Director) is responsible for all elements of the Center’s
management and development. Reporting to and supported by the Steering
Committee, the Director is responsible for strategic development and implementation,
budget management and reporting, fundraising and public relations, staff and
partnership management and development, and infrastructure and operational
management.
b. The Center’s Operations and Services Manager (Manager) will be responsible for the
daily operations of the Center’s services and activities. The Manager will ensure the
smooth and effective integration and delivery of appropriate services by Center
partners, Center staff, and volunteers.
c. The Registration, Intake & Data Administrator (Data Administrator) will serve as the first
point of contact for both clients and referring partners. He/she will conduct initial intake
3 Urban League and National Institute of Corrections, The Transition from Jail to Community Initiative, April 2009,
retrieved from http://www.urban.org/projects/tjc/upload/TJC-Initiative-Overview.pdf.
4 More information about the national Jail to Community Initiative, along with evaluations, assessment toolkits, and
case management strategies, can be found at http://www.urban.org/projects/tjc/Toolkit/
Section 2.2.1: Service Model and Plan, Page 3 of 7
West
County
Reentry
Resource
Center
and registration. Serving as the information hub for receiving and coordinating all
client-related information, the Administrator will provide initial triage. Based on the
client’s intake information, the Administrator will identify which Center Partner will serve
as the client’s primary service contact, and will provide the client’s internal referral to
the appropriate Center Partner.
d. The Administrative Assistant (Admin) will provide administrative support to the Center’s
staff, staff the registration desk as needed, support data entry and data management,
and manage ordinary administrative duties to support the Center’s work.
3. S ERVICE A PPROACH
a. Organizational Service Providers
Developed in partnership with a broad array of stakeholders and systems representatives
during the Center’s planning process, the following array of on-site service types and
availability were identified as of primary importance to meet client needs and leverage
providers’ impact.
Taken together, this service array represents approximately 5 full-time-equivalent (FTE)
positions providing housing, employment & job coaching, benefits enrollment, civil legal
services, behavioral health (mental health and substance abuse) services, health access and
health enrollment, mentorship, support groups, and family support services.
It is recommended that the Center strive to identify and collaborate with all public agencies
that serve the Center’s client populations, as well as with community-based organizations
that are county-contracted or grant-supported to serve these people, in order to foster
coordination, service integration, and information-sharing among all appropriate
stakeholders to strengthen the jail-to-community system of care. It is also worth noting that
some grant-funded services may, by terms of the funding, be restricted to serving specific
sub-categories of individuals. The Center staff will work with the Center Partners to identify
such restrictions and to embed eligibility information into the intake process.
b. Navigators
In addition to the Center’s staff and organizational Center Partners, the Center will work
with its Partners to develop and implement a Navigator program of volunteers trained and
supervised by the Center staff or a Center Partner. These Navigators will be paired as a
source for one-on-one primary support for identified individuals who are in particular need
of this support and who are willing to engage with Navigators.
c. Multi-Disciplinary Teams
Recognizing that a portion of the Center’s clients will present complex needs, the Center
will support Center Partners and other service providers to convene a Multi-Disciplinary
Teams (MDT) to serve each such client.
Section 2.2.1: Service Model and Plan, Page 4 of 7
West
County
Reentry
Resource
Center
There are different types of multidisciplinary teams, but all involve representatives of
multiple disciplines working together to improve service approaches for people with
complex and challenging needs.5
4. S ERVICE A RRAY (PROPOSED)
Reflecting the desires identified through the Center’s participatory design process, the
following grid indicates the array of services and accessibility that are proposed as the core
elements of the Center’s service array.
Individual Client Services
Service Area Services Provider Frequency
Probation Appointment & drop-in Probation department Daily, .4 FTE
Housing Housing referral, eviction prevention, shelter
bed referrals
County and CBO contractors Daily, .4 FTE
Employment Career coaching, vocational assessments County and CBO contractors Daily, .4 FTE
Employment Business services manager, job developer County and CBO contractors 2-3x/wk, .2 FTE
Public Benefits Benefits screening and enrollment, including
CDL, GA, SSI, financial aid, food stamps,
Veterans Affairs, public housing
County Behavioral Health
(benefits specialists) and
CBO contractors
Daily, .5 FTE
Legal Services Tenants and employment rights and
advocacy, Clean Slate, civil family matters
(child support, custody)
CBO contractors 2-3x/wk, .2 FTE
Behavioral Health AOD and MH assessments & referrals County Behavioral Health
(AOD and Mental Health)
Daily, .4 FTE
Health Care/Access Health Conductors and Promatoras County and CBO contractors Daily, .4 FTE
Health Insurance ACA Enrollment Specialist CBO Enrollment Entities Daily, .4 FTE
Mentors Meet with clients CBO contractors Daily, .4 FTE
Navigators Serve as primary one-on-one support contact
for identified clients
Volunteers to be recruited,
trained and managed by
Center staff or subcontractor
One-on-one
connections on-
site or in
community
5 As an example of MDTs in practice, an extensive report on the use of Multi-Disciplinary Teams to address elder
abuse in Sonoma County can be retrieved at http://www.centeronelderabuse.org/docs/A-Collaborative-Approach-
to-Multidisciplinary-Teams-in-Sonoma-County.092812.pdf
Section 2.2.1: Service Model and Plan, Page 5 of 7
West
County
Reentry
Resource
Center
Group Services
CBT groups Thinking for Change, CBT-based programs Probation 1/wk
Peer support Support groups for formerly incarcerated
people, for families of formerly incarcerated
people, for families of people about to be
released
CBO contractor 3-4/week
Family support Family-group services and parenting classes
to support post-release family stability
CBO contractor 1-2/week
Additional Resources
To meet the needs of a small subpopulation of people (determined by a set of specific criteria, such as for someone who
has just been released from prison or jail after an extended term of incarceration and who has complex needs and no
established action plan, the Center plans to stock a small quantity of non-perishable foods, a small inventory of basic
clothing such as socks and gloves, small-value bus passes, and local maps. For this sub-population, the Center should
develop agreements with the County Homeless Program and emergency shelter CBOs to prioritize short-term beds.
In addition, local CBOs may represent opportunities to use the Center as an efficient and appropriate site for additional
services, which should be explored and developed. For example, Urban Tilth has expressed interest in using the Center
as a site for semi-monthly distribution of very low-cost, fresh, local produce through their Community Supported
Agriculture program.
During a focus group of representative service and systems stakeholders in October 2013,
organizational stakeholders were provided the opportunity to indicate their interests in how to
engage with the Center; see Section 2.2.2, Organizational Indications of Interest sheet for
additional information. It should be noted that this sheet represents only indications of interest
(not formal commitments), and that it includes information only from the entities that
participated in the focus group.
5. Opportunities to Gather Information about Collective Client N eeds
The Center provides a clear mechanism to foster ongoing learning about collective client
needs, provide early identification of and intervention for high-need and rapid-recycling clients,
and identify opportunities for systems improvement.
(For a case study illuminating and calculating the costly cycle of rapid-cycling consumers of
public services, see Section 4.7, “Million-Dollar Murray,” by Malcolm Gladwell.)
To cite just two examples by which the Center could help identify opportunities for targeted
identification and intervention:
a. The Center could develop partnerships with the Release Sergeants at the detention
facilities to help identify individuals who frequently cycle in and out of the jails. It is well
Section 2.2.1: Service Model and Plan, Page 6 of 7
West
County
Reentry
Resource
Center
recognized that a small number of people constitute disproportionately high consumers
of costly public resources, including jails and the public mental health system.6
Consistent with privacy rules and consumer consent requirements, the Release
Sergeants could identify and inform the Center’s staff when such an individual is being
prepared for release, so as to initiate an active referral to the Center, which could then
convene a multidisciplinary team (MDT), and/or assign a Navigator, to support a
coordinated and rapid-response plan of connection and care.
b. For people who have just been released from incarceration, the Center could use the
intake process to help identify patterns and trends that may relate to client needs or
outcomes. For example, intake could gather information about their jail-to-community
transition experience, including questions such as the following:
i) What time of day and what day of the week were you released?
ii) Shortly before your release, did someone help you develop a post-release
placement plan?
iii) Shortly before your release, were you able to communicate with your family
member or other supportive person to help you plan for your transition?
iv) Were you surprised to find out that you were being released?
v) Where did you think you were going to spend your first night?
vi) Where did you actually spend your first night?
6. New Opportunities to Strengthen Partnership and Service Quality
The Center also provides opportunities to advance the capacity and excellence for both
individual providers and the local service sector as a whole, a desire that was illuminated and
amplified during the Center’s planning phase.
a. Training and Capacity-Building
To these ends, the Center will work with service providers and the County Reentry
Coordinator to identify training- and capacity-building needs and opportunities, and can
serve as a delivery site for such trainings. This is consistent with the Center’s role as a
backbone entity to advance collective impact.
b. Partnership Development
The Center also provides opportunities to advance meaningful and effective partnerships
among service providers, both public and private.
6
Section 2.2.1: Service Model and Plan, Page 7 of 7
West
County
Reentry
Resource
Center
In April 2012, West County stakeholders participated in a collaborative planning process to
develop proposals for services funded under AB 109. During this process, participants
identified and illuminated what came to be called the “Four Big Ideas to Strengthen
Partnership,” as follows:
i) Deepen organizational relationships: Grow knowledge of one another (what
each organization does and does well) and strengthen meaningful ongoing contact
with one another.
ii) Capacity building/Quality improvement: Increase the capacity of all
organizations and their staff to do their work well so that we improve the quality of
partnerships and inter-organizational reliability.
iii) Improve Referrals: Develop good/best practices for referrals; define policies and
practices that make for good referrals.
iv) Data gathering and sharing: Develop agreements for basic data-gathering and
sharing to advance individual and collective impact.
The Center has the opportunity to form and regularly convene a Partners and Services
Committee (see Section 2.1.3, Governance and Administration). In addition, see Section
2.2.3, “Four Big Ideas to Strengthen Service Partnerships,” an indications of interest form
that could be solicited among Center Partners to support the formation of a dedicated
work group to advance partnership quality and standards.
The Partners and Services Committee could work with the County Reentry Coordinator and
appropriate consultants (including the County’s contracted data and evaluation consultant)
to advance partnership improvement efforts.
West
County
Reentry
Resource
Center
This page intentionally left blank.
West
County
Reentry
Resource
Center:
Organizational
Indications
of
Interest
October
11,
2013
Section
2.2.2:
Organizational
Indications
of
Interest,
Page
1
Sector Department Name Potential Activity
State
CDCR/State Parole Deborah Johnson Assuming that this is only open to AB109 population, expand to state
parolees; develop a joint contract
CDCR/State Parole Shawn Key Have staff at the facility to help facilitate the parolee to different services once
released to the community
County
Supervisor Gioia's Office Terrance Cheung Provide ongoing advocacy and support
County Administrator's Office Lara DeLaney Administrative oversight, evaluation of host and provider effectiveness
County District Attorney's Office Tom Kensok Prosecutors can make interaction a condition of probation
County EHSD/Adult Services John Cottrell, Anne Struthers Have staff person on site and coordinate services/benefits; e.g. food stamps,
general assistance
County EHSD/General Assistance Maria Hernandez Facilitate access to services (Cash aid $) by providing eligibility information
requirements and application process
County Homeless Program Lavonna Martin Develop shelter capacity to meet additional need
County Alcohol & Other Drugs (AOD)Curtis Christie AOD and DDX Assessment referral, data and reports, panel review
membership.
County Reentry Coordinator Jessie Warner Coordination implementation and issue resolution
County Work Force Development Stephen Baiter Possible site host for next phase and/or referral partner
County Probation Todd Billeci Assist as able, use Center as referrals and as meeting spot with clients
West
County
Reentry
Resource
Center:
Organizational
Indications
of
Interest
October
11,
2013
Section
2.2.2:
Organizational
Indications
of
Interest,
Page
2
Sector Department Name Potential Activity
County Forensic Mental Health Tieaesha Gaines Provide groups that address recidivism and increase life skills ; I.e., anger
management, PTSD Groups.
Sheriff's Office Jeff Nelson &
Chrystine Zermeño
Provide clear, reliable access point with whom to communicate regarding
potential clients pre release; assist with pre release efforts in jails
City
Richmond Police Department Chris Magnus Role #1: Address immediate safety/security needs at site; police can serve as
protectors/enforcers
Richmond Police Department Chris Magnus Role #2: Make quality/informed referrals to Center; Police can serve as
"helpers" and service partners
CBOs
SHELTER Inc. Jennifer Baha Have a housing case manager on site 5 days/week
Neighborhood House of North Richmond Lloyd Madden Possibly serve as a One Stop location, provide on site housing, provide outside
housing (St. James Hotel)
Bay Area Legal Aid Susun Kim & Adam Poe Have Bay Legal attorneys there once/week; or more; and by appointment
Community Clinic Consortium Alvaro Fuentes Provide access to health care; enroll services, provide primary care
Rubicon Programs Jane Fischberg Have assessment intake person on site X number of hours per work for Rubicon
Financial Opportunity Center (which includes AB109 employment services)
Rubicon Programs Jane Fischberg Assist as able
Section 2.2.3: Four Big Ideas about Partnership, Page 1 of 1
West
County
Reentry
Resource
Center
F OUR B IG I DEAS TO S TRENGTHEN S ERVICE P ARTNERSHIPS (INDICATIONS OF I NTEREST)
Are you interested in being part of a team at the West County Reentry Resource Center working to help improve our
partnerships in West Contra Costa County reentry services? If so, let us know!
Yes, I’d like to work on the following aspects of good service partnership:
i) ☐ Deepen organizational relationships: Grow knowledge of one another (what each organization does and does
well) and strengthen meaningful ongoing contact with one another.
ii) ☐ Capacity building/Quality improvement: Increase the capacity of all organizations and their staff to do their
work well so that we improve the quality of partnerships and inter-organizational reliability.
iii) ☐ Improve Referrals: Develop good/best practices for referrals; define policies and practices that make for good
referrals.
iv) ☐ Data gathering and sharing: Develop agreements for basic data-gathering and sharing to advance individual
and collective impact.
Contact information:
• Name:
• Organizational Affiliation:
• Title:
• Email address:
• Phone number:
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 2.3: Building and Facilities Summary Criteria, Page 1 of 6
West
County
Reentry
Resource
Center
B UILDING AND F ACILITIES: S UMMARY C RITERIA FOR F UNCTIONS AND L OCATION
1. Physical Environment
a. Reflecting the values and mission of the Center, the physical space should be
welcoming, non-institutional, healing, and calming.
b. The Center’s physical environment should provide opportunities for partners and clients
to engage with the arts, both as observers and as art-makers. Artistic depictions and
creations should reflect the Center’s clients, their cultures and traditions, and their
experiences.
i. As observers: The Center should develop rotating displays of visual, literary arts and
cultural artifacts (lent by Richmond Art Center, NIAD, Richmond Writes! or others).
Specific examples could include the display or presentation of local cultural artifacts,
murals, mosaics, paintings, music, dance, photography, poetry, spoken word, and
video.
ii. As art-makers: The Center should build participatory arts opportunities into the
physical environment and program structures: mechanisms could include dry-erase
walls; paper and arts supplies; and easily accessible arts materials and activities
(both impromptu and structured) as opportunities for self-expression and healing.
Such programming could be developed in partnership with community-based arts
organizations and initiatives, or be developed by Center staff and Center Partners.
c. The Center should offer soothing stimulus for the senses:
i. The space should cultivate the use of soothing and pleasant environmental stimulus:
bubbling water, calming music, welcoming (non-institutional) colors, comfortable
seating and flooring, and natural elements.
ii. The space should also have acoustic elements that help reduce cacophony, and it
should provide small, soothing items that can be held or used by clients and staff.
2. Facilities-Related Safety and Behavioral Policies
a. Because the Center will serve a wide array of people with diverse histories of criminal
justice involvement, it will be important for the Center to develop methods to mitigate
the risks that can emerge when high-criminality and low-criminality populations come
into contact with each other. In particular, it will be important to develop policies and
practices that help prevent either victimization or criminal “grooming” of those who
may be vulnerable.
b. While safety for all (staff and clients) is essential, the Center is committed to achieving
safety while maintaining a welcoming, warm, de-traumatizing environment. In addition,
Section 2.3: Building and Facilities Summary Criteria, Page 2 of 6
West
County
Reentry
Resource
Center
research shows that explicit physical safety mechanisms can actually provoke or increase
aggressive and confrontational behaviors. As a result, and reflecting its values, the
Center should develop policies and practices that foster positive behaviors while
minimizing the need for visible methods of surveillance or deterrence such as intrusive
cameras, metal detectors, protective glass barriers, or locked front doors.
c. The Center should develop and train staff in the use of an all-Center notification system,
such as crisis buzzers, codes that can be used over a public address system, or all-
Center phone notification.
d. The Center’s physical design and staffing plan should ensure that a staffed
reception/registration desk is the first point of contact for people entering the Center.
Registration staff should be trained in policies and procedures to establish positive
initial interactions, recognize and appropriately respond to the client’s current
behavioral status, identify the purpose for the client’s visit, and identify any
interventions or resources necessary to address a client who is in distress, apparently
under the influence, or decompensated.
e. Although the Center will operate with a harm-reduction approach that strives to meet
each client at his/her state of readiness, the Center should develop clear behavioral
expectations and consequences (language, harassment, intoxication, threatening,
loitering, encroaching) using strategies to encourage positive behaviors and to mitigate
negative or destructive behaviors. The intake and registration process should provide
both written and oral information about the Center’s behavioral policies and
expectations. (For an example of a client-focused behavioral guideline, see Section
4.11, “House Agreements” from the RYSE Center.)
f. Because the Center will gather and maintain legally protected client information, the
Center must develop and maintain capacity to protect such information in accordance
with all legal regulations.
3. Functional Considerations
To support the activities identified in the Center Service Plan, the site should provide four kinds
of functional spaces, as described in this section.
The Center’s spatial delineation should be designed to clarify the distinct site functions. The
Center should employ at least visual delineators to define public areas as distinct from private
spaces, and should use physical barriers (doors, locked equipment) to maintain distinctions
between public/private and restricted spaces.
Section 2.3: Building and Facilities Summary Criteria, Page 3 of 6
West
County
Reentry
Resource
Center
a. Public spaces:
i. The public space (entryway, registration area, waiting rooms, bathrooms) should be
welcoming and without use of visible deterrents such as security cameras, warning
signs, safety barriers or glass, or buzz-only entrances.
ii. Safety for all should be fostered through Center policies and staff training to
encourage pro-social behaviors by clients, staff and Partners (including the use of
respectful language and attitudes), de-escalation strategies and cooperative conflict
resolution, and protocols for emergency management.
iii. The intake and registration process should include mechanisms to identify any client
who is a registered sex offender, who is subject to a restraining order, or who is
under a warrant. Such mechanisms are intended to enhance safety for all at the
Center, including the client, who may otherwise be at risk of violating terms and
conditions, even unknowingly.
b. Private spaces are those areas accessible to clients only when escorted by or in the
presence of a staff member, for a specific purpose/meeting.
i. Private spaces for program services:
• Private space would provide group meeting rooms and one-on-one offices or
work spaces, including spaces that are family-friendly
• Private space should include an identified and relatively contained triage area,
where safety resources are more robust and where a small team could assess
and respond to anyone in crisis.
