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HomeMy WebLinkAboutMINUTES - 03252014 - D.8RECOMMENDATION(S): ADOPT the "Proposed Plan for an East & Central Networked System of Services for Returning Citizens," as amended and recommended by the Community Corrections Partnership. FISCAL IMPACT: The FY 13-14 AB 109 Public Safety Realignment Budget included an allocation of $80,000 for the planning process to develop plans for Central and East County reentry centers/networks. The FY 13-14 AB 109 budget also includes an allocation of $800,000 for the implementation of the Plan ($400k per region). The proposed FY 14-15 AB 109 Budget also includes an allocation of $800,000 for 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 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 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.8 To:Board of Supervisors From:PUBLIC PROTECTION COMMITTEE Date:March 25, 2014 Contra Costa County Subject:Adoption of the Proposed Plan for an East & Central County Networked System of Services for Returning Citizens and submitted their proposed plans to the County Administrator’s Office on January 27, 2014. At its February 21, 2014 meeting, the Community Corrections Partnership (CCP) reviewed the Plan and recommended its adoption, as amended to exclude "sole sourcing" to contractors for services contemplated in the Plan. The Public Protection Committee is expected to review the Plan at its March 24, 2014 meeting as well. BACKGROUND: (CONT'D) Plan Revisions Having received additional input from staff and the community upon the release of the plan, Emerald HPC revised the proposed plan for the East/Central Networked System of Services after its submittal to the CAO’s office. However, the Plan that was distributed to the CCP at their February 14, 2014 meeting did not include the revised pages in its bound form; the revised pages were provided as attachments to the staff report. Subsequent to its submittal to the CCP at its February 21, 2014 meeting, the Plan was again revised by Emerald HPC with respect to the inclusion of an “Affiliation Disclosure” and a Revised Budget (Appendix I) which removes the proposed allocation for the Mentor-Navigator Supervision services. Emerald HPC now recommends that Mentor-Navigator administrative and supervision services be provided on a countywide basis through the AB 109 Community Programs process (as is currently the case), rather than on a regional basis--which the earlier Plan Budget contemplated. Since the East/Central and West County plans both address the need for mentor-navigators throughout the reentry process and the assignment of mentor-navigators is essentially “geographically-blind” at the pre-sentence and pre-release phases, having just one organization responsible for administrative/supervision services is preferable. The Affiliation Disclosure was provided by Emerald HPC International to clarify that the contractors had no prior relationships with the community based providers discussed in the Plan with the exception of the CEO of Rubicon Programs. These page revisions are included in final plan, "Proposed Plan for an East & Central Networked System of Services for Returning Citizens," which is included in 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. “Proposed Plan for an East & Central Networked System of Services for Returning Citizens” Managed by two principals, Iris and Keith Archuleta, Emerald HPC International, LLC is a comprehensive consulting firm in business since 1992 that utilizes their High Performing Communities framework to guide clients through the process of building and mobilizing a sustainable, outcomes-based team or collaborative effort. With more than 20 years of experience, Emerald HPC International has conducted large community outreach efforts such as the Youth Intervention Network in Antioch and the Richmond/North Richmond Economic Revitalization Initiative for the Chevron Corporation. Emerald HPC International has developed an award-winning process recognized by both the federal government and the United Nations for engaging and retaining stakeholder and project recipient voices. Emerald HPC International is headquartered in San Francisco, with a local office in Antioch. Emerald HPC facilitated the development of a collaboration network using an approach that involved three phases: Phase 1: Planning, Fact Finding, and Issue Identification Phase 2: Collaborative Building and System Design Phase 3: Implementation Planning Over 80 stakeholders were engaged in the core planning team since June 2013 and an even broader stakeholder group was involved in interviews and informational sessions throughout the process. Stakeholders included representatives from the faith community, returning citizens, all affected County departments, higher education, nonprofit service providers, the business community, and elected officials. A celebration of the completion of the planning process was held on February 27, 2014 at John F. Kennedy University. The Network relies on two essential components: a. Faith-based and other community-based organizations serving as “No Wrong Door” (NWD) engagement sites (sources of information, referrals, engagement and support); and b. Service Teams. The seven identified Service Teams in the Plan include: 1. Mentor-Navigator Services, 2. Family Reunification, 3. Housing, 4. Employment and Education, 5. Leadership and Entrepreneurialism, 6. Women’s Services, and 7. Services for Returned Citizens with Children. In addition to the identification of faith and community-based organizations in East County to serve as NWD sites, the Plan establishes a relationship of the Network with the Local Integrated Networks of Care (LINC) collaborative to identify NWD sites in Central County. The Plan recognizes the need to continuously develop and identify participating agencies to provide ongoing services to returning citizens and their families. The organizations that have been identified at this time as "No Wrong Door" sites for participation in the networks are included in Attachment B. The coordination, support, accountability, and communications system for the Network is provided through “Field Operations,” which speaks to the issues of Field Mobility, Triage Coordination, and Communications. Field Mobility addresses the issues of accessibility of returning citizens to service providers/service teams/network personnel, service provider oversight and quality control, redefining the relationship between law enforcement and returning citizens, and community engagement activities. The Plan proposes a partnership between the Network and the Pittsburg, Antioch, and Concord Police Departments who have agreed to provide space for a Field Operations Coordinator or for Probation staff to meet with returning citizens. Field Operations Coordinators would coordinate “triage” services amongst Probation, the local AB 109 Officer, the Mentor/Navigator, and staff of the District Attorney and Public Defender, as needed. Field Operations Coordinators (3) will serve as the central point of contact between referrals from Probation, the Network Service Teams, and the service providers. The Field Coordinators will also coordinate referrals from NWD sites and returning citizens on their own behalf. The Field Coordinators will be supervised by a Network Manager, who would report to the Chief Probation Officer or his designee, and supported by an Administrative Assistant. A Database Administrator is also contemplated in the Plan to support the Network operations and provide network performance measurement and service provider assessment. Although the Plan does not provide documentation of the agreed upon commitments (duties, responsibilities, relationships) of various organizations cited as Network partners, it does include a sample Memorandum of Understanding (MOU) that would need to be executed by partnering agencies. While the Plan provides a “Sole Source Justification” (Appendix IV) for designating specific service providers as recipients of implementation funding, to serve as members of specified Service Teams, the CCP did not support this aspect of the Plan and recommended that the implementation of the Plan be subject, instead, to a Request for Proposals (RFP) process to allow for competitive bidding by all community-based service providers. Alignment of the West County and East/Central Plans In its motion approving the plans, the CCP recommended that “the plans be aligned and coordinated and identify specifics related to oversight, service coordination, governance, and leveraging opportunities." The contractors met with staff of the CAO and the Reentry Coordinator to address these issues and proposes the following: Oversight & Governance1. Both the West County Reentry Center and the East & Central Networks include governance and management structures that are deemed by the planning bodies to be most appropriate for the respective regions and models. Both the Center and the Networks operate under the ultimate authority of the Board of Supervisors, which delegates general oversight of the projects to the Community Corrections Partnership (CCP). In turn, the CCP may choose to create subcommittees or to appoint representatives to serve on relevant committees, as appropriate. Evaluating Impact & Data and Information Integration 2. The Center and the Networks will work with both their 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 and the Networks are committed to assessing their work not merely by measuring units of service (outputs) but by tracking the changes effected by the work (outcomes). The Center and the Networks will support and encourage such approaches in reentry-related efforts throughout the county. To this end, the Center and the Networks 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 and the Networks will also 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, available and useful information about both clients and services countywide through data-sharing agreements and mechanisms. The Center and the Networks will strive to evaluate impact in four realms: Identifying outcomes 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) a. 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) b. 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) c. Measuring the value of the Center or the Networks 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 the Networks and other efforts across the county) d. Data Systems and Information Management: It is anticipated that multiple stakeholders will continue to maintain individual data-bases and data-management systems that already exist or that are appropriate for their specific areas of service. Nonetheless, it is expected that the Networks and Center should strive to develop data systems that are integrated within their own center or network, that coordinate across the Center and the Networks, and with the larger service systems, both public and private. e. The Center and the Networks will develop their data systems in partnership with and informed by the evaluation project currently managed by Resource Development Associates, as well as with other evaluation or data-related projects that the County may choose to undertake in future. Service Coordination 3. Reentry Coordinator: The Center and the Networks will collaborate their work with the Reentry Coordinator, who holds responsibility for all matters related to reentry. a. Consistent Practices and Definitions: In order to foster clear understanding and expectations for clients andb. partners across regions, the Center and the Networks will foster the development of consistent practices, whenever appropriate, and to develop consistent definitions for terms that are used in both plans. For example, both plans involve the use of mentors and/or navigators, and the Center and the Networks will work together to establish consistent definitions and expectations cross the regions. Opportunities for Shared Training: It is likely the case that each of the models will require specific trainings most appropriate and necessary to its design. However, consistent with the County’s AB 109 Operations Plan, the Center and the Networks will work together to foster the development of shared training opportunities countywide whenever appropriate. c. Referrals: As is already being recognized in the County’s work across all sectors, the development of consistent and high quality referral processes and practices is essential to the creation of an efficient, effective, and integrated system of care. d. Referrals must be able to accommodate multiple stakeholders and to operate seamlessly across geographic regions and differing service models. In addition, referrals must be able to accommodate multiple data systems, varied organizational practices, and diverse client needs. Currently, the County’s stakeholders are in the early stages of developing intentional and consistent referral processes and participant engagement strategies. The Center and the Networks will participate in these efforts, which are likely to include (but not be limited to) the following: The ability to communicate and track client-specific referral information across geographic regions and the region-specific service systems; i. The ability to minimize data duplication through the development of consistent intake and assessment processes and data sharing; ii. Consistent processes for shared updates and referrals tracking to achieve client case plans.iii. Leveraging Existing and Potential Resources4. Maximizing existing resources: Both the Center and the Networks operate within a larger landscape of services and resources across the county. In addition, both the Center and the Networks are designed specifically to fill gaps, remove barriers, integrate efforts, and enhance the values of dozens of existing service partners and stakeholders. Reflecting this foundational intention, both the Center and the Networks will strive to identify collective opportunities to benefit and to benefit from existing resources of all kinds. a. Attracting additional resources: Both the Center and the Networks represent opportunities to identify and solicit new funds and other resources from multiple sources. The Center and the Networks are intended to coordinate their resource planning in order to advance opportunities not only for themselves, but also for the good of the County as a whole. b. Cross-County Learning5. Both the Center and the Networks represent new and complex enterprises that provide substantial opportunities to identify common challenges and highlight emergent issues affecting reentry in our county. As a learning team operating in partnership with the Reentry Coordinator, the leaders of the Center and the Networks will strive to provide insight, analysis, and recommendations to benefit the larger community. CONSEQUENCE OF NEGATIVE ACTION: If the Board of Supervisors does not adopt the Proposed Plan, there will be no adopted plan guiding the establishment of networks of services for returning citizens in East and Central county. CLERK'S ADDENDUM Speakers: Joscelyn Jones Torres, resident of Brentwood; Antwon Cloird; Kathleen Sullivan; Iris Archuleta, Emerald HPC International; Keith Archuleta, Emerald HPC International. ATTACHMENTS Proposed Plan for an East & Central Networked System of Services NWD Sites Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved             AB  109  Reentry  Resource  Services   Contra  Costa  County         Proposed  Plan  for  an  East  &  Central   Networked  System  of  Services  for   Returning  Citizens     Prepared  for:     Contra  Costa  County  Administrator,  CCP,  PPC,  and  Board  of  Supervisors     Prepared  by:     Keith  and  Iris  Archuleta,  Emerald  HPC  International,  LLC         February  3,  2014   Attachment A Emerald  HPC  International,  LLC  Affiliation  Disclosure     In  the  spirit  of  full  disclosure,  it  should  be  noted  that  Dorian  Archuleta,  is  the  son  of   Emerald  HPC  International’s  Principles,  Keith  and  Iris  Archuleta.     At  the  end  of  the  East  and  Central  County  planning  process  and  after  the  plan  had   been  submitted  to  Lara  Delaney  of  the  County  Administrator’s  office,  Keith  and  Iris   Archuleta  were  notified  that  their  son  was  suffering  from  deep  depression  and  was   considering  taking  his  own  life.     Keith  and  Iris  were  able  to  make  contact  with  Rudy  Hernandez  of  Prepare  My  Sheep,   one  of  the  service  providers  involved  in  the  East  and  Central  plan,  who  in  turn  set  up   an  appointment  for  their  son  with  the  Dream  Center,  another  of  the  plan’s  service   providers.    Dorian  was  interviewed  and  accepted  into  the  Dream  Center  long-­‐term   housing  and  mentoring  program.     Keith  and  Iris  Archuleta  want  it  noted  that  they  had  no  prior  relationship  with  the   Dream  Center  or  Prepare  My  Sheep.    They  were  introduced  to  these  programs   through  research  and  fact  finding  during  the  planning  process.         It  is  important  to  emphasize  that  the  Archuleta’s  had  no  prior  relationship  with  any   of  the  community  based  service  providers  involved  with  the  East  and  Central  plan   other  than  with  Jane  Fischberg,  CEO  of  Rubicon  Industries.  Jane  Fischberg    was  a   member  of  the  planning  team  for  a  Chevron  initiative  in  Richmond  and  North   Richmond,  California,  where  Emerald  HPC  International  was  contracted  to  facilitate   an  economic  revitalization  plan  in  2012  and  2013.     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    2     Introduction       Imagine  that  Matthew  is  being  represented  by  the  Public  Defender’s  office  related  to   an  AB  109  offense  and  is  facing  6  months  of  jail  time.    As  a  part  of  pre-­‐sentence   conferences,  Matthew  is  introduced  to  John,  a  trained  Mentor/Navigator,  who  along   with  the  Public  Defender  and  Probation  Department  determine  that  upon  release   Matthew  will  need  housing  and  a  job.         Matthew  had  worked  at  Jiffy  Lube  before  he  lost  his  job  on  a  theft  charge  years  ago.     He  is  now  facing  an  unrelated  charge  and  mentions  to  his  Mentor/Navigator  that   he’d  really  like  to  go  into  the  oil  and  lube  business  for  himself  at  some  point,  but  just   hopes  to  get  a  job  upon  release  from  jail.     After  meeting  with  Matthew,  John  contacts  Brighter  Beginnings  about  Matthew  and   informs  them  that  he  will  be  mentoring  Matthew  and  that  in  discussions  with  him,   he’d  mentioned  that  he’d  like  to  have  his  own  business  one  day,  and  that  in  the  past   Matthew  had  worked  for  Jiffy  Lube.         The  Network  point  person  for  Brighter  Beginnings  works  with  the  Public  Defender   to  set  up  a  meeting  with  Matthew  and  John  and  tells  him  about  the  REAL  Leadership   and  Kennedy  Entrepreneurial  Program  partnership  and  offers  to  pre-­‐register  him  so   that  he  is  able  to  get  connected  once  he  has  been  sentenced.    Matthew  agrees,  and   once  his  sentence  begins,  he  joins  the  next  available  REAL  class.         Once  Mathew  starts  class,  John  goes  to  work  looking  into  other  service  options  for   Matthew.    He  contacts  Prepare  My  Sheep  training  and  employment  program  and   gives  them  a  heads  up  that  Matthew  is  attending  the  REAL  Leadership  program  and   has  an  interest  in  starting  his  own  oil  and  lube  business  upon  release.    John  also   contacts  Men  and  Women  of  Purpose  and  informs  them  that  Matthew  will  need  the   assistance  of  the  Employment/Education  Service  Team  pre-­‐release,  so  that  he  has  all   of  his  documents  in  case  he  decides  to  continue  on  from  the  REAL  program  into  the   Kennedy  Entrepreneurial  program.     Finally  John  contacts  the  Dream  Center  because  Matthew  will  be  returning  to  East   County  and  will  need  a  minimum  of  a  year  to  finish  his  oil  and  lube  training  with   Prepare  My  Sheep  and  secure  employment,  while  completing  the  entrepreneurial   program  at  Kennedy.     John  keeps  track  of  all  referrals,  discussions,  and  actions  taken  on  Matthew’s  behalf.     He  is  in  regular  communication  with  Matthew,  documenting  his  progress  with  his   pre-­‐release  classes,  and  turning  in  regular  reports  to  his  supervisor  who  then   forwards  copies  to  the  Field  Operations  Coordinator.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    3   Prior  to  release,  Men  and  Women  of  Purpose  has  helped  Matthew  with  his   employment  documents  and  sent  a  PDF  copy  to  the  Field  Operations  Coordinator  on   Mathew’s  behalf.     Upon  release,  John  picks  Matthew  up  from  the  county  jail  and  drives  him  to  a   temporary  housing  location  in  the  Network.    John  has  already  set  up  a  meeting  for   John  and  Matthew  to  meet  with  the  Field  Operations  Coordinator  and  the  Network   point  persons  at  the  Dream  Center  and  Prepare  My  Sheep.         The  following  week  the  meeting  is  held  at  the  Dream  Center,  and  Mathew’s  pre-­‐ release  success  is  discussed.    Matthew  has  decided  that  he  is  not  quite  ready  to  be  a   business  owner,  but  is  really  interested  in  getting  trained  to  do  oil  and  lube  work.    It   is  decided  that  Matthew  will  move  into  the  Dream  Center  for  a  minimum  of  one  year   and  take  advantage  of  some  of  the  counseling  and  support  services  they  offer   residents  while  he  attends  oil  and  lube  training  with  Prepare  My  Sheep.         Because  of  the  Employment/Education  Service  Team,  Prepare  My  Sheep  is  able  to   contact  Goodwill  Industries  and  set  up  an  appointment  for  Matthew  to  discuss   transitional  employment  with  them.    Prior  to  his  meeting  with  the  Goodwill  point   person  for  the  Network,  they  contact  the  Field  Operations  Coordinator  and  request   copies  of  Matthew’s  employment  documents  which  the  Field  Operations  Coordinator   is  able  to  forward  immediately  because  prior  to  his  release,  Matthew  signed  a   release  allowing  Men  and  Women  of  Purpose  to  collect  and  forward  the  documents   to  the  Field  Operations  Coordinator.     After  3  months  in  the  oil  and  lube  training  program  Mathew  is  certified  and  hired  by   one  of  the  Prepare  My  Sheep’s  partners.     Matthew  met  the  Antioch  Police  Chief  at  one  of  the  community  meetings  held  for   returned  citizens  after  his  release.    He’d  met  the  Antioch  AB  109  Officer  during  a   triage  team  presentation  while  he  was  still  incarcerated.    So  when  John  invited   Matthew  to  attend  the  community  meeting,  he  did.           John  was  able  to  meet  other  returned  citizens  and  share  his  success  with  the   Network.    He  inspired  others  to  connect  post-­‐release.    Information  on  how  to   connect  with  the  Field  Operations  Coordinator  and  get  involved  with  the  Network   was  shared.    Some  of  the  men  and  women  hearing  about  the  pre-­‐  and  post-­‐release   opportunities  contacted  friends  still  incarcerated  and  encouraged  them  to  get  in   touch  with  the  pre-­‐release  teams.     This  is  a  picture  of  what  hope  looks  like.    Hope  can  and  will  lead  to  successful   reintegration  and  a  new  life  for  many  returning  citizens,  a  reduction  in  recidivism  in   our  county’s  justice  system,  and  safer  communities  for  our  loved  ones  and  kids.         A  networked  system  of  services  for  returning  citizens  is  a  win-­‐win  for  the   entire  community  and  will  pay  dividends  for  generations  to  come.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    4   Table  of  Contents     Introduction    2     Executive  Summary    5    Planning  Approach  and  Process    Conceptual  Framework  Design  and  Operating  Principles    An  Aspiration    Operationalizing  the  Conceptual  Framework    Assessment,  Accountability,  and  Sustainability    A  Final  Thought  on  the  Process     The  Plan    13    Mission  and  Vision    Guiding  Principles  of  the  Networked  System  of  Services    A  Unique  and  Historic  Opportunity     Ground  Floor:  Collaboration  Network  15   “No  Wrong  Door”  Network    Faith-­‐Based  and  Other  Engagement  Sites   Service  Teams:  Mentor/Navigators;  Family  Reunification,  Housing,  Employment    and  Education,  Leadership  and  Entrepreneurialism,  Women’s  Services,  and      Services  for  Returned  Citizens  with  Children     Field  Operations    36    Field  Mobility    Triage  Coordination    Communications     Management  System    39    Governance    Network  Manager    Field  Operations  Coordinators    Network  Administrative/Operations  Assistant   Database  Administrator     Referral  Process    44    Pre-­‐Sentence  Referrals    Pre-­‐Release  Referrals    In  Jail  Presentation  Sign-­‐ups    Post-­‐Release  Referrals    Triage  Referrals     Getting  the  Word  Out    46     Training,  Training,  and  More  Training    47    Mentor/Navigator  Training    Pre-­‐Release  Employment  and  Education  Team  Training    Police  Training    Comprehensive  Network  Training    A  Final  Thought  on  the  Importance  of  Training     Assessment    49     Appendices  Index    51    Implementation  Budget  and  Budget  Narrative   MOU  Template   Final  Report  on  Meetings  with  Stakeholders/Planning  Teams   Sole  Source  Justification     A  Final  Thought  on  the  Plan    51   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    5   Executive  Summary           First,  we’d  like  to  thank  everyone  who  has  participated  in  and  contributed  valuable   time  into  this  joint  planning  process  for  Central  and  East  Contra  Costa.     