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HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 03242014 - PPC Agenda Pkt       PUBLIC PROTECTION COMMITTEE March 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. APPROVE Record of Action from the February 24, 2014 meeting.   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; Lara DeLaney, County Administrator's Office)   6. CONSIDER accepting the Draft Request for Qualifications (RFQ) for the Implementation of the Plan for the establishment of a West County Reentry Resource Center; PROVIDE direction to staff on the RFQ process, timeline and contents of the Draft RFQ as needed and AUTHORIZE the issuance of an RFQ for the Implementation of the Plan for the establishment of a West County Reentry Resource Center. (Lara DeLaney, County Administrator's Office)   7. CONSIDER accepting the plan for issuance of Request for Qualifications (RFQs) for the Implementation of the Plan for the Central and East County Networked System of Services; PROVIDE direction to staff on the RFQ process, timeline and contents of the RFQs as needed; and AUTHORIZE the issuance of RFQs to implement the Proposed Plan for an East &Central Networked System of Services for Returning Citizens. (Lara DeLaney, County Administrator's Office)   8. CONSIDER accepting a status report on Community Programs funded by AB 109 Public Safety Realignment. (Lara DeLaney, County Administrator's Office)   9.The next meeting is currently scheduled for April 28, 2014 at 1:00 pm.   10.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:03/24/2014   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 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 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. 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. PUBLIC PROTECTION COMMITTEE 4. Meeting Date:03/24/2014   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 February 24, 2014 meeting. Recommendation(s)/Next Step(s): APPROVE Record of Action from the February 24, 2014 meeting. Fiscal Impact (if any): No fiscal impart. This item is informational only. Attachments Record of Action - February 24, 2014 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 Present: John Gioia, Vice Chair Absent: Federal D. Glover, Chair Staff Present:Timothy M. Ewell, Senior Deputy County Administrator 1. Introductions Convene - 1:10 PM 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 December 9, 2013 meeting. This item was rescheduled for the March 24, 2014 meeting so that both Committee members could be present to vote on the Record of Action. 4. 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. Approved as presented. The Committee requested that staff return at the March 24, 2014 meeting with a report on changes in line item expenditures between the fiscal year 2014/15 and 2013/14 Community Advisory Board (CAB) budget submissions. AYES: Vice Chair John Gioia Other: Chair Federal D. Glover (ABSENT) Passed 5. 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. For Additional Information Contact: Timothy Ewell, Committee Staff Phone (925) 335-1036, Fax (925) 646-1353 timothy.ewell@cao.cccounty.us This item was rescheduled for the March 24, 2014 Public Protection Committee meeting. 6. The next meeting is currently scheduled for March 24, 2014. 7. Adjourn Adjourn - 2:18 PM 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. PUBLIC PROTECTION COMMITTEE 5. Meeting Date:03/24/2014   Submitted For: PUBLIC PROTECTION COMMITTEE,  Department:County Administrator Referral No.: N/A   Referral Name: AB109 West County and Central & East County Reentry Plan Presentations  Presenter: Phil Kader & Lara DeLaney 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, 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. 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 as soon as possible. "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. Recommendation(s)/Next Step(s): 1. ACCEPT the “Design and Implementation Plan For a West County Reentry Resource 1. ACCEPT the “Design and Implementation Plan For a West County Reentry Resource Center,” as recommended and amended by the Community Corrections Partnership (CCP) and as amended by Attachment D. 2. ACCEPT the “Proposed Plan for an East and Central County Networked System of Services for Returning Citizens,” as amended by Attachments B and C, as recommended by the CCP except with respect to the “sole sourcing” component of the Plan. 3. CONSIDER recommending the approval of the Plans to the Board of Supervisors (Mar. 25, 2014), and providing staff direction on the implementation of the plans. Attachments Staff Report Attachments A, B & C Attachment D - "A Design and Implementation Plan For a West County Reentry Resource Center Attachment E - "Proposed Plan for an East & Central Networked System of Services for Returning Citizens" County of Contra Costa OFFICE OF THE COUNTY ADMINISTRATOR MEMORANDUM DATE: March 24, 2014 TO: PUBLIC PROTECTION COMMITTEE FROM: LARA DeLANEY, Senior Deputy County Administrator SUBJECT: Agenda Item No. 5: Submittal of Plans for the Establishment of a “West County Reentry Resource Center” and an “East and Central County Networked System of Services for Returning Citizens” ______________________________________________________________________________ RECOMMENDATION: 1. ACCEPT the “Design and Implementation Plan For a West County Reentry Resource Center,” as recommended and amended by the Community Corrections Partnership (CCP) and as amended by Attachment D. 2. ACCEPT the “Proposed Plan for an East and Central County Networked System of Services for Returning Citizens,” as amended by Attachments B and C, as recommended by the CCP except with respect to the “sole sourcing” component of the Plan. 3. CONSIDER recommending the approval of the Plans to the Board of Supervisors (Mar. 25, 2014), and providing staff direction on the implementation of the plans. BACKGROUND: As directed by the Public Protection Committee at their March 8, 2013 meeting, a Request for Proposals (RFPs) for the AB 109 Community Programs was issued on March 15, 2013 for the following: • Planning for Reentry Resource Centers $120,000 ($40k per region) Three proposals were submitted for “Planning for (3) Reentry Resource Centers.” The two proposals that were recommended for funding to the Board of Supervisors were provided by “Further The Work” for West County and “Emerald HPC International, LLC” for East and Central County. Contracts were awarded by the Board of Supervisors to these two firms on May 21, 2013 in the amounts of $40,000 and $80,000, respectively. Staff of the County Administrator then developed contracts with Further The Work and Emerald HPC International, which were executed mid-June 2013. Both contractors conducted their planning processes on budget and on schedule and submitted their proposed plans to the County Administrator’s Office on January 27, 2014. Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 5 Page 3 Plan Revisions Having received additional input from staff and the community upon the release of the plan, Emerald HPC revised the proposed plan for the East/Central Networked System of Services after its submittal to the CAO’s office. However, the Plan that was distributed to the CCP at their February 14, 2014 meeting did not include the revised pages in its bound form; the revised pages were provided as attachments to the staff report. Subsequent to its submittal to the CCP at its February 21, 2014 meeting, the Plan was again revised by Emerald HPC with respect to the inclusion of an “Affiliation Disclosure” and a Revised Budget (Appendix I) which removes the proposed allocation for the Mentor-Navigator Supervision services. Emerald HPC now recommends that Mentor-Navigator administrative and supervision services be provided on a countywide basis through the AB 109 Community Programs process (as is currently the case), rather than on a regional basis--which the earlier Plan Budget contemplated. Since the East/Central and West County plans both address the need for mentor-navigators throughout the reentry process and the assignment of mentor-navigators is essentially “geographically-blind” at the pre-sentence and pre-release phases, having just one organization responsible for administrative/supervision services is preferable. The Affiliation Disclosure was provided by Emerald HPC International to clarify that the contractors had no prior relationships with the community based providers discussed in the Plan with the exception of the CEO of Rubicon Programs. These page revisions are included in Attachments B and C. The plan for the West County Reentry Resource Center was also distributed to the CCP at their Feb. 14, 2014 meeting in binder form. Subsequent to the CCP meeting on February 21, 2014, at which the Plans were presented and voted on by the CCP, an error was discovered with respect to the Sample Budget included in the document (Section 2.7: Budget, Pages 1-2). The Budget included incorrect references to fiscal years on which the Budget assumptions relied. The correction is included in Attachment D. The complete plans are available on the County’s website at: http://www.contracosta.ca.gov/index.aspx?nid=2366 Plan Implementation Both plans have relied on the assumption that implementation funds allocated in the AB 109 Public Safety Realignment Budget for FY 13-14 under “Community Programs,” in the amount of $1,200,000 ($400,000 per region of the County), would be available for use in FY 2013-14 despite the planning processes requiring slightly more than half of the fiscal year. Both contractors submitted their plans at the end of January 2014, and the approval process through the CCP, PPC, and Board of Supervisors will have taken the process through March. The RFP/RFQ processes needed for implementation of the plans will likely take an additional 2 months (assuming no delays in the process), resulting in contract development during the month of June 2014. Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 5 Page 4 The contractors have contemplated that the $1,200,000 allocated in FY 13-14 for plan implementation would be encumbered in FY 13-14 and not drop into the AB 109 Public Safety Realignment Fund Balance if not fully utilized by fiscal year end. The plans require the FY 13- 14 funding for programmatic start-up, as well as for specific facilities-related costs that would likely accrue to a center-based model. Ensuring that a plan is feasible in its start-up funding is essential to ensuring success in implementation. WEST COUNTY REENTRY RESOURCE CENTER “A Design and Implementation Plan For a West County Reentry Resource Center”: The proposed plan was designed and managed over the course of seven months by Further The Work, a company based in Richmond and founded by Rebecca Brown. Further The Work (FTW) provides capacity-building services and resources, direct technical assistance, and process design and management, offering subject-matter expertise on issues that disproportionately affect the formerly incarcerated. In addition to the creation of a functional and actionable implementation plan for a West County Reentry Resource Center, including vision, mission, governance structure, operating principles, MOU template, and a first-year work plan and budget, FTW identified three additional process outcomes of the project: 1. Enhance community awareness, participation and ownership; 2. Strengthen relationships through increased trust and better understanding of common goals; 3. Encourage collective learning and technical capacity-building. FTW employed multiple mechanisms throughout the project to foster inclusion, learning, shared decision-making, and relationship-building which included: a community-based participatory design process, positive group development, collective learning, clear and inclusive decision- making, consistent group structure, visual timelines and milestones, and graphic recording. The project provided consistent communication via multiple methods, including a webpage and regular meetings of the Reentry Solutions Group. The process was led by a 16-member Core Design Team of local stakeholders and was supported by the City of Richmond and Bay Area Local Initiatives Support Corporation/State Farm. A project completion report from Ms. Brown is found in Attachment A. Implementation of the plan proposes the establishment of an 11-member Steering Committee, which includes two members of the CCP Executive Committee (one representing a public safety agency and one representing health/behavioral health agency), and the issuance by the County Administrator’s Office of a Request for Qualifications (RFQ) to identify a “host organization.” The issuance of an RFQ to implement the Plan by identifying a host organization to establish and manage a center is addressed in a related staff report on this agenda. The proposed timeline for the RFQ process contemplates that a host organization would be identified by the end of April and a contract for implementation developed by June 1, 2014. Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 5 Page 5 The Community Corrections Partnership at its meeting on February 21, 2014 approved the Plan with an amendment to remove the section on “Restorative Justice” found in Section 2.1.1 Principal Ideas that Guide Our Work, Pages 2-3 (see below). The motion passed unanimously. 6. COMMITMENT TO RESTORATIVE JUSTICE  Restorative justice is based on a theory of justice that considers crime and wrongdoing to be an offense  primarily against an individual or community, rather than against the state.   According to John Braithwaite, an international expert in criminal justice systems, restorative justice is  “a process where all stakeholders affected by an injustice have an opportunity to discuss how they have  been affected by the injustice and to decide what should be done to repair the harm. With crime,  restorative justice is about the idea that because crime hurts, justice should heal. It follows that  conversations with those who have been hurt and with those who have inflicted the harm must be  central to the process.”1  Restorative justice can be defined as “a growing social movement to institutionalize peaceful  approaches to harm, problem‐solving and violations of legal and human rights…. Rather than  privileging the law, professionals, and the state, restorative resolutions engage those who are harmed,  wrongdoers, and their affected communities in search of solutions that promote repair, reconciliation  and the rebuilding of relationships. Restorative justice seeks to build partnerships to reestablish mutual  responsibility for constructive responses to wrongdoing within our communities. Restorative  approaches seek a balanced approach to the needs of the victim, wrongdoer, and community through  processes that preserve the safety and dignity of all.”2  Reflecting this approach, the Center will use restorative practices within the Center’s work and among  its Partners, and should connect to and advance the use of restorative justice principles and practices in  the larger community.3  Comments and questions from the CCP included concerns about the availability of AB 109 funded staff to support the Center, the relationship of this proposed center to other multi-purpose centers in the community, the number of clients intended to be served, whether an existing CBO could operate the center, what the “flow” of services at the Center would be like, and how success would be determined. EAST & CENTRAL COUNTY NETWORKED SYSTEM OF SERVICES “Proposed Plan for an East & Central Networked System of Services for Returning Citizens”: Managed by two principals, Iris and Keith Archuleta, Emerald HPC International, LLC is a comprehensive consulting firm in business since 1992 that utilizes their High Performing Communities framework to guide clients through the process of building and mobilizing a sustainable, outcomes-based team or collaborative effort. With more than 20 years of experience, Emerald HPC International has conducted large community outreach efforts such 1 Braithwaite, John, “Restorative Justice and De‐Professionalization," The Good Society, 2004, 13 (1): 28–31.  2 http://en.wikipedia.org/wiki/Restorative_justice 3 Restorative practices are already in use in various community‐based settings in West Contra Costa County, such as the  restorative justice partnership between Catholic Charities of the East Bay and the West Contra Costa Unified School District (a  project supported by The California Endowment’s Building Healthy Communities initiative), among others.  Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 5 Page 6 as the Youth Intervention Network in Antioch and the Richmond/North Richmond Economic Revitalization Initiative for the Chevron Corporation. Emerald HPC International has developed an award-winning process recognized by both the federal government and the United Nations for engaging and retaining stakeholder and project recipient voices. Emerald HPC International is headquartered in San Francisco, with a local office in Antioch. Emerald HPC facilitated the development of a collaboration network using an approach that involved three phases: • Phase 1: Planning, Fact Finding, and Issue Identification • Phase 2: Collaborative Building and System Design • Phase 3: Implementation Planning Over 80 stakeholders were engaged in the core planning team since June 2013 and an even broader stakeholder group was involved in interviews and informational sessions throughout the process. Stakeholders included representatives from the faith community, returning citizens, all affected County departments, higher education, nonprofit service providers, the business community, and elected officials. A celebration of the completion of the planning process was held on February 27, 2014 at John F. Kennedy University. The Network relies on two essential components: a. Faith-based and other community-based organizations serving as “No Wrong Door” (NWD) engagement sites (sources of information, referrals, engagement and support); and b. Service Teams. The seven identified Service Teams in the Plan include: 1. Mentor-Navigator Services, 2. Family Reunification, 3. Housing, 4. Employment and Education, 5. Leadership and Entrepreneurialism, 6. Women’s Services, and 7. Services for Returned Citizens with Children. In addition to the identification of faith and community-based organizations in East County to serve as NWD sites, the Plan establishes a relationship of the Network with the Local Integrated Networks of Care (LINC) collaborative to identify NWD sites in Central County. The Plan recognizes the need to continuously develop and identify participating agencies to provide ongoing services to returning citizens and their families. The coordination, support, accountability, and communications system for the Network is provided through “Field Operations,” which speaks to the issues of Field Mobility, Triage Coordination, and Communications. Field Mobility addresses the issues of accessibility of returning citizens to service providers/service teams/network personnel, service provider oversight and quality control, redefining the relationship between law enforcement and returning citizens, and community engagement activities. The Plan proposes a partnership between the Network and the Pittsburg, Antioch, and Concord Police Departments who have agreed to provide space for a Field Operations Coordinator or for Probation staff to meet with returning citizens. Field Operations Coordinators would coordinate “triage” services amongst Probation, the local AB 109 Officer, the Mentor/Navigator, and staff of the District Attorney and Public Defender, as needed. Field Operations Coordinators (3) will serve as the central point of contact between referrals from Probation, the Network Service Teams, and the service providers. The Field Coordinators Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 5 Page 7 will also coordinate referrals from NWD sites and returning citizens on their own behalf. The Field Coordinators will be supervised by a Network Manager, who would report to the Chief Probation Officer or his designee, and supported by an Administrative Assistant. A Database Administrator is also contemplated in the Plan to support the Network operations and provide network performance measurement and service provider assessment. Although the Plan does not provide documentation of the agreed upon commitments (duties, responsibilities, relationships) of various organizations cited as Network partners, it does include a sample Memorandum of Understanding (MOU) that would need to be executed by partnering agencies. While the Plan provides a “Sole Source Justification” (Appendix IV) for designating specific service providers as recipients of implementation funding, to serve as members of specified Service Teams, the CCP did not support this aspect of the Plan and recommended that the implementation of the Plan be subject, instead, to a Request for Proposals (RFP) process to allow for competitive bidding by all community-based service providers. ALIGNMENT OF THE PLANS In its motion approving the plans, the CCP recommended that “the plans be aligned and coordinated and identify specifics related to oversight, service coordination, governance, and leveraging opportunities." The contractors met with staff of the CAO and the Reentry Coordinator to address these issues and proposes the following: 1. OVERSIGHT & GOVERNANCE Both the West County Reentry Center and the Central & East Networks include governance and management structures that are deemed by the planning bodies to be most appropriate for the respective regions and models. Both the Center and the Networks operate under the ultimate authority of the Board of Supervisors, which delegates general oversight of the projects to the Community Corrections Partnership (CCP). In turn, the CCP may choose to create subcommittees or to appoint representatives to serve on relevant committees, as appropriate. 2. EVALUATING IMPACT & DATA AND INFORMATION INTEGRATION The Center and the Networks will work with both their formal partners and other reentry-related efforts across the county to support the development and analysis of common outcome targets and metrics. Such efforts may include working with internal staff or external evaluators tasked with examining or addressing issues related to reentry across Contra Costa County. The Center and the Networks are committed to assessing their work not merely by measuring units of service (outputs) but by tracking the changes effected by the work (outcomes). The Center and the Networks will support and encourage such approaches in reentry-related efforts throughout the county. Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 5 Page 8 To this end, the Center and the Networks will support opportunities to develop integrated and consistent intake and assessment protocols and methods among its partners and with other reentry-related efforts countywide. The Center and the Networks will also support the development of mechanisms to reduce repetition, barriers, and gaps for clients who are navigating across the systems, and to enhance service-providers’ and other institutional stakeholders’ ready access to appropriate, available and useful information about both clients and services countywide through data-sharing agreements and mechanisms. The Center and the Networks will strive to evaluate impact in four realms: a. Identifying outcomes for clients as individuals: Tracking each client’s progress along an intentional, individual path (for example: sobriety, family reunification, successful completion of probation, educational progress) b. Assessing collective outcomes across client cohorts (for example: rates of recidivism within a certain population, percentage of clients who achieve and retain housing, job placement and retention) c. Tracking outcomes for service providers (for example: percentage of a partner’s clients who complete their individual development plans, client ratings of a partner’s services) d. Measuring the value of the Center or the Networks as a whole (for example, assessments of the Center by Partner organizations or by clients, metrics that track progress of the Center’s clients as a whole, percentage of effective and successful referrals between the Center and the Networks and other efforts across the county) e. Data Systems and Information Management: It is anticipated that multiple stakeholders will continue to maintain individual data-bases and data-management systems that already exist or that are appropriate for their specific areas of service. Nonetheless, it is expected that the Networks and Center should strive to develop data systems that are integrated within their own center or network, that coordinate across the Center and the Networks, and with the larger service systems, both public and private. The Center and the Networks will develop their data systems in partnership with and informed by the evaluation project currently managed by Resource Development Associates, as well as with other evaluation or data-related projects that the County may choose to undertake in future. 3. SERVICE COORDINATION a. Reentry Coordinator: The Center and the Networks will collaborate their work with the Reentry Coordinator, who holds responsibility for all matters related to reentry. b. Consistent Practices and Definitions: In order to foster clear understanding and expectations for clients and partners across regions, the Center and the Networks will foster the development of consistent practices, whenever appropriate, and to develop consistent definitions for terms that are used in both plans. For example, both plans involve the use of mentors and/or navigators, and the Center and the Networks will work together to establish consistent definitions and expectations cross the regions. Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 5 Page 9 c. Opportunities for Shared Training: It is likely the case that each of the models will require specific trainings most appropriate and necessary to its design. However, consistent with the County’s AB 109 Operations Plan, the Center and the Networks will work together to foster the development of shared training opportunities countywide whenever appropriate. d. Referrals: As is already being recognized in the County’s work across all sectors, the development of consistent and high quality referral processes and practices is essential to the creation of an efficient, effective, and integrated system of care. Referrals must be able to accommodate multiple stakeholders and to operate seamlessly across geographic regions and differing service models. In addition, referrals must be able to accommodate multiple data systems, varied organizational practices, and diverse client needs. Currently, the County’s stakeholders are in the early stages of developing intentional and consistent referral processes and participant engagement strategies. The Center and the Networks will participate in these efforts, which are likely to include (but not be limited to) the following: i. The ability to communicate and track client-specific referral information across geographic regions and the region-specific service systems; ii. The ability to minimize data duplication through the development of consistent intake and assessment processes and data sharing; iii. Consistent processes for shared updates and referrals tracking to achieve client case plans. 4. LEVERAGING EXISTING AND POTENTIAL RESOURCES a. Maximizing existing resources: Both the Center and the Networks operate within a larger landscape of services and resources across the county. In addition, both the Center and the Networks are designed specifically to fill gaps, remove barriers, integrate efforts, and enhance the values of dozens of existing service partners and stakeholders. Reflecting this foundational intention, both the Center and the Networks will strive to identify collective opportunities to benefit and to benefit from existing resources of all kinds. b. Attracting additional resources: Both the Center and the Networks represent opportunities to identify and solicit new funds and other resources from multiple sources. The Center and the Networks are intended to coordinate their resource planning in order to advance opportunities not only for themselves, but also for the good of the County as a whole. 5. CROSS-COUNTY LEARNING Both the Center and the Networks represent new and complex enterprises that provide substantial opportunities to identify common challenges and highlight emergent issues affecting reentry in our county. As a learning team operating in partnership with the Reentry Coordinator, the leaders of the Center and the Networks will strive to provide insight, analysis, and recommendations to benefit the larger community. Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 5 Page 10 Attachments Attachment A – Revised Pages to the “East & Central Networked Systems of Services” Plan Attachment B – Revised “East & Central” Appendix I: Budget and Budget Narrative Attachment C – Revised Sample Budget for West County Reentry Resource Center Attachment D – “A Design and Implementation Plan For a West County Reentry Resource Center” Attachment E –“Proposed Plan for an East & Central Networked System of Services for Returning Citizens” Emerald  HPC  International,  LLC  Affiliation  Disclosure     In  the  spirit  of  full  disclosure,  it  should  be  noted  that  Dorian  Archuleta,  is  the  son  of   Emerald  HPC  International’s  Principles,  Keith  and  Iris  Archuleta.     At  the  end  of  the  East  and  Central  County  planning  process  and  after  the  plan  had   been  submitted  to  Lara  Delaney  of  the  County  Administrator’s  office,  Keith  and  Iris   Archuleta  were  notified  that  their  son  was  suffering  from  deep  depression  and  was   considering  taking  his  own  life.     Keith  and  Iris  were  able  to  make  contact  with  Rudy  Hernandez  of  Prepare  My  Sheep,   one  of  the  service  providers  involved  in  the  East  and  Central  plan,  who  in  turn  set  up   an  appointment  for  their  son  with  the  Dream  Center,  another  of  the  plan’s  service   providers.    Dorian  was  interviewed  and  accepted  into  the  Dream  Center  long-­‐term   housing  and  mentoring  program.     Keith  and  Iris  Archuleta  want  it  noted  that  they  had  no  prior  relationship  with  the   Dream  Center  or  Prepare  My  Sheep.    They  were  introduced  to  these  programs   through  research  and  fact  finding  during  the  planning  process.         It  is  important  to  emphasize  that  the  Archuleta’s  had  no  prior  relationship  with  any   of  the  community  based  service  providers  involved  with  the  East  and  Central  plan   other  than  with  Jane  Fischberg,  CEO  of  Rubicon  Industries.  Jane  Fischberg    was  a   member  of  the  planning  team  for  a  Chevron  initiative  in  Richmond  and  North   Richmond,  California,  where  Emerald  HPC  International  was  contracted  to  facilitate   an  economic  revitalization  plan  in  2012  and  2013.     Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     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.                                   2   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     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.                          23   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved       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.                                                          25   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved               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.                                        26   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     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.                          27   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     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.                          45   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     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.                          48   Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     AB-­‐109  Networked  System  of  Services     East  and  Central  Contra  Costa  County   Appendix  I.  A.  Implementation  Budget         Categories  and   Budget  Items   2013-­‐14   Amount   Comments  2014-­‐15   Funding   Recs   Management   and  Admin         Network   Manager   $90,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $22,500   Pittsburg  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Concord  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Antioch  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Administrative   Assistant   $50,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $12,500   Database   Administrator   $10,400  .5  FTE  Contracted  April  1  –  June  30,  2014  and   recommended  1  FTE  Contracted  July  1,  2014  –March   30,  2015   $83,200   Field  Operations   Cellular  Costs     $1,200  April  1  –  June  30,  2014:  Cellular  service  for  3  Field   Operations  Coordinators  and  recommended  2014-­‐15   $3,600   Network   Services           Brighter   Beginnings   $43,202  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $123,180   John  F.  Kennedy   University   $14,126  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $52,130   Goodwill   Industries   $45,360  April  1  –  June  30,  2014:  then  based  on  proven   capacity  and  expanded  role  within  network,   recommend  14/15  budget  increase  to  provide   transitional  employment  services  to  East     Goodwill   will   submit  a   budget   Reach   Fellowship   $70,000  April  1,  2014  –  March  30,  2015  and  recommended   2014-­‐15   $107,360   Men  and  Women   of  Purpose   $40,000  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $80,000   Prepare  My   Sheep   $32,654  April  1  –  December  31,  2014  and  recommended   January  1,  2015    -­‐  June  30,  2015   $32,654   Dream  Center  $30,000  April  1  –  June  30,  2014  and  recommended  January  1,   2015    -­‐  June  30,  2015   $85,000   Regnum  Group  $0  April  1  –  June  30,  2014:  Recommend  awarding  one  -­‐ time  grant  to  increase  the  number  of  available  AB-­‐109   housing  units  in  Antioch  for  men  and  women   $174,000   Training  $5,000  1  Training  for  Police:  April  1  –  June  30,  2014  and  4   Trainings  for  Volunteers  recommended  2014-­‐15   $30,000   Emerald  HPC   International     $18,000  April  1  –  June  30,  2014:  Stabilize  transition  to  full   implementation  with  training  of  Network   Management  Team   $0   Reserve  $140,  058  April  1  –  June  30,  2014:  To  be  used  at  the  discretion  of   the  Network  Manager  for  Implementation     Total  $800,000    $858,624       Attachment B Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved       AB-­‐109  Networked  System  of  Services     East  and  Central  Contra  Costa  County   Appendix  I.  B.  