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HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 02242014 - PPC Agenda Pkt       PUBLIC PROTECTION COMMITTEE February 24, 2014 1:00 P.M. 651 Pine Street, Room 101, Martinez Supervisor Federal D. Glover, Chair Supervisor John Gioia, Vice Chair Agenda Items: Items may be taken out of order based on the business of the day and preference of the Committee         1.Introductions   2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers may be limited to three minutes).   3. APPROVE Record of Action from the December 9, 2013 meeting.   4. CONSIDER reviewing and approving the 2014/15 AB109 Public Safety Realignment Budget for submission to the Board of Supervisors as part of the 2014/15 County Budget process, as recommended by the Community Corrections Partnership-Executive Committee. (Philip F. Kader, Chief Probation Officer & Chair, Community Corrections Partnership)   5. CONSIDER reviewing and accepting the plans developed for the establishment of a "West County Reentry Resource Center" and an "East and Central County Networked System of Services for Returning Citizens" and recommend approval by the Board of Supervisors, and providing staff direction on the implementation of the plans. (Philip F. Kader, Chief Probation Officer & Chair, Community Corrections Partnership)   6.The next meeting is currently scheduled for March 24, 2014.   7.Adjourn   The Public Protection Committee will provide reasonable accommodations for persons with disabilities planning to attend Public Protection Committee meetings. Contact the staff person listed below at least 72 hours before the meeting. Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the County to a majority of members of the Public Protection Committee less than 96 hours prior to that meeting are available for public inspection at 651 Pine Street, 10th floor, during normal business hours. Public comment may be submitted via electronic mail on agenda items at least one full work day prior to the published meeting time. For Additional Information Contact: Timothy Ewell, Committee Staff Phone (925) 335-1036, Fax (925) 646-1353 timothy.ewell@cao.cccounty.us PUBLIC PROTECTION COMMITTEE 3. Meeting Date:02/24/2014   Submitted For: PUBLIC PROTECTION COMMITTEE,  Department:County Administrator Referral No.: N/A   Referral Name: RECORD OF ACTION  Presenter: Timothy Ewell, Committee Staff Contact: Timothy Ewell, (925)335-1036 Referral History: County Ordinance requires that each County body keep a record of its meetings. Though the record need not be verbatim, it must accurately reflect the agenda and the decisions made in the meeting. Referral Update: Attached for the Committee's consideration is the Record of Action for its December 9, 2013 meeting. Recommendation(s)/Next Step(s): APPROVE Record of Action from the December 9, 2013 meeting. Fiscal Impact (if any): No fiscal impart. This item is informational only. Attachments Record of Action - December 9, 2013 Page 1 of 400 PUBLIC PROTECTION COMMITTEE December 9, 2013 11:00 A.M. 651 Pine Street, Room 101, Martinez Supervisor John Gioia, Chair Supervisor Federal D. Glover, Vice Chair Agenda Items:Items may be taken out of order based on the business of the day and preference of the Committee Present: Chair John Gioia Vice Chair Federal D. Glover Staff Present:Timothy M. Ewell, Senior Deputy County Administrator Attendees: Mark Peterson, District Attorney Steve Moawad, Supervising Deputy District Attorney Kristina McCosker, Deputy District Attorney Matthew Schuler, Assistant Sheriff Mike Casten, Undersheriff Dorothy Sansoe, Senior Deputy County Administrator Lara DeLaney, Senior Deputy County Administrator Kevin Corrigan, Senior Management Analyst Vana Tran, Management Analyst Phil Kader, County Probation Officer Ed Diokno, District V Staff Donna Maxwell, District II Staff Laura Fox, Fraud Prevention Division Manager-EHSD Antonio Medrano, American Civil Liberties Union Suzanne Llewellyn, Member of the Public Mike Roetzer, Director of Administration-EHSD 1. Introductions Convene - 11:07 AM 2. Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers may be limited to three minutes). No public comment. 3. APPROVE Record of Action from the November 14, 2013 meeting. Approved as presented. AYES: Chair John Gioia, Vice Chair Federal D. Glover Passed Page 2 of 400 4. ACCEPT a report from the Sheriff's Office regarding Inmate Welfare Fund programs, inmate telecommunications and visitation policies and related funding at County Adult Detention Facilities. Approved as presented. Assistant Sheriff Matthew Schuler presented the item on behalf of the Sheriff's Office and provided a handout to the Committee from Praeses, LLC, a consulting firm advising the Sheriff's Office on inmate telecommunications contracts. Antonio Medrano and Suzanne Llewellyn provided public comment on this issue. Ms. Llewellyn provided a handout to the Committee regarding content recommendations for the upcoming inmate telecommunications request for proposals. AYES: Chair John Gioia, Vice Chair Federal D. Glover Passed 5. ACCEPT a status report from the District Attorney and the Employment and Human Services Director on Public Assistance Fraud investigation and prosecution efforts within the County. Approved as presented. AYES: Chair John Gioia, Vice Chair Federal D. Glover Passed 6. APPROVE the draft 2013 Public Protection Committee Annual Report and forward to the Board of Supervisors for review and approval. Approved with the following changes: 1. Referral No. 1 on page 32 of the agenda packet shall be referred to the 2014 PPC. 2. Referral No. 7 on page 35 of the agenda packet shall be referred to the 2014 PPC. The Committee directed staff to forward the 2013 Annual Report, with the above changes, to the Board of Supervisors at the December 17, 2013 regular meeting. 7. The next meeting is currently scheduled for ...to be determined . 8. Adjourn The Public Protection Committee will provide reasonable accommodations for persons with disabilities planning to attend Public Protection Committee meetings. Contact the staff person listed below at least 72 hours before the meeting. Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the County to a majority of members of the Public Protection Committee less than 96 hours prior to that meeting are available for public inspection at 651 Pine Street, 10th floor, during normal business hours. Page 3 of 400 For Additional Information Contact: Timothy Ewell, Committee Staff Phone (925) 335-1036, Fax (925) 646-1353 timothy.ewell@cao.cccounty.us Public comment may be submitted via electronic mail on agenda items at least one full work day prior to the published meeting time. Page 4 of 400 PUBLIC PROTECTION COMMITTEE 4. Meeting Date:02/24/2014   Submitted For: Philip F. Kader, County Probation Officer  Department:Probation Referral No.: N/A   Referral Name: 2014/15 AB109 PUBLIC SAFTEY REALIGNMENT RECOMMENDED BUDGET  Presenter: Phil Kader, Chief Probation Officer Contact: Timothy Ewell, 925-335-1036 Referral History: The California Legislature passed the Public Safety Realignment Act (Assembly Bill 109), which transferred responsibility for supervising certain lower-level inmates and parolees from the California Department of Corrections and Rehabilitation (CDCR) to counties. Assembly Bill 109 (AB 109) took effect on October 1, 2011 and realigned three major areas of the criminal justice system. On a prospective basis, the legislation: • Transferred the location of incarceration for lower-level offenders (specified nonviolent, non-serious, non-sex offenders) from state prison to local county jail and provides for an expanded role for post-release supervision for these offenders; • Transferred responsibility for post-release supervision of lower-level offenders (those released from prison after having served a sentence for a non-violent, non-serious, and non-sex offense) from the state to the county level by creating a new category of supervision called Post-Release Community Supervision (PRCS); • Transferred the custody responsibility for parole and PRCS revocations to local jail, administered by county sheriffs Referral Update: 2014/15 AB109 Budget Approach On December 10, 2013, budget instructions for the 2014/15 AB109 budget were distributed to the Community Corrections Partnership (CCP) subscriber list, including Committee members, staff and interested parties, requesting formal submission preliminary budget estimates no later than December 27, 2013. This year, staff has request budget submissions to 1) maintain the status quo funding level allocated in 2013/14 for fiscal year 2014/15, and 2) contemplate new funding requests based on programming needs. This approach to the budget is necessary due to the State notifying counties that the statewide 2014/15 AB109 realignment funding level will be reduced. On January 9th, The Governor released his 2014/15 Proposed budget, which, among other things, reduces base funding for AB109 community corrections programming statewide from $998.9 million to $934.1 million. There continues to be discussion regarding the allocation formula for FY2014/15; however, assuming no change to the current Contra Costa County formula (2.29%), the 2014/15 funding level will reduce County funding by $1,463,942, from $22,854,832 to $21,390,890 assuming no change to the current Contra Costa County formula (2.29%), the 2014/15 funding level will reduce County funding by $1,463,942, from $22,854,832 to $21,390,890. As a recap, the fiscal year 2013/14 AB109 budget reflects a base revenue allocation of $22,854,832, ongoing expenses of $21,435,766 and one-time expenses of $1,815,150 (including $178,250 in start-up costs for the Pre-Trial services program approved after the 2013/14 budget package). 2014/15 AB109 Funding Recommendations Departments have reviewed and updated, if necessary, 2014/15 budget proposals originally introduced at the January 2014 CCP meeting. Based on the proposals received and 2013/14 expenditures through January 2014, staff believes that departments and funded agencies will easily be able to absorb cost increases with no significant impact to services levels. Table 1 below shows mid-year expenditures compared to budget for 2013/14.   Table 1 – FY2013/14 AB109-Community Corrections Budget vs. Expenditures, as of January 2014 Note that only 33% of budget resources allocated to funded agencies had been expended through January 2014. This is partially due to implementation of new programs for 2013/14, which require time to ramp up (Detention Health, Workforce Development Board, etc.); however, expenditure trends in established programs are also trending below the mid-year average.  On February 14, 2014, the Community Corrections Partnership-Executive Committee reviewed and approved the 2014/15 AB109 Recommended Budget as illustrated in Attachment A. The Budget maintains status quo operations in anticipation of future impacts to the County community corrections allocation by the State. In addition, the CCP-Executive Committee approved a one-time capital allocation to the Sheriff's Office in the amount of $1.1 million for renovations to Page 5 of 400 the West County Detention Facility (WCDF) and the Martinez Detention Facility (MDF). Attachments Attachment A – Summary of 2014/15 AB109 Recommended Budget, as approved by CCP-Executive Committee Attachment B - 2014/15 AB109 Budget Instructions Attachment C – Probation Department Attachment D – Behavioral Health Division Attachment E – Health Services—Detention Health Attachment F – Public Defender’s Office Attachment G – District Attorney Attachment H – Employment & Human Services Dept. Attachment I – Workforce Development Board Attachment J – County Administrator’s Office Attachment K – Community Advisory Board Attachment L - Sheriff’s Office Attachment M- Pre-Trial Services Attachment N- CCC Police Chiefs Association Recommendation(s)/Next Step(s): REVIEW and APPROVE the 2014/15 AB109 Public Safety Realignment Budget for submission to the Board of Supervisors as part of the 2014/15 County Budget process. Attachments Attachments A-N Page 6 of 400 ONGOING ONE‐TIME TOTAL FUNDING AVAILABLE Projected Beginning Fund Balance - 17,000,000 17,000,000 State Funding Allocation 21,390,890 - 21,390,890 Subtotal 21,390,890 17,000,000 38,390,890 Less: Reserved 2012/14 Unspent Funds - West County Detention Facility (12/13)- (2,750,000) (2,750,000) WCDF Lock upgrade (13/14)- (1,600,000) (1,600,000) Pre-Trial Services Program (12/13)- (900,000) (900,000) Pre-Trial Services Program (13/14)- (675,000) (675,000) TOTAL AVAILABLE 21,390,890 11,075,000 32,465,890 PROGRAM EXPENDITURES Sheriff Salaries & Benefits 5,712,230 - 5,712,230 Inmate Food/Clothing/Household Exp 391,700 - 391,700 Monitoring Costs 54,750 - 54,750 IT Support 40,000 - 40,000 Vehicle Maintenance/Depreciation 47,000 - 47,000 Behavioral Health Court Operating Costs 80,492 - 80,492 Behavioral Health Court/ Deputy Sheriff - - - Transport Bus Maintenance 79,032 - 79,032 "Jail to Community" Program 200,000 - 200,000 Facility improvements (WCDF, MDF)- 1,100,000 1,100,000 Sheriff Total 6,605,204 1,100,000 7,705,204 Probation Salaries & Benefits 2,435,818 - 2,435,818 Operating Costs 247,200 - 247,200 Probation Total 2,683,018 - 2,683,018 Behavioral Health Salaries & Benefits 725,011 - 725,011 Operating Costs 120,524 - 120,524 Contracts 1,388,880 - 1,388,880 Vehicle Purchase and Maintenance 9,018 - 9,018 Behavioral Health Total 2,243,433 - 2,243,433 Health Services--Detention Health Services Sal & Ben-Fam Nurse, WCD/MCD 180,324 - 180,324 Salaries & Benefits-LVN, WCD 283,376 - 283,376 Salaries & Benefits-RN, MCD 475,004 - 475,004 Sal & Ben-MH Clinic. Spec., WCD/MCD 116,858 - 116,858 Detention Health Services Total 1,055,562 - 1,055,562 Public Defender Sal & Ben-Paralegal/Social Worker 209,000 - 209,000 Sal & Ben-Arraignment Program 665,000 - 665,000 Sal & Ben-DV Representation 250,000 - 250,000 Public Defender Total 1,124,000 - 1,124,000 District Attorney Salaries & Benefits-Victim Witness Prgrm 83,245 - 83,245 Salaries & Benefits-Arraignment Prgrm 705,383 - 705,383 Salaries & Benefits-Reentry/DV Prgrm 690,288 - 690,288 District Attorney Total 1,478,916 - 1,478,916 Employment & Human Services Data Collection/Evaluation 50,000 - 50,000 EHSD Total 50,000 - 50,000 EHSD‐‐ Workforce Development Board Salaries & Benefits 200,000 - 200,000 EHSD-WDB Total 200,000 - 200,000 County Administrator Salaries & Benefits 225,000 - 225,000 Data Collection/ Program Review 225,000 - 225,000 CAO Total 450,000 - 450,000 CCC Police Chief's Association Salaries and Benefits-AB109 Task Force 522,000 - 522,000 CCC Police Chiefs' Total 522,000 - 522,000 Pre-Trial Services Program (Probation Department) Pre-Trial Services Program 900,000 - 900,000 Pre-Trial Total 900,000 - 900,000 Community Programs Employment Support and Placement Srvcs 2,000,000 - 2,000,000 Implementation of (3) One-Stop Centers 1,200,000 - 1,200,000 Short and Long-Term Housing Access 500,000 - 500,000 Peer and Mentoring Services 100,000 - 100,000 Development of a "Re-entry Resource Guide"15,000 - 15,000 Legal Services 80,000 - 80,000 Family Reunification 100,000 - 100,000 Community Programs Total 3,995,000 - 3,995,000 TOTAL EXPENDITURES 21,307,133 1,100,000 22,407,133 ESTIMATED 2014/15 FUND BALANCE 83,757 9,975,000 10,058,757 AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM FY 2014/15 CCP RECOMMENDED BUDGET (Approved by CCP-Executive Committee on February 14, 2014) Page 7 of 400 Page 8 of 400 Page 9 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormDepartment:Description of ItemProgram/FunctionOps. Plan Item  # Quantity /FTE2013/14 Allocation2014/15 Status Quo Request12014/15 New Funding Request22014/15 Total Funding RequestSALARY AND BENEFITS‐              e.g. Deputy Probation Officer‐              ‐              ‐              ‐              Subtotal0‐$                    ‐$                  ‐$               ‐$         OPERATING COSTS‐              e.g. Training/Travel‐              Small Equipment Purchase‐              computer, printer, etc.‐              IT Support‐              Vehicle Operating‐              Office Supplies‐              Communication Costs‐              Outfitting Costs‐              ‐              ‐              Subtotal0‐$                    ‐$                  ‐$               ‐$         CAPITAL COSTS (ONE‐TIME)‐              e.g. Vehicle Purchase‐              ‐              Subtotal0‐$                    ‐$                  ‐$               ‐$         Total0‐$            ‐$            ‐$          ‐$         1. FY2014/15 Status Quo Request should reflect continuation of existing programming at the FY2013/14 funding level.2. FY2014/15 New Funding should reflect proposed new programs for FY2014/15.Page 10 of 400 PROGRAM NARRATIVE:Please provide a narrative describing the Status Quo programming that will be provided with the budget requests identified above.Example:2014/15 Status Quo RequestThe Probation Department has requested $2,338,132. The AB 109 team will supervise all individuals released from state prison on Post Release Community Supervision as well as individuals released from county facilities on Mandatory Supervision following sentencing under Cal. Penal Code § 1170(h).• Salary and Benefit costs of $1,896,676 are requested for one (1) FTE Probation Supervisor, eleven (11) FTE Deputy Probation            Officers (seven (7) full year, and four (4) phased in from Sept 1 to February 1, as needed), one (1) FTE clerk, and partial FTE for           additional management supervision and IT support, as well as projected overtime. o The case load for each AB 109 Deputy Probation Officer (DPO) is 40 to 45 people• Operating costs of $195,429 includes ongoing vehicle maintenance, communication costs for all DPOs, and incentives for            probation clients including bus/BART tickets, food for weekly “Thinking for a Change” meetings, and an additional $99,178 is            requested to cover the one‐year contract for the County’s new Reentry Coordinator• One‐time costs of $246,027 will go towards purchase of new equipment (radios, cell phones, iPads) for the additional DPOs,                       including two (2) additional vehicles for the unit and the vehicles originally approved in 2011/12 and not received until 12/13.2014/15 New Funding RequestThe Probation Department is seeking new funding for FY2014/15 for the following programs:Page 11 of 400 Major ActivityDue DateCCP DatePPC DateBoard DateDistribute 2014/15 CCP Budget Packet12/10Departments Submit Preliminary Budget Proposals12/27January CCP Agenda Packet Published1/3January CCP Meeting ‐ Budget Discussions1/10County Salary & Benefit forecast Finalized (estimated)1/31Departments Update Preliminary Budget Proposals w/ finalized Salary & Benefit forecast information2/5February CCP Agenda Packet Published2/7February CCP Meeting ‐ Budget Deliberations2/14Public Protection Committee Agenda Packet Published2/19February Public Protection Committee ‐ CCP Budget Workshop (tentative)2/24Board of Supervisors Budget Hearings (estimated)4/22FY2014/15 CCP Preliminary Budget SchedulePage 12 of 400 as of 5/16/2013 ONGOING ONE-TIME TOTAL FUNDING AVAILABLE Projected Beginning Fund Balance - 12,478,362 12,478,362 State Funding Allocation 22,854,832 - 22,854,832 Subtotal 22,854,832 12,478,362 35,333,194 Less: Reserved 2012/13 Unspent Funds West County Detention Facility - (2,750,000) (2,750,000) Marsh Creek Detention Facility Reno - (281,724) (281,724) Sheriff's Transport Bus - (650,000) (650,000) Pre-Trial Services Program - (900,000) (900,000) TOTAL AVAILABLE 22,854,832 - 7,896,638 30,751,470 PROGRAM EXPENDITURES Sheriff Salaries & Benefits 5,488,080 - 5,488,080 Inmate Food/Clothing/Household Exp 391,700 - 391,700 Monitoring Costs 54,750 - 54,750 IT Support 40,000 - 40,000 Vehicle Maintenance/Depreciation 47,000 - 47,000 Behavioral Health Court Operating Costs 80,492 - 80,492 Behavioral Health Court/ Deputy Sheriff 224,150 - 224,150 West County Detention Renovation - 1,600,000 1,600,000 Transport Bus Maintenance 79,032 - 79,032 "Jail to Community" Program 200,000 - 200,000 Sheriff Total 6,605,204 1,600,000 8,205,204 Probation Salaries & Benefits 2,375,093 - 2,375,093 Operating Costs 307,925 - 307,925 Radios - 4,787 4,787 Vests - 648 648 DPO Outfitting - 148 148 Desktop PCs - 889 889 iPads - 847 847 Cell phones - 85 85 Probation Total 2,683,018 7,404 2,690,422 Behavioral Health Salaries & Benefits 716,083 - 716,083 Operating Costs 127,000 - 127,000 Contracts 1,391,775 - 1,391,775 Vehicle Purchase and Maintenance 9,018 - 9,018 Behavioral Health Total 2,243,876 - 2,243,876 Health Services--Detention Health Services Sal & Ben-Fam Nurse, WCD/MCD 180,324 - 180,324 Salaries & Benefits-LVN, WCD 259,524 - 259,524 Salaries & Benefits-RN, MCD 507,046 - 507,046 Sal & Ben-MH Clinic. Spec., WCD/MCD 116,858 - 116,858 Detention Health Services Total 1,063,752 - 1,063,752 Public Defender Sal & Ben-Paralegal/Social Worker 209,000 - 209,000 Sal & Ben-Arraignment Program 665,000 - 665,000 Sal & Ben-DV Representation 250,000 - 250,000 Vehicle Purchase - 28,129 28,129 iPads - 1,367 1,367 Public Defender Total 1,124,000 29,496 1,153,496 District Attorney Salaries & Benefits-Victim Witness Prgrm 83,245 - 83,245 Salaries & Benefits-Arraignment Prgrm 705,383 - 705,383 Salaries & Benefits-Reentry/DV Prgrm 690,288 - 690,288 District Attorney Total 1,478,916 - 1,478,916 Employment & Human Services Data Collection/Evaluation 50,000 - 50,000 EHSD Total 50,000 - 50,000 EHSD‐‐ Workforce Development Board Salaries & Benefits 200,000 - 200,000 EHSD-WDB Total 200,000 200,000 County Administrator Salaries & Benefits 252,000 - 252,000 Data Collection/ Program Review 198,000 - 198,000 CAO Total 450,000 - 450,000 CCC Police Chief's Association Salaries and Benefits-AB109 Task Force 522,000 - 522,000 CCC Police Chiefs' Total 522,000 - 522,000 Pre-Trial Services Program (Dept. TBD) Potential Future Services (Unappropriated)900,000 - 900,000 Pre-Trial Total 900,000 - 900,000 Community Programs Employment Support and Placement Srvcs 2,000,000 - 2,000,000 Implementation of (3) One-Stop Centers 1,320,000 - 1,320,000 Short and Long-Term Housing Access 500,000 - 500,000 Peer and Mentoring Services 200,000 - 200,000 Development of a "Re-entry Resource Guide"15,000 - 15,000 Central County Legal Services 80,000 - 80,000 Community Programs Total 4,115,000 - 4,115,000 TOTAL EXPENDITURES 21,435,766 1,636,900 23,072,666 ENDING FUND BALANCE 1,419,066$ 6,259,738$ 7,678,804$ AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM 2013/14 RECOMMENDED BUDGET Page 13 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormDepartment:  ProbationDescription of ItemProgram/FunctionOps. PlanItem  #Quantity/FTE2013/14AllocationQuantity/FTE2014/15 StatusQuo Request1Quantity/FTE2014/15 New Funding Request22014/15 Total Funding RequestSALARY AND BENEFITSDirector Field ServicesPost‐release Community Supervision 5.1 0.2557,735$                  0.2563,216$                  0.2563,216$                    Probation ManagerPost‐release Community Supervision 5.1 0.2040,558$                  0.2045,533$                  0.2045,533$                    Probation Supervisor IPost‐release Community Supervision 5.1 1.00 186,396$                1.00 210,264$                1.00 210,264$                  Deputy Probation Officer IIIPost‐release Community Supervision 5.1 12.00 1,880,535$             12.00 1,987,032$             13.00 165,586$                2,152,618$               Deputy Probation Officer III Overtime Post‐release Community Supervision 5.1 N/A 120,000$                N/A58,000$                  N/A58,000$                    Clerk Post‐release Community Supervision 5.1 1.0082,308$                  1.0071,868$                  1.0071,868$                    IT SupportPost‐release Community Supervision 6.3 0.05657,561$                     0.05657,309$                     (7,309)$                   ‐$                            Network AnalystPost‐release Community Supervision 6.3‐$                         ‐$                         1.00 138,611$                138,611$                  AB 109 CoordinatorPost‐release Community Supervision 6.3‐$                         ‐$                         1.00 141,960$                141,960$                  Subtotal14.5065 2,375,093.00$       14.5065 2,443,222.00$       17.45 438,848$                2,882,070$               OPERATING COSTSTraining/Travel Post‐release Community Supervision 5.13,700$                     3,700$                     3,700$                       Annual Vehicle Operating Expenses (ISF) Post‐release Community Supervision 5.148,000$                  45,842$                  45,842$                    Communication CostsPost‐release Community Supervision 5.16,433$                     7,920$                     7,920$                       FoodPost‐release Community Supervision 5.15,600$                     12,094$                  12,094$                    Data Processing Services/SuppliesPost‐release Community Supervision 5.1144$                        144$                        144$                           Client Expenses/IncentivesPost‐release Community Supervision 5.11,000$                     1,000$                     1,000$                       Office ExpensePost‐release Community Supervision 5.11,548$                     2,500$                     2,500$                       ContractsPost‐release Community Supervision 5.1,5.2, 5.3164,000$                164,000$                (125,000)$               39,000$                    Warrant Pick‐upPost‐release Community Supervision 5.175,000$                  10,000$                  10,000$                    Subtotal305,425.00$          247,200.00$          (125,000)$               122,200$                  CAPITAL COSTS (ONE‐TIME)Vehicle Post‐release Community Supervision 5.1‐$                         ‐$                         34,000$                  34,000$                    Minor Furniture/EquipmentPost‐release Community Supervision 5.11,500$                     ‐$                         1,500$                     1,500$                       Minor Computer EquipmentPost‐release Community Supervision 5.11,000$                     ‐$                         1,000$                     1,000$                       Radio, handheld w/casePost‐release Community Supervision 5.14,787$                     ‐$                         4,787$                     4,787$                       VestsPost‐release Community Supervision 5.1648$                        ‐$                         648$                        648$                           Handcuffs/Badge/Spray/Belts/HoldersPost‐release Community Supervision 5.1148$                        ‐$                         148$                        148$                           Computer, deskPost‐release Community Supervision 5.1889$                        ‐$                         889$                        889$                           iPad, VPN tokenPost‐release Community Supervision 5.1847$                        ‐$                         847$                        847$                           Cell PhonePost‐release Community Supervision 5.185$                          ‐$                         85$                          85$                             Subtotal9,904.00$               ‐$                         43,904$                  43,904$                    Total14.5065 2,690,422$              14.5065 2,690,422$              17.45 357,752$                 3,048,174$                1. FY2014/15 Status Quo Request should reflect continuation of existing programming at the FY2013/14 funding level.2. FY2014/15 New Funding should reflect proposed new programs for FY2014/15.Page 14 of 400 PROGRAM NARRATIVE:Please provide a narrative describing the Status Quo programming that will be provided with the budget requests identified above.2014/15 Status Quo RequestThe Probation Department's FY 2013/14 allocation of $2,690,422 will provide the following level of service:Salary and Benefit costs of $2,443,222 are requested for:• One (1) FTE Probation Supervisor• Twelve (12) FTE Probation Officers o The case load for each AB 109 Deputy Probation Officer (DPO) is 40 to 45 people o This includes a dedicated DPO to process the reentry of those being released from prison and local jail. This will                 include but is not limited to completion of the CAIS risk needs assessment tool, develop a case plan, and begin the                 triage process already developed to ensure the most seamless transition from being in custody and returning to our                 communities. •  one (1) FTE clerk• Partial FTE for additional management supervision and IT support, as well as projected overtime. Operating costs of $247,200 are requested for:•  $73,200 for ongoing vehicle maintenance, communication costs for all DPOs, incentives for probation clients including bus/BART tickets,                       and food for weekly “Thinking for a Change” meetings.• One‐year contract with re‐entry coordinator in the amount of $125,000.• One‐year contract with Victim Offender Education Group (VOEG) in the amount of $19,000.• $20,000 is requested to fund "United Through Literature Program."  Separation from a parent due to incarceration puts children at‐risk            emotionally. Promoting healthy family relationships is also a known success strategy in reducing recidivism. To address these issues,            Probation and EHSD proposes to implement an initiative that facilitates positive family interaction between the child and the            incarcerated parent at West County Detention Facility by videotaping the parent reading from children’s books and bringing the            resulting DVD to the child and caretaker for viewing. Services will continue for the family at any of our children’s centers throughout           the county once the inmate/parent is released.• An additional $10,000 is requested to pay for warrant pickups.  Probation has the responsibility of the post release community            supervision population as well as those sentenced to prison pursuant to 1170(h) and subsequently released from county jail. When            a warrant and/or revocation is issued and results in an arrest in another jurisdiction we are notified by that county to pick up that           person or they will be released. In the past the Sheriff would pick these detained people and transport them back to our county.                             The Sheriff has discontinued that service but would be willing to do so if their cost can be offset. Since we do not want those arrested                             individuals released from those other county jails we are asking for the estimated revenue needed to bring them back to our county for                             their court hearing in a timely manner. (We are estimating there will be 6 ‐ 8 of those transportations a month.) 2014/15 New Funding RequestThe Probation Department is seeking new funding for FY2014/15 for the following programs:Salary and Benefit costs of $438,848 are requested for:•  One (1) FTE Probation Officers.  One DPO is to restore the one lost in the status quo budget.  The second DPO will partner with the dedicated          DPO assigned to process the reentry of those being released from prison and jail.  • An additional $16,960 to make the contracted AB109 position a permanent County position.• One (1) FTE Network Analyst.  A dedicated employee is needed to focus on data and reporting to the contracted information analysis team.          Additionally, this employee will assist with the transfer of data to the new case management team.One‐time of $43,904 are requested for:• The purchase of new equipment (radio, cell phone, iPad, vest, computer, vehicle etc.) for the additional DPO. Page 15 of 400 Page 16 of 400 Page 17 of 400 Page 18 of 400 Page 19 of 400 Page 20 of 400 Page 21 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormDepartment:   Health Services ‐ Detention Health ServicesDescription of Item Program/FunctionOp. Plan Item  #Annual Unit CostEffective DateQuantity /FTE2012/13 Allocation2013/14 ProposedSALARY AND BENEFITSFamily Nurse PractitionerWCDF/MCDF3.3‐d,f 180,324.00$  7/1/2013 1180,324.00$                 Licensed Vocational Nurse West County Det 3.3‐d,f 101,205.71$  7/1/2013 2.8283,375.99$                 Registered Nurse Marsh Creek Det 3.3‐d,f 169,644.38$  7/1/2013 2.8475,004.26$                 Mental Health Clinical Spec. WCDF/MCDF3.3‐d,f 116,858.23$   7/1/2013 1116,858.23$                 Subtotal7.6‐$                     1,055,562.48$              OPERATING COSTSSubtotal0‐$                     ‐$                                CAPITAL COSTS (ONE‐TIME)Subtotal0‐$                      ‐$                                 Total7.6‐$               1,055,562.48$      Page 22 of 400 PROGRAM NARRATIVE:The Contra Costa County Health Services Department ‐ Detention Health Services has requested an adjusted amount of $1,055,562.48, from theContra Costa County Community Corrections Partnership Executive Steering committee to off set costs of providing medical and mental health services to the AB 109 inmates housed in the county's adult detention facilities.  Detention Health Services budget is funded100% by the county's general fund.  Detention Health Services has seen a marked increase in the number of medications dosed daily bynursing staff at the West County Detention Facility ‐ 780 ‐ 830 doses administered daily.  There has been a 26% increase in the number  of nursing sick call visits by inmates since custody began housing AB 109 inmates in October of 2011, Additionally, MD chart checks have increased by 12% since October of 2011.  An average of approximately 200 AB 109 inmates have been housed at the West CountyDetention Facility since October of 2011, significantly increasing the workload of Detention Health Services staff.  • Salary and Benefit costs of $1,055,562.48 for the following positions               o    Family Nurse Practitioner ‐ 1 FTE‐ West County Detention and Marsh Creek Detention.  This provider will  deliver                      ongoing medical care to AB 109 inmates housed at WCDF and MCDF.  Additionally, this provider will                     assist and communicate with internal and external agencies in coordinating discharge planning services.                       Start Date 7/1/2013               o    Licensed Vocational Nurse ‐ 2.8 FTE West County Detention‐ These positions will provide additional assistance for                     medication delivery to inmates at the West County Detention.  2.8 FTE will provide an additional medication nurse                      for both the am and pm shifts,  7 days a week.   Additional staffing is needed based on the direct increase                      of medication administration post AB 109 inmates arrival to West County Detention 10‐2011.  Start Date 7/1/2013               o    Registered Nurse ‐ 2.8 FTE Marsh Creek Detention.  Contra Costa County Sheriff's Office has requested                     Detention Health Services provide additional nursing coverage to the Marsh Creek Detention Facility.                       The rationale for this request is based on the Sheriff's Office need to add additional housing/bed capacity at                     the Marsh Creek Detention Facility.  In order to accommodate additional inmates Detention Health Services                      must modify it's current requirements for transporting and housing inmates to Marsh Creek based on their medical needs.                     The request for additional Registered Nursing FTEs will allow this facility to have a 16 hour/day medical presence                      allowing the Sheriff's Office and Detention Health Services to house inmates with a wider variety of                      medical conditions at the Marsh Creek Facility.   Start Date 7/1/2013               o    Mental Health Clinical Specialist ‐ 1 FTE West County Detention and Marsh Creek Detention.  This clinician                                 will assist in providing direct mental health services and care to the AB 109 inmates housed at both the                                West County Detention and Marsh Creek Detention Facilities.  Additionally, this clinician will assist internal and                                            external agencies in coordinating discharge planning and medical/mental health/medication information for inmates                                            prior to there release to the community.  Start Date 7/1/2013Page 23 of 400 Page 24 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormAttachment F Department: Public DefenderDescription of ItemProgram/FunctionOps. Plan Item  # Quantity /FTE 2013/14 Allocation2014/15 Status Quo Request12014/15 New Funding Request22014/15 Total Funding RequestSALARY AND BENEFITS‐                         Deputy Public Defender IV ACER1.2 2$500,000$500,000$500,000Deputy Public Defender III ACER1.2 0.5$96,000$96,000$96,000ParalegalACER1.2 1$69,000.00$69,00069,000              Clean Slate ParalegalClean Slate2.1 1$92,000$92,00092,000              Social WorkerAB109 Client Support5.3 1$117,000$117,000$117,000Deputy Public Defender IV AB109 Domestic Violence support1$250,000$250,000ParalegalPretrial Services Support2$138,000Subtotal8.5$1,124,000.00 1,124,000.00$           $138,000.001,262,000.00$ OPERATING COSTS‐                         e.g. Training/Travel‐                         Small Equipment Purchase‐                         computer, printer, etc.‐                         IT Support‐                         Vehicle Operating‐                         Office Supplies‐                         Communication Costs‐                         Outfitting Costs‐                         ‐                         ‐                         Subtotal0‐$                             ‐$                             ‐$                        ‐$                    CAPITAL COSTS (ONE‐TIME)‐                         e.g. Vehicle Purchase‐                         ‐                         Subtotal0‐$                             ‐$                             ‐$                        ‐$                    Total8.5 1,124,000.00$ 1,124,000.00$ 138,000.00$ 1,262,000.00$ 1. FY2014/15 Status Quo Request should reflect continuation of existing programming at the FY2013/14 funding level.Page 25 of 400 PROGRAM NARRATIVE:2014/15 Status Quo Request1.  ACER PROGRAM:  This program provides for early representation on in‐custody clients at the first court appearance.  The program furthers the goals of reducing  pretrial detention rates, reducing unnecessary court appearances, encouraging early disposition of cases where appropriate and reducing recidivism.2.  Social Worker:  The Public Defender Social Worker provides social histories and needs assessments for clients to encourage the appropriate resolution of cases.3.  Clean Slate Paralegal:  Provides clean slate services for indigent persons county‐wide.4.  Domestic Violence Support:  Funds one senior attorney to oversee the Public Defender's coordination, defense, resolution, and appropriate treatment of domestic violence cases.  This position was funded in response to the District Attorney's request for funding to support the increase in domestic violence cases.2014/15 New Funding RequestThe Public Defender is requesting funding for two paralegals to support the pretrial services program.  These paralegals will conduct the initial interviewsof all in‐custody detainees screened for pretrial assessment, as well as provide on‐going support for those released on the program to include court‐reminder calls,assistance with transportation to court, and general pretrial support.Page 26 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormDepartment:  DISTRICT ATTORNEYDescription of ItemProgram/Function Ops. Plan Item  #Quantity /FTE2013/14 Allocation2014/15 Status Quo Request12014/15 New Funding Request22014/15 Total Funding RequestSALARY AND BENEFITS‐                         DDA‐Advanced Level, Step 7 Reentry Program Coordinator1262,642$          262,642$          9,767$          272,409            DDA‐Advanced Level, Step 7 Arraignment Court Staffing2525,248$          525,248$          19,570$        544,818            Senior Level Clerks, Step 7 Clerical/file support for Arraign.Court2180,135$          180,135$          180,135            V/W Assist.Prog. Sp, Step 1 Reentry Notification Specialists183,245$            83,245$             6,861$          90,106              V/W Assist.Prog.Sp, Step 5 Reentry Notification Specialists2192,552$          192,552$          192,552            DDA‐Basic Level, Step 11 Domestic Violence 1 235,094$          235,094$          235,094            ADD: V/W Assist.Prog.Sp, Step 5 Restitution Specialist190,106$        90,106              Senior Level Clerk, Step 7 PRCS/Probation/Parole Violations190,068$        90,068              ‐                         ‐                         Subtotal11 1,478,916$       1,478,916$       216,372$      1,695,288$      OPERATING COSTS‐                         e.g. Training/Travel‐                         Small Equipment Purchase‐                         computer, printer, etc.‐                         IT Support‐                         Vehicle Operating‐                         Office Supplies‐                         Communication Costs‐                         Outfitting Costs‐                         ‐                         ‐                         Subtotal0‐$                   ‐$                   ‐$              ‐$                 CAPITAL COSTS (ONE‐TIME)‐                       e.g. Vehicle Purchase‐                       ‐                       Subtotal0‐$                   ‐$                   ‐$              ‐$                 Total11 1,478,916$    1,478,916$    216,372$   1,695,288$     1. FY2014/15 Status Quo Request should reflect continuation of existing programming at the FY2013/14 funding level.2. FY2014/15 New Funding should reflect proposed new programs for FY2014/15.Page 27 of 400 PROGRAM NARRATIVE:Budget Update:  The District Attorney's office originally budgeted all job classes at the top step.  As not every employee transferred into AB 109 was at top step, no adjustments were necessary.2014/15 Status Quo RequestThe District Attorney's office has requested $1,478,916. The AB 109 team will provided one (1) Reentry Program Coordinator, two (2) Arraignment Court Deputy District Attorneys, one (1) Domestic Violence prosecutor, three (3) Reentry Notification Specialists, and two (2) Clerical/file support staff for the Arraignment court.• Salary and Benefit costs of $1,478,916 are requested for three (3) FTE Deputy District Attorney ‐ Advanced Level, one (1) Deputy            District Attorney ‐ Basic Level,  three (3) Victim/Witness Assistance Program Specialists, and two (2) Senior Level Clerks.• No Operating Costs or Capital Costs are being requested at this time.Reentry Program Coordinator               The District Attorney’s Office must maintain expertise in the constantly shifting field of alternative sentences and service providers in order to more effectively balance the AB109 goal of evidence‐based rehabilitative outcomes with the protection of public safety. This will continue to be an ongoing process.  The Reentry Program Coordinator will 1) explore and determine the effectiveness of alternate sentencing structures, 2) investigate and evaluate service providers, 3) assist other deputies in preparing needs‐assessments of individual defendants to ensure appropriate case resolutions that address both public safety and the specific reentry needs of the individual defendant, and 4) train other members of the District Attorney’s Office in evidence‐based rehabilitative outcomes and the changing legal requirements of Realignment.  Arraignment Court Deputy District Attorneys           These Deputies will staff the calendars in order to facilitate the collaboration by the District Attorney’s Office, the Public Defender’s Office, and the Court.  It is the goal of the program to resolve cases faster with less impact on victim’s, families of offenders and community, while hopefully reducing recidivism.  Domestic Violence Prosecutor           The Domestic Violence Unit of the District Attorney’s Office has been particularly hard hit by Realignment. Before realignment, the DISTRICT ATTORNEY'S OFFICE PROPOSED AB 109 FUNDING FOR FY 2014/15Page 28 of 400 District Attorney’s Office typically declined to file charges in more than 30 Domestic Violence cases per year based on the fact that the matter could be handled with a parole violation.  Following Realignment, in addition to a number of domestic violence offenders being released from prison on “non‐revocable parole,” offenders are now released onto Post‐release Community Supervision.  The Realignment statutes limiting the sanction of custodial confinement in Post‐release Community Supervision cases to 180 days (90 days actual custody) per sanction and this sanction is frequently insufficient for neither the offender nor the victim to break the cycle of domestic violence. Thus, the District Attorney’s Office is forced to file a new case to ensure appropriate punishment of the offender and to protect the victim.  As a result, there have been and will continue to be approximately 30 additional Domestic Violence cases filed each year.Reentry Notification Specialists               Constitutionally mandated victims’ rights under Marsy’s Law have been substantially impacted by Realignment. The workload of the Contra Costa County District Attorney’s Office Victim Assistance Program has increased dramatically due to the Realignment law.  Realignment provides for early release of sentenced offenders as well as those who are in pre‐sentence custody without bail, both without a hearing.  Marsy’s law provides that crime victims have a right to be noticed and an opportunity to be heard on matters involving the custody of defendants and as a result, the District Attorney’s Office Victim Assistance Program has an entirely new set of responsibilities with respect to the victims of Realigned Offenders.  The Program has a duty under current legislation to try to reconcile these conflicting interests and provide enhanced services in areas that have previously not been traditionally addressed by programs in California.  In compliance with Marsy’s Law, the Victim Assistance Program Specialists will:  (1) assist the victim to obtain a criminal protective order; (2) contact the victim to gather input for setting bail and release conditions during the case; (3) be a liaison with the prosecutor for the duration of the case; (4) keep the victim informed of court dates, and sentencing hearings; (5) provide court support during court proceedings; (6) provide information concerning the disposition of the case including assisting the victim to register with the Contra Costa County Sheriff’s Office’s VINE program; (7) assist the victim with gathering information concerning the restitution determination, obtaining a restitution order, assisting Probation with restitution information, and collection of restitution order and restitution fines; (8) assist the victim with understanding the process of incarceration in the county jail to serve prison sentences, release of inmates to community‐based programs, and alternative post sentencing options; and (9) work with victims, the prosecutor and the supervising probation officer to assure victim’s safety concerns are heard and addressed.Clerical/File Support Staff In addition to the attorney’s appearing in Court, the District Attorney’s Office requires additional clerical staff to “pull” the significant number of files, morning and afternoon, for each of the three arraignment courtrooms.  These same files must also be re‐filed or closed after the arraignment calendars.  Additionally, in order to ensure offers both rehabilitate the offender and protect public safety our deputies require access to the County computer system, including Law and Justice, while in court.  Page 29 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormAttachment HDepartment: Employment and Human Services ‐ Zero ToleranceDescription of ItemProgram/FunctionOp. Plan Item  #Annual Unit CostEffective DateQuantity /FTE2013/14 Allocation2014/15 Status Quo Total Funding RequestSALARY AND BENEFITSN/ASubtotal0‐$                     ‐$                       OPERATING COSTSData Evaluation Contract Data Collection/Evaluation 6.3, 6.4 N/A 7/1/2014 N/A$50,00050,000                  Subtotal0 50,000.00$         50,000.00$           CAPITAL COSTS (ONE‐TIME)N/ASubtotal0‐$                     ‐$                       Total0 50,000.00$ 50,000.00$   PROGRAM NARRATIVE: The Zero Tolerance for Domestic Violence Initiative (ZTDVI) requests $50,000 for the ongoing provision of targeted data collection/evaluation services.  These evaluation services will include a focus on domestic violence (DV) and sexual assault (SA) as a critical element in evaluating AB 109s effect on recidivism rates, the impact on public safety (reunification with families, victims) and successful reintegration of individuals back into the community.  Evaluation activities include: identifying existing data points related to DV/SA; evaluation of AB109 programs' alignment with best practices related to victims of crime with a focus on the DV and SA arena including assessing risk and effective interventions.  This targeted evaluation will link to the larger AB 109 evaluation effort. Page 30 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormDepartment: Workforce Development BoardDescription of ItemProgram/FunctionOps. Plan Item  # Quantity /FTE 2013/14 Allocation2014/15 Status Quo Request12014/15 New Funding Request22014/15 Total Funding RequestSALARY AND BENEFITS‐                        One Stop AdministratorEach position16,000.00$               16,000             One Stop Staffis a full FTE40,000.00$               40,000             Workforce Services Specfunded 100,000.00$             50,000.00$               50,000             Business Service Representativethrough 100,000.00$             65,000.00$               65,000             SBDC directormultiple 5,000.00$                 5,000               SBDC Advisorssources10,000.00$               10,000             Workforce Board Executive Director10,000.00$               10,000             Subtotal0 200,000.00$             ‐$                 196,000.00$             196,000.00$    OPERATING COSTS‐                        Travel4,000.00$                 4,000               ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        Subtotal0‐$                           ‐$                 4,000.00$                 4,000.00$        CAPITAL COSTS (ONE‐TIME)‐                        e.g. Vehicle Purchase‐                        ‐                        Subtotal0‐$                           ‐$                 ‐$                           ‐$                  Total0 200,000.00$    ‐$          200,000.00$    200,000.00$    1. FY2014/15 Status Quo Request should reflect continuation of existing programming at the FY2013/14 funding level.2. FY2014/15 New Funding should reflect proposed new programs for FY2014/15.Page 31 of 400 PROGRAM NARRATIVE:2014/15 Status Quo RequestThe Contra Costa County Workforce Development Board (WDB) is not increasing its funding request for fiscal year 2014/2014.  The WDBhas submitted a budget request that reflects the amount of time key staff will devote to AB 109 in order to continue the programs success.In accordance with the WDB's original submittal, the WDB will use AB 109 funds to leaverage other funds to provide services to previouslyincarcerated individuals.  2014/15 New Funding RequestIn accordance with the direction from the CAO's office, the Workforce Development Board is not seeking new funding at this timePage 32 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormDepartment: County Administrator's OfficeDescription of ItemProgram/FunctionOps. Plan Item  # Quantity /FTE2013/14 Allocation2014/15 Status Quo Request12014/15 New Funding Request22014/15 Total Funding RequestSALARY AND BENEFITSe.g. Deputy Probation OfficerSenior Deputy County Administrator Program Administration6.21.0152,000$               161,730$               ‐$              161,730$       Business Systems Analyst (or contractor equivalent)Data Collection/Evaluation6.3, 6.40.5100,000$               63,270$                 ‐$              63,270$          ‐$                Subtotal1.5252,000$               225,000$               ‐$              225,000$       OPERATING COSTS‐$                e.g. Training/Travel‐$                Data Evaluation ContractData Collection/Evaluation6.3, 6.4N/A198,000$               225,000$               ‐$              225,000$       ‐$                ‐$                ‐$                ‐$                ‐$                ‐$                ‐$                ‐$                Subtotal0 198,000$               225,000$               ‐$              225,000$       CAPITAL COSTS (ONE‐TIME)e.g. Vehicle Purchase‐$                ‐$                Subtotal0‐$                        ‐$                        ‐$              ‐$                Total1.5 450,000$        450,000$       ‐$        450,000$       1. FY2014/15 Status Quo Request should reflect continuation of existing programming at the FY2013/14 funding level.2. FY2014/15 New Funding should reflect proposed new programs for FY2014/15.Page 33 of 400 PROGRAM NARRATIVE:The County Administrator's Office has requested a 2014/15 Status Quo allocation of $450,000, which is composed of the following:  2014/15 New Funding RequestThe County Administrator's Office is not submitting a request for new funding in 2014/15.     Salary and Benefit costs of $225,000 are requested for 1.0 FTE Senior Deputy County Administrator and 0.5 FTE Business Systems Analyst. The Senior Deputy position will continue to provide administrative support to the countywide AB109/reentry program, including but not limited to service contract/procurement activities, support to the Community Corrections Partnership and its standing committees, oversight of legislative affairs and oversight of data collection/evaluation activities. The Business Systems Analyst position is intended to provide information technology support for the collection and maintenance of data for use by the county in evaluating AB109/reentry programming. This position would in large part be responsible for assisting in the deployment and maintenance of case management systems in the District Attorney, Public Defender and Probation Departments. This position was created during fiscal year 2012/13 and currently remains vacant. Reducing this position to 0.5 FTE will allow the allow the department to balance to the 2013/14 allocation, while at the same time increasing funding for data collection/evaluation efforts by $27,000 ‐ over 10%. We anticipate filling the Business Systems Analyst position in fiscal year 2014/15 or applying the funding amount towards an equivalent contract position.     Operating Costs include $225,000 for the provision of data collection/evaluation services,  which contemplates a $27,000 increase over fiscal year 2013/14. The Board of Supervisors approved a contract with Resource Development Associates through June 2014 for data and program evaluation services. Continuing to allocate funding for data and program evaluation services is critical to administration of the County's AB109 program and any engagements will continue to be coordinated through the Community Corrections Partnership and the Public Protection Committee. Page 34 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormAttachment KDepartment: Community Advisory Board Description of ItemProgram/FunctionOps. Plan Item  # Quantity /FTE 2013/14 Allocation2014/15 Renewal Request12014/15 Incremental Request22014/15 Total Funding RequestSALARY AND BENEFITS‐                               Employment Staff Employment 5.3.b 9 600,000$                  600,000$               ‐$                              600,000                Housing Specialists Housing 5.3.c 3 200,000$                  200,000$               100,000$                     300,000                One Stop Staff One Stop Reentry Resource Center 5.2.b6 450,000$                  450,000$               ‐$                              450,000                Mentoring StaffMentoring5.4.a1.575,000$                    75,000$                 100,000$                     175,000                Family Reunification Staff Family Reunification5.4.b1.575,000$                    75,000$                 75,000$                       150,000                Civil Legal Advocates Civil Legal Advocacy 5.3.c380,000$                    80,000$                 160,000$                     240,000                Subtotal of Salary and Benefits24 1,480,000$              1,480,000$           435,000$                     1,915,000$            OPERATING COSTS‐$                         Employment SubsidiesEmployment 5.3.b1,400,000$              1,400,000$           ‐$                              1,400,000$            Housing Subsidies Housing 5.3.c 300,000$                  300,000$               900,000$                     1,200,000$            One Stop Operation One Stop Reentry Resource Center 5.2.b750,000$                  750,000$               ‐$                              750,000$               Mentoring Program Costs Mentoring5.4.a25,000$                    25,000$                 200,000$                     225,000$               Family Reunification Program CostsFamily Reunification5.4.b25,000$                    25,000$                 125,000$                     150,000$               Civil Legal Program Costs Civil Legal Advocacy 5.3.c‐$                           60,000$                       60,000$                 Professional Development/CapacityTraining, Capacity Building and Innovation2.3.a, 2.3.b, 5.1.a, 5.4.a‐$                           ‐$                        300,000$                     300,000$                Subtotal of Operating Costs0 2,500,000$              2,500,000$           1,585,000$                 4,085,000$            CAPITAL COSTS (ONE‐TIME)‐                               ‐                               Subtotal of One‐Time Costs0‐$                           ‐$                        ‐$                              ‐$                         Total24 3,980,000$           3,980,000$        2,020,000$              6,000,000$             Employment2,000,000$            Housing1,500,000$            Reentry Centers/Networks1,200,000$            Mentoring400,000$                Family Reunification300,000$                Legal300,000$                CBO and Public Agency Capacity Training300,000$                6,000,000$            Page 35 of 400 Budget Narrative: Proposals Made by the CCP Community Advisory Board for Budget Year 2014‐20151. EmploymentCAB recommends the continued level of total funding at $2 million for employment specialists and operating costs. This amount will cover about 9 employment specialists and associated program costs.2. HousingHousing barriers continue to be among the most highly cited challenges and urgent needs expressed by formerly incarcerated people. Further, research demonstrates that access to safe, stable, and sustainable housing is highly correlated with reduced criminality and increased family and community stability. CAB recommends expanding master leasing programs to 100 individuals while maintaining rental subsidies to qualified individuals. In addition, CAB recommends dedicating funding to sober living facilities, which are a cost‐effective and readily accessible source of housing for formerly incarcerated people, many of whom benefit from the structures and social support of such residences. The housing investment will go from $500,000 to $1 million.3. Regional Reentry Resource CenterCAB recommends the same level of operational funding at $400,000 per site per year, for a total of $1.2 million. We expect that each site will spend about $150,000 on staffing and $250,000 for operating costs, including rent. CAB believes that this allocation will cover only a portion of the cost of both staffing and operations,  and in at least in the  West County model, the Center's opertors will need to attract additional funding by 2015/2016.  