• At least some of the dedicated program spaces should be family-friendly, with
child-friendly furnishings and materials readily available.
ii. Private spaces/work spaces for providers:
• These would include individual offices, shared open workspaces, or cubicles.
• Some workspaces will be dedicated to permanent staff; some would be shared
(scheduled among part-time partners); and some would be available on drop-in
basis for occasional on-site work.
• All workspaces should be appropriately equipped, with office chairs, phones,
computers, Internet access, office supplies, Wi-Fi login/password info, telephone
extensions, staff names/roles, and guidelines for emergency procedures.
Section 2.3: Building and Facilities Summary Criteria, Page 4 of 6
West
County
Reentry
Resource
Center
c. Restricted spaces are accessible only by staff/partners
i. Locked records, secure space for staff belongings, staff break room, administrative
offices/work spaces
ii. Food storage/clothing pantry/bus passes/phone cards
• There should be moderate amount of space to store non-perishable, easy to
prepare foods to be given to clients for short-term needs
• Also need clean and organized space to hold moderate array of clothes (socks,
mittens, hats, underwear), again for clients who have specific short-term needs
• Lockable space for small items of value: bus passes, phone cards
d. Outdoor space:
i. If possible, the site should provide access to a protected, calm, and pleasant
outdoor space.
ii. The Center should provide readily accessible parking with clear site lines and good
nighttime illumination to foster safety and security.
4. Location and Accessibility
a. The Center should be located in a convenient and central geographic location within
West Contra Costa (which includes Rodeo, Crockett, Hercules, Pinole, North Richmond,
Richmond, San Pablo, El Sobrante, and El Cerrito).
b. The Center should be readily accessible by public transportation and in proximity to
other resources of likely benefit to the people served by the Center. Signage should
ensure that the Center is readily visible and identifiable.
c. The Center’s location should be chosen with due consideration for gang-related issues
regarding territory. All efforts should be made to establish the Center as a neutral
location – these efforts would include the choice of an acceptable geographical
location, the explicit identification of the Center itself as a “safe passage zone,” and
strategies for client outreach and engagement to assist individuals in developing a
sense of access to the Center as a safe place.
d. The building should be ADA compliant, and preference should be given to a site that
can conduct all activities on a single story.
Section 2.3: Building and Facilities Summary Criteria, Page 5 of 6
West
County
Reentry
Resource
Center
5. Potential Sites
a. Macdonald Corridor (downtown central Richmond)
For reference information regarding vacant properties in the downtown Richmond area,
see Section 4, Recruitment Property Inventory Recap memo produced in late December
2013 by Sarah Rah of Real Estate Research on behalf of the Richmond Main Street
Initiative. This summary is attached as a convenient reference only, and its inclusion
does not suggest or imply that downtown Richmond represents the ideal or preferred
location for the Center.
According to Amanda Elliott, Executive Director of Richmond Main Street, “the general
leasing cost for most locations is $1.00-1.50 per square foot (these are spaces with
some improvements). [Tenants] might be able to negotiate a much lower rate if [they]
are interested in upgrading the spaces and doing the tenant improvements. Some
property owners will also allow [tenants] to have the space rent free for a few months
while [making] upgrades.”
b. 23rd Street (Richmond/San Pablo)
A longtime social service provider founded in 1954, the Neighborhood House of North
Richmond (NHNR) owns properties in Richmond and Point Richmond:
• A substantial administration and programmatic space at 23rd and Gaynor, which
operates a 90-day recovery residential treatment program for men, a 7-day
detox center for men, and DUI and HIV/AIDS programs, among others. An L-
shaped building situated on a corner lot facing both 23rd Street and Garvin
Avenue in Richmond, this building also has an on-site parking lot. With three
levels totaling 36,000 square feet, its first floor is 18,000 square feet, the 2nd
floor is 11,000 square feet, and the 3rd floor 7,000 is square feet.
• A 31-room Single Room Occupancy hotel (the St. James) on 19 Cottage
Avenue in Point Richmond, across the street from the Hotel Mac. Many
graduates of the NHNR residential recovery program live in this hotel.
During the planning phase of this project, NHNR Board President and CEO Lloyd
Madden expressed preliminary interest in the possibility of leasing facilities space to the
Host to support the implementation of the Center.
The information regarding NHNR is provided as a convenient reference, and its
inclusion does not suggest or imply that NHNR or its facilities offer ideal or preferred
locations for the Center.
Section 2.3: Building and Facilities Summary Criteria, Page 6 of 6
West
County
Reentry
Resource
Center
c. 1711 Barrett Avenue (Richmond)
The owner of this property, Daniel Goldschmidt, has written a letter indicating his
interest in submitting this property for consideration as a site for the Center; he has also
provided a comprehensive brochure outlining its characteristics. For more information
about this property, see Section 4 for Mr. Goldschmidt’s letter and site brochure.
Based on information provided by Mr. Goldschmidt, this is a commercial property
located across the street from the Richmond Bart Station, comprising four buildings on
a lot of 10,000 square feet. The four buildings are of various sizes: 1 at 1,000 square
feet; 2 at 1,250 square feet each; and 1 at 3,800 square feet. Together, they total 7,500
square feet. In addition, there is a center concrete lot of approximately 2,500-3,000
square feet.
The information regarding 1711 Barrett Avenue is provided as a convenient reference,
and its inclusion does not suggest or imply that 1711 Barrett Avenue offers an ideal or
preferred location for the Center.
Section 2.4.1: Populations and Eligibility, Page 1 of 5
West
County
Reentry
Resource
Center
P OPULATIONS AND E LIGIBILITY
1. O VERARCHING I SSUES R ELATED TO P OPULATIONS AND E LIGIBILITY
a. The Center is to serve as a key resource for a wide variety of formerly incarcerated
people with varying needs, justice status, and justice history. Its services and practices
will be designed to identify and meet the needs of these populations, in all their variety.
b. Every client is to be treated with consideration, compassion, humanity, and respect;
with every client, the Center’s approach is to be client-focused; and the Center will
strive to foster each client’s healing and restoration, to the degree that each client
chooses to engage in this work.
c. It is anticipated that a substantial number of the Center’s clients will be people who are
under active supervision by Probation or Parole. In addition, some of these people may
be mandated by the terms of their release to connect with and participate in the
Center’s services. However, even when clients are under formal supervision or are
mandated by the terms of release to connect with the Center, the Center’s
organizational values apply to every client, at every time, no matter their legal status.
d. It is well recognized that the Center’s clients will likely have high rates of trauma,
untreated or unrecognized mental health and substance abuse conditions, co-occurring
conditions, and complicated circumstances. Therefore, all of the Center’s staff and
partners should be trained in and adept at supporting people with complex challenges,
and should infuse their work with trauma-informed practices.
e. Many people with longstanding or repeated experience with incarceration face
particular challenges in acclimating to and navigating within life outside of
incarceration. Therefore, the Center staff and partners should be aware and mindful of
the uncertainties, discomforts, hyper-vigilances, and anxieties that are common to
people coming home and which may be expressed through multiple beliefs, behaviors,
and attitudes.
f. Some services that the Center provides or coordinates may be funded by specific
grants and contracts that operate with specific eligibility criteria; in making referrals, the
Center will develop mechanisms to identify and track eligibility.
2. G ENERAL E LIGIBILITY
a. Residency:
i. Formerly incarcerated residents who now live in West Contra Costa County;
ii. Currently incarcerated people who are within six months of returning to West
Contra Costa once they are released from incarceration;
Section 2.4.1: Populations and Eligibility, Page 2 of 5
West
County
Reentry
Resource
Center
iii. People who live in West County and who have an incarcerated family member who
has less than six months remaining in their term of incarceration and who will return
to West Contra Costa following incarceration;
iv. People who live in West County who have a formerly incarcerated family member
living in West County.
b. Family members:
i. The Center recognizes that the definition of family may be far broader than
biological relation or marital status. Therefore, in working with individuals, the
Center will respect and accept each client’s definition of her/her “family.”
ii. The Center recognizes that an individual’s family members may play essential roles
in supporting a person’s successful reentry and reintegration. Therefore, the Center
will strive to include family members in multiple ways, as appropriate and possible.
• This means that the Center can engage with and respond to requests for
services made by a family member seeking help for him/herself in dealing with
the challenges related to having an incarcerated or formerly incarcerated
person.
• This also means that a family member can be recognized as the Center’s first
point of contact to initiate outreach to an incarcerated or formerly incarcerated
person.
(a) However, although a family member may serve as the initial point of contact
and outreach to attempt to engage an incarcerated or formerly incarcerated
person, the decision about whether to engage in the Center’s services
remains with the incarcerated/formerly incarcerated person and not with
his/her family member.
c. Parents and children:
i. The Center recognizes that many incarcerated or formerly incarcerated men and
women are parents (whether or not they are actively parenting their children).
ii. Further, the Center recognizes that incarceration or a history of incarceration
presents particular challenges for multiple members of a family unit: for the
incarcerated/formerly incarcerated parent; for the person who has had primary
responsibility for child-rearing during a parent’s incarceration; for all the children in
the family; and for other caregivers and supporters who have taken on additional
responsibilities for raising children of an incarcerated person.
Section 2.4.1: Populations and Eligibility, Page 3 of 5
West
County
Reentry
Resource
Center
iii. Finally, the Center recognizes that family reunification following incarceration can be
a complex and challenging experience for all members of a family unit, particularly
those that involve children (defined up to age 18).
iv. Therefore, the Center will strive to identify and support the family unit in the process
of reunification, when appropriate, to help stabilize and strengthen the family and
reduce the likelihood of further family disruption or reincarceration.
3. C LIENT C ATEGORIES
As described in Section 1.a. above, the Center will serve a wide variety of formerly incarcerated
people and their families. Within the broad population base, it is anticipated that the Center
will encounter the following categories (among others):
a. Demographics
i. Adult men and women living in or being released to West Contra Costa County
ii. Transition-aged youth (18-24)
iii. Families of the incarcerated (both pre- and post-release)
iv. Multiple ethnicities and languages reflecting our larger community (predominantly
Caucasian, Latino, Black, and Southeast Asian)
v. Various citizenship status, including legal citizens, legal residents, and
undocumented residents
b. Justice, supervision, and detention status
i. Stage of incarceration: The Center is expected to serve people who are about to be
released from incarceration (prison or jail); people who are immediately post-
release; and people who have been free from incarceration for an extended period
ii. Supervision status: The Center is expected to serve people who are under AB 109
status; people who are not under AB 109 status; people who may be under
supervision by probation or parole; and people who are not under supervision. (See
Section 2.4.2, “Supervised Populations: Definitions” for additional detail.)
iii. Level of need: The Center is expected to serve people who have a wide variety of
needs and intensity of service, including (but not limited to) the following:
• People whose needs are intensive and complex, requiring multiple coordinated
services, and who may therefore require a case-specific Multi-Disciplinary Team,
or MDT.
Section 2.4.1: Populations and Eligibility, Page 4 of 5
West
County
Reentry
Resource
Center
• People whose needs are urgent or who are dealing with a specific critical issue,
such as inability to access medications or the imminent risk of losing their
housing.
• People who are seeking relatively low-urgency services that can be accessed on
a drop-in or by individual appointments, such as benefits enrollment, meeting
with a probation officer, or vocational counseling.
• People who may engage in group services or in services that can be provided
on a consistent rotating schedule (support groups, health van, parenting
classes).
4. S PECIALIZED E XPERIENCES
In addition to the broader categories identified in Section 3, above, it is recognized that the
Center will also serve a variety of people with additional specific issues and needs.
As a centralized information resource, the Center should strive to highlight gaps in the existing
service landscape and should work with Center Partners to develop intentional services and
service referral relationships to help meet these aspects of individual experience and identity,
which are too often neglected, overlooked, or perceived as incidental.
People with specialized needs and experiences are likely to include the following:
a. Women, with particular considerations for gender-specific issues including histories of
sexual trauma or sexual exploitation; relationship violence; and exposure to sexually
transmitted diseases;
b. People living with co-occurring disorders;
c. People with disabilities (physical, cognitive, or psychological), and seniors (age 65 and
above);
d. People with chronic health conditions, including HIV+ and hepatitis;
e. Transition-age youth (ages 18-25), whose needs should be considered and addressed
with clear understanding of the specific developmental needs and challenges of young
adulthood. In addition, many young people who have been incarcerated (either as
juveniles or as adults) also have experience as foster children, which may complicate
their needs;
f. Veterans, including those with “other than honorable” status, which can limit their
eligibility for services from the Veterans Administration and which may be correlated
with increased incidence of traumatic stress;
g. People who identify as Lesbian, gay, bisexual, transgender, queer, questioning,
intersex, or two-spirit (LGBTQQI2-S), who may have longstanding experiences of
Section 2.4.1: Populations and Eligibility, Page 5 of 5
West
County
Reentry
Resource
Center
discrimination, exclusion, or exploitation, and whose sexual and gender identities
should not be segregated from their larger sense of individual identity and cultural
affiliations1;
h. People who are undocumented residents, who may be particularly cautious about
engaging in services, providing information, or seeking help; therefore, the Center
should strive to explain and affirm that disclosing one’s legal status is not required to
engage in services and that the Center will not report on a person’s legal status to any
authorities.
5. L IMITED-E LIGIBILITY S ERVICES
Although the Center is designed and expected to provide integrated services to a wide array
of people, it will also be the case that some services provided at the Center are funded
through grants, programs, or agencies that restrict eligibility according to certain criteria.
Therefore, in assessing each person’s needs and developing appropriate service plans, the
Center will need to respect and explain that certain services may not be available, based on
specific eligibility requirements.
Again in its role as a centralized information resource, the Center should develop capacity to
track both demand and supply of services, so as to add to collective understanding of the
community’s needs as mapped against existing resources.
1 See Section 4, Practice Brief, “Providing Services and Supports for Youth who are Lesbian, Gay, Bisexual,
Transgender, Questioning, Intersex or Two-Sprit,” by the Georgetown University Center for Child and Human
Development in partnership with the National Center for Cultural Competence, SAMHSA, and the US Department
of Health and Human Services, 2008. Although this Practice Brief focuses on the needs of young LGBTQQI2-S
youth, its recommendations would be of benefit in working with adult LGBTQQIS-2 populations as well.
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 2.4.2: Supervised Populations – Definitions, Page 1 of 3
West
County
Reentry
Resource
Center
S UPERVISED P OPULATIONS: D EFINITIONS
1. S TATEMENT OF I NTENT
It is anticipated that a substantial number of the clients of the West County Reentry Resource
Center (the Center) will be people who are under active supervision by Probation or Parole.
In addition, some of these people may be mandated by the terms of their release to connect
with and participate in the Center’s services.
However, even when clients are under formal supervision or are mandated by the terms of
release to connect with the Center, the Center’s organizational values apply to every client, at
every time, no matter their judicial status.
This means that every client is to be treated with consideration, compassion, humanity, and
respect; that the Center’s approach remains client-focused; and that the Center fosters each
client’s healing and restoration, to the degree that each client chooses to engage in this work.
2. D EFINITIONS
In order for the Center’s staff and Partners to maximize clients’ efficient access to the Center,
and their effective use of its resources, it is important to understand the distinctions among
supervising entities and supervised individuals, as follows:
a. The term “Parole Agent” includes any California Department of Corrections and
Rehabilitation officers assigned to oversee and supervise individuals released from state
prison or correctional facilities.
b. The term “Probation Officer” includes any and all officers designated by county
Probation Departments to oversee the release of and to monitor individuals assigned to
them for supervision.
c. The term “supervised populations” includes people released from custody who, as a
term of their sentencing, are assigned to Probation Officers or Parole Agents for
supervision post-release.
d. Within the broad category of “supervised populations,” there are meaningful and
consequential sub-classifications of people under supervision by Probation or Parole.
Currently, people are assigned to Probation under the following probation sections:
AB109, 1170 P.C., Post Release Community Supervision, Second Chance Probation,
and Smart Probation.
i. Assembly Bill 109 (AB 109)
Formally known as the Criminal Justice Realignment Act, Assembly Bill 109 (AB 109)
was signed into legislation in April 2011 and went into effect on October 1, 2011.
Section 2.4.2: Supervised Populations – Definitions, Page 2 of 3
West
County
Reentry
Resource
Center
The primary objective of legislation is to change the place where many felony
sentences are served in cases when the person is not granted probation. Instead of
being sentenced to state prison, many people serve their term in county jail and, if
they are subject to post-release supervision, will supervised by county probation.
ii. AB 109 Individuals Released on Post Release Community Supervision (PRCS)
As an element of AB 109, the state created a new type of supervision program,
called Post-Release Community Supervision (PRCS). People on PRCS are supervised
by county probation, not by the state parole system. People on PRCS are generally
released to the county of their last legal residence. PRCS can last from six months to
three years, but a person may be released earlier if there are no violations of the
conditions of release. People who violate the terms of PRCS are returned to custody
in the county jail, not state prison.
iii. AB 109 Individuals Released on 1170(h) Status
California Penal Code 1170(h) provides that people sentenced under section
1170(h) to county jail are not released to parole or post-release supervision (PRCS)
upon completing their term – unlike those who serve time in state prison. Once the
sentence has been fully served, the person must be released without any restrictions
or supervision.
iv. AB 109 Individuals Released on 1170(h)(5) “Split Sentence” Status
California Penal Code 1170(h)(5) gives the sentencing judge discretion to impose a
sentence in which the defendant serves some time in county jail and then additional
time under mandatory supervision by a Probation Officer. Once both the custody
and the supervision terms have been fully served, the person must be released
without any restrictions or supervision.
v. Court-Ordered Probation
People may be deemed as court-ordered probationers at the time of their
sentencing. Court Probation Officers will review the court-ordered probation
conditions of release with court-ordered probationers before they leave court, but
court-ordered probationers are not monitored by the probation department and are
not required to report to a Probation Officer.
vi. State Parole
Parolees are people who are being released from state prison and who are
returning to the community on specific terms and conditions of parole and under
supervision by a state Parole Agent.
Section 2.4.2: Supervised Populations – Definitions, Page 3 of 3
West
County
Reentry
Resource
Center
vii. Federal Probation
Federal Probation applies to individuals who are released from federal correctional
institutions throughout the Unites States and who are assigned to complete a term
of supervised probation in a specific geographic region.
viii. Second Chance Probation (Grant-funded program)
In September 2012, the Contra Costa County Probation Department was awarded
$750,000 in federal Department of Justice Second Chance Act funds, which was
renewed in September 2013. Under the grant, the Probation Department
developed a new program – the Contra Costa County Re-‐‑Entry Agenda to Empower
and Ensure Safety program (CREATES). CREATES established a multi-disciplinary
team (MDT) to provide intensive pre- and post-release wraparound services.