Implementation  Budget  Narrative           The following describes the 2013-14 Budget plan for the $800,000 in funds allocated to East and Central for Networked System of Services implementation, with recommendations for 2014-15 where applicable. A. Management $361,600 for 2013-14 The Networked System of Services requires a comprehensive and cohesive management structure. We recommend that these roles be contracted for the first full year of implementation and that the Probation Chief and CCP make decisions to continue or replace persons in these roles before making them permanent positions. 1. Network Manager $90,000 Provides for full time contracted position reporting to Probation, for the period: April 1, 2014 –March 30, 2015. See page 40 of Proposed Plan for job description. * 2014-15 Recommended Funding: $22,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 2. Pittsburg Field Operations Coordinator $70,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 41 of Proposed Plan for job description. * 2014-15 Recommended Funding: $17,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 3. Concord Field Operations Coordinator $70,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 41 of Proposed Plan for job description. * 2014-15 Recommended Funding: $17,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 4. Antioch Field Operations Coordinator $70,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 41 of Proposed Plan for job description. * 2014-15 Recommended Funding: $17,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 Attachment B Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     5. Administrative Assistant $50,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 42 of Proposed Plan for job description. * 2014-15 Recommended Funding: $12,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 6. Database Administrator $10,400 Provides for 50% time contracted position reporting to Network Manager, for the period: April 1, 2014 – June 30, 2014. See page 43 of Proposed Plan for job description. * 2014-15 Recommended Funding: $83,200 To provide for full time contracted position, for the period: July 1, 2014 –March 30, 2015 7. Field Operations: Cellular Costs $1,200 Provides for cellular service for 3 Field Operations Coordinators, for the period: April 1 – June 30, 2014 * 2014-15 Recommended Funding: $3,600 To provide for cellular service for 3 Field Operations Coordinators, for the period: July 1, 2014 –June 30, 2015 B. Network Services $275,342 for 2013-14 The Networked System of Services requires partnering with multiple sites and service providers in East and Central Contra Costa. We recommend funding for these collaborative partnerships that will provide multiple entry points and varied opportunities for engagement and access for returning citizens. 1. Brighter Beginnings $43,202 Provides for a portion of staff and operating costs related to the Leadership and Entrepreneurialism partnership with JFK University for the period: April 1, 2014 –June 30, 2014. See page 33 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $123,180 To provide for all staff and operating costs related to the Leadership and Entrepreneurialism partnership with JFK University, for the period: July 1, 2014 –June 30, 2015. 2. John F. Kennedy University $14,126 Provides for scholarships for returning citizens and for program co-facilitator and adjunct faculty related to the Leadership and Entrepreneurialism partnership with Brighter Beginnings for the period: April 1, 2014 – June 30, 2014. See page 33 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding $52,130 Provides for scholarships for returning citizens and for program co-facilitator and adjunct faculty related to the Leadership and Entrepreneurialism partnership with JFK University, for the period: July 1, 2014 –June 30, 2015. 3. Mentor Navigator Supervision - RFP Deleted Attachment B Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     4. Goodwill Industries $45,360 Provides for designated staff time for the development of transitional employment opportunities in East County for the long-term, while providing immediate transitional employment in East County for the period: April 1, 2014 –June 30, 2014. See page 31 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding Goodwill will submit budget for 2014-15 Based on proven capacity and expanded role within Network, recommend 2014-15 funding to provide transitional employment services to East Contra Costa. 5. Reach Fellowship $70,000 Provides for staffing, operations, equipment, training, and administrative support for comprehensive women’s services for East and Central Contra Costa for the period: April 1, 2014 –March 30, 2015. See pages 35 and 32 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $107,360 To provide for remainder of the fiscal year for continued staffing, operations, equipment, training, and administrative support and provide additional full time position to support comprehensive women’s services for East and Central Contra Costa for the period: July 1, 2014 –June 30, 2015. 6. Men and Women of Purpose $40,000 Provides for a redistribution of staff resources to accommodate the organization’s new and expanded role in pre release Education/Employment preparation: April 1, 2014 –June 30, 2014. See page 32 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $80,000 To create an additional position to serve as point person for the Education/Employment Team and to cover additional operating expenses relating to pre and post release activity with the Network Education/Employment Team and with Reach Fellowship for the period: July 1, 2014 –June 30, 2015. 7. Prepare My Sheep $32,654 Provides designated trainers, materials, equipment, and operating expenses for the training, certification, and job placement of two cohorts of 12 returning citizens each: April 1, 2014 –December 31, 2014. See page 34 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $32,654 To provide for remainder of the fiscal year for the training, certification, and job placement of two additional cohorts of 12 returning citizens each for the period: January 1, 2015 –June 30, 2015. 8. Dream Center $30,000 Provides for an initial supervisory staff position to work directly with Goodwill Industries, County Probation, and Brighter Beginnings to identify the first cohort of residents at the Dream Center for the period: April 1, 2014 –June 30, 2014. See page 27 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $85,000 To provide for two additional residential staff members and housing costs for 50 AB109 residents at $500 per resident to cover all housing and food expenses for a minimum of one calendar year. 9. Regnum Group $0 * 2014-15 Recommended Funding: $174,000 Provides for the cost of completing renovation and making available AB-109 housing for 50 men and 25 women for the period: July 1, 2014 –June 30, 2015. See page 28 of Proposed Plan for more information. Attachment B Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     C. Training $5,000 for 2013-14 Provides for the initial training of AB109 Officers and other officers designated by Police Chiefs on effective strategies for partnering with community and employing restorative justice best practice in the context of the East and Central County Network for the period: April 1, 2014 –June 30, 2014. See pages 48 and 49 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $30,00 Provides a Jail Etiquette Training to pre-release teams countywide by Angela Hatter of CCCOE for all service providers offering pre release services and Three 40-hour Volunteer Trainings with Certification for Mentor/Navigators in addition to periodic content based training related to Network service delivery for the period: July 1, 2014 –June 30, 2015. D. Emerald HPC International $18,000 for 2013-14 Provides for Comprehensive Network Training and Consultation with Network Management, Service Teams, and relevant County departments to stabilize transition to full implementation of the Network for the period: March 1, 2014 –June 30, 2014 See page 49 of Proposed Plan for more information. * 2014-15 Recommended Funding: $0 E. Reserve $140,058 for 2013-14 Provides a reserve pool of funds to be used at the discretion of the Network Manager for unanticipated implementation expenses for the period: April 1, 2014 –June 30, 2014. * 2014-15 Recommended Funding: $0 Attachment B West County Reentry Resource Center, Sample Budget (non-binding: for purposes of illustration only) Section 2.7: Budget, Corrected, Page 1 Personnel Operating Nonrecurring Director (1 FTE), 12 months @ $90K annually, assumes hiring July 2014 90,000$ Operations and Services Manager (1 FTE), 11 months @ $60K annually, assumes hiring August 2014 55,000$ Registration, Intake, and Data Administrator (1 FTE), 11 months $60K annually, assumes hiring August 2014 55,000$ Administrative Assistant (1 FTE), 11 months @ $35K annually, assumes hiring August 2014 32,083$ Benefits @ 22%51,058$ Total Personnel 283,142$ Operating Costs Rent @ $4500/month for 12 months 54,000$ Utilities Water, heat, electricity $800/month for 12 months 9,600$ Office phone service: $250/month for 12 months 3,000$ Internet access: $150/month for 12 months 1,800$ Cloud storage: $50/month for 12 months 600$ Web-based CRM service (Salesforce, ETO): $360/year for licenses #11-20 3,600$ IT infrastructure maintenance @ $250/month for 12 months 3,000$ After-Hours Answering Service, $1,500/month for 10 months 15,000$ Insurance (liability, theft)4,000$ Repairs & Maintenance @ $250 month for 12 months 3,000$ Local Travel: 400 miles/month for 12 months @ $.55/mile 2,640$ Office Supplies: $400/month for 12 months 4,800$ Printing/Copying: $150/month for 12 months 1,800$ Postage: 5000 pieces @ $.46/each 2,300$ Total Operating Costs 109,140$ Partnership and Outreach Trainings/Capacity Building/Professional Development 6,000$ 4,000$ All-Center Annual Planning Day 6,000$ Volunteer Recruitment and Education 4,500$ 10,000$ Community Outreach: 4 community events @ $1,000 each 4,000$ Supplies: Program/education/meetings @ $400/month for 12 months 4,800$ Total Partnership and Outreach 25,300$ 14,000$ Indirect or fiscal sponsorship costs, not to exceed 10% of $800K grant (2 Fiscal Years)40,000$ 40,000$ Nonrecurring Costs Professional Services Data system selection and initiation 20,000$ Graphic design for collateral development 6,500$ Legal, Human Resources 4,000$ Web & social media design 8,000$ Design and print a Reentry 101 Guide 8,500$ Tenant Improvement Facilities design, including embedded arts elements 35,000$ Construction 100,000$ Fixtures and furnishings, including art 35,000$ Signage 2,000$ Move-In Costs 15,000$ Equipment purchases Work stations (computer, phone, desk, chair, filing, etc.) 12 @ $3000/each 36,000$ Shared printers: 2 @ $850 each 1,700$ Shredders: 8 @ $250 each 2,000$ Filing (lockable): 8 @ 250 each 2,000$ Attachment C West County Reentry Resource Center, Sample Budget (non-binding: for purposes of illustration only) Section 2.7: Budget, Corrected, Page 2 Filing (open): 12 @ $125 each 1,500$ Collateral Printing and Production 7,500$ Signage 3,000$ Total Nonrecurring Costs -$ 287,700$ Operating and Nonrecurring Costs 457,582$ 341,700$ Total Uses 799,282$ Net Income, FY 2013/14 and FY 2014/15 718$ Net Income, FY 2013/14 and FY 2014/15, as a percentage of total County contract 0.09% Attachment C     Fur ther The Work Strengthening Nonprofits and Their Partners justice A Design and Implementation Plan For a West County Reentry Resource Center A Community-Based Participatory Project Designed and Managed by Further The Work Submitted to the Office of the Contra Costa County Administrator January 24, 2014       West  County  Reentry  Resource  Center     This page intentionally left blank.       Overview – Table of Contents, Page 1 of 2 West  County  Reentry  Resource  Center     1. O VERVIEW 1.1 Executive Summary 1.2 Gratitude and Thanks 2. P RIMARY D OCUMENTS 2.1 Framework 2.1.1. Principal Ideas that Guide our Work 2.1.2. Key Center Characteristics 2.1.3. Governance and Administration 2.2 Services 2.2.1. Service Model and Plan 2.2.2. Organizational Indications of Interest 2.2.3. Four Big Ideas to Strengthen Partnership 2.3 Building and Facilities: Summary Criteria 2.4 Populations 2.4.1. Populations and Eligibility 2.4.2. Supervised Populations Definitions 2.4.3. Supervised Populations Assessment and Referral 2.5 Outreach 2.6 Statement of Intent: Countywide Alignments 2.7 Budget 2.8 Work Plan 2.9 Visual Illustrations of the Model 3. S ECONDARY D OCUMENTS 3.1 Job Descriptions 3.1.1. Executive Director 3.1.2. Operations and Services Manager 3.1.3. Registration, Intake and Data Administrator       Overview – Table of Contents, Page 2 of 2 West  County  Reentry  Resource  Center     3.2 Policies 3.2.1. On-Site Partner MOU template 3.2.2. Center Steering Committee Conflict of Interest Form 3.2.3. Behavioral Guidelines 3.3 Data 3.3.1. Electronic Data-Sharing MOU 3.3.2. Business Associates Agreement for Protected Health Information 3.3.3. Baseline Intake Document (example) 3.3.4. Individual Development Plan (example) 3.3.5. Baseline Data Set (draft developed by County evaluation contractor RDA) 4. R EFERENCE M ATERIALS 4.1 Project Photos 4.2 AB 109 Operations Plan 4.3 What Is Collective Impact? 4.4 Backbone Entity Types 4.5 What is a SparkPoint Center? 4.6 The “Transition from Jail to Community” Initiative 4.7 Million-Dollar Murray 4.8 Recruitment Property Inventory Recap (Richmond Main Street) 4.9 Letter of Interest and Property Brochure: 1711 Barrett Avenue 4.10 Providing Services and Supports for Youth Who are LGBTQQIS-2 4.11 RYSE House Agreement 4.12 A Few Good Case Management Tools 4.13 Baseline Data Set (draft developed by Resource Development Associates)       Table of Contents: Section 1/Introduction, Page 1 of 1 West  County  Reentry  Resource  Center     I. I NTRODUCTION A. Executive Summary B. Gratitude and Thanks       West  County  Reentry  Resource  Center     This page intentionally left blank.         Section 1.1: Executive Summary, Page 1 of 1 West  County  Reentry  Resource  Center     E XECUTIVE S UMMARY 1. The Center’s Design Developed through a community-based participatory design process led by Further The Work, the West County Reentry Resource Center (the Center) is intended to serve as a central, site-based gathering place for learning, capacity-development, and ready access to information and services provided within a holistic system of care. The mission of the Center is to gather effective resources into one accessible and welcoming hub of integrated services, thus fostering healing, justice, safety, and lifelong liberty for the people of Contra Costa County. By offering a visible point of entry and coordination, the Center will enhance the capacity and efficiency of service providers while reducing barriers, gaps, and redundancies for clients navigating the challenges of reentry. The Center is intended to serve a variety of clients, including people who are currently incarcerated in prison or jail and who are within six months of returning to Contra Costa; formerly incarcerated people who live in Contra Costa; and Contra Costa County residents who are family members of currently incarcerated or formerly incarcerated people. The Center’s work will be governed by an 11-person Steering Committee of public, private, and individual stakeholders. The Center’s operations will be managed by an Executive Director, supported by a small staff responsible for coordinating services, gathering and managing data, and fulfilling “backbone” functions1 that support collective impact. The Center’s integrated array of client services will be provided by On-Site Partner organizations that will co-locate staff and resources at the Center as in-kind contributions. 2. The Process to Develop the Center’s Design The Center’s design was developed through a seven-month participatory design process led by a 16- member Core Design Team of local stakeholders who volunteered their time to support the project from start to finish. The project’s development was centered on a consistent focus question: What are the most important things that a West County Reentry Center could do to add the greatest value to our current reentry system? The Core Design Team’s work was amplified and enriched through the contributions of dozens of additional stakeholders who participated in the project’s focus groups and seven Work Teams. All of the elements of the implementation plan were developed, reviewed, and approved by the Core Design Team/Work Teams, which made decisions through discussion and consensus.                                                                                                                 1 Guide vision and strategy; support aligned activities; establish shared measurement practices; build public will; advance policy; and mobilize funding         West  County  Reentry  Resource  Center     This page intentionally left blank.         