Over  80  stakeholders  have  been  engaged  on  the  core  planning  team  since  June  of   2013,  including  representatives  from  the  faith  community,  returned  citizens,  the   Public  Defender,  the  District  Attorney’s  office,  the  Sheriff’s  Office,  Police  Chiefs  and   AB  109  Officers,  Probation,  County  Mental  Health,  County  Health  Services  Homeless   Program,  Workforce  Development  Board,  higher  education,  nonprofit  service   providers,  businesses  and  industry,  and  elected  officials.     An  even  broader  stakeholder  group  has  been  involved  in  interviews  and   informational  sessions  throughout  the  process,  attended  an  update  meeting  in   December  at  Los  Medanos  College,  and  will  also  be  invited  to  a  celebration  in   February  at  John  F.  Kennedy  University  after  the  submission  of  the  final  plan.       Planning  Approach  and  Process     Emerald  HPC  International,  LLC  consultants,  Keith  and  Iris  Archuleta,  were   contracted  in  June  2013  to  design  and  lead  the  planning  process  in  both  Central  and   East  Contra  Costa  to  create  a  coordinating  hub  for  multiple  resources  and  partners,   providing  local  residents  returning  home  from  incarceration  access  to  the  resources,   services  and  support  they  need  to  successfully  reintegrate  into  the  communities   where  they  resided  before  incarceration.     Emerald  utilized  its  HPC  -­‐  High  Performing  Communities  Framework™  -­‐  to  build,   coach  and  train  a  core  Planning  Team,  an  Operational  Planning  team,  and  subject   specific  Workgroups  in  designing  a  strategy  based  on  the  use  of  best-­‐practice   models  customized  for  East  and  Central  Contra  Costa  demographics,  with  an   emphasis  on  collaboration,  accountability,  sustainability,  and  effectiveness.       When  utilizing  HPC,  it  is  important  to  note  that  collaborative  relationship  is   distinguished  from  collective  relationship  in  the  following  way:     We  define  a  collective  relationship  as  an  aggregation  of  efforts  where  the  parties  are   working  towards  a  common  goal,  with  an  agreed  upon  core  set  of  principals  and   values  to  which  they  have  all  contributed,  but  have  no  mutual  accountabilities  in  the   form  of  interlocking  roles.     However,  we  define  a  collaborative  as  a  group  of  entities  and/or  individuals,   working  together  towards  a  common  goal  with  mutual  accountability  to  one   another  in  the  form  of  interlocking  roles  to  accomplish  a  single  mutually  agreed   upon  outcome  or  set  of  outcomes.       In  order  to  build  true  collaboration,  a  case  must  first  be  made  that  one  is  needed.   This  requires  an  initial  period  of  exploration,  fact-­‐finding,  and  issue  identification.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    6     It  is  important  to  note  that  Emerald  defines  an  issue  as  a  root  cause  of  a  problem.    An   issue  is  commonly  seen  as  being  synonymous  with  a  problem.    However,  we  see  an   issue  as  a  root  cause,  and  fundamental  to  identifying  solutions  to  problems  and   validating  the  appropriate  replication  of  best  practices.         This  is  a  critical  distinction,  since  not  all  best  practices  are  replicable;  the  root   causes  of  their  success  will  not  necessarily  be  present  and  relevant  to  the  issues   identified  in  the  particular  planning  context.  For  example,  a  problem  can  be   commonly  shared  in  several  different  communities,  but  the  root  causes  (issues)   related  to  that  problem  can  be  significantly  different  in  particular  communities  and   require  different  approaches  to  resolving  them.     The  first  and  second  stages  of  the  Emerald  HPC  planning  process  -­‐  Fact-­‐Finding,   and  Issue  Identification  -­‐  were  conducted  in  June  and  July  of  2013.    During  these   stages,  Emerald  conducted  over  60  interviews  and  dozens  of  informational  meetings   with  all  levels  of  law  enforcement,  city  management,  county  governance,  returned   citizens,  average  citizens,  labor,  industry,  education,  community  organizations,  and   faith  representatives.  We  also  provided  several  presentations  to  community  groups   and  service  clubs  to  bring  down  the  fear-­‐based  thinking,  noise,  and  misconceptions   about  AB  109  reentry  and  to  build  community  understanding,  buy-­‐in,  and  support  of   the  reentry  service  planning  process.     The  third  stage  of  the  planning  process  -­‐  Research,  Best  Practice  Evaluation,  and   Comparative  Model  Analysis  -­‐  took  place  in  August.      Emerald  studied  more  than  30   best  practice  models  throughout  California,  the  US,  and  Northern  Ireland  and   reviewed  the  County’s  March  20,  2011  reentry  strategic  plan  developed  by  the   Contra  Costa  County  Reentry  Planning  Initiative  and  compiled  by  Urban  Strategies.       From  our  years  of  work  designing  and  leading  collaborative  community  initiatives,   we  understood  the  importance  of  building  a  team  and  training  them  so  that,  as  we   explored  options,  we  could  operate  from  a  common  set  of  principals,  a  common   language,  and  an  agreed  upon  methodology  for  building  a  strategy.     Therefore,  in  August  2013,  Emerald  also  conducted  a  full-­‐day  training  in  the  HPC   planning  framework  with  44  members  of  the  core  Planning  Team  representing   county  agencies,  elected  officials,  service  providers,  returned  citizens,  and  law   enforcement  working  together  to  learn  a  common  language  and  set  of  tools  related   to  team  building,  collaboration,  fact  finding,  and  analysis.  Keith  and  Iris  Archuleta  of   Emerald,  Retired  Police  Chief  James  Hyde  of  D-­‐Prep  Consulting,  and  Vernon   Williams  III  of  The  Williams  Group  conducted  the  training.     Through  this  process,  a  deep  consensus  emerged  throughout  Central  and  East   Contra  Costa  that  a  networked  system  of  service  provision  with  multiple  “no-­‐wrong   door”  sites,  as  opposed  to  a  single-­‐site  approach,  would  be  best  for  East  and  Central   county.  It  was  agreed  that  the  regions  are  too  large  geographically  to  expect   returning  citizens  to  have  to  rely  on  a  single  site  approach  in  East  or  Central.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    7   Conceptual  Framework  Design  and  Operating  Principles     During  the  fourth  stage  of  the  planning  process  -­‐  Model  Design  -­‐  from  September   2013  though  November  2013,  we  focused  on  designing  a  conceptual  framework,   assessing  network  scale,  and  determining  mission,  strategic  vision,  and  goals.     Further,  we  spent  time  with  the  Planning  Team  designing  service  delivery  and   integration,  core  services,  and  resource  and  systems  alignment.     Based  on  input  from  dozens  of  stakeholders,  extensive  research  on  best  practices,   and  an  analysis  of  the  key  issues,  opportunities,  and  gaps  in  the  reentry  service   system,  a  conceptual  framework  was  crafted.       The  conceptual  framework  was  a  learning  model  that  allowed  the  planning  team  to:     • Proceed  together  with  a  coherent  process  for  exploring  service  design   • Delve  into  design  issues  by  answering  the  “how”  questions   • Explore  alignment  of  current  services  and  approaches  with  long-­‐term,   sustainable  service  design  –  including  lessons  learned  from  challenges  and   successes  of  current  service  and  referral  processes  and  best  practices   gleaned  from  research  and  analysis  of  various  models  and  approaches   • Build  out  each  area  of  the  framework  utilizing  the  expertise  of  the  team   • Connect  stakeholders  responsible  for  various  parts  of  the  framework   • Build  the  elements  of  the  plan  and  required  deliverables     Working  with  a  smaller  Operations  Team  and  several  subgroups,  we  were  then  able   to  solicit  deeper  input  on  and  review  of  the  key  elements  of  the  service  plan   framework,  including  Governance,  Management,  and  Operations.     Central  Operating  Principles  developed  and  then  imbedded  in  the  framework   include:     a.   An  understanding  that  returned  citizens  should  be  reintegrated  and   restored  into  community  -­‐  the  heartbeat  of  this  plan.     b.   Best  practice  tells  us  that  highly  trained  volunteer  mentor/navigators   who  are  able  to  walk  alongside  returned  citizens  for  the  first  few  critical   months  is  important.  Therefore  the  plan  includes  an  emphasis  on  recruiting,   training,  and  supervising  the  placement  and  ongoing  role  of  volunteers,  which   will  include  many  from  the  faith  community  and  men  and  women  who  have   successfully  reintegrated  and  want  to  help  others  do  the  same.     c.   Best  practice  also  tells  us  that  in  areas  where  law  enforcement  works  in   partnership  with  volunteers  and  the  faith  community,  recidivism  is   significantly  lower  because  the  focus  of  law  enforcement  includes  partnership   and  restorative  justice.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    8   Therefore  the  plan  includes  the  integration  of  the  three  police  departments  in   East  and  Central  Contra  Costa  that  are  staffed  with  AB  109  officers  as  a  critical   piece  of  the  support  network  that  will  help  redefine  traditionally  adversarial   relationships  between  returned  citizens  and  law  enforcement  and  promote  a   process  whereby  police  are  trained  and  committed  to  joining  other  key   community  institutions  in  a  genuine  effort  to  assist  with  restoration.     d.   We  understand  from  more  than  20  years  of  planning  that  real   collaboration  is  critical.  Effective  collaboration  requires  that  interlocking   responsibilities  must  be  well  crafted  and  memorialized  in  writing.       Memorializing  interlocking  responsibilities  in  the  context  of  this  plan  means   two  things:     First,  in  the  body  of  this  document  we  have  detailed  the  agreed  upon   commitments,  duties  and  relationships.      Second,  if  the  plan  is  approved,  these   details  will  need  to  be  further  memorialized  in  binding  Memoranda  of   Understanding  (MOUs)  and  signed  by  each  service  provider  and  a  person  with   authority  to  bind  the  County.         Therefore,  we  have  spelled  out  management  roles  and  responsibilities  in  this   document  and  assigned  responsibility  to  the  Network  Manager  for  detailing  the   final  MOUs,  obtaining  final  approval,  and  signing  them  along  with  the  Chief   Probation  Officer.     As  planners,  we  do  not  have  the  authority  to  finalize  these  MOUs  because  to  do  so   would  imply,  and  mislead  service  providers  into  thinking,  that  we  are  entering   into  an  agreement  with  them  on  behalf  of  the  County.  In  fact,  we  only  have  the   power  to  recommend  a  fact-­‐base  case  for  entering  into  the  agreements  that  are   critical  to  the  success  of  the  planned  initiative.     Effective  collaboration  is  the  cornerstone  of  this  plan.     Other  experts  agree.    For  example,  Caneel  Fraser,  Esq.,  Senior  Policy  Analyst,  Urban   Peace  of  the  Advancement  Project  said,  “effective  collaboration  is  a  key  policy  and   framework  for  successfully  reducing  recidivism.”         Wendy  Still,  San  Francisco  Chief  Probation  Officer  said,  “strong  collaboration  is   important  to  maximizing  capacity  and  resources,”  and  that  collaboration  must   include  both  public  and  private  partners.         Adam  Christianson,  Stanislaus  County  Sheriff-­‐Coroner  said  that  he  has  “gone  from   being  against  realignment  to  becoming  an  advocate  for  it  because  of  strengthened   partnerships  developed  through  respectful  dialogue  among  partners  and  that  kind   of  collaboration  is  critical.”    He  went  on  to  say,  “mutually  respectful  collaboration   creates  support  for  realignment  and  community  based  collaboration  is  key.”     Further,  Javier  Aquirre,  Santa  Clara  County  Director  of  Reentry  Services,  said  that,   like  our  plan,  their  strategic  plan  “is  based  on  collaboration  and  the  use  of   innovation  to  create  effective  diversion  strategies.”       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    9   Kenyatta  Leal  of  Centerforce  and  a  returned  citizen  said  that  community  based   collaboration  forces  “returned  citizens  to  connect  with  community”  and  that   returned  citizens  are  “more  likely  to  respect  community  if  they  feel  a  part  of  it.”       He  also  said  that  collaboration  “is  a  basis  for  real  engagement,  real  wrap-­‐around,   and  real  jobs,”  and  gives  a  returned  citizen  “a  sense  of  self-­‐worth  that  is  a  diversion   from  crime.”       Moreover,  Arnold  Perkins,  of  Ijichi,  Perkins  and  Associates  and  former  Director  of   the  Alameda  County  Public  Health  Department,  on  the  subject  of  working  with   returned  citizens  dealing  with  trauma  as  a  root  cause  of  criminal  behavior,  said  that   “collaboration  that  includes  housing,  treatment,  and  services  is  a  huge  factor  in   creating  stability  and  reducing  trauma.”       An  Aspiration     This  plan  puts  forth  an  overarching  aspiration  for  Contra  Costa  County:       To  be  widely  recognized  as  having  a  highly  professionalized  and   sustainable  collaborative  system  of  reentry  service  provision;  resulting   in  an  above-­‐average  reduction  in  recidivism,  marked  increase  in   public-­‐safety,  successful  family  reunification,  and  new  pathways  to   living  whole,  healthy  and  productive  lives  for  returning  citizens.     This  strategic  vision  reflects  both  the  County’s  commitment  to  sustainable   innovation  and  to  effective  collaboration  with  qualified  external  service  providers   including  the  faith  community.  Having  an  overarching  aspiration  for  the  County  and   this  process  is  central  to  the  collaborative  theme  of  this  plan.       Operationalizing  the  Conceptual  Framework     During  the  fifth  stage  of  the  planning  process  –  Structural  Detailing  and  Plan   Completion  -­‐  we  continued  to  operationalize  the  conceptual  framework  into  a  draft   plan  based  on  this  strategic  vision,  Operating  Principles,  and  best  practices.     In  order  to  do  so,  we  met  in  December  2013  and  January  2014  with  small  groups  of   stakeholders,  including  the  Operations  Team  and  several  Workgroups,  who  have   helped  us  address  the  crucial  questions  and  issues  related  to  current  service  levels,   and  what  would  be  needed  to  raise  service  provider  capacity,  build  effective   collaboration,  and  ensure  a  cost  effective  and  sustainable  service  network.       In  December  2013,  we  began  the  process  of  confirming  collaboration  commitments   from  partners  and  service  providers  which  are  now  described  in  this  plan,  drafting   the  framework  for  MOUs,  exploring  opportunities  for  securing  additional  resources,   and  developing  budget  recommendations.           We  then  crafted  recommended  governance  and  management  structure,  drafted   contract  job  descriptions  and  skills  assessment,  and  began  to  profile  best-­‐case   contracting  scenarios.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    10   We  also  researched  and  established  training  needs,  priorities  and  best  practice   training  opportunities  for:  law  enforcement,  mentor  navigators,  family  reunification   service  providers  with  a  youth-­‐in-­‐the-­‐home  focus,  and  contracted  staff.       Assessment,  Accountability,  and  Sustainability     In  completing  the  plan,  we  have  explored,  researched,  and  outlined  practices,   methods,  and  indicators  related  to  outcome  measures  that  will  ensure  the  right   levels  of  service  capacity  and  accountability;  appropriately  evaluate  the   implementation  of  the  interlocking  responsibilities  of  collaborative  partners  and   their  mutual  impact  on  recidivism  reduction;  and  assess  the  success  of  family   reunification  and  reintegrating  returned  citizens  into  community.     Additionally,  this  planning  process  has  resulted  in  a  sustainable  service  model  that   is  in  alignment  with  the  Service  Delivery  Model  developed  by  the  CCP  and  is  in   keeping  with  the  goals  established  by  the  Contra  Costa  Reentry  Strategic  Plan.       This  planning  process  has:     ·  Utilized  a  holistic,  systemic,  and  inclusive  approach  to  build  an  effective   collaboration  representing  support  and  involvement  of  state  and  local   government  stakeholders,  justice,  community  organizations,  mental  health  and   substance  abuse  treatment  services,  education,  housing,  employment,  advocates,   returned  citizen,  victims,  and  community  members;     ·  Incorporated  strategies  that  draw  on  evidenced-­‐based  approaches  and   practices;     ·  Developed  a  service  model  that  can  be  accessed  by  returned  citizens  through   the  use  of  evidence-­‐based  tools;     ·  Taken  into  account  the  needs  of  geographic  areas  from  which  a   disproportionate  number  of  returned  citizens  are  drawn  and  return;     ·  Incorporated  the  use  of  assessment  and  case  management  tools  targeting   continuous  reentry  planning,  beginning  at  the  point  of  admission  into  the   criminal  justice  system,  and  working  through  pre-­‐  and  post-­‐release;     ·  Developed  an  innovative  approach  to  utilizing  volunteer  mentor/navigators  to   increase  access  to  housing,  drug  treatment,  medical  care,  transitional   employment,  job  training  and  placement,  educational  services,  cognitive   behavioral  therapy  and/or  other  services  essential  to  reentry;     ·  Provided  for  assessment  and  evaluation  of  services  and  program  delivery  to   determine  effectiveness  of  programs  and  services  provided;  and     ·  Resulted  in  a  service  coordination  plan  with  multiple  entry  points  to  an   integrated  system  of  care  as  a  means  to  achieving  the  goals  of  reduction  in  crime,   increased  public  protection,  and  a  decrease  in  further  victimization.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    11     In  the  REQUEST  FOR  PROPOSALS  (RFP)  #1302-­‐007  for  this  planning  process,  the   County  described  a  “coordinating  hub  for  multiple  resources  and  partners,   providing  local  residents  returning  home  from  incarceration  access  to  the  resources,   services  and  support  they  need  to  successfully  reintegrate  into  the  community.”       The  RFP  further  indicated  that  this  coordinating  hub,  which  was  referred  to  as  a   “Reentry  Resource  Center”  would  function  as  a  centralized  service  and  assessment   center  “emphasizing  multi-­‐disciplinary  service  coordination,  service  referral  to   community-­‐based  support,  and  collaborative  case  management”  and  could  be  co-­‐ located  in  existing  facilities,  could  be  a  new  facility,  or  could  be  a  “network  of   facilities  and/or  providers”  with  services  that  could  be  co-­‐located  at  one  site  or   could  be  “part  of  a  broader  network  of  services  located  in  neighborhoods  most   impacted  by  crime  and  reentry.”     In  fact,  we  are  proposing  a  Networked  System  of  Services  to  provide  sustainable,   centralized  service  and  assessment  emphasizing  multi-­‐disciplinary  service   coordination,  service  referral  to  community-­‐based  support,  and  collaborative  case   management.       The  Network  will  coordinate  multiple  existing  resources  and  partners,  providing   local  residents  returning  home  from  incarceration  multiple  points  of  entry  and   access  to  the  resources,  services  and  support  they  need  to  successfully  reintegrate   into  the  community.             A  Final  Thought  on  the  Process     At  the  end  of  the  August  2013  HPC  Framework  training,  the  team  was  asked  to  give   one  word  or  phrase  that  described  how  they  were  feeling  about  moving  forward.         The  word  tag  on  the  next  page  captures  the  enthusiasm  and  commitment  of  the   team  expressed  that  day.  That  enthusiasm  and  commitment  has  remained  and   grown  throughout  the  process.                               Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    12       Now,  this  process  has  culminated  into  the  plan  we  bring  before  you  for  your   consideration  and  hopefully  your  approval.           As  You  Read  This  Plan     As  you  read  through  the  plan  step  by  step,  please  note  that  you  are  reading  a   document  that  is  somewhat  compartmentalized  and  linear  by  necessity.  It  is  our   experience  that  when  stakeholders  read  strategic  plans,  operational  questions   naturally  come  to  mind.           We  ask  that  you  read  through  the  components  assured  that  we  will  walk  you   through  all  the  specifics.  So,  when  you  ask  yourself,  “but  how  will  that  work?”  or   “who  will  do  that?”  or  “what  does  that  mean  for  the  returned  citizen?”  or  similar   questions,  know  that  these  questions  will  likely  be  answered  in  detail  by  the  time   you  have  finished  reading  the  plan  in  its  entirety.     It  has  been  our  job  to  connect  the  dots  and  build  a  realistic  service  system  and   navigation  process,  and  it  has  been  an  honor  to  do  so.      It  has  also  been  an  amazing   and  transformative  process  for  us,  and  hopefully  all  of  those  who  have  been  on  this   journey  with  us.         We  look  forward  to  our  County’s  success  and  to  the  success  of  those  returning  to   their  communities!       So  with  that  said,  let’s  move  into  the  plan…   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    13     The  Plan       According  to  the  County’s  projections,  88%  of  all  returned  citizens  coming  back  to   East  County  will  reside  in  Antioch,  Pittsburg,  and  Bay  Point.    This  however  does  not   preclude  us  from  identifying  locations  in  Brentwood  and  Oakley  as  well.           The  projections  also  tell  us  that  80%  of  all  returned  citizens  coming  back  to  Central   County  will  reside  in  Concord  and  Martinez.    Again,  this  does  not  preclude  us  from   identifying  locations  in  Walnut  Creek  and  other  areas  in  Central  County.         As  of  January  16,  2014,  47%  of  all  returned  citizens  coming  back  to  Contra  Costa   returned  to  the  East  region,  with  82  returning  to  Antioch,  46  to  Pittsburg,  25  to  Bay   Point,  18  to  Brentwood,  and  17  to  Oakley,  for  a  total  of  188  individuals.     Also,  24%  returned  to  the  Central  region,  with  43  returning  to  Concord  and  24  to   Martinez,  for  a  total  of  67  individuals.     Finally,  25%  returned  to  the  West  region,  with  55  returning  to  Richmond  and  21  to   San  Pablo,  for  a  total  of  76  individuals.     This  means  that,  of  the  9  cities  in  Contra  Costa  County  with  the  highest  number  of   AB-­‐109  returned  citizens,  5  of  the  9  are  in  East  County  and  2  are  in  Central  with  a   total  of  255  individuals  in  these  East  and  Central  cities.     Therefore,  the  scope  of  this  East  and  Central  plan  must  accommodate  7  of  the  9   most  heavily  impacted  cities  in  the  County.       Mission     The  Networked  System  of  Services  in  East  and  Central  Contra  Costa  will  provide  a   “No  Wrong  Door”  service  mechanism  to  help  returned  citizens  succeed  in   reintegrating  into  the  communities  where  they  resided  before  incarceration,   consequently  leading  to  a  significantly  reduced  recidivism  rate,  increased  public   safety,  and  healthy  family  reunification.       Vision     That  the  Networked  System  of  Services  in  East  and  Central  Contra  Costa  will   contribute  to  Contra  Costa  County  being  widely  recognized  as  having  a  highly   professionalized  and  sustainable  collaborative  system  of  reentry  service  provision;   resulting  in  an  above-­‐average  reduction  in  recidivism,  marked  increase  in  public-­‐ safety,  successful  family  reunification,  and  new  pathways  to  living  whole,  healthy   and  productive  lives  for  returned  citizens.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    14   Guiding  Principles  of  the  Networked  System  of  Services     1.  We  value  returned  citizens  and  ensure  they  are  reintegrated  and  restored  into   community.     2.  