In addition, CAB encourages CCP to ensure that money to advance community‐based, co‐located alternatives to incarceration be invested in community‐based organizations, rather than through public departments.4. Supportive Services: Mentoring, Family Reunification, Civil Legal, and OthersCAB recommends substantial increases in funding for mentoring and, family reunification services. Experience to date suggests that the 2013/2014 allocation for these areas is insufficient to meet these important needs, which are both labor‐intensive and in strong demand. In addition, in 2013/2014, the Public Protection Committee allocated an incremental $200,000 to support Jail to Community services, which was granted to the Sheriff's department for subcontract to community‐based Jail to Community services. We recommend that this $200,000 continue to be dedicated to Jail to Community services, but that it be awarded directly to community‐based organizations, rather than redirected through the Sheriff's department.In addition, we request an allocation of $300,000 to support identification of, and county‐wide training in, evidence‐based practices to build collective capacity and to establish consistent, county‐wide core capacities for both public and private stakeholders. This area was entirely unfunded in previous years, yet it is identified in multiple areas of the AB 109 operations plan as a critical strategy to support success.Note on legal services: In the 2013/2014 AB109 budget, a separate RFP for a civil legal attorney position in Central County was issued while civil legal services are included in Rubicon's employment services contract and a small legal sub‐contract was included in Shelter Inc.'s housing services contract. It would increase administrative efficiency and achieve parity to have legal services available in all areas of the County through one RFP.CAB recommends that CAO issue a single RFP for supportive services, to include mentoring, family reunification, civil legal advocacy and other innovative services and programs. The total investment for supportive services should be $600,000. Page 36 of 400 Page 37 of 400 Page 38 of 400 Page 39 of 400 Page 40 of 400 Page 41 of 400 Page 42 of 400 Key Characteristics of Excellence in Peer Mentoring Programs for Adults Produced December 20, 2013 by Further The Work On Behalf of the Contra Costa County Community Advisory Board 1. What works in a mentoring program: a Source: Elements of Effective Practice1: A project of the MENTOR/National Mentoring Partnership, “How to Build a successful Mentoring program using the Elements of Effective Practice” is a comprehensive (200-page), step-by-step tool kit for program managers. The downloadable print guide is further supported by four downloadable tool kit modules (Tools for Designing and Planning/ To Manage a Program/ to Structure Effective Program Operations/ To Establish Evaluation Criteria and Methods b What elements constitute a safe and effective mentoring program? i. Program Design and Planning: who to be served, the types of mentoring (group, one-on-one, peer), recruitment criteria for mentors, program goals and expected outcomes, relationship duration and dosage, purpose of mentoring (socialization, crisis support, problem-solving, navigation, job/career guidance), the program’s setting (faith based, community locations, workplace, incarceration, transitional), evaluation, and mentor/mentee supervision. ii. Program Management: A well-managed program promotes accuracy, establishes credibility and accountability, and enables gauges of program effectiveness. It should include an advisory group, a system for managing program information, a resource development plan, a monitoring system and plan, and strategies for staff and mentor development and assessment. iii. Program Operations: Efficient, consistent everyday operations are important to the success of any mentoring program. This includes effective strategies for recruiting mentors, mentees, and other volunteers, screening potential mentors and mentees, providing training and orientation for mentors and mentees, effective criteria for matching mentors and mentees, supporting and monitoring relationships, and supporting closure, graduation or termination of the relationship. iv. Program Evaluation: A good program has developed a plan to measure program process, measuring progress toward goals (for the program, for the mentor, and for the mentee), and continuous learning and improvement based on evaluation measures. 2. What works in mentoring relationships There is a difference between a mentoring program and a mentoring relationship that operates within and part of an intentional program. i. What works in mentoring relationships:                                                                                                                 1  Excerpted from How to Build a Successful Mentoring Program Using the Elements of Effective Practice, A Step by Step Tool Kit for Program Managers, a project of MENTOR and the National Mentoring Partnership, 2005. The toolkit can be found online at http://www.mentoring.org/eeptoolkit   Page 43 of 400 Key Characteristics of Excellence in Mentoring Programs Produced by Further The Work for Contra Costa County Community Advisory Board, December 2013, Page 2 of 2 According to Dr. Jean Rhodes, Professor of Psychology at the University of Massachusetts, the most significant predictor of positive mentoring results is whether mentors and mentees share a close, trusting relationship. Such relationships do not just happen. They need ongoing support and monitoring, particularly during the early stages, to ensure that the relationships do not terminate prematurely. In an article entitled “What Makes Mentoring Work?,” Dr. Rhodes described four program practices that are essential for strong and effective mentoring relationships: • Conducting reasonably intensive screening of potential mentors • Making matches based on interests shared by both the mentor and the mentee • Providing more than six hours of training in curriculum and methods for mentors • Providing post-match training and support ii. What doesn’t work in mentoring relationships: • Failing to meet regularly with the mentee • Adopting an authoritative, prescriptive, hectoring, lecturing, or shaming tone • Putting too much emphasis on changing the mentee’s behavior rather than on developing a warm relationship based on trust and respect • Trying to transform the mentee by imposing a set of values not shared by the mentee or consistent with the mentee’s life circumstances • Talking rather than listening 3. Mentoring Formerly Incarcerated Adults a Source: Mentoring Former Prisoners: A Guide for Reentry Programs by Public/Private Ventures and Ready4Work. This 100-page guide focuses not on the broader questions of program design, but instead drills down into issues of mentor recruitment, training, supervision, and policies, in seven sections: i. Designing the Mentoring Component ii. Hiring a Mentoring Coordinator iii. Developing Initial Policies and Procedures iv. Recruiting Mentors v. Training and Matching Mentors vi. Providing Supervision and Support In addition, the guide is supplemented with guidelines for group mentoring, sample forms, mentor training activities, and additional resources. 4. Measurement in Mentoring Programs: The Bureau of Justice Affairs’ Second Chance Act Grant Performance Measures provides a grid of 17 quantitative performance measures along with 7 open-ended narrative questions. Page 44 of 400 Key Characteristics of Excellence in Sober Living Homes Prepared by Donte Blue, Bay Area Legal Aid On behalf of Community Advisory Board   1. Introduction The National Association of Recovery Residences (NARR) has developed National Standards for Sober Living to support the creation of consistent, high quality sober living homes to serve as either transitional or permanent housing for people who may experiences in securing or succeeding in other types of housing. NARR’s well-researched standards identify key components of recovery residences at varying levels of intensity. Along this continuum, sober living homes generally operate as Level II residences within the NARR rubric. In California, sober living homes of this type are often given the name sober living environments (SLE), and differ from other recovery residences in that they are generally run by a single paid house manager whose decisions are guided by written policies and procedures. The homes generally include peer groups, house meetings, and self- help treatment services. While "studies on these types of facilities have been limited,"1 NARR's review of the relative literature on similar types of recovery residences suggests that many attributes of sober living homes make them an ideal candidate for a stable permanent housing option for reentry populations. Among these attributes are reduced rates of involvement in the criminal justice system,2 and lower rates of unemployment.3 Such residences geared towards specific use by a reentry population should be based on policies of complete abstinence, and should also be dual diagnosis capable. Despite being based on abstinence, such residences shouldn't have a relapse policy that is purely punitive, but one that seeks to "protect the health and well-being of that individual and the [recovery residence] community as a whole."4 Notably, the NARR standards examine key characteristics of an SLE from a variety of perspectives including organizational, operational, and good neighbor characteristics. 2. Organizational Characteristics5 a. Should have business licenses or be incorporated b. Should fully comply with all applicable laws (including confidentiality) at the federal, state, and local levels                                                                                                                           1 See NARR, A Primer on Recovery Residences: FAQs at21 (2012). Available at: <http://www.soberhousing.net/documents/NARR%20FAQ%20&%20Research%20Project%20Master%20Long%20V ersion%20Final%2009-20-2012a.pdf>. 2 2 See Jason, L.A. et al, The need for substance abuse aftercare: Longitudinal analysis of Oxford House, 32 Addictive Behaviors 803 (2007) (finding incarceration rates reduced from 9% to 3% in Oxford House placements). 3 Id. (finding unemployment rates of about 12% for those in recovery homes). 4 See NARR, A Primer on Recovery Residences: FAQs at19 (2012). 5 These characteristics are based on NARR recommendations for Level II facilities. See NARR, Standard for Recovery Residences (2011). Available at: <http://www.soberaustin.com/Files/NARRMemberStandards0911.pdf>. Page 45 of 400 Key Characteristics of Excellence for Sober Living Homes, Page 2 of 3 c. One house member/manager in charge should be fully compensated and clearly identified d. All residences should include a grievance system for any adverse decision against household members e. All financial transactions of the residence should be fully documented f. Residents should be encouraged to assist in development of a personalized recovery plan 3. Operational Characteristics a. Written permission, from the title holder, to use the property as a recovery residence should be conspicuously displayed at all times and include the owner's contact information b. Residences should collect and report accurate process and outcome data for continuous quality improvement c. Emergency procedures, equipment, phone numbers, and evacuation maps should be fully operational and remain displayed in conspicuous and easily accessible locations d. All residences should be bonded or carry liability insurance e. The environment should be based on a policy of abstinence, have a non-smoking internal environment, and include hazardous item searches, drug- screenings/toxicology protocols, secure storage for prescription and non- prescription medication, and be dual diagnosis capable f. Operations should be based on fully available written documents that include a policy and procedures handbook, code of ethics, mission/vision statement, and household rules and expectations g. A communal area should be large enough to accommodate house meetings h. Each home should have a bathroom with a toilet, sink, and shower for every six residents i. The grounds, appliances, and furnishing should be maintained in a safe, clean, and working condition j. Laundry services should be accessible to all residents k. A mandatory orientation for each resident should clearly communicate rights and responsibilities of residents and staff, outline house rules and emergency protocols, and collect emergency contact information from the resident l. Available recovery support services should include 12 step programs, leisure activities, ministries, recovery advocacy opportunities, and life skills development m. Residents should have storage for food and personal items Page 46 of 400 Key Characteristics of Excellence for Sober Living Homes, Page 3 of 3 n. A protocol should exist to make routine and emergency repairs in a timely fashion 4. Good Neighbor Characteristics a. Neighbors should be provided with emergency contact information for staff as requested b. All complaints of neighbors should be responded to in a timely fashion, even if the issue is unable to be resolved c. Rules concerning noise, smoking, loitering, and parking should all be sensitive and responsive to the reasonable concerns of the larger residential community d. Homes should consider including house members in community based celebrations and activities. Page 47 of 400 Key Characteristics of Excellence in Problem Solving Courts Prepared by Susun Kim, Bay Area Legal Aid On Behalf of Community Advisory Board Problem-solving courts share the following common elements: 1. Focus on Outcomes: Problem-solving courts are designed to provide positive case outcomes for victims, society and the offender (e.g., reducing recidivism or creating safer communities). 2. System Change: Problem-solving courts promote reform in how the government responds to problems such as drug addiction and mental illness. 3. Judicial Involvement: Judges take a more hands-on approach to addressing problems and change in the behaviors of defendants. 4. Collaboration: Problem-solving courts work with external parties to achieve certain goals (e.g., developing partnerships with mental health providers). 5. Non-traditional Roles: These courts and their personnel take on roles or processes not common in traditional courts. For example, some problem-solving courts are less adversarial than traditional criminal justice processing. 6. Screening and Assessment: Use of screening and assessment tools to identify appropriate individuals for the court is common. 7. Early identification of potential candidates: Use of screening and assessment tools to determine a defendant's eligibility for the problem-solving court usually occurs early in a defendant's involvement with criminal justice processing. An effective problem-solving court, such as a reentry court or drug court, should have the following characteristics: 1. Include evaluation and performance measurement planning in the first phases of establishing a problem solving court. Specify what performance measures will be used, know which data will be available, and decide how data will be collected and reported. 2. Develop processes to identify eligible participants as soon as possible after arrest for prompt placement in the court. 3. Ensure proper training for court personnel to help them interact with and address the problems of the court participants. 4. Develop collaboration among service/treatment providers, criminal justice agencies and community-based organizations. 5. Incorporate standardized assessment instruments to monitor participant progress. 6. Track program activities to monitor program implementation and to provide stakeholders with current information on progress. 7. Conduct fidelity checks during the program to determine the delievery, quality and intermediate results of services. Page 48 of 400 Key Characteristics of Excellence in Problem Solving Courts, compiled by Susun Kim, JD, Bay Area Legal Aid Page 2 of 2 8. Provide a variety of aftercare programs (vocational, educational, family, medical, and other support services) to help maintain changes achieved during program participation. 9. Establish collaborative relationships with community-based organizations and other public agencies to gain local court support and increase the availability of services. Page 49 of 400 1     Key Characteristics of Excellence in Family Reunification Programs in Criminal Justice Systems Produced by Center for Human Development (CHD) On Behalf of the Contra Costa Community Advisory Board- December 2013 _______________________________________________________ 1. Recent Research Findings Researchers report strategies targeting stronger relationships between offenders and their families correlate with better offender outcomes. Studies indicate that families are important to offenders successfully achieving their goals, including reduced recidivism. (di Zerega 2010). A key area to offender success is to identify and build upon offenders’ pro-social supports from families and other social networks (such as religious and community organizations). Family is broadly defined to include those individuals with pro-social, close and meaningful relationships with the offender. In 2004, the National Institute of Corrections (NIC), the Crime and Justice Institute identified eight principles of evidence-based practice. Principle 6 explicitly addresses the engagement of families (as pro-social supports in offenders’ “natural communities”). 2. Key Elements of “best practices” offenders’ family reunification/engagement programs Source: Engaging Offenders’ Families in Reentry, one in a series of coaching packets designed to assist jurisdictions in the implementation of effective practices that will support successful outcomes. Developed for the FYI 2007 Prisoner Reentry Initiative Grant Program, sponsored by the DOJ. This packet is a tool kit to use in implementing strength-based, family-focused practices. A nineteen-point evaluative checklist is included. Several programs offer a broad structural model for family reunification/engagement programs, including the one described in the coach packet and outlined, below. See also: Vera Institute of Justice. a. Incarceration Phase Upon entering an institution, the assessment process should not only collect information on offenders’ risk and criminogenic needs, but comprehensive information about their families that contributes to case planning. Throughout incarceration, staff provides positive support for inmate’s relationships with family and pro-social supporters. Research shows that continuity of care from entry to post release is the most effective model for supporting families, who in turn, support their incarcerated family member both pre- and post-release.1 b. Transition Phase Detention facility staff, probation officers, and community partners collaborate together to ensure continuity-of-care strategies, such as class for both incarcerated individuals and                                                                                                                           1 Engaging Offenders’ Families in Reentry, one in a series of coaching packets developed for the FYI 2007 Prisoner Reentry Initiative Grant Program, sponsored by the DOJ. Page 50 of 400 2     families. Conduct pre-release assessment that captures current family strengths and social supports. Family Reentry Meetings, conducted by CBOs, provide cost-effective and researched-based services during this phase.2 c. Community Phase Under community supervision, probation officers ensure that offenders’ risk level guides the level and type of supervision, and review offender case plans regarding current family strengths and social supports. CBO services are continued and intensified in this phase. 3. Key Elements of family reunification program with researched, positive outcomes3 a. A successful program begins with a partnership, collaboration, and agreement with parole officers, sheriff’s department, community-based organizations, and other agencies on the design, development, and running of program of family engaged reentry programs. b. Coordinated reporting and referral systems among partners is established and followed c. Community based organizations provide a cadre of experienced volunteers to work in case development, family meetings, and follow through. CBO screen, train, and supervise volunteers. d. Individual characteristics essential for CBOs’ volunteers and staff i. Non-judgmental (ability to withhold judgment during interactions) ii. Experience and ability to facilitate difficult conversations iii. Experience and ability to facilitate high-emotion and high-conflict conversations iv. Experience and ability to listen deeply to others’ personal issues v. Experience and ability to remain neutral during family meeting e. Mandatory attendance is required at orientation training and ongoing trainings for CBOs’ volunteers, for example: Facility regulations; Safety and restrictions training; Victim-informed training; Working with offender/ex-offender populations and their families; Re-entry mediation advanced training f. CBOs Volunteers agree to: i. A one year service time commitment ii. Maintain access to reliable vehicle iii. Attend debriefing meetings and complete necessary paperwork                                                                                                                           2 Reentry Mediation Recidivism Analysis, Choice Research Associates, Baltimore, April 2013. Compiled by Barbara Proctor, J.D. 3 Center for Human Development Page 51 of 400 3     iv. Allow background and criminal checks. A criminal history is not a bar to volunteering v. Engage in coaching and feedback 4. Measurement in and Evaluation of Family Reunification Programs The work of supporting prisoners and their families is still in its early stages and as a result, the research about the long-term effects of various approaches is limited. However, examples have been legitimized through a) extensive application or replication b) reports of efficacy by prominent scholars and practitioners, and c) strong presence through the body of literature related to prison reentry and family support. (Wilder Research 2009)4. Additionally, more than one researcher has suggested that family reentry programs can be measured for effectiveness in a number of ways, not just empirical research, but also social indicators such as a number of drug-free babies and/or reunification of families and children. From February 2009 until April 2013, Choice Research Associates used analytical methods to develop a system that would allow for both short term programs evaluation and long term analysis of the effect of reentry mediation on recidivism5. Six hundred twenty (620) incarcerated or post-release individuals participated in this study. In an April 2013 publication, researchers stated that those who mediated were significantly less likely to be arrested (on average 24% versus 34% of the comparison group). Further, those convicted post release, mediation participants were charged with less serious crimes, as indicated by significantly fewer felony offenses crimes have a lower seriousness category than those in the comparison group-. Specifically, 5% of post-release charges were felonies for the treatment group compared to 25% of charges of the comparison group. (See footnote #2)                                                                                                                           4 Meyerson J., and Otteson, C. Strengthening families impacted by incarceration: A review of current research and practice, Wilder Research (2009). 5 Personal Communication with Lorig Charkoudian, Ph.D., December 2013. Re-entry mediation is a technique used in Family Meetings in Family Reunification Programs. These terms are interchangeable for purposes of identifying proven approaches to reducing recidivism rates in family reunification programs. Page 52 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormDepartment: Sheriff's OfficeDescription of ItemProgram/FunctionOps. Plan Item  # Quantity /FTE 2013/14 Allocation2014/15 Status Quo Request12014/15 New Funding Request22014/15 Total Funding RequestSALARY AND BENEFITS‐                                   SergeantStaff SupervisionObjective 3.11254,050.00$                             263,526.00$                                 263,526                      Deputy SheriffInmate ManagementObjective 3.1194,258,850.00$                         4,544,838.00$                             4,544,838                   OvertimeObjective 3.126,000.00$                               26,000.00$                                   26,000                         SpecialistAlternative Custody progrmsObjective 3.13330,000.00$                             398,133.00$                                 398,133                      Senior ClerkData and Admin SupportObjective 3.12194,000.00$                             199,212.00$                                 199,212                      ASA IIAdministrative SupportObjective 5.21140,000.00$                             143,207.00$                                 143,207                      DSWAdditional Cleaning/MaintenanceObjective 3.12172,000.00$                             177,428.00$                                 177,428                      Lead CookFood Prep.Objective 3.11102,000.00$                             106,080.00$                                 106,080                      Vendor for Equip.CAF Monitoring MaintenanceObjective 3.1176,000.00$                               76,000.00$                                   76,000                         ‐                                   Subtotal305,552,900.00$                         5,934,424.00$                             ‐$                                                   5,934,424.00$           OPERATING COSTS‐                                   FOOD/CLOTHING/HOUSEHOLDInmate Management/WelfareObjective 3.1391,700.00$                             391,700.00$                                 391,700                    MONITORING COSTS Inmate MonitoringObjective 3.154,750.00$                               54,750.00$                                   54,750                       IT SUPPORTTech. SupportObjective 3.140,000.00$                               40,000.00$                                   40,000                       ISF VEHICLE COSTS  Maintenance ISFObjective 3.247,000.00$                               47,000.00$                                   47,000                       Bus DepreciationAsset DepreciationObjective 3.279,032.00$                               79,032.00$                                   79,032                       Behavioral Health Crt. Ops.Overhead for Behavioral Health Court Objective 3.380,492.00$                               80,492.00$                                   80,492                       Program Administration Jail‐to‐Communities ProgramsObjective 5.3200,000.00$                             200,000.00$                                 200,000                      ‐                                 ‐                                 ‐                                 Subtotal0892,974.00$                             892,974.00$                                 ‐$                                                   892,974.00$              CAPITAL COSTS (ONE‐TIME)‐                                 Central Control RenovationsObjective 3.11,600,000.00$                         ‐$                                               ‐                                 MDF Furniture UpgradeObjective 3.1700,000.00$                                     700,000                    WCDF Visiting Center UpgradeObjective 3.1400,000.00$                                     400,000                    Subtotal01,600,000.00$                         ‐$                                               1,100,000.00$                                 1,100,000.00$          Total30 8,045,874.00$            6,827,398.00$               1,100,000.00$                  7,927,398.00$          1. FY2014/15 Status Quo Request should reflect continuation of existing programming at the FY2013/14 funding level.2. FY2014/15 New Funding should reflect proposed new programs for FY2014/15.Page 53 of 400 PROGRAM NARRATIVE:The above funding requests reflect a maintenance of 13/14 staffing, operations and programs, with no request for capital costs, thus reducing the overall request by $1.6 million.2014/15 Status Quo Request2014/15 New Funding RequestThe West County Detention Facility's Visiting Center does not currently meet the needs of the inmate population housed at the WCDF. The current WCDF Visiting Center's configuration has serious deficiances which interfer with the Inmate's ability to visit and our ability  to assure the visitors safety. The Martinez Detention Facility needs to have the freestanding  wooden desks in each of the cells replaced with metal desks that  are secured in place. The current desks are being dismantled to use as weapons and tools to assist in escape attempts.  FY 2014‐2015 DEPUTY SHERIFF (16) Facilities, (2) Transportation (1) ClassificationMaintains same staffing approved for 12‐13, increased personnel costs reflect rise in benefits costsFY 2014‐2015 Deputy Sheriff OvertimeA projected 400 hours of overtime will be required for scheduled vacations and training, increased to reflect increased personnel costs.  FY 2014‐2015 SENIOR CLERK (2)Maintains same staffing approved for 12‐13,increased personnel costs reflect rise in benefits costsFY 2014‐2015 ASA II (1) ‐Inmate ProgramsMaintains same staffing approved for 12‐13,increased personnel costs reflect rise in benefits costsFY 2014‐2015 Detention Service Worker (2) Maintains same staffing approved for 12‐13, increased personnel costs reflect rise in benefits costsFY 2014‐2015 Lead Cook (1)Maintains same staffing approved for 12‐13,increased personnel costs reflect rise in benefits costsFY 2014‐2015 Food/Clothing/HouseholdFunding for food, clothing, and household expenses to meet inmates' needs and Title 15 requirements.FY 2014‐2015 Monitoring CostsThe ongoing costs associated with the monitoring through contracts with SCRAM and 3M for alternative custody devices. FY 2014‐2015 IT SupportThe ongoing costs associated with the Sheriff’s Office and contracts for IT support, which includes installation and maintenance for the alternative custody devices.FY 2014‐2015 Vehicle CostsThe purchase of a fully equipped patrol vehicle for our Custody Alternatives Deputies was for the 2011 ‐12 fiscal year. This money is for ongoing maintenance, increased for likely rise in replacement costs, parts and overheadFY 2014‐2015 Transportation BusAnnual maintenance costs were determined based upon an estimated 3,000 miles per month and a 30 year useful life expectancy of the purchased MCI Bus.  Maintenance costs include fuel, oil, parts, labor, insurance and depreciation.FY 2014‐2015 Behavioral Health CourtThis item is to support the ongoing costs of the Behavioral Health Court as it currently exists.1)Vehicle, Rent, IT Support, Phones, PG&E, Repairs, Limited Supplies, Cell Phones, Computers, Drug Testing, and Deputy Annual Training Classes*FY 2014‐2015 Program Administration Costs*The Sheriff's Office was awarded $200,000 in FY 13/14 afterbudget requests, to administer "Jail to Community" programs in the detention facilities.  The programs are in place and the 'status quo' budget should include the cost for their continuation.Page 54 of 400 Budget Category FTE FY14/15 Proposed Budget Comments Annual Salary & Benefit Costs Deputy Probation Officer III 4.0 653,024$ Avg S&B of DPO III Paralegal 2.0 138,000$ Estimate from Public Defender Clerk 1.0 78,523 Avg S&B C-Clerk Total Salary & Benefit Costs 869,547$ Operating Costs: Specialized Training/Evaluator 2,453$ Toyota Camry Hybrid 28,000$ 1 vehicle Total Operating Costs 30,453$ Total 900,000$ FY14/15 Estimated Pre-Trial Budget Page 55 of 400 Contra Costa County Community Corrections Partnership2014/15 AB109 Budget Proposal FormDepartment: Contra Costa County Police Chief's Description of ItemProgram/FunctionOps. Plan Item  # Quantity /FTE 2013/14 Allocation2014/15 Status Quo Request12014/15 New Funding Request22014/15 Total Funding RequestSALARY AND BENEFITSAntioch Police OfficerAB 109 OfficerObective 5.11 130,500.00$             130,500.00$             ‐$               130,500           Concord Police Officer AB 109 OfficerObective 5.11 130,500.00$             130,500.00$             ‐$               130,500           Pittsburg Police Officer AB 109 OfficerObective 5.11 130,500.00$             130,500.00$             ‐$               130,500           Richmond Police Officer AB 109 OfficerObective 5.11130,500.00$             130,500.00$             ‐$               130,500           Subtotal4 522,000.00$             522,000.00$             ‐$               522,000.00$    OPERATING COSTS‐                          e.g. Training/Travel‐                          Small Equipment Purchase‐                          computer, printer, etc.‐                          IT Support‐                          Vehicle Operating‐                          Office Supplies‐                          Communication Costs‐                          Outfitting Costs‐                          ‐                          ‐                          Subtotal0‐$                            ‐$                            ‐$               ‐$                   CAPITAL COSTS (ONE‐TIME)‐                          e.g. Vehicle Purchase‐                          ‐                          Subtotal0‐$                            ‐$                            ‐$               ‐$                   Total4 522,000.00$     522,000.00$    ‐$        522,000.00$    1. FY2014/15 Status Quo Request should reflect continuation of existing programming at the FY2013/14 funding level.2. FY2014/15 New Funding should reflect proposed new programs for FY2014/15.Page 56 of 400 PROGRAM NARRATIVE:2014/15 Status Quo Request2014/15 New Funding RequestNo new funding requestsThe Contra Costa County Police Chief's Association has requested $522,000 to fund these four (4) postions. These officers particpate in coordinated monitering, compliance checks, and drug testing within the County. This collabroative approach is consistent with the Contra Costa County AB109 Operation Plan. Each Police Officer maintains a curent knowledge of County AB 109 programs to ensure County AB109 probationers are referred to services, if deemed appropraite.  Each police agency assigns one (1) full‐time Police Officer to participate in a countywide AB109 joint operation team cordinated by the respective police agencies and the Contra Costa County Police Chief's Association Page 57 of 400 PUBLIC PROTECTION COMMITTEE 5. Meeting Date:02/24/2014   Submitted For: Philip F. Kader, County Probation Officer  Department:Probation Referral No.:   Referral Name: AB109 West County and Central & East County Reentry Plan Presentations  Presenter: Phil Kader, Chief Probation Officer Contact: Lara DeLaney, 925-335-1097 Referral History: 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 and submitted their proposed plans to the County Administrator’s Office on January 27, 2014. After receiving additional input, the proposed plan for the East/Central Networked System of Service was revised, and the plan was distributed to the CCP at their February 14, 2014 meeting. The final plan for the West County Reentry Resource Center was also distributed to the CCP at their Feb. 14, 2014 meeting. The plans are available on the County’s website at: http://www.contracosta.ca.gov/index.aspx?nid=2366 Referral Update: "A Design and Implementation Plan For a West County Reentry Resource Center": The proposed plan was designed and managed by Further The Work, a company based in Richmond and founded by Rebecca Brown, over the course of seven months. Further The Work (FTW) provides capacity-building services and resources, direct technical assistance, and process design and management, offering subject-matter expertise on issues that disproportionately affect the formerly incarcerated. In addition to the creation of a functional and actionable implementation plan for a West County Reentry Resource Center, including vision, mission, organizational host, governance structures, Page 58 of 400 operating principles, MOU template, and a first-year work plan and budget, FTW identified three additional process outcomes of the project:  Enhance community awareness, participation and ownership;1. Strengthen relationships through increased trust and better understanding of common goals;2. Encourage collective learning and technical capacity-building.3. FTW employed multiple mechanisms to foster inclusion, learning, shared decision-making, and relationship building in the project, which included: a community-based participatory design process, positive group development, collective learning, clear and inclusive decision-making, consistent group structure, visual timelines and milestones, and graphic recording. The project provided consistent communication via multiple methods, including a webpage. The process was led by a 16-member Core Design Team of local stakeholders and was supported by the City of Richmond and Bay Area Local Initiatives Support Corporation/State Farm. A project completion report from Ms. Brown is found in Attachment A. Implementation of the plan, as proposed, will require the establishment of the governing Steering Committee, which includes two members of the CCP Executive Committee (one representing a public safety agency and one representing health/behavioral health agency), and the issuance by the County Administrator’s Office of a Request for Qualifications to identify a "host organization." The Plan assumes that the County selects the Host and completes the contracting process for a host organization by June 2014. In order to facilitate this timeline, an RFQ will need to be issued in March 2014. "Proposed Plan for an East & Central Networked System of Services for Returning Citizens": Managed by two principals, Iris and Keith Archuleta, Emerald HPC International 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 a systemic and inclusive 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 is scheduled for February 27, 2014 at John F. Kennedy University. Recommendation(s)/Next Step(s):Page 59 of 400 Recommendation(s)/Next Step(s): REVIEW and ACCEPT the plans developed for the establishment of a "West County Reentry Resource Center" and an "East and Central County Networked System of Services for Returning Citizens" and CONSIDER recommending their approval by the Board of Supervisors at the March 11, 2014 regular meeting, and providing staff direction on the implementation of the plans. Fiscal Impact (if any): No fiscal impact. Attachments Attachment A - Further the Work Project Completion Letter Attachment B - "A Design and Implementation Plan for a West County Reentry Resource Center" Attachment C - "Proposed Plan for an East & Central Networked System of Services for Returning Citizens" Page 60 of 400 Further The Work Strengthening Nonprofits and Their Partners justice 855 Meadow View Drive Richmond, CA 94806 510 243-0122 tel 510 243-0132 fax FurtherTheWork.com January 31, 2014 Lara DeLaney Senior Deputy County Administrator Contra Costa County Administrator’s Office 651 Pine Street, 10th Floor Martinez, CA 94553 Dear Ms. DeLaney: I am pleased to offer you this project-completion report on the West Contra Costa County Reentry Center, for which Further The Work (FTW) held the contract as project designer and manager. This report summarizes the process and outcomes of this project. 1) Contract Scope and Completion: On June 16, 2013, Further The Work entered into contract with the Office of the County Administrator to undertake a seven-month project to develop an actionable implementation plan for a West County Reentry Resource Center. The contract’s primary deliverables included the development of vision & mission statements, organizational host characteristics, governance structures, operating principles, MOU template, and first-year work plan and budget. In addition to these deliverables, FTW also detailed three process outcomes intended to strengthen our community’s collective efficiency and build social capital: • Enhance community awareness, participation, and ownership • Strengthen relationships through increased trust and better understanding of common goals • Encourage collective learning and technical capacity-building On January 24, 2014, FTW submitted the completed implementation plan to the Office of the County Administrator, and we have also provided electronic copies of all elements of the plan. Attached to this final report are comments generated through feedback forms completed by both team members and community members in meetings conducted on January 24 and January 28, 2014. The comments from the feedback forms are included here in full; they have not been altered or excerpted in any way, and the original feedback forms are available for review upon request. With these deliverables, we have now fulfilled the contract’s scope of work. Attachment A Page 61 of 400 Further The Work Strengthening Nonprofits and Their Partners Page 2 of 2 2) Project Budget: The final cost of this project was $73,120, which included 715.50 hours of FTW staff time. To supplement the $40,000 in revenues provided through the contract with the county, FTW generated the following support, representing an 83% leverage of county funds. a) $16,500 in financial contributions from the City of Richmond’s Police Department and from Bay Area Local Initiatives Support Corporation b) $8,000 in in-kind support provided by Richmond’s City Manager’s office c) $8,500 in pro bono services donated by Further The Work 3) Project Participants: a) To accomplish this project, FTW developed and managed a community-based, participatory planning process led by 16 community members who volunteered to serve on the project’s Core Design Team. b) This Core Design Team was supplemented by another 25 stakeholders who participated as members of the seven Work Teams that were formed during the process. c) The Core Design Team conducted in-person, structured interviews with 18 multi-service centers or organizations throughout the Bay Area. d) FTW conducted several focus groups with institutional stakeholders as well as with people who have direct experience of incarceration. e) FTW presented on its work in progress at meetings of the Contra Costa County Community Corrections Partnership and of the county’s Community Advisory Board. f) Finally, throughout the project’s course, FTW and the Core Design Team provided both information and participation activities to support the project’s development at each of the public, open-to-all meetings of the Reentry Solutions Group that were held each month from July 2013 through January 2014. Altogether, over 120 people from across all regions and sectors of the county contributed to the project’s design, development, and success. This was an extraordinarily complex, challenging, and exciting project, and we are grateful for the county’s partnership and for the faith and commitment demonstrated by all those who were so essential to this project’s success. With deep respect and appreciation, Rebecca Brown President Attachment A Page 62 of 400 West County Reentry CenterReflective worksheets completed by Core Design Team/Work TeamsJanuary 23, 2014page 1I remember being interviewed as a stakeholder. It's really how I got deeper involved in the project. It is unusual and good how stakeholder input was sought at each stage of the projectThe interviewing of "reentry" service providers was a valuable and important component of understanding of visions and of possibilitiesI continue to be impressed with the number of people at all levels that committed to this for the amount of time. Reentry Solutions Group meetings and the # of people attending and committed to this work.You mean aside from the fabulous lunches and that amazing cake?! I particularly recall that [Rebecca] continually strived to engage everyone in the process and always solicited input and feedback. She worked to educate and enliven the discussion.The launch was inspiring. The process was very inclusionary, as long as you were willing to get to work.The graphics were helpful visuals that reminded me of the goal.What stands out for me is reflecting, in one of our meetings, on coming out of prison/jail and what it was that was needed to survive and become a healthy member of society.This was a great collaborative process. I really appreciated the variety of expertise and input.Key moment: interviews with service providers/nonprofits.Making agreements. Respecting opinion differences and having healthy dialogue.It was amazing to see all the ideas from community representatives distilled into tangible guiding principles for this project.Three "aha!" moments including: 1) understanding host/backbone concept; 2) reading the complete plan; 3) memories of the 1st round of proposals for services!Inspiring; Final product despite challengesThe first meeting: seeing the numerous amount of people dedicated to this work.Key moments for me include the openness of the process to novel contributions and ideas, as well as the positive and supportive membership of the Core Design Team.I don't remember a single heated moment -- refreshing.The most amazing experience for me was the commitment and passion that the community members in the group had for this project. It reminded me of when I was in college where people came together because they wanted to, not because they had to.The planning stage and all of the ideas presented.All of the individuals from various fields coming togetherReport-out from interviews -- long but entertaining and informative, very well facilitatedAgreeing to disagree and vice versa. Everything was essential.Our hard work and dedicationThe work group meetings and getting feedback from everyone. Feels like I was involved in everything at every step.I think the fact that there was little discord regarding what was wanted and needed.Looking back on the project and our process together as a group, what are some of the key moments that stand out in your memory? What aspects do you particularly recall?Attachment APage 63 of 400 West County Reentry CenterReflective worksheets completed by Core Design Team/Work TeamsJanuary 23, 2014page 2When you consider all the work, time, and energy involved in this project, what stands out as most inspiring or unexpected?I was glad to see that community members, reentry consumers, victims, and family members were involved.Most inspiring to me was drafting our mission and values.Learning from reentry participants and CBOs that are doing this work.That [Rebecca] pulled all of the critical elements together so quickly; that she sifted through all of the information and opinions and delivered a cohesive, comprehensive plan.Inspiring -- the facilitation was FABULOUS!!!The local research was helpful and insightful.The most inspiring for me, all in all, is knowing that we are bettering the lives of so many involved, more than just formerly incarcerated people -- all the community and families of them, too.Rebecca's leadership was most inspiring!Getting to know others more/betterThe most inspiring aspect of working on the Core Design Team was how much work can be done when it's shared; the quality of the discussions and conclusions.Unexpected: true appreciation of final project.The interviews of other agencies was beneficial.Having the honor to conduct 2 focus groups for emerging communities with special needs, and also being able to attend the TAG focus group was very inspirational.Inspiring: The community effort by allThe complete product: seeing the binderThe leadership displayed on all levels, and true commitment of partners, county, CBOs, community throughoutSometimes we seemed to be redundant and today the outline is great, so in essence practice makes perfect.The way my team/advisors came together when I needed them.The organization of the meetings were well done.When you consider all the work, time, and energy involved in this project, what was most challenging?The time commitment was most challenging.Time-management. I just wish I had all the time in the world and more to commit to good causesTime commitment for me, and learning curve: feeling I was ignorant on the subject and fearing I would have nothing to offerFor me, the challenge was giving time (not always possible) for everyone.The most challenging, I think, is putting it all together to make it work successfully, which I think we've done.Juggling my work schedule to make all meetingsBeing able to attend the many meetingsInitial trust for the process & transparency of process/time commitmentAttachment APage 64 of 400 West County Reentry CenterReflective worksheets completed by Core Design Team/Work TeamsJanuary 23, 2014page 3Challenging was when I started working and finding time to do afternoon meetings.Challenging: Having time to really be of any help to this projectWhen you think about your own involvement in this project, what new insights have emerged for you?Leveraging current services, partnering with other entitiesThe power of collective wisdom!Totally new field for me. I learned a tremendous amount about reentry, restorative justice, all the work being done in this field, what has been happening, etc.That having a top-notch professional makes all the differenceThis work has helped me in our ongoing program design.The community in West County is strong, committed, and aware of the needs. The community is generally welcoming.County politics -- regional tensions are still alive and well. I haven't been involved for very long, but the time I have been, I realize there is much more complexity to what I thought would have been so easy.The whole planning process to help and to help with success.I am glad to have participated in a project out of my usual area of expertise, and found that I could become just as passionate about it and just as engaged.We have a wealth of committed, smart, and wonderful people.I really appreciate the process of facilitation by Rebecca Brown. I have learned a new way for community organization.Involvement/participation is important but should match level of external indications of desired involvement from key decision-makers.The collaboration and new friends metI feel I have deepened my own understanding of reentry issues and have developed a commitment to the population and reentry work through the process.It re-energized my belief that people can make a difference, if they cared enough. We also do not have to come from the same place.There is a vested interest from all areas to effect change with these populations.Important to step back, watch & learnProcess, progress, meeting, and working with people on many different levels -- great!Engagement & involvement from others and to othersToo difficult to separate the center from other realignment activitiesConverting at least some teams and/or team members to serve as a community advisory board (CAB) for the Center.Keeping all entities informed, not recreating current servicesAs we complete this project and transition into the implementation phase, what would you like to see happen next? What do we need to remember as we move forward as a community?Attachment APage 65 of 400 West County Reentry CenterReflective worksheets completed by Core Design Team/Work TeamsJanuary 23, 2014page 4We continue to outreach/look for new stakeholders.Keep community development as a vision.I would really like to continue to be a part of this to its fruition and participation after. Remember: It is a community vision/outcome.Successful implementation of the plan! The hard part is still ahead -- making it a reality.I hope the county will take both plans and merge those areas that are similar, such as the MOU, conflict of interest, job descriptions, governance, and replicate much of the work of this [West County] group for the entire county.I would like to see this all come about and start saving lives and communities.I would like to create a WCC Reentry Guide as a companion to the One Stop Center. This document is essential to its success, and that are incarcerated/formerly incarcerated people and their families.Selecting an implementation host/backbone org -- fast!We need to tell others about what we've already done.I would like to see the same level of interest and community spirit through the transition and implementation phase.Please remember stages of change vs. "readiness," and please remember that Rodeo is also a West County community.What I'd like to see next is results after first year of operations as well as knowledge of physical location/site and strong staff selection.I would like to be kept up to date on the process and how it is working out as it continues.I hope that the substance and spirit of our recommendations are approved and implemented in West County. If so, I have faith that this effort will contribute to transforming the systems involved and providers in ways that benefit reentry populations.I also want to see a commitment to including community voices and choices, and consumer voices and choices into the naming of this center.Continued participation by the community affected by this projectThe plan to be accepted and implemented. We need to remember that this can be a long process.Ongoing community input, love the steering committee planI hope the plan will be moving forward as is.I would like to see the center open and stay true to our vision/plan.Additional commentsTotally enjoyed being a part of this process -- learned so much on so many levels: reentry, group process & decision-makingRebecca, you are fantastic! Thank you for your dedication!I am volunteering to help create the Reentry Guide.I feel very values in this process. Thank you.The implementation plan is beautiful! Congratulations on a job well done!Bonus was finding a job that I love through someone I met at first meeting.This process has been an inspiration to watch, participate in, and help plan -- go, Further The Work!Attachment APage 66 of 400 Feedback on the plan from community members at Reentry Solutions Group, Jan. 28, 2014Page 5Very well organized. Very comprehensive.I'm glad that the definition of "client" is inclusive.The document is extremely well written, clear and truly reflects the community's values.Great presentation, very professional and detailedThe varied background of the Core Design Team is great! Hopes everyone keeps together for the implementation.The document is designed well. Explanations are very clear on every topic.Core values stands out.I like the community teamwork approach. It will help reinforce community support of the services. It would encourage much participation and maybe generate more volunteers.The word "restorative" (in the plan's beginning) connotes inclusivity - and justice, healing -- essential!Mission: "gathering effective resources"Definitely the mission. The mission is the whole purpose, I believe.That the vision and approaches are more unconventional than not, and that there is an emphasis on creativity and innovationThe vision sums it up! It incapsulates the positive aspects of moving on when appopriate services exist.The people who are "serving" will learn and grow as much as or more than the clients.Vision and mission statementsCommitment to restorative justiceCollective impact -- they key principle to making sure this works.Would like to see section on transportation for membersEvery position is defined and organizedCommunity vision section is wonderfulI am glad that the statement of purpose is presented.I hope training for CBOs will be a focus of the center.As you read over the document “Principal Ideas that Guide Our Work,” what stands out to you? What strikes your attention?When you read through the document, what are you happiest to see; what do you like the most?Attachment APage 67 of 400 Feedback on the plan from community members at Reentry Solutions Group, Jan. 28, 2014Page 6In the work I do at San Quentin, I know that the men have to be in the healing process in order to move to positive roles in society. It is intense work, peeling off the layers, and must be addressed (small groups primarily, and mentoring).Core valuesI like it all!I like the emphasis on integrated services, partnerships, restorative justice, providing opportunities for transformation of both "victims" and "perpetrators."Focus on community and what can be done collectively,Core values are challenging on all levels. As a Buddhist for 31 years, these are the values to which we aspire in our daily lives. We chant nam myoho renge kyo!Sustainability! There must be a commitment to keeping the center alive. The county can't expect "leverage" to the center's ongoing viability.Van services: Many services in the plan are already offered in the community, perhaps on a smaller scale. I would be concerned that the one stop not turn into "1 extra" step for the reentering. Too many steps to services could be a barrier.The only thing to worry about is having enough fundingWell planned, client-based, responsive to clients' needsThere will be a local place for staff to meet with clients who are at a comfortable, welcoming center. It will provide opportunities to coordinate service delivery, and ideally provides a setting where providers can be quickly responsive to issues that arise.It will be a great place to make referrals for those in need of this help, so neededThe plan holds the ability and information on any question I asked.It would be a place to refer people when the need arises.The culture of the cneter will be very important for attracting reentrants to come for services. Providing results will keep people coming. Effective partners will be key.For a minute, imagine that the Center – as it’s described here – is open already, and it’s a place you can go to. Speaking for yourself, what do you think would be the best thing about it? How would it be of greatest value to you? If there is something that worries you or that you don’t like, what is it?Attachment APage 68 of 400 Feedback on the plan from community members at Reentry Solutions Group, Jan. 28, 2014Page 7I would appreciate all knowledge I can gain from those at the center about how to work most effectively with the men inside the walls. Any materials they can provide us -- faith based, secular. Definite involvement of "releasees"People currently incarcerated in prison or jail, supporting preparation for reentryA heart-centere welcome. Well trained and highly skilled professionals & paraprofessional staff to deliver on promise of quality integrated servicesNot having to try to transition aloneThe importance of partnershipsRecognition that change is on a continuum ("a marathon, not a sprint")Perhaps I could drop my fears and find some help. Fear & individual ego block receiving help. Maybe I could work through my blocks with compssionate, knowledgeable people's help.Smooth sailingCollective impactSeating the steering committee needs to be formed soon. We need a host agency that can deliver as much of the plan in its original form as possible. Capacity at the agency is critical! Staff selection will also be critical -- they need to be good at collaboration (and herding cats).That [it's] going to be there to help the community and stand by [its] mission statementCan't wait till JuneGreat job, Rebecca! God bless.The community should be proud that we have this project.Sometimes motivating individuals to seek out services can be difficult. Removing any barriers would be needed. Bus/Bart transporation, van services, mentors, "warm hand-offs" are very important for continuity of service.You all are beautifully focused and organized. I pray that continues -- keeping the essence of restorative justice and healing. Family involvement and services.As we complete this project and transition into the implementation phase, what would you like to see happen next? What do we need to remember as we move forward as a community?Attachment APage 69 of 400 Feedback on the plan from community members at Reentry Solutions Group, Jan. 28, 2014Page 8Continue information to community members. Contra Costa County residents who are family members of formerly incarcerated or currently incarcerated peopleThat the "proof is in the pudding" and that evaluation based on client satisfaction and efficacy of outcomes is shown as imagined/conceptualized.Treat the whole personThe need to have "structural work" in order to keep good data, consistency. And attention to the individuals' needs. And transparencyKeep going. Never give up aspiring to the highest values and beyond.Attachment APage 70 of 400 Further The Work Strengthening Nonprofits and Their Partners justice A Design and Implementation Plan For a West County Reentry Resource Center A Community-Based Participatory Project Designed and Managed by Further The Work Submitted to the Office of the Contra Costa County Administrator January 24, 2014 Page 71 of 400 This page intentionally left blank. Page 72 of 400 Overview – Table of Contents, Page 1 of 2 11 . O VERVIEW 1.1 Executive Summary 1.2 Gratitude and Thanks 2. P RIMARY D OCUMENTS 2.1 Framework 2.1.1. Principal Ideas that Guide our Work 2.1.2. Key Center Characteristics 2.1.3. Governance and Administration 2.2 Services 2.2.1. Service Model and Plan 2.2.2. Organizational Indications of Interest 2.2.3. Four Big Ideas to Strengthen Partnership 2.3 Building and Facilities: Summary Criteria 2.4 Populations 2.4.1. Populations and Eligibility 2.4.2. Supervised Populations Definitions 2.4.3. Supervised Populations Assessment and Referral 2.5 Outreach 2.6 Statement of Intent: Countywide Alignments 2.7 Budget 2.8 Work Plan 2.9 Visual Illustrations of the Model 3. S ECONDARY D OCUMENTS 3.1 Job Descriptions 3.1.1. Executive Director 3.1.2. Operations and Services Manager 3.1.3. Registration, Intake and Data Administrator Page 73 of 400 Overview – Table of Contents, Page 2 of 2 3.2 Policies 3.2.1. On-Site Partner MOU template 3.2.2. Center Steering Committee Conflict of Interest Form 3.2.3. Behavioral Guidelines 3.3 Data 3.3.1. Electronic Data-Sharing MOU 3.3.2. Business Associates Agreement for Protected Health Information 3.3.3. Baseline Intake Document (example) 3.3.4. Individual Development Plan (example) 3.3.5. Baseline Data Set (draft developed by County evaluation contractor RDA) 44 . R EFERENCE M ATERIALS 4.1 Project Photos 4.2 AB 109 Operations Plan 4.3 What Is Collective Impact? 4.4 Backbone Entity Types 4.5 What is a SparkPoint Center? 