Section 1.2: Gratitude and Thanks, Page 1 of 5 West  County  Reentry  Resource  Center     G RATITUDE AND T HANKS 1. Project Partnership We are thankful to the Contra Costa County Board of Supervisors for allowing Further The Work to undertake this project on behalf of, and in partnership with, our community. We are grateful for the extraordinary partnership extended to us by Terrance Cheung, Chief of Staff of the Office of County Supervisor John Gioia; Lara DeLaney, Senior Deputy in the County Administrator’s Office; and Jessie Warner, County Reentry Coordinator. Working together as the client team, Terrance, Lara, and Jessie provided unwavering support, invaluable insights, and essential commitment to honoring this project as a community-driven initiative. Throughout this seven-month project, multiple public agencies and departments were remarkably generous with their staff, their time, and their expertise. We are indebted to many, particularly the Parole division of the California Department of Corrections and Rehabilitation; Contra Costa County Probation, District Attorney, Public Defender, Sheriff, Behavioral Health, and Employment & Human Services; and the Richmond Police Department. This project was immeasurably enriched by the remarkable gifts of time, commitment, and faith dedicated to this work by the people of Contra Costa County. Community-based organizations, faith-based allies, formerly incarcerated people, family members, activists and organizers: With exemplary urgency, humor, curiosity, determination, compassion, and generosity of spirit, they forged our way ahead. 2. Collective Leadership The project was managed in partnership with the Core Design Team, a leadership committee of local stakeholders who volunteered their time and efforts to serve the project from start to finish. Each member agreed to help lead and guide the design process; support efficient and productive project meetings; and ensure that the design reflects the community’s needs and desires. • Terrance Cheung: Office of County Supervisor John Gioia (special thanks to Terrance for volunteering as the project’s pro bono photographer) • Lara DeLaney: Office of the County Administrator • Harlan Grossman: Community Advisory Board member, retired Superior Court Judge • Amahra Hicks: Arts Commissioner, City of Richmond • Sean Kirkpatrick: Community Health For Asian Americans • Candace Kunz Tao: Detention Mental Health, Contra Costa County • Lynna Magnuson-Parrish: Greater Richmond Interfaith Program         Section 1.2: Gratitude and Thanks, Page 2 of 5 West  County  Reentry  Resource  Center     • Rhody McCoy: Rubicon Programs • Kathy Narasaki: Insight Prison Project • Adam Poe: Bay Area Legal Aid • Tracy Reed-Foster: African American Health Conductors Program, Contra Costa County • Michele Seville: Arts & Culture Manager, City of Richmond • Brenda Shebanek: Anka Behavioral Health • Mace Thompson: From Corrections to College program, Contra Costa College • Donna Van Wert: One-Stop Operator Consortium Administrator, Contra Costa County • Jessie Warner: Reentry Coordinator, Contra Costa County 3. Work Teams In the second phase of the project, an additional group of stakeholders volunteered to partner with the Core Design Team, forming seven Work Teams to undertake specific areas of work. In partnership with Further The Work, these Work Teams were responsible for contributing to, reviewing, and approving all of the documents of the implementation plan. Team Decision-Making and Culture Keeping (governance): Susun Kim (Lead), Jennifer Baha, Terrance Cheung, Sean Kirkpatrick, and Devorah Levine Team Heart & Soul (values): Michele Seville (Lead), Amahra Hicks, Mace Thompson, and Shelby Wichner Team WISPS (Workgroup to Integrate Services & Plan Staffing): Rhody McCoy (Lead), Lara DeLaney, Stephanie Medley, Adam Poe, and Anne Struthers Team Bricks & Mortar (facilities): Donna Van Wert (Lead), Terrance Cheung, Kathy Narasaki, and David Seidner Team Population (population and eligibility): Joe Vigil (Lead), Elvin Baddley, Todd Billeci, Mark Cruise, Tom Kensok, Shawn Key, Candace Kunz Tao, Jonny Perez, Tracy Reed- Foster, and Melvin Russell Team Data Dat’s Us (data and evaluation): Harlan Grossman (Lead), Lynna Magnuson- Parrish, and Brenda Shebanek Team Resources and Outreach (communications): Drew Douglass (Lead), Winnie Gin, Blanca Gutierrez, Chrystine Robbins 4. Organizational Focus Group Participants In October 2013, a representative array of organizational stakeholders from both public and private sectors participated in a focus group to review the developing model, provide input,         Section 1.2: Gratitude and Thanks, Page 3 of 5 West  County  Reentry  Resource  Center     and indicate their possible areas and levels of involvement in the Center. Their insights significantly contributed to the project’s progress, and we thank each of them: Organizational Focus Group Participants Jennifer Baha, SHELTER, Inc. Stephen Baiter, Workforce Development Board Todd Billeci, County Probation Mike Casten, Sheriff’s Department Terrance Cheung, County Supervisor Gioia’s office Curtis Christy, County Alcohol and Other Drugs John Cottrell, County Aging & Adult Services Rebecca Darnell, County Covered CA manager Lara DeLaney, County Administrator’s Office Jane Fischberg, Rubicon Programs Alvaro Fuentes, Community Clinic Consortium Tieaesha Gaines, County Mental Health Maria Hernandez, County Aging & Adult Services Deborah Johnson, State Parole Philip Kader, County Probation Tom Kensok, County District Attorney’s office Shawn Key, State Parole Susun Kim, Bay Area Legal Aid Lloyd Madden, Neighborhood House of North Richmond Chris Magnus, Richmond Police Department Lavonna Martin, County Homeless Program Jeffrey Nelson, Sheriff’s Department Jessie Warner, County Reentry Coordinator Chrystine Robbins, Sheriff’s Department 5. Community Advocates For several years prior to the start of this project, many community residents, organizers, and grassroots organizations in West County highlighted the need for a community-based reentry center; their persistent efforts helped to galvanize countywide commitment to advancing this effort. While many organizations, initiatives, and individuals contributed to this work, the Safe Return Project deserves special mention for their early and ongoing advocacy. 6. Supporters We are grateful to those whose financial and in-kind support made this project possible: • Contra Costa County Board of Supervisors/County Administrator’s Office • City of Richmond: Office of the City Manager • City of Richmond: The Richmond Police Department • Bay Area Local Initiatives Support Corporation/State Farm         Section 1.2: Gratitude and Thanks, Page 4 of 5 West  County  Reentry  Resource  Center     • The California Endowment, through their support of the Reentry Solutions Group • The Y&H Soda Foundation, through their support of the Reentry Solutions Group 7. Technical Assistance As the project consultant, Further The Work was fortunate to benefit from the technical suggestions offered by Glen Price and Aaron Price of the Glen Price Group; the wonderful illustrations developed by Karen Ijichi Perkins of Ijichi Perkins & Associates; and the participatory design mentoring of Jane Stallman of the Center for Strategic Facilitation. 8. Source Documents In developing the many documents that comprise the implementation plan, we benefited from the opportunity to review and adapt materials provided by an array of local efforts and organizations, including SparkPoint, Family Justice Center, Bay Area Legal Aid, Rubicon Programs, East Bay WORKS, the RYSE Center, and Resource Development Associates. 9. Interview Sites To enhance our collective knowledge, the Core Design Team conducted in-person interviews with 18 regional multi-service centers and programs; several group interviews with grassroots initiatives serving specialized populations; and phone interviews with two additional efforts in San Diego and Ohio. Without exception, all of these interviewees were notably generous, and we thank them for their time, expertise, and candor: • Achieve 180 (Redwood City) • Center Point Day Reporting Center (San Rafael) • CenterForce (Oakland) • Community Assessment & Services Center (San Francisco) • Contra Costa County Service Integration Team/SIT (Martinez) • Delancey Street (San Francisco) • East Palo Alto Community Reentry (East Palo Alto) • EastBay WORKS (San Pablo) • Emergent efforts for specialized populations, including representatives of Asian Prisoner Support Community, Oceana Coalition of Northern California, Native American Health Center, Native American work (Solano prison), Queer Indigenous Women's work, and HIV/AIDS-affected • Family Justice Center (Richmond)         Section 1.2: Gratitude and Thanks, Page 5 of 5 West  County  Reentry  Resource  Center     • HealthRight360 (San Francisco) • Healthy Communities (Oakland) • Ohio Department of Rehab and Correction (Columbus) • Richmond Progressive Alliance (Richmond) • RYSE Center (Richmond) • SB 618 County Prisoner Reentry Network (San Diego) • Santa Clara County Reentry Resource Center (San Jose) • Sonoma County Day Reporting Center (Santa Rosa) • SparkPoint (Richmond) To everyone who contributed to this project’s success: Thank you. “Imagine a circle of compassion. T hen imagine nobody's standing outside that circle.” – Father Greg Boyle, Founder and Executive Director of Homeboy Industries       West  County  Reentry  Resource  Center     This page intentionally left blank.       