Probationers participating in the CREATES program are supervised by a county
Second Chance Probation Officer.
ix. Smart Probation (Grant-funded program)
In 2013, the county Probation Department applied for and received a grant through
the federal Smart Probation: Reducing Prison Populations, Saving Money, and
Creating Safer Communities program. Under this program, individuals supervised
by a Smart Probation Deputy Probation Officer complete a pre-release risk
assessment and develop an Individualized Achievement Plan to aid in transition to
the community.
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 2.4.3: Supervised Populations – Assessment and Referral, Page 1 of 2
West
County
Reentry
Resource
Center
A SSESSMENT AND R EFERRAL P ROCESSES F OR S UPERVISED P OPULATIONS
1. S TATEMENT OF I NTENT
In order for the Center to build effective connections with people who are under formal
supervision, and with the Agents and officers who are critical partners in their successful reentry
and reintegration, it is important to understand the differences in pre-release preparation;
exiting processes; supervising entities; and levels of supervision post-release.
Given Contra Costa County’s evolving commitment to and investment in Jail to Community
models, it is important to note that formal pre-release meetings conducted by justice staff are
standard only within the state prison system (including the Parole division), but are not part of
the usual process in the county jail system (and its Probation department).
Therefore, when working with people incarcerated through the County jail system, the Jail to
Community continuum model requires particularly intentional and consistent agreements
among community-based providers, detention staff, and Probation Officers.
In its role as a reentry hub of information, services, and people (both clients and providers), the
Center will strive to enhance the development of such intentional partnerships, fostering
coordinated service delivery, pre-release planning, and immediate post-release connections to
the Center, its services, and its partners.
2. P RE- OR I MMEDIATE P OST-R ELEASE A SSESSMENT AND R EFERRAL
a. Pre-release/first post-release assessment and referral:
i. Probation Officer/Parole Agent will assess individual’s risk/needs levels at pre-
release or first-report post-release meetings.
ii. Probation Officer’s/Parole Agents will discuss the Center and its services as they
relate to each individual’s identified needs.
iii. Based on risk/needs assessment, Probation Officer /Parole Agent may assign an
individual to connect with the Center. In such cases, Probation Officer’s/Parole
Agent will make an appointment with the Center to help connect the individual with
services.
iv. Probationers have 5 days to report to their Probation Officer after release. If the
Probation Officer does not make an appointment at the Center during pre-release
interviews or if the individual’s needs change upon release, the Probation Officer
can schedule an appointment at the Center at the probationer’s mandatory meeting
with his/her Probation Officer.
Section 2.4.3: Supervised Populations – Assessment and Referral, Page 2 of 2
West
County
Reentry
Resource
Center
b. Paperwork:
i. Probation and Parole will develop and provide each probationer/parolee with a
standardized letter that details the individual’s release charges and terms of
supervision, services needed, and services mandated.
ii. Probation Officer’s/Parole Agents will produce an individualized packet that outlines
services needed and notates known medical and mental conditions.
iii. Probation and Parole will provide the Center with a copy of this letter for each
probationer or parolee.
3. P AROLEE/PROBATIONER M ANDATED R EGISTRATION WITH THE C ENTER
a. As appropriate, Parole Agents may require that individuals on parole engage with the
Center and may make appointments with the Center to formalize this referral.
b. When ordered to connect with the Center as a condition of parole/probation, an
individual will be responsible for informing the Center of these requirements at intake.
c. The intake specialist will note and track the individual’s mandatory services and will
advise Probation Officer or Parole Agent whether the individual has complied with
these requirements.
d. However, the Center’s role in supervision will be limited to reporting whether or not the
individual has complied with the terms of release; the Center and its staff and Partners
will not disclose to Probation or Parole any other specifics of the Client’s interaction
with the Center.
4. P AROLEE/PROBATIONER T RANSPORTATION TO THE C ENTER: I N DEVELOPMENT
a. If the individual reports to the parole/probation office, a Probation Officer/Parole Agent
will assist in providing or arranging transport to the Center.
b. For people returning from county jail:
i. The Sheriff’s department could provide bus tickets or BART passes (both BART and
public transportation have programs for free/discounted rides).
ii. The Center could develop agreements with CBOs or the Sheriff’s department to
fund a shuttle service to coordinate with jail release times (5 am and 1 pm).
Section 2.5: Outreach, Page 1 of 4
West
County
Reentry
Resource
Center
S TATEMENT OF I NTENT: O UTREACH AND C OMMUNICATION
1. S UMMARY
To maximize the Center’s value to and impact on our community, the Center should develop
and implement an intentional outreach and communication plan to achieve multiple purposes
of information, recruitment, acceptance, and enhancement.
As a critical element of this plan, Center administration, staff, steering committee, and Partners
agree to serve as representatives and ambassadors to advance the Center’s mission and core
values, fostering the Center’s role as a positive community partner.
To that end:
a. The Center should provide accurate, timely, user-friendly, and up to date information to
multiple partners who work with West County individuals and their families all along the
arrest/incarceration/reentry spectrum. In turn, the Center should enlist these partners to
serve as effective ambassadors to provide accurate information to the communities they
touch.
b. The Center should strive to develop and maintain strong and effective communication
with the County Reentry Coordinator, the Community Corrections Partnership, elected
and appointed municipal leaders in both county and local governments, and the
coordinators/managers/directors of reentry networks or centers in other regions of the
county.
c. To clearly define the Center’s purpose and to avoid confusion with homeless
multiservice centers, workforce one stops, and community single-stops, the Center
should use a consistent descriptive term (such as “the Reentry Center,” as opposed to
the One Stop or the First Stop), supported by a clear logo (not one stop, not first stop,
but maybe just “reentry center”).
d. The Center’s marketing and outreach materials should reflect the Center’s values and
intentions, should accurately describe its services and partnerships, and should reflect
the Center’s commitment to excellence. Therefore, the Center’s marketing materials
should be culturally accessible, user friendly, appealing, non-institutional, and respectful
in their content, tone, and visual construction.
e. Mechanisms of outreach and information should include printed informational materials,
web-based information, social media, in-service trainings, and on-site tours.
f. Reflecting the unmet needs developed during the design process, the Center should
actively advance the development of a “Reentry 101” users’ guide, similar in spirit to
the Getting Out and Staying Out guide created by the SF Reentry Council. Broader in
scope than a list of resources, Reentry 101 should be designed as a “how to” users’
Section 2.5: Outreach, Page 2 of 4
West
County
Reentry
Resource
Center
guide to support people in a step-by-step process as they prepare for and return to the
community. The Center should actively encourage the local jails and prison to classify
the Reentry 101 guide as “permitted inmate property,” so that it is permissible and
accessible for use in detention settings.
2. P URPOSES OF O UTREACH: S UPPORT C LIENT R ECRUITMENT TO C ENTER
The Center should develop mechanisms and materials to inform and recruit appropriate clients,
partnering with an array of providers and stakeholders to advance awareness:
a. Organizational partners for ambassadorship and distribution:
i. Justice partners: Public defender, DA, judges, AB 109 probation, state parole,
county jails and prisons, and local police departments
ii. Community partners: Office of Neighborhood Safety, CCISCO, Safe Return,
CeaseFire, 211/Contra Costa Crisis Center, service providers
iii. Multi-Service centers: SparkPoint, Rubicon, Family Justice Center, Homeless Multi-
Service Centers, employment one-stop centers
b. Community-based partners:
i. Faith-based resources
ii. Community colleges, alternative schools, vocational schools, and the school district
iii. “Amplifier” opportunities such as neighborhood councils
3. P URPOSES OF O UTREACH: C ULTIVATE S TAKEHOLDERS’ A WARENESS OF C ENTER
The Center’s outreach plan should foster informed awareness of the Center and its services to
multiple audiences, including the following:
a. Direct outreach to client population and family members:
i. Provide outreach materials and ambassadorship, including pre-release information
provided to pre-trial services staff; during pre-release planning with probation and
parole, and through community-based portals to reach post-release individuals who
are not under formal supervision
ii. Direct outreach strategies should recognize and reflect the variety of client ages,
cultures, language, literacy levels, and concerns related to immigration status.
b. Provide in-service trainings and printed/web-based informational materials to service
providers and resources:
i. Government agencies, including Sheriff, probation, parole, and municipal police
departments
Section 2.5: Outreach, Page 3 of 4
West
County
Reentry
Resource
Center
ii. Private organizations
iii. Staff and service providers inside local jails and prison
iv. Funders
c. Community stakeholders
i. Faith congregations and inter-faith partnerships
ii. Neighborhood Councils and Municipal Advisory Councils
iii. Business organizations (including Chamber of Commerce, Rotary clubs)
d. Municipal leaders
i. County Supervisors, especially the regional supervisor’s office
ii. City Managers, Mayors, and City Councils of all West County cities
iii. Community Corrections Partnership and the Community Advisory Board
iv. Office of the Reentry Coordinator
v. Reentry network managers in Central and East County
4. P URPOSES OF O UTREACH: C ULTIVATE C OMMUNITY A CCEPTANCE
As a central point of reference and information, the Center is committed to strengthening the
reentry network throughout the community.
In addition, the Center is committed to amplify its impact by creating intentional connections
to the larger community of people and organizations that may not know about or initially
perceive the Center’s relevance to them.
To this end, the Center should support the development of community-wide attitudes of
tolerance and acceptance related to incarceration, restorative justice, and reentry and services
for the formerly incarcerated, as follows:
a. Foster the community’s willingness to support individuals coming home
b. Foster the community’s understanding of community benefits of strengthening reentry
services and acceptance
c. Foster the community’s willingness to accept and support the Center, cultivating the
Center’s reputation as a good neighbor (responsive to its neighborhood, responsible to
address issues that arise, contributes to the community)
d. Generate financial support through outreach, education, and partnership with
businesses, private foundations, municipal funders, congregations, and individual
supporters
Section 2.5: Outreach, Page 4 of 4
West
County
Reentry
Resource
Center
5. P URPOSES OF O UTREACH: A MPLIFY AND E XTEND C ENTER’S I MPACT
The Center should strive to identify, recruit, and partner with organizations and resources that
can enhance and expand the Center’s service array, improve the efficacy and outcomes of
referral partnerships and agreements, and identify service system gaps, redundancies, and
opportunities. This means that the Center’s staff, Host, Steering Committee, Partners, and
clients should be encouraged to serve as agents to amplify and extend the Center’s impact.
For example:
a. The faith community could be engaged to hold “Welcome Home” services and
activities to help establish supportive relationships and environments for returning
residents and their families.
b. Arts organizations could lend art for display in the Center, conduct expressive arts
programming on-site at the Center, and develop off-site arts opportunities explicitly
intended to invite and include formerly incarcerated people and their families.
c. Community-driven initiatives such as urban agriculture, worker coops,
organizing/advocacy campaigns, and educational and vocational efforts could use the
Center as a site to inform, engage, and recruit formerly incarcerated people who might
be particularly receptive to such opportunities.
Section 2.6: Statement of Intent/Countywide Alignments, Page 1 of 2
West
County
Reentry
Resource
Center
S TATEMENT OF I NTENT: C OUNTYWIDE A LIGNMENTS
1. O VERARCHING I NTENT
The West County Reentry Center is designed to serve as a central gathering place operating
within a larger, collective system of care that includes multiple stakeholders from all sectors
and that spans the entire county.
Reflecting its commitment to shared intentions to achieve collective impact, the Center will
strive to align with and further the intentions of existing or emergent efforts that support
successful reentry and reintegration across the county.
Working through the office of the County Reentry Coordinator and in partnership with other
reentry centers or networks in the county, the Center will strive to foster partnership, reciprocal
learning, and the development of consistent approaches to training, intake and client-data
management, outcomes and evaluation, and operational coordination countywide.
2. E VALUATING I MPACT
The Center will work with both its formal Partners and other reentry-related efforts across the
county to support the development and analysis of common outcome targets and metrics.
Such efforts may include working with internal staff or external evaluators tasked with
examining or addressing issues related to reentry across Contra Costa County.
The Center is committed to assessing its work not merely by measuring its units of service
(outputs) but by tracking the changes effected by its work (outcomes). The Center will support
and encourage such approaches in reentry-related efforts throughout the county.
To this end, the Center will support opportunities to develop integrated and consistent intake
and assessment protocols and methods among its Partners and with other reentry-related
efforts countywide. The Center will support the development of mechanisms to reduce
repetition, barriers, and gaps for clients who are navigating across the systems, and to enhance
service-providers’ and other institutional stakeholders’ ready access to appropriate and useful
information about both clients and services countywide.
The Center will strive to evaluate impact in four realms:
• Identifying changes for clients as individuals: Tracking each client’s progress along
an intentional, individual path (for example: sobriety, family reunification, successful
completion of probation, educational progress)
• Assessing collective outcomes across client cohorts (for example: rates of recidivism
within a certain population, percentage of clients who achieve and retain housing, job
placement and retention)
Section 2.6: Statement of Intent/Countywide Alignments, Page 2 of 2
West
County
Reentry
Resource
Center
• Tracking outcomes for service providers (for example: percentage of a Partner’s
clients who complete their individual development plans, client ratings of a Partner’s
services)
• Measuring the value of the Center as a whole (for example, assessments of the
Center by Partner organizations or by clients, metrics that track progress of the
Center’s clients as a whole, percentage of effective and successful referrals between
the Center and other efforts across the county)
3. C APACITY AND L EARNING
The Center is committed to enhancing capacity and fostering consistent practices both within
the Center and across the service landscape countywide, where appropriate and beneficial.
Therefore, the Center will support opportunities to provide, help coordinate, or participate in
trainings to support stakeholders’ professional development at the Center and across the
county.
In addition, as is true in the plans for the reentry network in both Central and East county, the
Center’s service model includes the use of community volunteers serving as navigators to
provide one-on-one support the Center’s clients, based on their individual needs and interests.
Recognizing the importance of strong and consistent outreach, recruitment, training,
supervision, support, evaluation, and client/navigator matching processes to maximize the
value of this important element of service, the Center will strive to coordinate and collaborate
with other county stakeholders, including the reentry networks in Central and East county, to
establish effective and consistent practices that strengthen the collective practice.
West County Reentry Resource Center, Sample Budget (non-binding: for purposes of illustration only)
Section 2.7: Budget, Corrected, Page 1
Personnel Operating Nonrecurring
Director (1 FTE), 12 months @ $90K annually, assumes hiring July 2014 90,000$
Operations and Services Manager (1 FTE), 11 months @ $60K annually, assumes hiring August 2014 55,000$
Registration, Intake, and Data Administrator (1 FTE), 11 months $60K annually, assumes hiring August 2014 55,000$
Administrative Assistant (1 FTE), 11 months @ $35K annually, assumes hiring August 2014 32,083$
Benefits @ 22%51,058$
Total Personnel 283,142$
Operating Costs
Rent @ $4500/month for 12 months 54,000$
Utilities
Water, heat, electricity $800/month for 12 months 9,600$
Office phone service: $250/month for 12 months 3,000$
Internet access: $150/month for 12 months 1,800$
Cloud storage: $50/month for 12 months 600$
Web-based CRM service (Salesforce, ETO): $360/year for licenses #11-20 3,600$
IT infrastructure maintenance @ $250/month for 12 months 3,000$
After-Hours Answering Service, $1,500/month for 10 months 15,000$
Insurance (liability, theft)4,000$
Repairs & Maintenance @ $250 month for 12 months 3,000$
Local Travel: 400 miles/month for 12 months @ $.55/mile 2,640$
Office Supplies: $400/month for 12 months 4,800$
Printing/Copying: $150/month for 12 months 1,800$
Postage: 5000 pieces @ $.46/each 2,300$
Total Operating Costs 109,140$
Partnership and Outreach
Trainings/Capacity Building/Professional Development 6,000$ 4,000$
All-Center Annual Planning Day 6,000$
Volunteer Recruitment and Education 4,500$ 10,000$
Community Outreach: 4 community events @ $1,000 each 4,000$
Supplies: Program/education/meetings @ $400/month for 12 months 4,800$
Total Partnership and Outreach 25,300$ 14,000$
Indirect or fiscal sponsorship costs, not to exceed 10% of $800K grant (2 Fiscal Years)40,000$ 40,000$
Nonrecurring Costs
Professional Services
Data system selection and initiation 20,000$
Graphic design for collateral development 6,500$
Legal, Human Resources 4,000$
Web & social media design 8,000$
Design and print a Reentry 101 Guide 8,500$
Tenant Improvement
Facilities design, including embedded arts elements 35,000$
Construction 100,000$
Fixtures and furnishings, including art 35,000$
Signage 2,000$
Move-In Costs 15,000$
Equipment purchases
Work stations (computer, phone, desk, chair, filing, etc.) 12 @ $3000/each 36,000$
Shared printers: 2 @ $850 each 1,700$
Shredders: 8 @ $250 each 2,000$
Filing (lockable): 8 @ 250 each 2,000$
West County Reentry Resource Center, Sample Budget (non-binding: for purposes of illustration only)
Section 2.7: Budget, Corrected, Page 2
Filing (open): 12 @ $125 each 1,500$
Collateral Printing and Production 7,500$
Signage 3,000$
Total Nonrecurring Costs -$ 287,700$
Operating and Nonrecurring Costs 457,582$ 341,700$
Total Uses 799,282$
Net Income, FY 2013/14 and FY 2014/15 718$
Net Income, FY 2013/14 and FY 2014/15, as a percentage of total County contract 0.09%
West County Reentry Center Work Plan FY 2014-2015
Section
2.8:
Work
Plan,
page
1
Month
1
Month
2
Month
3
Month
4
Month
5
Month
6
Month
7
Month
8
Month
9
Month
10
Month
11
Month
12
A.Staffing
Post for Executive Director, Operations and Services Manager, Registration & Intake
Admin, and Assistant x
Hire Executive Director, Operations and Services Manager, Registration & Intake Admin,
and Assistant x x
Develop work plans for all Center staff x x
B. Fundraising, Communication, and Marketing
Identify and retain a communications/web design consultant x x
Identify and retain a graphic designer x x
Develop organizational print materials (collateral, logo)x x
Develop fundraising, communications & outreach plan and calendar x x
Develop case documents to support fundraising, communications, and outreach x x
Develop website and communications materials x x x
Implement ongoing fundraising and communications plan x x x x
C. Site Selection and Planning
Identify, secure, equip, and furnish temporary site for administrative operations and
planning x x
Develop facilities needs and specifications guidelines consistent with operations plan and
service model x x x
Identify and retain a construction management firm/design-build contractor x x
Identify and retain real estate broker x x
Identify and secure a permanent site x x x
D.Site Preparation/Tenant Improvements
Begin construction (duration and scope to be determined based on site chosen and site
design)x x
Develop furnishings, equipment list for permanent site, begin placing orders x x x x
Develop transition plan for move from temporary to permanent site x x
E. Service and Partner Identification and Service Plan Development
Meet with appropriate public/private providers and agencies to develop scopes of work,
per service model x x
Sign MOUs with On-Site Partners x x x
Identify and select an after-hours phone and referral resource x x
Begin implementing services on start-up scale x x x
Conduct quarterly programs & partnership review/modifications x x x
YEAR ONE
This work plan assumes that the County selects the Host and completes contracting by
June 2014, with the activities detailed in this work plan beginning no later than July 1.