4.6 The “Transition from Jail to Community” Initiative 4.7 Million-Dollar Murray 4.8 Recruitment Property Inventory Recap (Richmond Main Street) 4.9 Letter of Interest and Property Brochure: 1711 Barrett Avenue 4.10 Providing Services and Supports for Youth Who are LGBTQQIS-2 4.11 RYSE House Agreement 4.12 A Few Good Case Management Tools 4.13 Baseline Data Set (draft developed by Resource Development Associates) Page 74 of 400 Table of Contents: Section 1/Introduction, Page 1 of 1 II . I NTRODUCTION A. Executive Summary B. Gratitude and Thanks Page 75 of 400 This page intentionally left blank. Page 76 of 400 Section 1.1: Executive Summary, Page 1 of 1 EE XECUTIVE S UMMARY 1. The Center’s Design Developed through a community-based participatory design process led by Further The Work, the West County Reentry Resource Center (the Center) is intended to serve as a central, site-based gathering place for learning, capacity-development, and ready access to information and services provided within a holistic system of care. The mission of the Center is to gather effective resources into one accessible and welcoming hub of integrated services, thus fostering healing, justice, safety, and lifelong liberty for the people of Contra Costa County. By offering a visible point of entry and coordination, the Center will enhance the capacity and efficiency of service providers while reducing barriers, gaps, and redundancies for clients navigating the challenges of reentry. The Center is intended to serve a variety of clients, including people who are currently incarcerated in prison or jail and who are within six months of returning to Contra Costa; formerly incarcerated people who live in Contra Costa; and Contra Costa County residents who are family members of currently incarcerated or formerly incarcerated people. The Center’s work will be governed by an 11-person Steering Committee of public, private, and individual stakeholders. The Center’s operations will be managed by an Executive Director, supported by a small staff responsible for coordinating services, gathering and managing data, and fulfilling “backbone” functions1 that support collective impact. The Center’s integrated array of client services will be provided by On-Site Partner organizations that will co-locate staff and resources at the Center as in-kind contributions. 2. The Process to Develop the Center’s Design The Center’s design was developed through a seven-month participatory design process led by a 16- member Core Design Team of local stakeholders who volunteered their time to support the project from start to finish. The project’s development was centered on a consistent focus question: What are the most important things that a West County Reentry Center could do to add the greatest value to our current reentry system? The Core Design Team’s work was amplified and enriched through the contributions of dozens of additional stakeholders who participated in the project’s focus groups and seven Work Teams. All of the elements of the implementation plan were developed, reviewed, and approved by the Core Design Team/Work Teams, which made decisions through discussion and consensus. 1 Guide vision and strategy; support aligned activities; establish shared measurement practices; build public will; advance policy; and mobilize funding Page 77 of 400 This page intentionally left blank. Page 78 of 400 Section 1.2: Gratitude and Thanks, Page 1 of 5 GG RATITUDE AND T HANKS 1. Project Partnership We are thankful to the Contra Costa County Board of Supervisors for allowing Further The Work to undertake this project on behalf of, and in partnership with, our community. We are grateful for the extraordinary partnership extended to us by Terrance Cheung, Chief of Staff of the Office of County Supervisor John Gioia; Lara DeLaney, Senior Deputy in the County Administrator’s Office; and Jessie Warner, County Reentry Coordinator. Working together as the client team, Terrance, Lara, and Jessie provided unwavering support, invaluable insights, and essential commitment to honoring this project as a community-driven initiative. Throughout this seven-month project, multiple public agencies and departments were remarkably generous with their staff, their time, and their expertise. We are indebted to many, particularly the Parole division of the California Department of Corrections and Rehabilitation; Contra Costa County Probation, District Attorney, Public Defender, Sheriff, Behavioral Health, and Employment & Human Services; and the Richmond Police Department. This project was immeasurably enriched by the remarkable gifts of time, commitment, and faith dedicated to this work by the people of Contra Costa County. Community-based organizations, faith-based allies, formerly incarcerated people, family members, activists and organizers: With exemplary urgency, humor, curiosity, determination, compassion, and generosity of spirit, they forged our way ahead. 2. Collective Leadership The project was managed in partnership with the Core Design Team, a leadership committee of local stakeholders who volunteered their time and efforts to serve the project from start to finish. Each member agreed to help lead and guide the design process; support efficient and productive project meetings; and ensure that the design reflects the community’s needs and desires. •Terrance Cheung: Office of County Supervisor John Gioia (special thanks to Terrance for volunteering as the project’s pro bono photographer) • Lara DeLaney: Office of the County Administrator • Harlan Grossman: Community Advisory Board member, retired Superior Court Judge • Amahra Hicks: Arts Commissioner, City of Richmond • Sean Kirkpatrick: Community Health For Asian Americans • Candace Kunz Tao: Detention Mental Health, Contra Costa County • Lynna Magnuson-Parrish: Greater Richmond Interfaith Program Page 79 of 400 Section 1.2: Gratitude and Thanks, Page 2 of 5 • Rhody McCoy: Rubicon Programs • Kathy Narasaki: Insight Prison Project • Adam Poe: Bay Area Legal Aid • Tracy Reed-Foster: African American Health Conductors Program, Contra Costa County • Michele Seville: Arts & Culture Manager, City of Richmond • Brenda Shebanek: Anka Behavioral Health • Mace Thompson: From Corrections to College program, Contra Costa College • Donna Van Wert: One-Stop Operator Consortium Administrator, Contra Costa County • Jessie Warner: Reentry Coordinator, Contra Costa County 33 . Work Teams In the second phase of the project, an additional group of stakeholders volunteered to partner with the Core Design Team, forming seven Work Teams to undertake specific areas of work. In partnership with Further The Work, these Work Teams were responsible for contributing to, reviewing, and approving all of the documents of the implementation plan. Team Decision-Making and Culture Keeping (governance): Susun Kim (Lead), Jennifer Baha, Terrance Cheung, Sean Kirkpatrick, and Devorah Levine Team Heart & Soul (values): Michele Seville (Lead), Amahra Hicks, Mace Thompson, and Shelby Wichner Team WISPS (Workgroup to Integrate Services & Plan Staffing): Rhody McCoy (Lead), Lara DeLaney, Stephanie Medley, Adam Poe, and Anne Struthers Team Bricks & Mortar (facilities): Donna Van Wert (Lead), Terrance Cheung, Kathy Narasaki, and David Seidner Team Population (population and eligibility): Joe Vigil (Lead), Elvin Baddley, Todd Billeci, Mark Cruise, Tom Kensok, Shawn Key, Candace Kunz Tao, Jonny Perez, Tracy Reed- Foster, and Melvin Russell Team Data Dat’s Us (data and evaluation): Harlan Grossman (Lead), Lynna Magnuson- Parrish, and Brenda Shebanek Team Resources and Outreach (communications): Drew Douglass (Lead), Winnie Gin, Blanca Gutierrez, Chrystine Robbins 44 . Organizational Focus Group Participants In October 2013, a representative array of organizational stakeholders from both public and private sectors participated in a focus group to review the developing model, provide input, Page 80 of 400 Section 1.2: Gratitude and Thanks, Page 3 of 5 and indicate their possible areas and levels of involvement in the Center. Their insights significantly contributed to the project’s progress, and we thank each of them: Organizational Focus Group Participants Jennifer Baha, SHELTER, Inc.Stephen Baiter, Workforce Development Board Todd Billeci, County Probation Mike Casten, Sheriff’s Department Terrance Cheung, County Supervisor Gioia’s office Curtis Christy, County Alcohol and Other Drugs John Cottrell, County Aging & Adult Services Rebecca Darnell, County Covered CA manager Lara DeLaney, County Administrator’s Office Jane Fischberg, Rubicon Programs Alvaro Fuentes, Community Clinic Consortium Tieaesha Gaines, County Mental Health Maria Hernandez, County Aging & Adult Services Deborah Johnson, State Parole Philip Kader, County Probation Tom Kensok, County District Attorney’s office Shawn Key, State Parole Susun Kim, Bay Area Legal Aid Lloyd Madden, Neighborhood House of North Richmond Chris Magnus, Richmond Police Department Lavonna Martin, County Homeless Program Jeffrey Nelson, Sheriff’s Department Jessie Warner, County Reentry Coordinator Chrystine Robbins, Sheriff’s Department 5. Community Advocates For several years prior to the start of this project, many community residents, organizers, and grassroots organizations in West County highlighted the need for a community-based reentry center; their persistent efforts helped to galvanize countywide commitment to advancing this effort. While many organizations, initiatives, and individuals contributed to this work, the Safe Return Project deserves special mention for their early and ongoing advocacy. 6. Supporters We are grateful to those whose financial and in-kind support made this project possible: • Contra Costa County Board of Supervisors/County Administrator’s Office • City of Richmond: Office of the City Manager • City of Richmond: The Richmond Police Department • Bay Area Local Initiatives Support Corporation/State Farm Page 81 of 400 Section 1.2: Gratitude and Thanks, Page 4 of 5 • The California Endowment, through their support of the Reentry Solutions Group • The Y&H Soda Foundation, through their support of the Reentry Solutions Group 77 . Technical Assistance As the project consultant, Further The Work was fortunate to benefit from the technical suggestions offered by Glen Price and Aaron Price of the Glen Price Group; the wonderful illustrations developed by Karen Ijichi Perkins of Ijichi Perkins & Associates; and the participatory design mentoring of Jane Stallman of the Center for Strategic Facilitation. 8. Source Documents In developing the many documents that comprise the implementation plan, we benefited from the opportunity to review and adapt materials provided by an array of local efforts and organizations, including SparkPoint, Family Justice Center, Bay Area Legal Aid, Rubicon Programs, East Bay WORKS, the RYSE Center, and Resource Development Associates. 9. Interview Sites To enhance our collective knowledge, the Core Design Team conducted in-person interviews with 18 regional multi-service centers and programs; several group interviews with grassroots initiatives serving specialized populations; and phone interviews with two additional efforts in San Diego and Ohio. Without exception, all of these interviewees were notably generous, and we thank them for their time, expertise, and candor: • Achieve 180 (Redwood City) • Center Point Day Reporting Center (San Rafael) • CenterForce (Oakland) • Community Assessment & Services Center (San Francisco) • Contra Costa County Service Integration Team/SIT (Martinez) • Delancey Street (San Francisco) • East Palo Alto Community Reentry (East Palo Alto) • EastBay WORKS (San Pablo) • Emergent efforts for specialized populations, including representatives of Asian Prisoner Support Community, Oceana Coalition of Northern California, Native American Health Center, Native American work (Solano prison), Queer Indigenous Women's work, and HIV/AIDS-affected • Family Justice Center (Richmond) Page 82 of 400 Section 1.2: Gratitude and Thanks, Page 5 of 5 • HealthRight360 (San Francisco) • Healthy Communities (Oakland) •Ohio Department of Rehab and Correction (Columbus) • Richmond Progressive Alliance (Richmond) • RYSE Center (Richmond) • SB 618 County Prisoner Reentry Network (San Diego) • Santa Clara County Reentry Resource Center (San Jose) • Sonoma County Day Reporting Center (Santa Rosa) • SparkPoint (Richmond) TT o everyone who contributed to this project’s success: Thank you. “Imagine a circle of compassion. Then imagine nobody's standing outside that circle.” – Father Greg Boyle, Founder and Executive Director of Homeboy Industries Page 83 of 400 This page intentionally left blank. Page 84 of 400 Table of Contents: Section 2/Primary Documents 22 . P RIMARY D OCUMENTS 2.1 Framework: 2.1.1. Principal Ideas that Guide our Work 2.1.2. Key Center Characteristics 2.1.3. Governance and Administration 2.2 Services 2.2.1. Service Model and Plan 2.2.2. Organizational Indications of Interest 2.2.3. Four Big Ideas to Strengthen Partnership 2.3 Building and Facilities: Summary Criteria 2.4 Populations 2.4.1. Populations and Eligibility 2.4.2. Supervised Populations Definitions 2.4.3. Supervised Populations Assessment and Referral 2.5 Outreach 2.6 Statement of Intent: Countywide Alignments 2.7 Budget 2.8 Work Plan 2.9 Visual Illustrations of the Model Page 85 of 400 This page intentionally left blank. Page 86 of 400 Section 2.1.1: Principal Ideas that Guide Our Work, Page 1 of 5 PP RINCIPAL I DEAS THAT G UIDE O UR W ORK 1. V ISION Providing integrated resources in a restorative environment that fosters healing, stability, and success, the Center will serve as a beacon of hope, opportunity, and continuing progress to support formerly incarcerated people and their families in their efforts to forge positive futures. 2. M ISSION By gathering effective resources into one accessible and welcoming hub of integrated services, the Center fosters healing, justice, safety, and lifelong liberty for the people of West Contra Costa County.1 3. C ORE V ALUES Reflecting its core values in every aspect of its operations, the Center should be: Committed to Excellence Healing Compassionate Respectful Culturally Humble Transparent Holistic Accountable Client-Centered Restorative Truthful 44 . C LIENTS Reflecting the Center’s commitment to respect for all, the people served by the Center will be considered and referred to as clients. The Center is intended to serve a variety of clients, including: a. People who are currently incarcerated in prison or jail and who are within six months of returning to Contra Costa; b. Formerly incarcerated people who live in Contra Costa; c. Contra Costa County residents who are family members of currently incarcerated or formerly incarcerated people. 1 Both the vision and the mission for the Center are consistent with the Contra Costa County Reentry Strategic Plan (completed in March 2011) and the Contra Costa County AB 109 Operations Plan (adopted by the Board of Supervisors in November 2012). For convenient reference, the AB 109 Operations Plan is attached. Page 87 of 400 Section 2.1.1: Principal Ideas that Guide Our Work, Page 2 of 5 The Center does not discriminate on the basis of race, culture, sexual orientation, gender, ethnicity, physical or mental ability, age, religion, or immigration status. 55 . K EY P REMISES In order to achieve its mission, the Center will adhere to the following premises. a. The experience of incarceration, reentry, and successful reintegration unfold along a continuum involving time, place, readiness, and opportunity. Therefore, reentry planning and preparation should begin as early as possible after first contact with the criminal justice system, and support for returning residents and their families should be consistent, dependable, appropriate, and responsive throughout their journey to restoration. b. People have the best chance to build productive, satisfying lives if they can accurately identify what truly matters most to them, and if they can then develop effective and productive ways to accomplish those goals. c. Social services are valuable, effective, and efficient only if they are properly matched to the needs of each unique person; therefore, the Center’s work will be responsive to both gender identity and sexual orientation, family-inclusive, trauma-informed, culturally appropriate, and focused on understanding and responding to the needs of the clients. d. Communities are most effective when their members know, trust, and work with each other. Because the Center is a community within itself, Partners strive to undertake their work with clear commitment to maximizing the interdependence and synergy all of the Center’s stakeholders. So Partners agree to share information, develop common assessments of their individual and collective efforts, and speak candidly about opportunities for improvement. e. The Center’s work should strive to advance both opportunities and capacities for the people whom it is intended to serve. Therefore, the Center’s management and Partners should intentionally recruit and cultivate formerly incarcerated people to serve as volunteers, staff, committee members, and leaders at the Center. 6. C OMMITMENT TO R ESTORATIVE J USTICE Restorative justice is based on a theory of justice that considers crime and wrongdoing to be an offense primarily against an individual or community, rather than against the state. According to John Braithwaite, an international expert in criminal justice systems, restorative justice is “a process where all stakeholders affected by an injustice have an opportunity to discuss how they have been affected by the injustice and to decide what should be done to repair the harm. With crime, restorative justice is about the idea that because crime hurts, justice should heal. It follows that conversations with those who have been hurt and with those Page 88 of 400 Section 2.1.1: Principal Ideas that Guide Our Work, Page 3 of 5 who have inflicted the harm must be central to the process.”2 Restorative justice can be defined as “a growing social movement to institutionalize peaceful approaches to harm, problem-solving and violations of legal and human rights…. Rather than privileging the law, professionals, and the state, restorative resolutions engage those who are harmed, wrongdoers, and their affected communities in search of solutions that promote repair, reconciliation and the rebuilding of relationships. Restorative justice seeks to build partnerships to reestablish mutual responsibility for constructive responses to wrongdoing within our communities. Restorative approaches seek a balanced approach to the needs of the victim, wrongdoer, and community through processes that preserve the safety and dignity of all.”3 Reflecting this approach, the Center will use restorative practices within the Center’s work and among its Partners, and should connect to and advance the use of restorative justice principles and practices in the larger community.4 77 . S TATEMENT OF P URPOSE The Center has three primary purposes: a. To support clients in their efforts to build self-sufficient, satisfying, and positive lives; b. To leverage and maximize the impact of individual organizations that are working to support formerly incarcerated individuals; c. To foster the collective impact of all those entities and stakeholders (public, private, services, businesses, faith community, and individual residents) who are committed to developing a safer, more equitable, and more sustainable West Contra Costa County by working intentionally and collaboratively to achieve common goals. 8. T HEORY OF C HANGE Positive outcomes for successful reentry and reintegration following incarceration are maximized when formerly incarcerated people, and their families, have access to an array of effective, responsive, appropriate, and integrated community-based services and resources that recognize and respond to each individual’s desires, motivations, and readiness. 2 Braithwaite, John, “Restorative Justice and De-Professionalization," The Good Society, 2004, 13 (1): 28–31. http://en.wikipedia.org/wiki/Restorative_justice 4 Restorative practices are already in use in various community-based settings in West Contra Costa County, such as the restorative justice partnership between Catholic Charities of the East Bay and the West Contra Costa Unified School District (a project supported by The California Endowment’s Building Healthy Communities initiative), among others. Page 89 of 400 Section 2.1.1: Principal Ideas that Guide Our Work, Page 4 of 5 The Center recognizes that the reentry process occurs along a temporal continuum that can begin with the moment of first contact with the criminal justice system and can be considered complete when a formerly incarcerated person successfully reintegrates back into the community while establishing and sustaining positive relationships with family and community and developing practical self-sufficiency. The Center also recognizes that system stakeholders – public, private, community-based or established institutions – can better achieve their individual missions through intentional partnerships that advance shared goals. Therefore, the Center exists to serve as a central gathering place for learning, capacity- development, and ready access to information and services provided within a holistic system of care. By offering a visible point of entry and coordination, the Center will enhance the capacity and efficiency of service providers while reducing barriers, gaps, and redundancies for clients navigating the challenges of reentry. 99 . C OLLECTIVE I MPACT The Center’s work reflects the principles of collective impact, as defined by the work of FSG Social Impact Partners.5 Now a concept commonly recognized in multiple sectors, “collective impact hinges on the idea that in order for organizations to create lasting solutions to social problems on a large-scale, they need to coordinate their efforts and work together around a clearly defined goal. The approach of collective impact is placed in contrast to ‘isolated impact,’ where organizations primarily work alone to solve social problems. Collective impact moves away from this, arguing that organizations should form cross-sector coalitions in order to make meaningful and sustainable progress on social issues.”6 As described by FSG, successful collective impact initiatives require the presence of administrative entity that provides “a dedicated staff separate from the participating organizations who can plan, manage, and support the initiative through ongoing facilitation, technology and communications support, data collection and reporting, and handling the myriad logistical and administrative details needed for the initiative to function smoothly” (Kania and Kramer, Winter 2011). For additional information about collective impact initiatives and the backbone functions that support them, see Section 4.3, “What is Collective Impact?” and Section 4.4, “Types of Backbone Entities.” John Kania and Mark Kramer, “Collective Impact,” Stanford Social Innovation Review, Winter 2011. http://en.wikipedia.org/wiki/Collective_impact Page 90 of 400 Section 2.1.1: Principal Ideas that Guide Our Work, Page 5 of 5 As a collective impact initiative using a co-located, integrated service model, the Center’s formal Partners will be committed to striving toward common goals and to developing new indicators to measure the extent to which we reach these goals. Reflecting this commitment, Partners will participate in the development, implementation, and maintenance of a collective approach to the Center’s operations. To foster continuous quality improvement, the Center will advance the development and use of data-informed practices that assess and advance progress for individuals, for providers, and for the Center as a collective impact initiative. To achieve this goal, the Center will develop procedures to provide regular assessments of client satisfaction and outcomes; it will identify opportunities to foster data-informed practices throughout the Center’s work; and it will participate in regular evaluations of service quality and fidelity both at the Center and within the larger system of care. 11 0. O PERATING P RINCIPLES In their individual and organizational interactions with each other, Partners will act with integrity and fairness, remembering their shared commitment to accomplish a common mission: helping formerly incarcerated people and their families restore their lives. Respecting all who are invested in the Center’s impact, Partners will strive to achieve excellence in their work, continuing improving their effectiveness by ongoing learning and evaluation and by considering new ways to work together to advance their collective impact. Thus, the Center and its Partners will be committed to the use of evidence-based and best practices; will cultivate Center-wide programmatic capacities and approaches; and will maintain rigor in program fidelity. Cultivating an inclusive, affirming, patient, and open-minded community culture, Partners will encourage and respect all voices and points of view. 11. S USTAINABILITY As an entity committed to fostering maximum collective impact to support our community’s healing and progress, the Center will build a strong, sustainable foundation as an anchor institution by leveraging existing resources, clearly measuring and disseminating the impact of our work, and improving efficiencies in the reentry landscape. Page 91 of 400 This page intentionally left blank. Page 92 of 400 Section 2.1.2: Key Center Characteristics, Page 1 of 4 KK EY C ENTER C HARACTERISTICS 1. K EY C HARACTERISTICS OF THE W EST C OUNTY R EENTRY R ESOURCE C ENTER The West County Reentry Resource Center should demonstrate six key characteristics: MM aximize Partnership • Support coordination, communication, and integration among partners • Foster flexible, responsive approaches in service partnerships LL everage Resources To Foster Sustainability • Develop clear commitments of time and staff for both CBOs and county agencies • “Share the wealth”: Use funding to fill gaps and leverage existing sources • Build a sustainable plan, with starting budget of $400K annually FF ulfill Multiple Service Functions • Serve as an easily accessible, identifiable starting point for clients • Act as a storehouse of both resources and referrals • Develop a reentry navigation model • Strengthen pre- to post-release continuum for both clients and service partners UU se Holistic Approaches • Be client- and family-focused: provide meaningful and engaging connections • Cultivate a restorative, non-punitive, non-blaming atmosphere • Remember the whole person in the whole context • Value and respond to diversity: of skills, experience, identity, needs, and desires BB e Inclusive • Cultivate cultural competency through ongoing training for all partners • Cultivate peers at all levels of system; foster them as role models • Ensure that staffing is well balanced and high quality • Foster equal access for all involved in pre/post release (no skimming off the top) EE mphasize Outcomes • Focus on achieving goals: short and long term for partners, the overall center, and clients • Highlight both individual and reciprocal accountability of both providers and clients • Foster client progress toward long-term sufficiency and liberty • Provide quality assurance and advance capacity for all partners 22 . C ENTER ’S P RIMARY F UNCTIONS 1 Reflecting the community’s input in the ways that the Center can be of greatest benefit to individuals and the organizations intended to support them, the Center should fulfill the following primary functions: a. Provide both physical and virtual access: i. A physical location: A real place with a door 1 See Section 2.8 for visual illustrations of the Center’s model and functions. Created in partnership with graphic facilitator Karen Perkins, these illustrations were developed and used during the project’s design phase to offer clear, accessible depictions of the Center’s purpose and service design. Page 93 of 400 Section 2.1.2: Key Center Characteristics, Page 2 of 4 ii. A 24-hour staffed phone line, as well as a website to offer service information iii. Some services to be available on a drop-in basis, some by appointment with specific staff, some on a rotating schedule b. Serve multiple reentry-involved populations: i. Stages: • People who are about to be released from incarceration •People who are immediately post-release • People who have been out of incarceration for extended periods of time ii. Status: • AB 109 and non-AB 109 • People under supervision by probation or parole • People not under supervision iii. Ages & genders: • Adult men and women (over 18) • Transition-aged youth (18-24) iv. Family members of all of the above c. Act as a first-stop intake site: i. Receive pre-release assessments provided by Sheriff or Probation ii. Conduct or coordinate intake and assessment (for people who are just out and also those who have been out) iii. Conduct or coordinate eligibility screenings (for various public benefits) iv. Conduct or coordinate triage to identify different levels of need: Urgent needs (food, medications, shelter), complex needs (dual diagnoses), specific/single needs (drivers license, Medi-Cal), long-term support needs (peer groups, NA/AA) d. Act as a service hub: i. Avoid developing services that would duplicate or displace services that exist in the community – instead, help better integrate and improve service delivery, whether delivered on-site or off-site ii. Support the development and use of structured in-reach connections between Partners and people getting ready to come home from jail or prison Page 94 of 400 Section 2.1.2: Key Center Characteristics, Page 3 of 4 iii. Provide access to integrated, co-located services and resources on-site (delivered by On-Site Partners) iv. Provide space for ongoing groups (peer support, etc.), defined and consistent workspaces for use by On-Site Partners, and coordination for rotating services (legal clinic, health care van, etc.) v. Schedule appointments for off-site services provided by defined partners (more than just referrals - Center staff would make appointments with off-site providers who are formal partners with the site) vi. Make referrals to other community providers and resources (those that are not formal partners with the site) e. Identify, provide, and coordinate different services for different levels of need: i. High need and complex, needing coordinated service team (probably a Multi- Disciplinary Team, or MDT) ii. Drop-in, relatively low urgency (such as benefits enrollment, meetings with probation officer) iii. Urgent/crisis (such as inability to access medications, imminent risk of housing loss) iv. Ongoing on a rotating schedule (support groups, legal clinic, health van, etc.) f. Immediately meet some urgent needs for people just being released: i. One-On-One Connection: The Center should work with its On-Site Partners to ensure that appropriate clients can be readily and consistently connected to a go-to contact, such as a navigator, mentor, Partner staff member, or multi-disciplinary team lead, using criteria to be developed by the Center and its appropriate partner(s). ii. Food: Some inventory of non-perishable items could be maintained on-site, for distribution to clients immediately post-release, using criteria to be developed by the Center and its appropriate partner(s). The Center should maintain up-to-date and accurate informational handouts to inform clients of existing food sources. iii. Medication: It is not assumed that the Center will stock or dispense medications on- site; however, the Center should establish a formal partnership agreement with one or more medical providers to expedite prescriptions for immediately post-release clients in urgent need of medication, using criteria to be developed by the Center and its appropriate partner(s). iv. Clothing: Some inventory of basic clothing items (hygiene supplies, underwear, socks) could be maintained on-site, for distribution to clients immediately post- Page 95 of 400 Section 2.1.2: Key Center Characteristics, Page 4 of 4 release, using criteria to be developed by the Center and its appropriate partner(s). The Center should maintain up-to-date and accurate informational handouts to inform clients of existing clothing sources. v. Bus vouchers: Some low-fare Clipper cards could be maintained on-site, for distribution to clients immediately post-release, using criteria to be developed by the Center and its appropriate partner(s). This resource could be developed in partnership with the Sheriff’s department and regional Parole offices. vi. Short-term beds: It is not assumed that the Center will provide or directly manage emergency or short-term housing; however, the Center should establish a formal partnership agreement with one or more housing providers to expedite access to shelter for immediately post-release clients, using criteria to be developed by the Center and its appropriate partner(s). g. Cultivate the use of navigators/allies/coaches: i. Foster one-on-one relationships to provide support ii. Foster training to encourage effective peer support h. Support the development of ongoing reentry support groups: i. Help foster and coordinate consistent, on-site support groups i. Encourage the development of “Reentry 101”: A client-focused, easy-to-use how-to guide to support individuals in their pre-release preparation and post-release navigation i. Disseminate information about reentry center and reentry resources ii. Support family readiness and reunification iii. Foster development and use of personal reentry/safety plans iv. Help people navigate the “cultural” shift of the transition from incarceration to community j. Advance the capacity and integration of service sectors (public & private): i. Serve as a go-to source to coordinate and conduct trainings county-wide ii. Serve as a common table to develop shared practices (assessment forms, baseline intake forms, data sharing) iii. Serve as a common table to develop shared approaches (evidence-based practices, common intake, assessment, and evaluations) Page 96 of 400 Section 2.1.3: Governance and Administration, Page 1 of 9 GG OVERNANCE AND A DMINISTRATION 1. E XECUTIVE S UMMARY a. Collective Impact The governance, management, and operations of the West County Reentry Resource Center (the Center) will reflect the principles of collective impact. For additional information about collective impact initiatives and the backbone functions that support them, see Section 4.3, “What is Collective Impact?” and Section 4.4, “Types of Backbone Entities.” Acting as a backbone fostering the collective impact of all of the Center’s partners, the Center’s Executive Director and administrative staff should fulfill the following six backbone functions: i) Guide vision and strategy; ii) Support aligned activities; iii) Establish shared measurement practices; iv) Build public will; v) Advance policy; vi) Mobilize funding. The Center’s core budget should not be used to pay for services; rather, the Center’s partners will provide on-site program & service staff and resources as in-kind contributions, with the Center’s core budget dedicated to underwriting the costs of the Center’s backbone functions, occupancy, and infrastructure. b. Governance i) Host : The Center will be operated by a host organization (the Host), which serves as the institutional sponsor for the Center. As the entity legally responsible for the Center’s operations, the Host will be the entity of record for the Center’s grants and contracts and will be the employer of record for the Center’s director and direct staff. The Host should have demonstrated capacity in the following areas: • Programs and operations infrastructure and management; • Managing multi-stakeholder initiatives; • Understanding and appreciation of collective impact model; • Community engagement. Page 97 of 400 Section 2.1.3: Governance and Administration, Page 2 of 9 ii) SS teering Committee : A Center Steering Committee (CSC) will develop policies; provide oversight and outreach; support fundraising; and support the Center’s organizational Center Host/site management staff. The CSC may form additional standing or ad hoc committees, as it deems appropriate. iii) Executive Director : The Center’s day-to-day operations shall be conducted under the direction of an Executive Director, who will report to the Center Steering Committee. The Executive Director will hire, fire, manage, and evaluate the Center’s administrative staffing. iv) On-Site Partners : The majority of the Center’s services will be provided by On- Site Partner organizations that dedicate staff and other resources to operate on-site at the Center. Reflecting the Center’s co-located, collaborative, integrated service approach, all On-Site Partners will enter into Memoranda of Understanding with the Center to detail the expectations and responsibilities to which all On-Site Partners agree. The Center will also develop Operational Agreements detailing the specific roles and responsibilities governing each On-Site Partner’s activities and services. v) Administration : Providing backbone functions, the Center’s administrative management will recognize and fulfill two primary responsibilities: i) Serve as the outward-facing embodiment of, ambassador for, and liaison to the Center, and ii) Serve as the inward-facing operational and administrative management of the Center and of its partners, responsible for the development and implementation of an integrated, collaborative, and effective service plan. 2. G OVERNANCE R ESPONSIBILITIES : H OST a. Fiduciary: The Host provides fiduciary and legal oversight for the Center, including: i) Ensure legal and ethical integrity and maintains accountability ii) Ensure compliance with all laws and regulations iii) Track the Center budget, hire audit firm, ensure proper financial and HR policies and procedures are in place iv) Approve conflict of interest and whistleblower policies v) Serve as employer of record for Center staff vi) Manage all required reporting to state and local taxing authorities b. Backbone: Acting as a backbone entity, the Host’s responsibilities include the following: i) Maintain Center’s integrity, value, mission Page 98 of 400 Section 2.1.3: Governance and Administration, Page 3 of 9 ii) Manage all aspects of Center operations • Implement and monitor service model and activities • Manage site facilities and infrastructure • Manage data collection, sharing, and evaluation practices and systems • Develop Center policies and procedures • Manage partner relationships iii) Manage collaboration and coordination of all Center stakeholders and activities • Facilitate partnership meetings • Provide conflict resolution among partners iv) Implement communication and marketing activities, in collaboration with Center Steering Committee • Serve as primary representative and spokesperson for the Center • Develop and implement community engagement strategies and activities • Design and implement client outreach strategies and activities • Carry out advocacy activities, as appropriate to the Center v) Participate in and support fundraising efforts as developed by the Steering Committee 33 . G OVERNANCE R ESPONSIBILITIES : C ENTER S TEERING C OMMITTEE An 11-person Center Steering Committee (CSC) will govern the Center. The CSC membership will reflect a broad cross-section of experience and expertise from across the West Contra Costa community. The CSC is specifically intended to include members who have been incarcerated and people whose family members have been incarcerated. All members of the CSC must be adults (age 18 and over). a. Composition of the Center Steering Committee: The 11-member CSC will comprise the following members: i) Three senior representatives from county agencies: • One representative from the Community Corrections Partnership Executive Committee, representing a public safety agency (Sheriff, District Attorney, Public Defender, Police Chiefs, or Probation) Page 99 of 400 Section 2.1.3: Governance and Administration, Page 4 of 9 • One representative from the Community Corrections Partnership Executive Committee, representing a health/behavioral health agency (Homelessness, Alcohol or Other Drugs, Mental Health, or Health Services) • A representative from the office of the region’s County Supervisor ii) Three senior representatives from community-based organizations that provide services to the reentry population. Representatives from these community-based organizations are not required to be operating as On-Site partners. Community- based organizations must: (a) Be a 501c3 (with current registration by the IRS) or a fiscally sponsored project of a current registration by the IRS; (b) Inform, advise, and support the advancement of the Center’s mission, vision, values, and methods; (c) Provide specific input and expertise to maximize the Center’s value and impact in the larger reentry landscape; (d) Possess relevant experience and expertise to assess, discuss, and advance the Center’s work; (e) Serve as ambassadors to the larger community; (f) Appoint as their official representative a senior staffer who is authorized to make decisions, commit resources, and commit to changes or decisions related to their own organizational policies, practices, or the delivery of services, as appropriate. iii) Three community representatives Community representatives are not required to be formally affiliated with or employed by any organization. Community representatives must: (a) Live, worship, or go to school in West Contra Costa County; (b) Agree to serve as individuals advocating for and providing insight about the needs, interests, and desires of the community as a whole; (c) Inform, advise, and support the advancement of the Center’s mission, vision, values, and methods; (d) Highlight community interests and concerns as they relate to the Center; (e) Serve as ambassadors to the larger community. iv) One representative from the Contra Costa County CCP Community Advisory Board (CAB) Page 100 of 400 Section 2.1.3: Governance and Administration, Page 5 of 9 CAB shall select a CAB member in good standing as its representative to the CSC. When a member leaves the CAB (for whatever reason), the CAB will appoint a new representative. The CAB representative must: • Serve as liaison between the CSC and the CAB, supporting ongoing coordination and information-sharing; • Inform, advise, and support the advancement of the Center’s mission, vision, values, and methods; • Support the identification and implementation of opportunities for collaboration, shared policy development, and collective advocacy to advance common interests identified by the CAB and the CSC; • Provide updates to the CAB about the work of the CSC, and updates to the CSC about the work of the CAB. v) One senior representative from the office of the County Reentry Coordinator, who will: • Inform, advise, and support the advancement of the Center’s mission, vision, values, and methods; • Support the identification and implementation of opportunities for collaboration, shared policy development, and collective impact regarding reentry-related issues across the county. vi) In addition to these 11 members, the Center’s Executive Director will serve as a non-voting member of this body. The Center’s Executive Director does not serve as staff the Steering Committee but may assign a Center administrative staff member to support the Committee’s work. b. CC enter Steering Committee: Responsibilities The Center Steering Committee (CSC) serves as the guardian and steward for the Center’s mission and is responsible for supporting the Center and its Executive Director, maintaining financial stability, and ensuring impact. The CSC shall be responsible for the following: i) Develop and sustain program mission, vision, and values ii) Set and uphold policies (including setting criteria for onsite and offsite services, support staff as needed to resolve partner issues) iii) Hire, fire, and evaluate the Executive Director iv) Support Executive Director and staff in fulfilling project goals Page 101 of 400 Section 2.1.3: Governance and Administration, Page 6 of 9 v) Participate in short and long term planning while ensuring participant input vi) Approve annual project budget vii) Assist with fundraising viii) Provide input into program development, quality review, integration, and evaluation ix) Serve as ambassadors to partners and the community at large x) Assist with community education, engagement, and inclusion xi) No fewer than four members of the CSC will serve on the County’s initial selection panel for the Center’s Host and will provide annual assessment of the Host/Center partnership. c. CC enter Steering Committee: Officers i) The CSC officers consist of the Chair and Vice Chair. • The Chair shall facilitate CSC meetings, develop and distribute agendas in coordination with the Executive Director, and convene any workgroups or committees. The Chair shall also fulfill all responsibilities designated by the Host, including signing personnel-related documents and forms for Executive Director oversight; reviewing financial statements at least annually; and meeting with the Executive Director and Host executive at least annually. • The Vice Chair shall act for the Chair in his/her absence. • Each officer will be elected in the first meeting of the calendar year and serve one-year term. d. Center Steering Committee: Terms of Service & Termination i) The CSC must ratify all CSC candidates recommended for appointment. ii) CSC members will be appointed for 2-year terms, with one renewal allowed, for a total of four continuous years. iii) Mid-term appointees will be allowed to complete their initial term of service and then sit for a maximum of two, 2-year terms. iv) At the conclusion of an appointee’s term, the CSC is responsible for recruiting, vetting, and appointing a new member to fill the seat. v) A CSC member shall be relieved of all duties and terminated from the CSC under the following circumstances: three or more absences in a year, actions or conduct detrimental to the CSC project, or resignation. Page 102 of 400 Section 2.1.3: Governance and Administration, Page 7 of 9 vi) The CSC shall meet no less than four times a year and shall adjust the meeting schedule, increasing or decreasing meeting frequency as necessary to complete the goals and objectives before the CSC. e. CC enter Steering Committee: Decision-Making i) It is the preference of the CSC to make decisions using a consensus model whenever possible. ii) In the absence of clear consensus, the CSC defaults to a simple majority for most decisions. iii) A super majority of 2/3 vote is required for the following decisions: • Change of CSC membership composition; • Selection of CSC members; • Any change to the governance structures or all-partner MOU. iv) A quorum shall consist of a majority of seated members. 4. A DDITIONAL C OMMITTEES Additional committees shall be formed as necessary in order to facilitate the efficient completion of various goals and objectives of the CSC. Committees may be permanent or ad hoc as determined by the CSC. The CSC may choose to form and seat the following committees, among others: a. Governance Subcommittee: The Governance Committee would be responsible for preparing and updating governance documents, including MOU's; reviewing governance policies and advising staff and the CSC; and recruiting, nominating and orienting new board members. b. Resource Development Subcommittee: The Resource Development Committee would be responsible for overseeing and supporting all fundraising efforts related to the project including capital campaign, ongoing operations funding, marketing and outreach strategy, and a fundraising plan. The Resource Development Committee shall be ongoing, comprised of CSC members, community champions, key business partners, and led by a Board member at all times. c. Partnership & Service Committee: Membership in the Partnership & Service Committee (P&S) would be mandatory for all On-Site Partners, and would be open to additional organizational stakeholders that do not operate on-site but that serve West Contra Costa. Page 103 of 400 Section 2.1.3: Governance and Administration, Page 8 of 9 The purpose of the P&S Committee would be to provide an open and consistent forum in which to identify and address issues of partnership, service plan and integration, fundraising opportunities, community needs, and any other issues affecting the Center. The P&S Committee would serve to advise the Center Steering Committee. The P&S Committee would not have a formal vote in the Center’s operations. The P&S Committee would meet regularly, with meetings devoted on an alternating basis to service-related issues and to operational or partnership-management issues. The P&S Committee would serve to advise the Center Steering Committee. The P&S Committee would not have a formal vote in the Center’s operations. To join the P&S Committee, a non-partner organization would complete an indication of interest and commitment form for consideration and approval/rejection by the CSC. Members of the P&S Committee would: i) Agree to participate in the P&S Committee for at least one year; ii) Appoint an authorized decision-maker as their formal representative; iii) Respect and support the mission, vision, and values of the Center; iv) Agree to participate in the P&S Committee for at least one year. d. Technical Advisory Committee The purpose of the Technical Advisory Committee (TAC) would be to provide focused input from formerly incarcerated people, survivors of crime, and the family members of the incarcerated, formerly incarcerated, or victims. The TAC would meet regularly to provide input on the Center’s work. The TAC would serve to advise the Center Steering Committee. The TAC would not have a formal vote in the Center’s operations. To join the TAC, an individual would complete an indication of interest and commitment form for consideration and approval/rejection by the CSC. Members of the TAC would: i) Live, worship, or go to school in West Contra Costa County; ii) Inform, advise, and support the advancement of the Center’s mission, vision, values, and methods; iii) Agree to advocate for and provide insight about the needs, interests, and desires of people most immediately affected by crime, incarceration, and reentry in West Contra Costa County; iv) Highlight community interests and concerns as they relate to the Center; Page 104 of 400 Section 2.1.3: Governance and Administration, Page 9 of 9 v) Serve as ambassadors to the people most immediately affected by crime, incarceration, and reentry in West Contra Costa County; vi) Agree to participate in the TAC for at least one year. Page 105 of 400 This page intentionally left blank. Page 106 of 400 Section 2.2.1: Service Model and Plan, Page 1 of 7 SS ERVICE M ODEL AND P LAN 1. A C ENTRALIZED P OINT OF E NTRY S UPPORTING AN I NTEGRATED S YSTEM OF C ARE The West County Reentry Resource Center (the Center) is designed to serve as a beacon of hope, opportunity, and continuing progress to support reentering or formerly incarcerated West County residents and their families in their efforts to forge positive futures. The Center is intended to serve as a resource for all reentering or formerly incarcerated men and women (age 18 and over) who live in or are returning to West Contra Costa County, as well as for their families who are preparing for or are involved with a family member’s reentry or reintegration. The Center’s clients may include people under any form of supervision by Probation or Parole, as well as those who are not under supervision. It is not limited to a particular sub-category, such as AB 109 probationers. The Center is equally open to all reentering or formerly incarcerated clients, and their families, regardless of race, culture, sexual orientation, gender, ethnicity, physical or mental ability, age, religion, criminal justice status, or immigration status. As a collective impact initiative1 that is using a co-located, integrated service model to support multiple stakeholders in developing and achieving shared goals, the Center will help advance efficiency and efficacy within the landscape of reentry services by aligning efforts, avoiding duplication, closing gaps, and advancing collective capacity. For additional information about collective impact initiatives and the backbone functions that support them, see Section 4.3, “What is Collective Impact?” and Section 4.4, “Types of Backbone Entities.” As has been demonstrated in other co-located, integrated service partnership models (such as the West County Family Justice Center and the SparkPoint Centers), when existing service stakeholders are gathered into a centralized site that provides intentionally selected and integrated services, clients face fewer barriers, more effectively identify and utilize services, and demonstrate stronger outcomes than in the usual dispersed-service model.2 Reflecting this documented best practice, and advancing a “no wrong door” approach to the West County reentry system of care, the Center will act as a visible focal point to gather, coordinate, and disseminate information, resources, and referrals. The Center will work with partners to develop shared or coordinated intake, assessment, referral, and data-management policies and practices. 1 Additional information about the collective impact model can be found at fsg.org/OurApproach/Overview.aspx 2 For more information on the SparkPoint model of integrated services, see Section 4.5, “What Is a SparkPoint Center?“ Page 107 of 400 Section 2.2.1: Service Model and Plan, Page 2 of 7 Committed to the principles of jail-to-community model,3 the Center recognizes that transition out of incarceration and into the community is the sole responsibility of neither the detention system nor of community-based organizations. Given that many of the people who exit jail or prison are already involved with multiple social service and criminal justice agencies, effective transition strategies rely on collective ownership, intentional collaboration, and integrated activities among partners.4 For additional information on the jail-to-community model, see the Section 4.6, “The Transition from Jail to Community Initiative.” It is anticipated that the Center will begin operating as a pilot project, developing and testing its service model, partnerships, policies and procedures, and infrastructure before attempting to scale up to full operations. At scale, the Center is intended to operate on extended hours, including evening and weekends, supported by an after-hours staffed phone line and a user-friendly website/social media portals to provide access to accurate, up-to-date information and resources. 22 . A DMINISTRATIVE M ANAGEMENT A full-time, four-person administrative team will manage the Center’s core operations while fulfilling the “backbone” functions necessary to collective impact initiatives. The administrative team will consist of the Executive Director (1 FTE); the Operations and Services Manager (1 FTE); the Registration, Intake, and Data Administrator (1 FTE); and an Administrative Assistant (1 FTE). Note: Job descriptions for the first three of positions have been developed and are included as part of the overall implementation planning packet. a. The Center’s Executive Director (Director) is responsible for all elements of the Center’s management and development. Reporting to and supported by the Steering Committee, the Director is responsible for strategic development and implementation, budget management and reporting, fundraising and public relations, staff and partnership management and development, and infrastructure and operational management. b. The Center’s Operations and Services Manager (Manager) will be responsible for the daily operations of the Center’s services and activities. The Manager will ensure the smooth and effective integration and delivery of appropriate services by Center partners, Center staff, and volunteers. c. The Registration, Intake & Data Administrator (Data Administrator) will serve as the first point of contact for both clients and referring partners. He/she will conduct initial intake 3 Urban League and National Institute of Corrections, The Transition from Jail to Community Initiative, April 2009, retrieved from http://www.urban.org/projects/tjc/upload/TJC-Initiative-Overview.pdf. 4 More information about the national Jail to Community Initiative, along with evaluations, assessment toolkits, and case management strategies, can be found at http://www.urban.org/projects/tjc/Toolkit/ Page 108 of 400 Section 2.2.1: Service Model and Plan, Page 3 of 7 and registration. Serving as the information hub for receiving and coordinating all client-related information, the Administrator will provide initial triage. Based on the client’s intake information, the Administrator will identify which Center Partner will serve as the client’s primary service contact, and will provide the client’s internal referral to the appropriate Center Partner. d. The Administrative Assistant (Admin) will provide administrative support to the Center’s staff, staff the registration desk as needed, support data entry and data management, and manage ordinary administrative duties to support the Center’s work. 33 . S ERVICE A PPROACH a. Organizational Service Providers Developed in partnership with a broad array of stakeholders and systems representatives during the Center’s planning process, the following array of on-site service types and availability were identified as of primary importance to meet client needs and leverage providers’ impact. Taken together, this service array represents approximately 5 full-time-equivalent (FTE) positions providing housing, employment & job coaching, benefits enrollment, civil legal services, behavioral health (mental health and substance abuse) services, health access and health enrollment, mentorship, support groups, and family support services. It is recommended that the Center strive to identify and collaborate with all public agencies that serve the Center’s client populations, as well as with community-based organizations that are county-contracted or grant-supported to serve these people, in order to foster coordination, service integration, and information-sharing among all appropriate stakeholders to strengthen the jail-to-community system of care. It is also worth noting that some grant-funded services may, by terms of the funding, be restricted to serving specific sub-categories of individuals. The Center staff will work with the Center Partners to identify such restrictions and to embed eligibility information into the intake process. b. Navigators In addition to the Center’s staff and organizational Center Partners, the Center will work with its Partners to develop and implement a Navigator program of volunteers trained and supervised by the Center staff or a Center Partner. These Navigators will be paired as a source for one-on-one primary support for identified individuals who are in particular need of this support and who are willing to engage with Navigators. c. Multi-Disciplinary Teams Recognizing that a portion of the Center’s clients will present complex needs, the Center will support Center Partners and other service providers to convene a Multi-Disciplinary Teams (MDT) to serve each such client. Page 109 of 400 Section 2.2.1: Service Model and Plan, Page 4 of 7 There are different types of multidisciplinary teams, but all involve representatives of multiple disciplines working together to improve service approaches for people with complex and challenging needs.5 44 . S ERVICE A RRAY (P ROPOSED ) Reflecting the desires identified through the Center’s participatory design process, the following grid indicates the array of services and accessibility that are proposed as the core elements of the Center’s service array. II ndividual Client Services Service Area Services Provider Frequency Probation Appointment & drop-in Probation department Daily, .4 FTE Housing Housing referral, eviction prevention, shelter bed referrals County and CBO contractors Daily, .4 FTE Employment Career coaching, vocational assessments County and CBO contractors Daily, .4 FTE Employment Business services manager, job developer County and CBO contractors 2-3x/wk, .2 FTE Public Benefits Benefits screening and enrollment, including CDL, GA, SSI, financial aid, food stamps, Veterans Affairs, public housing County Behavioral Health (benefits specialists) and CBO contractors Daily, .5 FTE Legal Services Tenants and employment rights and advocacy, Clean Slate, civil family matters (child support, custody) CBO contractors 2-3x/wk, .2 FTE Behavioral Health AOD and MH assessments & referrals County Behavioral Health (AOD and Mental Health) Daily, .4 FTE Health Care/Access Health Conductors and Promatoras County and CBO contractors Daily, .4 FTE Health Insurance ACA Enrollment Specialist CBO Enrollment Entities Daily, .4 FTE Mentors Meet with clients CBO contractors Daily, .4 FTE Navigators Serve as primary one-on-one support contact for identified clients Volunteers to be recruited, trained and managed by Center staff or subcontractor One-on-one connections on- site or in community 5 As an example of MDTs in practice, an extensive report on the use of Multi-Disciplinary Teams to address elder abuse in Sonoma County can be retrieved at http://www.centeronelderabuse.org/docs/A-Collaborative-Approach- to-Multidisciplinary-Teams-in-Sonoma-County.092812.pdf Page 110 of 400 Section 2.2.1: Service Model and Plan, Page 5 of 7 GG roup Services CBT groups Thinking for Change, CBT-based programs Probation 1/wk Peer support Support groups for formerly incarcerated people, for families of formerly incarcerated people, for families of people about to be released CBO contractor 3-4/week Family support Family-group services and parenting classes to support post-release family stability CBO contractor 1-2/week Additional Resources To meet the needs of a small subpopulation of people (determined by a set of specific criteria, such as for someone who has just been released from prison or jail after an extended term of incarceration and who has complex needs and no established action plan, the Center plans to stock a small quantity of non-perishable foods, a small inventory of basic clothing such as socks and gloves, small-value bus passes, and local maps. For this sub-population, the Center should develop agreements with the County Homeless Program and emergency shelter CBOs to prioritize short-term beds. In addition, local CBOs may represent opportunities to use the Center as an efficient and appropriate site for additional services, which should be explored and developed. For example, Urban Tilth has expressed interest in using the Center as a site for semi-monthly distribution of very low-cost, fresh, local produce through their Community Supported Agriculture program. During a focus group of representative service and systems stakeholders in October 2013, organizational stakeholders were provided the opportunity to indicate their interests in how to engage with the Center; see Section 2.2.2, Organizational Indications of Interest sheet for additional information. It should be noted that this sheet represents only indications of interest (not formal commitments), and that it includes information only from the entities that participated in the focus group. 