We  support  highly  trained  community  volunteer  mentor/navigators  who   connect  with  returned  citizens  and  increase  their  access  to  needed  services.     3.  We  facilitate  and  invest  in  collaboration  that  is  effective,  accountable,  and  meets   the  needs  of  returned  citizens  and  the  community.     4.  We  foster  accountability  and  personal  responsibility  for  returned  citizens  in   getting  back  on  the  path  to  a  healthy,  law-­‐abiding,  and  productive  life.     5.  We  hold  agencies,  service  providers,  and  community  volunteers  accountable  for   their  actions  and  help  them  work  collaboratively  to  improve  their  services  to   returned  citizens.     6.  We  build  upon  community  assets  by  utilizing  existing  resources  efficiently,   connecting  multiple  services  seamlessly;  providing  training  to  build  capacity;   measuring  performance  to  ensure  impact;  and  fostering  community  ownership  and   commitment  to  ensure  sustainability.     7.  We  recognize  that  reentry  starts  when  an  offender  is  initially  incarcerated  and   ends  when  the  returned  citizen  has  been  successfully  reintegrated  and  restored  in   his  or  her  community.       A  Unique  and  Historic  Opportunity:     One  widely  discussed  and  highly  effective  strategy  for  reducing  recidivism  is  the   Texas  Rio  Initiative.    Due  to  the  close  proximity  of  Texas  prisons  to  the  communities   where  prisoners  resided  at  the  time  of  their  arrest  and  conviction,  the  relationships   between  prisoners  and  their  families  is  able  to  remain  relatively  intact.  This  has   helped  local  workforce  agencies  and  employers,  faith-­‐based  organizations,  and   nonprofit  organizations  partner  to  make  successful  reentry  more  likely.     Yet,  it  has  been  virtually  impossible  to  replicate  the  Texas  Rio  model  because   California  prisons  are  remote  and  not  in  proximity  to  the  communities  where   prisoners  resided  at  the  time  of  their  arrest  and  conviction.  This  critical  component   of  the  Texas  Rio  Initiative’s  success  has  not  been  applicable  in  California.         However,  now  with  the  launch  of  California  Realignment,  we  have  a  unique   opportunity  to  replicate  some  of  RIO  and  other  highly  successful  strategies  for   reducing  recidivism  because,  by  transferring  the  responsibility  for  housing  AB-­‐109   offenders  to  counties,  we  have  in  essence  created  local  prisons,  which  in  turn  create   new  opportunities  for  impactful  collaboration.     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    15   The  East  and  Central  Contra  Costa  regional  plan  for  a  Networked   System  of  Services  includes:  the  Ground  Floor  Collaboration  Network,   Field  Operations,  and  Management  System.       Ground  Floor:  Collaboration  Network       “No  Wrong  Door”  Network     We  have  dubbed  the  ground  floor  Collaboration  Network  -­‐  “No  Wrong  Door”  (NWD)   -­‐  because  this  foundational  element  of  the  plan  has  multiple  entry  points  and  varied   opportunities  for  engagement  that  are  being  made  available  to  returned  citizens.         The  Collaboration  Network  is  made  up  of  multiple  entry  points  where  returned   citizens  are  able  to  get  information  about  and  access  to  services,  get  connected  to  a   supportive  Mentor/Navigator,  and/or  set  up  an  appointment  with  a  Field   Operations  Coordinator.     We  realized  early  on  in  the  process  that  a  plan  for  a  networked  system  of  services   would  require  spending  time  assessing  the  feasibility  of,  identifying,  and  partnering   with  multiple  sites  and  agencies  in  East  and  Central  Contra  Costa.         The  response  has  been  exciting,  and  the  commitment  and  enthusiasm  displayed  by   potential  partners  and  service  providers  has  been  outstanding  -­‐  a  true  testament  to   the  region’s  unique  willingness  to  come  together  and  achieve  common  goals.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    16   Collaboration  Network  Components       The  Network  will  rely  heavily  upon  these  2  components:     1. Faith-­‐Based  and  Other  Organizations  as  “No  Wrong  Door”  (NWD)  Sites     2. Service  Teams,  Including  Volunteer  Mentor/Navigators     It  is  commonly  known  that  easy-­‐to-­‐access  information  about  programs  and  services,   employment,  housing,  transportation  and  mentoring  are  included  on  every  best   practice  list.         However,  there  are  certain  qualities,  standards  and  factors  that  increase  the   likelihood  of  success  in  these  areas.         Therefore,  before  going  into  the  specifics  of  this  plan’s  response  to  those  needs,  we   will  briefly  discuss  some  of  the  factors  we  believe  will  make  the  plan  particularly   impactful.       Faith-­‐Based  and  Other  Organizations  Willing  to  Serve  as  “No   Wrong  Door”  (NWD)  Engagement  Sites     Having  physical  sites,  located  in  areas  that  are  easily  accessible,  especially  in  areas   where  concentrations  of  returned  citizens  are  projected  to  be  high,  is  very   important.         Yet,  sustainability  requires  that  we  be  prudent  in  how  we  identify  these  locations,   understanding  that  there  is  not  now,  nor  is  it  likely  that  there  ever  will  be,  enough   money  in  the  County’s  budget  to  set  up  and  staff  multiple  sites  throughout  the  East   and  Central  County  region.         Therefore,  we  have  explored  how  to  best  utilize  and  leverage  the  tremendous  assets   that  already  exist  in  communities  both  in  East  and  Central  Contra  Costa.     When  studying  best  practice  efforts  in  other  counties  and  states,  one  broadly  and   consistently  noted  observation  is  that  where  the  faith  community  is  involved  in  the   reentry  strategy,  recidivism  is  considerably  lower.         In  a  2007  webinar,  the  National  Institute  of  Corrections  reported:  “Collaboration   between  faith-­‐based  organizations,  community  organizations,  and  corrections  has   proven  to  be  a  cost-­‐effective  way  to  meet  agency  needs  and  bring  much  needed   services  to  offenders.  This  unique  partnership  also  helps  to  promote  social  justice,   reduce  recidivism,  and  increase  public  safety.”     Further,  in  a  2008  report,  Moving  Men  into  the  Mainstream:  Best  Practices  in  Prisoner   Reentry  Assistance,  by  Stephen  Goldsmith  &  William  B.  Eimicke,  the  writers  state:       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    17   “As  a  condition  of  parole,  many  ex-­‐offenders  are  forbidden  to  associate  with  other  ex-­‐ offenders,  yet  their  tendency  to  return  to  neighborhoods  with  high  concentrations  of   them  makes  compliance  difficult.  Furthermore,  these  communities  often  lack  the   resources,  economic  and  otherwise,  to  reintegrate  those  who  are  returning.    Injecting   ex-­‐offenders  with  religion  and  other  forms  of  support  helps  inoculate  them  against  the   adverse  circumstances  of  their  lives  after  prison.  In  fact,  inmates  who  report  high   levels  of  participation  in  religious  programs  and  a  strong  belief  in  a  supreme  being  are   less  likely  to  be  rearrested.”     Two  programs  that  the  authors  studied  combine  mentoring,  often  under  religious   auspices,  with  other  services  to  provide  offenders  with  the  inspiration  and   confidence  they  need  to  succeed.     From  the  beginning,  we  have  included  the  faith  community  in  the  planning  process.         Representatives  from  the  faith  community  attended  our  initial  training  and   participated  in  our  one-­‐on-­‐one  meetings.  In  addition,  we  have  held  numerous   presentations  and  discussions  with  over  a  dozen  pastors  at  the  monthly  Contra   Costa  Interfaith  Supporting  Community  Organization  (CCISCO)  Clergy  Caucus.       Some  of  these  faith  leaders  include  pastors  from  His  Presence  Worship  Center,   Grace  Bible  Fellowship,  Antioch  Church  Family,  Golden  Hills  Community  Outreach   Center,  Holy  Rosary  Catholic  Church,  St.  John's  Lutheran  Church,  International   Christian  Ministries,  Family  Worship  Center,  Church  of  God  Holy,  Saint  George’s   Episcopal  Church,  St  Ignatius  Catholic  Church,  All  Love  Faith  Church  of  God  in  Christ,   First  Congregational  Church  of  Antioch,  Community  Presbyterian  Church  of   Pittsburg,  and  the  Interfaith  Council  of  Contra  Costa  County.     In  these  meetings,  we  have  asked  the  faith  community  to  support  the  re-­‐entry   network  in  several  ways.     First,  we  asked  larger  congregations  with  adequate  space  to  make  meeting  rooms   available  for  Probation  meetings  with  returned  citizens  when  meetings  are  with  low   and  moderate  risk  offenders.    (Probation  field  mobility  will  be  discussed  in  another   section  of  this  plan.)     Further,  we  asked  that  they  allow  us  to  train  their  secretaries  and  office   administrators  on  how  to  answer  service  inquiry  calls  or  handle  visits  about  the   NWD  Networked  System  of  Services  and  how  to  make  referrals  to  the  Field   Operations  Coordinators.  (Field  Operations  Coordinators  will  be  discussed  later.)       In  addition,  we  requested  that  they  carry  Network  information  on  their  websites,   and  announce  Mentor/Navigator  volunteer  training  opportunities  during   congregational  services,  gatherings  or  meetings,  and  in  their  newsletters  and   bulletins.         The  Network  will  supply  these  locations  with  brochures  that  include  resources  and   options  offered  through  the  Network  as  well  as  information  about  County  Mental   Health  services  available  to  the  general  population  through  a  hotline.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    18   These  services  include  a  screening,  financial  assessment,  6  months  of  basic   healthcare  benefits,  and  expedited  benefits  where  mental  health  is  at  issue.       Participating  organizations  will  be  listed  as  NWD  sites  on  the  Network’s  website  and   Facebook  page.     In  addition  to  our  talks  with  faith  organizations,  some  of  which  are  already   providers  of  housing  and  services  for  returned  citizens  in  East  County  –  described   later  in  the  plan,  we  have  also  engaged  service  providers  with  offices  in  East  and   Central  County  who  have  agreed  to  participate  in  the  Network.     For  example,  the  Network  has  established  a  formal  relationship  with  the  LINC   collaborative  (Local  Integrated  Networks  of  Care)  in  Central  County  and  has  been  in   discussion  with  Danielle  Roundtree  of  Independent  Living  Resources  in  Concord.     The  LINC  Collaborative  is  made  up  of  a  number  of  organizations  that  will  act  as   NWD  sites  in  Central  County  along  with  faith-­‐based  organizations,  which  the  Field   Operations  Coordinator  in  the  Central  County  region  will  continue  to  develop.         The  LINC  Coordinator  will  work  in  partnership  with  the  Field  Operations   Coordinator  in  Central  County  to  cross-­‐refer  AB  109  returned  citizens  in  the  region   to  housing  and  services,  with  ultimate  coordination  responsibility  for  AB  109  clients   and  other  returning  citizens  resting  with  the  Field  Operations  Coordinator.         The  LINC  Collaborative  includes:  JFK  University  Community  Counseling  Centers,   County  Health  Services  Homeless  Program,  Concord  Chamber  of  Commerce  Michael   Chavez  Center,  SHELTER,  Inc.,  Monument  Crisis  Center,  Wellness  City  Challenge,   Planting  for  the  Future  Foundation,  Food  Bank  of  Contra  Costa  and  Solano,  Central   County  Homeless  Outreach  Program,  among  others.       During  implementation  of  this  plan,  the  Network  Manager  will  work  to  further   connect  the  Network  to  additional  existing  resources  and  services  in  East  and   Central  Contra  Costa.  To  be  sustainable,  the  Netwo rk  must  work  to  continuously   develop  participating  agencies  and  identify  new  agencies  available  to  provide   ongoing  services.     For  example,  as  part  of  the  Network  Education  and  Employment  Team,  the   Workforce  Development  Board  will  help  connect  returning  citizens  to  the  EASTBAY   Works  One-­‐Stops  that  provide  assistance  with  employment  and  vocational  training   at  sites  in  Concord,  Antioch,  and  Brentwood.       Other  possible  NWD  sites  for  the  Network  include  the  SparkPoint  Center  in  Bay   Point,  which  brings  together  a  full  range  of  services,  including  coaches  who  help   families  create  plans  to  set  and  achieve  personal  financial  goals  –  from  getting  out  of   debt,  to  going  back  to  school,  or  finding  a  job  -­‐  and  Anka  Behavioral  Health  centers   in  Antioch  and  Concord,  which  offer  services  to  adults  and  children  who  are   mentally  ill,  homeless,  have  substance  abuse  issues,  or  are  involved  in  the  criminal   justice  system.     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    19   Once  the  plan  is  approved,  the  Network  Manager  and  the  Network  Team  will   develop  MOUs  and  work  out  the  details  with  these  and  many  other  organizations.       Together,  the  faith-­‐based  organizations  and  community  based,  nonprofit  service   providers  who  are  willing  to  act  as  NWD  sites  create  the  foundation  for  a  very   powerful  source  of  information,  referrals,  engagement,  and  support  for  returned   citizens  and  the  County.    But  this  is  only  the  beginning.         The  Networked  System  of  Services  includes  a  very  comprehensive  strategy  for   critical  service  provision.       Service  Teams:     Mentor/Navigators;  Family  Reunification,  Housing,  Employment  and   Education,  Leadership  and  Entrepreneurialism,  Women’s  Services,  and   Services  for  Returned  Citizens  with  Children     Engagement  in  and  mutual  responsibility  for  successful  transition  back  into   community  begins  at  the  time  a  man  or  woman  enters  jail  and  continues  through   release  and  successful  reintegration  into  community.         Effective  and  comprehensive  assessment,  pre-­‐release  orientation  and  introduction   to  a  range  of  opportunities,  and  the  assignment  of  a  mentor/navigator  who  is  armed   with  a  mutually  accountable  plan  and  strategy  for  re-­‐entry  in  hand  are  proven  tools   for  success.    This,  coupled  with  Probation  supervision  and  services  through   Behavioral  Health,  is  a  powerful  combination.     During  the  planning  process  we  have  been  able  to  identify  partners  and  build  the   infrastructure  for  seven  essential  Service  Teams.    They  are:     § Mentor  Navigators  (Pre  and  Post  Release)     § Family  Reunification  (Pre  and  Post  Release)   § Housing   § Employment  and  Education   § Leadership  and  Entrepreneurialism   § Women’s  Services   § Services  for  Returned  Citizens  with  Children     The  idea  for  creating  service  teams,  as  opposed  to  focusing  on  individual  service   providers,  arose  from  discussions  with  providers  who  have  been  contracted  with   the  County  since  July  of  2013.           Many  expressed  concern  about  accomplishing  their  particular  goals  without  the   cooperation  of  other  providers,  and  without  clear  programmatic  direction.         After  many  discussions,  we  began  to  realize  that  there  were  unique  strengths  and   competencies  these  organizations  held  that  complimented  not  only  each  other,  but  a   broader  and  more  sustainable  strategy  for  comprehensive  wraparound  services.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    20   In  fact,  we  uncovered  what  we  think  are  areas  of  untapped  passion  within  these   organizations,  and  a  genuine  willingness  to  demonstrate  a  collaborative  brilliance   that  is  sustainable  and  cost  effective.     It’s  important  to  note  that  service  providers  involved  in  the  Collaboration  Network   system  have  agreed  to  having  shared  recidivism,  retention  and  program  completion   goals,  as  well  as  interlocking  responsibility  for  goal  achievement.  These  goals  and   responsibilities  will  be  memorialized  in  MOUs.  A  sample  MOU  template  is  attached   as  an  addendum  to  this  document.       Further,  we  are  suggesting  that  performance  based  assessments  be  conducted  that   go  beyond  number  of  referrals  and  are  based  on  collective  client  retention  and   successful  transition,  as  well  as  effective  partnerships  with  relevant  county  agencies   and  the  ground  floor  Collaboration  Network.    The  providers  discussed  in  the  plan   have  agreed  to  this  approach.     Last,  because  of  the  unique  structure  of  the  initiative  and  the  original  nature  of  the   roles  each  service  provider  is  being  asked  and  has  agreed  to  play,  we  believe  that   there  is  a  sole  source  justification  for  contracting  with  the  service  providers  named   herein.    Attached  as  an  appendix  to  this  document  are  responses  to  the  questions   the  County  uses  to  assess  the  validity  of  a  sole  source  request  and  substantiate  its   validity.       The  following  section  will  describe  in  detail  the  Service  Teams  listed  above,   including  who  the  team  members  are,  their  specific  roles,  any  required  training,  and   how  the  roles  are  managed  and  integrated  into  the  system.       At  the  end  of  the  discussion  of  all  seven  teams,  we  will  discuss  Field  Operations  as  a   coordinating,  support,  accountability,  and  communications  system  for  the  Network,   and  the  overall  governance  and  management  system  for  the  Network.       1.    Mentor/Navigators  (Pre  and  Post  Release)  Service  Teams     There  is  nothing  new  about  the  concept  of  using  mentors/navigators  to  assist   returned  citizens  with  their  transition  back  into  family  and  community.         In  fact  experts  like  Caneel  Fraser,  Esq.,  Senior  Policy  Analyst,  Urban  Peace  of  the   Advancement  Project  said,  “volunteers  can  be  utilized  in  the  role  of  intervention   workers.”       Adam  Christianson,  Stanislaus  County  Sheriff-­‐Coroner,  says  that  there  should  in  fact   be  recruitment  and  training  for  volunteers  from  among  the  reentrant  population.     Edward  J.  Latessa,  PhD,  University  of  Cincinnati’s  School  of  Criminal  Justice,  cautions   that  volunteers  must  be  adequately  trained,  stating,  “good  intentions  and   community  credibility  are  not  enough.”     We  agree  with  these  statements,  and  have  incorporated  these  observations  and   concerns  into  our  thinking.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    21   The  role  of  the  Mentor/Navigator  will  vary  depending  upon  whether  or  not  the   assignment  is  made  at  pre-­‐sentencing,  after  sentencing  but  pre-­‐release,  or  at  post-­‐ release,  by  Probation  referral  or  through  Field  Operations  engagement.    However,   one  thing  will  remain  constant,  and  that  is  there  must  be  mutual  accountability  on   the  part  of  the  mentor  and  the  returning  citizen.         Mentor/Navigators  will  not  be  trained  to  do  what  the  returning  citizen  must  learn  to   do  for  him/herself.    The  Mentor/Navigator  is  there  to  walk  alongside  the  returning   citizen  and  navigate  him/her  through  the  path  of  successful  reentry.         Experts  have  had  the  following  to  say  about  this  type  of  accountability:     Adam  Christianson,  Stanislaus  County  Sheriff-­‐Coroner,  said:  “mutual  accountability   and  support  for  victims  are  two  areas  that  need  more  attention,”  and  that   developing  mentors  from  within  the  returning  citizen  community  is  important.     Michael  Hamilton,  business  owner  and  returned  citizen  after  30  years  of   incarceration  said,  “accountability  and  understanding”  how  his  actions  affected   others  was  important  to  helping  him  move  forward.       Gary  Scott,  Program  Director,  K.I.D  Cat  Services  at  San  Quentin,  and  returned  citizen   after  15  years  incarcerated,  said  that  “reentry  starts  on  the  inside  and  has  to  be   based  on  accountability  and  acknowledging  victims,”  and  that  Insight  Prison   Services  changed  his  life  because  while  incarcerated  he  learned  empathy  for  victims.         Kenyatta  Leal  of  Centerforce,  keynote  speaker  at  Senator  Hancock’s  forum  on   reentry  and  reintegration,  and  a  returned  citizen  after  19  years  incarcerated,  said   that  understanding  how  his  crime  impacted  the  lives  of  his  victims  and  engaging  in   the  “No  More  Tears”  program  while  incarcerated  changed  his  life.       Pre-­‐Sentencing  Assignment     A  critical  partner  on  the  Mentor/Navigator  Team  is  the  Public  Defender.         By  partnering  with  the  Office  of  the  Public  Defender,  we  have  an  opportunity  to   engage  men  and  women  during  pre-­‐sentencing  and  assign  a  Mentor/Navigator  who   is  able  to  begin  working  on  a  re-­‐entry  strategy  based  on  an  assessment  with  the   returning  citizen  before  the  beginning  of  incarceration  or  probation,  depending  on   the  sentence.       Attorneys  from  the  Public  Defender’s  office  will  be  present  during  the  pairing  of   men  and  women  with  a  Mentor/Navigator  if  one  is  assigned.     The  Sheriff’s  department  will  also  play  a  key  role  on  this  team  and  will  determine   what  the  provisions  and  requirements  for  contact  visits  will  be  during  incarceration.         We  have  learned  from  the  Public  Defender  and  her  previous  experience  with  this   type  of  effective  engagement,  that  actual  contact  visits  are  critical.         Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    22   Based  on  the  provisions  and  conditions  set  through  negotiations  between  the  Public   Defender  and  Sheriff,  an  agreement  will  be  reached  and  memorialized  allowing   Mentor/Navigators  access  to  clients  even  in  some  cases  where  the   Mentor/Navigator  has  had  a  felony  conviction.     The  Public  Defender  will  lead  the  effort  to  train  her  attorneys  as  well  as  those  in  the   District  Attorney’s  office  on  this  process.    The  Public  Defender  and  the  DA’s  office   have  demonstrated  a  strong  common  interest  and  willingness  to  work  with  one   another  in  innovative  strategies  for  reducing  recidivism  from  the  start.     This  type  of  early  engagement  will  have  a  significant  and  positive  impact  on  street   level  engagement,  and  on  returned  citizens  showing  up  for  services  and  being   consistent  as  they  reenter  society.         Accompanying  the  assignment  of  a  Mentor/Navigator  at  pre-­‐sentence  is  access  to  a   number  of  critical  services  and  processes  for  reintegration  that  will  be  discussed  in   other  sections  of  the  plan.       Pre-­‐Release  Assignment     One  of  the  critical  activities  of  the  Field  Operations  Coordinator  will  be  the  monthly   visit  to  the  jails  accompanied  by  the  Network  Manager,  an  AB  109  Officer,  a  member   of  the  Volunteer  Management  Organization,  and  a  Mentor/Navigator.         The  purpose  of  the  monthly  visit  is  to  educate  the  jail  population  on  the  Networked   System  of  Services  in  detail,  explain  the  network  Service  Teams  and  service   opportunities,  introduce  them  to  the  Mentor/Navigator  system,  and  begin  to  build   the  relationships  and  create  the  trust  and  enthusiasm  needed  to  generate  interest   and  connection.     They  will  also  set  up  forums  where  interested  returning  citizens  can  meet   Mentor/Navigators,  begin  to  develop  strong  pre-­‐release  relationships,  and  develop   re-­‐entry  plans.     When  and  if  the  Field  Operations  Coordinator  pairs  a  returning  citizen  with  a   Mentor/Navigator,  the  Mentor/Navigator  will  work  with  the  returning  citizen  to   identify  the  most  relevant  pre-­‐release  programs  and  begin  the  process  of  family   reunification  or  other  housing.             The  Mentor/Navigator  will  be  responsible  for  assisting  the  returning  citizen  in   successfully  navigating  the  transition  of  the  reentry  plan  from  pre-­‐release  to  post-­‐ release  with  a  goal  of  successful  reintegration.     We  know  from  Edward  Latessa’s  research  that  breaks  between  pre-­‐release  and   post-­‐release  programs  have  a  negative  impact  on  recidivism.       Therefore,  since  post-­‐release  is  where  returned  citizens  are  forced  to  deal  with  real   life,  well-­‐trained  volunteers  will  work  as  much  as  possible  with  service  providers  to   assist  with  seamless  pre  to  post  release  transitions  in  order  to  reduce  recidivism.     