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
West County Reentry Center Work Plan FY 2014-2015
Section
2.8:
Work
Plan,
page
2
Month
1
Month
2
Month
3
Month
4
Month
5
Month
6
Month
7
Month
8
Month
9
Month
10
Month
11
Month
12
This work plan assumes that the County selects the Host and completes contracting by
June 2014, with the activities detailed in this work plan beginning no later than July 1.
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Conduct annual all-Partner day-long review and planning day x
F.Data and Evaluation
Research and select a Cloud-based data management system x x
Identify and retain a data and evaluation consultant x x
Develop common data-gathering sets, develop and build out initial data and evaluation
plan with On-Site Partners x x x
Develop program-specific and all-Center target outcomes and metrics x x x
H.Capacity Building and Training
Conduct interviews with Center stakeholders to identify priorities for professional
development and capacity-building x x x
Based on stakeholder input, conduct research to identify training resources x x x
Develop and disseminate training calendar x
Begin implementing trainings, potentially on a quarterly basis x x
I.Community Engagement
Develop ccommunity-engagement plan x x
Begin implementing community-engagement plan x x
Hold informational community-engagement events at temporay location x x
Hold informational community-engagement event at new location (even pre-transition to
the new location)x
Table of Contents: Section 3/Secondary Documents
West
County
Reentry
Resource
Center
3. S ECONDARY D OCUMENTS
3.1 Job Descriptions:
3.1.1. Executive Director
3.1.2. Operations and Services Manager
3.1.3. Registration, Intake and Data Administrator
3.2 Policies:
3.2.1. On-Site Partner MOU template
3.2.2. Center Steering Committee Conflict of Interest Form
3.2.3. Behavioral Guidelines
3.3 Data:
3.3.1. Electronic Data-Sharing MOU
3.3.2. Business Associates Agreement for Protected Health Information
3.3.3. Baseline Intake Document (example)
3.3.4. Individual Development Plan (example)
3.3.5. Baseline Data Set (draft developed by County evaluation contractor RDA)
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 3.1.1: Job Description – Executive Director, Page 1 of 4
West
County
Reentry
Resource
Center
J OB D ESCRIPTION:
E XECUTIVE D IRECTOR, W EST C OUNTY R EENTRY R ESOURCE C ENTER
Project: West County Reentry Resource Center
Job Title: Executive Director
Employer of Record: Name of Center Host
Reports to: Center Steering Committee
FLSA Status: Exempt
Date Prepared: Enter Date
Position Context:
The West County Reentry Resource Center (Center) promises to be one of the most significant
projects created for formerly incarcerated people ever created in our county. By gathering
effective resources into one accessible and welcoming hub of integrated services, the Center
fosters healing, justice, and lifelong liberty for the people of West Contra Costa County.
Through a single door, the Center brings together diverse partners working in concert to
achieve a collective impact to achieve a common vision: Offering a place that fosters healing,
stability, and opportunity, the Center will serve as a beacon of hope, support, and continuing
progress to support formerly incarcerated people and their families in their efforts to forge
positive futures.
The Center brings together law enforcement, social service agencies and public and private
entities to provide coordinated services to formerly incarcerated people and their families
living in West Contra Costa County. The Center is organizationally hosted by Name of Center
Host and is governed and managed by its Steering Committee.
As the Center’s Host, Name of Center Host is the legal entity and employer of record for the
Center. Name of Center Host is an “at-will” and equal opportunity employer. Applicants and
employees shall not be discriminated against because of race, religion, sex, national origin,
ethnicity, age, mental or physical disability, sexual orientation, gender (including pregnancy
and gender expression) identity, color, marital status, veteran status, medical condition, or any
other classification protected by federal, state, or local law or ordinance.
Reasonable accommodation will be made so that qualified disabled applicants may participate
in the application process. Please advise in writing of special needs at the time of application.
Salary Range: $
Position Summary:
The successful candidate will have expertise in cultivating and sustaining positive, highly
effective relationships aligned around a common framework reflective of best and promising
practices in reentry and integrated service partnership. The successful candidate will have the
Section 3.1.1: Job Description – Executive Director, Page 2 of 4
West
County
Reentry
Resource
Center
fortitude, clarity of vision, interpersonal, technical, and decision-making skills needed in a
climate of diverse, sometimes contradictory or conflicting viewpoints; facilitation, effective
group management, and the ability to build consensus are essential elements of this work. The
successful candidate will have expertise in operating in a highly visible, high profile role within
the community and function with both personal integrity and necessary transparency. The
successful candidate is a forward thinking, innovative leader with the drive to stay current on
trends and emerging practices.
Approximately 50% of the duties of the Executive Director will be devoted to internal
operations, management, and development, and 50% will be devoted to external issues,
including (but not limited to) partnership development, ambassadorship, fundraising, and
public relations.
The Executive Director is a non-voting member of the Center Steering Committee.
The Executive Director is an exempt position. Exempt employees are expected to work the
appropriate and necessary time in order to complete key assignments and related tasks on
schedule.
Essential Duties and Responsibilities:
• Develop a highly effective supporting infrastructure for multi-disciplinary collaboration
• Ensure the provision of high quality, effective service delivery
• Work effectively with the Center Steering Committee
• Ensure the sustainability of the Center by developing and implementing successful annual
fund development plans
• Implement budgetary and fiscal functions including budget development, fiscal reports and
sound financial practices.
• Develop sound public policy, communication, and advocacy strategies consistent with the
Center mission and vision
• Maintain a climate that attracts and retains diverse, top quality individuals and an
environment conducive to high employee morale
Other Duties and Responsibilities:
• Ability to travel within the county, with own vehicle, valid license, and insurance
• Ability to work some weekends and evenings
Education and Experience:
• Bachelor’s degree (or demonstrated abilities) in a related field required; further education
preferred, including MSW, MBA, MPH, MPA, or JD
Section 3.1.1: Job Description – Executive Director, Page 3 of 4
West
County
Reentry
Resource
Center
• Minimum of five years’ experience in not-for-profit management, preferably in social
services or criminal justice
• Minimum of five years’ fiscal experience preparing budgets and administering agencies
with budgets over $400,000
• Demonstrated success in fund development
• Background in criminal justice, multi-sector project management, nonprofit management,
evaluation, operational management, and/or collaborative social service program design
• Subject-matter expertise and awareness of field’s respective sectors, stakeholders, and
roles
• Knowledge about collective impact and backbone administration and the purpose of this
service model
• Demonstrated ability to foster and drive a diverse collaboration using participatory
decision-making practices, effective conflict management skills, and open communication
methods
• Experience in fostering relationships with key individuals in agencies and organizations,
including elected officials
• Strong, charismatic public-speaking and writing skills and the ability to effectively work with
multiple audiences: the media, public officials, public systems partners, faith leaders,
businesses, CBOs, victims, and interested residents
• Interest in and sensitivity to people from a multiplicity of backgrounds
• Knowledge of the local landscape (Contra Costa and West Contra Costa)
• Commitment to the Center’s core values, including restorative justice
• Demonstrated expertise in project management, group decision-making, and participatory
processes
• Bilingual is preferred, particularly in Spanish
Physical Demands:
These physical demands are representative of the physical requirements necessary for an
employee to successfully perform the essential functions of the job. Reasonable
accommodation can be made to enable people with disabilities to perform the described
essential functions of the job.
• Ability to stand and sit for long periods of time
• Ability to bend and lift up to 15 lbs
Section 3.1.1: Job Description – Executive Director, Page 4 of 4
West
County
Reentry
Resource
Center
• Ability to sit and enter data, prepare reports, and use a computer for long periods of time
• Able to answer phone calls and participate in phone-related activities for long periods of
time
• Ability to negotiate up and down stairs
• Ability to travel locally, regionally, and occasionally within the state
• Ability to operate in environments involving multiple simultaneous stimuli, including
people, sounds, conversations, demands, and emotional dynamics
Work Environment:
These work environment characteristics are representative of the environment the employee
will encounter. Reasonable accommodations may be made to enable people with disabilities to
perform the essential functions of the job.
The Center may be comprised of open cubicles, semi-private offices and shared, multi-use
space. All workspaces may be shared spaces with individually assigned computers and shared
desks. Workspaces may be assigned based on type of activity, amount of time required to
complete the task, and availability of Center space. The workspace may be noisy at times.
Application Process:
To apply for this position, please send your resume and required documents to name and
email of appropriate person.
Position will remain open until date. Expected start date is .
Section 3.1.2: Job Description – Operations and Service Manager, Page 1 of 4
West
County
Reentry
Resource
Center
J OB D ESCRIPTION:
O PERATIONS AND S ERVICES M ANAGER, W EST C OUNTY R EENTRY R ESOURCE C ENTER
Project: West County Reentry Resource Center
Job Title: Manager: Operations and Services Manager
Employer of Record: Name of Center Host
Reports to: Executive Director
FLSA Status: Exempt
Date Prepared: Enter Date
Position Context:
The West County Reentry Resource Center (Center) promises to be one of the most significant
projects created for formerly incarcerated people ever created in our county. By gathering
effective resources into one accessible and welcoming hub of integrated services, the Center
fosters healing, justice, and lifelong liberty for the people of West Contra Costa County.
Through a single door, the Center brings together diverse partners working in concert to
achieve a collective impact to achieve a common vision: Offering a place that fosters healing,
stability, and opportunity, the Center will serve as a beacon of hope, support, and continuing
progress to support formerly incarcerated people and their families in their efforts to forge
positive futures.
The Center brings together law enforcement, social service agencies and public and private
entities to provide coordinated services to formerly incarcerated people and their families
living in West Contra Costa County. The Center is organizationally hosted by Name of Center
Host and is governed and managed by its Steering Committee.
As the Center’s Host, Name of Center Host is the legal entity and employer of record for the
Center. Name of Center Host is an “at-will” and equal opportunity employer. Applicants and
employees shall not be discriminated against because of race, religion, sex, national origin,
ethnicity, age, mental or physical disability, sexual orientation, gender (including pregnancy
and gender expression) identity, color, marital status, veteran status, medical condition, or any
other classification protected by federal, state, or local law or ordinance.
Reasonable accommodation will be made so that qualified disabled applicants may participate
in the application process. Please advise in writing of special needs at the time of application.
Salary Range: $
Position Summary: The Center’s Operations and Services Manager (Manager) will be
responsible for the daily operations of the Center’s services and activities. The Manager will
ensure the smooth and effective integration and delivery of appropriate services by Center
partners, Center staff, and volunteers. The Manager should have strong “people” skills with a
Section 3.1.2: Job Description – Operations and Service Manager, Page 2 of 4
West
County
Reentry
Resource
Center
demonstrated ability for relationship building, multi-provider service operations, and effective
problem-solving. The Manager should have experience in partnership management,
operations management and tracking, and program analysis and improvement. In addition, the
Manager should have experience in volunteer/mentor recruitment, training, and management.
The Manager is an exempt position. Exempt employees are expected to work the appropriate
and necessary time in order to complete key assignments and related tasks on schedule.
Essential Duties and Responsibilities:
• Support Center partners in developing integrated and consistent service plans and
approaches
• Support Center partners in negotiating agreements and resolving conflicts
• Effectively recruit, train, and manage volunteers
• Participate in ongoing Center operational planning and review
• Manage daily program operations
• Support the development of, and implement, a Center-wide training plan
• Prepare reports and maintain statistics and manage data systems and analysis
• Prepare assessments and recommendations for Center operations, partner roles, and MOU
agreements
Other Duties and Responsibilities:
• Ability to travel within the county, with own vehicle, valid license, and insurance
• Ability to work some weekends and evenings
Education and Experience:
• Bachelor’s degree or similar demonstrated capacity required, Master’s degree preferred
• Background in criminal justice, multi-sector project management, nonprofit management,
evaluation, operational management, and/or collaborative social service program design
• Subject-matter expertise and awareness of field’s respective sectors, stakeholders, and
roles
• Knowledge of collective impact and backbone administration and the purpose of this
service model
• Demonstrated ability to foster and drive a diverse collaboration using participatory
decision-making practices, effective conflict management skills, and open communication
methods
Section 3.1.2: Job Description – Operations and Service Manager, Page 3 of 4
West
County
Reentry
Resource
Center
• Experience in fostering relationships with key individuals in agencies and organizations,
including with elected officials
• The flexibility and problem solving capabilities to address the needs of a constantly
changing organization
• Ability to provide administrative and professional leadership
• Bilingual is preferred, particular in Spanish
• Commitment to the role and responsibilities of backbone administration
• Legal issues concerning confidentiality, medical mandated reporting, partnership
agreements, and liability
Physical Demands:
These physical demands are representative of the physical requirements necessary for an
employee to successfully perform the essential functions of the job. Reasonable
accommodation can be made to enable people with disabilities to perform the described
essential functions of the job.
• Ability to stand and sit for long periods of time
• Ability to bend and lift up to 15 lbs
• Ability to sit and enter data, prepare reports, and use a computer for long periods of time
• Able to answer phone calls and participate in phone-related activities for long periods of
time
• Ability to negotiate up and down stairs
• Ability to travel locally, regionally, and occasionally within the state
• Ability to operate in environments involving multiple simultaneous stimuli, including
people, sounds, conversations, demands, and emotional dynamics
Work Environment:
These work environment characteristics are representative of the environment the employee
will encounter. Reasonable accommodations may be made to enable people with disabilities to
perform the essential functions of the job.
The Center may be comprised of open cubicles, semi-private offices and shared, multi-use
space. All workspaces may be shared spaces with individually assigned computers and shared
desks. Workspaces may be assigned based on type of activity, amount of time required to
complete the task, and availability of Center space. The workspace may be noisy at times.
Application Process:
Section 3.1.2: Job Description – Operations and Service Manager, Page 4 of 4
West
County
Reentry
Resource
Center
To apply for this position, please send your resume and required documents to name and
email of appropriate person.
Position will remain open until date. Expected start date is .
Section 3.1.3: Job Description – Registration, Intake, and Data Administrator, Page 1 of 3
West
County
Reentry
Resource
Center
J OB D ESCRIPTION:
R EGISTRATION, I NTAKE, AND D ATA A DMINISTRATOR, W EST C OUNTY R EENTRY
RESOURCE C ENTER
Project: West County Reentry Resource Center
Job Title: Registration, Intake, and Data Administrator
Employer of Record: Name of Center Host
Reports to: Executive Director
FLSA Status: Exempt
Date Prepared: Enter Date
Position Context:
The West County Reentry Resource Center (Center) promises to be one of the most significant
projects created for formerly incarcerated people ever created in our county. By gathering
effective resources into one accessible and welcoming hub of integrated services, the Center
fosters healing, justice, and lifelong liberty for the people of West Contra Costa County.
Through a single door, the Center brings together diverse partners working in concert to
achieve a collective impact to achieve a common vision: Offering a place that fosters healing,
stability, and opportunity, the Center serves as a beacon of hope, support, and continuing
progress to support formerly incarcerated people and their families in their efforts to forge
positive futures.
The Center brings together law enforcement, social service agencies and public and private
entities to provide coordinated services to formerly incarcerated people and their families
living in West Contra Costa County. The Center is organizationally hosted by Name of Center
Host and is governed and managed by its Steering Committee.
As the Center’s Host, Name of Center Host is the legal entity and employer of record for the
Center. Name of Center Host is an “at-will” and equal opportunity employer. Applicants and
employees shall not be discriminated against because of race, religion, sex, national origin,
ethnicity, age, mental or physical disability, sexual orientation, gender (including pregnancy
and gender expression) identity, color, marital status, veteran status, medical condition, or any
other classification protected by federal, state, or local law or ordinance.
Reasonable accommodation will be made so that qualified disabled applicants may participate
in the application process. Please advise in writing of special needs at the time of application.
Salary Range: $
Position Summary:
Section 3.1.3: Job Description – Registration, Intake, and Data Administrator, Page 2 of 3
West
County
Reentry
Resource
Center
The Registration, Intake & Data Administrator (Administrator) will serve as the first point of
contact for both clients and referring partners. The Administrator will staff the Center’s
registration desk, providing information and helping potential clients identify if the Center is an
appropriate resource to meet their needs.
The Administrator will conduct initial intake and registration, serving as the information hub for
receiving and coordinating all client-related information. The Administrator will provide initial
triage, including review of eligibility for requests for short-term food, clothes, bus passes, and
phone cards.
Reflecting the Center’s role as an information hub, the Administrator will identify and reach out
to entities that have developed assessments or transition documents for the client.
Based on the client’s intake information, the Administrator will identify which On-Site Partner
will serve as the client’s primary service contact.
As the point of first contact for the Center, the Administrator should have interest in and
sensitivity to people from a multiplicity of backgrounds; Bilingual (especially Spanish) is strongly
preferred.
The Administrator should have competency in conflict resolution, effective interpersonal
management, and effective problem-solving skills, and should be able to multi-task in a
complex environment with competing demands.
Education and Experience:
• Have and maintain accurate, up-to-date, and broad knowledge of the local social-service
landscape (Contra Costa and West Contra Costa).
• Background in administration of social service programs
• Flexibility and problem solving capabilities to address the needs of a constantly changing
organization
• Demonstrated experience with and competency in electronic data systems (data entry,
report generation, data analysis) to support the effective use of information to track and
support client progress, support the evaluation of On-Site Partners, and provide insight into
the Center’s effectiveness as a whole
• Bachelor’s degree or similar demonstrated capacity required
Physical Demands:
These physical demands are representative of the physical requirements necessary for an
employee to successfully perform the essential functions of the job. Reasonable
accommodation can be made to enable people with disabilities to perform the described
essential functions of the job.
Section 3.1.3: Job Description – Registration, Intake, and Data Administrator, Page 3 of 3
West
County
Reentry
Resource
Center
• Ability to stand and sit for long periods of time
• Ability to bend and lift up to 15 lbs
• Ability to sit and enter data, prepare reports, and use a computer for long periods of time
• Able to answer phone calls and participate in phone-related activities for long periods of
time
• Ability to negotiate up and down stairs
• Ability to travel locally, regionally, and occasionally within the state
• Ability to operate in environments involving multiple simultaneous stimuli, including
people, sounds, conversations, demands, and emotional dynamics
Work Environment:
These work environment characteristics are representative of the environment the employee
will encounter. Reasonable accommodations may be made to enable people with disabilities to
perform the essential functions of the job.