5. Opportunities to Gather Information about Collective Client Needs The Center provides a clear mechanism to foster ongoing learning about collective client needs, provide early identification of and intervention for high-need and rapid-recycling clients, and identify opportunities for systems improvement. (For a case study illuminating and calculating the costly cycle of rapid-cycling consumers of public services, see Section 4.7, “Million-Dollar Murray,” by Malcolm Gladwell.) To cite just two examples by which the Center could help identify opportunities for targeted identification and intervention: a. The Center could develop partnerships with the Release Sergeants at the detention facilities to help identify individuals who frequently cycle in and out of the jails. It is well Page 111 of 400 Section 2.2.1: Service Model and Plan, Page 6 of 7 recognized that a small number of people constitute disproportionately high consumers of costly public resources, including jails and the public mental health system.6 Consistent with privacy rules and consumer consent requirements, the Release Sergeants could identify and inform the Center’s staff when such an individual is being prepared for release, so as to initiate an active referral to the Center, which could then convene a multidisciplinary team (MDT), and/or assign a Navigator, to support a coordinated and rapid-response plan of connection and care. b. For people who have just been released from incarceration, the Center could use the intake process to help identify patterns and trends that may relate to client needs or outcomes. For example, intake could gather information about their jail-to-community transition experience, including questions such as the following: i) What time of day and what day of the week were you released? ii) Shortly before your release, did someone help you develop a post-release placement plan? iii) Shortly before your release, were you able to communicate with your family member or other supportive person to help you plan for your transition? iv) Were you surprised to find out that you were being released? v) Where did you think you were going to spend your first night? vi) Where did you actually spend your first night? 66 . New Opportunities to Strengthen Partnership and Service Quality The Center also provides opportunities to advance the capacity and excellence for both individual providers and the local service sector as a whole, a desire that was illuminated and amplified during the Center’s planning phase. a. Training and Capacity-Building To these ends, the Center will work with service providers and the County Reentry Coordinator to identify training- and capacity-building needs and opportunities, and can serve as a delivery site for such trainings. This is consistent with the Center’s role as a backbone entity to advance collective impact. b. Partnership Development The Center also provides opportunities to advance meaningful and effective partnerships among service providers, both public and private. 6 Page 112 of 400 Section 2.2.1: Service Model and Plan, Page 7 of 7 In April 2012, West County stakeholders participated in a collaborative planning process to develop proposals for services funded under AB 109. During this process, participants identified and illuminated what came to be called the “Four Big Ideas to Strengthen Partnership,” as follows: i) DD eepen organizational relationships : Grow knowledge of one another (what each organization does and does well) and strengthen meaningful ongoing contact with one another. ii) Capacity building/Quality improvement : Increase the capacity of all organizations and their staff to do their work well so that we improve the quality of partnerships and inter-organizational reliability. iii) Improve Referrals : Develop good/best practices for referrals; define policies and practices that make for good referrals. iv) Data gathering and sharing : Develop agreements for basic data-gathering and sharing to advance individual and collective impact. The Center has the opportunity to form and regularly convene a Partners and Services Committee (see Section 2.1.3, Governance and Administration). In addition, see Section 2.2.3, “Four Big Ideas to Strengthen Service Partnerships,” an indications of interest form that could be solicited among Center Partners to support the formation of a dedicated work group to advance partnership quality and standards. The Partners and Services Committee could work with the County Reentry Coordinator and appropriate consultants (including the County’s contracted data and evaluation consultant) to advance partnership improvement efforts. Page 113 of 400 This page intentionally left blank. Page 114 of 400 SSectorDepartmentNamePotential ActivityStateCDCR/State ParoleDeborah Johnson Assuming that this is only open to AB109 population, expand to state parolees; develop a joint contractCDCR/State ParoleShawn KeyHave staff at the facility to help facilitate the parolee to different services once released to the community CountySupervisor Gioia's OfficeTerrance CheungProvide ongoing advocacy and supportCounty Administrator's OfficeLara DeLaneyAdministrative oversight, evaluation of host and provider effectivenessCounty District Attorney's Office Tom Kensok Prosecutors can make interaction a condition of probationCounty EHSD/Adult ServicesJohn Cottrell, Anne StruthersHave staff person on site and coordinate services/benefits; e.g. food stamps, general assistance County EHSD/General Assistance Maria HernandezFacilitate access to services (Cash aid $) by providing eligibility information requirements and application processCounty Homeless ProgramLavonna MartinDevelop shelter capacity to meet additional need County Alcohol & Other Drugs (AOD) Curtis ChristieAOD and DDX Assessment referral, data and reports, panel review membership.County Reentry CoordinatorJessie WarnerCoordination implementation and issue resolution County Work Force Development Stephen Baiter Possible site host for next phase and/or referral partner County ProbationTodd Billeci Assist as able, use Center as referrals and as meeting spot with clientsPage 115 of 400 SSectorDepartmentNamePotential ActivityCounty Forensic Mental HealthTieaesha GainesProvide groups that address recidivism and increase life skills ; I.e., anger management, PTSD Groups.Sheriff's OfficeJeff Nelson & Chrystine Zermeño Provide clear, reliable access point with whom to communicate regarding potential clients pre release; assist with pre release efforts in jailsCityRichmond Police DepartmentChris MagnusRole #1: Address immediate safety/security needs at site; police can serve as protectors/enforcersRichmond Police DepartmentChris Magnus Role #2: Make quality/informed referrals to Center; Police can serve as "helpers" and service partnersCBOsSHELTER Inc. Jennifer BahaHave a housing case manager on site 5 days/weekNeighborhood House of North Richmond Lloyd Madden Possibly serve as a One Stop location, provide on site housing, provide outside housing (St. James Hotel)Bay Area Legal AidSusun Kim & Adam Poe Have Bay Legal attorneys there once/week; or more; and by appointmentCommunity Clinic ConsortiumAlvaro FuentesProvide access to health care; enroll services, provide primary care Rubicon ProgramsJane FischbergHave assessment intake person on site X number of hours per work for Rubicon Financial Opportunity Center (which includes AB109 employment services)Rubicon ProgramsJane FischbergAssist as able Page 116 of 400 Section 2.2.3: Four Big Ideas about Partnership, Page 1 of 1FFOUR BIG IDEAS TO STRENGTHEN SERVICE PARTNERSHIPS (INDICATIONS OF INTEREST) Are you interested in being part of a team at the West County Reentry Resource Center working to help improve our partnerships in West Contra Costa County reentry services? If so, let us know! Yes, I’d like to work on the following aspects of good service partnership: i)☐Deepen organizational relationships: Grow knowledge of one another (what each organization does and does well) and strengthen meaningful ongoing contact with one another. ii)☐Capacity building/Quality improvement: Increase the capacity of all organizations and their staff to do their work well so that we improve the quality of partnerships and inter-organizational reliability. iii)☐Improve Referrals: Develop good/best practices for referrals; define policies and practices that make for good referrals. iv)☐Data gathering and sharing: Develop agreements for basic data-gathering and sharing to advance individual and collective impact. Contact information:• Name: • Organizational Affiliation: • Title: • Email address: • Phone number: Page 117 of 400 This page intentionally left blank. Page 118 of 400 Section 2.3: Building and Facilities Summary Criteria, Page 1 of 6 BB UILDING AND F ACILITIES : S UMMARY C RITERIA FOR F UNCTIONS AND L OCATION 1. Physical Environment a. Reflecting the values and mission of the Center, the physical space should be welcoming, non-institutional, healing, and calming. b. The Center’s physical environment should provide opportunities for partners and clients to engage with the arts, both as observers and as art-makers. Artistic depictions and creations should reflect the Center’s clients, their cultures and traditions, and their experiences. i. As observers: The Center should develop rotating displays of visual, literary arts and cultural artifacts (lent by Richmond Art Center, NIAD, Richmond Writes! or others). Specific examples could include the display or presentation of local cultural artifacts, murals, mosaics, paintings, music, dance, photography, poetry, spoken word, and video. ii. As art-makers: The Center should build participatory arts opportunities into the physical environment and program structures: mechanisms could include dry-erase walls; paper and arts supplies; and easily accessible arts materials and activities (both impromptu and structured) as opportunities for self-expression and healing. Such programming could be developed in partnership with community-based arts organizations and initiatives, or be developed by Center staff and Center Partners. c. The Center should offer soothing stimulus for the senses: i. The space should cultivate the use of soothing and pleasant environmental stimulus: bubbling water, calming music, welcoming (non-institutional) colors, comfortable seating and flooring, and natural elements. ii. The space should also have acoustic elements that help reduce cacophony, and it should provide small, soothing items that can be held or used by clients and staff. 2. Facilities-Related Safety and Behavioral Policies a. Because the Center will serve a wide array of people with diverse histories of criminal justice involvement, it will be important for the Center to develop methods to mitigate the risks that can emerge when high-criminality and low-criminality populations come into contact with each other. In particular, it will be important to develop policies and practices that help prevent either victimization or criminal “grooming” of those who may be vulnerable. b. While safety for all (staff and clients) is essential, the Center is committed to achieving safety while maintaining a welcoming, warm, de-traumatizing environment. In addition, Page 119 of 400 Section 2.3: Building and Facilities Summary Criteria, Page 2 of 6 research shows that explicit physical safety mechanisms can actually provoke or increase aggressive and confrontational behaviors. As a result, and reflecting its values, the Center should develop policies and practices that foster positive behaviors while minimizing the need for visible methods of surveillance or deterrence such as intrusive cameras, metal detectors, protective glass barriers, or locked front doors. c. The Center should develop and train staff in the use of an all-Center notification system, such as crisis buzzers, codes that can be used over a public address system, or all- Center phone notification. d. The Center’s physical design and staffing plan should ensure that a staffed reception/registration desk is the first point of contact for people entering the Center. Registration staff should be trained in policies and procedures to establish positive initial interactions, recognize and appropriately respond to the client’s current behavioral status, identify the purpose for the client’s visit, and identify any interventions or resources necessary to address a client who is in distress, apparently under the influence, or decompensated. e. Although the Center will operate with a harm-reduction approach that strives to meet each client at his/her state of readiness, the Center should develop clear behavioral expectations and consequences (language, harassment, intoxication, threatening, loitering, encroaching) using strategies to encourage positive behaviors and to mitigate negative or destructive behaviors. The intake and registration process should provide both written and oral information about the Center’s behavioral policies and expectations. (For an example of a client-focused behavioral guideline, see Section 4.11, “House Agreements” from the RYSE Center.) f. Because the Center will gather and maintain legally protected client information, the Center must develop and maintain capacity to protect such information in accordance with all legal regulations. 33 . Functional Considerations To support the activities identified in the Center Service Plan, the site should provide four kinds of functional spaces, as described in this section. The Center’s spatial delineation should be designed to clarify the distinct site functions. The Center should employ at least visual delineators to define public areas as distinct from private spaces, and should use physical barriers (doors, locked equipment) to maintain distinctions between public/private and restricted spaces. Page 120 of 400 Section 2.3: Building and Facilities Summary Criteria, Page 3 of 6 a. PP ublic spaces : i. The public space (entryway, registration area, waiting rooms, bathrooms) should be welcoming and without use of visible deterrents such as security cameras, warning signs, safety barriers or glass, or buzz-only entrances. ii. Safety for all should be fostered through Center policies and staff training to encourage pro-social behaviors by clients, staff and Partners (including the use of respectful language and attitudes), de-escalation strategies and cooperative conflict resolution, and protocols for emergency management. iii. The intake and registration process should include mechanisms to identify any client who is a registered sex offender, who is subject to a restraining order, or who is under a warrant. Such mechanisms are intended to enhance safety for all at the Center, including the client, who may otherwise be at risk of violating terms and conditions, even unknowingly. b. Private spaces are those areas accessible to clients only when escorted by or in the presence of a staff member, for a specific purpose/meeting. i. Private spaces for program services: • Private space would provide group meeting rooms and one-on-one offices or work spaces, including spaces that are family-friendly • Private space should include an identified and relatively contained triage area, where safety resources are more robust and where a small team could assess and respond to anyone in crisis. • At least some of the dedicated program spaces should be family-friendly, with child-friendly furnishings and materials readily available. ii. Private spaces/work spaces for providers: • These would include individual offices, shared open workspaces, or cubicles. • Some workspaces will be dedicated to permanent staff; some would be shared (scheduled among part-time partners); and some would be available on drop-in basis for occasional on-site work. • All workspaces should be appropriately equipped, with office chairs, phones, computers, Internet access, office supplies, Wi-Fi login/password info, telephone extensions, staff names/roles, and guidelines for emergency procedures. Page 121 of 400 Section 2.3: Building and Facilities Summary Criteria, Page 4 of 6 c. RR estricted spaces are accessible only by staff/partners i. Locked records, secure space for staff belongings, staff break room, administrative offices/work spaces ii. Food storage/clothing pantry/bus passes/phone cards •There should be moderate amount of space to store non-perishable, easy to prepare foods to be given to clients for short-term needs •Also need clean and organized space to hold moderate array of clothes (socks, mittens, hats, underwear), again for clients who have specific short-term needs • Lockable space for small items of value: bus passes, phone cards d. Outdoor space : i. If possible, the site should provide access to a protected, calm, and pleasant outdoor space. ii. The Center should provide readily accessible parking with clear site lines and good nighttime illumination to foster safety and security. 4. Location and Accessibility a. The Center should be located in a convenient and central geographic location within West Contra Costa (which includes Rodeo, Crockett, Hercules, Pinole, North Richmond, Richmond, San Pablo, El Sobrante, and El Cerrito). b. The Center should be readily accessible by public transportation and in proximity to other resources of likely benefit to the people served by the Center. Signage should ensure that the Center is readily visible and identifiable. c. The Center’s location should be chosen with due consideration for gang-related issues regarding territory. All efforts should be made to establish the Center as a neutral location – these efforts would include the choice of an acceptable geographical location, the explicit identification of the Center itself as a “safe passage zone,” and strategies for client outreach and engagement to assist individuals in developing a sense of access to the Center as a safe place. d. The building should be ADA compliant, and preference should be given to a site that can conduct all activities on a single story. Page 122 of 400 Section 2.3: Building and Facilities Summary Criteria, Page 5 of 6 55 . Potential Sites a. Macdonald Corridor (downtown central Richmond) For reference information regarding vacant properties in the downtown Richmond area, see Section 4, Recruitment Property Inventory Recap memo produced in late December 2013 by Sarah Rah of Real Estate Research on behalf of the Richmond Main Street Initiative. This summary is attached as a convenient reference only, and its inclusion does not suggest or imply that downtown Richmond represents the ideal or preferred location for the Center. According to Amanda Elliott, Executive Director of Richmond Main Street, “the general leasing cost for most locations is $1.00-1.50 per square foot (these are spaces with some improvements). [Tenants] might be able to negotiate a much lower rate if [they] are interested in upgrading the spaces and doing the tenant improvements. Some property owners will also allow [tenants] to have the space rent free for a few months while [making] upgrades.” b. 23rd Street (Richmond/San Pablo) A longtime social service provider founded in 1954, the Neighborhood House of North Richmond (NHNR) owns properties in Richmond and Point Richmond: • A substantial administration and programmatic space at 23rd and Gaynor, which operates a 90-day recovery residential treatment program for men, a 7-day detox center for men, and DUI and HIV/AIDS programs, among others. An L- shaped building situated on a corner lot facing both 23rd Street and Garvin Avenue in Richmond, this building also has an on-site parking lot. With three levels totaling 36,000 square feet, its first floor is 18,000 square feet, the 2nd floor is 11,000 square feet, and the 3rd floor 7,000 is square feet. • A 31-room Single Room Occupancy hotel (the St. James) on 19 Cottage Avenue in Point Richmond, across the street from the Hotel Mac. Many graduates of the NHNR residential recovery program live in this hotel. During the planning phase of this project, NHNR Board President and CEO Lloyd Madden expressed preliminary interest in the possibility of leasing facilities space to the Host to support the implementation of the Center. The information regarding NHNR is provided as a convenient reference, and its inclusion does not suggest or imply that NHNR or its facilities offer ideal or preferred locations for the Center. Page 123 of 400 Section 2.3: Building and Facilities Summary Criteria, Page 6 of 6 c. 1711 Barrett Avenue (Richmond) The owner of this property, Daniel Goldschmidt, has written a letter indicating his interest in submitting this property for consideration as a site for the Center; he has also provided a comprehensive brochure outlining its characteristics. For more information about this property, see Section 4 for Mr. Goldschmidt’s letter and site brochure. Based on information provided by Mr. Goldschmidt, this is a commercial property located across the street from the Richmond Bart Station, comprising four buildings on a lot of 10,000 square feet. The four buildings are of various sizes: 1 at 1,000 square feet; 2 at 1,250 square feet each; and 1 at 3,800 square feet. Together, they total 7,500 square feet. In addition, there is a center concrete lot of approximately 2,500-3,000 square feet. The information regarding 1711 Barrett Avenue is provided as a convenient reference, and its inclusion does not suggest or imply that 1711 Barrett Avenue offers an ideal or preferred location for the Center. Page 124 of 400 Section 2.4.1: Populations and Eligibility, Page 1 of 5 PP OPULATIONS AND E LIGIBILITY 1. O VERARCHING I SSUES R ELATED TO P OPULATIONS AND E LIGIBILITY a. The Center is to serve as a key resource for a wide variety of formerly incarcerated people with varying needs, justice status, and justice history. Its services and practices will be designed to identify and meet the needs of these populations, in all their variety. b. Every client is to be treated with consideration, compassion, humanity, and respect; with every client, the Center’s approach is to be client-focused; and the Center will strive to foster each client’s healing and restoration, to the degree that each client chooses to engage in this work. c. It is anticipated that a substantial number of the Center’s clients will be people who are under active supervision by Probation or Parole. In addition, some of these people may be mandated by the terms of their release to connect with and participate in the Center’s services. However, even when clients are under formal supervision or are mandated by the terms of release to connect with the Center, the Center’s organizational values apply to every client, at every time, no matter their legal status. d. It is well recognized that the Center’s clients will likely have high rates of trauma, untreated or unrecognized mental health and substance abuse conditions, co-occurring conditions, and complicated circumstances. Therefore, all of the Center’s staff and partners should be trained in and adept at supporting people with complex challenges, and should infuse their work with trauma-informed practices. e. Many people with longstanding or repeated experience with incarceration face particular challenges in acclimating to and navigating within life outside of incarceration. Therefore, the Center staff and partners should be aware and mindful of the uncertainties, discomforts, hyper-vigilances, and anxieties that are common to people coming home and which may be expressed through multiple beliefs, behaviors, and attitudes. f. Some services that the Center provides or coordinates may be funded by specific grants and contracts that operate with specific eligibility criteria; in making referrals, the Center will develop mechanisms to identify and track eligibility. 2. G ENERAL E LIGIBILITY a. Residency: i. Formerly incarcerated residents who now live in West Contra Costa County; ii. Currently incarcerated people who are within six months of returning to West Contra Costa once they are released from incarceration; Page 125 of 400 Section 2.4.1: Populations and Eligibility, Page 2 of 5 iii. People who live in West County and who have an incarcerated family member who has less than six months remaining in their term of incarceration and who will return to West Contra Costa following incarceration; iv. People who live in West County who have a formerly incarcerated family member living in West County. b. Family members: i. The Center recognizes that the definition of family may be far broader than biological relation or marital status. Therefore, in working with individuals, the Center will respect and accept each client’s definition of her/her “family.” ii. The Center recognizes that an individual’s family members may play essential roles in supporting a person’s successful reentry and reintegration. Therefore, the Center will strive to include family members in multiple ways, as appropriate and possible. • This means that the Center can engage with and respond to requests for services made by a family member seeking help for him/herself in dealing with the challenges related to having an incarcerated or formerly incarcerated person. • This also means that a family member can be recognized as the Center’s first point of contact to initiate outreach to an incarcerated or formerly incarcerated person. (a) However, although a family member may serve as the initial point of contact and outreach to attempt to engage an incarcerated or formerly incarcerated person, the decision about whether to engage in the Center’s services remains with the incarcerated/formerly incarcerated person and not with his/her family member. c. Parents and children: i. The Center recognizes that many incarcerated or formerly incarcerated men and women are parents (whether or not they are actively parenting their children). ii. Further, the Center recognizes that incarceration or a history of incarceration presents particular challenges for multiple members of a family unit: for the incarcerated/formerly incarcerated parent; for the person who has had primary responsibility for child-rearing during a parent’s incarceration; for all the children in the family; and for other caregivers and supporters who have taken on additional responsibilities for raising children of an incarcerated person. Page 126 of 400 Section 2.4.1: Populations and Eligibility, Page 3 of 5 iii. Finally, the Center recognizes that family reunification following incarceration can be a complex and challenging experience for all members of a family unit, particularly those that involve children (defined up to age 18). iv. Therefore, the Center will strive to identify and support the family unit in the process of reunification, when appropriate, to help stabilize and strengthen the family and reduce the likelihood of further family disruption or reincarceration. 33 . C LIENT C ATEGORIES As described in Section 1.a. above, the Center will serve a wide variety of formerly incarcerated people and their families. Within the broad population base, it is anticipated that the Center will encounter the following categories (among others): a. Demographics i. Adult men and women living in or being released to West Contra Costa County ii. Transition-aged youth (18-24) iii. Families of the incarcerated (both pre- and post-release) iv. Multiple ethnicities and languages reflecting our larger community (predominantly Caucasian, Latino, Black, and Southeast Asian) v. Various citizenship status, including legal citizens, legal residents, and undocumented residents b. Justice, supervision, and detention status i. Stage of incarceration: The Center is expected to serve people who are about to be released from incarceration (prison or jail); people who are immediately post- release; and people who have been free from incarceration for an extended period ii. Supervision status: The Center is expected to serve people who are under AB 109 status; people who are not under AB 109 status; people who may be under supervision by probation or parole; and people who are not under supervision. (See Section 2.4.2, “Supervised Populations: Definitions” for additional detail.) iii. Level of need: The Center is expected to serve people who have a wide variety of needs and intensity of service, including (but not limited to) the following: • People whose needs are intensive and complex, requiring multiple coordinated services, and who may therefore require a case-specific Multi-Disciplinary Team, or MDT. Page 127 of 400 Section 2.4.1: Populations and Eligibility, Page 4 of 5 • People whose needs are urgent or who are dealing with a specific critical issue, such as inability to access medications or the imminent risk of losing their housing. • People who are seeking relatively low-urgency services that can be accessed on a drop-in or by individual appointments, such as benefits enrollment, meeting with a probation officer, or vocational counseling. •People who may engage in group services or in services that can be provided on a consistent rotating schedule (support groups, health van, parenting classes). 44 . S PECIALIZED E XPERIENCES In addition to the broader categories identified in Section 3, above, it is recognized that the Center will also serve a variety of people with additional specific issues and needs. As a centralized information resource, the Center should strive to highlight gaps in the existing service landscape and should work with Center Partners to develop intentional services and service referral relationships to help meet these aspects of individual experience and identity, which are too often neglected, overlooked, or perceived as incidental. People with specialized needs and experiences are likely to include the following: a. Women, with particular considerations for gender-specific issues including histories of sexual trauma or sexual exploitation; relationship violence; and exposure to sexually transmitted diseases; b. People living with co-occurring disorders; c. People with disabilities (physical, cognitive, or psychological), and seniors (age 65 and above); d. People with chronic health conditions, including HIV+ and hepatitis; e. Transition-age youth (ages 18-25), whose needs should be considered and addressed with clear understanding of the specific developmental needs and challenges of young adulthood. In addition, many young people who have been incarcerated (either as juveniles or as adults) also have experience as foster children, which may complicate their needs; f. Veterans, including those with “other than honorable” status, which can limit their eligibility for services from the Veterans Administration and which may be correlated with increased incidence of traumatic stress; g. People who identify as Lesbian, gay, bisexual, transgender, queer, questioning, intersex, or two-spirit (LGBTQQI2-S), who may have longstanding experiences of Page 128 of 400 Section 2.4.1: Populations and Eligibility, Page 5 of 5 discrimination, exclusion, or exploitation, and whose sexual and gender identities should not be segregated from their larger sense of individual identity and cultural affiliations1; h. People who are undocumented residents, who may be particularly cautious about engaging in services, providing information, or seeking help; therefore, the Center should strive to explain and affirm that disclosing one’s legal status is not required to engage in services and that the Center will not report on a person’s legal status to any authorities. 55 . L IMITED -E LIGIBILITY S ERVICES Although the Center is designed and expected to provide integrated services to a wide array of people, it will also be the case that some services provided at the Center are funded through grants, programs, or agencies that restrict eligibility according to certain criteria. Therefore, in assessing each person’s needs and developing appropriate service plans, the Center will need to respect and explain that certain services may not be available, based on specific eligibility requirements. Again in its role as a centralized information resource, the Center should develop capacity to track both demand and supply of services, so as to add to collective understanding of the community’s needs as mapped against existing resources. 1 See Section 4, Practice Brief, “Providing Services and Supports for Youth who are Lesbian, Gay, Bisexual, Transgender, Questioning, Intersex or Two-Sprit,” by the Georgetown University Center for Child and Human Development in partnership with the National Center for Cultural Competence, SAMHSA, and the US Department of Health and Human Services, 2008. Although this Practice Brief focuses on the needs of young LGBTQQI2-S youth, its recommendations would be of benefit in working with adult LGBTQQIS-2 populations as well. Page 129 of 400 This page intentionally left blank. Page 130 of 400 Section 2.4.2: Supervised Populations – Definitions, Page 1 of 3 SS UPERVISED P OPULATIONS : D EFINITIONS 1. S TATEMENT OF I NTENT It is anticipated that a substantial number of the clients of the West County Reentry Resource Center (the Center) will be people who are under active supervision by Probation or Parole. In addition, some of these people may be mandated by the terms of their release to connect with and participate in the Center’s services. However, even when clients are under formal supervision or are mandated by the terms of release to connect with the Center, the Center’s organizational values apply to every client, at every time, no matter their judicial status. This means that every client is to be treated with consideration, compassion, humanity, and respect; that the Center’s approach remains client-focused; and that the Center fosters each client’s healing and restoration, to the degree that each client chooses to engage in this work. 2. D EFINITIONS In order for the Center’s staff and Partners to maximize clients’ efficient access to the Center, and their effective use of its resources, it is important to understand the distinctions among supervising entities and supervised individuals, as follows: a. The term “Parole Agent” includes any California Department of Corrections and Rehabilitation officers assigned to oversee and supervise individuals released from state prison or correctional facilities. b. The term “Probation Officer” includes any and all officers designated by county Probation Departments to oversee the release of and to monitor individuals assigned to them for supervision. c. The term “supervised populations” includes people released from custody who, as a term of their sentencing, are assigned to Probation Officers or Parole Agents for supervision post-release. d. Within the broad category of “supervised populations,” there are meaningful and consequential sub-classifications of people under supervision by Probation or Parole. Currently, people are assigned to Probation under the following probation sections: AB109, 1170 P.C., Post Release Community Supervision, Second Chance Probation, and Smart Probation. i. Assembly Bill 109 (AB 109) Formally known as the Criminal Justice Realignment Act, Assembly Bill 109 (AB 109) was signed into legislation in April 2011 and went into effect on October 1, 2011. Page 131 of 400 Section 2.4.2: Supervised Populations – Definitions, Page 2 of 3 The primary objective of legislation is to change the place where many felony sentences are served in cases when the person is not granted probation. Instead of being sentenced to state prison, many people serve their term in county jail and, if they are subject to post-release supervision, will supervised by county probation. ii. AB 109 Individuals Released on Post Release Community Supervision (PRCS) As an element of AB 109, the state created a new type of supervision program, called Post-Release Community Supervision (PRCS). People on PRCS are supervised by county probation, not by the state parole system. People on PRCS are generally released to the county of their last legal residence. PRCS can last from six months to three years, but a person may be released earlier if there are no violations of the conditions of release. People who violate the terms of PRCS are returned to custody in the county jail, not state prison. iii. AB 109 Individuals Released on 1170(h) Status California Penal Code 1170(h) provides that people sentenced under section 1170(h) to county jail are not released to parole or post-release supervision (PRCS) upon completing their term – unlike those who serve time in state prison. Once the sentence has been fully served, the person must be released without any restrictions or supervision. iv. AB 109 Individuals Released on 1170(h)(5) “Split Sentence” Status California Penal Code 1170(h)(5) gives the sentencing judge discretion to impose a sentence in which the defendant serves some time in county jail and then additional time under mandatory supervision by a Probation Officer. Once both the custody and the supervision terms have been fully served, the person must be released without any restrictions or supervision. v. Court-Ordered Probation People may be deemed as court-ordered probationers at the time of their sentencing. Court Probation Officers will review the court-ordered probation conditions of release with court-ordered probationers before they leave court, but court-ordered probationers are not monitored by the probation department and are not required to report to a Probation Officer. vi. State Parole Parolees are people who are being released from state prison and who are returning to the community on specific terms and conditions of parole and under supervision by a state Parole Agent. Page 132 of 400 Section 2.4.2: Supervised Populations – Definitions, Page 3 of 3 vii. Federal Probation Federal Probation applies to individuals who are released from federal correctional institutions throughout the Unites States and who are assigned to complete a term of supervised probation in a specific geographic region. viii.Second Chance Probation (Grant-funded program) In September 2012, the Contra Costa County Probation Department was awarded $750,000 in federal Department of Justice Second Chance Act funds, which was renewed in September 2013. Under the grant, the Probation Department developed a new program – the Contra Costa County Re Entry Agenda to Empower and Ensure Safety program (CREATES). CREATES established a multi-disciplinary team (MDT) to provide intensive pre- and post-release wraparound services. Probationers participating in the CREATES program are supervised by a county Second Chance Probation Officer. ix. Smart Probation (Grant-funded program) In 2013, the county Probation Department applied for and received a grant through the federal Smart Probation: Reducing Prison Populations, Saving Money, and Creating Safer Communities program. Under this program, individuals supervised by a Smart Probation Deputy Probation Officer complete a pre-release risk assessment and develop an Individualized Achievement Plan to aid in transition to the community. Page 133 of 400 This page intentionally left blank. Page 134 of 400 Section 2.4.3: Supervised Populations – Assessment and Referral, Page 1 of 2 AA SSESSMENT AND R EFERRAL P ROCESSES F OR S UPERVISED P OPULATIONS 1. S TATEMENT OF I NTENT In order for the Center to build effective connections with people who are under formal supervision, and with the Agents and officers who are critical partners in their successful reentry and reintegration, it is important to understand the differences in pre-release preparation; exiting processes; supervising entities; and levels of supervision post-release. Given Contra Costa County’s evolving commitment to and investment in Jail to Community models, it is important to note that formal pre-release meetings conducted by justice staff are standard only within the state prison system (including the Parole division), but are not part of the usual process in the county jail system (and its Probation department). Therefore, when working with people incarcerated through the County jail system, the Jail to Community continuum model requires particularly intentional and consistent agreements among community-based providers, detention staff, and Probation Officers. In its role as a reentry hub of information, services, and people (both clients and providers), the Center will strive to enhance the development of such intentional partnerships, fostering coordinated service delivery, pre-release planning, and immediate post-release connections to the Center, its services, and its partners. 2. P RE - OR I MMEDIATE P OST -R ELEASE A SSESSMENT AND R EFERRAL a. Pre-release/first post-release assessment and referral: i. Probation Officer/Parole Agent will assess individual’s risk/needs levels at pre- release or first-report post-release meetings. ii. Probation Officer’s/Parole Agents will discuss the Center and its services as they relate to each individual’s identified needs. iii. Based on risk/needs assessment, Probation Officer /Parole Agent may assign an individual to connect with the Center. In such cases, Probation Officer’s/Parole Agent will make an appointment with the Center to help connect the individual with services. iv. Probationers have 5 days to report to their Probation Officer after release. If the Probation Officer does not make an appointment at the Center during pre-release interviews or if the individual’s needs change upon release, the Probation Officer can schedule an appointment at the Center at the probationer’s mandatory meeting with his/her Probation Officer. Page 135 of 400 Section 2.4.3: Supervised Populations – Assessment and Referral, Page 2 of 2 b. Paperwork: i. Probation and Parole will develop and provide each probationer/parolee with a standardized letter that details the individual’s release charges and terms of supervision, services needed, and services mandated. ii. Probation Officer’s/Parole Agents will produce an individualized packet that outlines services needed and notates known medical and mental conditions. iii. Probation and Parole will provide the Center with a copy of this letter for each probationer or parolee. 33 . P AROLEE /P ROBATIONER M ANDATED R EGISTRATION WITH THE C ENTER a. As appropriate, Parole Agents may require that individuals on parole engage with the Center and may make appointments with the Center to formalize this referral. b. When ordered to connect with the Center as a condition of parole/probation, an individual will be responsible for informing the Center of these requirements at intake. c. The intake specialist will note and track the individual’s mandatory services and will advise Probation Officer or Parole Agent whether the individual has complied with these requirements. d. However, the Center’s role in supervision will be limited to reporting whether or not the individual has complied with the terms of release; the Center and its staff and Partners will not disclose to Probation or Parole any other specifics of the Client’s interaction with the Center. 4. P AROLEE /P ROBATIONER T RANSPORTATION TO THE C ENTER : I N DEVELOPMENT a. If the individual reports to the parole/probation office, a Probation Officer/Parole Agent will assist in providing or arranging transport to the Center. b. For people returning from county jail: i. The Sheriff’s department could provide bus tickets or BART passes (both BART and public transportation have programs for free/discounted rides). ii. The Center could develop agreements with CBOs or the Sheriff’s department to fund a shuttle service to coordinate with jail release times (5 am and 1 pm). Page 136 of 400 Section 2.5: Outreach, Page 1 of 4 SS TATEMENT OF I NTENT : O UTREACH AND C OMMUNICATION 1. S UMMARY To maximize the Center’s value to and impact on our community, the Center should develop and implement an intentional outreach and communication plan to achieve multiple purposes of information, recruitment, acceptance, and enhancement. As a critical element of this plan, Center administration, staff, steering committee, and Partners agree to serve as representatives and ambassadors to advance the Center’s mission and core values, fostering the Center’s role as a positive community partner. To that end: a. The Center should provide accurate, timely, user-friendly, and up to date information to multiple partners who work with West County individuals and their families all along the arrest/incarceration/reentry spectrum. In turn, the Center should enlist these partners to serve as effective ambassadors to provide accurate information to the communities they touch. b. The Center should strive to develop and maintain strong and effective communication with the County Reentry Coordinator, the Community Corrections Partnership, elected and appointed municipal leaders in both county and local governments, and the coordinators/managers/directors of reentry networks or centers in other regions of the county. c. To clearly define the Center’s purpose and to avoid confusion with homeless multiservice centers, workforce one stops, and community single-stops, the Center should use a consistent descriptive term (such as “the Reentry Center,” as opposed to the One Stop or the First Stop), supported by a clear logo (not one stop, not first stop, but maybe just “reentry center”). d. The Center’s marketing and outreach materials should reflect the Center’s values and intentions, should accurately describe its services and partnerships, and should reflect the Center’s commitment to excellence. Therefore, the Center’s marketing materials should be culturally accessible, user friendly, appealing, non-institutional, and respectful in their content, tone, and visual construction. e. Mechanisms of outreach and information should include printed informational materials, web-based information, social media, in-service trainings, and on-site tours. f. Reflecting the unmet needs developed during the design process, the Center should actively advance the development of a “Reentry 101” users’ guide, similar in spirit to the Getting Out and Staying Out guide created by the SF Reentry Council. Broader in scope than a list of resources, Reentry 101 should be designed as a “how to” users’ Page 137 of 400 Section 2.5: Outreach, Page 2 of 4 guide to support people in a step-by-step process as they prepare for and return to the community. The Center should actively encourage the local jails and prison to classify the Reentry 101 guide as “permitted inmate property,” so that it is permissible and accessible for use in detention settings. 22 . P URPOSES OF O UTREACH : S UPPORT C LIENT R ECRUITMENT TO C ENTER The Center should develop mechanisms and materials to inform and recruit appropriate clients, partnering with an array of providers and stakeholders to advance awareness: a. Organizational partners for ambassadorship and distribution: i. Justice partners: Public defender, DA, judges, AB 109 probation, state parole, county jails and prisons, and local police departments ii. Community partners: Office of Neighborhood Safety, CCISCO, Safe Return, CeaseFire, 211/Contra Costa Crisis Center, service providers iii. Multi-Service centers: SparkPoint, Rubicon, Family Justice Center, Homeless Multi- Service Centers, employment one-stop centers b. Community-based partners: i. Faith-based resources ii. Community colleges, alternative schools, vocational schools, and the school district iii. “Amplifier” opportunities such as neighborhood councils 3. P URPOSES OF O UTREACH : C ULTIVATE S TAKEHOLDERS ’ A WARENESS OF C ENTER The Center’s outreach plan should foster informed awareness of the Center and its services to multiple audiences, including the following: a. Direct outreach to client population and family members: i. Provide outreach materials and ambassadorship, including pre-release information provided to pre-trial services staff; during pre-release planning with probation and parole, and through community-based portals to reach post-release individuals who are not under formal supervision ii. Direct outreach strategies should recognize and reflect the variety of client ages, cultures, language, literacy levels, and concerns related to immigration status. b. Provide in-service trainings and printed/web-based informational materials to service providers and resources: i. Government agencies, including Sheriff, probation, parole, and municipal police departments Page 138 of 400 Section 2.5: Outreach, Page 3 of 4 ii. Private organizations iii. Staff and service providers inside local jails and prison iv. Funders c. Community stakeholders i. Faith congregations and inter-faith partnerships ii. Neighborhood Councils and Municipal Advisory Councils iii. Business organizations (including Chamber of Commerce, Rotary clubs) d. Municipal leaders i. County Supervisors, especially the regional supervisor’s office ii. City Managers, Mayors, and City Councils of all West County cities iii. Community Corrections Partnership and the Community Advisory Board iv. Office of the Reentry Coordinator v. Reentry network managers in Central and East County 44 . P URPOSES OF O UTREACH : C ULTIVATE C OMMUNITY A CCEPTANCE As a central point of reference and information, the Center is committed to strengthening the reentry network throughout the community. In addition, the Center is committed to amplify its impact by creating intentional connections to the larger community of people and organizations that may not know about or initially perceive the Center’s relevance to them. To this end, the Center should support the development of community-wide attitudes of tolerance and acceptance related to incarceration, restorative justice, and reentry and services for the formerly incarcerated, as follows: a. Foster the community’s willingness to support individuals coming home b. Foster the community’s understanding of community benefits of strengthening reentry services and acceptance c. Foster the community’s willingness to accept and support the Center, cultivating the Center’s reputation as a good neighbor (responsive to its neighborhood, responsible to address issues that arise, contributes to the community) d. Generate financial support through outreach, education, and partnership with businesses, private foundations, municipal funders, congregations, and individual supporters Page 139 of 400 Section 2.5: Outreach, Page 4 of 4 55 . P URPOSES OF O UTREACH : A MPLIFY AND E XTEND C ENTER ’S I MPACT The Center should strive to identify, recruit, and partner with organizations and resources that can enhance and expand the Center’s service array, improve the efficacy and outcomes of referral partnerships and agreements, and identify service system gaps, redundancies, and opportunities. This means that the Center’s staff, Host, Steering Committee, Partners, and clients should be encouraged to serve as agents to amplify and extend the Center’s impact. For example: a. The faith community could be engaged to hold “Welcome Home” services and activities to help establish supportive relationships and environments for returning residents and their families. b. Arts organizations could lend art for display in the Center, conduct expressive arts programming on-site at the Center, and develop off-site arts opportunities explicitly intended to invite and include formerly incarcerated people and their families. c. Community-driven initiatives such as urban agriculture, worker coops, organizing/advocacy campaigns, and educational and vocational efforts could use the Center as a site to inform, engage, and recruit formerly incarcerated people who might be particularly receptive to such opportunities. Page 140 of 400 Section 2.6: Statement of Intent/Countywide Alignments, Page 1 of 2 SS TATEMENT OF I NTENT : C OUNTYWIDE A LIGNMENTS 1. O VERARCHING I NTENT The West County Reentry Center is designed to serve as a central gathering place operating within a larger, collective system of care that includes multiple stakeholders from all sectors and that spans the entire county. Reflecting its commitment to shared intentions to achieve collective impact, the Center will strive to align with and further the intentions of existing or emergent efforts that support successful reentry and reintegration across the county. Working through the office of the County Reentry Coordinator and in partnership with other reentry centers or networks in the county, the Center will strive to foster partnership, reciprocal learning, and the development of consistent approaches to training, intake and client-data management, outcomes and evaluation, and operational coordination countywide. 