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    23   Post-­‐Release  Assignment     One  of  the  reasons  that  a  well-­‐designed  “No  Wrong  Door”  networked  system  with   multiple  information  and  engagement  sites  is  so  critical,  is  that  we  must  be  able  to   attract  and  engage  those  returned  citizens  who  have  already  reentered  communities   without  a  service/reentry  plan.         Through  active  community  outreach,  spearheaded  by  the  Field  Operations   Coordinators,  returned  citizens  will  have  an  opportunity  to  be  matched  with   Mentor/Navigators  and  assisted  with  the  development  of  a  service  plan,  family   reunification,  housing,  employment,  and  all  the  other  Service  Team  opportunities   available  to  returning  citizens  at  pre-­‐sentencing  or  pre-­‐release.         Once  the  Network  has  engaged  the  returned  citizen  and  assigned  a   Mentor/Navigator,  the  returned  citizen  will  be  rolled  into  the  same  tracking  and   accountability  system  as  those  engaged  at  pre-­‐sentencing  and  pre-­‐release.       Mentor/Navigator  Recruitment     Volunteer  recruitment  efforts  will  be  managed  at  the  Field  Operations  level  of  the   Network.    One  of  the  key  responsibilities  of  the  Field  Operations  Coordinator  will  be   community  outreach  and  recruitment.    The  Field  Operations  Coordinator  will  work   with  the  Faith  Community,  Service  Clubs,  Service  Providers,  City  Councils,  and  other   organizations  where  presentations  on  the  Network,  volunteer  opportunities  within   the  Network,  Mentor/Navigator  qualifications,  application  and  screening  process,   and  other  important  details  related  to  the  role  can  be  presented  and  discussed.           Mentor/Navigator  Screening  and  Selection     Once  potential  volunteers  have  been  identified,  there  will  be  an  application  and   screening  process,  periodically  scheduled  and  organized  by  the  supervising  agency,   that  includes  an  interview  before  a  panel  made  up  of  the  Field  Operations   Coordinator,  a  representative  from  Probation,  a  returned  citizen,  and  an  AB  109   Police  Officer  at  a  minimum.         That  panel  will  recommend  that  an  applicant  be  accepted  or  rejected  for  service   based  on  an  assessment  of  whether  or  not  they  demonstrate  the  time,  maturity,   right  motive,  and  other  specific  factors  the  interview  panel  members  agree  on.         After  applications  are  submitted,  and  before  potential  volunteers  are  invited  to  an   interview,  a  background  check  will  be  conducted.       Given  that,  among  others,  some  returned  citizens  may  become  mentors,  the   background  check  would  exclude  volunteers  who  are  currently  on  probation  or   parole,  have  a  history  of  violent  crime,  and/or  are  registered  sex  offenders,  as  each   category  would  severely  limit  their  access  to  a  number  of  facilities  and  community   sites  and  thereby  limit  their  role  as  a  Mentor/Navigator.         Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    24   Mentor/Navigator  Training     Once  selected,  a  cohort  of  Mentor/Navigators  will  be  required  to  attend  the  40   consecutive  hours  of  training,  scheduled  for  access  during  or  after  work  hours   where  appropriate,  in  the  internationally  recognized  Dialogue  for  Peaceful  Change,   (DPC)  methodology.         This  training  is  being  recommended  because  of  its  comprehensive  curriculum   dealing  with  self-­‐assessment  for  volunteers,  dynamics  related  to  effective   communication,  suspending  judgment  and  bias  neutral  engagement,  family   reunification,  conflict  resolution  and  mediation.         Volunteers  are  trained  and  certified  in  DPC  in  the  context  of  the  population  they  will   serve.    Therefore,  work  groups  and  scenarios  will  be  customized  for  maximum   relevance  to  the  Mentor/Navigators.         This  training  is  used  all  over  the  world  to  effectively  train  leaders,  mentors  and   volunteers.    DPC  has  been  used  to  train  over  300  individuals  in  East  and  Central   County  who  volunteer  or  are  intimately  involved  as  a  stakeholder  in  the  award  -­‐ winning  and  internationally  recognized  Youth  Intervention  Network.    Among  those   trained  have  been  Contra  Costa  County  Juvenile  Probation  Officers,  Antioch  Police   Chief  and  Officers,  School  Officials,  and  local  citizens  willing  to  volunteer  to  mentor   youth  and  families  where  anti-­‐social  and  violent  behavior  is  an  issue.         Recently,  as  a  part  of  this  planning  process,  representatives  from  Men  and  Women   of  Purpose  and  REACH:  Rick  Fortenberry  and  Edwina  Santiago,  along  with  recent   reentrant,  Roosevelt  Terry,  participated  in  a  DPC  training  sponsored  by  the  Youth   Intervention  Network  in  order  to  assess  the  impact  and  value  of  the  training.         All  agreed,  as  we  do,  that  this  is  a  power  and  impactful  preparation  for  the  role  of   Mentor/Navigator.    Because  of  the  DA’s  role  with  the  Youth  Intervention  Network  in   Antioch,  an  ADA  from  the  Juvenile  Division  was  also  involved  in  this  training.     In  2010/2011,  in  order  to  significantly  reduce  the  cost  of  DPC  training,  which  for  the   first  few  years  were  conducted  by  trainers  flying  in  from  Northern  Ireland  and  the   Netherlands,  the  Youth  Intervention  Network  was  awarded  a  Keller  Canyon  grant  to   have  DPC  Founder,  Colin  Craig  train  local  DPC  trainers.         Vernon  Williams  III,  Retired  Antioch  Police  Chief  James  Hyde,  and  Lesia  Bell   completed  the  initial  comprehensive  DPC  Training  of  the  Trainers  curriculum,  and   then  conducted  several  US  based  trainings  under  the  direct  supervision  of  Colin   Craig  and  DPC  Coach  Jaap  van  de  Sar  from  the  Netherlands.         Mandated  overseas  training  under  the  same  team  of  coaches  followed  their  US   based  training.    Once  the  trainees  had  accumulated  enough  approved  hours  of   training  under  supervision,  they  received  international  licensing  and  certification  to   train.         As  a  result  of  this  effort,  we  now  have  3  internationally  certified  trainers  here  in   Contra  Costa  to  train  and  certify  Mentor/Navigators.     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    25   We  will  recommend  and  encourage  West  County  to  also  take  advantage  of  this   training  opportunity  for  their  volunteer  base  so  that  there  is  consistency  across  the   county.  This  will  make  the  training  even  more  cost-­‐effective  by  having  combined   cohorts.     In  addition  to  the  DPC  training,  Mentor/Navigators  will  also  be  cross-­‐trained  in  the   overall  operations  of  the  Network  and  on  the  other  resources  and  opportunities   provided  by  the  rest  of  the  Network  Service  Teams.       Mentor/Navigator  Supervision     Understanding  that  the  day-­‐to-­‐day  management  and  support  for  volunteers  is   critical  to  the  Network's  success,  we  propose  that  an  RFP  be  issued  in  order  to   attract  and  retain  an  agency  that  will  provide  supervision  and  oversight  for   Mentor/Navigators  in  both  East  and  Central  County.         This  organization  will  need  to  have  the  capacity  and  experience  needed  to  at  a   minimum:     • Participate  in  the  screening  and  selection  of  volunteers   • Recommend  the  assignment  of  the  best  fit  volunteer  when  there  is  a  pre-­‐ sentencee  assignment   • In  pre-­‐release  and  post-­‐release  situations,  make  the  assignment   • Have  an  organizational  representative  and  a  Mentor/Navigator  accompany  the   Field  Operations  Team  to  the  monthly  jail  visits  for  orientation  on  the   Networked  System  of  Services   • Oversee  the  reporting  responsibilities  assigned  to  the  Mentor/Navigators   • Assess  the  need  for  additional  training  or  removal  of  a  Mentor  Navigator   • Maintain  case  files  managed  by  Mentor/Navigators  and  routinely  send  weekly   updates  to  files  that  will  be  maintained  by  the  Field  Operations  Coordinator   • Act  as  support  for  Mentor/Navigators   • Maintain  performance  files  on  Mentor/Navigators   • Perform  other  supervision  duties  as  determined  to  be  necessary     The  managing  agency  will  work  with  the  Network  Manager  and  Field  Operations   Team  to  develop  goals  related  to  the  number  of  Mentor/Navigators  needed  and  in   which  area,  as  well  as  recruitment,  selection,  training,  supervision,  support,  and   other  procedures  and  policies.       In  addition,  they  will  develop  a  plan  to  ensure  that  Mentor/Navigators  are  provided   ongoing  professional  development  in  areas  specific  to  the  role  and  will  develop  a   system  for  monitoring  the  Mentor/Navigator’s  performance  for  quality  and   continuous  improvement.                 Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    26             2.  Family  Reunification  (Pre  and  Post  Release)     Not  all  returning  citizens  will  accept  the  support  of  a  Mentor/Navigator,  especially   until  word  begins  to  reach  inside  the  jails  and  on  the  street  about  the  effectiveness   and  credibility,  legitimacy,  and  reliability  of  the  volunteer  team.    However,  many  will   need  family  reunification  assistance.         For  those  men  and  women  who  have  been  assigned  a  Mentor/Navigator,  family   reunification  will  have  been  identified  as  part  of  their  reentry  plan,  and  volunteers   will  have  been  trained  and  certified  in  a  mediation  process  for  assisting  with   reunification  at  pre  and  post  release.         However,  when  there  is  no  Mentor/Navigator,  family  reunification  will  happen  with   the  assistance  of  trained  family  reunification  volunteers.    It  is  important  to  separate   out  how  we  designate  volunteers  to  avoid  burnout  and  preserve  the  nature  of  the   relationships  we  are  trying  to  develop  between  returned  citizens  and  volunteers.     Family  reunification  efforts  being  conducted  by  Mentor/Navigator  is  a  part  of  a   holistic  process  of  reentry  and  is  based  on  the  trust  and  involvement  of  someone   who  can  make  a  long-­‐term  commitment  to  the  family  and  the  returned  citizen.     This  will  help  the  returned  citizen’s  family  become  more  comfortable  with  and  open   to  reunification  because  they  will  know  that  there  is  a  plan  in  place  and  that  the   returned  citizen  will  have  hands-­‐on,  long-­‐term  support  as  he/she  navigates  that   plan.    The  fact  that  Mentor/Navigator  assignments  are  also  gender  specific  adds   another  important  dynamic  to  the  relationship.         However,  when  family  reunification  requires  extensive  mediation,  which  it  often   will,  the  Mentor/Navigator  has  the  option  of  requesting  that  the  supervising  agency   conduct  the  mediation,  or  that  two  other  DPC  trained  Mentor/Navigator  be  assigned   from  the  pool  for  mediation  purposes.         This  is  important  because  DPC  trained  mediators  are  able  to  be  unaligned   throughout  a  mediation  process.         However,  as  a  Mentor/Navigator,  they  are,  by  the  nature  of  their  role,  able  to  be   aligned  as  an  advocate  and  mentor  to  the  returned  citizen  to  whom  they  are   assigned.    By  assigning  separate  mediation  teams,  the  Mentor/Navigator  role  is   preserved  as  we  meet  the  holistic  needs  of  the  family.                   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    27   Ultimately  decisions  on  how  to  assign  teams  for  family  reunification  will  be  the   purview  of  the  supervising  agency  with  the  one  exception  that  a  Mentor/Navigator   cannot  participate  in  family  reunification-­‐based  mediation  when  a  member  of  the   family  is  his/her  mentee.     As  with  other  volunteer  case  management,  notes  and  status  reports  on  the   reunification  process  must  be  copied  and  forwarded  to  the  Field  Operations   Coordinator.  Also,  the  appropriate  confidentiality  agreements  and  indemnification   documents  related  to  mediation  as  a  part  of  family  reunification  efforts  must  be   signed  and  copies  submitted  to  the  Field  Operations  Coordinator.       3.  Housing       Another  critical  Service  Team  is  Housing.  (The  housing  referral  process  will  be   discussed  later  in  this  document.)     Although  the  county  is  currently  in  contract  with  SHELTER  Inc.  to  provide  AB-­‐109   housing  across  the  county,  we  realized  that  housing  in  East  County  had  been   particularly  difficult  for  SHELTER  Inc.  to  cultivate,  so  we  knew  that  we  would  need   to  help  develop  additional  housing  opportunities  as  a  part  of  the  planning  process.     We  have  been  successful  in  identifying  and  securing  commitments  for  over  100   transitional  housing  opportunities  through  partnerships  with  Pastor  Jonathan  Gee,   with  the  Brentwood  New  Life  Dream  Center  (NLDC)  and  Pastor  Israel  Marrone,  of   the  Regnum  Group  in  Antioch.           These  are  exciting  and  unique  opportunities  because  of  the  quality  of  housing,  the   level  of  respect  these  men  both  have  with  officials  in  the  cities  where  they  are   placed,  their  professionalism,  and  the  comprehensive  wrap-­‐around  approach  for   engaging  and  working  with  men  and  women  returning  to  community.       The  Brentwood  Dream  Center  is  a  faith-­‐based  organization  that  has,  for  10  years,   been  serving  Bay  Area  men,  women,  and  their  children  who  find  themselves  without   food,  clothing  or  shelter  due  to  addiction  or  other  challenging  events  in  their  lives.  It   began  when  Pastor  Jonathan  Gee  and  his  wife  opened  their  own  home  to  men  and   women  struggling  with  life  controlling  addictions.  They  then  opened  a  men’s  home,   taking  in  men  from  all  walks  of  life:  family  men,  business  men,  the  streets,  prison   and  more.  Women’s  facilities  soon  followed.     Today  they  have  a  success  rate  of  over  80%  for  those  who  graduate  from  a  rigorous   process  of  counseling,  housing,  skills  training,  and  mentoring  in  a  faith-­‐based   environment.       The  success  of  the  Dream  Center  has  challenged  them  to  grow  and  expand  their   capacity.    For  this  reason,  the  Dream  Center  purchased  the  hotel  pictured  in  the   photo  on  the  next  page  when  the  hotel  went  into  bankruptcy  in  the  city  of   Brentwood,  got  it  financed,  and  are  completing  construction  for  a  projected  April   2014  completion.     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    28         During  the  East  and  Central  County  AB-­‐109  planning  process,  we  convened  a   meeting  at  this  location  with  the  Workforce  Development  Board,  Center  for  Human   Development,  Reach  Fellowship,  Rubicon,  Goodwill,  SHELTER  Inc.,  Los  Medanos   College,  and  Brighter  Beginnings.         There,  we  explored  the  potential  for  a  long-­‐term  residential  site  in  partnership  with   organizations  able  to  provide  critical  employment,  training,  and  education  services.     From  that,  and  subsequent  follow-­‐up  meetings,  the  following  commitments  have   developed:     • The  Dream  Center  will  have  100  beds,  and  although  not  all  will  be  reserved   for  AB-­‐109  returned  citizens  at  least  half  will  be  prioritized  for  AB-­‐109   returned  citizens  referred  by  the  East  and  Central  Network   • Pastor  Gee  is  also  looking  into  acquiring  additional  property  that  will  allow   him  the  ability  to  have  separate  housing  for  men  and  women.       • The  Dream  Center  currently  offers  college  credit  courses  in  culinary  arts.    Los   Medanos  College  and  the  Dream  Center  have  expressed  an  interest  in   working  together  to  explore  additional  options.     • Goodwill  Industries  is  talking  with  the  Dream  Center  about  transitional   employment  for  returned  citizens  housed  there.   • Reach  Fellowship  will  partner  with  the  Dream  Center  on  housing  women   served  by  Reach  Fellowship.   • Brighter  Beginnings  is  interested  in  working  with  the  Dream  Center  on   leadership  training,  and  identifying  AB-­‐109  returned  citizens  housed  there   for  the  Kennedy  project.   • SHELTER  Inc.  has  met  with  Pastor  Gee  on  several  occasions  and  expressed  an   interest  in  leasing  beds  for  AB-­‐109  returned  citizens  at  the  Brentwood  site.     Talks  are  pending  completion  of  construction  at  the  site  in  April     We  have  also  worked  extensively  with  Pastor  Israel  Marrone  of  the  Regnum  Group   and  associated  ministry  leaders.      Antioch  Mayor  Wade  Harper,  City  Councilwoman   Mary  Rocha,  and  CCP/CAB  member  Willie  Moffett  introduced  Bishop  Marrone  to  the   planning  process  in  August  2013.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    29   At  the  end  of  a  tour  of  the  large  Delta  Fair  complex  we  were  excited  about  the   treatment  and  housing  opportunities,  as  well  as  the  fact  that  Brighter  Beginnings   had  already  secured  office  space  there.    Since  then  Reach  Fellowship  has  also  moved   into  the  complex.         Pastor  Marrone  is  willing  to  designate  up  to  50  beds  for  women  returned  citizens   and  25  for  men.    He  is  also  willing  to  work  with  the  Network  to  make  program  and   training  space  available,  and  to  offer  reasonable  rental  opportunities  for  service   providers  interested  in  serving  returned  citizens  through  the  Network.     During  implementation,  the  Field  Operations  Coordinator  and  Network  Manager   would  continue  to  work  with  Pastor  Gee  and  Marrone  in  working  out  the  details  of   their  agreements  as  well  as  to  identify  additional  housing  opportunities.           4.  Employment  and  Education     One  thing  became  very  apparent  during  our  early  research  and  in  discussions  with   the  planning  team.    Not  all  returned  citizens  will  need  employment  assistance  upon   return  to  their  communities,  but  for  those  who  will,  it  needs  to  be  immediate,  and   simultaneously  tracked  with  long-­‐term  future  opportunities  for  success.     The  Employment  and  Education  Team  has  met  regularly  to  discuss  and  design  a   process  for  working  together  that  can  have  broad  impact  in  the  East  and  Central   County  region,  and  this  process  also  has  the  potential  to  inform  and  support  the   employment  efforts  in  West  as  well.       The  team  is  comprised  of  the  County  Workforce  Development  Board,  Los  Medanos   College,  Goodwill  Industries,  Wells  Fargo  Bank,  Prepare  My  Sheep,  Men  and  Women   of  Purpose,  and  Reach  Fellowship.     Recent  discussions  with  Rubicon  Executive  Director  Jane  Fischberg  and  Chief   Program  Officer  Rob  Hope  have  given  us  optimism,  and  reason  to  believe,  that  we   will  be  able  to  align  some  of  Rubicon’s  efforts  in  East  County  with  the  Employment   and  Education  Service  Team.    During  our  discussions,  we  identified  a  niche  within   the  Network  for  Rubicon  in  the  area  of  Returning  Citizens  with  Children  and  will   provide  details  later  in  this  document.       Pre-­‐Release  Employment  and  Education  Activity     It  is  important  that  there  be  consistent  and  on-­‐going  training  for  inmates  related  to   their  employability  after  release,  coupled  with  hands  on  assistance  with   employment  document  accumulation,  fulfilling  selective  service  requirements,   identifying  transitional  employment,  preparing  for  Workforce  Development  Board   One-­‐Stop  services,  and  preparation  for  education  and  small  business  development   opportunities.     As  with  the  highly  acclaimed  Texas  RIO  project,  and  similar  programs  across  the   country,  The  National  Institute  of  Justice  states:     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    30   “If  inmates  can  find  a  decent  job  as  soon  as  possible  after  release,  they  are  less  likely   to  return  to  a  life  of  crime  and  prison.”         Project  RIO  and  other  successful  strategies  from  across  the  country  have  informed   our  strong  confidence  in  the  ability  to  build  a  system  that  not  only  prepares  inmates   for  more  successful  job  search  post-­‐release,  but  that  is  able  to  actually  place   returning  citizens  into  jobs  pre-­‐release.         To  achieve  this  level  of  preparation  and  success,  the  following  potential  agreements   and  related  projected  expenses  have  been  negotiated  and  included  in  the   implementation  budget  for  the  East  and  Central  County  regions.       1.    Workforce  Development  Board  and  Los  Medanos  College     Donna  Van  Wert,  Workforce  Development  Board  (WDB)  One-­‐Stops  Administrator,   and  David  Wahl,  Los  Medanos  College  (LMC)  CTE  Workforce  Development  Manager,   have  worked  diligently  through  the  planning  process  to  understand  each  other’s   priorities,  requirements,  overlapping  issues,  and  barriers  to  serving  the  reentry   population.    They  are  also  working  together  to  create  complementary  training   curriculum  for  pre  and  post  release  engagement.     LMC  has  expanded  its  capacity  for  working  with  returned  citizens.  College  leaders   realize  that  the  processes  for  education  planning,  admission  orientations,  math  and   English  placement  tests,  and  assessments  are  complicated  and  require  help  to   navigate.          Although  Mentor/Navigators  will  be  trained  to  assist  returned  citizens   navigate  education  prospects,  LMC  is  considering  bringing  on  a  Community   Education  Partnership  Liaison  to  work  directly  with  the  Network.    This  person  will   also  assist  with  WIA  eligibility.         David  Wahl  will  be  reaching  out  to  his  counter-­‐part  at  Diablo  Valley  College  (DVC)  to   assist  with  replication  of  the  practices  that  are  being  developed  at  Los  Medanos.         There  is  also  an  expectation  that  Network  management  will  ensure  that  alignment   between  LMC  and  the  WDB  One  Stops  in  East  are  mirrored  between  DVC  and  the   WDB  One  Stop  in  Central.     The  Workforce  Development  Board  (WDB)  offers  Universal  assistance  for  returned   citizens  who  are  self-­‐sufficient  and  job-­‐ready.    For  these  clients  they  primarily  offer   the  use  of  computer  and  helpful  workshops  and  there  is  no  pre-­‐screening  required.   The  Employment/Education  Assessment  and  Prep  Team  will  assess  self-­‐sufficiency   for  Universal  services  at  pre-­‐release  so  that  the  appropriate  referral  can  be  made.     Returned  citizens  assessed  to  be  in  need  of  Intensive  services  can  potentially  qualify   for  money  for  training  but  must  have  all  their  work  eligibility  documents.         Returned  citizens  will  work  with  the  Employment/Education  Assessment  and  Prep   Team  pre-­‐release  to  ensure  that  they  have  a  drivers  license,  social  security  card,  I-­‐9   Visa,  and  other  employment  documents,  as  well  as  confirmation  of  selective  service   registration,  or  waiver.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    31   These  documents  will  be  copied,  converted  into  a  PDF,  and  a  copy  forwarded  to  the   Field  Operations  Coordinator  who  covers  the  region  where  the  returned  citizen  will   reside.         Returned  citizens  enrolled  in  the  WDB’s  Intensive  program  will  be  eligible  for   assistance  with  putting  together  a  resume,  computer  training  workshops,  truck   driver  training,  assistance  with  getting  a  drivers  license,  employment  related   transportation,  and  books  for  school.    Direct  funding  for  school  is  also  available,  but   the  WDB  will  ask  that  participants  first  apply  for  PELL  grants.  To  receive  a  PELL   grant,  a  returned  citizen  must  have  at  least  a  GED.  If  they  do  not,  they  may  apply  for   WIA  funds.     Contra  Costa  County  Adult  Education  is  a  WDB  partner  and  can  assist  with  both  pre-­‐ release  and  post-­‐release  GED  attainment.  It  will  be  the  role  of  the   Employment/Education  Assessment  and  Prep  Team  to  get  as  much  of  this  done  pre-­‐ release  as  is  possible.     As  key  components  of  the  MOUs  to  be  drafted  for  the  Employment  and  Education   Team  members,  the  WDB  and  LMC  will  be  asked  to  act  as  Trainer  of  Trainers,  that  is,   to  provide  training  to  designated  Employment  and  Education  point  persons  with   Men  and  Women  of  Purpose,  Reach  Fellowship  and  Brighter  Beginnings  and  other   organizations  who  will  in  turn  provide  training  to  staff  and  volunteers  within  those   organizations.         