The Center may be comprised of open cubicles, semi-private offices and shared, multi-use
space. All workspaces may be shared spaces with individually assigned computers and shared
desks. Workspaces may be assigned based on type of activity, amount of time required to
complete the task, and availability of Center space. The workspace may be noisy at times.
Application Process:
To apply for this position, please send your resume and required documents to name and
email of appropriate person.
Position will remain open until date. Expected start date is .
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 3.2.1: Partner MOU, Page 1 of 5
West
County
Reentry
Resource
Center
M EMORANDUM OF U NDERSTANDING
1. D OCUMENT P URPOSE
The function of this Memorandum of Understanding (MOU) is to formalize agreements about
the West County Reentry Resource Center’s collective vision, universal roles and
responsibilities, principles, outcomes, and governance system.
This MOU sets forth the terms and conditions that define the relationship between the West
County Reentry Resource Center (the Center) and as an On-Site
Partner.
This MOU summarizes overarching commitments and agreements on the systems and
elements of the Center that are relevant to all On-Site Partners.
Every On-Site Partner will sign and abide by this MOU, and the specific roles and
responsibilities for each On-Site Partner will be defined in an Individual Operational Agreement
between the Center and the On-Site Partner.
This MOU also describes a process for admitting new On-Site Partners and for existing On-Site
Partners to withdraw or be removed from partnership if desired or necessary.
In addition to signing this MOU, each On-Site Partner will also enter into an Operational
Agreement that will form an addendum to the MOU and that will specify each organization’s
specific responsibilities.
2. V ISION AND M ISSION
The attached “Principal Ideas that Guide Our Work” is incorporated into this MOU by
reference. Signatories to this MOU will incorporate and demonstrate these ideas in their work
as On-Site Partners.
Excerpted from that document, the Center’s vision and mission are as follows:
a. Vision: Offering a place that fosters healing, stability, and opportunity, the Center will
serve as a beacon of hope, support, and continuing progress to support reentering or
formerly incarcerated people and their families in their efforts to forge positive futures.
b. Mission: By gathering effective resources into one accessible and welcoming hub of
integrated services, the Center fosters healing, justice, and lifelong liberty for the
people of West Contra Costa County.
3. C O LLECTIVE I MPACT, O UTCOMES, & M ETRICS
As a collective impact initiative using a co-located, integrated service model, the Center’s
partners will be committed to striving toward common goals and to developing new indicators
to measure the extent to which the Center’s staff and On-Site Partners reach these goals.
Section 3.2.1: Partner MOU, Page 2 of 5
West
County
Reentry
Resource
Center
The Center has three primary intentions for individual clients, Center partners, and the Center
as a whole:
a. To support formerly incarcerated West Contra Costa County residents in their efforts to
build self-sufficient, satisfying, and positive lives;
b. To leverage and maximize the impact of individual organizations that are working to
support formerly incarcerated individuals;
c. To foster the collective impact of all those entities and stakeholders (public, private,
services, businesses, faith community, and individual residents) who are committed to
developing a safer, more equitable, and more sustainable West Contra Costa County
by working intentionally and collaboratively to achieve common goals.
Goals, outcomes, and metrics will reflect and provide opportunities to assess the Center’s
progress on these three primary intentions. Center partners will utilize these outcomes as a
primary framework for planning, budgeting, and program design.
4. L EADERSHIP & G OVERNANCE
The Center’s governance structure is intended to enable the operation of a strong, integrated
partnership in which partners have equal voice. For fuller details on governance roles and
responsibilities, see the “Governance and Administration” document, which is incorporated by
reference.
As explained in that document, the Center Host is responsible and accountable for the
administration of the Center’s fiscal and personnel matters, and its local, state, and federal
regulatory compliance and reporting.
The Center Steering Committee (CSC) will be responsible for guiding the Center’s work. The
CSC holds responsibility for program planning and policy setting, engaging in an ongoing
process of program implementation, evaluation, and refinement. The CSC will review and
approve the Center’s annual budget and major financial commitments entered into by the
Center, subject to due diligence approval by the Board of Directors of the Center’s Host.
The Center’s Executive Director will maintain active communication with both onsite and offsite
Center partners (see partner responsibilities below) and will provide ongoing support for the
work of the Center Steering Committee. The Executive Director will be responsible for the
recruitment, evaluation, and management of the Center’s staff.
A primary function of Center’s Executive Director and staff is to create the necessary conditions
for the smooth and effective integration of services by On-Site Partners.
The On-Site Partners are responsible for working collectively, collaboratively, and in
partnership with one another and the Center staff to design, implement, and evaluate co-
Section 3.2.1: Partner MOU, Page 3 of 5
West
County
Reentry
Resource
Center
located, integrated service plans. Unless otherwise specified in Individual Operational
Agreements, On-Site Partners lend their staff and resource to the Center as in-kind
contributions to the Center’s work.
5. O VERARCHING O N -S ITE P ARTNER A GREEMENTS
Working with the Center Steering Committee, the Center Executive Director, and the Center
staff, the On-Site Partners are responsible for ensuring the Center’s ongoing development and
health, in accordance to all of the rights and responsibilities described by this document and
each On-Site Partner’s individual Operational Agreement.
Each of the Center’s On-Site Partners agrees to the following:
a. Abide by the Center’s mission
b. Create a welcoming, respectful, responsive, and productive experience for clients
c. Participate actively and in multiple ways, including agreeing to:
• Provide a decision-maker from the organization to participate in the Services
committee;
• Contribute some of the agencies’ existing resources (in-kind or financial) to leverage
the Center’s collective opportunities and resources;
• Cross-train staff to communicate and promote Center services and approaches,
including participating in Center-based professional development trainings;
• Participate in the development of a joint budget, including the identification of in-
kind and other resources;
• Participate in fundraising activities, as defined by each organization’s? Center’s
annual operating plan.
d. Set aside individual organizational identity when communicating about the Center;
e. Participate with the Center’s Executive Director in an annual review of (and, if necessary,
revisions to) the agency’s Individual Operational Agreement;
f. Participate in an annual all-partner Work Review And Planning day;
g. Work differently as needed to achieve common goals;
h. Manage clients jointly and share client information, in accordance with confidentiality
rules, agreements, and guidelines;
i. Foster both individual and collective accountability in the Center’s work;
j. Track common metrics, share data, and evaluate results;
Section 3.2.1: Partner MOU, Page 4 of 5
West
County
Reentry
Resource
Center
k. Participate in ongoing learning within the Center and with partners across the county;
l. Strive for continuous quality improvement;
m. Have good-faith intention to commit to this effort over time;
n. Identify and help recruit additional partners as appropriate to develop the Center and
help its services evolve;
o. Abide by the Center’s Conflict of Interest policy;
p. Serve as representatives and ambassadors to advance the Center’s mission and core
values, fostering the Center’s role as a positive community partner;
q. For areas of activity in which certification is available, On-Site Partners should have the
highest feasible level of relevant certification. For areas of activity for which certification
is required, On-Site Partners must have and maintain the required certification.
6. P ARTNER W ITHDRAWAL, R EMOVAL, AND E NROLLMENT
a. New Partner Enrollment
The Center Steering Committee must approve all new On-Site Partners. New organizations
wishing to become On-Site Partners must demonstrate that they possess the relevant levels
of certification (through certifications and/or licenses that are standard in their field of
activity, if such exist).
b. Partner Withdrawal/Disbarment
Partners may withdraw from this MOU by providing the Center Host with 90 days written
notice of intention to withdraw. Should the withdrawing partner be receiving allocated
funds from the Center, these funds will be returned to the Center, as of the date of final
partnership with the Center.
Following withdrawal, Center partners may apply for re-admission to the Center
partnership, subject to the conditions specified under Section 8.A above and to approval
by the Center Steering Committee.
Loss of required certification by a partner will be grounds for disbarment from Center until
recertification can be documented.
Malfeasance or intentional acts in conflict with this MOU or failure to perform shall be
grounds for removal
7. G RIEVANCE AND M EDIATION
If any Center staff member, Center Partner, or Center volunteer has a concern or complaint
regarding the actions or decisions of another party that affects the grieving party's work,
Section 3.2.1: Partner MOU, Page 5 of 5
West
County
Reentry
Resource
Center
work/service environment, or working relations with colleagues at the Center, the grieving
party or parties shall first attempt to resolve the matter in an amicable manner on their
own. The grieving party or parties may request the support of the Executive Director to help
them resolve the dispute in a mutually satisfactory, informal process.
However, if this attempt at resolution is not appropriate or successful, the grieving party shall,
within ten days of the event giving rise to the grievance, present its grievance to the Executive
Director in writing.
Within ten days of receipt of the grievance, the Executive Director shall convene a formal
meeting with the grieving party to attempt to resolve the matter, and shall convene
conversations with other Center Partners, if appropriate, to attempt to resolve. If the matter is
not resolved satisfactorily, the grievance shall be submitted to the Center Steering Committee.
Failing resolution through these means, the parties will submit to nonbinding mediation with a
neutral mediator and share the costs of the mediation.
8. A MENDMENT AND M ODIFICATION OF THIS MOU
This MOU may be amended from time to time by the Center Steering Committee using its
regular decision-making process, as described herein.
9. A CCEPTANCE OF THE T ERMS OF T HIS M EMORANDUM OF U NDERSTANDING
We hereby agree to the terms as stated in this Memorandum of Understanding.
Center Host:
Signature and Title:
Date:
Name of On-Site Partner:
Signature and Title:
Date:
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 3.2.2: Conflict of Interest, Page 1 of 2
West
County
Reentry
Resource
Center
C ENTER S TEERING C OMMITTEE C ONFLICT OF I NTEREST P OLICY
1. D OCUMENT P URPOSE
In their capacity as members of the Center Steering Committee (CSC) of the West County
Reentry Resource Center (the Center), the Center Steering Committee members (members)
must act at all times in the best interest of the Center.
The purpose of this policy is to help inform the members of the CSC about what constitutes a
conflict of interest, assist the CSC in identifying and disclosing actual and potential conflicts,
and help CSC members avoid conflicts of interest where necessary.
This policy may be enforced against individual CSC members as described below.
2. C ONFLICT OF I NTEREST P OLICY
a. Members of the CSC have a fiduciary responsibility to conduct themselves without
conflict to the interests of the Center. In their capacity as CSC members, they must
subordinate personal individual business, third-party, and other interests to the welfare
and best interests of the Center.
b. A conflict of interest is a transaction or relationship that presents or may present a
conflict between a CSC member’s obligations to the Center and the member’s
personal, business, or other interests.
c. All conflicts of interest are not necessarily prohibited or harmful to the Center. However,
full disclosure of all actual and potential conflicts, and a determination by a
subcommittee of the disinterested CSC members – with the interested member(s)
recused from participating in debates and voting on the matter – are required.
d. All actual and potential conflicts of interest shall be disclosed by members to the CSC
Chair through the annual disclosure form and whenever a conflict arises. The
subcommittee of disinterested members (the subcommittee) shall make a
determination as to whether a conflict exists and what subsequent action is appropriate
(if any). The subcommittee shall inform the full CSC of such determination and action.
The full CSC shall retain the right to modify or reverse such determination and action by
the subcommittee, and shall retain the ultimate enforcement authority with respect to
the interpretation and application of this policy.
e. On an annual basis, all CSC members shall be provided with a copy of this policy and
required to complete and sign the acknowledgement and disclosure for below. All
completed forms shall be provided to and reviewed by the CSC Chair, as well as all
other conflict information provided by CSC members.
Section 3.2.2: Conflict of Interest, Page 2 of 2
West
County
Reentry
Resource
Center
C ENTER S TEERING C OMMITTEE A CKNOWLEDGEMENT AND D ISCLOSURE F ORM
I have read the West County Reentry Resource Center Steering Committee Conflict of Interest
Policy set forth above and agree to comply fully with its terms and conditions at all times in my
service as a Center Steering Committee member.
If at any time following my submission of this form I become aware of any actual or potential
conflicts of interest, or if the information provided below becomes inaccurate or incomplete, I
will promptly notify the Center’s Steering Committee Chair and the Center’s Executive Director
in writing.
Disclosure of Actual or Potential Conflicts of Interest:
Submitted and Attested To By:
Steering Committee Member Signature:
Steering Committee Member Name (printed):
Date:
Reviewed and Acknowledged by the CSC Steering Committee Chair:
Steering Committee Chair Signature:
Steering Committee Chair Name (printed):
Date:
Section 3.2.3: Behavioral Guidelines, Page 1 of 1
West
County
Reentry
Resource
Center
B EHAVIORAL G UIDELINES
1. A S AFE P LACE FOR A LL
Cultivating an inclusive, affirming, patient, and open-minded community culture, the West
County Reentry Resource Center (the Center) is designed as a beacon of hope, opportunity,
and continuing progress to support reentering or formerly incarcerated West County residents
and their families in their efforts to forge positive futures.
The Center is equally open to all clients regardless of race, culture, sexual orientation, gender,
ethnicity, physical or mental ability, age, religion, criminal justice status, or immigration status.
2. G UIDELINES FOR A LL
To ensure that the Center provides a welcoming environment for everyone, all staff, Partners,
and clients are expected to abide by the following rules. Violation of these rules may be
grounds for dismissal from the Center.
a. No one may use abusive language or behavior at the Center.
b. No one may be under the influence of alcohol or drugs (this does not include
prescribed medication taken according to doctor’s orders and reported to the
Registration and Intake Administrator).
c. No one may perform or threaten to perform any violent acts or actions that endanger
the health and safety of others.
d. Vandalizes, steals or defrauds anyone else at the Center, or the Center itself.
e. Other than law-enforcement officers (Probation, Parole, police), no one may bring any
weapons (including knives) to program sites. To reduce the trauma triggers that can be
evoked by the sight of firearms, law-enforcement officers are requested to minimize the
visibility of weapons that they may be authorized to carry.
f. No one may intentionally gives false information related to client eligibility for services
or to the conditions of a client’s supervision.
g. No one may vandalize, defraud, or steal from anyone at the Center or the Center itself.
PROGRAM PARTICIPATION AGREEMENT:
I understand these behavioral guidelines, and I agree to follow the basic rules shown above.
Participant Signature: Date:
Staff Signature: Date:
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 3.3.1: Data-Sharing MOU, Page 1 of 8
West
County
Reentry
Resource
Center
E LECTRONIC D ATA-S HARING M EMORANDUM OF A GREEMENT (S AMPLE T EMPLATE)
1. P ARTIES TO T HIS A GREEMENT
This Data-Sharing Memorandum of Agreement is entered into this (date) by and
between The West County Reentry Resource Center (Center) and
(Partner).
2. P URPOSE
The Center, Partner, and individuals served by both the Center and the Partner will benefit
from shared access to personally identifiable information1 for the purpose of conducting
reporting and other data compilations in support of contract monitoring and program
evaluation. This Agreement sets out the terms and methods for secure and consensual
handling of this information.
Sharing data allows the Center to support the valuable work that Partner provides to clients
and their families. The database benefits both Partner and The Center by:
a. Demonstrating the effects that the Center’s work is having on the clients and their
families that are served.
b. Eliminating redundancy in data collection and reporting.
c. Reducing time and paperwork required for Partner to submit invoices, progress reports,
and evaluation data to the Center.
d. Streamlining internal data management processes of Partner by providing a free
electronic data collection, storage, and reporting system that can be used for purposes
other than the Center’s data collection. This system permits Partner to more easily and
powerfully collect their own data in an aggregate format for needs assessments,
planning, evaluations, and research purposes.
e. Identifying the best and promising practices and analyzing the effectiveness of existing
strategies to support continuous quality improvement in Center programs.
Strict confidentiality regulations and procedures will be employed to minimize the risks of
disclosure of confidential data.
HIPAA (The Health Insurance Portability and Accountability Act of 1996) protects the security
and privacy of health data. Center, because it assigns accounts and passwords to users of the
client database, falls under the operations clause of HIPAA and is therefore permitted to view
client-level health data. In addition, to protect security and confidentiality, Center enters into
this Agreement with Partner to assure that Center will maintain the privacy of all protected
1 “Protected Health Information” is defined by Title 45 of the Code of Federal Regulations, Section 164.501.
Section 3.3.1: Data-Sharing MOU, Page 2 of 8
West
County
Reentry
Resource
Center
health information to which Center is granted access
3. G O ALS OF THE C ENTER’S E VALUATION
a. Longitudinally track and analyze data to identify best practices, service patterns, gaps,
and participant outcomes in relation to their level of service participation
b. Demonstrate how co-located, integrated programs are part of a comprehensive service
system aimed at improving common but complex outcome
c. Demonstrate how the intensity of services provided to clients, and the overlapping of
services from multiple funded programs, leads to improved client outcomes
d. Create an efficient data collection infrastructure that can be expanded to include new
programs and outcomes
e. Reduce data entry, and improve the quality of analysis, by using a limited set of core
data elements shared across funded programs.
4. G UIDING P RINCIPLES: D ATA AND E VALUATION
The protection of clients served by the Center is a highest value. The right to privacy is based
in the United States and California constitutions and provides the broadest protection of
personal information. Each individual has the right to make decisions regarding the sharing of
their personal information. Protection of personal information is especially critical when working
with some of the vulnerable populations served by the Center. Therefore, the Protocol for Data
Security established for Center Partner Organizations is set up to ensure that Partner agency
data can be shared only if the identity of the individual client is protected, or as required by
City, State, or Federal rules, regulations, or laws.
5. D ATA C OLLECTION P ROCEDURES
a. Partner data will be collected via an online database administered by Center. Personally
identifiable client data will be visible only to the Partner that enters that data and to
Center. Partners who do not want to input identifiable data in the Center database have
the option to send names and dates of birth to a third party encoder (hereafter
“Encoder”). The Encoder will then provide Partner with an encrypted “Encoder ID” to
use in place of the name and date of birth in the Center database.
b. Some individual level data will be collected, such as client program participation.
Identifying information – specifically, client first and last name and data of birth – will be
collected either in the Center database or by the third part encoder. Certain sensitive
data elements, such as client street address, are optional but not required.
c. Access to the online database is password protected. An authentication protocol
prevents access to the database without a secure ID and password issued by Center.
Section 3.3.1: Data-Sharing MOU, Page 3 of 8
West
County
Reentry
Resource
Center
Each Partner will determine which members of its agency have access to the database
and what level of access they will have.
d. According to HIPAA standards, electronic procedures will be implemented that
terminate an electronic session after a predetermined time of inactivity. Under the law,
this standard time can range from 2 minutes (in an emergency room setting) to 180
minutes (for a secure office setting). The purpose of this limitation is to ensure that
individuals who are not registered users cannot access the system. All accounts on the
Measure Y database will automatically log out if left idle for a 20-minute period.
e. Each Partner will own their data. The Center retains the right to extract aggregated and
non-personally identifiable data. Neither the Center nor the Encoder will own the data.