2. E VALUATING I MPACT The Center will work with both its formal Partners and other reentry-related efforts across the county to support the development and analysis of common outcome targets and metrics. Such efforts may include working with internal staff or external evaluators tasked with examining or addressing issues related to reentry across Contra Costa County. The Center is committed to assessing its work not merely by measuring its units of service (outputs) but by tracking the changes effected by its work (outcomes). The Center will support and encourage such approaches in reentry-related efforts throughout the county. To this end, the Center will support opportunities to develop integrated and consistent intake and assessment protocols and methods among its Partners and with other reentry-related efforts countywide. The Center will support the development of mechanisms to reduce repetition, barriers, and gaps for clients who are navigating across the systems, and to enhance service-providers’ and other institutional stakeholders’ ready access to appropriate and useful information about both clients and services countywide. The Center will strive to evaluate impact in four realms: • Identifying changes for cc lients aa s individuals : Tracking each client’s progress along an intentional, individual path (for example: sobriety, family reunification, successful completion of probation, educational progress) • Assessing collective outcomes across cc lient cohorts (for example: rates of recidivism within a certain population, percentage of clients who achieve and retain housing, job placement and retention) Page 141 of 400 Section 2.6: Statement of Intent/Countywide Alignments, Page 2 of 2 • Tracking outcomes for ss ervice providers (for example: percentage of a Partner’s clients who complete their individual development plans, client ratings of a Partner’s services) • Measuring the value of tt he Center as a whole (for example, assessments of the Center by Partner organizations or by clients, metrics that track progress of the Center’s clients as a whole, percentage of effective and successful referrals between the Center and other efforts across the county) 3. C APACITY AND L EARNING The Center is committed to enhancing capacity and fostering consistent practices both within the Center and across the service landscape countywide, where appropriate and beneficial. Therefore, the Center will support opportunities to provide, help coordinate, or participate in trainings to support stakeholders’ professional development at the Center and across the county. In addition, as is true in the plans for the reentry network in both Central and East county, the Center’s service model includes the use of community volunteers serving as navigators to provide one-on-one support the Center’s clients, based on their individual needs and interests. Recognizing the importance of strong and consistent outreach, recruitment, training, supervision, support, evaluation, and client/navigator matching processes to maximize the value of this important element of service, the Center will strive to coordinate and collaborate with other county stakeholders, including the reentry networks in Central and East county, to establish effective and consistent practices that strengthen the collective practice. Page 142 of 400 West County Reentry Resource Center, Sample Budget (non-binding: for purposes of illustration only) Section 2.7: Budget, Page 1 Personnel OOperating Nonrecurring Director (1 FTE), 12 months @ $90K annually, assumes hiring July 2014 90,000$ Operations and Services Manager (1 FTE), 11 months @ $60K annually, assumes hiring August 2014 55,000$ Registration, Intake, and Data Administrator (1 FTE), 11 months $60K annually, assumes hiring August 2014 55,000$ Administrative Assistant (1 FTE), 11 months @ $35K annually, assumes hiring August 2014 32,083$ Benefits @ 22%51,058$ Total Personnel 283,142$ Operating Costs Rent @ $4500/month for 12 months 54,000$ Utilities Water, heat, electricity $800/month for 12 months 9,600$ Office phone service: $250/month for 12 months 3,000$ Internet access: $150/month for 12 months 1,800$ Cloud storage: $50/month for 12 months 600$ Web-based CRM service (Salesforce, ETO): $360/year for licenses #11-20 3,600$ IT infrastructure maintenance @ $250/month for 12 months 3,000$ After-Hours Answering Service, $1,500/month for 10 months 15,000$ Insurance (liability, theft)4,000$ Repairs & Maintenance @ $250 month for 12 months 3,000$ Local Travel: 400 miles/month for 12 months @ $.55/mile 2,640$ Office Supplies: $400/month for 12 months 4,800$ Printing/Copying: $150/month for 12 months 1,800$ Postage: 5000 pieces @ $.46/each 2,300$ Total Operating Costs 109,140$ Partnership and Outreach Trainings/Capacity Building/Professional Development 6,000$ 4,000$ All-Center Annual Planning Day 6,000$ Volunteer Recruitment and Education 4,500$ 10,000$ Community Outreach: 4 community events @ $1,000 each 4,000$ Supplies: Program/education/meetings @ $400/month for 12 months 4,800$ Total Partnership and Outreach 25,300$ 14,000$ Indirect or fiscal sponsorship costs, not to exceed 10% of $800K grant (2 Fiscal Years)40,000$ 40,000$ Nonrecurring Costs Professional Services Data system selection and initiation 20,000$ Graphic design for collateral development 6,500$ Legal, Human Resources 4,000$ Web & social media design 8,000$ Design and print a Reentry 101 Guide 8,500$ Tenant Improvement Facilities design, including embedded arts elements 35,000$ Construction 100,000$ Fixtures and furnishings, including art 35,000$ Signage 2,000$ Move-In Costs 15,000$ Equipment purchases Work stations (computer, phone, desk, chair, filing, etc.) 12 @ $3000/each 36,000$ Shared printers: 2 @ $850 each 1,700$ Shredders: 8 @ $250 each 2,000$ Filing (lockable): 8 @ 250 each 2,000$ Page 143 of 400 West County Reentry Resource Center, Sample Budget (non-binding: for purposes of illustration only) Section 2.7: Budget, Page 2 Filing (open): 12 @ $125 each 1,500$ Collateral Printing and Production 7,500$ Signage 3,000$ Total Nonrecurring Costs -$ 287,700$ Operating and Nonrecurring Costs 457,582$ 341,700$ Total Uses 7799,282$ Net Income, FY 2014/15 and FY 2015/16 718$ Net Income, FY 2014/15 and FY 2015/16, as a percentage of total County contract 0.09% Page 144 of 400 West County Reentry Center Work Plan FY 2014-2015Month 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12A.StaffingPost for Executive Director, Operations and Services Manager, Registration & Intake Admin, and AssistantxHire Executive Director, Operations and Services Manager, Registration & Intake Admin, and AssistantxxDevelop work plans for all Center staffxxB. Fundraising, Communication, and MarketingIdentify and retain a communications/web design consultantxxIdentify and retain a graphic designerxxDevelop organizational print materials (collateral, logo)xxDevelop fundraising, communications & outreach plan and calendarxxDevelop case documents to support fundraising, communications, and outreachxxDevelop website and communications materialsxxxImplement ongoing fundraising and communications planxxx xC. Site Selection and PlanningIdentify, secure, equip, and furnish temporary site for administrative operations and planningxxDevelop facilities needs and specifications guidelines consistent with operations plan and service modelxxxIdentify and retain a construction management firm/design-build contractorxxIdentify and retain real estate brokerxxIdentify and secure a permanent sitexx xD.Site Preparation/Tenant ImprovementsBegin construction (duration and scope to be determined based on site chosen and site design)xxDevelop furnishings, equipment list for permanent site, begin placing ordersx xxxDevelop transition plan for move from temporary to permanent sitexxE. Service and Partner Identification and Service Plan DevelopmentMeet with appropriate public/private providers and agencies to develop scopes of work, per service modelxxSign MOUs with On-Site Partnersxx xIdentify and select an after-hours phone and referral resourcexxBegin implementing services on start-up scalexxxConduct quarterly programs & partnership review/modificationsxx xYEAR ONEThis work plan assumes that the County selects the Host and completes contracting by June 2014, with the activities detailed in this work plan beginning no later than July 1.1st Quarter2nd Quarter3rd Quarter4th QuarterPage 145 of 400 West County Reentry Center Work Plan FY 2014-2015Month 1Month 2Month 3Month 4Month 5Month 6Month 7Month 8Month 9Month 10Month 11Month 12This work plan assumes that the County selects the Host and completes contracting by June 2014, with the activities detailed in this work plan beginning no later than July 1.1st Quarter2nd Quarter3rd Quarter4th QuarterConduct annual all-Partner day-long review and planning dayxF.Data and EvaluationResearch and select a Cloud-based data management systemxxIdentify and retain a data and evaluation consultantxxDevelop common data-gathering sets, develop and build out initial data and evaluation plan with On-Site PartnersxxxDevelop program-specific and all-Center target outcomes and metricsxxxH.Capacity Building and TrainingConduct interviews with Center stakeholders to identify priorities for professional development and capacity-buildingxxxBased on stakeholder input, conduct research to identify training resourcesxxxDevelop and disseminate training calendarxBegin implementing trainings, potentially on a quarterly basisxxI.Community EngagementDevelop ccommunity-engagement planxxBegin implementing community-engagement planxxHold informational community-engagement events at temporay locationxxHold informational community-engagement event at new location (even pre-transition to the new location)xPage 146 of 400 Page 147 of 400 Page 148 of 400 Page 149 of 400 Page 150 of 400 Page 151 of 400 Page 152 of 400 Page 153 of 400 Page 154 of 400 Page 155 of 400 Page 156 of 400 Table of Contents: Section 3/Secondary Documents 33 . S ECONDARY D OCUMENTS 3.1 Job Descriptions: 3.1.1. Executive Director 3.1.2. Operations and Services Manager 3.1.3. Registration, Intake and Data Administrator 3.2 Policies: 3.2.1. On-Site Partner MOU template 3.2.2. Center Steering Committee Conflict of Interest Form 3.2.3. Behavioral Guidelines 3.3 Data: 3.3.1. Electronic Data-Sharing MOU 3.3.2. Business Associates Agreement for Protected Health Information 3.3.3. Baseline Intake Document (example) 3.3.4. Individual Development Plan (example) 3.3.5. Baseline Data Set (draft developed by County evaluation contractor RDA) Page 157 of 400 This page intentionally left blank. Page 158 of 400 Section 3.1.1: Job Description – Executive Director, Page 1 of 4 JJ OB D ESCRIPTION : E XECUTIVE D IRECTOR , W EST C OUNTY R EENTRY R ESOURCE C ENTER Project: West County Reentry Resource Center Job Title: Executive Director Employer of Record: Name of Center Host Reports to: Center Steering Committee FLSA Status: Exempt Date Prepared: Enter Date Position Context: The West County Reentry Resource Center (Center) promises to be one of the most significant projects created for formerly incarcerated people ever created in our county. By gathering effective resources into one accessible and welcoming hub of integrated services, the Center fosters healing, justice, and lifelong liberty for the people of West Contra Costa County. Through a single door, the Center brings together diverse partners working in concert to achieve a collective impact to achieve a common vision: Offering a place that fosters healing, stability, and opportunity, the Center will serve as a beacon of hope, support, and continuing progress to support formerly incarcerated people and their families in their efforts to forge positive futures. The Center brings together law enforcement, social service agencies and public and private entities to provide coordinated services to formerly incarcerated people and their families living in West Contra Costa County. The Center is organizationally hosted by Name of Center Host and is governed and managed by its Steering Committee. As the Center’s Host, Name of Center Host is the legal entity and employer of record for the Center. Name of Center Host is an “at-will” and equal opportunity employer. Applicants and employees shall not be discriminated against because of race, religion, sex, national origin, ethnicity, age, mental or physical disability, sexual orientation, gender (including pregnancy and gender expression) identity, color, marital status, veteran status, medical condition, or any other classification protected by federal, state, or local law or ordinance. Reasonable accommodation will be made so that qualified disabled applicants may participate in the application process. Please advise in writing of special needs at the time of application. Salary Range: $ Position Summary: The successful candidate will have expertise in cultivating and sustaining positive, highly effective relationships aligned around a common framework reflective of best and promising practices in reentry and integrated service partnership. The successful candidate will have the Page 159 of 400 Section 3.1.1: Job Description – Executive Director, Page 2 of 4 fortitude, clarity of vision, interpersonal, technical, and decision-making skills needed in a climate of diverse, sometimes contradictory or conflicting viewpoints; facilitation, effective group management, and the ability to build consensus are essential elements of this work. The successful candidate will have expertise in operating in a highly visible, high profile role within the community and function with both personal integrity and necessary transparency. The successful candidate is a forward thinking, innovative leader with the drive to stay current on trends and emerging practices. Approximately 50% of the duties of the Executive Director will be devoted to internal operations, management, and development, and 50% will be devoted to external issues, including (but not limited to) partnership development, ambassadorship, fundraising, and public relations. The Executive Director is a non-voting member of the Center Steering Committee. The Executive Director is an exempt position. Exempt employees are expected to work the appropriate and necessary time in order to complete key assignments and related tasks on schedule. EE ssential Duties and Responsibilities: • Develop a highly effective supporting infrastructure for multi-disciplinary collaboration • Ensure the provision of high quality, effective service delivery • Work effectively with the Center Steering Committee • Ensure the sustainability of the Center by developing and implementing successful annual fund development plans • Implement budgetary and fiscal functions including budget development, fiscal reports and sound financial practices. • Develop sound public policy, communication, and advocacy strategies consistent with the Center mission and vision • Maintain a climate that attracts and retains diverse, top quality individuals and an environment conducive to high employee morale Other Duties and Responsibilities: • Ability to travel within the county, with own vehicle, valid license, and insurance • Ability to work some weekends and evenings Education and Experience: • Bachelor’s degree (or demonstrated abilities) in a related field required; further education preferred, including MSW, MBA, MPH, MPA, or JD Page 160 of 400 Section 3.1.1: Job Description – Executive Director, Page 3 of 4 • Minimum of five years’ experience in not-for-profit management, preferably in social services or criminal justice •Minimum of five years’ fiscal experience preparing budgets and administering agencies with budgets over $400,000 •Demonstrated success in fund development • Background in criminal justice, multi-sector project management, nonprofit management, evaluation, operational management, and/or collaborative social service program design • Subject-matter expertise and awareness of field’s respective sectors, stakeholders, and roles • Knowledge about collective impact and backbone administration and the purpose of this service model • Demonstrated ability to foster and drive a diverse collaboration using participatory decision-making practices, effective conflict management skills, and open communication methods • Experience in fostering relationships with key individuals in agencies and organizations, including elected officials • Strong, charismatic public-speaking and writing skills and the ability to effectively work with multiple audiences: the media, public officials, public systems partners, faith leaders, businesses, CBOs, victims, and interested residents • Interest in and sensitivity to people from a multiplicity of backgrounds • Knowledge of the local landscape (Contra Costa and West Contra Costa) • Commitment to the Center’s core values, including restorative justice • Demonstrated expertise in project management, group decision-making, and participatory processes • Bilingual is preferred, particularly in Spanish PP hysical Demands: These physical demands are representative of the physical requirements necessary for an employee to successfully perform the essential functions of the job. Reasonable accommodation can be made to enable people with disabilities to perform the described essential functions of the job. • Ability to stand and sit for long periods of time • Ability to bend and lift up to 15 lbs Page 161 of 400 Section 3.1.1: Job Description – Executive Director, Page 4 of 4 • Ability to sit and enter data, prepare reports, and use a computer for long periods of time • Able to answer phone calls and participate in phone-related activities for long periods of time • Ability to negotiate up and down stairs •Ability to travel locally, regionally, and occasionally within the state • Ability to operate in environments involving multiple simultaneous stimuli, including people, sounds, conversations, demands, and emotional dynamics WW ork Environment: These work environment characteristics are representative of the environment the employee will encounter. Reasonable accommodations may be made to enable people with disabilities to perform the essential functions of the job. The Center may be comprised of open cubicles, semi-private offices and shared, multi-use space. All workspaces may be shared spaces with individually assigned computers and shared desks. Workspaces may be assigned based on type of activity, amount of time required to complete the task, and availability of Center space. The workspace may be noisy at times. Application Process : To apply for this position, please send your resume and required documents to name and email of appropriate person. Position will remain open until date. Expected start date is . Page 162 of 400 Section 3.1.2: Job Description – Operations and Service Manager, Page 1 of 4 JJ OB D ESCRIPTION : O PERATIONS AND S ERVICES M ANAGER , W EST C OUNTY R EENTRY R ESOURCE C ENTER Project: West County Reentry Resource Center Job Title: Manager: Operations and Services Manager Employer of Record: Name of Center Host Reports to: Executive Director FLSA Status: Exempt Date Prepared: Enter Date Position Context: The West County Reentry Resource Center (Center) promises to be one of the most significant projects created for formerly incarcerated people ever created in our county. By gathering effective resources into one accessible and welcoming hub of integrated services, the Center fosters healing, justice, and lifelong liberty for the people of West Contra Costa County. Through a single door, the Center brings together diverse partners working in concert to achieve a collective impact to achieve a common vision: Offering a place that fosters healing, stability, and opportunity, the Center will serve as a beacon of hope, support, and continuing progress to support formerly incarcerated people and their families in their efforts to forge positive futures. The Center brings together law enforcement, social service agencies and public and private entities to provide coordinated services to formerly incarcerated people and their families living in West Contra Costa County. The Center is organizationally hosted by Name of Center Host and is governed and managed by its Steering Committee. As the Center’s Host, Name of Center Host is the legal entity and employer of record for the Center. Name of Center Host is an “at-will” and equal opportunity employer. Applicants and employees shall not be discriminated against because of race, religion, sex, national origin, ethnicity, age, mental or physical disability, sexual orientation, gender (including pregnancy and gender expression) identity, color, marital status, veteran status, medical condition, or any other classification protected by federal, state, or local law or ordinance. Reasonable accommodation will be made so that qualified disabled applicants may participate in the application process. Please advise in writing of special needs at the time of application. Salary Range: $ Position Summary: The Center’s Operations and Services Manager (Manager) will be responsible for the daily operations of the Center’s services and activities. The Manager will ensure the smooth and effective integration and delivery of appropriate services by Center partners, Center staff, and volunteers. The Manager should have strong “people” skills with a Page 163 of 400 Section 3.1.2: Job Description – Operations and Service Manager, Page 2 of 4 demonstrated ability for relationship building, multi-provider service operations, and effective problem-solving. The Manager should have experience in partnership management, operations management and tracking, and program analysis and improvement. In addition, the Manager should have experience in volunteer/mentor recruitment, training, and management. The Manager is an exempt position. Exempt employees are expected to work the appropriate and necessary time in order to complete key assignments and related tasks on schedule. Essential Duties and Responsibilities: • Support Center partners in developing integrated and consistent service plans and approaches • Support Center partners in negotiating agreements and resolving conflicts • Effectively recruit, train, and manage volunteers • Participate in ongoing Center operational planning and review • Manage daily program operations • Support the development of, and implement, a Center-wide training plan • Prepare reports and maintain statistics and manage data systems and analysis • Prepare assessments and recommendations for Center operations, partner roles, and MOU agreements Other Duties and Responsibilities: • Ability to travel within the county, with own vehicle, valid license, and insurance • Ability to work some weekends and evenings Education and Experience: • Bachelor’s degree or similar demonstrated capacity required, Master’s degree preferred • Background in criminal justice, multi-sector project management, nonprofit management, evaluation, operational management, and/or collaborative social service program design • Subject-matter expertise and awareness of field’s respective sectors, stakeholders, and roles • Knowledge of collective impact and backbone administration and the purpose of this service model • Demonstrated ability to foster and drive a diverse collaboration using participatory decision-making practices, effective conflict management skills, and open communication methods Page 164 of 400 Section 3.1.2: Job Description – Operations and Service Manager, Page 3 of 4 • Experience in fostering relationships with key individuals in agencies and organizations, including with elected officials •The flexibility and problem solving capabilities to address the needs of a constantly changing organization •Ability to provide administrative and professional leadership • Bilingual is preferred, particular in Spanish • Commitment to the role and responsibilities of backbone administration • Legal issues concerning confidentiality, medical mandated reporting, partnership agreements, and liability PP hysical Demands: These physical demands are representative of the physical requirements necessary for an employee to successfully perform the essential functions of the job. Reasonable accommodation can be made to enable people with disabilities to perform the described essential functions of the job. • Ability to stand and sit for long periods of time • Ability to bend and lift up to 15 lbs • Ability to sit and enter data, prepare reports, and use a computer for long periods of time • Able to answer phone calls and participate in phone-related activities for long periods of time • Ability to negotiate up and down stairs • Ability to travel locally, regionally, and occasionally within the state • Ability to operate in environments involving multiple simultaneous stimuli, including people, sounds, conversations, demands, and emotional dynamics Work Environment: These work environment characteristics are representative of the environment the employee will encounter. Reasonable accommodations may be made to enable people with disabilities to perform the essential functions of the job. The Center may be comprised of open cubicles, semi-private offices and shared, multi-use space. All workspaces may be shared spaces with individually assigned computers and shared desks. Workspaces may be assigned based on type of activity, amount of time required to complete the task, and availability of Center space. The workspace may be noisy at times. Application Process : Page 165 of 400 Section 3.1.2: Job Description – Operations and Service Manager, Page 4 of 4 To apply for this position, please send your resume and required documents to name and email of appropriate person. Position will remain open until date. Expected start date is . Page 166 of 400 Section 3.1.3: Job Description – Registration, Intake, and Data Administrator, Page 1 of 3 JJ OB D ESCRIPTION : R EGISTRATION , I NTAKE , AND D ATA A DMINISTRATOR , W EST C OUNTY R EENTRY RESOURCE C ENTER Project: West County Reentry Resource Center Job Title: RR egistration, Intake, and Data Administrator Employer of Record: Name of Center Host Reports to: Executive Director FLSA Status: Exempt Date Prepared: Enter Date Position Context: The West County Reentry Resource Center (Center) promises to be one of the most significant projects created for formerly incarcerated people ever created in our county. By gathering effective resources into one accessible and welcoming hub of integrated services, the Center fosters healing, justice, and lifelong liberty for the people of West Contra Costa County. Through a single door, the Center brings together diverse partners working in concert to achieve a collective impact to achieve a common vision: Offering a place that fosters healing, stability, and opportunity, the Center serves as a beacon of hope, support, and continuing progress to support formerly incarcerated people and their families in their efforts to forge positive futures. The Center brings together law enforcement, social service agencies and public and private entities to provide coordinated services to formerly incarcerated people and their families living in West Contra Costa County. The Center is organizationally hosted by Name of Center Host and is governed and managed by its Steering Committee. As the Center’s Host, Name of Center Host is the legal entity and employer of record for the Center. Name of Center Host is an “at-will” and equal opportunity employer. Applicants and employees shall not be discriminated against because of race, religion, sex, national origin, ethnicity, age, mental or physical disability, sexual orientation, gender (including pregnancy and gender expression) identity, color, marital status, veteran status, medical condition, or any other classification protected by federal, state, or local law or ordinance. Reasonable accommodation will be made so that qualified disabled applicants may participate in the application process. Please advise in writing of special needs at the time of application. Salary Range: $ Position Summary: Page 167 of 400 Section 3.1.3: Job Description – Registration, Intake, and Data Administrator, Page 2 of 3 The Registration, Intake & Data Administrator (Administrator) will serve as the first point of contact for both clients and referring partners. The Administrator will staff the Center’s registration desk, providing information and helping potential clients identify if the Center is an appropriate resource to meet their needs. The Administrator will conduct initial intake and registration, serving as the information hub for receiving and coordinating all client-related information. The Administrator will provide initial triage, including review of eligibility for requests for short-term food, clothes, bus passes, and phone cards. Reflecting the Center’s role as an information hub, the Administrator will identify and reach out to entities that have developed assessments or transition documents for the client. Based on the client’s intake information, the Administrator will identify which On-Site Partner will serve as the client’s primary service contact. As the point of first contact for the Center, the Administrator should have interest in and sensitivity to people from a multiplicity of backgrounds; Bilingual (especially Spanish) is strongly preferred. The Administrator should have competency in conflict resolution, effective interpersonal management, and effective problem-solving skills, and should be able to multi-task in a complex environment with competing demands. EE ducation and Experience: • Have and maintain accurate, up-to-date, and broad knowledge of the local social-service landscape (Contra Costa and West Contra Costa). • Background in administration of social service programs • Flexibility and problem solving capabilities to address the needs of a constantly changing organization • Demonstrated experience with and competency in electronic data systems (data entry, report generation, data analysis) to support the effective use of information to track and support client progress, support the evaluation of On-Site Partners, and provide insight into the Center’s effectiveness as a whole • Bachelor’s degree or similar demonstrated capacity required Physical Demands: These physical demands are representative of the physical requirements necessary for an employee to successfully perform the essential functions of the job. Reasonable accommodation can be made to enable people with disabilities to perform the described essential functions of the job. Page 168 of 400 Section 3.1.3: Job Description – Registration, Intake, and Data Administrator, Page 3 of 3 • Ability to stand and sit for long periods of time • Ability to bend and lift up to 15 lbs •Ability to sit and enter data, prepare reports, and use a computer for long periods of time • Able to answer phone calls and participate in phone-related activities for long periods of time • Ability to negotiate up and down stairs • Ability to travel locally, regionally, and occasionally within the state • Ability to operate in environments involving multiple simultaneous stimuli, including people, sounds, conversations, demands, and emotional dynamics WW ork Environment: These work environment characteristics are representative of the environment the employee will encounter. Reasonable accommodations may be made to enable people with disabilities to perform the essential functions of the job. The Center may be comprised of open cubicles, semi-private offices and shared, multi-use space. All workspaces may be shared spaces with individually assigned computers and shared desks. Workspaces may be assigned based on type of activity, amount of time required to complete the task, and availability of Center space. The workspace may be noisy at times. Application Process : To apply for this position, please send your resume and required documents to name and email of appropriate person. Position will remain open until date. Expected start date is . Page 169 of 400 This page intentionally left blank. Page 170 of 400 Section 3.2.1: Partner MOU, Page 1 of 5 MM EMORANDUM OF U NDERSTANDING 1. D OCUMENT P URPOSE The function of this Memorandum of Understanding (MOU) is to formalize agreements about the West County Reentry Resource Center’s collective vision, universal roles and responsibilities, principles, outcomes, and governance system. This MOU sets forth the terms and conditions that define the relationship between the West County Reentry Resource Center (the Center) and as an On-Site Partner. This MOU summarizes overarching commitments and agreements on the systems and elements of the Center that are relevant to all On-Site Partners. Every On-Site Partner will sign and abide by this MOU, and the specific roles and responsibilities for each On-Site Partner will be defined in an Individual Operational Agreement between the Center and the On-Site Partner. This MOU also describes a process for admitting new On-Site Partners and for existing On-Site Partners to withdraw or be removed from partnership if desired or necessary. In addition to signing this MOU, each On-Site Partner will also enter into an Operational Agreement that will form an addendum to the MOU and that will specify each organization’s specific responsibilities. 2. V ISION AND M ISSION The attached “Principal Ideas that Guide Our Work” is incorporated into this MOU by reference. Signatories to this MOU will incorporate and demonstrate these ideas in their work as On-Site Partners. Excerpted from that document, the Center’s vision and mission are as follows: a. Vision: Offering a place that fosters healing, stability, and opportunity, the Center will serve as a beacon of hope, support, and continuing progress to support reentering or formerly incarcerated people and their families in their efforts to forge positive futures. b. Mission: By gathering effective resources into one accessible and welcoming hub of integrated services, the Center fosters healing, justice, and lifelong liberty for the people of West Contra Costa County. 3. C OLLECTIVE I MPACT , O UTCOMES , & M ETRICS As a collective impact initiative using a co-located, integrated service model, the Center’s partners will be committed to striving toward common goals and to developing new indicators to measure the extent to which the Center’s staff and On-Site Partners reach these goals. Page 171 of 400 Section 3.2.1: Partner MOU, Page 2 of 5 The Center has three primary intentions for individual clients, Center partners, and the Center as a whole: a. To support formerly incarcerated West Contra Costa County residents in their efforts to build self-sufficient, satisfying, and positive lives; b. To leverage and maximize the impact of individual organizations that are working to support formerly incarcerated individuals; c. To foster the collective impact of all those entities and stakeholders (public, private, services, businesses, faith community, and individual residents) who are committed to developing a safer, more equitable, and more sustainable West Contra Costa County by working intentionally and collaboratively to achieve common goals. Goals, outcomes, and metrics will reflect and provide opportunities to assess the Center’s progress on these three primary intentions. Center partners will utilize these outcomes as a primary framework for planning, budgeting, and program design. 4. L EADERSHIP & G OVERNANCE The Center’s governance structure is intended to enable the operation of a strong, integrated partnership in which partners have equal voice. For fuller details on governance roles and responsibilities, see the “Governance and Administration” document, which is incorporated by reference. As explained in that document, the Center Host is responsible and accountable for the administration of the Center’s fiscal and personnel matters, and its local, state, and federal regulatory compliance and reporting. The Center Steering Committee (CSC) will be responsible for guiding the Center’s work. The CSC holds responsibility for program planning and policy setting, engaging in an ongoing process of program implementation, evaluation, and refinement. The CSC will review and approve the Center’s annual budget and major financial commitments entered into by the Center, subject to due diligence approval by the Board of Directors of the Center’s Host. The Center’s Executive Director will maintain active communication with both onsite and offsite Center partners (see partner responsibilities below) and will provide ongoing support for the work of the Center Steering Committee. The Executive Director will be responsible for the recruitment, evaluation, and management of the Center’s staff. A primary function of Center’s Executive Director and staff is to create the necessary conditions for the smooth and effective integration of services by On-Site Partners. The On-Site Partners are responsible for working collectively, collaboratively, and in partnership with one another and the Center staff to design, implement, and evaluate co- Page 172 of 400 Section 3.2.1: Partner MOU, Page 3 of 5 located, integrated service plans. Unless otherwise specified in Individual Operational Agreements, On-Site Partners lend their staff and resource to the Center as in-kind contributions to the Center’s work. 55 . O VERARCHING O N -S ITE P ARTNER A GREEMENTS Working with the Center Steering Committee, the Center Executive Director, and the Center staff, the On-Site Partners are responsible for ensuring the Center’s ongoing development and health, in accordance to all of the rights and responsibilities described by this document and each On-Site Partner’s individual Operational Agreement. Each of the Center’s On-Site Partners agrees to the following: a. Abide by the Center’s mission b. Create a welcoming, respectful, responsive, and productive experience for clients c. Participate actively and in multiple ways, including agreeing to: • Provide a decision-maker from the organization to participate in the Services committee; • Contribute some of the agencies’ existing resources (in-kind or financial) to leverage the Center’s collective opportunities and resources; • Cross-train staff to communicate and promote Center services and approaches, including participating in Center-based professional development trainings; • Participate in the development of a joint budget, including the identification of in- kind and other resources; • Participate in fundraising activities, as defined by each organization’s? Center’s annual operating plan. d. Set aside individual organizational identity when communicating about the Center; Participate with the Center’s Executive Director in an annual review of (and, if necessary, revisions to) the agency’s Individual Operational Agreement; Participate in an annual all-partner Work Review And Planning day; g. Work differently as needed to achieve common goals; h. Manage clients jointly and share client information, in accordance with confidentiality rules, agreements, and guidelines; i. Foster both individual and collective accountability in the Center’s work; j. Track common metrics, share data, and evaluate results; Page 173 of 400 Section 3.2.1: Partner MOU, Page 4 of 5 k. Participate in ongoing learning within the Center and with partners across the county; l. Strive for continuous quality improvement; m. Have good-faith intention to commit to this effort over time; n. Identify and help recruit additional partners as appropriate to develop the Center and help its services evolve; o. Abide by the Center’s Conflict of Interest policy; p. Serve as representatives and ambassadors to advance the Center’s mission and core values, fostering the Center’s role as a positive community partner; q. For areas of activity in which certification is available, On-Site Partners should have the highest feasible level of relevant certification. For areas of activity for which certification is required, On-Site Partners must have and maintain the required certification. 66 . P ARTNER W ITHDRAWAL , R EMOVAL , AND E NROLLMENT a. New Partner Enrollment The Center Steering Committee must approve all new On-Site Partners. New organizations wishing to become On-Site Partners must demonstrate that they possess the relevant levels of certification (through certifications and/or licenses that are standard in their field of activity, if such exist). b. Partner Withdrawal/Disbarment Partners may withdraw from this MOU by providing the Center Host with 90 days written notice of intention to withdraw. Should the withdrawing partner be receiving allocated funds from the Center, these funds will be returned to the Center, as of the date of final partnership with the Center. Following withdrawal, Center partners may apply for re-admission to the Center partnership, subject to the conditions specified under Section 8.A above and to approval by the Center Steering Committee. Loss of required certification by a partner will be grounds for disbarment from Center until recertification can be documented. Malfeasance or intentional acts in conflict with this MOU or failure to perform shall be grounds for removal 7. G RIEVANCE AND M EDIATION If any Center staff member, Center Partner, or Center volunteer has a concern or complaint regarding the actions or decisions of another party that affects the grieving party's work, Page 174 of 400 Section 3.2.1: Partner MOU, Page 5 of 5 work/service environment, or working relations with colleagues at the Center, the grieving party or parties shall first attempt to resolve the matter in an amicable manner on their own. The grieving party or parties may request the support of the Executive Director to help them resolve the dispute in a mutually satisfactory, informal process. However, if this attempt at resolution is not appropriate or successful, the grieving party shall, within ten days of the event giving rise to the grievance, present its grievance to the Executive Director in writing. Within ten days of receipt of the grievance, the Executive Director shall convene a formal meeting with the grieving party to attempt to resolve the matter, and shall convene conversations with other Center Partners, if appropriate, to attempt to resolve. If the matter is not resolved satisfactorily, the grievance shall be submitted to the Center Steering Committee. Failing resolution through these means, the parties will submit to nonbinding mediation with a neutral mediator and share the costs of the mediation. 88 . A MENDMENT AND M ODIFICATION OF THIS MOU This MOU may be amended from time to time by the Center Steering Committee using its regular decision-making process, as described herein. 9. A CCEPTANCE OF THE T ERMS OF T HIS M EMORANDUM OF U NDERSTANDING We hereby agree to the terms as stated in this Memorandum of Understanding. Center Host: Signature and Title: Date: Name of On-Site Partner: Signature and Title: Date: Page 175 of 400 This page intentionally left blank. Page 176 of 400 Section 3.2.2: Conflict of Interest, Page 1 of 2 CC ENTER S TEERING C OMMITTEE C ONFLICT OF I NTEREST P OLICY 1. D OCUMENT P URPOSE In their capacity as members of the Center Steering Committee (CSC) of the West County Reentry Resource Center (the Center), the Center Steering Committee members (members) must act at all times in the best interest of the Center. The purpose of this policy is to help inform the members of the CSC about what constitutes a conflict of interest, assist the CSC in identifying and disclosing actual and potential conflicts, and help CSC members avoid conflicts of interest where necessary. This policy may be enforced against individual CSC members as described below. 2. C ONFLICT OF I NTEREST P OLICY a. Members of the CSC have a fiduciary responsibility to conduct themselves without conflict to the interests of the Center. In their capacity as CSC members, they must subordinate personal individual business, third-party, and other interests to the welfare and best interests of the Center. b. A conflict of interest is a transaction or relationship that presents or may present a conflict between a CSC member’s obligations to the Center and the member’s personal, business, or other interests. c. All conflicts of interest are not necessarily prohibited or harmful to the Center. However, full disclosure of all actual and potential conflicts, and a determination by a subcommittee of the disinterested CSC members – with the interested member(s) recused from participating in debates and voting on the matter – are required. d. All actual and potential conflicts of interest shall be disclosed by members to the CSC Chair through the annual disclosure form and whenever a conflict arises. The subcommittee of disinterested members (the subcommittee) shall make a determination as to whether a conflict exists and what subsequent action is appropriate (if any). The subcommittee shall inform the full CSC of such determination and action. The full CSC shall retain the right to modify or reverse such determination and action by the subcommittee, and shall retain the ultimate enforcement authority with respect to the interpretation and application of this policy. e. On an annual basis, all CSC members shall be provided with a copy of this policy and required to complete and sign the acknowledgement and disclosure for below. All completed forms shall be provided to and reviewed by the CSC Chair, as well as all other conflict information provided by CSC members. Page 177 of 400 Section 3.2.2: Conflict of Interest, Page 2 of 2 CC ENTER S TEERING C OMMITTEE A CKNOWLEDGEMENT AND D ISCLOSURE F ORM I have read the West County Reentry Resource Center Steering Committee Conflict of Interest Policy set forth above and agree to comply fully with its terms and conditions at all times in my service as a Center Steering Committee member. If at any time following my submission of this form I become aware of any actual or potential conflicts of interest, or if the information provided below becomes inaccurate or incomplete, I will promptly notify the Center’s Steering Committee Chair and the Center’s Executive Director in writing. Disclosure of Actual or Potential Conflicts of Interest: Submitted and Attested To By: Steering Committee Member Signature: Steering Committee Member Name (printed): Date: Reviewed and Acknowledged by the CSC Steering Committee Chair: Steering Committee Chair Signature: Steering Committee Chair Name (printed): Date: Page 178 of 400 Section 3.2.3: Behavioral Guidelines, Page 1 of 1 BB EHAVIORAL G UIDELINES 1. A S AFE P LACE FOR A LL Cultivating an inclusive, affirming, patient, and open-minded community culture, the West County Reentry Resource Center (the Center) is designed as a beacon of hope, opportunity, and continuing progress to support reentering or formerly incarcerated West County residents and their families in their efforts to forge positive futures. The Center is equally open to all clients regardless of race, culture, sexual orientation, gender, ethnicity, physical or mental ability, age, religion, criminal justice status, or immigration status. 2. G UIDELINES FOR A LL To ensure that the Center provides a welcoming environment for everyone, all staff, Partners, and clients are expected to abide by the following rules. Violation of these rules may be grounds for dismissal from the Center. a. No one may use abusive language or behavior at the Center. b. No one may be under the influence of alcohol or drugs (this does not include prescribed medication taken according to doctor’s orders and reported to the Registration and Intake Administrator). c. No one may perform or threaten to perform any violent acts or actions that endanger the health and safety of others. d. Vandalizes, steals or defrauds anyone else at the Center, or the Center itself. e. Other than law-enforcement officers (Probation, Parole, police), no one may bring any weapons (including knives) to program sites. To reduce the trauma triggers that can be evoked by the sight of firearms, law-enforcement officers are requested to minimize the visibility of weapons that they may be authorized to carry. f. No one may intentionally gives false information related to client eligibility for services or to the conditions of a client’s supervision. g. No one may vandalize, defraud, or steal from anyone at the Center or the Center itself. PROGRAM PARTICIPATION AGREEMENT: I understand these behavioral guidelines, and I agree to follow the basic rules shown above. Participant Signature : Date : Staff Signature : Date : Page 179 of 400 This page intentionally left blank. Page 180 of 400 Section 3.3.1: Data-Sharing MOU, Page 1 of 8 EE LECTRONIC D ATA -S HARING M EMORANDUM OF A GREEMENT (S AMPLE T EMPLATE ) 1. P ARTIES TO T HIS A GREEMENT This Data-Sharing Memorandum of Agreement is entered into this (date) by and between The West County Reentry Resource Center (Center) and (Partner). 2. P URPOSE The Center, Partner, and individuals served by both the Center and the Partner will benefit from shared access to personally identifiable information for the purpose of conducting reporting and other data compilations in support of contract monitoring and program evaluation. This Agreement sets out the terms and methods for secure and consensual handling of this information. Sharing data allows the Center to support the valuable work that Partner provides to clients and their families. The database benefits both Partner and The Center by: a. Demonstrating the effects that the Center’s work is having on the clients and their families that are served. b. Eliminating redundancy in data collection and reporting. c. Reducing time and paperwork required for Partner to submit invoices, progress reports, and evaluation data to the Center. d. Streamlining internal data management processes of Partner by providing a free electronic data collection, storage, and reporting system that can be used for purposes other than the Center’s data collection. This system permits Partner to more easily and powerfully collect their own data in an aggregate format for needs assessments, planning, evaluations, and research purposes. e. Identifying the best and promising practices and analyzing the effectiveness of existing strategies to support continuous quality improvement in Center programs. Strict confidentiality regulations and procedures will be employed to minimize the risks of disclosure of confidential data. HIPAA (The Health Insurance Portability and Accountability Act of 1996) protects the security and privacy of health data. Center, because it assigns accounts and passwords to users of the client database, falls under the operations clause of HIPAA and is therefore permitted to view client-level health data. In addition, to protect security and confidentiality, Center enters into this Agreement with Partner to assure that Center will maintain the privacy of all protected 1 “Protected Health Information” is defined by Title 45 of the Code of Federal Regulations, Section 164.501. Page 181 of 400 Section 3.3.1: Data-Sharing MOU, Page 2 of 8 health information to which Center is granted access 33 . G OALS OF THE C ENTER ’S E VALUATION a. Longitudinally track and analyze data to identify best practices, service patterns, gaps, and participant outcomes in relation to their level of service participation b. Demonstrate how co-located, integrated programs are part of a comprehensive service system aimed at improving common but complex outcome c. Demonstrate how the intensity of services provided to clients, and the overlapping of services from multiple funded programs, leads to improved client outcomes d. Create an efficient data collection infrastructure that can be expanded to include new programs and outcomes e. Reduce data entry, and improve the quality of analysis, by using a limited set of core data elements shared across funded programs. 4. G UIDING P RINCIPLES : D ATA AND E VALUATION The protection of clients served by the Center is a highest value. The right to privacy is based in the United States and California constitutions and provides the broadest protection of personal information. Each individual has the right to make decisions regarding the sharing of their personal information. Protection of personal information is especially critical when working with some of the vulnerable populations served by the Center. Therefore, the Protocol for Data Security established for Center Partner Organizations is set up to ensure that Partner agency data can be shared only if the identity of the indi vidual client is protected, or as required by City, State, or Federal rules, regulations, or laws. 5. D ATA C OLLECTION P ROCEDURES a. Partner data will be collected via an online database administered by Center. Personally identifiable client data will be visible only to the Partner that enters that data and to Center. Partners who do not want to input identifiable data in the Center database have the option to send names and dates of birth to a third party encoder (hereafter “Encoder”). The Encoder will then provide Partner with an encrypted “Encoder ID” to use in place of the name and date of birth in the Center database. b. Some individual level data will be collected, such as client program participation. Identifying information – specifically, client first and last name and data of birth – will be collected either in the Center database or by the third part encoder. Certain sensitive data elements, such as client street address, are optional but not required. c. Access to the online database is password protected. An authentication protocol prevents access to the database without a secure ID and password issued by Center. Page 182 of 400 Section 3.3.1: Data-Sharing MOU, Page 3 of 8 Each Partner will determine which members of its agency have access to the database and what level of access they will have. d. According to HIPAA standards, electronic procedures will be implemented that terminate an electronic session after a predetermined time of inactivity. Under the law, this standard time can range from 2 minutes (in an emergency room setting) to 180 minutes (for a secure office setting). The purpose of this limitation is to ensure that individuals who are not registered users cannot access the system. All accounts on the Measure Y database will automatically log out if left idle for a 20-minute period. e. Each Partner will own their data. The Center retains the right to extract aggregated and non-personally identifiable data. Neither the Center nor the Encoder will own the data. 66 . D ATA M ATCHING P ROCEDURES In order to support the evaluation of Center programs and the progress of individual clients, Partner data will be matched with data from the Contra Costa County Probation (Probation) and/or California Department of Corrections & Rehabilitation (CDCR). There are four principles to the data matching procedure: a. Probation, CDCR and other local or state criminal justice agencies will not have access to any data from the Center database or the Encoder. b. For Partners who do not want to share identifiable data, there are no identifiers in the Center database. c. The Center database will not contain data provided by Probation, CDCR, local police agencies, or other local or state criminal justice agencies. d. The Center will not have individually identifiable information for anyone. 7. D ATA -M ATCHING P ROCESS a. Partner data i. Encoded option • Partners who do not want to input identifiable data in the database send names and dates of birth to a third party encoder. • The encoder creates an Encoder ID for each client and returns it to the program. • The Partner uses this Encoder ID to record participation data in Center. ii. Un-encoded option • Partners who want to input identifiable data in the database will enter names and dates of birth directly into the Center database for each client. Page 183 of 400 Section 3.3.1: Data-Sharing MOU, Page 4 of 8 • Center will generate a unique Center ID for each client. • Center sends the participant service data, Center ID and identifying information to the appropriate evaluator. b. Evaluation i. The evaluator matches participants to other data sources records (Probation, local police agencies, CDCR or other local or state criminal justice agencies) using first name, last name, date of birth, ethnicity and gender – without service data. ii. The evaluator strips the matched data records of any identifying information, keeping only the Center ID or Encoder ID intact before conducted data analysis of program impact. 88 . P ROHIBITION ON D ATA -S HARING Absolutely no sharing of Partner program data in the Center database is allowed other than that specified in this Agreement. However, if data is requested or ordered by any City, State, or Federal agency/body, pursuant to applicable rules, regulations or laws, such data shall be provided. 9. P ROCEDURE FOR O BTAINING P RIOR W RITTEN , I NFORMED C ONSENT F ROM C LIENTS An Authorization to Release Confidential Information (“Consent Form”) must be signed before client data is collected and input or transferred into the Center database. Partner is responsible for discussion of confidentiality protocols with clients and parent/guardians and ensuring that they are informed about their rights. In every case the Partner will keep the original signed Consent Form and a copy will be provided to the client as well as the parent/guardian (if applicable). Authorization may be withdrawn at any time. Partner is expected to explain the Authorization process in a language understood by the client. If parent/guardian of the client does not speak the languages spoken by the Partner staff, or cannot adequately read in the languages in which the Consent Form is available then it is the responsibility of the Partner and its staff collecting the information to provide an interpreter, or to read the form to the client or parent/guardian, and to sufficiently explain any difficult wording. The responsible staff person will make sure that the orientation is provided in language that the client can fully understand. The responsible staff person will further respond fully, appropriately, and in a timely manner to the questions and concerns of the client related to the forms or the confidentiality policy and procedures. The client may revoke the authorization at any time. To revoke the authorization, the client should revoke the authorization in writing and submit it to the Partner, who will then inform Page 184 of 400 Section 3.3.1: Data-Sharing MOU, Page 5 of 8 Center as soon as is practicable. Actions taken by Center prior to the revocation of the authorization may not be revoked. All confidential information on clients who have revoked their authorization will have identifying information removed from the Center database in a timely manner. Refusal to authorize sharing of confidential client information shall not preclude the client’s receipt of Partner’s services. 11 0. L IMITATION ON D ISCLOSURE OF C ONFIDENTIAL I NFORMATION Only aggregated data or non-personally identifiable individual data will be shared with the Center. De-identified information neither identifies nor provides a reasonable basis to identify an individual. There are two ways to de-identify information; either: 1) a formal determination by a qualified statistician; or 2) the removal of specified identifiers of the individual and of the individual’s relatives, household members, and employers is required, and is adequate only if the Center has no actual knowledge that the remaining information could be used to identify the individual. The Center may be required to release confidential information without specific authorization if Center has reason to believe that the client is in imminent danger to himself or herself or to others, or if the client is an alleged victim or perpetrator of child, elder or dependent abuse or if requested or ordered by any City, State, or Federal agency/body, pursuant to applicable rules, regulations, or laws. With the exception of the above regarding City, State, or Federal requests or orders, the Center and its auditors, including the City Auditor, will have access only to aggregated data or individual data stripped of personally identifying information. The City and its auditors, including the City Auditor will not have access to personally identifying information, including names, social security numbers and birth dates of a particular client being served by a Partner. The City and its auditors, including the City Auditor will have access to anonymized data on a particular client or aggregate data about a program if that program is serving a small number of clients who could be identified simply by race, gender or age. The following information will not be disclosed without the explicit written authorization of the Client: a. Health diagnosis and treatment; b. Participation in alcohol or drug treatment programs; and c. Criminal arrests or convictions. All confidential information will be acquired and stored in a manner that safeguards the privacy rights of the Clients and/or the Client’s family. Each Partner will be responsible for carefully monitoring the data collection and reporting of confidential Client information maintained in Page 185 of 400 Section 3.3.1: Data-Sharing MOU, Page 6 of 8 the Center database. The original, signed copy of the Client’s Authorization form - and any other information regarding the Client collected at any point in time on paper, printed from electronic files, or stored electronically - will be placed in a personal paper or electronic file folder, and stored in a location accessible only to Partner staff who can document a direct, specific, and time-limited need for the confidential information to which they request access. 11 1. R ESPONSIBILITIES OF THE P ARTIES a. Center: i. Center shall keep all confidential information in the strictest confidence. ii. Center will provide for the protection of confidential information with the most advanced security technology available, and will meet all applicable rules, regulations, and laws, including but not limited to, Federal Privacy Regulations (45 CFR Part 46, 45 CFR 160 and 164 [HIPAA Regs.], 42 CFR Part 2, etc.). iii. Center shall maintain a database that is HIPAA and if applicable VAWA (Violence Against Women Act) compliant and shall follow all HIPAA and VAWA privacy requirements in the handling of personally identifiable information. iv. Center will report its data compilations in such a manner so as not to permit the release of personally identifiable information to persons other than Center personnel or the Partner that was the original source of the personally identifiable information. v. Center will not disclose any personally identifiable information to any requesting person or entity, without prior written authorization from the Partner, with the exception of any request, directive, or order for information from any City, State or Federal agency/body pursuant to applicable rules, regulations or laws. vi. Center shall keep all data in a space physically and electronically secure from unauthorized access. Information and data shall be stored and processed in a way such that unauthorized persons cannot retrieve or alter the information by using a computer, remote terminal, or other means. vii. Center shall instruct all staff with access to confidential information about the requirements for handling confidential information. viii. Center shall provide all staff having access to confidential information with statements of organizational policies and procedures for the protection of human subjects and data confidentiality. ix. Center agrees to defend, indemnify, and hold harmless the Center, its Council Members, officers, partners, agents, and employees, and all Partner from and Page 186 of 400 Section 3.3.1: Data-Sharing MOU, Page 7 of 8 against any and all liabilities resulting from injury or death to persons, and damage to or loss of tangible property of third parties, arising out of or resulting from the performance of Center’s services under this Agreement to the extent attributable to the negligent acts or omissions of, or intentional injury by, Center or its employees or agents or arising out of any disclosure by Center in violation of HIPAA. x. Per HIPAA, Center agrees to return or destroy, any Protected Health Information it receives from any Partner inputting data into the online database once a Partner’s grant agreement with the Center has ended. xi. Center will comply with requirements for managing student education records as set forth in the Family Educational Rights and Privacy Act (FERPA) (20 U.S.C. § 1232g; 34 CFR Part 99). xii. Center agrees to return or destroy, in conformance with HIPAA requirements, any protected health information it receives from Partner once its contract with The Center has ended. b. Partner: i. Partner is responsible for maintaining password security to its own agency database user accounts. Each Partner will have the ability to create user accounts and passwords that allow individuals to access the personally identifiable information entered into the database by their own agency. ii. If a database user account assigned to a Partner requires additions, amendments, or deletions, then the Partner is responsible for contacting Center during normal business hours to make those changes. iii. Partner will obtain a signed Consent Form from individuals (or from their parent or guardian if they are a minor) to input their personal information into the database and to participate in evaluation. Partner will follow the procedure outlined above. iv. Partner will enter relevant information into the database and participate in the evaluation as a condition of funding. v. Partner agrees to defend, indemnify, and hold harmless the Center, its Council Members, officers, partners, agents and employees from and against any and all liabilities resulting from injury or death to persons, and damage or loss of tangible property of third parties arising out of or resulting from the performance of Partner’s obligations under this Agreement to the extent attributable to the negligent acts or omissions of, or intentional injury by Partner or its employees or agents. Page 187 of 400 Section 3.3.1: Data-Sharing MOU, Page 8 of 8 11 2. T ERM The term of this Agreement shall be from (date) to (date). Any party may remove their data from the Center database at any time with written notice to Center. As soon as is reasonably practicable, any data owned by that party will then be returned or destroyed by Center. 