Point  persons  from  these  organizations  will  participate  in  an  extensive  and  ongoing   series  of  pre-­‐release  workshops  in  employment  and  education  preparation  basics,  in   addition  to  pre-­‐and  post-­‐release  specialty  workshops  and  training  that  will  be   discussed  later  in  this  section.           2.    Goodwill  Industries     Goodwill  Industries  will  continue  to  provide  transitional  employment  to  returned   citizens  in  the  Central  County  region,  and  although  not  currently  in  contract  to  do  so,   has  agreed  to  provide  needed  transitional  employment  to  those  returning  to  the   East  County  region  as  well.    In  order  to  accomplish  this,  they  will  be  designating  a   point  person  from  within  their  organization  who  will,  along  with  the  Central  county   point  person,  work  with  the  Employment  and  Education  Team  to  schedule  pre-­‐ release  transitional  employment  interviews  and  placements.         While  returned  citizens  are  employed  with  transitional  employers,  they  will  also  be   able  to  access  other  training  opportunities  they  were  informed  about  by  members  of   the  pre-­‐release  Education  and  Employment  Team.         For  example,  while  working  in  a  transitional  job  set  up  through  Goodwill  Industries,   returned  citizens  will  be  able  to  enroll  in  the  WDB  Intensive  post-­‐release  training   and  long-­‐term  employment  assistance  classes  because  Goodwill  will  have   negotiated  this  arrangement  with  employers  ahead  of  time.         Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    32   The  WDB  and  Goodwill  are  talking  about  ways  to  stipend  returned  citizens  on  days   they  must  be  off  work  to  attend  classes,  WDB  meetings,  trainings,  and  interviews.       They  are  also  discussing  ways  to  utilize  OJT  (off  the  job  training)  practices  to   subsidize  employee  salaries  up  to  50%  if  the  employer  will  guarantee  a  permanent   job  at  the  end  of  the  transitional  assignment.     Because  Mentor/Navigators  will  be  trained  in  the  pre-­‐and  post-­‐release  employment   and  education  opportunities  and  assigned  to  returned  citizens  at  pre-­‐sentencing,   pre-­‐release,  and  post-­‐release,  they  will  be  able  to  assist  returned  citizens  with   navigating  these  opportunities  in  the  context  of  a  comprehensive,  individualized   post-­‐release  strategy.     Men  and  Women  of  Purpose  and  Reach  Fellowship  have  agreed  to  undergo   extensive  training  from  the  Workforce  Development  Board,  Los  Medanos  College,   Goodwill  Industries,  Arturo  Castillo  of  the  County  Homeless  program,  and  Network   Management  in  order  to  act  as  point  persons  for  the  preparation  of  returning   citizens  entering  into  employment,  education,  and/or  housing.     Earlier  we  discussed  the  importance  of  employment  documents  and  other   requirements  being  in  place  when  returning  citizens  are  released.    It  is  also  critical   that  returning  citizens  have  a  comprehensive  overview  of  the  entire  Networked   System  of  Services  for  East  and  Central  County,  and  what  it  means  for  them   individually  and  collectively.    This  information  needs  to  be  repeated  and  updated   regularly  and  often  so  that  the  word  gets  out  to  those  who  are  still  incarcerated  as   well  as  to  their  friends  and  families  already  on  the  streets.         To  this  end,  in  addition  to  receiving  in-­‐depth  training,  Men  and  Women  of  Purpose   and  Reach  Fellowship  have  agreed  to  designate  a  liaison  from  within  their   organizations  to  act  as  lead  information  specialist  to  all  county  jail  facilities.       Also,  they  have  agreed  that  at  a  minimum  the  liaison  will  be  required  to:     • attend  comprehensive  training  on  the  operation  of    the  Network  and  all  of  its   opportunities,  partnerships,  and  providers   • be  trained  in  Community  College  and  Workforce  Development  Board  requirements   and  opportunities   • attend  training  of  trainers  with  the  Employment/Education  Prep  Team   • attend  Field  Operations  Coordinator  meetings  when  necessary   • attend  all  Network  Manger’s  team  meetings   • lead  comprehensive  forums  within  all  county  facilities  no  less  than  once  a  month  on   all  opportunities  available  through  the  Networked  System  of  Services  and  about  the   necessity  of  having  the  right  documents  gathered  pre-­‐release   • identify  men  and  women  who  do  not  have  the  documents  needed  for  employment,   education  or  housing,  and  work  with  Mentor/Navigators  and  returning  citizens  to   get  the  documents  in  place   • copy  documents  once  collected,  transfer  them  to  PDF  form,  and  deliver  them  to  the   Field  Operations  Coordinator  in  the  region  where  the  man  or  woman  will  return   • distribute  “Interest”  forms  to  all  participants  at  every  forum.    Collect  at  the  end  of   each  forum  and  deliver  to  the  Field  Operations  Coordinator  who  will  coordinate   engagement  with  the  appropriate  network  team  contact;  (forms  will  be  developed   by  the  Network  Manager)   • attend  all  capacity  building  training  deemed  necessary  by  the  Network  Manager   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    33   5.  Leadership  and  Entrepreneurialism     1.  Brighter  Beginnings  and  John  F.  Kennedy  University     Brighter  Beginnings  has  demonstrated  an  enthusiasm  and  capacity  for  working   hand-­‐in-­‐hand  within  the  Networked  System  of  Services  for  the  East  and  Central   regions  of  the  county  to  build  a  “safety  net  and  a  career  ladder”  that  will  reduce   recidivism  and  help  returned  citizens  to  “move  forward  and  up  towards  self-­‐ actualizing  their  preferred  futures.”     To  that  end,  Brighter  Beginnings  has  developed  a  comprehensive  Re-­‐Entry  Academy   for  Leaders:  REAL.    REAL  was  developed  by  Program  Director  Clyde  Wayne   specifically  for  the  purpose  of  supporting  returned  citizens  in  Contra  Costa  County.     Clyde  is  a  seasoned  social  services  professional,  counselor,  and  teacher.     His  experience  spans  the  areas  of  social  service,  case  management,  mental  health,   crisis  intervention,  research,  management,  coaching,  and  family  therapy.    As  well,   Clyde  has  a  Master’s  in  Counseling  Psychology  and  a  Professional  Certificate  in  Adult   and  Continuing  Education  and  Teaching.     During  discussions  with  Brighter  Beginnings  about  their  ongoing  role  with  the   Network,  it  became  apparent  that  there  were  opportunities  and  benefits  to  working   with  Brighter  Beginnings  that  had  not  been  fully  explored.         As  we  began  to  understand  better,  the  comprehensive  nature  of  the  REAL   curriculum,  we  brainstormed  about  expanded  leadership  opportunities  for  returned   citizens  as  entrepreneurial  community  leaders  with  the  ability  to  mentor  and  hire   other  returned  citizens.  In  this  way,  we  could  not  only  advance  the  lives  and   opportunities  of  returned  citizens  now,  but  also  create  future  pipelines  to   employment  and  life  changing  opportunities  for  other  returned  citizens.     With  this  in  mind,  we  enthusiastically  reached  out  to  John  F.  Kennedy  University’s   Institute  of  Entrepreneurial  Leadership  (IEL)  and  set  up  a  joint  meeting  between   them  and  the  Brighter  Beginning’s  team.    Unbeknownst  to  us  before  that  meeting,   the  University  had  been  exploring  ways  to  work  with  returned  citizens.         In  the  past  the  University  has  had  success  working  with  difficult  to  employ   populations,  some  which  have  had  criminal  backgrounds  or  lacked  education.    They   have  been  able  to  help  launch  businesses  from  among  this  population  in  Contra   Costa,  and  those  businesses  are  now  in  operation  and  hiring  locals.     Brighter  Beginnings  and  JFKU  have  agreed  to  work  together  to  bring  exciting   opportunities  to  returned  citizens  who  through  the  REAL  training  program  decide   that  entrepreneurial  leadership  is  something  they  want  to  pursue.         With  the  inclusion  of  the  REAL  Leadership  training  and  the  Kennedy  program,  the   pre-­‐release  and  post-­‐release  options  for  returned  citizens  is  greatly  enhanced  -­‐  a   huge  bonus  for  the  county  because  we  can  grow  our  own  future  employment   opportunities  for  returned  citizens  with  business  owners  who  will  understand  their   transition  needs.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    34   In  documents  about  the  program,  JFKU  officials  state  that  they  provide  a  full  range   of  training,  education,  consulting,  advising,  mentoring,  pathways  to  resources  and   capital,  and  networking  opportunities  that  support  the  new  and  emerging   entrepreneur.     The  IEL  program  is  centered  in  JFK  University’s  College  of  Undergraduate  Studies   and  serves  as  a  primary  educational  partner  for  the  entire  university  community   with  many  local  public,  private,  and  nonprofit  communities.  IEL  works  with   businesses,  investors,  policy  makers,  foundations,  academic,  and  student-­‐ entrepreneurs  to  design,  develop,  and  grow  new  and  emerging  ventures  that  are   focused  on  creating  local  job  opportunities  and  sustainable  enterprises  to  meet  local   needs  across  a  variety  of  major  and  niche  industries  and  sectors.”     Further,  they  provide  knowledge,  capital,  and  access  to  local  communities  through  a   diverse  set  of  experiential  education,  workforce  training,  and  partnership   initiatives;  enhance  opportunities  and  potential  for  promising  Bay  Area   entrepreneurs  to  create  new  jobs  and  to  position  themselves  for  greater  success;  re-­‐ skill  industry  for  the  increasing  Green  Economy  labor  demands  through  real-­‐time   workforce  training  and  learning  labs;  and  allow  Contra  Costa  and  surrounding   counties  to  “Grow  our  Own”  entrepreneurs  and  industry  workforce  by  providing  a   coordinated,  interdisciplinary  portfolio  of  resources  and  tools.     Kennedy  and  Brighter  Beginnings  are  actively  meeting  and  planning  so  that  they   may  begin  pre-­‐release  engagement  as  a  member  of  the  Employment/Education   Network  Team  as  soon  as  possible.       2.  Prepare  My  Sheep     Prepare  My  Sheep  is  a  faith  based  initiative  started  by  Rudy  Hernandez,  owner  of   Dent  Police,  a  successful  auto  body  business  based  in  Contra  Costa  County.      The   Prepare  My  Sheep  mission  is:    “To  give  men  and  women  the  same  opportunities  that   were  given  to  us.    We  want  to  bless  the  men  and  women  with  what  we  have  been   blessed  with….  a  positive  enlightening  way  of  life.”           Their  Vision  is:  “To  build  men  and  women  up  to  be  entrepreneurs  in  their  own  life   so  they  can  become  either  proud  business  owners  for  themselves,  or  to  have  a  job   they  can  be  proud  of,  building  them  up  to  have  a  better  income  so  that  they  can   become  a  better  provider  to  their  family.”       Founder  Rudy  Hernandez  and  his  business  partners  understand  the  needs  of   returned  citizens,  and  he  has  now  been  a  successful  business  owner  for  11  years.       His  business  partner  Eddie  Ibarra,  has  been  an  Automotive  Technician  for  the  past   20  years  and  is  the  owner  of  Fast  Eddie’s  Auto  Services.    Prepare  My  Sheep  currently   has  two  training  locations:  one  in  Antioch,  and  one  in  Richmond.     Prepare  My  Sheep  has  agreed  to  provide  post-­‐release  training  and  employment  for   returned  citizens  identified  by  the  pre-­‐release  team  as  interested  in  working,  or   starting  a  business  in,  the  auto  mechanics,  oil  and  lube,  or  auto  body  work  trades.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    35   Prepare  My  Sheep  will  train,  certify,  and  assist  with  the  employment  placement  of   men  and  women  who  successfully  complete  their  training.    They  will  either  employ   men  and  women  with  their  own  companies,  or  with  one  of  their  many  affiliate   partners.    They  will  work  with  Brighter  Beginnings  and  the  Kennedy  initiative  to   assist  those  men  and  women  who  successfully  complete  training  and  desire  to  have   their  own  business.    This  is  yet  another  viable  and  impactful  opportunity  for   returned  citizens  in  the  context  of  a  broad  networked  system  of  services.       6.  Women’s  Services     Post-­‐Release  Gender  Specific  Services  for  Women     Experts  recognize  that  post-­‐release  gender  specific  services  are  important.    Yet,   although  there  are  programs  designed  to  meet  the  needs  of  women  throughout  the   county,  there  is  not  a  singularly  focused  broad-­‐based  county  effort  to  identify  and   accommodate  the  subtleties  associated  with  the  needs  of  female  returned  citizens   and  the  differences  between  the  family  reunification  process  for  men  and  women.     In  fact,  Tamisha  Walker,  Contra  Costa  Project  Safe  Return  said  that  “other  than   REACH  Fellowship,  there  are  no  post-­‐release  reentry  services  specifically  for   women,”  and  a  representative  from  Contra  Costa  County  Mental  Health  remarked   that  “though  there  are  a  number  of  women’s  alcohol  and  drug  programs,  there  are   no  women’s  re-­‐entry  focused  services  in  the  county  other  than  REACH  Fellowship.”     Yet,  Edward  J.  Latessa,  PhD,  School  of  Criminal  Justice,  University  of  Cincinnati   remarked  at  a  presentation  to  the  Contra  Costa  County  CCP  that  “when  developing   co-­‐ed  programs,  the  interventions  for  men  and  women  should  be  separate.”     In  our  early  fact-­‐finding  meetings  we  were  encouraged  to  reach  out  to  Edwina   Santiago  of  REACH  Fellowship.    After  meeting  with  Edwina  and  eventually  touring   her  Richmond  facility  and  program,  we  realized  that  Edwina  had  a  passion  and   commitment  to  the  female  returned  citizen  population  that  is  impactful  and   effective.        Therefore,  after  many  explorative  meetings  and  discussions  with  Edwina   individually,  and  with  other  Network  partners,  we  broached  the  idea  of  her  leading   an  effort  to  build  the  female  specific  service  subset  for  the  Network  in  East  and   Central  County.    She  enthusiastically  agreed  and  we  began  the  process  of  matching   her  with  Network  partners  that  could  help  her  with  the  housing  needs  of  women   returning  to  the  area,  and  office  space  for  her  team.         Both  Pastor  Marrone  and  Pastor  Gee  have  offered  to  help  her  with  housing  and   Pastor  Marrone  has  provided  rental  office  space  in  the  same  complex  where   Brighter  Beginnings  is  located.     Barbara  Bloom,  Professor  at  Sonoma  State  University  said  last  year  at  a  forum  on  re-­‐ entry  in  Oakland,  “gender  specific  services  should  include  child  care  to   accommodate  women  with  children.”    This  is  an  area  that  will  need  to  be  developed   as  Edwina  grows  and  develops  service  options  in  East  and  Central  county  with  the   assistance  of  the  Network  Manager  and  Field  Operations  Coordinators.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    36   7.  Services  for  Returned  Citizens  with  Children     Currently,  under  a  PAPPAS  Grant,  Rubicon,  in  partnership  with  Centerforce,  serves   clients  who  have  children.  Centerforce  is  a  California-­‐based  nonprofit  organization   that  strives  to  improve  the  lives  and  strengthen  the  families  of  returned  citizens.     Through  this  partnership,  Rubicon  is  able  to  offer  returned  citizens  four  weeks  of   parenting  specific  training,  two  weeks  of  job  readiness  coaching,  and  training  in  a   host  of  other  areas,  such  as  anger  management  workshops,  domestic  violence   programs  with  STAND,  career  coaching,  and  legal  services,  critical  to  removing   barriers  to  employment  and  increasing  successful  family  reunification  and  stability   when  children  are  in  the  home.       These  areas  include:  child  support  payment  negotiation  assistance  while  the   returned  citizen  is  looking  for  work;  assistance  with  record  expungement  that   provides  the  returned  citizen  with  a  broader  range  of  life  changing  choices  and   helps  eliminate  the  embarrassment  and  anger  that  often  accompanies  the  stigma   attached  to  having  a  record;  assistance  with  getting  a  drivers  license,  facilitating   greater  opportunities  to  participate  in  caring  for  children  and  more  employment   options;  and  financial  literacy  assistance  including  debt,  savings  and  understanding   the  credit  score.             Field  Operations       Working  our  way  up  from  the  ground  floor  Collaboration  Network,  the  next  level  in   the  No  Wrong  Door  Networked  System  of  Services  is  Field  Operations.     Field  Operations  is  made  up  of  Field  Mobility,  Triage  Coordination,  and   Communications.         Field  Mobility     The  topic  of  field  mobility  arose  for  a  number  of  reasons.    First  there  was  the  issue   of  managing  services  and  collaboration  over  two  thirds  of  the  county’s  geography,   and  the  next  was  keeping  in  contact  with  returned  citizens  coming  back  to  such  a   large  geographic  area.       In  conversations  with  Probation  Department  management,  we  realized  that  we  had   some  opportunity  to  re-­‐think  issues  such  as  Probation  visits  and  meetings  with   clients,  service  provider  oversight  and  quality  control,  and  redefining  the   relationship  between  returned  citizens  and  law  enforcement.     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    37   We  also  realized  that  management  of  ground  activity  including  the  recruitment  of   volunteers  and  training  and  community  engagement  activities  would  be  more   effective  if  localized.         Therefore  we  met  with  the  four  Police  Chiefs  who  represent  the  areas  where  the   majority  of  returned  citizens  will  reside  (Antioch,  Pittsburg/Bay  Point,  Concord,  and   Martinez)  and  discussed  the  possibility  of  working  with  them  to  house  a  cost-­‐ effective  field  operations  management  and  coordination  system.         The  Police  Chiefs  have  been  open  and  willing  to  partner  with  the  County  in  the   building  of  a  Networked  System  of  Services  and  saw  the  logic  of  housing  operations   management  with  them.     Therefore,  the  Pittsburg,  Antioch  and  Concord  Police  Departments,  all  with  AB  109   Officers,  will  house  a  Field  Operations  Coordinator  at  each  of  their  sites.         Further,  they  have  agreed  to  make  space  available  so  that  Probation  Officers  can  be   in  the  field  2  days  out  of  each  week  to  meet  with  probationers  at  NWD  (No  Wrong   Door)  sites  throughout  East  and  Central,  making  reporting  easier  for  returned   citizens  with  transportation  challenges  and  giving  Probation  officers  a  central   location  when  in  the  field.     Other  benefits  of  the  Field  Mobility  plan  is  that  now  there  can  be  convenient  space   for  service  provider  group  meetings  and  training  and  optional  meeting  space  for   Probation  meetings  in  the  field  with  high  risk  returned  citizens  when  necessary.     An  important  added  bonus  related  to  Field  Operation  housed  at  the  Police   Departments  is  that  it  creates  partnership  opportunities  between  law  enforcement,   service  providers,  the  faith  community,  and  returned  citizens.  It  is  an  opportunity  to   begin  to  change  the  narrative.     This  is  important  because  having  law  enforcement  involved  in  the  process  of   helping  returning  citizens  successfully  reenter  is  critical  to  reducing  recidivism.       Experts  in  the  field  of  re-­‐entry  have  confirmed  this,  with  some  of  their  comments   and  perspectives  included  below:     Caneel  Fraser,  Esq.,  Senior  Policy  Analyst,  Urban  Peace  of  the  Advancement  Project   said:  “changing  the  paradigm  between  law  enforcement  and  reentrants  is  a   priority,”  and  “in  Los  Angeles,  the  police  department  has  been  a  real  partner  in   providing  services  to  reentrants.”      Wendy  Still,  San  Francisco  Chief  Probation  Officer,  said:  “community  policing  and   partnership  with  law  enforcement  has  had  an  impact  on  successful  reduction  of  San   Francisco’s  recidivism  rate.”     Adam  Christianson,  Stanislaus  County  Sheriff-­‐Coroner,  said:  “law  enforcement   realizes  we  must  work  together  in  collaboration  to  remove  historic  barriers  to   police  and  community  partnering.”     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    38   Ron  Davis,  East  Palo  Alto  Chief  of  Police,  said:  “the  role  of  the  police  department  has   got  to  change.”    He  noted  that  police  must  be  seen  as  partners  and  must  be  involved   in  and  seen  as  a  part  of  the  solution.  “Doing  so  has  impacted  recidivism  in  East  Palo   Alto  and  we  have  seen  recidivism  reduced  from  70%  to  14%.”     Edward  J.  Latessa,  PhD,  School  of  Criminal  Justice,  University  of  Cincinnati,  said  that   law  enforcement  “trained  in  positive  interaction  and  partnership  with  community-­‐ based  organizations  helps  reduce  recidivism.”     We  find  the  opinions  of  these  experts  compelling  and  are  excited  about  the   possibilities.    We  also  believe  that  having  law  enforcement  involved  with  the   Network  will  increase  confidence  in  communities  where  citizens  continue  to  be   concerned  about  public  safety.       Triage  Coordination         A  key  element  of  Network  Field  Operations  is  the  ability  to  provide  a  triage  between   law  enforcement,  the  Network,  and  the  returning  citizen  as  a  means  to  increase  the   success  of  the  returning  citizen  in  accessing  services,  to  find  possible  alternatives  to   re-­‐incarceration  if  a  returning  citizen  reoffends,  and  to  facilitate  positive   communication  between  local  police  and  returning  citizens.    Triage  will  be   coordinated  from  Field  Operations  under  several  important  sets  of  circumstances:     1.    During  monthly  pre-­‐release  meetings,  designed  to  begin  to  break  down  barriers   between  returning  citizens  and  police.       2.      During  a  routine  stop  or  visit,  when  an  AB  109  returned  citizen  violates  the   terms  of  his/her  probation,  in  lieu  of  arrest,  the  role  of  the  triage  team  is  to  discuss   and  whenever  possible  find  alternatives  to  re-­‐incarceration.  Effective  triage  is   possible  with  the  right  training  and  partnerships.    As  an  example,  during  a  routine   stop,  an  officer  can  check  ARIES,  then  contact  can  be  diverted  to  the  nearest  Field   Operations  Coordinator  for  intervention.     3.    As  part  of  regularly  scheduled,  facilitated,  community  services  orientations  for   returned  citizens  that  did  not  have  the  advantage  of  pre-­‐release  engagement.    Chiefs   may  want  to  attend  these  orientations  and  introduce  themselves.  Orientations  can   be  held  at  multiple  sites  and  can  be  single  or  multiple  topic  sessions.     4.    When  the  Mentor/Navigator,  service  provider,  or  Probation  Officer  feels  that  a   dialogue  related  to  a  reentrant  is  prudent.     Depending  on  what  the  purpose  of  the  convening  is,  the  triage  teams  should  include   at  a  minimum  the  Field  Operations  Coordinator,  a  Probation  Officer,   Mentor/Navigator,  local  AB  109  Officer,  and  when  necessary  a  member  of  the  Public   Defender’s  Office  and  District  Attorney’s  Office.           Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    39   Communications     Specific  roles  and  responsibility  for  communications  is  discussed  in  the   Management  section  of  this  document.       But  for  now,  it  is  important  to  note  that  the  Networked  System  offers  an  opportunity   to  streamline  and  simplify  communications,  pre  and  post  release,  between  referring   agencies,  County  departments,  service  providers,  law  enforcement,  Probation,  and   returned  citizens.     The  Field  Operations  Coordinator,  discussed  later  in  the  plan,  will  be  the  central  and   single  point  of  contact  between  referrals  from  Probation  and  the  pre-­‐and  post   Network  Teams  and  the  post-­‐release  service  providers.         Further,  the  Field  Operations  Coordinator  is  the  point  of  communication  for   Probation  and  Triage  Teams  regarding  field  issues  related  to  returned  citizens,  and   the  single  point  of  contact  for  coordinating  referrals  coming  from  NWD  sites  and   returned  citizens  on  their  own  behalf.         