6. D ATA M ATCHING P ROCEDURES
In order to support the evaluation of Center programs and the progress of individual clients,
Partner data will be matched with data from the Contra Costa County Probation (Probation)
and/or California Department of Corrections & Rehabilitation (CDCR). There are four principles
to the data matching procedure:
a. Probation, CDCR and other local or state criminal justice agencies will not have access
to any data from the Center database or the Encoder.
b. For Partners who do not want to share identifiable data, there are no identifiers in the
Center database.
c. The Center database will not contain data provided by Probation, CDCR, local police
agencies, or other local or state criminal justice agencies.
d. The Center will not have individually identifiable information for anyone.
7. D ATA-M ATCHING P ROCESS
a. Partner data
i. Encoded option
• Partners who do not want to input identifiable data in the database send names
and dates of birth to a third party encoder.
• The encoder creates an Encoder ID for each client and returns it to the program.
• The Partner uses this Encoder ID to record participation data in Center.
ii. Un-encoded option
• Partners who want to input identifiable data in the database will enter names
and dates of birth directly into the Center database for each client.
Section 3.3.1: Data-Sharing MOU, Page 4 of 8
West
County
Reentry
Resource
Center
• Center will generate a unique Center ID for each client.
• Center sends the participant service data, Center ID and identifying information
to the appropriate evaluator.
b. Evaluation
i. The evaluator matches participants to other data sources records (Probation, local
police agencies, CDCR or other local or state criminal justice agencies) using first
name, last name, date of birth, ethnicity and gender – without service data.
ii. The evaluator strips the matched data records of any identifying information,
keeping only the Center ID or Encoder ID intact before conducted data analysis of
program impact.
8. P ROHIBITION ON D ATA-S HARING
Absolutely no sharing of Partner program data in the Center database is allowed other than
that specified in this Agreement. However, if data is requested or ordered by any City, State, or
Federal agency/body, pursuant to applicable rules, regulations or laws, such data shall be
provided.
9. P ROCEDURE FOR O BTAINING P RIOR W RITTEN, I NFORMED C ONSENT F ROM C LIENTS
An Authorization to Release Confidential Information (“Consent Form”) must be signed before
client data is collected and input or transferred into the Center database. Partner is responsible
for discussion of confidentiality protocols with clients and parent/guardians and ensuring that
they are informed about their rights.
In every case the Partner will keep the original signed Consent Form and a copy will be
provided to the client as well as the parent/guardian (if applicable). Authorization may be
withdrawn at any time.
Partner is expected to explain the Authorization process in a language understood by the
client. If parent/guardian of the client does not speak the languages spoken by the Partner
staff, or cannot adequately read in the languages in which the Consent Form is available then it
is the responsibility of the Partner and its staff collecting the information to provide an
interpreter, or to read the form to the client or parent/guardian, and to sufficiently explain any
difficult wording. The responsible staff person will make sure that the orientation is provided in
language that the client can fully understand. The responsible staff person will further respond
fully, appropriately, and in a timely manner to the questions and concerns of the client related
to the forms or the confidentiality policy and procedures.
The client may revoke the authorization at any time. To revoke the authorization, the client
should revoke the authorization in writing and submit it to the Partner, who will then inform
Section 3.3.1: Data-Sharing MOU, Page 5 of 8
West
County
Reentry
Resource
Center
Center as soon as is practicable. Actions taken by Center prior to the revocation of the
authorization may not be revoked. All confidential information on clients who have revoked
their authorization will have identifying information removed from the Center database in a
timely manner.
Refusal to authorize sharing of confidential client information shall not preclude the client’s
receipt of Partner’s services.
10. L IMITATION ON D ISCLOSURE OF C ONFIDENTIAL I NFORMATION
Only aggregated data or non-personally identifiable individual data will be shared with the
Center. De-identified information neither identifies nor provides a reasonable basis to identify
an individual. There are two ways to de-identify information; either: 1) a formal determination
by a qualified statistician; or 2) the removal of specified identifiers of the individual and of the
individual’s relatives, household members, and employers is required, and is adequate only if
the Center has no actual knowledge that the remaining information could be used to identify
the individual.
The Center may be required to release confidential information without specific authorization if
Center has reason to believe that the client is in imminent danger to himself or herself or to
others, or if the client is an alleged victim or perpetrator of child, elder or dependent abuse or
if requested or ordered by any City, State, or Federal agency/body, pursuant to applicable
rules, regulations, or laws.
With the exception of the above regarding City, State, or Federal requests or orders, the
Center and its auditors, including the City Auditor, will have access only to aggregated data or
individual data stripped of personally identifying information. The City and its auditors,
including the City Auditor will not have access to personally identifying information, including
names, social security numbers and birth dates of a particular client being served by a Partner.
The City and its auditors, including the City Auditor will have access to anonymized data on a
particular client or aggregate data about a program if that program is serving a small number
of clients who could be identified simply by race, gender or age.
The following information will not be disclosed without the explicit written authorization of the
Client:
a. Health diagnosis and treatment;
b. Participation in alcohol or drug treatment programs; and
c. Criminal arrests or convictions.
All confidential information will be acquired and stored in a manner that safeguards the privacy
rights of the Clients and/or the Client’s family. Each Partner will be responsible for carefully
monitoring the data collection and reporting of confidential Client information maintained in
Section 3.3.1: Data-Sharing MOU, Page 6 of 8
West
County
Reentry
Resource
Center
the Center database. The original, signed copy of the Client’s Authorization form - and any
other information regarding the Client collected at any point in time on paper, printed from
electronic files, or stored electronically - will be placed in a personal paper or electronic file
folder, and stored in a location accessible only to Partner staff who can document a direct,
specific, and time-limited need for the confidential information to which they request access.
11. R ESPONSIBILITIES OF THE P ARTIES
a. Center:
i. Center shall keep all confidential information in the strictest confidence.
ii. Center will provide for the protection of confidential information with the most
advanced security technology available, and will meet all applicable rules,
regulations, and laws, including but not limited to, Federal Privacy Regulations (45
CFR Part 46, 45 CFR 160 and 164 [HIPAA Regs.], 42 CFR Part 2, etc.).
iii. Center shall maintain a database that is HIPAA and if applicable VAWA (Violence
Against Women Act) compliant and shall follow all HIPAA and VAWA privacy
requirements in the handling of personally identifiable information.
iv. Center will report its data compilations in such a manner so as not to permit the
release of personally identifiable information to persons other than Center
personnel or the Partner that was the original source of the personally identifiable
information.
v. Center will not disclose any personally identifiable information to any requesting
person or entity, without prior written authorization from the Partner, with the
exception of any request, directive, or order for information from any City, State or
Federal agency/body pursuant to applicable rules, regulations or laws.
vi. Center shall keep all data in a space physically and electronically secure from
unauthorized access. Information and data shall be stored and processed in a way
such that unauthorized persons cannot retrieve or alter the information by using a
computer, remote terminal, or other means.
vii. Center shall instruct all staff with access to confidential information about the
requirements for handling confidential information.
viii. Center shall provide all staff having access to confidential information with
statements of organizational policies and procedures for the protection of human
subjects and data confidentiality.
ix. Center agrees to defend, indemnify, and hold harmless the Center, its Council
Members, officers, partners, agents, and employees, and all Partner from and
Section 3.3.1: Data-Sharing MOU, Page 7 of 8
West
County
Reentry
Resource
Center
against any and all liabilities resulting from injury or death to persons, and damage
to or loss of tangible property of third parties, arising out of or resulting from the
performance of Center’s services under this Agreement to the extent attributable to
the negligent acts or omissions of, or intentional injury by, Center or its employees
or agents or arising out of any disclosure by Center in violation of HIPAA.
x. Per HIPAA, Center agrees to return or destroy, any Protected Health Information it
receives from any Partner inputting data into the online database once a Partner’s
grant agreement with the Center has ended.
xi. Center will comply with requirements for managing student education records as
set forth in the Family Educational Rights and Privacy Act (FERPA) (20 U.S.C. §
1232g; 34 CFR Part 99).
xii. Center agrees to return or destroy, in conformance with HIPAA requirements, any
protected health information it receives from Partner once its contract with The
Center has ended.
b. Partner:
i. Partner is responsible for maintaining password security to its own agency database
user accounts. Each Partner will have the ability to create user accounts and
passwords that allow individuals to access the personally identifiable information
entered into the database by their own agency.
ii. If a database user account assigned to a Partner requires additions, amendments, or
deletions, then the Partner is responsible for contacting Center during normal
business hours to make those changes.
iii. Partner will obtain a signed Consent Form from individuals (or from their parent or
guardian if they are a minor) to input their personal information into the database
and to participate in evaluation. Partner will follow the procedure outlined above.
iv. Partner will enter relevant information into the database and participate in the
evaluation as a condition of funding.
v. Partner agrees to defend, indemnify, and hold harmless the Center, its Council
Members, officers, partners, agents and employees from and against any and all
liabilities resulting from injury or death to persons, and damage or loss of tangible
property of third parties arising out of or resulting from the performance of Partner’s
obligations under this Agreement to the extent attributable to the negligent acts or
omissions of, or intentional injury by Partner or its employees or agents.
Section 3.3.1: Data-Sharing MOU, Page 8 of 8
West
County
Reentry
Resource
Center
12. T ERM
The term of this Agreement shall be from (date) to (date). Any party may remove
their data from the Center database at any time with written notice to Center. As soon as is
reasonably practicable, any data owned by that party will then be returned or destroyed by
Center.
13. A GREED
On behalf of the Center:
Signature: _______________________________ Date: ____________________
Name, Title
On behalf of the Partner:
Signature: __________________________________ Date: __________________
Name, Title
Section 3.3.2: Business Associate Agreement re PHI, Page 1 of 10
West
County
Reentry
Resource
Center
B USINESS A SSOCIATE A GREEMENT REGARDING P ROTECTED HEALTH I NFORMATION
WHEREAS, the West County Reentry Resource Center (the “Covered Entity”) is a Covered
Entity, as defined below, and wishes to disclose certain Protected Health Information (“PHI”) to
Name of partner (“Business Associate”) pursuant to the terms of the Agreement and this
Business Associate Agreement (“BAA”); and
WHEREAS, Covered Entity and Business Associate intend to protect the privacy and provide
for the security of PHI disclosed to Business Associate pursuant to the Agreement in
compliance with the Health Insurance Portability and Accountability Act of 1996, Public Law
104-191 (“HIPAA”), the Health Information Technology for Economic and Clinical Health Act,
Public Law 111-005 (“the HITECH Act”), and regulations promulgated thereunder by the U.S.
Department of Health and Human Services (the “HIPAA Regulations”) and other applicable
law; and
WHEREAS, as part of the HIPAA Regulations, the Privacy Rule and the Security Rule (defined
below) require Covered Entity to enter into a contract containing specific requirements with
Business Associate prior to the disclosure of PHI, as set forth in, but not limited to, Title 45,
Sections 164.314(a), 164.502(e) and 164.504(e) of the Code of Federal Regulations (“C.F.R.”)
and contained in this BAA.
NOW, THEREFORE, in consideration of the mutual promises below and the exchange of
information pursuant to the BAA, the parties agree as follows:
I. D EFINITIONS
Terms used, but not otherwise defined, and terms with initial capital letters in the BAA have the
same meaning as defined under the Health Insurance Portability and Accountability Act of
1996, Public Law 104-191 (“HIPAA”), the Health Information Technology for Economic and
Clinical Health Act, Public Law 111-005 (“the HITECH Act”), and regulations promulgated
thereunder by the U.S. Department of Health and Human Services (the “HIPAA Regulations”)
and other applicable laws.
Privacy Breach Any acquisition, access, use or disclosure of Protected Health Information in
a manner not permitted or allowed under state or federal privacy laws.
Business Associate is a person, organization, or agency other than a workforce member that
provides specific functions, activities, or services that involve the use, creation, or disclosure of
PHI for, or on behalf of, a HIPAA covered health care component. Examples of business
associate functions are activities such as claims processing or administration, data analysis,
utilization review, quality assurance, billing, benefit management, practice management, and
repricing; and legal, actuarial, accounting, consulting, data aggregation, management,
administrative, accreditation, or financial services.
Section 3.3.2: Business Associate Agreement re PHI, Page 2 of 10
West
County
Reentry
Resource
Center
Covered Entity shall have the meaning given to such term under the Privacy Rule and the
Security Rule, including, but not limited to, 45 C.F.R. Section 160.103.
Designated Record Set shall have the meaning given to such term under the Privacy Rule,
including, but not limited to, 45 C.F.R. Section 164.501.
Electronic Protected Health Information means Protected Health Information that is
maintained in or transmitted by electronic media.
Electronic Health Record shall have the meaning given to such term in the HITECH Act,
including, but not limited to, 42 U.S.C. Section 17921.
Health Care Operations shall have the meaning given to such term under the Privacy Rule,
including, but not limited to, 45 C.F.R. Section 164.501.
Privacy Rule shall mean the HIPAA Regulation that is codified at 45 C.F.R. Parts 160 and 164,
Subparts A and E.
Protected Health Information or PHI means any information, whether oral or recorded in
any form or medium: (i) that relates to the past, present or future physical or mental condition
of an Individual; the provision of health care to an Individual; or the past, present or future
payment for the provision of health care to an Individual; and (ii) that identifies the Individual or
with respect to which there is a reasonable basis to believe the information can be used to
identify the Individual, and shall have the meaning given to such term under the Privacy Rule,
including, but not limited to, 45 C.F.R. Section 160.103. Protected Health Information includes
Electronic Protected Health Information [45 C.F.R. Sections 160.103, 164.501].
Protected Information shall mean PHI provided by Covered Entity to Business Associates or
created or received by Business Associates on Covered Entity’s behalf.
Security Rule shall mean the HIPAA Regulation that is codified at 45 C.F.R. Parts 160 and
164, Subparts A and C.
Unsecured PHI shall have the meaning given to such term under the HITECH Act and any
guidance issued pursuant to such Act including, but not limited to, 42 U.S.C. Section
17932(h)(1) and 45 C.F.R. 164.402.
II. D UTIES AND R ESPONSIBILITIES OF B USINESS A SSOCIATES
a. Permitted Uses. Business Associates shall use Protected Information only for the
purpose of performing BA’s obligations under the Contract and as permitted or
required under the Contract and Addendum, or as required by law.
Further, Business Associate shall not use Protected Information in any manner that
would constitute a violation of the Privacy Rule, Welfare & Institutions Code section
5328, 42 C.F.R. Part 2, or the HITECH Act, if so used by Covered Entity. However,
Section 3.3.2: Business Associate Agreement re PHI, Page 3 of 10
West
County
Reentry
Resource
Center
Business Associate may use Protected Information (i) for the proper management and
administration of Business Associate, (ii) to carry out the legal responsibilities of
Business Associate, or (iii) for Data Aggregation purposes for the Health Care
Operations of Covered Entity. [45 C.F.R. Sections 164.502(a)(3), 164.504(e)(2)(ii)(A) and
164.504(e)(4)(i)].
b. Permitted Disclosures. Business Associate shall not disclose Protected Information
except for the purpose of performing Business Associate’s obligations under the
Agreement and as permitted under the Agreement and this BAA. Business Associate
shall not disclose Protected Information in any manner that would constitute a violation
of the Privacy Rule, 42 C.F.R., Welfare & Institutions Code section 5328, or the HITECH
Act if so disclosed by Covered Entity. However, Business Associates may disclose
Protected Information (i) for the proper management and administration of Business
Associate; (ii) to carry out the legal responsibilities of Business Associate; (iii) as required
by law; or (iv) for Data Aggregation purposes for the Health Care Operations of
Covered Entity. If Business Associate discloses Protected Information obtained pursuant
to the Agreement and this BAA to a third party, Business Associate must obtain, prior
to making any such disclosure, (i) reasonable written assurances from such third party
that such Protected Information will be held confidential as provided pursuant to this
BAA and only disclosed as required by law or for the purposes for which it was
disclosed to such third party, and (ii) a written agreement from such third party to
immediately notify Business Associate of any Breaches of confidentiality of the
Protected Information within twenty-four ( 24) hours of discovery, to the extent it has
obtained knowledge of such Breach. [42 U.S.C. Section 17932; 45 C.F.R. Sections
164.504(e)(2)(i)-(ii)(A) and 164.504(e)(4)(ii)].
c. Prohibited Uses and Disclosures. Business Associate shall not use or disclose
Protected Information for fundraising or marketing purposes. [42 U.S.C. Section
17936(a) and 45 C.F.R. 164.501]. Business Associate shall not disclose Protected
Information to a health plan for payment or health care operations purposes if the
Individual has requested this special restriction, and has paid out of pocket in full for the
health care item or service to which the PHI solely relates. [42 U.S.C. Section 17935(a);
45 C.F.R. Section 164.502(a)(5)(ii)]. Business Associate shall not directly or indirectly
receive remuneration in exchange for Protected Information, except with the prior
written consent of Covered Entity and as permitted by the HITECH Act. [42 U.S.C.
section 17935(d)(2)]. This prohibition shall not affect payment by Covered Entity to
Business Associate for services provided pursuant to the Agreement.
d. Appropriate Safeguards. Business Associate shall implement appropriate
administrative, technological and physical safeguards as are necessary to prevent the
use or disclosure of Protected Information other than as permitted by the Agreement
Section 3.3.2: Business Associate Agreement re PHI, Page 4 of 10
West
County
Reentry
Resource
Center
and this BAA that reasonably and appropriately protect the confidentiality, integrity and
availability of the Protected Information, and comply, where applicable, with the HIPAA
Security Rule with respect to Electronic PHI.
e. Reporting of Improper Access, Use or Disclosure. Consistent with section (h)(4)
of this BAA, Business Associate shall notify Covered Entity within twenty – four (24)
hours of any suspected or actual breach of Protected Information; any use or disclosure
of Protected Information not permitted by the Contract or Addendum; any security
incident (i.e. any attempted or successful unauthorized access, use, disclosure,
modification, or destruction of information or interference with system operations in any
information system) related to Protected Information, and any actual or suspected use
or disclosure of data in violation of any applicable federal or state laws by Business
Associate or its agents or subcontractors.
Business Associate shall report to appropriate entity’s Compliance & Privacy Officer in
writing any access, use or disclosure of Protected Information not permitted by the
Agreement and this BAA. As set forth below, [42 U.S.C. Section 17921; 45 C.F.R.
Section 164.504(e) (2) (ii) (C); 45 C.F.R. Section 164.308(b)].
The Breach notice must contain: (1) a brief description of what happened, including the
date of the Breach and the date of the discovery of the Breach, if known, (2) the
location of the breached information; (3) the unauthorized person who used the PHI or
to whom the disclosure was made; (4) whether the PHI was actually acquired or viewed;
(5) a description of the types of PHI that were involved in the Breach,(6) safeguards in
place prior to the Breach; (7) actions taken in response to the Breach; (8) any steps
Individuals should take to protect themselves from potential harm resulting from the
Breach; (9) a brief description of what the business associate is doing to investigate the
Breach, to mitigate harm to Individuals, and to protect against further Breaches; and
(10) contact procedures for Individuals to ask questions or learn additional information,
which shall include a toll-free telephone number, an e-mail address, website or postal
address. [45 C.F.R. Sections 164.410(c) and 164.404(c)]. Business Associate shall take
any action pertaining to such unauthorized disclosure required by applicable federal
and state laws and regulations. Business Associate shall otherwise comply with 45
C.F.R. § 164.410 with respect to reporting Breaches of Unsecured PHI. [42 U.S.C.