13. A GREED On behalf of the Center: Signature: _______________________________ Date: ____________________ Name, Title On behalf of the Partner: Signature: __________________________________ Date: __________________ Name, Title Page 188 of 400 Section 3.3.2: Business Associate Agreement re PHI, Page 1 of 10 BB USINESS A SSOCIATE A GREEMENT REGARDING P ROTECTED HEALTH I NFORMATION WHEREAS, the West County Reentry Resource Center (the “Covered Entity”) is a Covered Entity, as defined below, and wishes to disclose certain Protected Health Information (“PHI”) to Name of partner (“Business Associate”) pursuant to the terms of the Agreement and this Business Associate Agreement (“BAA”); and WHEREAS, Covered Entity and Business Associate intend to protect the privacy and provide for the security of PHI disclosed to Business Associate pursuant to the Agreement in compliance with the Health Insurance Portability and Accountability Act of 1996, Public Law 104-191 (“HIPAA”), the Health Information Technology for Economic and Clinical Health Act, Public Law 111-005 (“the HITECH Act”), and regulations promulgated thereunder by the U.S. Department of Health and Human Services (the “HIPAA Regulations”) and other applicable law; and WHEREAS, as part of the HIPAA Regulations, the Privacy Rule and the Security Rule (defined below) require Covered Entity to enter into a contract containing specific requirements with Business Associate prior to the disclosure of PHI, as set forth in, but not limited to, Title 45, Sections 164.314(a), 164.502(e) and 164.504(e) of the Code of Federal Regulations (“C.F.R.”) and contained in this BAA. NOW, THEREFORE, in consideration of the mutual promises below and the exchange of information pursuant to the BAA, the parties agree as follows: I. D EFINITIONS Terms used, but not otherwise defined, and terms with initial capital letters in the BAA have the same meaning as defined under the Health Insurance Portability and Accountability Act of 1996, Public Law 104-191 (“HIPAA”), the Health Information Technology for Economic and Clinical Health Act, Public Law 111-005 (“the HITECH Act”), and regulations promulgated thereunder by the U.S. Department of Health and Human Services (the “HIPAA Regulations”) and other applicable laws. Privacy Breach Any acquisition, access, use or disclosure of Protected Health Information in a manner not permitted or allowed under state or federal privacy laws. Business Associate is a person, organization, or agency other than a workforce member that provides specific functions, activities, or services that involve the use, creation, or disclosure of PHI for, or on behalf of, a HIPAA covered health care component. Examples of business associate functions are activities such as claims processing or administration, data analysis, utilization review, quality assurance, billing, benefit management, practice management, and repricing; and legal, actuarial, accounting, consulting, data aggregation, management, administrative, accreditation, or financial services. Page 189 of 400 Section 3.3.2: Business Associate Agreement re PHI, Page 2 of 10 CC overed Entity shall have the meaning given to such term under the Privacy Rule and the Security Rule, including, but not limited to, 45 C.F.R. Section 160.103. Designated Record Set shall have the meaning given to such term under the Privacy Rule, including, but not limited to, 45 C.F.R. Section 164.501. Electronic Protected Health Information means Protected Health Information that is maintained in or transmitted by electronic media. Electronic Health Record shall have the meaning given to such term in the HITECH Act, including, but not limited to, 42 U.S.C. Section 17921. Health Care Operations shall have the meaning given to such term under the Privacy Rule, including, but not limited to, 45 C.F.R. Section 164.501. Privacy Rule shall mean the HIPAA Regulation that is codified at 45 C.F.R. Parts 160 and 164, Subparts A and E. Protected Health Information or PHI means any information, whether oral or recorded in any form or medium: (i) that relates to the past, present or future physical or mental condition of an Individual; the provision of health care to an Individual; or the past, present or future payment for the provision of health care to an Individual; and (ii) that identifies the Individual or with respect to which there is a reasonable basis to believe the information can be used to identify the Individual, and shall have the meaning given to such term under the Privacy Rule, including, but not limited to, 45 C.F.R. Section 160.103. Protected Health Information includes Electronic Protected Health Information [45 C.F.R. Sections 160.103, 164.501]. Protected Information shall mean PHI provided by Covered Entity to Business Associates or created or received by Business Associates on Covered Entity’s behalf. Security Rule shall mean the HIPAA Regulation that is codified at 45 C.F.R. Parts 160 and 164, Subparts A and C. Unsecured PHI shall have the meaning given to such term under the HITECH Act and any guidance issued pursuant to such Act including, but not limited to, 42 U.S.C. Section 17932(h)(1) and 45 C.F.R. 164.402. II. D UTIES AND R ESPONSIBILITIES OF B USINESS A SSOCIATES a. Permitted Uses. Business Associates shall use Protected Information only for the purpose of performing BA’s obligations under the Contract and as permitted or required under the Contract and Addendum, or as required by law. Further, Business Associate shall not use Protected Information in any manner that would constitute a violation of the Privacy Rule, Welfare & Institutions Code section 5328, 42 C.F.R. Part 2, or the HITECH Act, if so used by Covered Entity. However, Page 190 of 400 Section 3.3.2: Business Associate Agreement re PHI, Page 3 of 10 Business Associate may use Protected Information (i) for the proper management and administration of Business Associate, (ii) to carry out the legal responsibilities of Business Associate, or (iii) for Data Aggregation purposes for the Health Care Operations of Covered Entity. [45 C.F.R. Sections 164.502(a)(3), 164.504(e)(2)(ii)(A) and 164.504(e)(4)(i)]. bb . Permitted Disclosures. Business Associate shall not disclose Protected Information except for the purpose of performing Business Associate’s obligations under the Agreement and as permitted under the Agreement and this BAA. Business Associate shall not disclose Protected Information in any manner that would constitute a violation of the Privacy Rule, 42 C.F.R., Welfare & Institutions Code section 5328, or the HITECH Act if so disclosed by Covered Entity. However, Business Associates may disclose Protected Information (i) for the proper management and administration of Business Associate; (ii) to carry out the legal responsibilities of Business Associate; (iii) as required by law; or (iv) for Data Aggregation purposes for the Health Care Operations of Covered Entity. If Business Associate discloses Protected Information obtained pursuant to the Agreement and this BAA to a third party, Business Associate must obtain, prior to making any such disclosure, (i) reasonable written assurances from such third party that such Protected Information will be held confidential as provided pursuant to this BAA and only disclosed as required by law or for the purposes for which it was disclosed to such third party, and (ii) a written agreement from such third party to immediately notify Business Associate of any Breaches of confidentiality of the Protected Information within twenty-four ( 24) hours of discovery, to the extent it has obtained knowledge of such Breach. [42 U.S.C. Section 17932; 45 C.F.R. Sections 164.504(e)(2)(i)-(ii)(A) and 164.504(e)(4)(ii)]. c. Prohibited Uses and Disclosures. Business Associate shall not use or disclose Protected Information for fundraising or marketing purposes. [42 U.S.C. Section 17936(a) and 45 C.F.R. 164.501]. Business Associate shall not disclose Protected Information to a health plan for payment or health care operations purposes if the Individual has requested this special restriction, and has paid out of pocket in full for the health care item or service to which the PHI solely relates. [42 U.S.C. Section 17935(a); 45 C.F.R. Section 164.502(a)(5)(ii)]. Business Associate shall not directly or indirectly receive remuneration in exchange for Protected Information, except with the prior written consent of Covered Entity and as permitted by the HITECH Act. [42 U.S.C. section 17935(d)(2)]. This prohibition shall not affect payment by Covered Entity to Business Associate for services provided pursuant to the Agreement. d. Appropriate Safeguards. Business Associate shall implement appropriate administrative, technological and physical safeguards as are necessary to prevent the use or disclosure of Protected Information other than as permitted by the Agreement Page 191 of 400 Section 3.3.2: Business Associate Agreement re PHI, Page 4 of 10 and this BAA that reasonably and appropriately protect the confidentiality, integrity and availability of the Protected Information, and comply, where applicable, with the HIPAA Security Rule with respect to Electronic PHI. ee . Reporting of Improper Access, Use or Disclosure. Consistent with section (h)(4) of this BAA, Business Associate shall notify Covered Entity within twenty – four (24) hours of any suspected or actual breach of Protected Information; any use or disclosure of Protected Information not permitted by the Contract or Addendum; any security incident (i.e. any attempted or successful unauthorized access, use, disclosure, modification, or destruction of information or interference with system operations in any information system) related to Protected Information, and any actual or suspected use or disclosure of data in violation of any applicable federal or state laws by Business Associate or its agents or subcontractors. Business Associate shall report to appropriate entity’s Compliance & Privacy Officer in writing any access, use or disclosure of Protected Information not permitted by the Agreement and this BAA. As set forth below, [42 U.S.C. Section 17921; 45 C.F.R. Section 164.504(e) (2) (ii) (C); 45 C.F.R. Section 164.308(b)]. The Breach notice must contain: (1) a brief description of what happened, including the date of the Breach and the date of the discovery of the Breach, if known, (2) the location of the breached information; (3) the unauthorized person who used the PHI or to whom the disclosure was made; (4) whether the PHI was actually acquired or viewed; (5) a description of the types of PHI that were involved in the Breach,(6) safeguards in place prior to the Breach; (7) actions taken in response to the Breach; (8) any steps Individuals should take to protect themselves from potential harm resulting from the Breach; (9) a brief description of what the business associate is doing to investigate the Breach, to mitigate harm to Individuals, and to protect against further Breaches; and (10) contact procedures for Individuals to ask questions or learn additional information, which shall include a toll-free telephone number, an e-mail address, website or postal address. [45 C.F.R. Sections 164.410(c) and 164.404(c)]. Business Associate shall take any action pertaining to such unauthorized disclosure required by applicable federal and state laws and regulations. Business Associate shall otherwise comply with 45 C.F.R. § 164.410 with respect to reporting Breaches of Unsecured PHI. [42 U.S.C. Section 17921; 45 C.F.R. Section 164.504(e)(2)(ii)(C); 45 C.F.R. Section 165.308(b)] f. Business Associate’s Agents. Business Associate shall ensure that any agents, including subcontractors, to whom it provides Protected Information, agree in writing to the same restrictions and conditions that apply to Business Associate with respect to such PHI and implement the safeguards required by paragraph c above with respect to Electronic PHI. [45 C.F.R. Sections 164.502(e)(1)(ii), 164.504(e)(2)(ii)(D)and 164.308(b)]. If Page 192 of 400 Section 3.3.2: Business Associate Agreement re PHI, Page 5 of 10 Business Associate knows of a pattern of activity or practice of a subcontractor or agent that constitutes a material breach of violation of the subcontractor or agent’s obligations under the Contract or Addendum or other arrangement, the Business Associate must take reasonable steps to cure the breach or end the violation. Business Associate shall take reasonable steps to cure the Breach or end the violation. If these steps are unsuccessful, Business Associate shall terminate the contract or arrangement with agent or subcontractor, if feasible. [45 C.F.R. Section 164.504(e)(1)(iii)]. Business Associate shall provide written notification to Covered Entity of any pattern of activity or practice of a subcontractor or agent that BA believes constitutes a material breach or violation of the subcontractor or agent’s obligations under the Contract or Addendum or other arrangement with twenty four (24) hours of discovery and shall meet with CE to discuss and attempt to resolve the problem as one of the reasonable steps to cure the breach or end the violation. The Business Associate shall implement and maintain sanctions against agents and subcontractors that violate such restrictions and conditions and shall mitigate the effects of any such violation. gg . Access to Protected Information. Business Associate shall make Protected Information maintained by Business Associate or its agents or subcontractors in Designated Record Sets available to Covered Entity for inspection and copying within ten (10) days of a request by Covered Entity to enable Covered Entity to fulfill its obligations under the Privacy Rule, including, but not limited to, 45 C.F.R. Section 164.524. [45 CF.R. Section 164.504(e)(2)(ii) (E); 42 C.F.R. part 2 and Welfare & Institutions Code section 5328]. If Business Associate maintains an Electronic Health Record, Business Associates shall provide such information in electronic format to enable Covered Entity to fulfill its obligations under the HITECH Act, including, but not limited to, 42 U.S.C. Section 17935(e)(1). If any Individual requests access to PHI directly from Business Associate or its agents or subcontractors, Business Associate shall notify Covered Entity in writing within five (5) days of the request. h. Electronic PHI. If Business Associate receives, creates, transmits or maintains Electronic PHI on behalf of Covered Entity, Business Associates will, in addition, do the following: i. Develop, implement, maintain and use appropriate administrative, physical, and technical safeguards in compliance with Section 1173(d) of the Social Security Act, Title 42, Section 1320(s) or the United States Code and Title 45, Part 162 and 164 of CFR to preserve the integrity and confidentiality of all electronically maintained or transmitted PHI received from or on behalf of Covered Entity. ii. Document and keep these security measures current and available for inspection Page 193 of 400 Section 3.3.2: Business Associate Agreement re PHI, Page 6 of 10 by Covered Entity. iii. Ensure that any agent, including a subcontractor, to whom the Business Associate provides Electronic PHI, agrees to implement reasonable and appropriate safeguards to protect it. iv. Report to the Covered Entity any Security Incident of which it becomes aware. For the purposes of this BAA and the Agreement, Security Incident means, as set forth in 45 C.F.R. Section 164.304, “the attempted or successful unauthorized access, use, disclosure, modification, or destruction of information or interference with system operations in an information system.” Security incident shall not include, (a) unsuccessful attempts to penetrate computer networks or servers maintained by Business Associate, or (b) immaterial incidents that occur on a routine basis, such as general “pinging” or “denial of service” attacks. ii . Amendment of PHI. Within ten (10) days of receipt of a request from Covered Entity for an amendment of Protected Information or a record about an individual contained in a Designated Record Set, Business Associate or its agents or subcontractors shall make such Protected Information available to Covered Entity for amendment and incorporate any such amendment to enable Covered Entity to fulfill its obligations under the Privacy Rule. If any Individual requests an amendment of Protected Information directly from Business Associate or its agents or subcontractors, Business Associate must notify Covered Entity in writing within five (5) days of the request. Any approval or denial of amendment of Protected Information maintained by Business Associate or its agents or subcontractors shall be the responsibility of Covered Entity. j. Accounting Rights. Business Associate agrees to document such disclosures of PHI and information related to such disclosures as would be required for Covered Entity to respond to a request by an Individual for an accounting of disclosures of PHI in accordance with Privacy Rule and the HITECH Act. [42 U.S.C. Section 17935(c) and 45 C.F.R. Section 164.528]. Business Associate agrees to implement a process that allows for an accounting of disclosures to be collected and maintained by Business Associate and its agents or subcontractors for at least six (6) years prior to the request. Accounting of disclosures from an Electronic Health Record for treatment, payment or health care operations purposes are required to be collected and maintained for three (3) years prior to the request, and only to the extent Business Associate maintains an electronic health record and is subject to this requirement. At a minimum, the information collected and maintained shall include: (i) the date of disclosure; (ii) the name of the entity or person who received Protected Information and, if known, the address of the entity or person; (iii) a brief description of Protected Information disclosed and (iv) a brief statement of purpose of the disclosure that Page 194 of 400 Section 3.3.2: Business Associate Agreement re PHI, Page 7 of 10 reasonably informs the Individual of the basis for the disclosure, or a copy of the Individual's authorization, or a copy of the written request for disclosure. [45 C.F.R. Section 164.528(b)]. In the event that the request for an accounting is delivered directly to Business Associate or its agents or subcontractors, Business Associate shall forward it to Covered Entity in writing within five (5) days of request. It shall be Covered Entity’s responsibility to prepare and deliver any such accounting requested. Business Associate shall not disclose any Protected Information except as set forth in the Agreement and this BAA. kk . Governmental Access to Records.Business Associate shall make its internal practices, books and records relating to the use and disclosure of Protected Information available to Covered Entity and to the Secretary of the U.S. Department of Health and Human Services (the “Secretary”) for purposes of determining Business Associate’s compliance with the Privacy Rule [45 C.F.R. Section 165.504(e)(2)(ii)(I). Business Associate shall concurrently provide to Covered Entity a copy of any internal practices, books, and records relating the use and disclosure of PHI that Business Associate provides to the Secretary. l. Minimum Necessary. Business Associate and its agents or subcontractors shall request, use and disclose only the minimum amount of Protected Information reasonably necessary to accomplish the purpose of the request, use, or disclosure in accordance with 42 U.S.C. Section 17935(b). Business Associate understands and agrees that the definition of “minimum necessary” as defined in HIPAA and as may be modified by the Secretary. Each party has an obligation to keep itself informed of guidance issued by the Secretary with respect to what constitutes “minimum necessary.” m. Audits, Inspection and Enforcement. Within ten (10) days of a written request by Covered Entity, Business Associate and its agents or subcontractors shall allow Covered Entity to conduct a reasonable inspection of the facilities, systems, books, records, agreements, policies and procedures relating to the use or disclosure of Protected Information pursuant to this BAA for the purpose of determining whether Business Associate has complied with this BAA; provided, however, that (i) Business Associate and Covered Entity shall mutually agree in advance upon the scope, timing and location of such an inspection, (ii) Covered Entity shall protect the confidentiality of all confidential and proprietary information of Business Associate to which Covered Entity has access during the course of such inspection; and (iii) Covered Entity shall execute a nondisclosure agreement, upon terms mutually agreed upon by the parties, if requested by Business Associate. The fact that Covered Entity inspects, or fails to inspect, or has the right to inspect, Page 195 of 400 Section 3.3.2: Business Associate Agreement re PHI, Page 8 of 10 Business Associate’s facilities, systems, books, records, agreements, policies and procedures does not relieve Business Associate of its responsibility to comply with the BAA, nor does Covered Entity’s (i) failure to detect or (ii) detection, but failure to notify Business Associate or require Business Associate ’s remediation of any unsatisfactory practices, constitute acceptance of such practice or a waiver of Covered Entity’s enforcement rights under the Agreement or BAA, Business Associate shall notify Covered Entity within five (5) days of learning that Business Associate has become the subject of an audit, compliance review, or complaint investigation by the Office for Civil Rights. II II. T ERMINATION a. Material Breach . A Breach by Business Associate of any provision of this BAA shall constitute a material Breach of the Agreement and shall provide grounds for immediate termination of the Agreement, any provision in the Agreement to the contrary notwithstanding. [45 C.F.R. Section 164.504(e)(2)(iii)] b. Judicial or Administrative Proceedings. Covered Entity may terminate the Agreement, effective immediately, if (i) Business Associate is named as a defendant in a criminal proceeding for a violation of HIPAA, the HITECH Act, 42 C.F.R. Part 2, the HIPAA Regulations or other security or privacy laws or (ii) a finding or stipulation that the Business Associate has violated any standard or requirement of HIPAA, the HITECH Act, 42 C.F.R. Part 2, the HIPAA Regulations or other security or privacy laws is made in any administrative or civil proceeding in which the party has been joined. c. Effect of Termination. Upon termination of the Agreement for any reason, Business Associate shall, at the option of Covered Entity, return or destroy all Protected Information that Business Associate or its agents or subcontractors still maintain in any form, and shall retain no copies of such Protected Information. If return or destruction is not feasible, Business Associate shall continue to extend the protections of Section 2 of the BAA to such information, and limit further use of such PHI to those purposes that make the return or destruction of such PHI infeasible. [45 C.F.R. Section 164.504(e) (ii)(2)(I)]. If County elects destruction of the PHI, Business Associate shall certify in writing to County that such PHI has been destroyed. IV. G ENERAL P ROVISIONS a. Indemnification. In addition to the indemnification language in the Agreement, Business Associate agrees to be responsible for, and defend, indemnify and hold harmless the Covered Entity for any Breach of Business Associate’s privacy or security obligations under the Agreement, including any fines and assessments that may be made against Covered Entity or the Business Associate for any privacy Breaches or late Page 196 of 400 Section 3.3.2: Business Associate Agreement re PHI, Page 9 of 10 reporting and the cost of notice to credit monitoring companies. b. DD isclaimer. Covered Entity makes no warranty or representation that compliance by Business Associate with this BAA, HIPAA, the HITECH Act, or the HIPAA Regulations will be adequate or satisfactory for Business Associate’s own purposes. Business Associate is solely responsible for all decisions made by Business Associate regarding the use and safeguarding of PHI. c. AA mendment to Comply with Law.The parties acknowledge that state and federal laws relating to data security and privacy are rapidly evolving and that amendment of the Agreement, the Terms and Conditions and/or BAA may be required to provide for procedures to ensure compliance with such developments. The parties specifically agree to take such action as is necessary to implement the standards and requirements of HIPAA, the HITECH Act, the Privacy Rule, the Security Rule and other applicable laws relating to the security or confidentiality of PHI. Upon the request of any party, the other party agrees to promptly enter into negotiations concerning the terms of an amendment to the BAA embodying written assurances consistent with the standards and requirements of HIPAA, the HITECH Act, the Privacy Rule, the Security Rule or other applicable laws. Covered Entity may terminate Contract upon thirty (3) days written notice in the event (i) Business Associate does not promptly enter into negotiations to amend the Contract or Addendum when requested by Covered Entity pursuant to this section or (ii) Business Associate does not enter into an amendment to the Contract or Addendum providing assurances regarding the safeguarding of PHI that Covered Entity, in its sole discretion, deems sufficient to satisfy the standards and requirements of applicable laws. d. Assistance in Litigation of Administrative Proceedings. Business associate shall notify Covered Entity within forty-eight (48) hours of any litigation or administrative proceedings commenced against Business Associate or its agents or subcontractors. Business Associate shall make itself, and any subcontractors, employees or agents assisting Business Associate in the performance of its obligations under the Agreement or BAA, available to Covered Entity, at no cost to Covered Entity, to testify as witnesses, or otherwise, in the event of litigation or administrative proceedings being commenced against Covered Entity, its directors, officers or employees based upon a claimed violation of HIPAA, the HITECH Act, the Privacy Rule, the Security Rule, or other laws relating to security and privacy, except where Business Associate or its subcontractor, employee or agent is named as an adverse party. e. No Third-Party Beneficiaries. Nothing express or implied in the Agreement or this BAA is intended to confer, nor shall anything herein confer, upon any person other than Covered Entities, Business Associate and their respective successors or assigns, any Page 197 of 400 Section 3.3.2: Business Associate Agreement re PHI, Page 10 of 10 rights, remedies, obligations or liabilities whatsoever. f. EE ffect on Agreement. Except as specifically required to implement the purposes of the BAA, or to the extent inconsistent with this BAA, all other terms of the Agreement shall remain in force and effect. g. II nterpretation.The BAA shall be interpreted as broadly as necessary to implement and comply with HIPAA, the HITECH Act, the Privacy Rule and the Security Rule. The parties agree that any ambiguity in this BAA shall be resolved in favor of a meaning that complies and is consistent with HIPAA, the HITECH Act, the Privacy Rule and the Security Rule. h. Governing Law, Venue. This agreement has been executed and delivered in, and shall be construed and enforced in accordance with, the laws of the State of California. Proper venue for legal action regarding this Agreement shall be in the County of Santa Clara. i. Survivorship. The respective rights and responsibilities of Business Associate related to the handling of PHI survive termination of this Agreement. IN WITNESS WHEREOF, the parties hereto have duly executed this BAA as of the date below. On behalf of Host Organization: Reviewed and agreed by: ________________________________ ________________ Name and title Date On behalf of Partner Organization: Reviewed and agreed by: ________________________________ ________________ Name and title Date Page 198 of 400 Section 3.3.3: Sample Baseline Intake, Page 1 of 11 BB aseline Intake 1 Intake Staff Name : DD ate : / / If client already has a confirmed record in Center database, enter name and birthdate only, and skip to Contact Info. 1. Client Identification: First name Middle initial Last name Birth date month day year Social Security Number - - SSN unknown/not available CC lient Alternative Name: Enter alternate name(s), if any First name Middle initial Last name 22 . Essential Demographics What is your gender Male Female Transgender/Transsexual/Intersex What is your marital status? Single/ Never Married In a committed relationship (but not married) Married Separated Divorced Widowed Unknown Declined to Answer What is your ethnicity (Non-Hispanic or Hispanic) and your race? Based on client’s self-identification, choose ethnicity and then, within that column, check race(s) identified (use “other” only if YOU cannot determine how to categorize consumer response): Non-Hispanic: Hispanic: African American/Black African American/Black Native American/Alaskan Native American/Alaskan Asian Pacific Islander/Hawaiian Asian Pacific Islander/Hawaiian 1 Offered for the purposes of illustration only Page 199 of 400 Section 3.3.3: Sample Baseline Intake, Page 2 of 11 White White Other Other WW hat is your primary language English Spanish* Chinese* Lao* Cambodian* Vietnamese* Tagalog* Russian* American Sign Language* Other (specify): *If other than English: Do you feel comfortable talking in English? Yes No Unknown Are you a U.S. Veteran ? *Yes No Unknown *If yes: Service Era(s): Discharge status: What is the highest level of education you’ve completed? Elementary school High school diploma* Bachelor degree (B.A., B.S.) Middle/junior high school Some college Master degree (M.A./M.S. etc.) Some high school (no GED)* Technical or trade school Doctorate (Ph.D./M.D. etc.) Some high school +GED* Associate degree (A.A.) Unknown *If less than high school diploma: Highest grade completed 3. Your Contact Information What is your current address? Line 1: Line 2: City State Zip Are you staying outdoors or in a place not meant for human habitation? Yes* No Unknown *If yes, you may enter just the city name as your current address. What are the best phone numbers for us to reach you? Primary phone Description Alternate 1 Description Alternate 2 Description Page 200 of 400 Section 3.3.3: Sample Baseline Intake, Page 3 of 11 EE mail None II f you have a different mailing address, please list it here: Line 1: None Line 2: City State Zip 44 . Related Contacts Please give us information for at least one person connected with you that we should know about. If you have additional names you want to give us, you can give us information about them on the Additional Related Contacts form. Title: First name: Last name: How is this person connected to you? Family (Specify) Case Manager B&C Operator Payee Physician Psychiatrist Parole Officer Probation Officer Someone else (specify) Who is the best person we should call if you have an emergency? What is that person’s current address? Line 1: Line 2: City State Zip HH ow can we best reach that person? Primary phone Description Alternate 1 Description Email None Page 201 of 400 Section 3.3.3: Sample Baseline Intake, Page 4 of 11 55 . Referrals If someone referred you to the Center, check all that apply (specify name and agency): No one referred me Someone asked/suggested that I come here. Specify who: : ___________________________ I was ordered by the court I am here as part of my probation I am here as part of my parole Other: ___________________________ 6. Disabilities Do you have any disabling conditions (that is, conditions that are of long or indefinite duration, and limiting ability to work or live independently) ? Yes* No I don’t know *If yes, tell us which types of disability affect your ability to work or live independently. If required (by program), indicate whether disability verification has been submitted to file, with Date and Type: MM ental health disability Yes, SMI (Level 1) No Yes, MI (other diagnosis) Specify/notes: Verification filed? No Yes**If yes, date verified: SS ubstance abuse disability Yes, Alcohol Yes, Drugs No Specify/notes: Verification filed? No Yes* *If yes, date verified: PP hysical disability Yes No Unknown Specify (optional): Verification filed? No Yes* *If yes, date verified: DD evelopmental disability Yes No Unknown Specify (optional): Verification filed? No Yes* *If yes, date verified: HH IV/AIDS Yes No Unknown Specify (optional): Verification filed? No Yes* *If yes, date verified: OO ther medical condition Yes No Unknown Specify (optional): Verification filed? No Yes* *If yes, date verified: 77 . Criminal Justice History Have you ever been held in a city or county jail? Yes* No I don’t know Have you eve been convicted of a crime? Yes* No I don’t know *If yes: TT ype of conviction(s) Check all that apply Felony Misdemeanor Page 202 of 400 Section 3.3.3: Sample Baseline Intake, Page 5 of 11 CC onvicted within last six months Yes No Unknown Currently on probation Yes No Unknown Ever incarcerated in state or federal prison Yes* No Unknown *If yes: RR eleased within six months Yes No Unknown Currently on parole Yes No Unknown Release Date: __________________ Unknown *If yes: HH eld there within last six months Yes* No Unknown *If yes: How many times within last six months Release Date: __________________ Unknown Any additional info on your criminal justice history 8. Employment Do you currently have a job? Yes No * If no: Recent Work History Out of last 26 weeks (six months), how many weeks do you think you worked at least 20 hours in a single week? Did your most recent job end within last six months? Yes* No Unknown *If yes: Recent job end date (last date of confirmed employment) ___/____/______ (mo/day/year) If participant cannot remember exact date, estimate it based on the number of weeks not worked (26 minus # worked). Are you currently looking for a job? Yes No” I don’t know If you’re not seeking employment, can you tell us why? Disabled Retired Other, Please specify: _______________________ Page 203 of 400 Section 3.3.3: Sample Baseline Intake, Page 6 of 11 RR eason for leaving recent job Choose best: Left voluntarily, to look for a better position Temporary/seasonal position ended Left job for other (personal) reasons Laid off (business reasons) Unable to adequately perform job duties Terminated for cause (disciplinary or performance reasons) Unable to maintain job schedule Unknown Employer __________________________________________________________ Position or title _____________________________________________________ Job start date ___/____/______ (mo/day/year) Job tenure Permanent/regular (no time limit) Temporary/seasonal Weekly hours Hourly wage $ Employer-sponsored health benefit Yes No Unknown Job sector Automotive Finance/Insurance/RE Information Technology Social Services Business Services Government Manufacturing Transportation Communications Health Services Personal Services Wholesale/Retail Construction Hospitality Services Public Utilities 99 . Income and Benefits Total household monthly income : Total household monthly income is the total amount of money that your, your dependent children and all other adults in the household receive each month through earnings (report gross [“pre-tax’] amount), workers comp, unemployment, any form of public assistance, or other sources. Household income: $ No income at all I don’t know Personal monthly income Personal monthly income is the amount you have received directly; check all sources and identify amounts by source: Employment $__________ Unemployment Insurance (UI) $__________ Workers Compensation (WC) $__________ Food Stamps (SNAP) $_________ General Assistance (GA) $__________ TANF/CalWORKs $__________ Supplemental Security Income (SSI) $__________ Social Security Disability Income (SSDI) $_________ Veteran’s Disability $__________ State Disability Insurance (SDI) $__________ Private disability insurance $__________ Veteran’s Pension $__________ Other public/private pension $__________ Social Security Retirement $__________ Child Support $__________ Spousal Support/Alimony $__________ Other (specify below)* $__________ *Specify other source(s): OO ther household member(s) monthly income: Other household member(s) monthly income is the amount received by all other household members; check all sources and identify amounts by source: Page 204 of 400 Section 3.3.3: Sample Baseline Intake, Page 7 of 11 Employment $__________ Unemployment Insurance (UI) $__________ Workers Compensation (WC) $__________ Food Stamps (SNAP) $_________ General Assistance (GA) $__________ TANF/CalWORKs $__________ Supplemental Security Income (SSI) $__________ Social Security Disability Income (SSDI) $__________ Veteran’s Disability $__________ State Disability Insurance (SDI) $__________ Private disability insurance $__________ Veteran’s Pension $__________ Other public/private pension $__________ Social Security Retirement $__________ Child Support $__________ Spousal Support/Alimony $__________ Other (specify below)* $__________ *Specify other source(s): DD oes anyone in your house receive non-cash benefits? Yes* No I don’t know *If yes: CalWORKs Child Care Supplemental Nutrition (WIC) CalWORKs Transportation Food Bank Other CalWORKs Support Other (specify): DD o you have health insurance coverage? Yes* No** I don’t know *If yes: MediCal County Basic Adult Care VA Medical Services Employer-sponsored plan Medicare Healthy Families (if child) VA Psychiatric Services Any self-paid COBRA plan Other (specify): **If no: Have you applied for insurance through Covered California or expanded Medicare? Yes* No** I don’t know If yes, where/how did you apply? If yes, what is the status of your application? 10. Housing Living Situation Choose the best description of where you’re living right now. Where did you spend last night? House, condo or other unit that I oo wn; my name is on the deed to the house. A house, apartment, room or other living unit that I rr ent; my name is on the lease. Page 205 of 400 Section 3.3.3: Sample Baseline Intake, Page 8 of 11 Staying with family (paying no rent) Staying with family (to whom I pay rent) Staying with friend (paying no rent) Staying with friend (to whom I pay rent) Supported Housing Program** Emergency Shelter (or motel with voucher)** Psychiatric hospital or facility** AOD Treatment or detox facility** Hospital (non-psychiatric)** Correctional facility (jail, prison or juvenile detention)** Any place not meant for habitation (vehicle, garage, abandoned building, transit station, outside…) Other (specify): **Housing program, shelter or facility name: HH ow long have you been living in this way? 1 week or less More than 1 week, less than 1 month More than 1 month, less than 3 months More than 3 months, less than 1 year 1 year or longer Unknown Are you a victim of domestic/relationship violence? Yes* No Unknown *If yes: MM ost recent experience of domestic violence Within last 3 months 3 to 6 months ago 6 to 12 months ago More than 12 months ago Unknown HH ow long is your current housing supposed to last? Permanent (no time limit, unless evicted)… Temporary (shelter, facility or time-limited with family/friends)… Transitional (time-limited “program”)… N/A (for any place not meant for habitation) ….if Permanent or Transitional tenure: MM onthly rent amount: $ Receiving any housing subsidy :Yes*No Unknown *If yes: VASH Section 8 Housing Authority Shelter Plus Care (SPC) SRO Mod Rehab Other SHP (specify): Are you facing discharge, eviction or required to leave ? Yes * No Unknown *If yes: “Must leave” date: ___/____/______ (mo/day/year) ….if Temporary tenure: Page 206 of 400 Section 3.3.3: Sample Baseline Intake, Page 9 of 11 Temporary means time-limited (!): Expected discharge date or limit to stay: ___/____/______ (mo/day/ LL iving Situation prior to this Emergency Shelter Any place not meant for habitation ANY OTHER Living Situation* *If ANY OTHER: CC an you return there? Yes No Unknown HH ousing Status Homeless* Imminently Homeless* At Risk of Homelessness In Stable Housing • Supported Housing with Transitional tenure • Emergency Shelter • Any place not meant for habitation Any Living Situation where participant • must leave ww ithin one week (eviction, discharge or limit to stay) • cannot return to prior situation (if in Temporary) • does not have resources to secure housing Any time-limited Living Situation (eviction, discharge or limit to stay), where participant does not meet criteria for Homeless or Imminently homeless, e.g. • staying with family temporarily but indefinitely • discharge from facility in one month Any Living Situation with Permanent tenure and with no pending eviction or other requirement to leave. *If Homeless or Imminently Homeless: HH ow many separate times have you been homeless in past 3 years? Only this time 2-3 times, including this one 4 or more times, including this one Unknown Eligibility verification must be filed for enrollment into HUD-funded programs: Verification filed? No Yes* *If yes, date verified: ___/____/______ (mo/day/year) LL ast Permanent Residence Enter the ZIP code of the last place where you lived for 90 days (3 months) or more. Circle city name (if Contra Costa) or county name (if Other) from the appropriate list: ZIP code of Last Permanent Residence WW est Contra Costa County El Cerrito El Sobrante Hercules N. Richmond Pinole Richmond Rodeo San Pablo Unincorporated West County Other Contra Costa County Page 207 of 400 Section 3.3.3: Sample Baseline Intake, Page 10 of 11 Alamo Antioch Baypoint Bethel Island Blackhawk Byron Canyon Clayton Clyde Concord Crockett Danville Diablo Discovery Bay Kensington Knightsen Lafayette Martinez Moraga Oakley Orinda Pacheco Pittsburg Pleasant Hill Port Costa San Ramon Walnut Creek Unincorporated Contra Costa (Central/East) OO ther Counties Alameda County Marin County Napa County San Francisco County San Mateo County Santa Clara County Solano County Sonoma County Other California County Other U.S. State or Territory: Outside US: 11. Family/Household Do you have any dependent children? Dependent children are children 17 years old or younger who are currently living with you full time AND can be claimed as dependents on your tax return or you receive some form of public assistance (TANF, SSI, Foster Care payments, etc.) for their support. Yes* No Unknown *If yes: How many dependent children Single parent Yes No Unknown Do you have any non-dependent children? Non-dependent children are children 17 years old or younger who are not currently living with participant (even if you provide some kind of financial support). Yes* No Unknown *If yes: How many non-dependent children Are there any other adults in your household? These are other adults whose income, combined with yours, supports the household AND with whom you share and intend to continue to share resources. This includes a spouse or partner who is not disabled and, if you are under 18, your parent(s)/guardian(s). Yes* No Unknown *If yes: How many other adults in household If any other adults in household are seeking services here, identify them to link records as a household: Name: Birthdate: ___/___/_____ (mo/day/year) Page 208 of 400 Section 3.3.3: Sample Baseline Intake, Page 11 of 11 RR elation: Spouse/partner Parent Sister/brother Adult child Other (specify): NN ame: Birthdate: ___/___/_____ (mo/day/year) Relation: Spouse/partner Parent Sister/brother Adult child Other (specify): 11 2. Parenting/Child Engagement Have you ever fathered or given birth to a child? Yes* No Unknown *If yes: How many children have you fathered or given birth to? DD o you live with all of the children you fathered or have given birth to? Yes No Unknown At what age did you first become a parent? Under 21 years old 21 years or over Think about the last month. About how much time did you spend with your child or children per week? If you do not live with your child but you speak with him/her on the phone, please estimate the amount of time you spent talking with them on the phone. 0 Hours Less than 5 Hours Between 5-10 Hours Between 10-15 Hours Between 15-20 Hours Between 20-25 Hours More than 25 Hours Page 209 of 400 This page intentionally left blank. Page 210 of 400 Section 3.3.4: Sample Individual Development Plan, Page 1 of 11IIndividual Development Plan At the West County Reentry Resource Center, we want to help you identify what steps you can take to build the life you want for yourself. One of the first steps is to develop a PLAN of ACTION. The following Individual Development Plan (IDP) is designed to help you recognize your strengths, identify what motivates you, and assist you in your setting and achieving your goals. Name: _______________________________________________ Date: ______________________________ What are the abilities, attitudes, and resources that I can use to help make changes in my life? • __________________________________________________________________________________• __________________________________________________________________________________• __________________________________________________________________________________What are the top three reasons that I want to make changes in my life? • __________________________________________________________________________________• __________________________________________________________________________________• __________________________________________________________________________________Setting goals is an important step to making change. Walk through this process using these questions to guide you: Goal = What change do I need to make? (Be specific) Steps = How will I begin to make this change happen? Completion Date = When do I think I can complete this task? Purpose = Why do I want to make this change? Partner Agency/Referral Date = Center Staff will assist you with referrals to partner agencies Page 211 of 400 Section 2: Sample Individual Development Plan, Page 2 of 11 SStaying Free CCompletion Date GGoal SSteps 11. 22. 33. PPurpose PPartner Agency RReferral Date Page 212 of 400 Section 2: Sample Individual Development Plan, Page 3 of 11 EEducation/Training CCompletion Date GGoal SSteps 11. 22. 33. PPurpose PPartner Agency RReferral Date Page 213 of 400 Section 2: Sample Individual Development Plan, Page 4 of 11 HHOUSING CCompletion Date GGoal SSteps 11. 22. 33. PPurpose PPartner Agency RReferral Date Page 214 of 400 Section 2: Sample Individual Development Plan, Page 5 of 11 PPUBLIC BENEFITS Completion Date GGoal SSteps 11. 22. 33. PPurpose PPartner Agency RReferral Date Page 215 of 400 Section 2: Sample Individual Development Plan, Page 6 of 11 LLEGAL ISSUES CCompletion Date GGoal SSteps 11. 22. 33. PPurpose PPartner Agency RReferral Date Page 216 of 400 Section 2: Sample Individual Development Plan, Page 7 of 11 DDOMESTIC VIOLENCE/ EMOTION REGULATION SKILLS CCompletion Date GGoal SSteps 11. 22. 33. PPurpose PPartner Agency RReferral Date Page 217 of 400 Section 2: Sample Individual Development Plan, Page 8 of 11 RRELATIONSHIP ISSUES CCompletion Date GGoal SSteps 11. 22. 33. PPurpose PPartner Agency RReferral Date Page 218 of 400 Section 2: Sample Individual Development Plan, Page 9 of 11 PPARENTING/ CUSTODY ISSUES CCompletion Date GGoal SSteps 11. 22. 33. PPurpose PPartner Agency RReferral Date Page 219 of 400 Section 2: Sample Individual Development Plan, Page 10 of 11 CCHILD SUPPORT CCompletion Date GGoal SSteps 11. 22. 33. PPurpose PPartner Agency RReferral Date Page 220 of 400 Section 2: Sample Individual Development Plan, Page 11 of 11 EEMPLOYMENT/ INCOME CCompletion Date GGoal SSteps 11. 22. 33. PPurpose PPartner Agency RReferral Date Page 221 of 400 Table of Contents: Section 4/Reference Materials 44 . R EFERENCE M ATERIALS Note: These reference materials (107 pages) can be downloaded at http://www.furtherthework.com/clients-and-projects.html 4.1 Project Photos These photographs document the participatory, community-based process created by Further The Work to generate all elements of the concept, design, and implementation plan for the West County Reentry Resource Center. The participatory process was based on the inclusive techniques developed by Technology of Participation (ToP), a set of methods used internationally to cultivate shared leadership and management, equity in information, and collective decision-making. The photographs are provided courtesy of Terrance Cheung, who generously donated his efforts to serve as the project’s pro bono photographer. (15 pages) 4.2 AB 109 Operations Plan Adopted by unanimous vote of the Contra Costa County Board of Supervisors in November 2012, Contra Costa County’s AB 109 Operations Plan provided a contextual framework for the development of the West County Reentry Resource Center. In turn, the Center’s design is intended to further the goals and strategies outlined in the Operations Plan. As with the development of the West County Reentry Resource Center, the Operations Plan was developed through a multi-stakeholder participatory process designed and managed by Further The Work. (12 pages) 4.3 What Is Collective Impact? This short summary identifies the five key characteristics that define collective impact initiatives, as described by FSG Social Impact Partners, which has spearheaded the national conversation about collective impact. (1 page) 4.4 Backbone Entity Types This short overview, derived from the work of FSG Social Impact Partners, summarizes several organizational structures and entities that can serve as backbone entities to support collective impact efforts. (1 page) 4.5 What is a SparkPoint Center? This brochure outlines the chief goals, mechanisms of service, and core characteristics of the SparkPoint Centers, a multi-service initiative conceived and funded by the United Way Page 222 of 400 Table of Contents: Section 4/Reference Materials of the Bay Area. Like the West County Reentry Resource Center model, SparkPoint Centers provide co-located, integrated services intended to achieve collective impact. (8 pages) 4.6 The “Transition from Jail to Community” Initiative Developed by the Urban Institute and the National Institute of Corrections, this brief provides an overview of early implementation of the Transition from Jail to Community Initiative, which was piloted in 2007 in six locations across the United States. Providing a road map for collaboration and systems change, the TJC model charts a clear course for jail and community partners by identifying the essential elements of an effective jail transition strategy. (8 pages) 4.7 Million-Dollar Murray Written by Malcolm Gladwell in 2006 for the New Yorker magazine, this article examines public/private efforts to manage complex individuals – like Murray Baer – whose chronic homelessness and alcoholism present huge, disproportionate, and costly challenges for social service agencies, public hospitals, and public safety systems. (11 pages) 4.8 Recruitment Property Inventory Recap (Richmond Main Street) Provided by Richmond Main Street, a nonprofit business-development organization focusing on Richmond’s Macdonald Avenue, this inventory recap provides an overview of various commercial properties that may be available for rent or purchase in downtown Richmond. (12 pages) 4.9 Letter of Interest and Property Brochure: 1711 Barrett Avenue Provided by a property owner to propose this downtown Richmond property as a possible location for the Center, this letter and brochure summarize the property’s characteristics and availability. (9 pages) 4.10 Providing Services and Supports for Youth Who are LGBTQQIS-2 A collaborative effort of the National Center for Cultural Competence and the National Technical Assistance Center for Children’s Mental Health of the Georgetown University Center for Child and Human Development, along with the American Institutes for Research, this practice brief is one of a series designed to enhance system, organizational, and program capacity to deliver culturally and linguistically competent services and supports to youth who are LGBTQI2-S and their families. Although it is youth-focused, it is included here as a ready reference for issues that may apply to LGBTQQIS-2 adults as well as youth. (8 pages) Page 223 of 400 Table of Contents: Section 4/Reference Materials 4.11 RYSE House Agreement A visual guide to house rules for the RYSE Center for youth in Richmond, this single-sheet flyer is included as a demonstration of the ways in which messaging can be crafted to reflect a tone and spirit that reflects and speaks to the cultures of the intended audiences. 4.12 A Few Good Case Management Tools This overview of electronic case-management tools was developed by Idealware, a nonprofit organization that produces well-researched, impartial, and accessible resources about software to help nonprofits make smart software decisions. (4 pages) 4.13 Baseline Data Set (draft) This draft baseline data set was developed in January 2014 by Resource Development Associates (RDA), a data and evaluation consulting firm, as part of their contracted scope of work to conduct a multi-sector data assessment and basic evaluation planning process to support AB 109 implementation in Contra Costa County. This data set will likely undergo substantial revisions during the course of RDA’s contract term (which ends June 2014), but it is provided here as a starting point to support the Center’s integration with the data development plan for the county as a whole. (10 pages) Page 224 of 400 This page intentionally left blank. Page 225 of 400 Page 226 of 400 Page 227 of 400 Page 228 of 400 Page 229 of 400 Page 230 of 400 Page 231 of 400 Page 232 of 400 Page 233 of 400 Page 234 of 400 Page 235 of 400 Page 236 of 400 Page 237 of 400 Page 238 of 400 Page 239 of 400 Page 240 of 400 Page 241 of 400 Page 242 of 400 Page 243 of 400 Page 244 of 400 Page 245 of 400 Page 246 of 400 Page 247 of 400 Page 248 of 400 Page 249 of 400 Page 250 of 400 Page 251 of 400 Page 252 of 400 Page 253 of 400 1/14/14, 1:04 PMFSG - What Is Collective Impact? Page 1 of 1http://www.fsg.org/OurApproach/WhatIsCollectiveImpact.aspx Français Deutsch Overview Catalytic Philanthropy Collective Impact Shared Value Strategic Evaluation Home > Our Approach > What Is Collective Impact? Boston : Geneva : San Francisco : Seattle : Washington | 866.351.8484 | info@fsg.org Copyright © 2013, FSG, Inc.Sitemap | Terms of use Share PrintHomeAbout Us FSG News Careers Contact Us Our Approach Services Clients Impact Areas Knowledge Exchange search Follow Us: Our Approach Global Impact See Our Impact in Action > What is Collective Impact? Collective Impact is the commitment of a group of actors from different sectors to a common agenda for solving a complex social problem. In order to create lasting solutions to social problems on a large-scale, organizations — including those in government, civil society, and the business sector — need to coordinate their efforts and work together around a clearly defined goal. Collective Impact is a significant shift from the social sector’s current paradigm of "isolated impact," because the underlying premise of Collective Impact is that no single organization can create large-scale, lasting social change alone. There is no "silver bullet" solution to systemic social problems, and these problems cannot be solved by simply scaling or replicating one organization or program. Strong organizations are necessary but not sufficient for large-scale social change. Not all social problems are suited for Collective Impact solutions. Collective Impact is best employed for problems that are complex and systemic rather than technical in nature. Collective Impact initiatives are currently being employed to address a wide variety of issues around the world, including education, healthcare, homelessness, the environment, and community development. Many of these initiatives are already showing concrete results, reinforcing the promise of Collective Impact in solving complex social problems. The Five Conditions of Collective Impact Success Collective Impact is more rigorous and specific than collaboration among organizations. There are five conditions that, together, lead to meaningful results from Collective Impact: 1. Common Agenda: All participants have a shared vision for change including a common understanding of the problem and a joint approach to solving it through agreed upon actions 2. Shared Measurement: Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable 3. Mutually Reinforcing Activities: Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action 4. Continuous Communication: Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and appreciate common motivation 5. Backbone Organization: Creating and managing collective impact requires a separate organization(s) with staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organizations and agencies For more information on the preconditions of success for Collective Impact, how to catalyze a Collective Impact effort, as well as to learn more about the role of backbone organizations and shared measurement, please see our articles: Collective Impact and Channeling Change: Making Collective Impact Work. < Back to Collective Impact Approach Page 254 of 400 This page intentionally left blank. Page 255 of 400 Section 4.4: Backbone Entity Types, Page 1 of 1 TT YPES OF B ACKBONE E NTITIES 1 Through research and interviews, we have identified a variety of potential backbone structures, each with their own strengths and drawbacks depending on local or issue-specific context. More centralized approaches include funder-based, new organization, existing organization, and government backbones. The Core Design Team has agreed that the West County Reentry Center may be operated by a private entity (types 1-3, below), but not by a government entity (type 4, below). 1. Funder-Based: One or more private funders or corporate funders can initiate a Collective Impact strategy as a planner, financier, convener, and facilitator. Funder-based backbones, such as the Calgary Homeless Foundation, have the benefit of being able to secure start-up funding and recurring resources. Funder-based backbones also have the power and influence to bring other funders and other partners to the table. However, funder-based backbones must prioritize broad community buy-in, particularly if the effort is driven by one primary funder. 2. New Nonprofit: A newly created nonprofit entity can be created to serve as a backbone. Newly created backbones, such as the Community Center for Education Results (CCER) in Seattle, can bring neutrality and clarity of focus to the issue. However, a potential concern for newly created nonprofit entities as backbone is managing perceived competition for funding with other local nonprofits. Note: A newly created entity may partner with an established nonprofit organization that can serve as its fiscal sponsor. 3. Existing Organization: An established entity (nonprofit or for-profit) can also take the lead in coordinating a Collective Impact strategy. For example, Opportunity Chicago is led and administered by the Chicago Jobs Council, a well-established non-profit organization that has 30 years of experience in economic development. While established organizations may have credibility and an understanding of the issue, they may find it difficult to focus solely on the Collective Impact strategy, given other competing priorities. 4. Government: A local or state-level government can also potentially provide supporting infrastructure for a Collective Impact strategy by leveraging existing public sector resources. For example, the obesity reduction initiative Shape Up Somerville is staffed by Somerville’s local health department, in partnership with Tufts University and other local players. Government-led backbones may provide credibility by attracting multiple partners, but they must react quickly to changing needs and plan for funding alternatives given potential public financing constraints…. When determining an appropriate backbone structure, whether it is centralized or decentralized, it is important to take into account local or issue-specific context and consider the extent to which the new or existing backbone organizations meet these criteria: ability to secure funding, perceived neutrality, clear ownership of issue, broad community buy-in, and strong convening power. Many of the most promising Collective Impact examples have a backbone that meets some – if not all – of these criteria in providing overall strategic direction. 