Communications  systems  will  include  cellular  phone,  email,  and  fax  options.    After-­‐ hours  emergency  access  to  Field  Operations  Coordinators  by  Mentor/Navigators  or   AB  109  Officers  is  essential  when  triage  and  other  emergency  situations  arise  that   require  Field  Operations  support.           Management  System       The  Networked  System  of  Service  requires  a  comprehensive  and  cohesive   management  structure.    The  following  is  an  outline  of  the  structure  including  roles   and  responsibilities  and  where  members  of  the  Management  Team  are  housed.         The  management  structure  consists  of  Governance,  Network  Management,  Field   Operations,  Administrative/Operations  Support,  and  Data  Administration.     We  recommend  that  these  roles  be  contracted  for  the  first  full  year  of   implementation  and  that  the  Probation  Chief  and  CCP  make  decisions  to  continue  or   replace  persons  in  these  roles  before  making  them  permanent  positions.       Governance     Governance  of  the  Network  remains  with  the  CCP  and  includes  review  of  quarterly   reports  and  outcomes  data  submitted  by  the  Network  Manager;  annual   comprehensive  review  of  implementation,  recidivism  data,  and  employment  data;   and  review  of  triage  and  field  operations.           Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    40   Network  Manager     Comprehensive  management  and  oversight  of  the  Network  will  rest  with  a  Network   Manager,  who  will  report  to  and  be  evaluated  by  the  Chief  Probation  Officer.    The   Chief  Probation  Officer  will  determine  whether  or  not  the  Network  Manager  will   continue  after  the  first  full  year  of  implementation  and  if  the  Network  Manager  will   continue  to  be  a  contractor  or  a  Probation  Department  Employee.     The  Network  Manager  will  be  responsible  for:     • Supervising  the  Field  Operations  Coordinators   • Managing  the  Network  partner  memoranda  of  understanding  (MOUs)     • Manage  training,  supplies  and  reserve  budget   • Preparing  progress  reports  for  Chief  Probation  Office  and  CCP  at  intervals  determined   by  the  governance  body   • Working  with  IT  administrator  on  appropriate  data  collection  and  on  measuring   outcomes  for  reporting     • Overseeing  the  planning  and  scheduling  of  Network  Team,  Police,  Mentor/Navigator   and  other  Volunteer,  and  NWD  Site  Trainings   • Work  with  Administrative  support  to  design  Network  marketing  materials     • Management  of  low  and  moderate  risk  AB  109  referral  process  (discussed  later  in  this   document)   • Managing  communications  and  communications  protocol  so  that  it  is  standardized   and  there  is  a  single  line  of  communication  for  Probation  officers  and  others  who  will   be  making  referrals     • Work  with  Probation  to  determine  what  information  is  to  be  shared  with  service   providers  and  set  up  information  coordination  through  Field  Operations  Coordinator   • Work  with  Probation  to  set  standards  related  to  how  long  Probation  carries   responsibility  for  service  referrals  and  coordination   • High-­‐level  triage  management   • Other  duties  as  determined  by  the  Chief  Probation  Officer  that  are  re-­‐entry  specific     Network  Manager  Attributes,  Skills,  and  Experience     • Experience  working  in  a  law  enforcement  agency,  or  in  a  position  where  there  was   exposure  to,  and  understanding  of,  the  dynamics  related  to  law  enforcement   • Experience  working  with  community  organizations,  education  systems,  county   departments,  service  providers,  and  faith  organizations,  or  some  significant   combination  of  these  groups   • Open  to  and  excited  about  an  opportunity  to  innovate   • Comfortable  working  with  a  diverse  population   • Familiar  with  the  needs  of  returning  citizens,  and  has  had  significant  exposure  to  this   population   • Experience  managing  staff  and  systems   • Comfortable  with  both  written  and  oral  communication  and  presentations   • Familiarity  with  and  commitment  to  reentry  best  practice   • Resourceful  and  able  to  access  agencies  and  key  persons  to  support  County  re-­‐entry   efforts     • Known  and  respected  by  key  county  stakeholders   • Team  builder  with  a  dynamic,  inclusive  and  affirming  personality   • High  level  management  experience   § Willingness  to  be  trained  in  all  training  categories  in  order  to  have  broad  and   extensive  view  of  Network  operations  and  opportunities  for  returned  citizens   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    41   Note  on  Felony  Forensics  Case  Management     County  Mental  Health  offers  training  for  Probation  Officers  so  they  are  able  to   identify  when  mental  health  professionals  should  be  involved  with  advising  and   helping  returned  citizens.           High-­‐risk  offenders  are  exclusively  case-­‐managed  by  the  Forensics  Division.         Forensics  Division’s  primary  mission  is  to  utilize  mental  health  care  to  help  high  risk   probationers  not  reoffend  and  to  engage  pro-­‐social  systems  when  mental  health  is   an  issue.       Probation  is  the  only  referring  party  to  Felony  Forensics  case  management.       Therefore,  Felony  Forensics  case  management  is  not  appropriate  for  Field   Operations  management.         Field  Operations  Coordinators     There  will  be  three  Field  Operations  Coordinators,  and  it  has  been  agreed  that  they   will  be  housed  at  the  Antioch,  Pittsburg,  and  Concord  Police  Departments.    This   position  is  key  to  maintaining,  growing,  and  strengthening  the  Network  System.         County  and  Police  Departments  have  expressed  genuine  support  for  Field   Operations  and  have  stated  that  a  Field  Operations  Coordinator  could  be  helpful  in   standardizing  and  strengthening  communication  between  Probation  and  the  field.         Service  Provider  oversight  and  support  is  also  important,  and  mandatory  service   provider  reports  can  be  added  to  the  Network  website  to  assist  Field  Coordinators.     Field  Operations  Coordinators  will  also  be  a  critical  resource  for  helping  Probation   keep  track  of  and  support  probationers.     The  Field  Operations  Coordinator  is  responsible  for:     • Coordination  and  additional  development  of  NWD  locations   • Coordination  of  partner  relationships   • Point  person  for  field  communications  between  Probation  and  the  field.     Communications  between  NWD  sites,  service  providers,  and  Probation  will  be   coordinated  and  managed  by  the  Field  Coordinators  so  that  Probation  and  County   Departments  will  have  single  points  of  contact  at  the  three  Field  Operations  sites  in   Central  and  East  for  referrals  and  other  critical  communications   • NWD  referral  coordination   • Pre-­‐release  employment/education  documentation  and  referral  liaison   • Community  outreach  and  relations   • Triage  engagement  and  support   • Volunteer  recruitment     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    42   The  ideal  Field  Operations  Coordinator  will  be  someone  with  the  following   attributes,  skills  and  experience:     § Management  experience   § Very  organized   § Experience  engaging  and  working  with  the  reentry  population     § Positive  relationships  with  faith  leaders  or  ability  to  develop  them   § Strong  oral  and  written  communication  skills   § Willingness  to  go  the  extra  mile,  and  be  an  emergency  resource  for   Mentor/Navigators  and  to  support  emergency  triage   § Experience  working  with  collaborative  efforts   § Ability  to  make  community  presentations   § Ability  to  do  community  outreach  for  volunteer  recruitment   § Ability  to  manage  communication  to/from  Probation  and  to/from  Network  Manager   § Engaging  and  supportive  personality         Network  Administrative/Operations  Assistant     Day  to  day  support  for  the  clerical,  operational  and  administrative  demands  of  the   Network  is  critical  to  the  Network’s  success.    The  Administrative/Operations   Assistant  will  support  the  Network  Manager,  and  work  cooperatively  with  the  half-­‐ time  Database  Administrator.     The  Network  Administrative/Operations  Assistant  will  be  responsible  for:     • Providing  clerical  support  for  the  Network  Manager   • Working  with  the  Network  Manager  to  develop  brochures,  web  content,  and  other   marketing  and  outreach  materials  as  needed   • Coordinating  and  overseeing  printing  of  training  materials   • Training  logistics  including  scheduling  of  trainings,  securing  one  of  the  designated   training  rooms,  processing  trainer  agreements  and  payments,  securing  refreshments,   overseeing  room  set-­‐up  etc.   • Scheduling  Network  Meetings  and  preparing  materials   • Developing  and  managing  a  Network  master  calendar  of  pre  and  post-­‐release  activity   • Managing  monthly  pre-­‐release  Triage  Team  jail  visits   • Maintain  Network  Management  file  system  which  will  include  copies  of  triage  files,   employment  docs,  service  provider  MOUs,  service  provider  assessments,  post-­‐release   re-­‐entry  case  plans,  and  other  files  as  systems  are  further  developed   • Respond  to  calls  and  inquiries  related  to  the  Network  System   • Attend  meetings  upon  Network  Manager’s  request     • Other  duties  as  assigned  by  the  Network  Manager         Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    43   The  ideal  Administrative/Operations  Assistant  will  be  someone  with  the   following  attributes,  skills  and  experience:     • Office  Administration  background   • Proficient  in  Microsoft  Office  including  Word,  Excel,  Power  Point  and  Outlook   • Strong  written  and  oral  communication  skills   • Team  player   • Joyful  problem  solver   • Comfortable  in  new  venture  environments   • Strong  customer  service  skills   • Patient   • Willing  to  go  the  extra  mile  to  help  the  Network  accomplish  its  goals   • Comfortable  working  with  returned  citizens   • Strong  attention  to  detail   • Highly  organized   • Ability  to  work  varying  schedules  if  needed  to  assist  with  trainings  or  community   outreach  activity   • Visionary         Database  Administrator     The  half-­‐time  Database  Administrator  will  be  housed  with  the  County  Health   Services  Homeless  Program.  Under  the  guidance  of  the  Homeless  Program  MIS   Administrator,  the  Database  Administrator  is  responsible  for  the  coordination,   implementation,  and  technical  support  of  the  MIS  system  within  the  Networked   System  of  Services  including  the  partnership  with  LINC.     The  Database  Administrator  will  be  responsible  for:     • Manage  the  implementation  and  on-­‐going  operations  of  the  MIS  system  on  behalf  of   the  County.    Act  as  a  single  point  of  contact  between  the  East  and  Central  County   Networked  System  of  Services  Network  Manager  Housed  at  Probation,  LINC,  service   provider  agencies,  and  the  MIS  application  support  teams.   • Provide,  facilitate,  and/or  coordinate  technical  resources  needed  to  support  the   quality,  accessibility  and  function  of  the  system.       • Provide  the  delivery  of  the  necessary  IT  and  application  support  services  required  for   the  setup,  operations,  and  on-­‐going  maintenance  of  the  MIS  system.   • Ensure  the  provision  of  technical  assistance,  data  analysis  and  reporting  as  required   by  the  community  agencies.   • Facilitate  problem  resolution  in  the  event  users  within  the  community  are  having   difficulty  solving  a  problem  with  the  software.   • Under  the  guidance  of  the  Homeless  Program  MIS  Administrator,  facilitate   community-­‐wide  strategic  IT  planning  around  the  MIS  system.    Determine  roll  out   strategy  and  prioritization  among  agencies  within  a  community.    Monitor  progress  of   system  implementation  process.   • Facilitate  technical  assistance  forums  with  agency  administrators  on  MIS  operations   and  policy  development.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    44   • Coordinate  establishment  of  policy  and  procedures  governing  MIS  access,  use  and   data  dissemination;  such  as  standardized  intake  forms,  standardized  client  consent  to   release  forms  and  standardized  user  agreement  forms  with  the  agencies.    Review  and   monitor  adherence  across  agencies  to  ensure  security,  confidentiality  and  quality  of   the  information  within  the  system.   • Analyze  information  within  MIS  system,  monitoring  trends  and  identifying  data  gaps.     Qualifications  and  Experience:     • Bachelor’s  degree  with  minimum  three  years  of  experience  in  information  systems   and  technology  (particularly  in  database  design  and  management).   • Strong  organizational  and  leadership  skills.    Proven  written  and  communication  skills.     Experience  in  IT  strategic  planning  and  managing  complex  projects.   • Strong  information  systems  analyst  skills.    Ability  to  translate  and  reconcile  agency   information  needs,  database  structure  and  application  functional  requirements.   • Strong  technical  aptitude.    Ability  to  troubleshoot  and  resolve  software  and  hardware   problems.    Experience  with  on-­‐line  applications  deployed  through  an  Internet   browser  interface.   • Experience  in  qualitative  and  quantitative  data  analysis.    Knowledge  of  and   experience  with  relational  database  management  systems.   • Experience  working  in  non-­‐profit  or  government  setting  with  significant  information   reporting  requirements         Referral  Process       In  order  for  the  Networked  System  of  Services  to  work,  processes  must  be   streamlined  and  that  may  require  a  shift  in  the  way  we  have  done  things  in  the  past.         Moreover,  even  after  many  meetings  and  discussions  with  critical  stakeholders   representing  key  county  departments,  there  are  issues  that  we  cannot  anticipate.         Therefore,  portions  of  this  process  may  need  to  be  tweaked.    However,  we  believe   that  this  process  reflects  both  best  practice  and  what  we  have  heard  the  planning   team  and  stakeholders  say  would  be  helpful  and  effective.     It  is  also  important  again  here  to  note  that  we  are  clear  that  referrals  related  to  high-­‐ risk  mental  health  forensics  clients  are  outside  the  scope  of  the  Networked  System   and  this  referral  process.  (See  page  41.)       Pre-­‐Sentence  Referrals     As  discussed  earlier,  the  Networked  System  makes  provision  for  returning  citizens   to  be  paired  with  a  Mentor/Navigator  at  pre-­‐sentencing  if  they  so  choose.    The   Mentor/Navigator  will  be  trained  in  all  of  the  pre-­‐and  post  release  opportunities   and  services  offered  through  the  Network.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    45   The  Mentor/Navigator  will  have  an  opportunity  to  talk  with  his/her  mentee  prior  to   sentencing  and  set  up  an  initial  plan  for  pre-­‐release  in-­‐jail  engagement  with  one  or   more  of  the  Network  teams.         The  Mentor/Navigator  will  then  document  those  initial  referrals  and  submit  them  to   the  supervising  agency  for  Mentor/Navigators.    The  supervising  agency  point   person  for  Mentor/Navigator  supervision  will  then  review  the  referral  document  to   make  sure  all  required  information  was  properly  gathered.         The  referral  is  then  forwarded  to  the  Field  Operations  Coordinator  in  the   appropriate  region  to  coordinate  with  the  right  Service  Team(s).    Once  the  referral   is  set  up  with  the  Service  Team,  a  copy  of  the  fully  executed  referral  is  forwarded  to   the  Network  Manager  who  will  follow  the  appropriate  process  for  documenting  the   referral  within  the  Probation  system.     It  should  be  noted  that  the  Network  Manager  would  work  with  Probation  regarding   the  case  management  system  that  is  being  developed,  how  the  system  relates  to  the   database  intended  to  be  housed  at  Behavioral  Health/  Homeless  Division,  and  how   the  system  is  going  to  be  managed.       Pre-­‐Release  Referrals         As  discussed  earlier  there  will  be  Service  Teams  in  the  jails  working  with  returning   citizens  in  a  number  of  different  ways,  and  creating  post-­‐release  opportunities  for   them.    Those  pre-­‐release  referrals  will  now  be  made  directly  to  the  Field  Operations   Coordinator  in  the  region  where  the  returning  citizen  will  reside  upon  release.     Additionally,  Probation  and  other  departmental  referrals  will  also  be  made  directly   to  the  Field  Operations  Coordinator.         The  Field  Operations  Coordinator  will  then  process  the  referral  to  make  sure  that  all   requirements  are  met  for  a  successful  referral.    They  will  then  either  approve  the   referral,  sending  a  copy  to  the  service  provider,  or  contact  the  referring  party,  and   or  the  returning  citizen  in  order  to  obtain  any  necessary  missing  information  or   documents.         Once  the  referral  requirements  are  complete,  then  the  referral  will  be  processed  and   a  copy  sent  to  the  service  provider  and  the  Network  Manager  for  processing  into  the   Probation  system.       In  Jail  Presentation  Sign-­‐ups     When  programs,  both  in  and  outside  of  the  Networked  System,  make  in-­‐jail   presentations  to  returning  citizens,  and  returning  citizens  to  East  or  Central  County   sign  up  for  the  service,  an  engagement  form  must  be  completed  and  forwarded  to   the  Field  Operations  Coordinator  where  the  returning  citizen  will  reside  after   release.  The  Field  Operations  Coordinator  will  process  the  form  and  forward  it  to   the  Network  Manager  for  Probation  processing.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    46   Post-­‐Release  Referrals     One  of  the  most  encouraging  components  of  the  Networked  System  of  Services  is   the  extensive  NWD  outreach  and  information  dissemination  strategy.    Hopefully   this,  coupled  with  positive  messaging  on  the  street  by  returned  citizens,  will  drive   ground  level  referrals.    These  referrals  will  be  forwarded  to  the  Field  Operations   Coordinator  using  a  widely  distributed  standardized  referral  form.         The  Field  Operations  Coordinator  will  then  make  direct  contact  with  the  returned   citizens  and  set  up  appointments  to  meet  with  them  at  a  NWD  location  if  the   returned  citizen  is  reluctant  to  meet  at  the  Field  Coordinator’s  office.         Once  contact  has  been  made,  and  program/service  requirement  are  met,  the  referral   is  forwarded  to  the  provider  with  a  copy  to  the  Network  Manager  for  processing  at   the  Probation  department.       Triage  Referrals     In  situations  where  the  Triage  Team  is  considering  alternatives  to  re-­‐arrest  or  re-­‐ incarceration  of  a  returned  citizen,  a  plan  will  be  developed  and  necessary,   mandatory  referrals  will  likely  be  made.         Under  these  circumstances,  the  Network  Manager  will  directly  process  the  referrals   and  call  a  case  management  meeting  with  the  service  providers  who  will  be   involved  and  the  Probation  officer  and  Police  officer  involved  in  the  case  to  discuss   the  service  plan  and  consequences  of  non-­‐compliance.     It  will  be  important  for  CCP  to  consider  setting  important  countywide  standards   related  to  how  long  Probation  carries  responsibility  for  service  referrals  and   coordination.         Getting  The  Word  Out       Returning  Citizens  will  learn  how  to  access  the  Networked  System  of  Services  for   East  and  Central  through:     • A  guide  to  services  that  provides  all  access  points  and  details  about  Service   Team  options,  will  be  available  pre-­‐release  and  at  all  Service  Provider  sites,   NWD  sites,  Field  Operations  Offices,  other  relevant  County  Departments,   Elected  Officials  Offices  in  the  community,  and  the  Probation  Department   • Web  Page  on  the  County’s  Site   • Facebook  Page   • Community  Forums   • Pre-­‐Release  presentations   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    47   It  will  be  the  responsibility  of  the  Admin/Operations  Assistant  to  work  with  the   Network  Manager  to  develop  the  brochure,  web  page,  and  Facebook  page,  and   disseminate  the  brochures  to  the  distribution  points.  The  Field  Operations   Coordinators  will  be  responsible  for  organizing  the  Community  Forums.     The  Network  Manager  in  partnership  with  Pre-­‐release  Service  Teams  will  conduct   Pre-­‐release  presentations  on  the  overall  system.  In  addition,  the  Mentor/Navigators   and  returned  citizens  will  be  central  to  getting  the  word  out  about  the  Network,   services  and  opportunities  and  increasing  access  to  the  Networked  System  of   Services.     In  addition,  the  Network  will  make  full  use  of  the  Contra  Costa  County  Reentry   Resource  Guide  developed  in  partnership  with  the  Community  Advisory  Board  of   the  Community  Corrections  Partnership  and  the  Contra  Costa  Crisis  Center  (211).       The  Network  will  train  teams  and  volunteers  in  using  the  two-­‐page  guide,  which   highlights  the  programs  and  services  that  target  the  needs  of  returning  citizens,   published  in  English  and  Spanish.       Finally,  it  is  also  important  that  the  Field  Operations  Coordinator,  in  conjunction   with  the  Network  Teams,  provide  and  promote  on-­‐going  messaging  and  community   engagement  through  presentations  to  community  groups  and  service  clubs,  as  was   done  at  the  beginning  of  this  planning  process  by  the  East  and  Central  planning   consultants,  to  reduce  fear-­‐based  thinking,  gain  community  buy  in  and  support  for   reentry  efforts,  and  attract  community  involvement  and  volunteers.         Training,  Training  and  More  Training       We  realize  that  this  plan  calls  upon  just  about  everyone  -­‐  service  providers,  county   agencies,  service  providers,  new  management  team  members,  education   institutions,  law  enforcement,  faith  community  members,  average  citizens,  and   returning  citizens  –  to  rethink  many  things  we’ve  thought  in  the  past  related  to   engaging  returning  citizens  and  helping  them  reintegrate  and  become  successful   members  of  the  communities  to  which  they  return.     Therefore,  training  at  all  levels,  and  around  a  range  of  issues  related  to  gender   specific,  cultural  competence,  LGBT,  and  trauma  informed  re-­‐entry  responsivity  is   going  to  be  critical.     We  learned  a  lot  from  experts  during  the  planning  process  and  have  included  some   of  the  more  notable  comments  and  observations  below:     Edward  J.  Latessa,  PhD,  School  of  Criminal  Justice,  University  of  Cincinnati  said  that   returning  citizens  and  faith-­‐based  groups  “may  have  credibility  in  community  but   the  same  best  practice  and  research  must  be  employed  for  them  to  be  effective.”     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    48   He  adds,  “These  individuals  and  groups  must  be  trained  so  they  are  able  to  make   impact.    Budgets  for  service  provision  must  include  training  for  these  groups.  Law   enforcement,  trained  in  positive  interaction  and  partnership  with  community  based   organizations,  reduces  recidivism.”     Caneel  Fraser,  Esq.,  Senior  Policy  Analyst,  Urban  Peace  of  the  Advancement  Project   said,  “Officer  training  on  how  to  work  with  reentrants  is  very  important.”     Representative  from  Contra  Costa  County  Mental  Health  said,  “Effective  triage  is   possible  with  the  right  training  and  partnerships.”     Adam  Christianson,  Sheriff-­‐Coroner,  Stanislaus  County  said  that  there  should  be   “volunteer  recruitment  and  training  for  volunteers  and  some  of  them  should  be   from  among  reentrants.”     Because  of  other  work  we  have  done  over  the  years,  we  have  been  able  to  prevail   upon  some  outstanding,  nationally  and  internationally  recognized  trainers  in   several  areas  who  are  willing  to  drastically  reduce  their  fees  and  help  us  out  during   the  maiden  year  of  implementation.     We  also  are  very  lucky  to  have  multiple  amazing  trainers  who  were  involved  in  the   planning  process  and  playing  key  rolls  in  the  Network  who  are  willing  to  oversee   and  conduct  critical  areas  of  the  training  needed  for  the  Network  to  be  successful.     