Section 17921; 45 C.F.R. Section 164.504(e)(2)(ii)(C); 45 C.F.R. Section 165.308(b)]
f. Business Associate’s Agents. Business Associate shall ensure that any agents,
including subcontractors, to whom it provides Protected Information, agree in writing to
the same restrictions and conditions that apply to Business Associate with respect to
such PHI and implement the safeguards required by paragraph c above with respect to
Electronic PHI. [45 C.F.R. Sections 164.502(e)(1)(ii), 164.504(e)(2)(ii)(D)and 164.308(b)]. If
Section 3.3.2: Business Associate Agreement re PHI, Page 5 of 10
West
County
Reentry
Resource
Center
Business Associate knows of a pattern of activity or practice of a subcontractor or agent
that constitutes a material breach of violation of the subcontractor or agent’s
obligations under the Contract or Addendum or other arrangement, the Business
Associate must take reasonable steps to cure the breach or end the violation.
Business Associate shall take reasonable steps to cure the Breach or end the violation. If
these steps are unsuccessful, Business Associate shall terminate the contract or
arrangement with agent or subcontractor, if feasible. [45 C.F.R. Section
164.504(e)(1)(iii)]. Business Associate shall provide written notification to Covered Entity
of any pattern of activity or practice of a subcontractor or agent that BA believes
constitutes a material breach or violation of the subcontractor or agent’s obligations
under the Contract or Addendum or other arrangement with twenty four (24) hours of
discovery and shall meet with CE to discuss and attempt to resolve the problem as one
of the reasonable steps to cure the breach or end the violation.
The Business Associate shall implement and maintain sanctions against agents and
subcontractors that violate such restrictions and conditions and shall mitigate the effects
of any such violation.
g. Access to Protected Information. Business Associate shall make Protected
Information maintained by Business Associate or its agents or subcontractors in
Designated Record Sets available to Covered Entity for inspection and copying within
ten (10) days of a request by Covered Entity to enable Covered Entity to fulfill its
obligations under the Privacy Rule, including, but not limited to, 45 C.F.R. Section
164.524. [45 CF.R. Section 164.504(e)(2)(ii) (E); 42 C.F.R. part 2 and Welfare &
Institutions Code section 5328]. If Business Associate maintains an Electronic Health
Record, Business Associates shall provide such information in electronic format to
enable Covered Entity to fulfill its obligations under the HITECH Act, including, but not
limited to, 42 U.S.C. Section 17935(e)(1). If any Individual requests access to PHI directly
from Business Associate or its agents or subcontractors, Business Associate shall notify
Covered Entity in writing within five (5) days of the request.
h. Electronic PHI. If Business Associate receives, creates, transmits or maintains
Electronic PHI on behalf of Covered Entity, Business Associates will, in addition, do the
following:
i. Develop, implement, maintain and use appropriate administrative, physical, and
technical safeguards in compliance with Section 1173(d) of the Social Security Act,
Title 42, Section 1320(s) or the United States Code and Title 45, Part 162 and 164
of CFR to preserve the integrity and confidentiality of all electronically maintained
or transmitted PHI received from or on behalf of Covered Entity.
ii. Document and keep these security measures current and available for inspection
Section 3.3.2: Business Associate Agreement re PHI, Page 6 of 10
West
County
Reentry
Resource
Center
by Covered Entity.
iii. Ensure that any agent, including a subcontractor, to whom the Business Associate
provides Electronic PHI, agrees to implement reasonable and appropriate
safeguards to protect it.
iv. Report to the Covered Entity any Security Incident of which it becomes aware. For
the purposes of this BAA and the Agreement, Security Incident means, as set forth
in 45 C.F.R. Section 164.304, “the attempted or successful unauthorized access,
use, disclosure, modification, or destruction of information or interference with
system operations in an information system.” Security incident shall not include,
(a) unsuccessful attempts to penetrate computer networks or servers maintained
by Business Associate, or (b) immaterial incidents that occur on a routine basis,
such as general “pinging” or “denial of service” attacks.
i. Amendment of PHI. Within ten (10) days of receipt of a request from Covered Entity
for an amendment of Protected Information or a record about an individual contained in
a Designated Record Set, Business Associate or its agents or subcontractors shall make
such Protected Information available to Covered Entity for amendment and incorporate
any such amendment to enable Covered Entity to fulfill its obligations under the Privacy
Rule. If any Individual requests an amendment of Protected Information directly from
Business Associate or its agents or subcontractors, Business Associate must notify
Covered Entity in writing within five (5) days of the request. Any approval or denial of
amendment of Protected Information maintained by Business Associate or its agents or
subcontractors shall be the responsibility of Covered Entity.
j. Accounting Rights. Business Associate agrees to document such disclosures of PHI
and information related to such disclosures as would be required for Covered Entity to
respond to a request by an Individual for an accounting of disclosures of PHI in
accordance with Privacy Rule and the HITECH Act. [42 U.S.C. Section 17935(c) and 45
C.F.R. Section 164.528]. Business Associate agrees to implement a process that allows
for an accounting of disclosures to be collected and maintained by Business Associate
and its agents or subcontractors for at least six (6) years prior to the request. Accounting
of disclosures from an Electronic Health Record for treatment, payment or health care
operations purposes are required to be collected and maintained for three (3) years
prior to the request, and only to the extent Business Associate maintains an electronic
health record and is subject to this requirement.
At a minimum, the information collected and maintained shall include: (i) the date of
disclosure; (ii) the name of the entity or person who received Protected Information and,
if known, the address of the entity or person; (iii) a brief description of Protected
Information disclosed and (iv) a brief statement of purpose of the disclosure that
Section 3.3.2: Business Associate Agreement re PHI, Page 7 of 10
West
County
Reentry
Resource
Center
reasonably informs the Individual of the basis for the disclosure, or a copy of the
Individual's authorization, or a copy of the written request for disclosure. [45 C.F.R.
Section 164.528(b)]. In the event that the request for an accounting is delivered directly
to Business Associate or its agents or subcontractors, Business Associate shall forward it
to Covered Entity in writing within five (5) days of request. It shall be Covered Entity’s
responsibility to prepare and deliver any such accounting requested. Business Associate
shall not disclose any Protected Information except as set forth in the Agreement and
this BAA.
k. Governmental Access to Records. Business Associate shall make its internal
practices, books and records relating to the use and disclosure of Protected Information
available to Covered Entity and to the Secretary of the U.S. Department of Health and
Human Services (the “Secretary”) for purposes of determining Business Associate’s
compliance with the Privacy Rule [45 C.F.R. Section 165.504(e)(2)(ii)(I). Business
Associate shall concurrently provide to Covered Entity a copy of any internal practices,
books, and records relating the use and disclosure of PHI that Business Associate
provides to the Secretary.
l. Minimum Necessary. Business Associate and its agents or subcontractors shall
request, use and disclose only the minimum amount of Protected Information
reasonably necessary to accomplish the purpose of the request, use, or disclosure in
accordance with 42 U.S.C. Section 17935(b). Business Associate understands and
agrees that the definition of “minimum necessary” as defined in HIPAA and as may be
modified by the Secretary. Each party has an obligation to keep itself informed of
guidance issued by the Secretary with respect to what constitutes “minimum
necessary.”
m. Audits, Inspection and Enforcement. Within ten (10) days of a written request by
Covered Entity, Business Associate and its agents or subcontractors shall allow Covered
Entity to conduct a reasonable inspection of the facilities, systems, books, records,
agreements, policies and procedures relating to the use or disclosure of Protected
Information pursuant to this BAA for the purpose of determining whether Business
Associate has complied with this BAA; provided, however, that (i) Business Associate
and Covered Entity shall mutually agree in advance upon the scope, timing and
location of such an inspection, (ii) Covered Entity shall protect the confidentiality of all
confidential and proprietary information of Business Associate to which Covered Entity
has access during the course of such inspection; and (iii) Covered Entity shall execute a
nondisclosure agreement, upon terms mutually agreed upon by the parties, if
requested by Business Associate.
The fact that Covered Entity inspects, or fails to inspect, or has the right to inspect,
Section 3.3.2: Business Associate Agreement re PHI, Page 8 of 10
West
County
Reentry
Resource
Center
Business Associate’s facilities, systems, books, records, agreements, policies and
procedures does not relieve Business Associate of its responsibility to comply with the
BAA, nor does Covered Entity’s (i) failure to detect or (ii) detection, but failure to notify
Business Associate or require Business Associate ’s remediation of any unsatisfactory
practices, constitute acceptance of such practice or a waiver of Covered Entity’s
enforcement rights under the Agreement or BAA, Business Associate shall notify
Covered Entity within five (5) days of learning that Business Associate has become the
subject of an audit, compliance review, or complaint investigation by the Office for Civil
Rights.
III. T ERMINATION
a. Material Breach. A Breach by Business Associate of any provision of this BAA shall
constitute a material Breach of the Agreement and shall provide grounds for immediate
termination of the Agreement, any provision in the Agreement to the contrary
notwithstanding. [45 C.F.R. Section 164.504(e)(2)(iii)]
b. Judicial or Administrative Proceedings. Covered Entity may terminate the
Agreement, effective immediately, if (i) Business Associate is named as a defendant in a
criminal proceeding for a violation of HIPAA, the HITECH Act, 42 C.F.R. Part 2, the
HIPAA Regulations or other security or privacy laws or (ii) a finding or stipulation that
the Business Associate has violated any standard or requirement of HIPAA, the HITECH
Act, 42 C.F.R. Part 2, the HIPAA Regulations or other security or privacy laws is made in
any administrative or civil proceeding in which the party has been joined.
c. Effect of Termination. Upon termination of the Agreement for any reason, Business
Associate shall, at the option of Covered Entity, return or destroy all Protected
Information that Business Associate or its agents or subcontractors still maintain in any
form, and shall retain no copies of such Protected Information. If return or destruction is
not feasible, Business Associate shall continue to extend the protections of Section 2 of
the BAA to such information, and limit further use of such PHI to those purposes that
make the return or destruction of such PHI infeasible. [45 C.F.R. Section 164.504(e)
(ii)(2)(I)]. If County elects destruction of the PHI, Business Associate shall certify in writing
to County that such PHI has been destroyed.
IV. G ENERAL P ROVISIONS
a. Indemnification. In addition to the indemnification language in the Agreement,
Business Associate agrees to be responsible for, and defend, indemnify and hold
harmless the Covered Entity for any Breach of Business Associate’s privacy or security
obligations under the Agreement, including any fines and assessments that may be
made against Covered Entity or the Business Associate for any privacy Breaches or late
Section 3.3.2: Business Associate Agreement re PHI, Page 9 of 10
West
County
Reentry
Resource
Center
reporting and the cost of notice to credit monitoring companies.
b. Disclaimer. Covered Entity makes no warranty or representation that compliance by
Business Associate with this BAA, HIPAA, the HITECH Act, or the HIPAA Regulations
will be adequate or satisfactory for Business Associate’s own purposes. Business
Associate is solely responsible for all decisions made by Business Associate regarding
the use and safeguarding of PHI.
c. Amendment to Comply with Law. The parties acknowledge that state and federal
laws relating to data security and privacy are rapidly evolving and that amendment of
the Agreement, the Terms and Conditions and/or BAA may be required to provide for
procedures to ensure compliance with such developments. The parties specifically
agree to take such action as is necessary to implement the standards and requirements
of HIPAA, the HITECH Act, the Privacy Rule, the Security Rule and other applicable laws
relating to the security or confidentiality of PHI.
Upon the request of any party, the other party agrees to promptly enter into
negotiations concerning the terms of an amendment to the BAA embodying written
assurances consistent with the standards and requirements of HIPAA, the HITECH Act,
the Privacy Rule, the Security Rule or other applicable laws.
Covered Entity may terminate Contract upon thirty (3) days written notice in the event (i)
Business Associate does not promptly enter into negotiations to amend the Contract or
Addendum when requested by Covered Entity pursuant to this section or (ii) Business
Associate does not enter into an amendment to the Contract or Addendum providing
assurances regarding the safeguarding of PHI that Covered Entity, in its sole discretion,
deems sufficient to satisfy the standards and requirements of applicable laws.
d. Assistance in Litigation of Administrative Proceedings. Business associate
shall notify Covered Entity within forty-eight (48) hours of any litigation or administrative
proceedings commenced against Business Associate or its agents or subcontractors.
Business Associate shall make itself, and any subcontractors, employees or agents
assisting Business Associate in the performance of its obligations under the Agreement
or BAA, available to Covered Entity, at no cost to Covered Entity, to testify as
witnesses, or otherwise, in the event of litigation or administrative proceedings being
commenced against Covered Entity, its directors, officers or employees based upon a
claimed violation of HIPAA, the HITECH Act, the Privacy Rule, the Security Rule, or
other laws relating to security and privacy, except where Business Associate or its
subcontractor, employee or agent is named as an adverse party.
e. No Third-Party Beneficiaries. Nothing express or implied in the Agreement or this
BAA is intended to confer, nor shall anything herein confer, upon any person other than
Covered Entities, Business Associate and their respective successors or assigns, any
Section 3.3.2: Business Associate Agreement re PHI, Page 10 of 10
West
County
Reentry
Resource
Center
rights, remedies, obligations or liabilities whatsoever.
f. Effect on Agreement. Except as specifically required to implement the purposes of
the BAA, or to the extent inconsistent with this BAA, all other terms of the Agreement
shall remain in force and effect.
g. Interpretation. The BAA shall be interpreted as broadly as necessary to implement
and comply with HIPAA, the HITECH Act, the Privacy Rule and the Security Rule. The
parties agree that any ambiguity in this BAA shall be resolved in favor of a meaning that
complies and is consistent with HIPAA, the HITECH Act, the Privacy Rule and the
Security Rule.
h. Governing Law, Venue. This agreement has been executed and delivered in, and
shall be construed and enforced in accordance with, the laws of the State of California.
Proper venue for legal action regarding this Agreement shall be in the County of Santa
Clara.
i. Survivorship. The respective rights and responsibilities of Business Associate related
to the handling of PHI survive termination of this Agreement.
IN WITNESS WHEREOF, the parties hereto have duly executed this BAA as of the date
below.
On behalf of Host Organization:
Reviewed and agreed by: ________________________________ ________________
Name and title Date
On behalf of Partner Organization:
Reviewed and agreed by: ________________________________ ________________
Name and title Date
Section 3.3.3: Sample Baseline Intake, Page 1 of 11
West
County
Reentry
Resource
Center
Baseline Intake1
Intake Staff Name: Date: / /
If client already has a confirmed record in Center database, enter name and birthdate only, and skip to Contact Info.
1. Client Identification:
First name Middle
initial Last name
Birth date
month day year
Social Security Number - - SSN unknown/not available
Client Alternative Name: Enter alternate name(s), if any
First name Middle
initial Last name
2. Essential Demographics
What is your gender Male Female Transgender/Transsexual/Intersex
What is your marital status?
Single/ Never Married In a committed relationship (but not married)
Married Separated Divorced
Widowed Unknown Declined to Answer
What is your ethnicity (Non-Hispanic or Hispanic) and your race?
Based on client’s self-identification, choose ethnicity and then, within that column, check race(s) identified (use “other” only if YOU
cannot determine how to categorize consumer response):
Non-Hispanic: Hispanic:
African American/Black African American/Black
Native American/Alaskan Native American/Alaskan
Asian
Pacific Islander/Hawaiian
Asian
Pacific Islander/Hawaiian
1 Offered for the purposes of illustration only
Section 3.3.3: Sample Baseline Intake, Page 2 of 11
West
County
Reentry
Resource
Center
White White
Other Other
What is your primary language
English Spanish* Chinese* Lao* Cambodian*
Vietnamese* Tagalog* Russian* American Sign Language* Other (specify):
*If other than English: Do you feel comfortable talking in English? Yes No Unknown
Are you a U.S. Veteran? *Yes No Unknown
*If yes: Service Era(s): Discharge status:
What is the highest level of education you’ve completed?
Elementary school High school diploma* Bachelor degree (B.A., B.S.)
Middle/junior high school Some college Master degree (M.A./M.S. etc.)
Some high school (no GED)* Technical or trade school Doctorate (Ph.D./M.D. etc.)
Some high school +GED* Associate degree (A.A.) Unknown
*If less than high school diploma: Highest grade completed
3. Your Contact Information
What is your current a ddress?
Line 1:
Line 2:
City State Zip
Are you staying outdoors or in a place not meant for human habitation? Yes* No Unknown
*If yes, you may enter just the city name as your current address.
What are the best phone numbers for us to reach you?
Primary phone Description
Alternate 1 Description
Alternate 2 Description
Section 3.3.3: Sample Baseline Intake, Page 3 of 11
West
County
Reentry
Resource
Center
Email None
If you have a different mailing address, please list it here:
Line 1: None
Line 2:
City State Zip
4. Related Contacts
Please give us information for at least one person connected with you that we should know about. If you have additional names
you want to give us, you can give us information about them on the Additional Related Contacts form.
Title: First name: Last name:
How is this person connected to you?
Family (Specify) Case Manager B&C Operator Payee
Physician Psychiatrist Parole Officer Probation Officer Someone else (specify)
Who is the best person we should call if you have an emergency?
What is that person’s current address?
Line 1:
Line 2:
City State Zip
How can we best reach that person?
Primary phone Description
Alternate 1 Description
Email None
Section 3.3.3: Sample Baseline Intake, Page 4 of 11
West
County
Reentry
Resource
Center
5. Referrals
I f someone referred you to the Center, check all that apply (specify name and agency):
No one referred me
Someone asked/suggested that I come here. Specify who: : ___________________________
I was ordered by the court I am here as part of my probation
I am here as part of my parole Other: ___________________________
6. Disabilities
Do you have any disabling conditions (that is, conditions that are of long or indefinite duration,
and limiting ability to work or live independently) ?
Yes* No I don’t know
*If yes, tell us which types of disability affect your ability to work or live independently. If required (by program), indicate whether
disability verification has been submitted to file, with Date and Type:
Mental health disability Yes, SMI (Level 1) No
Yes, MI (other diagnosis)
Unknown
Specify/notes:
Verification filed? No Yes* *If yes, date verified:
Substance abuse
disability
Yes, Alcohol Yes, Drugs
No
Yes, Alcohol and Drugs
Unknown
Specify/notes:
Verification filed? No Yes* *If yes, date verified:
Physical disability Yes No Unknown Specify (optional):
Verification filed? No Yes* *If yes, date verified:
Developmental
disability
Yes No Unknown Specify (optional):
Verification filed? No Yes* *If yes, date verified:
HIV/AIDS Yes No Unknown Specify (optional):
Verification filed? No Yes* *If yes, date verified:
Other medical
condition
Yes No Unknown Specify (optional):
Verification filed? No Yes* *If yes, date verified:
7. Criminal Justice History
Have you ever been held in a city or county jail?