1 Excerpted (with some modifications) from FSG Social Impact Partners, Collective Impact Blog, Searching for the Right Backbone Structure, posted by Robert Albright on 9/19/2011 Page 256 of 400 This page intentionally left blank. Page 257 of 400 What is a SparkPoint Center? SparkPoint Centers are family-friendly places where hard-working, low-income people can access a full range of services to help them get out of poverty and achieve long-term financial stability. Each Center brings together the most effective nonprofit and government partners to help clients build assets, grow in- come and manage debt. SparkPoint clients work with a coach, who helps create a step-by-step plan to set and achieve personal financial goals. Because change does not happen overnight, SparkPoint commits to working with clients for up to three years to achieve their financial goals. SparkPoint services focus on three areas: managing credit, increasing income and building assets. Managing Credit » Create a balanced household budget » Manage credit cards and other debts » Obtain and understand credit report » Avoid foreclosure with mortgage modification Increasing Income » Learn skills to increase chances of landing a job » Improve resume » Enroll in training for high-demand jobs » Explore career options » Start and fund college education » Enroll in public benefits » Connect with money-saving programs, such as free tax preparation, discounted utilities, discounted transit and low-cost automobile insurance Building Assets » Access free and low-cost banking services » Participate in matched savings programs » Purchase a home » Open or expand a business » Develop emergency savings and plan for retirement We have known for years that it takes multiple and interacting risk factors to produce negative outcomes for families; therefore, it makes perfect sense that SparkPoint, with its many partners addressing various and intersecting risk factors, is particularly good at helping families achieve success and overcome poverty. —GAIL THELLER, EXECUTIVE DIRECTOR, COMMUNITY ACTION MARIN, LEAD PARTNER OF SPARKPOINT MARIN CENTER MEASURING OUTCOMES SparkPoint Centers help low-income families move from poverty to financial stability, which is measured using four outcomes: Livable income that reaches the Self- Sufficiency Standard (i.e., $65,000 for a family of four in San Francisco) Good credit score of 650 or above Savings equal to three months of living expenses Debt less than 40% of monthly income SparkPoint Centers in the Bay Area Page 258 of 400 Why SparkPoint? United Way of the Bay Area is dedicated to creating pathways out of poverty. Our goal is to cut Bay Area poverty in half by 2020. Establishing SparkPoint Centers throughout the region is essen- tial to achieving this goal. More than 440,000 Bay Area households—nearly one in four—struggle to meet basic needs. Most (86%) have at least one worker, but still fall below the Self Sufficiency Stan- dard – the income needed to pay for essentials such as food, shelter, health care and child care. People living in poverty face multiple, inter-related chal- lenges. For example, someone who does not earn enough may need training to land a better job. He likely also needs help dealing with debt, managing credit, or developing a savings plan. Accessing help isn’t easy. Wading through confusing eligibil- ity rules, scheduling multiple appointments, making trips to several offices, and filling out multiple forms all present major barriers to success. The result is people who are working hard to get out of poverty can’t get the help they need. SparkPoint changes all that. Raising the Bar While the concept of a one-stop resource center is not new, United Way’s SparkPoint Centers elevate and improve on previous one-stop models. “BUNDLING” SERVICES » Each Center brings together the region’s most effective programs to deliver integrated services as a single entity. All SparkPoint service providers use one system and set of metrics to track clients’ progress. » SparkPoint urges clients to utilize two or more integrated services, which more effectively addresses the complex issues facing struggling households. We’re already seeing results: clients who used more than one service were three times more successful in achieving financial goals than clients who used only one. CLIENT EMPOWERMENT » Every SparkPoint client is provided a coach, who helps create a step-by-step plan to achieve personal goals. The coaches serve as financial advisors, providing the guidance and support clients need to achieve long-term goals. » Because financial success takes time, SparkPoint works with clients for as long as they need; for many, that is two or three years. » Whereas traditional case managers act on a client’s behalf, making plans and enrolling clients in services, SparkPoint coaches empower and encourage clients to act on their own behalf. » SparkPoint builds on a nationally recognized, best-practice model—the Annie E. Casey Foundation’s Centers for Working Families—which has shown great promise for significant community impact. As such, SparkPoint Centers have the potential for high visibility, replication in other regions, and national impact. We are mightily impressed by the ambition of the SparkPoint Centers to tackle in a regional way the challenges facing low-income working families. They are an important partner in the Casey Foundation’s Center for Working Families national network, having adapted and continuously improving upon the model, furthering our knowledge in how to best deliver integrated economic services in low-income communities. SUSAN GEWIRTZ, SENIOR ASSOCIATE, CENTER FOR FAMILY ECONOMIC SUCCESS, THE ANNIE E. CASEY FOUNDATION 1 The Self-Sufficiency Standard, developed by Dr. Diana Pearce now at the Center for Women’s Welfare at the University of Washington, measures the actual cost of living for different household types in each county. Information about the Standard for California Counties is maintained by the Insight Center for Community Economic Development and can be found at www.insightcced.org. United Way’s “Struggling to Make Ends Meet” report details the Bay Area data related to the Standard and can be downloaded at www.liveunitedca.org. SparkPoint Makes Accessing Help Easy INTEGRATED PERSONAL PERSONALIZED SERVICES COACH PLAN Page 259 of 400 Bundling Services Works SparkPoint Centers are already seeing results among the 2,000 clients served in their first two years. For example, SparkPoint Oakland Center clients who used more than one SparkPoint service were three times more successful in achieving financial goals than clients who used only one. These results mirror those of the Annie E. Casey Founda- tion’s Centers for Working Families in Central New Mexico and Baltimore, Maryland— which are nationally recognized, best-in-class models on which SparkPoint is built. These reults show the great promise for significant and measurable community impact. Stability Through Multiple Programs SparkPoint Success: Jackie’s Story East Oakland resident Jackie C. came to SparkPoint Oakland Center in February to get free tax filing help, after another SparkPoint client referred her. Free tax help was just the first step for Jackie. “When I first came to SparkPoint, I just came to get my taxes done and to see if I could get help with my PG&E bill. Before I knew it, I was enrolled in school, and now I’m driving a truck. It’s awesome!” Jackie said. Having worked for many years as a bookkeeper, Jackie was eager to improve her income. SparkPoint connected her to a subsidized 12-week green-diesel training program, which is offered through The Workforce Collaborative, one of the five partners that work together to serve clients at the SparkPoint Oakland Center. Jackie received training to secure her Class-A driver’s license, which authorizes her to drive 18-wheel diesel trucks. She has done quite well in the program and is expected to graduate on July 30, when she will receive a certificate that makes her eligible to service and retrofit older, heavy diesel trucks with green- diesel filter systems. This is a valuable skill, given new truck emissions standards recently implemented by the Port of Oakland. Further, Jackie will qualify to enroll in Alameda Col- lege’s Diesel Mechanic Certificate program. Workers in this high growth industry make $15 to $20 an hour. 10% 17% 65% 65% 24% 68% Central New Mexico Community College Bon Secours, Baltimore SparkPoint Oakland Center Unbundled vs. Bundled Services % OF CLIENTS ACHIEVING ECONOMIC GOAL UNBUNDLED BUNDLED Page 260 of 400 United Way of the Bay Area’s Role Since 1922, United Way of the Bay Area has been in the business of addressing people’s financial crises. We know, on both the local and the national levels, that funding individual programs alone cannot address our communities’ challenges. Now we’re moving past funding individual nonprofits to integrating multiple nonprofits into one cohesive solution: SparkPoint. SparkPoint empowers people to achieve lasting financial stability. SparkPoint Centers leverage United Way’s key strengths: A Robust Network of Partners United Way is uniquely positioned at the intersection of employers, government, nonprofits, labor organizations, and working individuals and families. Tackling poverty in the Bay Area will require the collective power of all of these groups. Through SparkPoint, United Way is guiding this collaborative effort. Experience Leading Large- scale Initiatives As demonstrated by our leadership of Earn It! Keep It! Save It!, one of the nation’s largest free tax assistance programs, United Way has a strong track record of conven- ing partners on complex initiatives that achieve results. Last year, United Way brought together 200 public- and Increasing economic prosperity requires unique, unusual partnerships and focus. SparkPoint transforms the traditional anti-poverty approach where many silo-ed, well-meaning agencies work separately, into a true focused partnership. To partner with SparkPoint is a real opportunity to move the needle on poverty. PAUL BUDDENHAGEN, PROGRAM MANAGER, CONTRA COSTA COUNTY SERVICE INTEGRATION PROGRAM private-sector partners across seven counties to complete more than 50,000 tax returns for low-wage families. The coalition has returned $200 million to our community since it began in 2003. We excel at keeping partners invested, engaged and on-track. A Wealth of Expertise Over the last decade, United Way has made grants and provided counsel to hundreds of top-performing financial stability programs. As a result, we have the expertise to gather the region’s most impactful partners to build Spark- Point, ensuring each Center has the right mix of skills and resources necessary to maximize client success. As part of the national United Way network, we share best practices and learn from other United Ways around the country that focus on financial stability. Evolving the Collective Power of a Network of Partners INDIVIDUAL PROGRAMS ALIGNED ALONG COMMON GOAL INTEGRATED SERVICES INFORMAL GROUPINGS Page 261 of 400 Core Elements Same Across Centers SAME ACROSS ALL CENTERS VARIABLE BY CENTER Vision » Help individuals build financial stability by bringing together high quality resources and empowering people to improve credit, increase income, and build/preserve savings and assets Service Types and Programs » Services across 3 areas: a) Credit, b) Income, c) Assets » All centers must offer: a) free tax help, b) Connection to financial services, c) Benefits enrollment, d) Financial coaching » Partners commit to Operational Plan that lays out service provision approach and plan »When services are added »Who offers the services »What specific types of services will promote 3-year client engagement Service Delivery »Integrated service delivery (bundling approach) and coaching (case management which builds off clients’ aspirations and includes longer-term cheerleading and accountability) »Specifics of integration and coaching process Service Timeframe » Engagement with clients for 3 years (as necessary) » Discretion on case-by -case basis to end support Client Eligibility »Guideline that core target audience should be below the Self- Sufficiency Standard (SSS) »Target audiences within eligible pool (e.g. stable enough); clients above SSS included on exception basis Outcomes »Commitment to the outcome measures and aspiration of: a) Achievement of livable income, b) Improved credit scores, c) Asset accumulation, d) Reduced debt »Strategies to achieve outcomes vary by center Performance Management » Use of Efforts to Outcomes software to track progress (includes metrics on client achievement and service delivery) »Training by UWBA on use of evaluation tool »Structure of outcomes review across centers » Specifics of actual process of outcomes review and data entry Partner Commitment/ Governance »Signed Memorandum of Understanding by all partners » Governance roles clearly defined up front for each center (e.g., who decides whether to bring in new partners / vendors) » Variability in specific roles and responsibilities and governance within each county Brand » Common SparkPoint brand »Co-branding by center / partner » Customized collateral Location and Schedules »Client-driven center schedules that enable consistency and sufficient access » Specifics on location and hours (dependent on target audience and ramping schedule) Page 262 of 400 SparkPoint Partners SparkPoint Oakland Lead Agency: United Way of the Bay Area 4QBSL1PJOU0BLMBOE JOTJEF&BTUNPOU5PXO$FOUFS #BODSPGU"WFOVF 4VJUF Oakland, CA  510. Program Partners - Allen Temple - BankOn Oakland - City of Oakland - Earn it! Keep it! Save it! - East Bay Asian Development Corporation - LIFETIME - Operation HOPE - Peralta Community College - The Workforce Collaborative - The Women’s Initiative - United Way of the Bay Area SparkPoint American Canyon Lead Agency: American Canyon Family Resource Center American Canyon Family Resource Center 3423 Broadway, Suite D-1 American Canyon, CA 94503 707.980.7024 Program Partners - American Canyon Family Resource Center - American Canyon Chamber of Commerce - Bay Area Legal Aid - Catholic Charities of Santa Rosa - Child Start, Inc. - Community Resources for Children - Earn It! Keep It! Save It! - Housing & Economic Rights Advocates - Napa County Health and Human Services - Napa Valley Adult Education - Napa Valley College - ParentsCAN - United Way of the Bay Area SparkPoint Marin - San Rafael Lead Agency: Community Action Marin – Prosperity Partners Community Action Marin – Prosperity Partners 409 4th Street San Rafael, CA 94901 415.526.7530 Program Partners - Canal Alliance - Community Action Marin - Marin City Community Development Corporation - Marin County Health and Human Services - Homeward Bound of Marin - Life on Trak - United Way of the Bay Area SparkPoint at Skyline College - San Bruno Lead Agency: Skyline College Skyline College 3300 College Drive San Bruno, CA 94066 650.738.7035 Program Partners - CA Employment Development Department - Community Financial Resources - EARN - Earn It! Keep It! Save It! - Jewish Vocational Service - Opportunity Fund - San Mateo Credit Union - San Mateo County Human Services Agency - Second Harvest Food Bank of San Mateo and Santa Clara Counties - United Way of the Bay Area Page 263 of 400 SparkPoint East Contra Costa - Bay Point Lead Agency: Contra Costa Employment and Human Services Department Ambrose Community Center 3105 Willow Pass Road Bay Point, CA 94565 (925) 252 - 2300 Program Partners - Brighter Beginnings - Bay Area Legal - Center for Human Development - Community Housing Development Corporation (CHDC) - Contra Costa Health Services - Contra Costa Employment and Human Services Department - First Five - Opportunity Junction - Stride Center - STAND! - United Way of the Bay Area SparkPoint West Contra Costa - Richmond Lead Agency: Richmond Community Foundation 2727 Macdonald Ave. Richmond, CA 94804 510-779-3200 Chevron is Founding Corporate Partner. Program Partners - A New America - Bay Area Legal Aid - Brighter Beginnings - Business Development Center - City of Richmond - Community Housing Development Corporation - Contra Costa College - Contra Costa EHSD - Contra Costa Health Services - East Bay Neighborhood Housing Services - LEAP - Richmond Community Foundation - Rubicon Programs, Inc. - Stride Center - Supervisor John Gioia’s Office - United Way of the Bay AreaUnited Way of the Bay Area SparkPoint Solano - Fairfield Lead Agency: Cleo Gordon Family Resource Center Cleo Gordon Family Resource Center 1950 Dover Avenue, Room #18 Fairfield, CA 94533 (707) 421 - 3963 Program Partners - Cleo Gordon Healthy Start Family Resource Center - Dreamcatchers Empowerment Network - Life on Trak - The Children’s Network of Solano County - Travis Credit Union - United Way of the Bay Area SparkPoint Solano - Vallejo Lead Agency: Fighting Back Partnership Solano Middle School 1025 Corcoran Ave., Room # 62 Vallejo, CA 94589 (707) 556 - 8600 x 51857 Program Partners - Dreamcatchers - Fighting Back Partnership - Life on Trak - Solano Middle School - The Children’s Network of Solano County - Travis Credit Union - United Way of the Bay Area - Vallejo Unified School District SparkPoint Partners Page 264 of 400 SparkPoint San Francisco at Plaza Adelante Lead Agency: Mission Economic Development Agency Plaza Adelante 2301 Mission Street, Suite 301 San Francisco, CA 94110 415.282.3334, ext. 129 Program Partners - Causa Justa - Good Samaritan Family Resource Center - Jewish Vocational Services - Mission Asset Fund - Mission Economic Development Agency - United Way of the Bay Area - WAGES SparkPoint at Fremont FRC Lead Agency: Fremont Family Resource Center 39155 Liberty Street, Suite A110 Fremont, CA 94538 510.574.2020 Program Partners - Alameda County Social Services Agency - Bay Area Legal Aid - Community Child Care Council (4C’s) of Alameda County - East Bay Agency for Children/Fremont Healthy Start - Fremont Adult and Continuing Education School - Mission Asset Fund - Opportunity Fund - Project Sentinel - Tri-Cities One-Stop Career Center/EDD - Fremont - Tri-Cities One-Stop Career Center - Ohlone College Newark - Tri-City Volunteers Food Bank & Thrift Store - United Way of the Bay Area SparkPoint Partners Page 265 of 400 1 Urban National Institute Institute Of Corrections TThhee TTrraannssiittiioonn ffrroomm JJaaiill ttoo CCoommmmuunniittyy ((TTJJCC)) IInniittiiaattiivvee April 2009 Introduction Roughly nine million individuals cycle through the nations’ jails each year, yet relatively little attention has been given to the unique challenges and opportunities surrounding reentry from local jails. In response, the National Institute of Corrections (NIC) partnered with the Urban Institute (UI) to launch the Transition from Jail to Community initiative (TJC) in 2007. The TJC initiative is designed to advance coordinated and collaborative relationships between jails and local communities to address reentry, leading to enhanced public safety, reduced recidivism, and improved individual reintegration outcomes. These objectives are to be achieved through the development, implementation and evaluation of an innovative and effective jail-to-community transition model. The first phase of the initiative was dedicated to the design, and development of an adaptable and effective model for jail transition that can be implemented in a wide variety of settings (rural, suburban and urban) with diverse jail populations. During Phase II of the initiative, implementation of the TJC model began in two jurisdictions, Douglas County, KS and Denver, CO in the fall of 2008. In Phase III, implementation will continue in the initial two TJC sites, while four additional jurisdictions are selected in the summer of 2009. Each site employs the TJC model as a guide to devise a TJC approach tailored to local circumstances, resources and priorities. All six TJC sites will receive tailored technical assistance to implement the model. The Urban Institute will conduct evaluations in all six sites to assess how the TJC model was implemented and the extent to which it led to anticipated outcomes at both the system and individual level. The TJC project team is also developing a web-based TJC Implementation Toolkit for use by practitioners and policymakers interested in replicating the TJC approach. Jail Transition: Challenges and Opportunities City and county jails touch millions of lives each year. Most of the estimated nine million individuals who cycle through local jails return to the surrounding community within just a few weeks. The needs of these individuals are formidable: the prevalence of substance abuse, mental illness, unemployment, and homelessness is high among the jail population. At the same time, the capacity for treatment and services in most jails is limited at best. These facts underscore the need for an innovative, collaborative, data-driven approach to Page 266 of 400 2 jail transition. The TJC initiative is a call to change rooted in the reality that jails and communities must jointly own and address the issue of local reentry. TJC is not a discrete program, but rather a new way of doing business. To that end, the TJC model provides a road map for collaboration and systems change and charts a clear course for jail and community partners by identifying the essential elements of an effective jail transition strategy. Given the diversity of jail systems and community settings, jurisdictions will tailor implementation of the model’s essential elements to reflect and respond to local needs and capacities. Although all elements of the model must be present in each TJC site’s jail transition strategy, sites are expected and will be encouraged to pursue approaches that take into account local needs and assets. The TJC Model The TJC model incorporates lessons learned from prior criminal justice system reform efforts, particularly NIC’s Transition from Prison to Community (TPC) initiative, as well as findings from the considerable body of prisoner reentry research and the growing literature on evidence-based practices. The model’s development was informed by the knowledge and expertise of a diverse group of advisors convened by the TJC project team, including jail administrators, sheriffs, local law enforcement, social service providers, community and victims advocates, formerly incarcerated individuals, corrections policy experts, and researchers. The figure below illustrates the TJC approach to effective jail transition and identifies the key components of the TJC model at both the system level and the intervention level. Systems change must be coupled with concrete intervention efforts. The sections that follow discuss the system and intervention elements of the model in detail. System Elements Individual Intervention Elements -- Targeted intervention strategies Data-driven understanding of local reentry Collaborative structure and joint ownership Leadership, vision, and organizational culture Self-evaluation and sustainability++++ Screening & Assessment Targeted Interventions COMMUNITY JAIL Transition Plan Formal services Information & referrals Informal support systems Case management Supervision Improved OutcomesPage 267 of 400 3 System-Level Elements The TJC model represents an integrated, system-wide approach to delivering support and services to people released from jail. It involves policy and organizational change and the engagement of jail and community leaders in a collaborative effort. Leadership, Vision and Organizational Culture The development of an effective jail transition strategy requires the active involvement of key decision-makers to set expectations, to identify important issues, to articulate a clear vision of success, and to engage staff and other stakeholders in the effort. These key stakeholders will lead local efforts to build a common vision for systems reform; develop infrastructure for inter-agency and community collaboration, coordination, and information sharing; align missions and organizational cultures of partner agencies to support transition goals; and clarify and define roles and responsibilities under the local initiative. In addition, champions or “change agents” from all levels at key agencies will be critical to moving the initiative forward. Collaborative Structure and Joint Ownership Transition from jail to the community is neither the sole responsibility of the jail system nor of the community. Effective transition strategies rely on collaboration and information-sharing among jail and community- based partners and joint ownership of the problem and the solution. Given that many of the people who exit jails are already involved with multiple social service and criminal justice agencies, a collaborative approach is essential to tackling jail transition. Successful implementation of the TJC model requires formal buy-in from multiple individuals and agencies in a community, from criminal justice and local government stakeholders to community members and organizations. Key stakeholders include: jail administrators and/or sheriffs, police departments, community supervision and pretrial services agencies, the courts, prosecutors and public defenders, county executives and local legislators, treatment and service providers, health and mental health agencies, housing, economic development, and workforce development agencies, local businesses and corporate entities, victim advocates, members of the affected population and their families, and community residents. Building and maintaining the collaborative partnerships necessary to plan and carry out a TJC initiative requires many different individuals and organizations to play different roles and assume different responsibilities. Sites are required to devise a collaborative structure that includes both an executive-level entity to provide strategic direction and oversight, and a implementation-level entity to craft and execute specific elements of the local TJC initiative. This may involve forming a local reentry council or building on existing Page 268 of 400 4 criminal justice councils. In rural areas, reentry councils may be regional and include representatives from surrounding communities and jurisdictions. In addition to shared goals and principles, joint ownership also involves identifying shared outcomes of interest and common performance measures to assess progress, inform adjustments to the strategy, and hold the local initiative accountable to its goals. Data-driven Understanding of Local Reentry In the development of a jail transition strategy, decision-making and policy formation must be informed by local data. An understanding of local barriers and assets is especially relevant in the area of jail transition, in that most people exiting jail return to a relatively small number of nearby communities where resources are often scarce and must be efficiently targeted. To better understand their local context, TJC sites will review jail management information systems and program records maintained by community agencies to identify the characteristics and needs of the jail population as well as the range of available resources. This baseline information is critical to the accurate assessment of key issues and the development of an appropriate set of integrated responses. A clear understanding of the local reentry landscape is necessary to establish policies and programs that reflect local realities – including political and legal constraints as well as opportunities for collaboration and resource and capacity development. Accordingly, jurisdictions are expected to: (1) assess the characteristics of the jail population, local crime problems, and existing laws and policies that govern various aspects of jail transition; (2) identify the specific geographic areas to which the jail population returns upon release; (3) identify those subsets of the jail population likely to consume disproportionate criminal justice and programmatic resources; (4) identify resources that can be leveraged to address key issues, and the appropriate action steps to remove potential obstacles; and (5) track service referrals, engagement and use, and share that information with partner agencies on a regular basis. Targeted Intervention Strategies Targeted intervention strategies form the core of the TJC model at the individual level, and comprise the basic building blocks for effective jail transition. The strategy to improve transition at the individual level involves introducing specific interventions at critical points along the jail-to-community continuum. The underlying premise is that interventions at these key points can improve reintegration and reduce reoffending, thereby increasing public safety. Critical to this approach are the principles that: (1) interventions begin in jail with the booking process and continue, as needed, throughout the incarceration and in the community upon release; and (2) interventions are tailored to the specific needs, risks, and strengths of each individual. The model's main intervention-level elements are screening and assessment, transition planning, and interventions that range from information packets to structured treatment and programming. A growing body of empirically-based evidence about what works in reentry suggests that assessment, intervention and aftercare are key components for any strategy aimed at reducing offender recidivism. Implementation of evidence-based practices such as motivational interviewing or treatment programs that use cognitive behavioral therapy Page 269 of 400 5 may further reduce recidivism and promote reintegration. The TJC initiative encourages jurisdictions to incorporate these and other evidence-based practices into the design of their intervention strategies. Further discussion of intervention-level elements is presented later in this document. Self-Evaluation and Sustainability The final system-level building blocks needed to ensure success are ongoing self- evaluation and sustainability planning. Self-evaluation refers to the ability and commitment of local stakeholders to monitor progress and make needed modifications throughout the process to ensure that both intermediate and long-term goals are met. Baseline data collected on the jail transition population and available resources should continue to be collected in support of ongoing self-evaluation. Routine assessments of the initiative’s efforts should include data on key outcomes that are of interest to partners and potential funders to show progress in achieving desired improvements. Jurisdictions are encouraged to establish mechanisms—such as forums, routine reports from partner agencies, or client satisfaction surveys—to obtain early and frequent feedback from partners and constituents regarding key aspects of the initiative. TJC sites will also receive regular and timely feedback on implementation as part of the initiative’s evaluation effort, and will be encouraged to use this information to modify and strengthen their application of the TJC model. The ultimate goal of the TJC initiative is to build jail to community transition efforts that last. Sustainability depends on both formal and informal mechanisms employed by the local initiative to ensure the longevity and legacy of their efforts. Formal information- sharing and resource-sharing agreements that delineate how agencies and organizations work together over time are examples of mechanisms that promote sustainability. The continued involvement of local reentry or criminal justice councils in jail transition can also facilitate the sustainability of efforts over time. Intervention-Level Elements Every TJC jurisdiction’s intervention strategy will consist of, at a minimum, screening and assessment, transition planning, and specific targeted interventions. Implemented together, these core elements will ensure that each individual will have an opportunity to receive the appropriate mix of interventions for his or her unique needs both within jail and in the community after release. Screening and Assessment Routine screening and assessment of individual’s risks, needs, and capacities is an essential component of an effective jail transition intervention strategy. TJC implementation requires institution of a universal brief screen during the booking process should capture medical, mental health, and substance abuse issues, and include a checklist to identify less immediate needs such as employment and housing history. Screening information will inform decisions about classification and placement in the jail, and indicate whether a fuller assessment is warranted. A more detailed assessment may be necessary to measure the severity of substance abuse or mental health issues identified during the initial screening and to construct an individual transition plan. Ongoing Page 270 of 400 6 assessment will inform the construction of an individual’s initial jail-to-community transition plan and subsequent revisions to that plan. The TJC sites will receive technical assistance and guidance in selecting appropriate screening tools and assessment instruments that satisfy both the informational requirements of the model and local concerns (e.g., inexpensive, easy to administer, yield information useful to a variety of partners). Some sites may already have routine screening and assessment tools in place; in such instances, TJC will help the sites evaluate the adequacy of these tools in meeting local needs. Transition Plan A transition plan is essential in preparing individuals for release and enhancing long term reintegration, particularly for those who are assessed as moderate- or high-risk/need. The plan specifies the types of interventions an individual needs, when and where interventions should occur and who will deliver them, and the activities for which the individual needs to take responsibility. In the jail setting, a transition plan can be as simple as receiving resource packets before release or as comprehensive as working with a case manager and community based providers weeks or months before release and upon return to the community. For individuals who warrant more comprehensive transition plans, these plans should be informed by an individual's initial screening and assessment and regularly reviewed and updated as necessary in jail and after release. Transition plans will typically specify pre- release interventions to be delivered either by jail staff or community-based providers conducting jail “in-reach”. Plans will also include discharge interventions to address the “moment of release”—those critical first hours and days after release from jail—and to facilitate the provision of needed services in the community. The plans may target issues such as housing, employment, family reunification, educational needs, substance abuse treatment, and health and mental health services. In many cases, a discharge plan may be the primary intervention for individuals released within hours or a few days of entering jail. Implicit in this approach is the understanding that “one size” does not fit all and that plans should be tailored for each individual. Some individuals, for example, will need extensive services and support including intensive case management to effectively transition to the community while others may only minimal assistance, if any. Targeted Interventions The scope of a jurisdiction’s targeted interventions may range from formal treatment to, more commonly, access to community-based providers, volunteers, or family members who conduct “in-reach” into the jail. Some interventions will occur in jail while others will take place in the community after release. Many interventions will begin in jail and continue with a community-based provider after the individual’s release from jail, facilitating greater continuity for service delivery leading to improved outcomes. Page 271 of 400 7 Pre-release interventions, delivered either by jail staff or community-based providers, may include: provision of informational resources such as resource packets, information bins in the facility, or a designated Resource Officer; brief training programs that prepare individuals for reentry; services such as drug and alcohol treatment, educational programs, and job training; access to community-based and informal social supports such as family, mentors and members of the faith community; and case management to facilitate continuity of care (wherein individual clients retain a single case manager/transition planner before and after release). Discharge interventions are designed to aid the individual’s transition from jail to the community and to sustain gains made through pre-release interventions. Examples of discharge interventions include: resource packets; referrals to community agencies; scheduled appointments in the community; a temporary supply of medication; identification documents; updated transition plans; transportation to a service provider, home, or probation office; and contact information for key individuals who will facilitate the individual’s service plan in the community. Work done while in jail to begin treatment, develop relationships with service providers, and connect individuals to service appointments in the community will have little impact after release without follow-up in the community. Accordingly, it is important that community-based organizations and support networks provide continuity of care—or in many cases, initiate care—through services, training, treatment, and case management when an individual is released. Examples of community-based interventions include service provision in areas such as job readiness training, substance abuse treatment and mental health counseling; post-release case management; access to reentry information through outreach or a toll-free hotline; engaging informal social supports; and post-release supervision, as applicable. Triage Planning Given the diversity of the jail population, unpredictable lengths of stay, limited resources, and principles of evidence-based practice, it is not feasible or desirable to provide the same level of intervention to everyone who enters the jail. Instead, jurisdictions will need to prioritize their resources and determine "who gets what." Triage planning helps classify individuals and identify the appropriate mix of targeted interventions for each individual based on information about risks, needs, and strengths obtained during initial screening and assessment, as well as anticipated length of stay. The TJC project team has developed a triage tool to help local jurisdictions prioritize goals, identify target populations, and allocate limited resources to their intervention strategies. Next Steps Urban Institute and NIC will release an application to select four additional TJC pilot sites on May 1, 2009. A cross-site kick-off meeting, baseline data collection and analyses, and the development of site-specific jail transition plans will follow shortly thereafter. The initial two TJC sites will continue to implement their site-specific jail transition plans through fall 2011. All six TJC sites will receive two years of training and technical assistance on the design and implementation of a local jail transition strategy although no Page 272 of 400 8 funds will be transferred to the local jail or community. Ongoing technical assistance and evaluation activities will assess progress and provide continuous feedback to communities as they implement the TJC model and construct and refine jail-to-community transition strategies. The web-based TJC Implementation Toolkit is scheduled for release in September of 2009. The team will also periodically issue research briefs reporting on the progress and outcomes of their evaluation efforts. For more information and updates on TJC, visit www.jailtransition.com or contact: Jesse Jannetta TJC Project Manager jjannetta@urban.org 202-261-5593 Page 273 of 400 1 MILLION-DOLLAR MURRAY by Malcolm Gladwell 2006-02-13 Why problems like homelessness may be easier to solve than to manage. Murray Barr was a bear of a man, an ex-marine, six feet tall and heavyset, and when he fell down—which he did nearly every day—it could take two or three grown men to pick him up. He had straight black hair and olive skin. On the street, they called him Smokey. He was missing most of his teeth. He had a wonderful smile. People loved Murray. His chosen drink was vodka. Beer he called “horse piss.” On the streets of downtown Reno, where he lived, he could buy a two-hundred-and-fifty-millilitre bottle of cheap vodka for a dollar-fifty. If he was flush, he could go for the seven-hundred-and-fifty- millilitre bottle, and if he was broke he could always do what many of the other homeless people of Reno did, which is to walk through the casinos and finish off the half-empty glasses of liquor left at the gaming tables. “If he was on a runner, we could pick him up several times a day,” Patrick O’Bryan, who is a bicycle cop in downtown Reno, said. “And he’s gone on some amazing runners. He would get picked up, get detoxed, then get back out a couple of hours later and start up again. A lot of the guys on the streets who’ve been drinking, they get so angry. They are so incredibly abrasive, so violent, so abusive. Murray was such a character and had such a great sense of humor that we somehow got past that. Even when he was abusive, we’d say, ‘Murray, you know you love us,’ and he’d say, ‘I know’—and go back to swearing at us.” “I’ve been a police officer for fifteen years,” O’Bryan’s partner, Steve Johns, said. “I picked up Murray my whole career. Literally.” Johns and O’Bryan pleaded with Murray to quit drinking. A few years ago, he was assigned to a treatment program in which he was under the equivalent of house arrest, and he thrived. He got a job and worked hard. But then the program ended. “Once he graduated out, he had no one to report to, and he needed that,” O’Bryan said. “I don’t know whether it was his military background. I suspect that it was. He was a good cook. One time, he accumulated savings of over six thousand dollars. Showed up for work religiously. Did everything he was supposed to do. They said, ‘Congratulations,’ and put him back on the street. He spent that six thousand in a week or so.” Often, he was too intoxicated for the drunk tank at the jail, and he’d get sent to the emergency room at either Saint Mary’s or Washoe Medical Center. Marla Johns, who was a social worker in the emergency room at Saint Mary’s, saw him several times a week. “The ambulance would bring him in. We would sober him up, so he would be sober enough to go to jail. And we would call the police to pick him up. In fact, that’s how I met my husband.” Marla Johns is married to Steve Johns. Page 274 of 400 2 “He was like the one constant in an environment that was ever changing,” she went on. “In he would come. He would grin that half-toothless grin. He called me ‘my angel.’ I would walk in the room, and he would smile and say, ‘Oh, my angel, I’m so happy to see you.’ We would joke back and forth, and I would beg him to quit drinking and he would laugh it off. And when time went by and he didn’t come in I would get worried and call the coroner’s office. When he was sober, we would find out, oh, he’s working someplace, and my husband and I would go and have dinner where he was working. When my husband and I were dating, and we were going to get married, he said, ‘Can I come to the wedding?’ And I almost felt like he should. My joke was ‘If you are sober you can come, because I can’t afford your bar bill.’ When we started a family, he would lay a hand on my pregnant belly and bless the child. He really was this kind of light.” In the fall of 2003, the Reno Police Department started an initiative designed to limit panhandling in the downtown core. There were articles in the newspapers, and the police department came under harsh criticism on local talk radio. The crackdown on panhandling amounted to harassment, the critics said. The homeless weren’t an imposition on the city; they were just trying to get by. “One morning, I’m listening to one of the talk shows, and they’re just trashing the police department and going on about how unfair it is,” O’Bryan said. “And I thought, Wow, I’ve never seen any of these critics in one of the alleyways in the middle of the winter looking for bodies.” O’Bryan was angry. In downtown Reno, food for the homeless was plentiful: there was a Gospel kitchen and Catholic Services, and even the local McDonald’s fed the hungry. The panhandling was for liquor, and the liquor was anything but harmless. He and Johns spent at least half their time dealing with people like Murray; they were as much caseworkers as police officers. And they knew they weren’t the only ones involved. When someone passed out on the street, there was a “One down” call to the paramedics. There were four people in an ambulance, and the patient sometimes stayed at the hospital for days, because living on the streets in a state of almost constant intoxication was a reliable way of getting sick. None of that, surely, could be cheap. O’Bryan and Johns called someone they knew at an ambulance service and then contacted the local hospitals. “We came up with three names that were some of our chronic inebriates in the downtown area, that got arrested the most often,” O’Bryan said. “We tracked those three individuals through just one of our two hospitals. One of the guys had been in jail previously, so he’d onl y been on the streets for six months. In those six months, he had accumulated a bill of a hundred thousand dollars—and that’s at the smaller of the two hospitals near downtown Reno. It’s pretty reasonable to assume that the other hospital had an even larger bill. Another individual came from Portland and had been in Reno for three months. In those three months, he had accumulated a bill for sixty- five thousand dollars. The third individual actually had some periods of being sober, and had accumulated a bill of fifty thousand.” The first of those people was Murray Barr, and Johns and O’Bryan realized that if you totted up all his hospital bills for the ten years that he had been on the streets—as well as Page 275 of 400 3 substance-abuse-treatment costs, doctors’ fees, and other expenses—Murray Barr probably ran up a medical bill as large as anyone in the state of Nevada. “It cost us one million dollars not to do something about Murray,” O’Bryan said. Fifteen years ago, after the Rodney King beating, the Los Angeles Police Department was in crisis. It was accused of racial insensitivity and ill discipline and violence, and the assumption was that those problems had spread broadly throughout the rank and file. In the language of statisticians, it was thought that L.A.P.D.’s troubles had a “normal” distribution—that if you graphed them the result would look like a bell curve, with a small number of officers at one end of the curve, a small number at the other end, and the bulk of the problem situated in the middle. The bell-curve assumption has become so much a part of our mental architecture that we tend to use it to organize experience automatically. But when the L.A.P.D. was investigated by a special commission headed by Warren Christopher, a very different picture emerged. Between 1986 and 1990, allegations of excessive force or improper tactics were made against eighteen hundred of the eighty-five hundred officers in the L.A.P.D. The broad middle had scarcely been accused of anything. Furthermore, more than fourteen hundred officers had only one or two allegations made against them—and bear in mind that these were not proven charges, that they happened in a four-year period, and that allegations of excessive force are an inevitable feature of urban police work. (The N.Y.P.D. receives about three thousand such complaints a year.) A hundred and eighty-three officers, however, had four or more complaints against them, forty-four officers had six or more complaints, sixteen had eight or more, and one had sixteen complaints. If you were to graph the troubles of the L.A.P.D., it wouldn’t look like a bell curve. It would look more like a hockey stick. It would follow what statisticians call a “power law” distribution—where all the activity is not in the middle but at one extreme. The Christopher Commission’s report repeatedly comes back to what it describes as the extreme concentration of problematic officers. One officer had been the subject of thirteen allegations of excessive use of force, five other complaints, twenty-eight “use of force reports” (that is, documented, internal accounts of inappropriate behavior), and one shooting. Another had six excessive-force complaints, nineteen other complaints, ten use- of-force reports, and three shootings. A third had twenty-seven use-of-force reports, and a fourth had thirty-five. Another had a file full of complaints for doing things like “striking an arrestee on the back of the neck with the butt of a shotgun for no apparent reason while the arrestee was kneeling and handcuffed,” beating up a thirteen-year-old juvenile, and throwing an arrestee from his chair and kicking him in the back and side of the head while he was handcuffed and lying on his stomach. The report gives the strong impression that if you fired those forty-four cops the L.A.P.D. would suddenly become a pretty well-functioning police department. But the report also suggests that the problem is tougher than it seems, because those forty-four bad cops were so bad that the institutional mechanisms in place to get rid of bad apples clearly Page 276 of 400 4 weren’t working. If you made the mistake of assuming that the department’s troubles fell into a normal distribution, you’d propose solutions that would raise the performance of the middle—like better training or better hiring—when the middle didn’t need help. For those hard-core few who did need help, meanwhile, the medicine that helped the middle wouldn’t be nearly strong enough. In the nineteen-eighties, when homelessness first surfaced as a national issue, the assumption was that the problem fit a normal distribution: that the vast majority of the homeless were in the same state of semi-permanent distress. It was an assumption that bred despair: if there were so many homeless, with so many problems, what could be done to help them? Then, fifteen years ago, a young Boston College graduate student named Dennis Culhane lived in a shelter in Philadelphia for seven weeks as part of the research for his dissertation. A few months later he went back, and was surprised to discover that he couldn’t find any of the people he had recently spent so much time with. “It made me realize that most of these people were getting on with their own lives,” he said. Culhane then put together a database—the first of its kind—to track who was coming in and out of the shelter system. What he discovered profoundly changed the way homelessness is understood. Homelessness doesn’t have a normal distribution, it turned out. It has a power-law distribution. “We found that eighty per cent of the homeless were in and out really quickly,” he said. “In Philadelphia, the most common length of time that someone is homeless is one day. And the second most common length is two days. And they never come back. Anyone who ever has to stay in a shelter involuntarily knows that all you think about is how to make sure you never come back.” The next ten per cent were what Culhane calls episodic users. They would come for three weeks at a time, and return periodically, particularly in the winter. They were quite young, and they were often heavy drug users. It was the last ten per cent—the group at the farthest edge of the curve—that interested Culhane the most. They were the chronically homeless, who lived in the shelters, sometimes for years at a time. They were older. Many were mentally ill or physically disabled, and when we think about homelessness as a social problem—the people sleeping on the sidewalk, aggressively panhandling, lying drunk in doorways, huddled on subway grates and under bridges—it’s this group that we have in mind. In the early nineteen-nineties, Culhane’s database suggested that New York City had a quarter of a million people who were homeless at some point in the previous half decade —which was a surprisingly high number. But only about twenty-five hundred were chronically homeless. It turns out, furthermore, that this group costs the health-care and social-services systems far more than anyone had ever anticipated. Culhane estimates that in New York at least sixty-two million dollars was being spent annually to shelter just those twenty-five hundred hard-core homeless. “It costs twenty-four thousand dollars a year for one of these shelter beds,” Culhane said. “We’re talking about a cot eighteen inches away from the next cot.” Boston Health Care for the Homeless Program, a leading service group for the homeless in Boston, recently tracked the medical expenses of a hundred and nineteen Page 277 of 400 5 chronically homeless people. In the course of five years, thirty-three people died and seven more were sent to nursing homes, and the group still accounted for 18,834 emergency-room visits—at a minimum cost of a thousand dollars a visit. The University of California, San Diego Medical Center followed fifteen chronically homeless inebriates and found that over eighteen months those fifteen people were treated at the hospital’s emergency room four hundred and seventeen times, and ran up bills that averaged a hundred thousand dollars each. One person—San Diego’s counterpart to Murray Barr— came to the emergency room eighty-seven times. “If it’s a medical admission, it’s likely to be the guys with the really complex pneumonia,” James Dunford, the city of San Diego’s emergency medical director and the author of the observational study, said. “They are drunk and they aspirate and get vomit in their lungs and develop a lung abscess, and they get hypothermia on top of that, because they’re out in the rain. They end up in the intensive-care unit with these very complicated medical infections. These are the guys who typically get hit by cars and buses and trucks. They often have a neurosurgical catastrophe as well. So they are very prone to just falling down and cracking their head and getting a subdural hematoma, which, if not drained, could kill them, and it’s the guy who falls down and hits his head who ends up costing you at least fifty thousand dollars. Meanwhile, they are going through alcoholic withdrawal and have devastating liver disease that only adds to their inability to fight infections. There is no end to the issues. We do this huge drill. We run up big lab fees, and the nurses want to quit, because they see the same guys come in over and over, and all we’re doing is making them capable of walking down the block.” The homelessness problem is like the L.A.P.D.’s bad-cop problem. It’s a matter of a few hard cases, and that’s good news, because when a problem is that concentrated you can wrap your arms around it and think about solving it. The bad news is that those few hard cases are hard. They are falling-down drunks with liver disease and complex infections and mental illness. They need time and attention and lots of money. But enormous sums of money are already being spent on the chronically homeless, and Culhane saw that the kind of money it would take to solve the homeless problem could well be less than the kind of money it took to ignore it. Murray Barr used more health-care dollars, after all, than almost anyone in the state of Nevada. It would probably have been cheaper to give him a full-time nurse and his own apartment. The leading exponent for the power-law theory of homelessness is Philip Mangano, who, since he was appointed by President Bush in 2002, has been the executive director of the U.S. Interagency Council on Homelessness, a group that oversees the programs of twenty federal agencies. Mangano is a slender man, with a mane of white hair and a magnetic presence, who got his start as an advocate for the homeless in Massachusetts. In the past two years, he has crisscrossed the United States, educating local mayors and city councils about the real shape of the homelessness curve. Simply running soup kitchens and shelters, he argues, allows the chronically homeless to remain chronically homeless. You build a shelter and a soup kitchen if you think that homelessness is a problem with a broad and unmanageable middle. But if it’s a problem at the fringe it can be solved. So Page 278 of 400 6 far, Mangano has convinced more than two hundred cities to radically reëvaluate their policy for dealing with the homeless. “I was in St. Louis recently,” Mangano said, back in June, when he dropped by New York on his way to Boise, Idaho. “I spoke with people doing services there. They had a very difficult group of people they couldn’t reach no matter what they offered. So I said, Take some of your money and rent some apartments and go out to those people, and literally go out there with the key and say to them, ‘This is the key to an apartment. If you come with me right now I am going to give it to you, and you are going to have that apartment.’ And so they did. And one by one those people were coming in. Our intent is to take homeless policy from the old idea of funding programs that serve homeless people endlessly and invest in results that actually end homelessness.” Mangano is a history buff, a man who sometimes falls asleep listening to old Malcolm X speeches, and who peppers his remarks with references to the civil-rights movement and the Berlin Wall and, most of all, the fight against slavery. “I am an abolitionist,” he says. “My office in Boston was opposite the monument to the 54th Regiment on the Boston Common, up the street from the Park Street Church, where William Lloyd Garrison called for immediate abolition, and around the corner from where Frederick Douglass gave that famous speech at the Tremont Temple. It is very much ingrained in me that you do not manage a social wrong. You should be ending it.” The old Y.M.C.A. in downtown Denver is on Sixteenth Street, just east of the central business district. The main building is a handsome six-story stone structure that was erected in 1906, and next door is an annex that was added in the nineteen-fifties. On the ground floor there is a gym and exercise rooms. On the upper floors there are several hundred apartments—brightly painted one-bedrooms, efficiencies, and S.R.O.-style rooms with microwaves and refrigerators and central airconditioning—and for the past several years those apartments have been owned and managed by the Colorado Coalition for the Homeless. Even by big-city standards, Denver has a serious homelessness problem. The winters are relatively mild, and the summers aren’t nearly as hot as those of neighboring New Mexico or Utah, which has made the city a magnet for the indigent. By the city’s estimates, it has roughly a thousand chronically homeless people, of whom three hundred spend their time downtown, along the central Sixteenth Street shopping corridor or in nearby Civic Center Park. Many of the merchants downtown worry that the presence of the homeless is scaring away customers. A few blocks north, near the hospital, a modest, low-slung detox center handles twenty-eight thousand admissions a year, many of them homeless people who have passed out on the streets, either from liquor or—as is increasingly the case—from mouthwash. “Dr. Tichenor’s—Dr. Tich, they call it—is the brand of mouthwash they use,” says Roxane White, the manager of the city’s social services. “You can imagine what that does to your gut.” Eighteen months ago, the city signed up with Mangano. With a mixture of federal and local funds, the C.C.H. inaugurated a new program that has so far enrolled a hundred and Page 279 of 400 7 six people. It is aimed at the Murray Barrs of Denver, the people costing the system the most. C.C.H. went after the people who had been on the streets the longest, who had a criminal record, who had a problem with substance abuse or mental illness. “We have one individual in her early sixties, but looking at her you’d think she’s eighty,” Rachel Post, the director of substance treatment at the C.C.H., said. (Post changed some details about her clients in order to protect their identity.) “She’s a chronic alcoholic. A typical day for her is she gets up and tries to find whatever she’s going to drink that day. She falls down a lot. There’s another person who came in during the first week. He was on methadone maintenance. He’d had psychiatric treatment. He was incarcerated for eleven years, and lived on the streets for three years after that, and, if that’s not enough, he had a hole in his heart.” The recruitment strategy was as simple as the one that Mangano had laid out in St. Louis: Would you like a free apartment? The enrollees got either an efficiency at the Y.M.C.A. or an apartment rented for them in a building somewhere else in the city, provided they agreed to work within the rules of the program. In the basement of the Y, where the racquetball courts used to be, the coalition built a command center, staffed with ten caseworkers. Five days a week, between eight-thirty and ten in the morning, the caseworkers meet and painstakingly review the status of everyone in the program. On the wall around the conference table are several large white boards, with lists of doctor’s appointments and court dates and medication schedules. “We need a staffing ratio of one to ten to make it work,” Post said. “You go out there and you find people and assess how they’re doing in their residence. Sometimes we’re in contact with someone every day. Ideally, we want to be in contact every couple of days. We’ve got about fifteen people we’re really worried about now.” The cost of services comes to about ten thousand dollars per homeless client per year. An efficiency apartment in Denver averages $376 a month, or just over forty-five hundred a year, which means that you can house and care for a chronically homeless person for at most fifteen thousand dollars, or about a third of what he or she would cost on the street. The idea is that once the people in the program get stabilized they will find jobs, and start to pick up more and more of their own rent, which would bring someone’s annual cost to the program closer to six thousand dollars. As of today, seventy-five supportive housing slots have already been added, and the city’s homeless plan calls for eight hundred more over the next ten years. The reality, of course, is hardly that neat and tidy. The idea that the very sickest and most troubled of the homeless can be stabilized and eventually employed is only a hope. Some of them plainly won’t be able to get there: these are, after all, hard cases. “We’ve got one man, he’s in his twenties,” Post said. “Already, he has cirrhosis of the liver. One time he blew a blood alcohol of .49, which is enough to kill most people. The first place we had he brought over all his friends, and they partied and trashed the place and broke a window. Then we gave him another apartment, and he did the same thing.” Post said that the man had been sober for several months. But he could relapse at some point and perhaps trash another apartment, and they’d have to figure out what to do with Page 280 of 400 8 him next. Post had just been on a conference call with some people in New York City who run a similar program, and they talked about whether giving clients so many chances simply encourages them to behave irresponsibly. For some people, it probably does. But what was the alternative? If this young man was put back on the streets, he would cost the system even more money. The current philosophy of welfare holds that government assistance should be temporary and conditional, to avoid creating dependency. But someone who blows .49 on a Breathalyzer and has cirrhosis of the liver at the age of twenty-seven doesn’t respond to incentives and sanctions in the usual way. “The most complicated people to work with are those who have been homeless for so long that going back to the streets just isn’t scary to them,” Post said. “The summer comes along and they say, ‘I don’t need to follow your rules.’ ” Power-law homelessness policy has to do the opposite of normal-distribution social policy. It should create dependency: you want people who have been outside the system to come inside and rebuild their lives under the supervision of those ten caseworkers in the basement of the Y.M.C.A. That is what is so perplexing about power-law homeless policy. From an economic perspective the approach makes perfect sense. But from a moral perspective it doesn’t seem fair. Thousands of people in the Denver area no doubt live day to day, work two or three jobs, and are eminently deserving of a helping hand—and no one offers them the key to a new apartment. Yet that’s just what the guy screaming obscenities and swigging Dr. Tich gets. When the welfare mom’s time on public assistance runs out, we cut her off. Yet when the homeless man trashes his apartment we give him another. Social benefits are supposed to have some kind of moral justification. We give them to widows and disabled veterans and poor mothers with small children. Giving the homeless guy passed out on the sidewalk an apartment has a different rationale. It’s simply about efficiency. We also believe that the distribution of social benefits should not be arbitrary. We don’t give only to some poor mothers, or to a random handful of disabled veterans. We give to everyone who meets a formal criterion, and the moral credibility of government assistance derives, in part, from this universality. But the Denver homelessness program doesn’t help every chronically homeless person in Denver. There is a waiting list of six hundred for the supportive-housing program; it will be years before all those people get apartments, and some may never get one. There isn’t enough money to go around, and to try to help everyone a little bit—to observe the principle of universality—isn’t as cost- effective as helping a few people a lot. Being fair, in this case, means providing shelters and soup kitchens, and shelters and soup kitchens don’t solve the problem of homelessness. Our usual moral intuitions are little use, then, when it comes to a few hard cases. Power-law problems leave us with an unpleasant choice. We can be true to our principles or we can fix the problem. We cannot do both. A few miles northwest of the old Y.M.C.A. in downtown Denver, on the Speer Boulevard off-ramp from I-25, there is a big electronic sign by the side of the road, connected to a device that remotely measures the emissions of the vehicles driving past. When a car with properly functioning pollution-control equipment passes, the sign flashes “Good.” When a car passes that is well over the acceptable limits, the sign flashes “Poor.” If you stand at the Speer Boulevard exit and watch the sign for any length of Page 281 of 400 9 time, you’ll find that virtually every car scores “Good.” An Audi A4 —“Good.” A Buick Century—“Good.” A Toyota Corolla—“Good.” A Ford Taurus—“Good.” A Saab 9-5— “Good,” and on and on, until after twenty minutes or so, some beat-up old Ford Escort or tricked-out Porsche drives by and the sign flashes “Poor.” The picture of the smog problem you get from watching the Speer Boulevard sign and the picture of the homelessness problem you get from listening in on the morning staff meetings at the Y.M.C.A. are pretty much the same. Auto emissions follow a power-law distribution, and the air-pollution example offers another look at why we struggle so much with problems centered on a few hard cases. Most cars, especially new ones, are extraordinarily clean. A 2004 Subaru in good working order has an exhaust stream that’s just .06 per cent carbon monoxide, which is negligible. But on almost any highway, for whatever reason—age, ill repair, deliberate tampering by the owner—a small number of cars can have carbon-monoxide levels in excess of ten per cent, which is almost two hundred times higher. In Denver, five per cent of the vehicles on the road produce fifty-five per cent of the automobile pollution. “Let’s say a car is fifteen years old,” Donald Stedman says. Stedman is a chemist and automobile-emissions specialist at the University of Denver. His laboratory put up the sign on Speer Avenue. “Obviously, the older a car is the more likely it is to become broken. It’s the same as human beings. And by broken we mean any number of mechanical malfunctions—the computer’s not working anymore, fuel injection is stuck open, the catalyst died. It’s not unusual that these failure modes result in high emissions. We have at least one car in our database which was emitting seventy grams of hydrocarbon per mile, which means that you could almost drive a Honda Civic on the exhaust fumes from that car. It’s not just old cars. It’s new cars with high mileage, like taxis. One of the most successful and least publicized control measures was done by a district attorney in L.A. back in the nineties. He went to LAX and discovered that all of the Bell Cabs were gross emitters. One of those cabs emitted more than its own weight of pollution every year.” In Stedman’s view, the current system of smog checks makes little sense. A million motorists in Denver have to go to an emissions center every year—take time from work, wait in line, pay fifteen or twenty-five dollars—for a test that more than ninety per cent of them don’t need. “Not everybody gets tested for breast cancer,” Stedman says. “Not everybody takes an AIDS test.” On-site smog checks, furthermore, do a pretty bad job of finding and fixing the few outliers. Car enthusiasts—with high-powered, high-polluting sports cars—have been known to drop a clean engine into their car on the day they get it tested. Others register their car in a faraway town without emissions testing or arrive at the test site “hot”—having just come off hard driving on the freeway—which is a good way to make a dirty engine appear to be clean. Still others randomly pass the test when they shouldn’t, because dirty engines are highly variable and sometimes burn cleanly for short durations. There is little evidence, Stedman says, that the city’s regime of inspections makes any difference in air quality. Page 282 of 400 10 He proposes mobile testing instead. Twenty years ago, he invented a device the size of a suitcase that uses infrared light to instantly measure and then analyze the emissions of cars as they drive by on the highway. The Speer Avenue sign is attached to one of Stedman’s devices. He says that cities should put half a dozen or so of his devices in vans, park them on freeway off-ramps around the city, and have a police car poised to pull over anyone who fails the test. A half-dozen vans could test thirty thousand cars a day. For the same twenty-five million dollars that Denver’s motorists now spend on on- site testing, Stedman estimates, the city could identify and fix twenty-five thousand truly dirty vehicles every year, and within a few years cut automobile emissions in the Denver metropolitan area by somewhere between thirty-five and forty per cent. The city could stop managing its smog problem and start ending it. Why don’t we all adopt the Stedman method? There’s no moral impediment here. We’re used to the police pulling people over for having a blown headlight or a broken side mirror, and it wouldn’t be difficult to have them add pollution-control devices to their list. Yet it does run counter to an instinctive social preference for thinking of pollution as a problem to which we all contribute equally. We have developed institutions that move reassuringly quickly and forcefully on collective problems. Congress passes a law. The Environmental Protection Agency promulgates a regulation. The auto industry makes its cars a little cleaner, and—presto—the air gets better. But Stedman doesn’t much care about what happens in Washington and Detroit. The challenge of controlling air pollution isn’t so much about the laws as it is about compliance with them. It’s a policing problem, rather than a policy problem, and there is something ultimately unsatisfying about his proposed solution. He wants to end air pollution in Denver with a half-dozen vans outfitted with a contraption about the size of a suitcase. Can such a big problem have such a small-bore solution? That’s what made the findings of the Christopher Commission so unsatisfying. We put together blue-ribbon panels when we’re faced with problems that seem too large for the normal mechanisms of bureaucratic repair. We want sweeping reforms. But what was the commission’s most memorable observation? It was the story of an officer with a known history of doing things like beating up handcuffed suspects who nonetheless received a performance review from his superior stating that he “usually conducts himself in a manner that inspires respect for the law and instills public confidence.” This is what you say about an officer when you haven’t actually read his file, and the implication of the Christopher Commission’s report was that the L.A.P.D. might help solve its problem simply by getting its police captains to read the files of their officers. The L.A.P.D.’s problem was a matter not of policy but of compliance. The department needed to adhere to the rules it already had in place, and that’s not what a public hungry for institutional transformation wants to hear. Solving problems that have power-law distributions doesn’t just violate our moral intuitions; it violates our political intuitions as well. It’s hard not to conclude, in the end, that the reason we treated the homeless as one hopeless undifferentiated group for so long is not simply that we didn’t know better. It’s that we didn’t want to know better. It was easier the old way. Page 283 of 400 11 Power-law solutions have little appeal to the right, because they involve special treatment for people who do not deserve special treatment; and they have little appeal to the left, because their emphasis on efficiency over fairness suggests the cold number-crunching of Chicago-school cost-benefit analysis. Even the promise of millions of dollars in savings or cleaner air or better police departments cannot entirely compensate for such discomfort. In Denver, John Hickenlooper, the city’s enormously popular mayor, has worked on the homelessness issue tirelessly during the past couple of years. He spent more time on the subject in his annual State of the City address this past summer than on any other topic. He gave the speech, with deliberate symbolism, in the city’s downtown Civic Center Park, where homeless people gather every day with their shopping carts and garbage bags. He has gone on local talk radio on many occasions to discuss what the city is doing about the issue. He has commissioned studies to show what a drain on the city’s resources the homeless population has become. But, he says, “there are still people who stop me going into the supermarket and say, ‘I can’t believe you’re going to help those homeless people, those bums.’ ” Early one morning a year ago, Marla Johns got a call from her husband, Steve. He was at work. “He called and woke me up,” Johns remembers. “He was choked up and crying on the phone. And I thought that something had happened with another police officer. I said, ‘Oh, my gosh, what happened?’ He said, ‘Murray died last night.’ ” He died of intestinal bleeding. At the police department that morning, some of the officers gave Murray a moment of silence. “There are not many days that go by that I don’t have a thought of him,” she went on. “Christmas comes— and I used to buy him a Christmas present. Make sure he had warm gloves and a blanket and a coat. There was this mutual respect. There was a time when another intoxicated patient jumped off the gurney and was coming at me, and Murray jumped off his gurney and shook his fist and said, ‘Don’t you touch my angel.’ You know, when he was monitored by the system he did fabulously. He would be on house arrest and he would get a job and he would save money and go to work every day, and he wouldn’t drink. He would do all the things he was supposed to do. There are some people who can be very successful members of society if someone monitors them. Murray needed someone to be in charge of him.” But, of course, Reno didn’t have a place where Murray could be given the structure he needed. Someone must have decided that it cost too much. “I told my husband that I would claim his body if no one else did,” she said. “I would not have him in an unmarked grave.” Page 284 of 400 This page intentionally left blank. Page 285 of 400 Sarah Rah, Consultant 32837 Road 222 North Fork CA 93643 559.877.7272 Direct • 559.706.9310 Cell Email: Page 286 of 400 AVAILABLE VACANCIES and/or DEALS PENDING Page 287 of 400 Page 288 of 400 Page 289 of 400 Page 290 of 400 Page 291 of 400 Page 292 of 400 Page 293 of 400 Page 294 of 400 Page 295 of 400 Page 296 of 400 This page intentionally left blank. Page 297 of 400 January 20, 2014 Rebecca Brown Reentry Solutions Group RE: West County One Stop Site Dear Rebecca, My name is Daniel Goldschmidt. I’ve been teaching special education for the West Contra Costa Unified School District since 2001 and have been the owner of the old Kobel Glass Works at 1711 Barrett Avenue in Richmond, CA since January 1, 2000. It is my understanding that your organization is currently searching for a location to house its West County One Stop Project. In light of your search, allow this correspondance to represent a formal request for the Reentry Solutions Group’s consideration of the 1711 Barrett Avenue property. Located across the street from the Richmond Bart Station, this commercial property has 4 buildings whose combined 7500 sq ft. sits atop a 10,000 sq. ft. foot print. With its proximity to public transportation and the city’s central district and civic center, 1711 Barrett Ave. has the potential to become the ideal location for your organization’s undertaking. In the course of my job, which entails many roles including case management and agency linkages for those on my caseload, I initially became aware of AB109 and the ongoing efforts of major community groups to develop successful, sustainable alternatives to prison expansion. I work with 18-22 year old special education students at the District’s Transition Program. Our focus is on vocational training, social- emotional development, and the mastery of daily living skills. Our mission is to foster self-determination and independence in our students and while a significant number of our students enjoy varying levels of success after they leave our program, there are far too many that end up in the criminal justice system. As I have learned more AB109 and the community’s response, I’ve become genuinely hopeful about the overall direction that groups like CCISCO and the Safe Return Project (along with all those who support their efforts) are headed. I believe the community is not only poised for realignment, but may very well be at the vanguard of a new era of community empowerment in which creative solutions lead to such a significant cultural pivot. Hopefully I have something to add to the mix. Please consider the following: Page 298 of 400 A Place for Hope: Public Safety Realignment In West Contra Costa County and the Potential of 1711 Barrett Avenue as the Location for Richmond’s “First Stop Welcoming Center” This property has many things working in its favor: 1. The zoning restrictions imposed in the last 10 years now prohibit those industrial uses (automotive repair, light manufacturing) which were formerly predominant at 1711 Barrett Avenue; however, 2. As part of the enterprise zone which concentrically extends from the Amtrak/Bart/Transit Village, approved uses place emphasis upon various people- related services ranging from coffee shops to community centers. 3. Adjacent to 1711 Barrett Avenue are a church on one side and a barber shop and nail salon on the other, each with the potential for some form of horizontal integration whether it be as stakeholders, sponsors, employers, or even long-term property acquisitions. 4. The property consists of 4 buildings: one 1000, two 1250, and one 3800 square ft in size. In addition, there is a center concrete lot approximately 2500-3000 square feet. Clearly, there is an adequate amount of space to work with. As a foot print, approx 10,500 square feet, there is potential for expansion. 5. Located across the street from the Richmond Bart station, the property’s logistical proximity clamors ”Welcome to Richmond.” My questions for you are: 1. Who is the party that would actually engage in acquiring the property 2. What do they need from me in the short term? 3. Would they want to lease or purchase the property? Whether or its people or property, the prospect of realizing one’s hidden potential is both exciting and gratifying. If there is interest in pursuing the viability of 1711 Barrett Avenue, I can assure you that every effort will be made to make this thing happen. Don’t hesitate to contact me with any questions, comments, or inquiries you may have. Thank you for your time and attention in this matter. Your thoughtful consideration is greatly appreciated and I look forward to hearing from you. Regards, Daniel Goldschmidt 510 778 6565 Page 299 of 400 Page 300 of 400 Page 301 of 400 Page 302 of 400 Page 303 of 400 Page 304 of 400 Page 305 of 400 Page 306 of 400 This page intentionally left blank. Page 307 of 400 Purpose of This Brief This Practice Brief is for policymakers, administrators, and providers seeking to learn more about (1) youth who are lesbian, gay, bisexual, transgender, questioning, intersex, or two-spirit (LGBTQI2-S) and (2) how to develop culturally and linguistically competent programs and services to meet their needs and preferences. Needs of Youth Who Are LGBTQI2-S An estimated 2.7 million adolescents who are lesbian, gay, or bisexual live in the United States. Other youth identify themselves as transgender, intersex, two-spirit, or questioning, or use other terms (see Box 1).1 These youth frequently encounter numerous challenges and may feel isolated, alienated, depressed, and fearful as they attempt to navigate their emerging awareness of their sexual and/or gender identity. Studies indicate that youth who are LGBTQI2-S are at risk for a number of negative experiences and outcomes associated with how others react to their sexual orientation and/or gender identity.2,3 Compared with other youth, youth who are LGBTQI2-S are two to three times more likely to attempt suicide.2 They are more likely than their peers to suffer from depression and use or abuse substances. Youth who are LGBTQI2-S may also be more likely to experience harassment from other youth and significant adults in their lives, and to be subjected to verbal, sexual, and physical abuse and other forms of trauma. Further, they are more likely to drop out of school and become homeless.3 Finally, bullying and rejection by peers and family members due to a youth’s LGBTQI2-S identity may exacerbate mental health challenges. Addressing the needs of youth who are LGBTQI2-S presents many challenges to child- serving agencies. Challenges stem, in part, from limited knowledge and/or stereotypes about these youth. Providers can benefit from acquiring a better understanding about the experiences of 1Harris, K. M., Florey, F., Tabor, J., Bearman, P. S., Jones, J., & Udry, J. R. (2003). The National Longitudinal Study of Adolescent Health [Online]. Available at: http://www.cpc.unc.edu/addhealth. 2Gibson, P. (1989). Gay male and lesbian youth suicide. In M. R. Feinleib (Ed.), Report of the Secretary’s Task Force on Youth Suicide: Vol. 3. Preventions and interventions in youth suicide (pp. 110-142). Washington, DC: U.S. Department of Health and Human Services. 3Ragg, D. M., Patrick, D., & Ziefert, M. (2006). Slamming the closet door: Working with gay and lesbian youth in care. In R. Woronoff and G. P. Mallon (Eds.), LGBTQ youth in child welfare [Special issue]. Child Welfare, 85(2), 109-438. Providing Services and Supports for Youth who are Lesbian, Gay, Bisexual, Transgender, Questioning, Intersex or Two-Spirit 1PRACTICE BRIEF Page 308 of 400 BOX 1 youth who are LGBTQI2-S, including discrimination and stigma. The limited availability of programs and services that are tailored for these youth and their families also presents a challenge. These youth may fear disclosing their identities and, as a result, may be inhibited from seeking the supports and therapeutic resources they need. Youth who are afraid to be open about their identity, or “come out,” may be less likely to report their experiences and needs to providers and others in a service system. Youth who are LGBTQI2-S are part of a distinctive cultural group. They may share a larger cultural identity, which includes a defined set of norms, social events, styles, and use of language. These youth also come from diverse racial and ethnic backgrounds. Given these factors, youth who are LGBTQI2-S can be doubly stigmatized because of their sexual orientation and/or gender identity and their cultural, racial, or ethnic identity. The potential for dual discrimination can further deter these youth from accessing resources. Thus, it is important to provide services in a culturally and linguistically competent manner (see Box 2). System-Level Approaches for Helping Youth Who Are LGBTQI2-S and Their Families Services for youth who are LGBTQI2-S can be improved by implementing service- and agency-level interventions that include families and communities. A comprehensive approach to addressing the needs of these youth includes: • integrating services and supports across child- and youth-serving systems, including health care providers; • ensuring appropriate services and supports are available; • facilitating access to services; • delivering culturally and linguistically competent services and supports; • delivering quality care without bias or prejudice; and • monitoring and assessing outcomes. 2 PRACTICE BRIEF:PROVIDING SERVICES AND SUPPORTS FOR YOUTH WHO ARE LGBTQI2-S • SPRING 2008 Females who are emotionally and sexually attracted to, and may partner with, females only. Males who are emotionally and sexually attracted to, and may partner with, males only. “Gay” is also an overarching term used to refer to a broad array of sexual orientation identities other than heterosexual. Individuals who are emotionally and sexually attracted to, and may partner with, both males and females. Individuals who express a gender identity different from their birth-assigned gender. Individuals who are uncertain about their sexual orientation and/or gender identity. Individuals with medically defined biological attributes that are not exclusively male or female; frequently “assigned” a gender at birth, which may differ from their gender identity later in life. A culture-specific general identity for Native Americans (American Indians and Alaska Natives) with homosexual or transgendered identities. Traditionally a role-based definition, two-spirit individuals are perceived to bridge different sectors of society (e.g., the male-female dichotomy, and the Spirit and natural worlds). The term “sexual minority” is inclusive, comprehensive, and sometimes used to describe youth who are LGBTQ2-S. However, it may have a negative connotation because minority suggests inferiority to others. Youth also may use other terms to describe their sexual orientation and gender identity, such as homosexual, queer, gender queer, non-gendered, and asexual. Some youth may not identify a word that describes their sexual orientation, and others may view their gender as fluid and even changing over time. Some youth may avoid gender- specific pronouns. DEFINITIONS OF SEXUAL ORIENTATION AND GENDER IDENTITY Lesbian Gay Bisexual Transgender Questioning Intersex (2-S) Two-Spirit Sexual Minority Other Terms Page 309 of 400 PRACTICE BRIEF:PROVIDING SERVICES AND SUPPORTS FOR YOUTH WHO ARE LGBTQI2-S • SPRING 2008 The application of the principles of cultural and linguistic competence by administrators and providers is especially important because this population of youth is frequently misunderstood and underserved. Cultural and linguistic competency for this population of youth and their families requires inclusion of appropriate values, principles, policies, structures, behaviors, and attitudes throughout the entire service delivery system at all levels. Recommendations & Strategies Creating a “Welcoming Environment” Assess your community or agency at all levels to identify needs, barriers, challenges, strengths, and readiness to develop a welcoming environment and appropriate services for youth who are LGBTQI2-S and their families. Develop mission and vision statements indicating your community’s or agency’s commitment to address the needs of youth who are LGBTQI2-S and their families. Develop a plan to create a resourced infrastructure that includes policies, structures, practices, and services that meet the needs and preferences of youth who are LGBTQI2-S. Ensure that staff and volunteers possess the necessary knowledge and appropriate attitudes and behaviors to provide services and supports. A high level of awareness of LGBTQI2-S issues will improve the ability to provide needed services to these youth and their families. Provide opportunities for youth who are LGBTQI2-S to discuss experiences and exchange ideas in a confidential, nurturing, safe and supportive environment. Provide services and resources to youth who are LGBTQI2-S and their families that are linguistically competent (e.g., welcoming and nonjudgmental, respectful of preferred terms for sexual orientation and/or gender identity, and offered in sign language and in languages other than English). 3 BOX 2 WHAT IS CULTURAL AND LINGUISTIC COMPETENCE? To be culturally competent, systems and organizations are required to:4 • have a defined set of values and principles, and demonstrate behaviors, attitudes, policies, and structures that enable them to work effectively with people of diverse backgrounds; and • have the capacity to (1) value diversity, (2) conduct self-assessment, (3) manage the dynamics of difference, (4) acquire and institutionalize cultural knowledge, and (5) adapt to the diversity and cultural contexts of the communities they serve. To be linguistically competent, systems and organizations must:5 • have the capacity to communicate effectively and convey information in a manner that is easily understood by diverse audiences, including persons of limited English proficiency, those with low literacy skills, and individuals with other communication challenges; and • have policies, structures, practices, procedures, and dedicated resources to support the linguistic needs of diverse populations. 4 National Center for Cultural Competence. (n.d.). Cultural Competence Definition and Framework. Retrieved January 13, 2008, from http://gucchd.georgetown.edu/nccc. 5 Goode, T., & Jones, W. (2004). National Center for Cultural Competence. Linguistic Competence Definition. Retrieved January 13, 2008, from http://gucchd.georgetown.edu/nccc. Page 310 of 400 4 PRACTICE BRIEF:PROVIDING SERVICES AND SUPPORTS FOR YOUTH WHO ARE LGBTQI2-S • SPRING 2008 Give voice to the experiences of youth who are LGBTQI2-S by encouraging them to express their needs, preferences, and interests. Elicit their input and meaningful involvement in service design and evaluation. Display symbols of support for LGBTQI2-S issues within offices and public areas. Hanging rainbow flags or pink triangles on agency walls and in windows lets youth who are LGBTQI2-S know that the community or agency welcomes and provides a “safe space” for youth and families. Ensure that the agency’s location and service delivery hours, to the extent possible, are accessible for youth who are LGBTQI2-S. These youth may seek services alone because they are not open with their families about their sexual orientation and/or gender identity; therefore, accessing services may require considerable effort on their part. Protecting Youth Who Are LGBTQI2-S Include protections for the sexual orientation and gender identity of youth and their families in agency nondiscrimination policies. Maintain confidentiality and privacy of all youth self-disclosures (particularly when youth share their LGBTQI2-S identity) to protect them from victimization, stigma, abuse, and discrimination. Carefully assess foster care families to ensure that they are supportive of youth who are LGBTQI2-S. Youth report that sometimes “coming out” in foster care can create conflicts and challenges. Offer youth who are LGBTQI2-S safe places to identify resources within their communities, such as information about sexually transmitted diseases and infections and preventive measures. Online resources are helpful; however, youth also benefit from having direct contact with a supportive individual. Strengthening Staff and Supports Ensure that agencies have nondiscrimination policies for employees and volunteers that address LGBTQI2-S issues. Promote positive attitudes in staff working with youth who are LGBTQI2-S; staff may need periodic and updated training about LGBTQI2-S issues. Provide resources, information, and training on issues associated with youth who are LGBTQI2-S and their families to service providers. Consider partnering with LGBTQI2-S organizations for staff training. Internet and community resources with this information are readily available. Encourage staff to conduct self-assessments to determine their current level of cultural and linguistic competence, including sensitivity, awareness, and knowledge about youth who are LGBTQI2-S and their families. Ensure youth advocates are available as support for youth who are LGBTQI2-S. Ensure that the advocates are aware of, and sensitive about, issues affecting these youth. Working With Youth Who Are Transgender Provide training for staff who work with youth who self-identify as transgender, particularly regarding health and medical issues. These youth should not have to educate agency staff about their needs, preferences, and issues to receive effective therapeutic services. Therapeutic gains may be compromised if these youth function in a teaching role, rather than receive the help they need. Design or revise agency forms with gender- neutral language, and allow youth to identify gender as “other” if they wish. Requiring youth who are transgender or non-gender to identify their sex or a male-female gender identity is especially problematic when youth are in crisis. Page 311 of 400 PRACTICE BRIEF:PROVIDING SERVICES AND SUPPORTS FOR YOUTH WHO ARE LGBTQI2-S • SPRING 2008 Have safe, non-gendered bathrooms for youth who are transgender or do not identify as male or female. Enhancing Practice and Service Delivery Discuss sexual orientation and gender identity issues with youth in a supportive manner. It may be helpful to ask older youth how they define their identity. A safe and open environment allows youth to comfortably explore their sexual or gender identity. Do not assume that youth are heterosexual. Similarly, do not assume that youth are distressed or troubled because of their LGBTQI2-S identity. Demonstrate an open and positive attitude about youth who are LGBTQI2-S because this approach is likely to promote a positive therapeutic relationship. It is also important to understand that some mental health challenges experienced by youth who are LGBTQI2-S are independent of their identity, not caused by their LGBTQI2-S status. Offer services and supports to the entire family unit. Families of youth who are LGBTQI2-S may be struggling with either understanding or accepting their child’s sexual orientation or gender identity and may also be seeking resources or supports. Engaging Communities Develop an understanding of how LGBTQI2-S identities are perceived within the community. Associated beliefs and norms about persons who are LGBTQI2-S differ significantly based on both cultural and geographic factors. Such knowledge is a prerequisite to service planning and implementation efforts. Provide information to youth who are LGBTQI2-S and their families about alternative services and supports outside of their local community. Provide a community center or other “safe” meeting place for youth who are LGBTQI2-S to obtain needed information and interact socially. Build relationships with other organizations that support youth who are LGBTQI2-S; partner and collaborate with appropriate youth and family advocacy organizations (see “Internet Resources”) to enhance the availability of supports for youth who are LGBTQI2-S and their families. What Does the Internet Have To Offer? Several Web sites provide valuable information and resources such as educational brochures, tool kits, and training materials about working with youth who are LGBTQI2-S and their families, including the following. Internet Resources: Lesbian, Gay, Bisexual, Transgender, or Questioning Focus Advocates for Youth www.advocatesforyouth.org/glbtq.htm American Psychological Association www.apa.org/topics/orientation.html American Psychological Association www.apa.org/pi/lgbc/publications/justthefacts.html Child Welfare League of America www.cwla.org/programs/culture/glbtq.htm Family Equality Council www.familyequality.org/index.html Gay and Lesbian Alliance Against Defamation www.glaad.org Gay, Lesbian and Straight Education Network www.glsen.org/cgi-bin/iowa/all/home/index.html GLBT National Help Center, National Youth Talkline www.glnh.org/talkline/index.html 5 Page 312 of 400 6 PRACTICE BRIEF:PROVIDING SERVICES AND SUPPORTS FOR YOUTH WHO ARE LGBTQI2-S • SPRING 2008 The National Coalition for Gay, Lesbian, Bisexual and Transgender Youth www.outproud.org www.transproud.com/index.html The National Coalition for LGBT Health www.lgbthealth.net National Youth Advocacy Coalition www.nyacyouth.org/nyac/resources.html Parents, Families and Friends of Lesbians & Gays www.pflag.org Safe Schools Coalition www.safeschoolscoalition.org/safe.html Youth and AIDS Projects www.yapmn.com/index.php YouthResource www.youthresource.com Internet Resources: Transgender and Intersex Focus American Psychological Association www.apa.org/topics/transgender.html American Psychological Association www.apa.org/topics/intersx.html Internet Resources: Two-Spirit Focus NorthEast Two-Spirit Society www.ne2ss.org The Red Circle Project www.apla.org/native_american/RCP Internet Resources: Spanish Language Ambientejoven www.ambientejoven.org American Psychological Association www.apa.org/topics/orientacion.html Gay & Lesbian Alliance Against Defamation www.glaad.org/espanol/bienvenido.php Page 313 of 400 PRACTICE BRIEF:PROVIDING SERVICES AND SUPPORTS FOR YOUTH WHO ARE LGBTQI2-S • SPRING 2008 Acknowledgments This is one of a series of practice briefs designed to enhance system, organizational, and program capacity to deliver culturally and linguistically competent services and supports to youth who are LGBTQI2-S and their families. This brief was envisioned by the Council on Coordination and Collaboration (CCC) of the Child, Adolescent and Family Branch, Center for Mental Health Services, Substance Abuse and Mental Health Services Administration. It became a project of the CCC work group on Cultural and Linguistic Competence and Eliminating Disparities. This brief is a collaborative effort of the National Center for Cultural Competence and the National Technical Assistance Center for Children’s Mental Health of the Georgetown University Center for Child and Human Development, and the American Institutes for Research. Contributing authors include Jeffrey M. Poirier, Karen B. Francis, Sylvia K. Fisher, Kristin Williams-Washington, Tawara D. Goode, and Vivian H. Jackson. We especially extend appreciation to Gary M. Blau, who revised multiple iterations of this Practice Brief and managed the editorial review process. This project was completed because of Gary’s ongoing support of youth identified as LGBTQI2-S and their families and his vision for full inclusion of this population within systems of care. The authors gratefully acknowledge three external reviewers, two youth, and the Youth Advisory Board of the New Jersey Lesbian and Gay Coalition, who provided valuable comments on a draft of this brief. In addition, the authors recognize the input of nine youth who shared their insights and experiences to inform the brief’s content. Finally we acknowledge Hortense DuVall, editor, and Kylee Breedlove, graphic designer. 7 Suggested Citation: Poirier, J. M., Francis, K. B., Fisher, S. K., Williams- Washington, K., Goode, T. D., & Jackson, V. H. (2008). Practice Brief 1: Providing Services and Supports for Youth Who Are Lesbian, Gay, Bisexual, Transgender, Questioning, Intersex, or Two-Spirit.Washington, DC: National Center for Cultural Competence, Georgetown University Center for Child and Human Development. This practice brief is protected by the copyright policies of Georgetown University. For additional information, contact: The National Center for Cultural Competence 3300 Whitehaven Street, NW, Suite 3300 Washington, DC 20007 Voice: (202) 687-5387 or (800) 788-2066 Email: cultural@georgetown.edu URL: http://gucchd.georgetown.edu/nccc Page 314 of 400 Support for this brief was provided by the Child, Adolescent and Family Branch, Center for Mental Health Services, Substance Abuse and Mental Health Services Administration (SAMHSA), U.S. Department of Health and Human Services (DHHS) through a Cooperative Agreement with the Georgetown University Center for Child and Human Development. Additional support was provided through Task Order No. 280-03-4201, American Institutes for Research. The opinions expressed herein are the views of the authors and do not reflect the official position of the U.S. DHHS, SAMHSA, CMHS. No official support or endorsement of CMHS, SAMHSA, or DHHS for the content of the practice brief is intended or should be inferred. Georgetown University provides equal opportunity in its programs, activities, and employment practices for all persons and prohibits discrimination and harassment on the basis of age, color, disability, family responsibility, gender identity or expression, genetic information, marital status, matriculation, national origin, personal appearance, political affiliation, race, religion, sex, sexual orientation, veteran status or any other factor prohibited by law. Inquiries regarding Georgetown University’s nondiscrimination policy may be addressed to the Director of Affirmative Action Programs, Institutional Diversity, Equity & Affirmative Action, 37th & O Streets, N.W., Suite M36, Darnall Hall, Georgetown University, Washington, DC 20057. Center for Mental Health Services Child, Adolescent and Family Branch Substance Abuse and Mental Health Services Administration U.S. Department of Health and Human Services The National Center for Cultural Competence Page 315 of 400 Page 316 of 400 This page intentionally left blank. Page 317 of 400 Published on Idealware (http://www.idealware.org) Home > A Few Good Case Management Tools A Few Good Case Management Tools [1] [2] April 2011 PublishDate: April 2011 Author: Laura S. Quinn Jay Leslie If thoughts of detailed client histories and reports to funders make you break out in a cold sweat, it may be time to consider the many good case management tools that will help you track demographics, interactions, scheduling, billing information, and more. In this update of our 2009 article, we summarize what tools case management experts would recommend. Let’s say one of your staff members has a meeting scheduled in half an hour with a client she’s never met before, and she’d like to understand the client’s background and entire history with your agency. Or perhaps a funder just called and asked to see a report summarizing the progress each of your current clients has made since the time you first met with them. If these scenarios make you break out in a cold sweat, it may be time to consider a case management system. A good case management tool will track the information you need to work with a client, such as their age, address, job history, medical history and childcare situation. It will also track all the contacts between your staff and the client, the individualized plan for your client and the progress towards the plan. And, it will allow you to assess outcomes and report on all the information you’ve collected. Advanced case management systems can do even more, such as helping with workflow and scheduling. For instance, based on the information you enter about a client, they can recommend that your client meet with a dietician, help to schedule that meeting and send the dietician a reminder. This can really help to streamline internal communications and avoid miscommunication. The systems can also help to automate your billing processes, particularly if you need to bill government entities or insurance companies. Keep in mind, however, that change is hard. You’ll likely need to think hard about your own processes in advance, both to understand how a new system will fit and to make it easier to support your workflow by standardizing it to best practices. And don’t forget training—a new system no one knows how to use will not be a step forward! There is a large pool of case management tools to choose from that specialize in various kinds of human services agencies. The low end of this pool is notably shallow, while at thePage 318 of 400 high end, solutions can cost hundreds of thousands of dollars. While we can’t look at all of the case management options, in this article—updated from our 2006 version—we highlight several of the more affordable tools broadly applicable across a number of human service sectors. (Kind of) Free Tools for the Tech Savvy A few tools offer case management functionality without any licensing costs. However, because case management applications almost always need to be carefully designed to meet your organization’s needs, it’s critical to consider upfront setup and long-term maintenance as part of the costs. You’ll need the help of someone technically savvy and experienced with modeling case management databases to get started with these tools. Excel, Access or FileMaker Pro Use care in deciding to build your own solution to case management—the sector is littered with disaster stories of organizations that assumed a volunteer, a friend-of-a-friend or their neighbor’s nephew could build them an effective database. Even a small case management database is not trivial to develop. How will you ensure records are secure, or that it meets funders’ audit requirements? The solution will only be as good as the person who creates it, and will remain useful only as long as that person remains available to devote time to it. Remember, you’ll need to have someone on staff that can backup your data and answer questions from other staff members. Salesforce [3] As the name suggests, Salesforce has deep roots as a web-based constituent relationship management system for sales organizations. However, its flexibility and nonprofit-friendly pricing scheme—they provide up to 10 licenses for free to 501(c)(3) nonprofits, and significant discounts after that—have allowed Salesforce to gain significant traction in the nonprofit community as well. Salesforce isn’t going to support your case management needs out of the box, but is almost infinitely flexible. A very experienced data manager or, more likely, a consulting firm, could create a custom case management system with compelling features on top of the core Salesforce platform. It’s even possible, with a substantial investment, to create one consolidated system that will manage donors, clients and all your other constituents. There’s a number of Salesforce consultants available to help. In fact, several consulting firms, such as Exponent Partners and ACF Solutions, have built Salesforce tool sets designed for human service case management solutions, and could work with you to implement them. Working with a consulting firm to customize Salesforce will probably cost $10,000 to $100,000 or more, depending on your needs. CiviCRM [4] CiviCRM, a web-based solution, includes a module—CiviCase—that provides modest case management functionality. As a free and open source solution, it costs nothing to acquire, but you’ll need some technical experience to get it up and running. Smaller, less well-funded organizations may be able to make use of CiviCRMs minimal case management functionality, especially if they have interest in tracking their clients alongside other types of constituents, Page 319 of 400 like volunteers or event participants. The open-source nature of the package may also be attractive to larger organizations with the budget or expertise available to tailor this solution to their needs. Mid-Market Solutions There are not as many options as one would hope at the low-end of the market, so unless you have simple needs or substantial technical expertise at hand, expect to look for a mid-market solution. These systems typically run about $5,000- $30,000 per year, depending on your requirements and number of users. For most systems you should also expect to pay a setup fee of at least several thousand dollars to get up and running with a system customized to your needs. Nearly all the tools below are hosted and web-based. Our experts are seeing a notable and positive trend in this direction. Web-based software allows users to easily access data from multiple locations and saves considerable costs which would otherwise be devoted to hardware, extra software, data security and backups, along with the staff to monitor these functions. Although a hosted case management vendor has physical possession of your data, a good vendor is likely to be able to keep it more secure and accessible than you could manage on your own. Efforts to Outcomes (ETO) [5], by Social Solutions With a tight focus on tracking and reporting the results of client interactions, ETO aims to appeal to organizations for which outcomes measurement is core to their mission. This web- based, hosted application is built to run on Internet Explorer. By integrating SAP BusinessObjects, Social Solutions has invested significantly to ensure ETO’s reporting power is balanced with flexibility and ease of use. ClientTrack [6], by DSI ClientTrack is a hosted, web-based application with a Microsoft Outlook-like menu interface. It provides fairly robust features, including useful abilities to create custom workflows and a case notes field that allows a combination of free-form and formatted data. The interface is fairly complex, however, particularly when it comes to reporting—expect your users to have a learning curve. ServicePoint [7], by Bowman Systems ServicePoint has a strong base of customers in the Homeless Management Information Systems arena, but is also widely applicable to other social service situations. It is also a hosted, web-based system, and is also fairly customizable. ServicePoint offers a billing module to streamline the process of billing government agencies for services provided. Service Xpert Suite [8], by Unicentric Service Xpert Suite is a web-based solution aimed at larger organizations in the healthcare Page 320 of 400 field. In addition to robust case management functionality, it includes insurance billing functionality, integrated internal email and strong support for the type of permissions and audit logs that help with HIPAA compliance. This product utilizes Crystal Reports for reporting and can export to many standard file formats. Service Xpert Suite has been upgraded with forward- looking features such as support for bar codes, ability to take input with LiveScribe technology, support for offline case entries and updates (great for case workers working offsite on client visits). Other Mid-Market Options These four tools were the most frequently mentioned by the experts who contributed to this article, but they’re not the only games in town. Community Tech Partners offers several options, including an interesting entry-level product called Apricot. MetSys and Defran Systems’ Evolv-CS are also fairly widely used. And Beyond… As mentioned, this article focuses on moderately priced tools applicable across a number of human service sectors, but the case management marketplace is much larger. If you have more sophisticated needs, you’ll need to look beyond these applications to the wider world of powerful and more expensive solutions. If your programs concentrate on a particular, widely recognized area such as homeless management, child care, health services or the like, also consider tools geared specifically toward that type of work. Ask other organizations like yours what software they’re using. Many thanks to the nonprofit technology professionals who offered recommendations and advice, and otherwise helped with this article: Rick Birmingham, MAP for Nonprofits [9] Patrick Callahan, NPower Pennsylvania [10] Paul Lamb, Man on a Mission Consulting [11] Shawn Micheals and Ash Shepard, NPower Northwest [12] Gala Barnes, (formerly) NPower Greater DC Region [13] Derek Coursen, Vera Institute of Justice [14] John L. Kolp, Help USA [15] The article was edited by Idealware; any errors or omissions are Idealware’s sole responsibility. License: Copyright © Idealware Sponsor Us | Privacy Policy | Conflict of Interest Policy | Reprinting & Quoting | Contact Us | Site Credits | eNewsletters ©2011 Idealware 1 Pleasant St, Suite 4E Portland, ME 04101 Page 321 of 400 Source URL: http://www.idealware.org/articles/few-good-case-management-tools-0 Links: [1] http://www.i dealware.org/printmail/1451 [2] http://www.i dealware.org/print/1451 [3] http://www.salesforce.com [4] http://civicrm.org [5] http://www.socialsolutions.com [6] http://www.clienttrack.net/ [7] http://www.servicept.com [8] http://www.unicentric.com [9] http://www.mapfornonprofits.org [10] http://www.npowerpa.org/ [11] http://www.manonamission.biz [12] http://www.npowerseattle.org/npowernw/ [13] http://www.npowergdcr.org/ [14] http://www.vera.org/imc [15] http://www.helpusa.org/ Page 322 of 400 This page intentionally left blank. Page 323 of 400 Contra Costa County AB109 Data Collection and Program Evaluation Baseline Data Template DRAFT January 24, 2014 | 1 Baseline Data Template January 24, 2014 Table 1. Demographics, Part 1 Identifier Last Name First Name Address Phone Number Alternate Phone Number Email Best Way to Contact You Alternate/Emergency Contact Name (LN,FN) Alternate/Emergency Contact Phone Number DOB Race/Ethnicity Gender Primary Language Income Last Year to File Tax Return SSN PFN/CDC Housing Status (*see also "Housing" tab) Phone Renting Email Own home Text Live with family/friends Shelter/temporary housing Without housing Page 324 of 400 Contra Costa County AB109 Data Collection and Program Evaluation Baseline Data Template DRAFT January 24, 2014 | 2 Table 2. Demographics, Part 2 Marital Status (Dropdown Menu) Immigration Status Veteran (Dropdown Menu) Classification (Dropdown Menu) Insurance status (ACA info, Medi-Cal) Food (In)security Status Physical Disability Status Date of Phys Disability Status Mental Disability Status Date of Mental Disability Status CAIS Risk Level (Dropdown Menu) BHS Risk Level (Dropdown Menu) # of Children under 18 Single Yes PRCS Yes Yes Low Low Married No 1170(h) No No Medium Medium Domestic partnership Reason for discharge 1170 (h) MS High High Separated Parole revocation Divorced Widowed Page 325 of 400 Contra Costa County AB109 Data Collection and Program Evaluation Baseline Data Template DRAFT January 24, 2014 | 3 Table 3. Justice System, Part 1 PROBATION DEPARTMENT Identifier Supervision Start Date Supervision End Date Offense Statutory Code Offense Description Name of Probation Officer Assigned Date of Contacts Type of Contact Closure Date Reason for Closure (Dropdown Menu) Date of Flash Incarcertation Reason for Flash Date of Release for Flash Reason for Warrant Date of Violation Type of Violation Result of Violation Phone Call Transfer Out of County Office Visit Fail to Contact Home Visit Absconded Successful completion Death Page 326 of 400 Contra Costa County AB109 Data Collection and Program Evaluation Baseline Data Template DRAFT January 24, 2014 | 4 Table 4. Justice System, Part 2 SHERIFF'S OFFICE Booking Date Facility of custody Release Date Transfer In or Transfer Out Reason for Release (Dropdown Menu) In-Custody Classification (Dropdown Menu) Custody Alternatives Date of Re-arrest Date of Re-arrest Release Complete Time Served 1170H Jail Out of County Transfer 1170H Split Other: 1170H Jail/Split Combo PRCS Flash PRCS Revocation CDC New Commit CDC Parole Holds Only Revocation Sentenced Parole Holds w/Charges Probation Holds Only Probation Holds w/Charges Table 5. Justice System, Part 3 Law and Justice Information System (DA, PD, Court) Other Case Number Date of Revocation Hearing Type of Revocation Result of Revocation Length of Stay for Revocation Conviction Date Earliest Known Conviction Date Number of Convictions Conviction Codes Sentence Probation Conditions Court Supervision End Date Age at First conviction Gang Affiliation ICE Contact Page 327 of 400 Contra Costa County AB109 Data Collection and Program Evaluation Baseline Data Template DRAFT January 24, 2014 | 5 Table 6. Education Identifier Highest Educational Level Completed (Dropdown Menu) Name of Institution Where Obtained Highest Level Date Obtained Highest Level Date of Referral Provider (Dropdown Menu) In-Custody/No Date of Enrollment Type of Services (Dropdown Menu) Date of Completion Middle School GED High School Adult Literacy GED High School Diploma Program Certificate Program ESL Some College Aptitude Testing Associate Degree Career Counseling Bachelor Degree or Higher Vocational Education Creation of Education Portfolio Application Assistance for Higher Education/Trade School Apprenticeship Page 328 of 400 Contra Costa County AB109 Data Collection and Program Evaluation Baseline Data Template DRAFT January 24, 2014 | 6 Table 7. Employment Identifier Employment Status Referral Date Provider (Dropdown Menu) Date of Enrollment Date of Completion Type of Services Date of Job Placement Type of Job Placement Hourly Wage Unemployed Job Readiness: Job application assistance, Resume Writing, Interview Skill, Work Etiquette, Coaching Part-time Computer/Keyboard Proficiency Full-time Job Search Job Placement Paid On-the-Job Alternative Employment: day work Financial Literacy Tattoo Removal Page 329 of 400 Contra Costa County AB109 Data Collection and Program Evaluation Baseline Data Template DRAFT January 24, 2014 | 7 Table 8. Family Reunification EHSD OTHER Identifier Date of Referral Provider Date of Enrollment Type of Services (Dropdown Menu) Date of Completion Date of Intake Eligible Reason for Denial (Dropdown Menu) Date of Enrollment Type of Services (Dropdown Menu) Restraining Order # of Children Under 18 # of Children in Home Custody of Child(ren) Parenting Class Yes Did not meet eligibility requirements General Assistance Yes Yes Child Development Class No Missing documents CalFresh No No Family Engagement Activities Medi-Cal Expansion Child Support Compliance CalWorks Page 330 of 400 Contra Costa County AB109 Data Collection and Program Evaluation Baseline Data Template DRAFT January 24, 2014 | 8 Table 9. Health and Wellbeing, Part 1 CUSTODY HEALTH SERVICES MENTAL HEALTH SERVICES Identifier Date of Medical Screening Medical Condition Psychiatric Diagnosis Date of Treatment Plan Type of Services Date of Services Received Reason for Clinic Visit Date of Assessment Date of Referral Provider (Dropdown Menu) Date of Enrollment Type of Services (Dropdown Menu) Date of Completion Sick Call 1-on-1 Clinic Services Group Dental Psychiatropic Medication Mental Health Diagnostic Study Emergency Services Medication Psychiatropic Medication Table 10. Health and Wellbeing, Part 2 SUBSTANCE ABUSE SERVICES CBOs Date of Assessment Date of Referral Provider (Dropdown Menu) Date of Enrollment Type of Services (DropdowSuccessful Completion? Date of Completion CBT Classes (DropdowDate of Referral Date of Enrollment Type of Services Successful Completion? Date of Completion Yes No Page 331 of 400 Contra Costa County AB109 Data Collection and Program Evaluation Baseline Data Template DRAFT January 24, 2014 | 9 Table 11. Housing Identifier Provider Housing Status (Dropdown Menu) Date of Referral Date of Intake Eligibility (Dropdown Menu) Reason for Denial (Dropdown Menu) Date on Waitlist Date of Enrollment Type of Housing Program (Dropdown Menu) Date of Completion Date of Renewal Homeless Yes Did not meet program criteria Shelter No Unable to secure lease within 90 days Transitional Housing Unit (THU) Did not complete paperwork Sober Living Environment (SLE) Motel Unstable Stable Traditional Out of County Unknown Page 332 of 400 Contra Costa County AB109 Data Collection and Program Evaluation Baseline Data Template DRAFT January 24, 2014 | 10 Table 12. Legal Services Identifier Date of Referral Date of Intake Date of Services Received Provider (Dropdown Menu) Type of Services (Dropdown Menu) Date of Completion Bay Area Legal Aid Expungement Services Public Defender's Office Driver's License Rubicon Residency Assistance Consolidation of Fees & Restitution Financial assistance Family Reunification assistance Table 13. Transportation Assistance Identifier Date of Service Provider (Dropdown Menu) Type of Services (Dropdown Menu) Bus Pass Bus Tokens Table 14. Other Supportive Services Identifier Date of Service Provider (Dropdown Menu) Type of Services (Dropdown Menu) Page 333 of 400 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   Page 334 of 400 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.   Page 335 of 400 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.   Page 336 of 400 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   Page 337 of 400 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.       Page 338 of 400 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.   Page 339 of 400 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.       Page 340 of 400 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.”       Page 341 of 400 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.   Page 342 of 400 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.       Page 343 of 400 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.                               Page 344 of 400 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…   Page 345 of 400 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.   Page 346 of 400 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.     Page 347 of 400 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.   Page 348 of 400 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:       Page 349 of 400 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.       Page 350 of 400 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.     Page 351 of 400 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.       Page 352 of 400 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.       Page 353 of 400 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.         Page 354 of 400 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.     Page 355 of 400 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.         Page 356 of 400 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.     Page 357 of 400 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.                 Page 358 of 400 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.                   Page 359 of 400 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.     Page 360 of 400 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.       Page 361 of 400 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:     Page 362 of 400 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.       Page 363 of 400 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.         Page 364 of 400 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   Page 365 of 400 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.   Page 366 of 400 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.       Page 367 of 400 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.   Page 368 of 400 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.     Page 369 of 400 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.”     Page 370 of 400 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.           Page 371 of 400 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.           Page 372 of 400 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   Page 373 of 400 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     Page 374 of 400 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         Page 375 of 400 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.   Page 376 of 400 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.       Page 377 of 400 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.   Page 378 of 400 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   Page 379 of 400 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.”     Page 380 of 400 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.   Page 381 of 400 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.       Page 382 of 400 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.       Page 383 of 400 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.   Page 384 of 400 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   RFP  –  Mentor   Navigator   Supervision                TBD    April  1,  2014  –  March  30,  2015    $98,026   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    $956,650   Page 385 of 400 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 Page 386 of 400 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 $332,322 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 $ to be determined Provides for full time staff position to oversee the coordination and supervision of volunteer Mentor/Navigators for the Network for the period: April 1, 2014 –March 30, 2015. See revised page 25 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding $98,026 Provides for operating costs for Mentor/Navigator management services for the period: July 1, 2014 – June 30, 2015. Page 387 of 400 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. Page 388 of 400 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 Page 389 of 400 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) Page 390 of 400 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) Page 391 of 400 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 Page 392 of 400 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 Page 393 of 400 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 Page 394 of 400 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 Page 395 of 400 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 Page 396 of 400 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 Page 397 of 400 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 Page 398 of 400 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.         Page 399 of 400 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.   Page 400 of 400