Training  is  one  of  the  highest  priorities,  and  there  will  be  multiple  training   opportunities  for  volunteers,  partners,  and  Field  Operations  staff.       Mentor/Navigator  Training       James  Hyde  and  Lesia  Bell  will  train  and  certify  Mentor/Navigators  in  a  40-­‐hour,   internationally  recognized  mentorship  and  conflict  resolution  training,  Dialogue  for   Peaceful  Change  (DPC),  which  includes  scenario  practice  on  working  with  difficult   situations  and  training  on  issues  related  to  gender  specific,  cultural  competence,   LGBT,  and  trauma  informed  re-­‐entry  responsivity,  boundary  setting,  and   communication  strategies.     In  addition,  Mentor/Navigators  should  be  provided  ongoing  professional   development  in  areas  specific  to  the  role,  and  the  supervising  agency  must  be   prepared  and  trained  in  monitoring  the  mentor’s  performance  for  quality  and   continuous  improvement.       Pre-­‐Release  Employment  and  Education  Team     The  Workforce  Development  Board,  Los  Medanos  College,  and  DPC  trainers  will   provide  training  to  members  of  the  Employment/Education  Team.  The  team  will   also  be  cross-­‐trained  on  the  REAL  Leadership  program,  the  Prepare  My  Sheep   program,  Goodwill  Industries,  the  Kennedy  Program,  and  other  opportunities  for   returning  citizens.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    49   Once  trained,  they  will  be  able  to  prepare  returning  citizens  during  pre-­‐release  to   take  advantage  of  all  of  these  powerful  opportunities.  They  will  also  work  with  them   to  gather  all  qualifying  documents,  make  referrals,  transmit  documents  and   referrals  to  the  Field  Operations  Coordinator,  and  set  up  post-­‐release  appointments.     As  an  added  reminder,  in  the  past  5  years  we  have  involved  more  than  300  people  in   Contra  Costa  County  in  DPC  training  and  found  it  to  be  the  most  powerful  team   building  training  we  and  any  of  the  participants  have  ever  experienced.    Having   service  and  volunteer  teams  go  through  this  training  will  result  in  the  added  benefit   of  solidifying  the  Network  team.       On-­‐Ongoing  Pre-­‐Release  Training       We  also  propose  that  in  2014-­‐15,  the  County  continue  to  support  the  Jail  Etiquette   Training  that  is  currently  being  provided  to  pre-­‐release  teams  countywide  by   Angela  Hatter  of  CCCOE  for  all  service  providers  offering  pre  release  services.       Police  Training     Retired  Police  Chief  James  Hyde  and  Colin  Craig  from  Different  Tracks  Global  in   Northern  Ireland  will  conduct  this  training  of  police  officers.    For  many  years,  Colin   has  successfully  trained  police  officers  in  social  justice  community  policing   strategies  during  violent  paramilitary  prison  re-­‐entry  efforts  in  Northern  Ireland   and  Jim  has  trained  law  enforcement  and  military  professionals  throughout  US.       Comprehensive  Network  Training     All  service  providers,  both  pre  and  post  release;  relevant  county  departments;   Network  Teams;  NWD  and  LINC  locations  and  partners;  Management;  and   administration  contractors  must  be  trained  in  great  detail  on  the  entire  Network   process.         We  recommend  that,  as  a  part  of  the  implementation  ramp-­‐up  process,  our   company,  Emerald  HPC  International,  conduct  this  initial  training  and  assist  the   Network  Team  in  developing  its  on-­‐going,  comprehensive  training  plan.               A  Final  Thought  on  the  Importance  of  Training     Each  community  possesses  critical  sources  of  underutilized  and  underappreciated   human  capital.  The  Network  approach  allows  us  to  not  waste  this  great  potential  but   instead  to  engage,  develop,  and  unleash  new  possibilities,  forge  new  relationships,   and  build  real  community.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    50   Assessment       Service  Provider  Assessment       Experts  have  said  much  about  the  issue  of  individual  service  provider  assessment,   and  the  number  of  returning  citizens  they  each  serve.    Much  of  it  is  related  to  service   provider  accountability  and  broad  recidivism  numbers.     However  if  we  are  on  a  mission  to  build  an  effective,  collaboratively  networked   system  of  services  designed  to  reduce  recidivism  and  increase  successful   reintegration  for  returning  citizens,  simply  measuring  the  number  of  referrals  that   are  made  to  service  providers  falls  far  short  of  a  results  -­‐  driven  assessment  process,   which  is  what  is  needed.  Measuring  outcomes  is  better  than  measuring  inputs.       Measuring  Network  Outcomes     Having  an  evaluation  process  that  informs  and  benefits  Network  outcomes  would   mean  establishing  a  set  of  indicators  associated  with  successful  reintegration  and   collecting  data  related  to  components  of  the  Network  that  have  a  direct  impact  on   each  indicator  and  measuring  the  effectiveness  of  that  component.       Measuring  Performance  and  Impact     Therefore,  using  key  indicators  to  measure  impact  and  using  performance  measures   to  assess  organizational  effectiveness  is  a  better  approach.     By  doing  this,  we  would  be  able  to  make  adjustments  to  the  system  while  continuing   to  support  the  collaborative  effort.         Interlocking  responsibilities  of  the  Network  partners  would  have  tangible  impact  on   each  other  so  that  we  would  be  able  to  measure  collective  success  of  recidivism   reduction  while  also  measuring  specific  aspects  of  the  Network  and  how  they   impact  the  quality  of  the  returning  citizen  reintegration  process.     The  importance  of  this  approach  is  that  not  only  would  we  be  assessing  the  impact   of  individual  partners,  but  we  would  also  be  measuring  the  impact  of  the   collaborative  process  so  that  we  can  make  necessary  adjustments  and  scale   particular  components  to  maximize  the  success  of  our  most  strategic  processes.     As  the  County  continues  to  work  with  RDA,  there  will  be  more  clarity  around  what   data  can  be  collected,  what  can  be  assessed,  and  what  our  capacity  is  for  deriving   actual  indicators.    Much  work  still  needs  to  be  done  before  we  are  there.         It  will  be  the  role  of  the  Network  Manager  working  with  the  Network  Database   Administrator  and  CCP  to  determine  the  right  process  after  RDA  has  completed   their  work.       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    51   The  Network  Manager,  working  with  the  Database  Administrator  and  CCP,  will   develop  strategic  indicators  that  may  include  these  and  other  measures  of:      Overall  Network  Outcomes:     • level  and  effectiveness  of  recidivism  reduction   • level  and  success  of  family  reunification   • level  and  effectiveness  of  returned  citizen  reintegration  into  community     Collaboration  Network  Performance  Outcomes:     • responsivity  to  individual  needs  (client  satisfaction)   • level  and  effectiveness  of  data  sharing  across  agencies   • level  and  effectiveness  of  volunteers  and  staff   • level  and  effectiveness  of  service  coordination   • level  and  effectiveness  of  service  referral  to  community-­‐based  support     • level  and  effectiveness  of  collaborative  case  management   • access  to  and  impact  of  transitional  and  permanent  employment,  vocational   training  and  education,  recovery  services,  mental  health  services,  transitional   and  permanent  housing,  transportation,  healthcare,  childcare,  etc.           Appendices  Index   (Separate  Documents)       I.  Implementation  Budget  2013-­‐14  and  Budget  Narrative      (Includes  Initial  2014-­‐15  Recommendations)     II.  MOU  Template     III.  Final  Report  on  Meetings  with  Stakeholders/Planning  Teams     IV.  Sole  Source  Justification           A  Final  Thought  on  the  Plan     Even  though  the  County  decided  to  divide  up  planning  for  service  provision  and   coordination  into  three  regions,  it  is  clear  that  the  reentry  system  of  service   provision  and  coordination  must  be  integrated  and  coherent  across  the  County.       As  we  assist  the  Central  and  East  Network  Management  Team  in  their  launch  of  the   Network,  we  will  strongly  suggest  that  they  continue  to  reach  out  and  work  with  the   backbone  organization  of  the  West  County  Resource  Center  to  align  efforts  as  much   as  possible.   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     AB-­‐109  Networked  System  of  Services     East  and  Central  Contra  Costa  County   Appendix  I.  A.  Implementation  Budget         Categories  and   Budget  Items   2013-­‐14   Amount   Comments  2014-­‐15   Funding   Recs   Management   and  Admin         Network   Manager   $90,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $22,500   Pittsburg  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Concord  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Antioch  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Administrative   Assistant   $50,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $12,500   Database   Administrator   $10,400  .5  FTE  Contracted  April  1  –  June  30,  2014  and   recommended  1  FTE  Contracted  July  1,  2014  –March   30,  2015   $83,200   Field  Operations   Cellular  Costs     $1,200  April  1  –  June  30,  2014:  Cellular  service  for  3  Field   Operations  Coordinators  and  recommended  2014-­‐15   $3,600   Network   Services           Brighter   Beginnings   $43,202  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $123,180   John  F.  Kennedy   University   $14,126  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $52,130   Goodwill   Industries   $45,360  April  1  –  June  30,  2014:  then  based  on  proven   capacity  and  expanded  role  within  network,   recommend  14/15  budget  increase  to  provide   transitional  employment  services  to  East     Goodwill   will   submit  a   budget   Reach   Fellowship   $70,000  April  1,  2014  –  March  30,  2015  and  recommended   2014-­‐15   $107,360   Men  and  Women   of  Purpose   $40,000  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $80,000   Prepare  My   Sheep   $32,654  April  1  –  December  31,  2014  and  recommended   January  1,  2015    -­‐  June  30,  2015   $32,654   Dream  Center  $30,000  April  1  –  June  30,  2014  and  recommended  January  1,   2015    -­‐  June  30,  2015   $85,000   Regnum  Group  $0  April  1  –  June  30,  2014:  Recommend  awarding  one  -­‐ time  grant  to  increase  the  number  of  available  AB-­‐109   housing  units  in  Antioch  for  men  and  women   $174,000   Training  $5,000  1  Training  for  Police:  April  1  –  June  30,  2014  and  4   Trainings  for  Volunteers  recommended  2014-­‐15   $30,000   Emerald  HPC   International     $18,000  April  1  –  June  30,  2014:  Stabilize  transition  to  full   implementation  with  training  of  Network   Management  Team   $0   Reserve  $140,  058  April  1  –  June  30,  2014:  To  be  used  at  the  discretion  of   the  Network  Manager  for  Implementation     Total  $800,000    $858,624       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved       AB-­‐109  Networked  System  of  Services     East  and  Central  Contra  Costa  County   Appendix  I.  B.  Implementation  Budget  Narrative           The following describes the 2013-14 Budget plan for the $800,000 in funds allocated to East and Central for Networked System of Services implementation, with recommendations for 2014-15 where applicable. A. Management $361,600 for 2013-14 The Networked System of Services requires a comprehensive and cohesive management structure. We recommend that these roles be contracted for the first full year of implementation and that the Probation Chief and CCP make decisions to continue or replace persons in these roles before making them permanent positions. 1. Network Manager $90,000 Provides for full time contracted position reporting to Probation, for the period: April 1, 2014 –March 30, 2015. See page 40 of Proposed Plan for job description. * 2014-15 Recommended Funding: $22,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 2. Pittsburg Field Operations Coordinator $70,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 41 of Proposed Plan for job description. * 2014-15 Recommended Funding: $17,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 3. Concord Field Operations Coordinator $70,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 41 of Proposed Plan for job description. * 2014-15 Recommended Funding: $17,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 4. Antioch Field Operations Coordinator $70,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 41 of Proposed Plan for job description. * 2014-15 Recommended Funding: $17,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     5. Administrative Assistant $50,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 42 of Proposed Plan for job description. * 2014-15 Recommended Funding: $12,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 6. Database Administrator $10,400 Provides for 50% time contracted position reporting to Network Manager, for the period: April 1, 2014 – June 30, 2014. See page 43 of Proposed Plan for job description. * 2014-15 Recommended Funding: $83,200 To provide for full time contracted position, for the period: July 1, 2014 –March 30, 2015 7. Field Operations: Cellular Costs $1,200 Provides for cellular service for 3 Field Operations Coordinators, for the period: April 1 – June 30, 2014 * 2014-15 Recommended Funding: $3,600 To provide for cellular service for 3 Field Operations Coordinators, for the period: July 1, 2014 –June 30, 2015 B. Network Services $275,342 for 2013-14 The Networked System of Services requires partnering with multiple sites and service providers in East and Central Contra Costa. We recommend funding for these collaborative partnerships that will provide multiple entry points and varied opportunities for engagement and access for returning citizens. 1. Brighter Beginnings $43,202 Provides for a portion of staff and operating costs related to the Leadership and Entrepreneurialism partnership with JFK University for the period: April 1, 2014 –June 30, 2014. See page 33 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $123,180 To provide for all staff and operating costs related to the Leadership and Entrepreneurialism partnership with JFK University, for the period: July 1, 2014 –June 30, 2015. 2. John F. Kennedy University $14,126 Provides for scholarships for returning citizens and for program co-facilitator and adjunct faculty related to the Leadership and Entrepreneurialism partnership with Brighter Beginnings for the period: April 1, 2014 – June 30, 2014. See page 33 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding $52,130 Provides for scholarships for returning citizens and for program co-facilitator and adjunct faculty related to the Leadership and Entrepreneurialism partnership with JFK University, for the period: July 1, 2014 –June 30, 2015. 3. Mentor Navigator Supervision - RFP Deleted Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     4. Goodwill Industries $45,360 Provides for designated staff time for the development of transitional employment opportunities in East County for the long-term, while providing immediate transitional employment in East County for the period: April 1, 2014 –June 30, 2014. See page 31 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding Goodwill will submit budget for 2014-15 Based on proven capacity and expanded role within Network, recommend 2014-15 funding to provide transitional employment services to East Contra Costa. 5. Reach Fellowship $70,000 Provides for staffing, operations, equipment, training, and administrative support for comprehensive women’s services for East and Central Contra Costa for the period: April 1, 2014 –March 30, 2015. See pages 35 and 32 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $107,360 To provide for remainder of the fiscal year for continued staffing, operations, equipment, training, and administrative support and provide additional full time position to support comprehensive women’s services for East and Central Contra Costa for the period: July 1, 2014 –June 30, 2015. 6. Men and Women of Purpose $40,000 Provides for a redistribution of staff resources to accommodate the organization’s new and expanded role in pre release Education/Employment preparation: April 1, 2014 –June 30, 2014. See page 32 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $80,000 To create an additional position to serve as point person for the Education/Employment Team and to cover additional operating expenses relating to pre and post release activity with the Network Education/Employment Team and with Reach Fellowship for the period: July 1, 2014 –June 30, 2015. 7. Prepare My Sheep $32,654 Provides designated trainers, materials, equipment, and operating expenses for the training, certification, and job placement of two cohorts of 12 returning citizens each: April 1, 2014 –December 31, 2014. See page 34 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $32,654 To provide for remainder of the fiscal year for the training, certification, and job placement of two additional cohorts of 12 returning citizens each for the period: January 1, 2015 –June 30, 2015. 8. Dream Center $30,000 Provides for an initial supervisory staff position to work directly with Goodwill Industries, County Probation, and Brighter Beginnings to identify the first cohort of residents at the Dream Center for the period: April 1, 2014 –June 30, 2014. See page 27 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $85,000 To provide for two additional residential staff members and housing costs for 50 AB109 residents at $500 per resident to cover all housing and food expenses for a minimum of one calendar year. 9. Regnum Group $0 * 2014-15 Recommended Funding: $174,000 Provides for the cost of completing renovation and making available AB-109 housing for 50 men and 25 women for the period: July 1, 2014 –June 30, 2015. See page 28 of Proposed Plan for more information. Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     C. Training $5,000 for 2013-14 Provides for the initial training of AB109 Officers and other officers designated by Police Chiefs on effective strategies for partnering with community and employing restorative justice best practice in the context of the East and Central County Network for the period: April 1, 2014 –June 30, 2014. See pages 48 and 49 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $30,00 Provides a Jail Etiquette Training to pre-release teams countywide by Angela Hatter of CCCOE for all service providers offering pre release services and Three 40-hour Volunteer Trainings with Certification for Mentor/Navigators in addition to periodic content based training related to Network service delivery for the period: July 1, 2014 –June 30, 2015. D. Emerald HPC International $18,000 for 2013-14 Provides for Comprehensive Network Training and Consultation with Network Management, Service Teams, and relevant County departments to stabilize transition to full implementation of the Network for the period: March 1, 2014 –June 30, 2014 See page 49 of Proposed Plan for more information. * 2014-15 Recommended Funding: $0 E. Reserve $140,058 for 2013-14 Provides a reserve pool of funds to be used at the discretion of the Network Manager for unanticipated implementation expenses for the period: April 1, 2014 –June 30, 2014. * 2014-15 Recommended Funding: $0 Attachment A Appendix II. Emerald HPC International, LLC © 2014 • All Rights Reserved East and Central Contra Costa County Networked System of Services Memorandum of Understanding (Draft Only) Contra Costa County Probation Department Representing The Community Corrections Partnership and (Service Partner) This Memorandum of Understanding (MOU) sets forth the terms and understanding between the (service partner) and the (service partner) to (insert activity). Background (Why partnership important) Purpose This MOU will define the specific role ____________will play as an important collaborative partner in a Networked System of Services designed to accomplish the following Mission and Vision for East and Central Contra Costa County AB-109 Returning Citizens: Mission Statement: Providing a “No Wrong Door” service mechanism to help AB-109 Returning Citizens succeed in reintegrating into the communities where they resided before incarceration, consequently leading to a significantly reduced recidivism rate, increased public safety, and healthy family reunification. Vision Statement: That Contra Costa County is widely recognized as having a highly professionalized and sustainable collaborative system of reentry service provision; resulting in an above-average reduction in recidivism, marked increase in public-safety, successful family reunification, and new pathways to living whole, healthy and productive lives for returning citizens. By signing this MOU, ___________________ agrees to be mutually accountability to other Network Partners, through interlocking roles designed to accomplish a single set of mutually agreed upon outcomes related to fulfilling the Mission and realizing the Vision of the Networked System of Services. The above goals will be accomplished by undertaking the following activities: (Here, upon plan approval, the Network Manager will list and describe the activities that have been agreed upon and are outlined in the plan) Attachment A Appendix II. Emerald HPC International, LLC © 2014 • All Rights Reserved Reporting (Per the plan proposal, the Network Manager will evaluate effectiveness and adherence to the agreement and when evaluation will happen. The Network Manager will also, per the plan proposal, report performance and progress to the CCP) Funding This MOU is not a commitment of funds and does not constitute a contract for services. Duration This MOU is at-will and may be modified by mutual consent of authorized officials from the Contra Costa County Probation Department, and the Community Corrections Partnership (CCP), and _________________). This MOU shall become effective upon signature by the authorized officials from the Contra Costa County Probation Department, and the Community Corrections Partnership (CCP), and _________________) and will remain in effect until modified or terminated by any one of the partners by mutual consent. In the absence of mutual agreement by the authorized officials from Contra Costa County Probation Department, and the Community Corrections Partnership (CCP), and _________________) this MOU shall end on April 1, 2015 with an option to renew as is or with mutually agreed upon amendments Contact Information Service Partner name Service Partner representative Position Address Telephone Fax E-mail Service Partner name Service Partner representative Position Address Telephone Fax E-mail _______________________ Date: (Partner signature) (Partner name, organization, position) _______________________ Date: (Partner signature) (Partner name, organization, position) (Note that Phil Kader as Chief Probation Officer and Chair of the CCP, should sign) Attachment A Emerald  HPC  International,  LLC      1   Appendix III. AB109  Re-­‐Entry  Resource  Planning  for  East  and  Central  County   Final Report on One on One, Small Group, and Joint Planning Meetings Completed: June 2013 through January 2014 January 31, 2014 Meetings Completed in January Organization Names if One-on-One or Small Group Grouping Status Supervisor Federal Glover’s Office Federal Glover, Ed Diokno, David Fraser Steering Committee Input on Plan Design Supervisor Candace Anderson’s Office Donna Maxwell Steering Committee Input on Plan Design Supervisor Mary Piepho’s Office Tomi Riley, Karyn Cornell, Lea Castleberry Steering Committee Input on Plan Design Supervisor Karen Mitchoff’s Office Mara Gold Steering Committee Input on Plan Design Contra Costa County Lara DeLaney, Senior Deputy Steering Committee Input on Plan Design Buchanan Road Ctr - Antioch Pastor Israel Marrone, Regnum Group Housing Input on Plan Design New Life Dream Center, Brentwood Pastor Jonathan Gee Service Teams/NWD Input on Plan Design Training and Program Best Practices Jim Hyde, Matt Powers US & CA Initiatives Input on Plan Design Local Integrated Networks of Care (LINC) Pamela Singh Central County Input on Plan Design County Housing Lavonna Martin Housing Input on Plan Design Behavioral Health Homeless Arturo Castillo Housing Input on Plan Design Rubicon Jane Fischberg, Rob Hope, Rhody McCoy Employment Input on Plan Design Men and Women of Purpose Rick Fortenberry, Brian Hancock Pre-Release Education/Employment Input on Plan Design CCISCO Clergy Caucus and Antioch Mayor’s Fellowship Breakfast Rev. Eugene Jackson, Rev. Will McGarvey, Pastor Whitlaw McGee, Pastor Jonathan Gee, Pastor Linda Vogelgesang, Fr. Robert Rien, Fr. Roberto Corral, Rev. Fran Gardner Smith, Pastor Shaun Nepstad, Rev. Craig Dale, Rev. Wilson Network System of Services, Volunteers, NWD Sites Planning Update City of Antioch PD Allan Cantando, Chief Field Operations Input on Plan Design City of Concord PD Guy Swanger, Chief Field Operations