Yes* No I don’t know
Have you eve been convicted of a crime?
Yes* No I don’t know
*If yes: Type of conviction(s) Check all that apply Felony Misdemeanor
Section 3.3.3: Sample Baseline Intake, Page 5 of 11
West
County
Reentry
Resource
Center
Convicted within last six months Yes No Unknown
Currently on probation Yes No Unknown
Ever incarcerated in state or federal prison Yes* No Unknown
*If yes:
Released within six months Yes No Unknown
Currently on parole Yes No Unknown
Release Date: __________________ Unknown
*If yes: Held there within last six months Yes* No Unknown
*If yes: How many times within last six months
Release Date: __________________ Unknown
Any additional info on your criminal justice history
8. Employment
Do you currently have a job?
Yes No
*
If no:
Recent Work History
Out of last 26 weeks (six months), how many weeks do you think you worked at least 20
hours in a single week?
Did your most recent job end within last six months? Yes* No Unknown
*If yes:
Recent job end date (last date of confirmed employment) ___/____/______ (mo/day/year)
è If participant cannot remember exact date, estimate it based on the number of weeks not worked (26 minus #
worked).
Are you currently looking for a job?
Yes No” I don’t know
If you’re not seeking employment, can you tell us why?
Disabled Retired Other, Please specify: _______________________
Section 3.3.3: Sample Baseline Intake, Page 6 of 11
West
County
Reentry
Resource
Center
Reason for leaving recent job Choose best:
Left voluntarily, to look for a better position Temporary/seasonal position ended
Left job for other (personal) reasons Laid off (business reasons)
Unable to adequately perform job duties Terminated for cause (disciplinary or performance reasons)
Unable to maintain job schedule Unknown
Employer __________________________________________________________
Position or title _____________________________________________________
Job start date ___/____/______ (mo/day/year)
Job tenure Permanent/regular (no time limit) Temporary/seasonal
Weekly hours Hourly wage $
Employer-sponsored health benefit Yes No Unknown
Job sector
Automotive Finance/Insurance/RE Information Technology Social Services
Business Services Government Manufacturing Transportation
Communications Health Services Personal Services Wholesale/Retail
Construction Hospitality Services Public Utilities
9. Income and Benefits
Total household monthly income: Total household monthly income is the total amount of money that your,
your dependent children and all other adults in the household receive each month through earnings (report gross [“pre-tax’]
amount), workers comp, unemployment, any form of public assistance, or other sources.
Household income: $ No income at all I don’t know
Personal monthly income
Personal monthly income is the amount you have received directly; check all sources and identify amounts by source:
Employment $__________ Unemployment Insurance (UI) $__________ Workers Compensation (WC) $__________
Food Stamps (SNAP) $_________ General Assistance (GA) $__________ TANF/CalWORKs $__________
Supplemental Security Income (SSI) $__________ Social Security Disability Income (SSDI) $_________
Veteran’s Disability $__________ State Disability Insurance (SDI) $__________ Private disability insurance $__________
Veteran’s Pension $__________ Other public/private pension $__________ Social Security Retirement $__________
Child Support $__________ Spousal Support/Alimony $__________ Other (specify below)* $__________
*Specify other source(s):
Other household member(s) monthly income: Other household member(s) monthly income is the
amount received by all other household members; check all sources and identify amounts by source:
Section 3.3.3: Sample Baseline Intake, Page 7 of 11
West
County
Reentry
Resource
Center
Employment $__________ Unemployment Insurance (UI) $__________ Workers Compensation (WC) $__________
Food Stamps (SNAP) $_________ General Assistance (GA) $__________ TANF/CalWORKs $__________
Supplemental Security Income (SSI) $__________ Social Security Disability Income (SSDI) $__________
Veteran’s Disability $__________ State Disability Insurance (SDI) $__________ Private disability insurance $__________
Veteran’s Pension $__________ Other public/private pension $__________ Social Security Retirement $__________
Child Support $__________ Spousal Support/Alimony $__________ Other (specify below)* $__________
*Specify other source(s):
Does anyone in your house receive non-c ash benefits?
Yes* No I don’t know
*If yes: CalWORKs Child Care Supplemental Nutrition (WIC)
CalWORKs Transportation Food Bank
Other CalWORKs Support
Other (specify):
Do you have health insurance coverage?
Yes* No** I don’t know
*If yes: MediCal County Basic Adult Care VA Medical Services Employer-sponsored plan
Medicare Healthy Families (if child) VA Psychiatric Services Any self-paid COBRA plan
Other (specify):
**If no:
Have you applied for insurance through Covered California or expanded Medicare?
Yes* No** I don’t know
If yes, where/how did you apply?
If yes, what is the status of your application?
10. Housing
Living Situation
Choose the best description of where you’re living right now. Where did you spend last night?
House, condo or other unit that I own; my name is on the deed to the house.
A house, apartment, room or other living unit that I rent; my name is on the lease.
Section 3.3.3: Sample Baseline Intake, Page 8 of 11
West
County
Reentry
Resource
Center
Staying with family (paying no rent) Staying with family (to whom I pay rent)
Staying with friend (paying no rent) Staying with friend (to whom I pay rent)
Supported Housing Program* Emergency Shelter (or motel with voucher)*
Psychiatric hospital or facility* AOD Treatment or detox facility*
Hospital (non-psychiatric)* Correctional facility (jail, prison or juvenile detention)*
Any place not meant for habitation (vehicle, garage, abandoned building, transit station, outside…)
Other (specify):
*Housing program, shelter or facility name:
How long have you been living in this way?
1 week or less More than 1 week, less than 1 month More than 1 month, less than 3 months
More than 3 months, less than 1 year 1 year or longer Unknown
Are you a victim of domestic/relationship violence?
Yes* No Unknown
*If yes: Most recent experience of domestic violence
Within last 3 months 3 to 6 months ago 6 to 12 months ago
More than 12 months ago Unknown
How long is your current housing supposed to last?
Permanent (no time limit, unless evicted)… Temporary (shelter, facility or time-limited with family/friends)…
Transitional (time-limited “program”)… N/A (for any place not meant for habitation)
….if Permanent or Transitional tenure:
Monthly rent amount: $
Receiving any housing subsidy: Yes* No Unknown
*If yes: VASH Section 8 Housing Authority
Shelter Plus Care (SPC) SRO Mod Rehab Other SHP (specify):
Are you facing discharge, eviction or required to leave? Yes* No Unknown
*If yes:
“Must leave” date: ___/____/______ (mo/day/year)
….if Temporary tenure:
Section 3.3.3: Sample Baseline Intake, Page 9 of 11
West
County
Reentry
Resource
Center
Temporary means time-limited (!):
Expected discharge date or limit to stay: ___/____/______ (mo/day/year)
Living Situation prior to this
Emergency Shelter Any place not meant for habitation ANY OTHER Living Situation*
*If ANY OTHER: Can you return there? Yes No Unknown
Housing Status
Homeless* Imminently Homeless* At Risk of Homelessness In Stable Housing
• Supported
Housing with
Transitional
tenure
• Emergency
Shelter
• Any place not
meant for
habitation
Any Living Situation where participant
• must leave within one week
(eviction, discharge or limit to stay)
• cannot return to prior situation (if
in Temporary)
• does not have resources to secure
housing
Any time-limited Living Situation
(eviction, discharge or limit to
stay), where participant does not
meet criteria for Homeless or
Imminently homeless, e.g.
• staying with family
temporarily but indefinitely
• discharge from facility in
one month
Any Living Situation
with Permanent tenure
and with no pending
eviction or other
requirement to leave.
*If Homeless or Imminently Homeless:
How many separate times have you been homeless in past 3 years?
Only this time 2-3 times, including this one 4 or more times, including this one Unknown
Eligibility verification must be filed for enrollment into HUD-funded programs:
Verification filed? No
Yes*
*If yes, date verified: ___/____/______
(mo/day/year)
Last Permanent Residence
Enter the ZIP code of the last place where you lived for 90 days (3 months) or more. Circle city name (if
Contra Costa) or county name (if Other) from the appropriate list:
ZIP code of Last Permanent Residence
West Contra Costa County
El Cerrito El Sobrante Hercules N. Richmond Pinole
Richmond Rodeo San Pablo Unincorporated
West County
Other Contra Costa County
Section 3.3.3: Sample Baseline Intake, Page 10 of 11
West
County
Reentry
Resource
Center
Alamo Antioch Baypoint Bethel Island
Blackhawk Byron Canyon Clayton
Clyde Concord Crockett Danville
Diablo Discovery Bay Kensington Knightsen
Lafayette Martinez Moraga Oakley
Orinda Pacheco Pittsburg Pleasant Hill
Port Costa San Ramon Walnut Creek Unincorporated Contra Costa (Central/East)
Other Counties
Alameda County Marin County Napa County San Francisco County
San Mateo County Santa Clara County Solano County Sonoma County
Other California County Other U.S. State or Territory: Outside US:
11. Family/Household
Do you have any dependent children? Dependent children are children 17 years old or younger who are
currently living with you full time AND can be claimed as dependents on your tax return or you receive some form of public
assistance (TANF, SSI, Foster Care payments, etc.) for their support.
Yes* No Unknown
*If yes: How many dependent children
Single parent Yes No Unknown
Do you have any non-dependent children? Non-dependent children are children 17 years old or younger
who are not currently living with participant (even if you provide some kind of financial support).
Yes* No Unknown
*If yes: How many non-dependent children
Are there any other adults in your household? These are other adults whose income, combined with yours,
supports the household AND with whom you share and intend to continue to share resources. This includes a spouse or
partner who is not disabled and, if you are under 18, your parent(s)/guardian(s).
Yes* No Unknown
*If yes: How many other adults in household
If any other adults in household are seeking services here, identify them to link records as a household:
Name: Birthdate: ___/___/_____ (mo/day/year)
Section 3.3.3: Sample Baseline Intake, Page 11 of 11
West
County
Reentry
Resource
Center
Relation:
Spouse/partner Parent Sister/brother Adult child Other (specify):
Name: Birthdate: ___/___/_____ (mo/day/year)
Relation:
Spouse/partner Parent Sister/brother Adult child Other (specify):
12. Parenting/Child Engagement
Have you ever fathered or given birth to a child?
Yes* No Unknown
*If yes:
How many children have you fathered or given birth to?
Do you live with all of the children you fathered or have given birth to?
Yes No Unknown
At what age did you first become a parent?
Under 21 years old 21 years or over
Think about the last month. About how much time did you spend with your child or
children per week? If you do not live with your child but you speak with him/her on the
phone, please estimate the amount of time you spent talking with them on the phone.
0 Hours Less than 5 Hours Between 5-10 Hours Between 10-15 Hours
Between 15-20 Hours Between 20-25 Hours More than 25 Hours
West
County
Reentry
Resource
Center
This page intentionally left blank.
Section 3.3.4: Sample Individual Development Plan, Page 1 of 11
West
County
Reentry
Resource
Center
Individual Development Plan
At the West County Reentry Resource Center, we want to help you identify what steps you can take to build the life you want for
yourself. One of the first steps is to develop a PLAN of ACTION. The following Individual Development Plan (IDP) is designed to
help you recognize your strengths, identify what motivates you, and assist you in your setting and achieving your goals.
Name: _______________________________________________ Date: ______________________________
What are the abilities, attitudes, and resources that I can use to help make changes in my life?
• __________________________________________________________________________________
• __________________________________________________________________________________
• __________________________________________________________________________________
What are the top three reasons that I want to make changes in my life?
• __________________________________________________________________________________
• __________________________________________________________________________________
• __________________________________________________________________________________
Setting goals is an important step to making change. Walk through this process using these questions to guide you:
Goal = What change do I need to make? (Be specific)
Steps = How will I begin to make this change happen?
Completion Date = When do I think I can complete this task?
Purpose = Why do I want to make this change?
Partner Agency/Referral Date = Center Staff will assist you with referrals to partner agencies
Section 2: Sample Individual Development Plan, Page 2 of 11
Staying Free Completion Date
Goal
Steps 1.
2.
3.
Purpose
Partner Agency Referral Date
Section 2: Sample Individual Development Plan, Page 3 of 11
Education/Training Completion Date
Goal
Steps 1.
2.
3.
Purpose
Partner Agency Referral Date
Section 2: Sample Individual Development Plan, Page 4 of 11
HOUSING Completion Date
Goal
Steps 1.
2.
3.
Purpose
Partner Agency Referral Date
Section 2: Sample Individual Development Plan, Page 5 of 11
PUBLIC
BENEFITS
Completion Date
Goal
Steps 1.
2.
3.
Purpose
Partner Agency Referral Date
Section 2: Sample Individual Development Plan, Page 6 of 11
LEGAL ISSUES Completion Date
Goal
Steps 1.
2.
3.
Purpose
Partner Agency Referral Date
Section 2: Sample Individual Development Plan, Page 7 of 11
DOMESTIC
VIOLENCE/
EMOTION
REGULATION
SKILLS
Completion Date
Goal
Steps 1.
2.
3.
Purpose
Partner Agency Referral Date
Section 2: Sample Individual Development Plan, Page 8 of 11
RELATIONSHIP
ISSUES
Completion Date
Goal
Steps 1.
2.
3.
Purpose
Partner Agency Referral Date
Section 2: Sample Individual Development Plan, Page 9 of 11
PARENTING/
CUSTODY
ISSUES
Completion Date
Goal
Steps 1.
2.
3.
Purpose
Partner Agency Referral Date
Section 2: Sample Individual Development Plan, Page 10 of 11
CHILD
SUPPORT
Completion Date
Goal
Steps 1.
2.
3.
Purpose
Partner Agency Referral Date
Section 2: Sample Individual Development Plan, Page 11 of 11
EMPLOYMENT/
INCOME
Completion Date
Goal
Steps 1.
2.
3.
Purpose
Partner Agency Referral Date
Table of Contents: Section 4/Reference Materials
West
County
Reentry
Resource
Center
4. R EFERENCE M ATERIALS
Note: These reference materials (107 pages) can be downloaded at
http://www.furtherthework.com/clients-and-projects.html
4.1 Project Photos
These photographs document the participatory, community-based process created by
Further The Work to generate all elements of the concept, design, and implementation
plan for the West County Reentry Resource Center. The participatory process was based on
the inclusive techniques developed by Technology of Participation (ToP), a set of methods
used internationally to cultivate shared leadership and management, equity in information,
and collective decision-making.
The photographs are provided courtesy of Terrance Cheung, who generously donated his
efforts to serve as the project’s pro bono photographer. (15 pages)
4.2 AB 109 Operations Plan
Adopted by unanimous vote of the Contra Costa County Board of Supervisors in
November 2012, Contra Costa County’s AB 109 Operations Plan provided a contextual
framework for the development of the West County Reentry Resource Center. In turn, the
Center’s design is intended to further the goals and strategies outlined in the Operations
Plan.
As with the development of the West County Reentry Resource Center, the Operations
Plan was developed through a multi-stakeholder participatory process designed and
managed by Further The Work. (12 pages)
4.3 What Is Collective Impact?
This short summary identifies the five key characteristics that define collective impact
initiatives, as described by FSG Social Impact Partners, which has spearheaded the national
conversation about collective impact. (1 page)
4.4 Backbone Entity Types
This short overview, derived from the work of FSG Social Impact Partners, summarizes
several organizational structures and entities that can serve as backbone entities to support
collective impact efforts. (1 page)
4.5 What is a SparkPoint Center?
This brochure outlines the chief goals, mechanisms of service, and core characteristics of
the SparkPoint Centers, a multi-service initiative conceived and funded by the United Way
Table of Contents: Section 4/Reference Materials
West
County
Reentry
Resource
Center
of the Bay Area. Like the West County Reentry Resource Center model, SparkPoint Centers
provide co-located, integrated services intended to achieve collective impact. (8 pages)
4.6 The “Transition from Jail to Community” Initiative
Developed by the Urban Institute and the National Institute of Corrections, this brief
provides an overview of early implementation of the Transition from Jail to Community
Initiative, which was piloted in 2007 in six locations across the United States. Providing a
road map for collaboration and systems change, the TJC model charts a clear course for jail
and community partners by identifying the essential elements of an effective jail transition
strategy. (8 pages)
4.7 Million-Dollar Murray
Written by Malcolm Gladwell in 2006 for the New Yorker magazine, this article examines
public/private efforts to manage complex individuals – like Murray Baer – whose chronic
homelessness and alcoholism present huge, disproportionate, and costly challenges for
social service agencies, public hospitals, and public safety systems. (11 pages)
4.8 Recruitment Property Inventory Recap (Richmond Main Street)
Provided by Richmond Main Street, a nonprofit business-development organization
focusing on Richmond’s Macdonald Avenue, this inventory recap provides an overview of
various commercial properties that may be available for rent or purchase in downtown
Richmond. (12 pages)
4.9 Letter of Interest and Property Brochure: 1711 Barrett Avenue
Provided by a property owner to propose this downtown Richmond property as a possible
location for the Center, this letter and brochure summarize the property’s characteristics
and availability. (9 pages)
4.10 Providing Services and Supports for Youth Who are LGBTQQIS-2
A collaborative effort of the National Center for Cultural Competence and the National
Technical Assistance Center for Children’s Mental Health of the Georgetown University
Center for Child and Human Development, along with the American Institutes for Research,
this practice brief is one of a series designed to enhance system, organizational, and
program capacity to deliver culturally and linguistically competent services and supports to
youth who are LGBTQI2-S and their families. Although it is youth-focused, it is included
here as a ready reference for issues that may apply to LGBTQQIS-2 adults as well as youth.
(8 pages)
Table of Contents: Section 4/Reference Materials
West
County
Reentry
Resource
Center
4.11 RYSE House Agreement
A visual guide to house rules for the RYSE Center for youth in Richmond, this single-sheet
flyer is included as a demonstration of the ways in which messaging can be crafted to
reflect a tone and spirit that reflects and speaks to the cultures of the intended audiences.
4.12 A Few Good Case Management Tools
This overview of electronic case-management tools was developed by Idealware, a
nonprofit organization that produces well-researched, impartial, and accessible resources
about software to help nonprofits make smart software decisions. (4 pages)
4.13 Baseline Data Set (draft)
This draft baseline data set was developed in January 2014 by Resource Development
Associates (RDA), a data and evaluation consulting firm, as part of their contracted scope of
work to conduct a multi-sector data assessment and basic evaluation planning process to
support AB 109 implementation in Contra Costa County. This data set will likely undergo
substantial revisions during the course of RDA’s contract term (which ends June 2014), but
it is provided here as a starting point to support the Center’s integration with the data
development plan for the county as a whole. (10 pages)
West
County
Reentry
Resource
Center
This page intentionally left blank.