Input on Plan Design City of Pittsburg PD Brian Addington, Chief Field Operations Input on Plan Design CC Probation Chief Phil Kader, Melvin Rusell, Todd Billeci, Elvin Baddley Network Management Input on Plan Design CC Public Defender Robin Lipetzky Core Planning Team Input on Plan Design CCCOE Angela Hatter Mentoring Input on Plan Design Prepare My Sheep Rudy and Stacie Hernandez Employment Input on Plan Design The Williams Group Vernon Williams III Network System Input on Plan Design Different Tracks Global Colin Craig DPC Training Input on Plan Design CC Sheriff’s Office Chrystine Zermeño - Robbins Core Planning Team Input on Plan Design CC DA’s Office Steve Bolen Core Planning Team Input on Plan Design County Mental Health David Seidner Operations Team Input on Plan Design Employment and Education Team David Wahl – LMC, Donna Van Wert - WDB Operations Team Input on Plan Design Attachment A Emerald  HPC  International,  LLC      2   Meetings Completed in December Organization Names if One-on-One or Small Group Grouping Status Supervisor Federal Glover’s Office Federal Glover, Ed Diokno, David Fraser Steering Committee Operations Planning Supervisor Candace Anderson’s Office Donna Maxwell Steering Committee Operations Planning Supervisor Mary Piepho’s Office Karyn Cornell, Lea Castleberry Steering Committee Operations Planning Supervisor Karen Mitchoff’s Office Mara Gold, Kristin Connelly Steering Committee Operations Planning Contra Costa County Lara DeLaney, Senior Deputy Steering Committee Operations Planning Independent Living Resources Danielle Roundtree Employment Operations Planning Employment and Training Meeting and Discussion David Wahl, Donna Van Wert, Lynette Nutting, Garry Grady, DeVonn Tjader Employment and Training Operations Planning New Life Dream Center Pastor Jonathan Gee Mentoring and Housing Operations Planning Folsom New Start and Texas Project RIO Meeting and Discussion Ed Johnson, Warren Murphy, Matt Powers, Rick Fortenberry, Antwon Cloird, Bryan Hancock, Israel Marrone, David Murray, Edwina Perez-Santiago, Vernon Williams, David Wall, Devonne Tjader, Rudy Hernandez Mentoring and Employment Operations Planning Concord Integrated Services Pamela Singh Central County Operations Planning Brighter Beginnings Barbara McCullough, Clyde Wayne, and Ignacio Ferry- REAL Training Input on Plan Design SHELTER Inc. Jennifer Baja Housing Operations Planning County Housing Lavonna Martin, County Homeless Housing Operations Planning Behavioral Health Homeless Arturo Castillo – County Homeless Housing Operations Planning Rubicon Rob Hope, Rhody McCoy Employment Operations Planning Men and Women of Purpose Rick Fortenberry Pre and Post Release Mentoring Operations Planning CHD Paul Taylor, Barbara Proctor Mentoring Supervision Operations Planning CCISCO East County Clergy Caucus Rev. Eugene Jackson, Pastor Tuma Johnson, Pastor Felix Golden, Rev. Will McGarvey, Pasto James Jones, Pastor Jonathan Gee, Pastor Christine Liddell East County Planning Update Data RDA, Lara DeLaney Data Operations Planning CCCOE Angela Hatter Mentoring Operations Planning Impact of Returning Citizens on Juveniles Michael Pitts – Former Director of Byron Boys Ranch Family Reunification Input on Plan Design Prepare My Sheep Rudy and Stacie Hernandez Employment Operations Planning CC Public Defender Robin Lipetzky Core Planning Team Input on Plan Design JFKU/Brighter Beginnings Partnership Barbara, Wayne, Ignacio - BB, Diana, Joyce, Marcy - JFK REAL and IEL Input on Plan Design Planning Team Meeting 12/5/13 19 in attendance Operations Team Operations Planning Meeting Planning Team Meeting 12/19/13 60 in attendance Core Planning Team Planning Update Attachment A Emerald  HPC  International,  LLC      3   Meetings Completed in November Organization Names if One-on-One or Small Group Grouping Status Planning Team Meeting 11/7/13 25 in attendance Operations Team Planning Meeting Supervisor Federal Glover’s Office Federal Glover, Ed Diokno, David Fraser Steering Committee Operations Planning Meeting Supervisor Candace Anderson’s Office Donna Maxwell Steering Committee Operations Planning Meeting Supervisor Mary Piepho’s Office Karyn Cornell Steering Committee Operations Planning Meeting Contra Costa County Lara DeLaney, Interim Senior Deputy Steering Committee Operations Planning Meeting Antioch Probation Elvin Baddley Core Planning Team Operations Planning Meeting Antioch Probation Melvin Russell Core Planning Team Operations Planning Meeting City of Antioch PD Allan Cantando, Chief Core Planning Team Operations Planning Meeting City of Antioch PD Gary Lowther, AB 109 Officer Core Planning Team Operations Planning Meeting City of Pittsburg PD Tom Kessler, AB 109 Officer Core Planning Team Operations Planning Meeting CC Sheriff’s Office Chrystine Zermeño - Robbins, AB109 Admin Analyst Core Planning Team Operations Planning Meeting CC DA’s Office Steve Bolen Core Planning Team Operations Planning Meeting County Behavioral Health Homeless Arturo Castillo Core Planning Team Operations Planning Meeting CCC Zero Tolerance for Domestic Violence Devorah Levine Core Planning Team Operations Planning Meeting Los Medanos College David Wahl Core Planning Team Operations Planning Meeting CC Workforce Development Board Donna Van Wert Core Planning Team Operations Planning Meeting The Williams Group Vernon Williams Core Planning Team Operations Planning Meeting CCISCO East County Clergy Caucus Rev. Eugene Jackson, Pastor Tuma Johnson, Pastor Felix Golden, Rev. Pamela Abbey, Pastor Paul Taylor, Mohammad Chaudry, Pastor Linda Vogelgesang, Pastor Mario Howell, Rev. Will McGarvey Broad Stakeholders Operations Planning Update and Feedback Former Juvenile Probation Officer Michael Pitt Broad Stakeholders Operations Planning Meeting Business Owner, Entrepreneur, Trainer Rudy Hernandez Broad Stakeholders Operations Planning Meeting Goodwill Industries Garry Grady, DeVonn Tjader Core Planning Team Operations Planning Meeting New Life Dream Center - Brentwood Pastor Jonathan Gee Core Planning Team Operations Planning Meeting Buchanan Road Ctr - Antioch Pastor Israel Marrone Core Planning Team Operations Planning Meeting Attachment A Emerald  HPC  International,  LLC      4   Meetings Completed in October Organization Names if One-on-One/Small Group Grouping Status New Life Dream Center - Brentwood Pastor Jonathan Gee Core Planning Team Review and Provide Input on Conceptual Framework Center for Human Development Paul Taylor, Pastor Antioch Christian Center Core Planning Team Review and Provide Input on Conceptual Framework Supervisor Federal Glover’s Office Federal Glover, Ed Diokno, David Fraser Steering Committee Review and Provide Input on Conceptual Framework Intentional Integration Team Pamela Singh Core Planning Team Review and Provide Input on Conceptual Framework Reach Fellowship Edwina Perez-Santiago Core Planning Team Review and Provide Input on Conceptual Framework Antioch Probation Elvin Baddley Core Planning Team Review and Provide Input on Conceptual Framework County Mental Health David Seidner Core Planning Team Review and Provide Input on Conceptual Framework Reentry and Reintegration Forum Chrisfino Kenyatta Leal, returning citizen Community Input on roles of police & returning citizens, mentors Supervisor Karen Mitchoff’s Office Karen Mitchoff, Mara Gold Steering Committee Review and Provide Input on Conceptual Framework East County African Am Health Nav. Anthony Benjamin Core Planning Team Review and Provide Input on Conceptual Framework Folsom re-entry best practices Jim Hyde, Matt Powers, Ed Johnson, Warren Murphy, Jim and Peggy Davis Community Review and Provide Input on Conceptual Framework County Probation Paula Hernandez, Chief Deputy Broad Stakeholders Review and Provide Input on Conceptual Framework CCISCO East County Clergy Caucus Rev. Eugene Jackson Broad Stakeholders Review and Provide Input on Conceptual Framework Planning Team Meeting 10/17/13 45 in attendance Core planning Team Input on Conceptual Framework in Small Groups Attachment A Emerald  HPC  International,  LLC      5   Meetings Completed in September Organization Names if One-on-One/Small Group Grouping Status Planning Team Meeting 9/5/13 38 in attendance Core planning Team Share Conceptual Framework Planning Team Meeting 9/19/13 45 in attendance Core planning Team In-depth Discussion of Conceptual Framework City of Concord PD Guy Swanger, Chief Core Planning Team Review and Provide Input on Conceptual Framework City of Pittsburg PD Brian Addington, Chief Core Planning Team Review and Provide Input on Conceptual Framework City of Antioch PD Allan Cantando, Chief Core Planning Team Review and Provide Input on Conceptual Framework City of Brentwood PD Mark Everson, Chief Core Planning Team Review and Provide Input on Conceptual Framework City of Martinez, PD Gary D. Peterson, Chief Core Planning Team Review and Provide Input on Conceptual Framework CC Sheriff’s Office Chrystine Zermeño, AB109 Admin Analyst Core Planning Team Review and Provide Input on Conceptual Framework Contra Costa County Lara DeLaney, Interim Senior Deputy Steering Committee Review and Provide Input on Conceptual Framework County Probation Jesse Warner, Reentry Coordinator Steering Committee Review and Provide Input on Conceptual Framework New Life Dream Center - Brentwood Pastor Jonathan Gee Core Planning Team Review and Provide Input on Conceptual Framework Center for Human Development Paul Taylor, Pastor Core Planning Team Review and Provide Input on Conceptual Framework Supervisor Federal Glover’s Office Federal Glover, Ed Diokno, David Fraser Steering Committee Review and Provide Input on Conceptual Framework Supervisor Mary Piepho’s Office Mary Piepho Steering Committee Review and Provide Input on Conceptual Framework Goodwill Industries Garry Grady, DeVonn Tjader Core Planning Team Review and Provide Input on Conceptual Framework Anka Karen Wise, Shayne Kaleo, Adeel Ahmad Core Planning Team Review and Provide Input on Conceptual Framework Intentional Integration Team Pamela Singh Core Planning Team Review and Provide Input on Conceptual Framework Reach Fellowship Edwina Perez-Santiago Core Planning Team Review and Provide Input on Conceptual Framework Los Medanos College David Wahl Core Planning Team Review and Provide Input on Conceptual Framework Rubicon Industries Jennifer Costa Core Planning Team Review and Provide Input on Conceptual Framework Shelter Inc. Jennifer Baha Core Planning Team Review and Provide Input on Conceptual Framework Brighter Beginnings Barbara McCullough Core Planning Team Review and Provide Input on Conceptual Framework CC Workforce Development Board Donna Van Wert Core Planning Team Review and Provide Input on Conceptual Framework CC Probation Chief Phil Kader, Melvin Russell, Todd Billeci Core Planning Team Review and Provide Input on Conceptual Framework Antioch Probation Elvin Baddley Core Planning Team Review and Provide Input on Conceptual Framework CC Public Defender Robin Lipetzky Core Planning Team Review and Provide Input on Conceptual Framework CC DA’s Office Tom Kensok Core Planning Team Review and Provide Input on Conceptual Framework CC DA’s Office Steve Bolen Core Planning Team Review and Provide Input on Conceptual Framework Attachment A Emerald  HPC  International,  LLC      6   Meetings Completed in August Organization Names if One-on-One Grouping Status New Life Dream Center - Brentwood Pastor Jonathan Gee Core Planning Team On board with planning in East Buchanan Road Ctr - Antioch Pastor Israel Marrone, Willie Moffett Core Planning Team On board with planning in East Interfaith Council of CC County Rev. Will McGarvey Core Planning Team On board with planning in East Contra Costa County Lara DeLaney Steering Committee County Coordination County Probation Jesse Warner Steering Committee County Coordination Antioch Econ Dev Commission Rhoda Parham Core Planning Team On board with planning in East Antioch City Council Monica Wilson Core Planning Team On board with planning in East Supervisor Federal Glover’s Office David Fraser Steering Committee County Coordination Antioch PD Allan Cantando Core Planning Team Update on planning in East HPC Training 8/9/13 44 in attendance Core planning Team Team Building and Training on Planning Process Meetings Completed in July Organization Names if One-on-One Grouping Status LMC David Wahl Core Planning Team On board with planning in East & Central Los Medanos College Bob Kratochvil, President Core Planning Team On board with planning in East & Central The Williams Group Vernon Williams Core Planning Team On board with planning in East & Central The Williams Group Jeffrey Terry Core Planning Team On board with planning in East & Central One Day At A Time Johnny Rodriguez Broad Stakeholders On board with process in East & Central One Day At A Time Dee Reyes Broad Stakeholders On board with process in East & Central Compass Mentoring Alphonso Guerrero Broad Stakeholders On board with process in East & Central Further The Work Rebecca Brown West County Planner Sharing Information and Learning City of Pittsburg Brian Addington, Police Chief Core Planning Team On board with planning in East City of Pittsburg Joe Sbranti, City Manager Broad Stakeholders On board with process in East City of Pittsburg Pete Longmire, City Council Broad Stakeholders On board with process in East Antioch Crime Prev Commission Over 120 in attendance Broad Stakeholders Clarity on AB109 and process in East City of Brentwood Paul Eldredge, City Manager Broad Stakeholders On board with process in East City of Brentwood Mark Everson, Police Chief Core Planning Team On board with planning in East City of Brentwood Casey McCann, Community Dev Dir Broad Stakeholders On board with process in East CCISCO EC Clergy Caucus Approx. 15 in attendance Broad Stakeholders Update on planning in East County Supervisor Federal Glover Core Planning Team On board with planning in East and Central City of Antioch Wade Harper Core Planning Team On board with planning in East Antioch Rotary Approx. 30 in attendance Broad Stakeholders Clarity on AB109 and process in East Antioch City Council Approx. 150 in attendance Broad Stakeholders Clarity on AB109 and process in East Attachment A Emerald  HPC  International,  LLC      7   Meetings Completed in June Organization Names if One-on-One Grouping Status City of Antioch Police Chief Allan Cantando Core Planning Team On board with planning in East & Central Brentwood Rotary Approx. 40 in attendance Broad Stakeholders On board w/process & possible volunteers in East Pittsburg Rotary Approx. 24 in attendance Broad Stakeholders On board w/process & possible volunteers in East Antioch/Delta Rotary Approx. 25 in attendance Broad Stakeholders Generally skeptical WDB Chuck Carpenter Core Planning Team On board with planning in East & Central CCISCO EC Clergy Caucus Approx. 12 in attendance Core Planning Team Planning, possible volunteers, programs in East City of Oakley Mayor Kevin Romick Core Planning Team On board with planning in East City of Oakley Chief Bani Kollo Core Planning Team On board with planning in East & Central City of Oakley City Mgr. Brian Montgomery Core Planning Team On board with Planning in East City of Oakley Asst. to City Mgr. Nancy Marquez On board with Planning in East REACH Dr. Edwina Perez-Santiago Core Planning Team On board with planning in East & Central Rubicon Programs Rhody Mc Coy Core Planning Team On board with planning in East & Central Rubicon Industries Jennifer Costa Core Planning Team On board with planning in East & Central Rubicon Industries Graham Thomas Core Planning Team On board with planning in East & Central CCC Courts Sara Felicia Moore-Jordan Core Planning from SF Will stay connected & exchange ideas CCC Courts - Re-entry Coord Vanessa Balinton-White Core Planning Team On board with planning in East & Central JFK Community Center Lori Hill Core Planning Team Services, space, & planning in East & Central Intentional Integration Team Pamela Singh Core Planning Team Planning in Central & Int Intg Team Coordination First Hope Mental Health Richard Hanzy TBD Extremely skeptical Antioch Kiwanis Approx. 25 in attendance Broad Stakeholders On board and enthusiastic in East City of Martinez City Mgr. Philip A. Vance Core Planning Team On board with planning in Central City of Martinez Chief Gary D. Peterson Core Planning Team On board with planning in East & Central City of Concord PD Chief Guy Swanger Core Planning Team On board with planning in East & Central City of Concord City Mgr. Valerie Barone Core Planning Team On board with planning in Central City of Concord Econ Dev. Victoria Walker Core Planning Team On board with planning in Central City of Concord Mayor Dan Helix Core Planning Team On board with planning in Central Opportunity Junction Alissa Friedman Not sure yet Considering what is best role for Op Junction Retired PD Comilas Robertson Broad Stakeholders On board w/process & possible volunteers in East Retired PD Ron Bennett Broad Stakeholders On board w process & possible volunteers in East Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     Appendix  IV.     Sole  Source  Justification   East  &  Central  Networked  System  of  Services  for  Returning  Citizens       1.    Why  were  the  particular  product  and/or  vendors  selected?   In  a  2007  webinar,  the  National  Institute  of  Corrections  reported:  “Collaboration  between   faith-­‐based  organizations,  community  organizations,  and  corrections  has  proven  to  be  a   cost-­‐effective  way  to  meet  agency  needs  and  bring  much  needed  services  to  offenders.  This   unique  partnership  also  helps  to  promote  social  justice,  reduce  recidivism,  and  increase   public  safety.”     In  our  efforts  to  design  a  plan  for  reducing  recidivism  within  the  county’s  AB  109   population,  we  have  reached  out  to  organizations  that  we  have  identified  through  best   practice  research  as  well  as  through  input  from  a  broad-­‐based  planning  team.       We  then  brought  groups  to  the  table  that  have  been  willing  to  engage  in  the  process  of   designing  a  unique  service  delivery  model.    In  order  to  do  so,  in  every  case,  we  have  had  to   innovate  processes  associated  with  services  and  create  interlocking  relationships  that  had   not  yet  existed.    We  further  had  to  work  with  these  groups  to  make  service  delivery   sustainable  within  very  tight  budget  parameters.    Each  of  these  providers  have  added   newly  designed  services  and  restructured  their  service  delivery  models  to  accommodate   this  specific  initiative.     What  we  have  created  is  so  uniquely  packaged,  that  it  is  unimaginable  that  another  vendor   or  provider  would  have  a  matching  service  model.    Further,  it  is  very  unlikely  that  another   vendor  would  be  able  to  deliver  our  service  model  within  the  budget  we  must  operate   under.    Moreover,  there  is  no  other  vendor  or  service  provider  that  has  utilized  the  specific   and  necessary  collaborative  building  process  and  in-­‐depth  collective  planning  approach   that  has  resulted  in  this  interlocking  service  delivery  model.     2.    What  are  the  unique  performance  factors  of  the  selected  product/services?   We  have  built  a  detailed  and  tiered  system  of  engaging  AB-­‐109  returning  citizens  at  pre-­‐ sentencing,  and  ending  after  a  period  of  successful  reintegration.    The  engagement  and   handoff  process  has  been  uniquely  designed  by  interlocking  providing  roles.    Some   components,  like  the  mentor/navigator  training,  and  Kennedy’s  IEL  Program  are  based  on   proprietary  methodological  frameworks.    But,  more  important,  the  system  design,  with  the   providers  named  in  the  Network  is  a  result  of  more  than  100  meetings  and  hundreds  of   hours  of  research  and  design  time.         3.    Why  are  the  specific  factors  required?   AB  109  Realignment  is  a  response  to  overcrowded  prisons,  primarily  caused  by  a  statewide   failure  to  reduce  recidivism.    Contra  Costa  County  chooses  to  aggressively  use  national  and   global  best  practice  to  inform  a  process  of  successful  reentry  and  to  be  widely  recognized   as  having  a  highly  professionalized  and  sustainable  collaborative  system  of  reentry  service   provision;  resulting  in  an  above-­‐average  reduction  in  recidivism,  marked  increase  in   public-­‐safety,  successful  family  reunification,  and  new  pathways  to  living  whole,  healthy   and  productive  lives  for  returning  citizens.         Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved         Attainment  of  this  vision  mandates  innovation.     Innovation  is  a  willful  act,  and  not  one  that  comes  from  the  typical  process  of  gathering   random  or  disconnected  providers  to  offer  segmented  services  in  an  atmosphere  that  has   not  been  developed  through  extensive  collective  thinking  and  collaborative  commitment.     Innovation  would  have  been  impossible  without  a  very  specifically  crafted  approach  that   utilizes  the  right  mix  of  best  practice,  service  delivery,  and  service  providers  who  have   been  willing  to  participate  in  an  extensive  design  process  which  has  included,  in  most   cases,  a  willingness  on  the  part  of  each  provider  to  come  up  with  independent  resources   necessary  to  develop  and  sustain  new  and  additional  capacity.         4.    What  other  products  and  services  have  been  examined  and  rejected?   The  County  went  though  an  extensive  RFP  process  in  2013  that  resulted  in  the  selection  of   service  providers  in  the  areas  of  Housing,  Mentoring,  and  Employment.    It  was  a  recent  and   competitive  process,  where  many  proposals  were  evaluated.    The  challenge  this  RFP   process  presented  is  that  it  was  conducted,  and  service  providers  were  awarded  contracts,   without  the  structure  or  context  of  a  service  provision  plan.    The  planning  consultants  were   brought  on  board  at  the  same  time  as  the  service  providers.         Further,  the  new  service  providers  were  required  to  be  engaged  in  a  referral  system   planning  process  led  by  the  county’s  Reentry  Coordinator  that  was  completely  separate   from  the  service  delivery  planning  process.     For  example,  the  County  Office  of  Education  was  the  agency  selected  to  provide  mentoring   services.    They  in  turn  contracted  with  Men  and  Women  of  Purpose,  Brighter  Beginnings,   Center  for  Human  Development,  and  REACH  Fellowship  to  deliver  the  services.         It  became  very  apparent  after  a  while  that  the  process  of  bringing  in  providers  outside  of   the  context  of  a  comprehensive  plan  for  the  County  minimized  the  ability  of  the  contractors   and  sub-­‐contractors  to  operate  within  their  particular  areas  of  brilliance.  It  became  clear   that  there  was  a  need  to  make  adjustments  and  supplement  the  efforts  of  current   contractors  with  other  untapped  community  partners  including  the  faith  community.           Therefore,  most  of  the  original  intent  with  respect  to  how  service  providers  and  sub-­‐ contractors  would  be  used  has  been  rejected  and  restructured  with  the  inclusion  of  newly   crafted  relationships  discussed  in  the  plan.     5.    Why  are  other  sources  providing  like  goods  or  services  unacceptable?   Because  we  have  created  an  interlocking  system  of  services  that  is  unique  in  its  design  and   completely  interdependent,  it  is  impossible  to  find  a  “like”  collaborative  system  to  import.     This  is  not  simply  a  set  of  service  providers.    We  have  built  a  system  and  no  one  part  could   be  removed  and  replaced  without  seriously  compromising  the  effectiveness  of  the  whole.   Attachment A Emerald  HPC  International,  LLC  ©  2014  •  All  Rights  Reserved   Identified  No  Wrong  Door  Sites     All  Love  Faith  Church  of  God  in  Christ   Anka  Behavioral  Health  Centers  in  Antioch  and  Concord   Antioch  Church  Family   Antioch  Police  Department   BASN   Brighter  Beginnings   Church  of  God  Holy   Community  Health  for  Asian  Americans  (CHAA)   Community  Presbyterian  Church  of  Pittsburg   Concord  Police  Department.   Dream  Center   EASTBAY  Works  One-­‐Stops  in  Concord,  Antioch,  and  Brentwood     Family  Worship  Center   First  Congregational  Church  of  Antioch   Golden  Hills  Community  Outreach  Center   Goodwill  Industries   Grace  Bible  Fellowship   His  Presence  Worship  Center   Holy  Rosary  Catholic  Church   Independent  Living  Resource  Center   Interfaith  Council  of  Contra  Costa  County   International  Christian  Ministries   Islamic  Center  of  East  Bay   LINC  Partner  Organizations,  including:     Central  County  Homeless  Outreach  Program     Concord  Chamber  of  Commerce   County  Health  Services  Homeless  Program   Food  Bank  of  Contra  Costa  and  Solano   JFK  University  Community  Counseling  Centers   Michael  Chavez  Center   Monument  Crisis  Center   Planting  for  the  Future  Foundation   SHELTER,  Inc.   Wellness  City  Challenge,  among  others   New  Birth  Church   Opportunity  Junction   Pittsburg  Police  Department   Reach  Fellowship   Regnum  Group   Saint  George’s  Episcopal  Church   SparkPoint  Center  in  Bay  Point   St.  Ignatius  Catholic  Church   St.  John's  Lutheran  Church     Additional  sites  will  be  identified  by  the  Network  Manager.   Attachment B