Table of Contents: Section 2/Primary Documents West  County  Reentry  Resource  Center     2. P RIMARY D OCUMENTS 2.1 Framework: 2.1.1. Principal Ideas that Guide our Work 2.1.2. Key Center Characteristics 2.1.3. Governance and Administration 2.2 Services 2.2.1. Service Model and Plan 2.2.2. Organizational Indications of Interest 2.2.3. Four Big Ideas to Strengthen Partnership 2.3 Building and Facilities: Summary Criteria 2.4 Populations 2.4.1. Populations and Eligibility 2.4.2. Supervised Populations Definitions 2.4.3. Supervised Populations Assessment and Referral 2.5 Outreach 2.6 Statement of Intent: Countywide Alignments 2.7 Budget 2.8 Work Plan 2.9 Visual Illustrations of the Model       West  County  Reentry  Resource  Center     This page intentionally left blank.       Section 2.1.1: Principal Ideas that Guide Our Work, amended per direction of CCP 2/21/14, Page 1 of 5 West  County  Reentry  Resource  Center     P RINCIPAL I DEAS THAT G UIDE O UR W ORK 1. V ISION Providing integrated resources in a restorative environment that fosters healing, stability, and success, the Center will serve as a beacon of hope, opportunity, and continuing progress to support formerly incarcerated people and their families in their efforts to forge positive futures. 2. M ISSION By gathering effective resources into one accessible and welcoming hub of integrated services, the Center fosters healing, justice, safety, and lifelong liberty for the people of West Contra Costa County.1 3. C ORE V ALUES Reflecting its core values in every aspect of its operations, the Center should be: Committed to Excellence Healing Compassionate Respectful Culturally Humble Transparent Holistic Accountable Client-Centered Restorative Truthful 4. C LIENTS Reflecting the Center’s commitment to respect for all, the people served by the Center will be considered and referred to as clients. The Center is intended to serve a variety of clients, including: a. People who are currently incarcerated in prison or jail and who are within six months of returning to Contra Costa; b. Formerly incarcerated people who live in Contra Costa; c. Contra Costa County residents who are family members of currently incarcerated or formerly incarcerated people.                                                                                                                 1 Both the vision and the mission for the Center are consistent with the Contra Costa County Reentry Strategic Plan (completed in March 2011) and the Contra Costa County AB 109 Operations Plan (adopted by the Board of Supervisors in November 2012). For convenient reference, the AB 109 Operations Plan is attached.       Section 2.1.1: Principal Ideas that Guide Our Work, amended per direction of CCP 2/21/14, Page 2 of 5 West  County  Reentry  Resource  Center     The Center does not discriminate on the basis of race, culture, sexual orientation, gender, ethnicity, physical or mental ability, age, religion, or immigration status. 5. K EY P REMISES In order to achieve its mission, the Center will adhere to the following premises. a. The experience of incarceration, reentry, and successful reintegration unfold along a continuum involving time, place, readiness, and opportunity. Therefore, reentry planning and preparation should begin as early as possible after first contact with the criminal justice system, and support for returning residents and their families should be consistent, dependable, appropriate, and responsive throughout their journey to restoration. b. People have the best chance to build productive, satisfying lives if they can accurately identify what truly matters most to them, and if they can then develop effective and productive ways to accomplish those goals. c. Social services are valuable, effective, and efficient only if they are properly matched to the needs of each unique person; therefore, the Center’s work will be responsive to both gender identity and sexual orientation, family-inclusive, trauma-informed, culturally appropriate, and focused on understanding and responding to the needs of the clients. d. Communities are most effective when their members know, trust, and work with each other. Because the Center is a community within itself, Partners strive to undertake their work with clear commitment to maximizing the interdependence and synergy all of the Center’s stakeholders. So Partners agree to share information, develop common assessments of their individual and collective efforts, and speak candidly about opportunities for improvement. e. The Center’s work should strive to advance both opportunities and capacities for the people whom it is intended to serve. Therefore, the Center’s management and Partners should intentionally recruit and cultivate formerly incarcerated people to serve as volunteers, staff, committee members, and leaders at the Center. 6. S TATEMENT OF P URPOSE The Center has three primary purposes: a. To support clients in their efforts to build self-sufficient, satisfying, and positive lives; b. To leverage and maximize the impact of individual organizations that are working to support formerly incarcerated individuals; c. To foster the collective impact of all those entities and stakeholders (public, private, services, businesses, faith community, and individual residents) who are committed to       Section 2.1.1: Principal Ideas that Guide Our Work, amended per direction of CCP 2/21/14, Page 3 of 5 West  County  Reentry  Resource  Center     developing a safer, more equitable, and more sustainable West Contra Costa County by working intentionally and collaboratively to achieve common goals. 7. T HEORY OF C HANGE Positive outcomes for successful reentry and reintegration following incarceration are maximized when formerly incarcerated people, and their families, have access to an array of effective, responsive, appropriate, and integrated community-based services and resources that recognize and respond to each individual’s desires, motivations, and readiness. The Center recognizes that the reentry process occurs along a temporal continuum that can begin with the moment of first contact with the criminal justice system and can be considered complete when a formerly incarcerated person successfully reintegrates back into the community while establishing and sustaining positive relationships with family and community and developing practical self-sufficiency. The Center also recognizes that system stakeholders – public, private, community-based or established institutions – can better achieve their individual missions through intentional partnerships that advance shared goals. Therefore, the Center exists to serve as a central gathering place for learning, capacity- development, and ready access to information and services provided within a holistic system of care. By offering a visible point of entry and coordination, the Center will enhance the capacity and efficiency of service providers while reducing barriers, gaps, and redundancies for clients navigating the challenges of reentry. 8. C OLLECTIVE I MPACT The Center’s work reflects the principles of collective impact, as defined by the work of FSG Social Impact Partners.2 Now a concept commonly recognized in multiple sectors, “collective impact hinges on the idea that in order for organizations to create lasting solutions to social problems on a large-scale, they need to coordinate their efforts and work together around a clearly defined goal. The approach of collective impact is placed in contrast to ‘isolated impact,’ where organizations primarily work alone to solve social problems. Collective impact moves away from this, arguing that organizations should form cross-sector coalitions in order to make meaningful and sustainable progress on social issues.”3 As described by FSG, successful collective impact initiatives require the presence of administrative entity that provides “a dedicated staff separate from the participating                                                                                                                 2  John Kania and Mark Kramer, “Collective Impact,” Stanford Social Innovation Review, Winter 2011.   3  http://en.wikipedia.org/wiki/Collective_impact         Section 2.1.1: Principal Ideas that Guide Our Work, amended per direction of CCP 2/21/14, Page 4 of 5 West  County  Reentry  Resource  Center     organizations who can plan, manage, and support the initiative through ongoing facilitation, technology and communications support, data collection and reporting, and handling the myriad logistical and administrative details needed for the initiative to function smoothly” (Kania and Kramer, Winter 2011). For additional information about collective impact initiatives and the backbone functions that support them, see Section 4.3, “What is Collective Impact?” and Section 4.4, “Types of Backbone Entities.” As a collective impact initiative using a co-located, integrated service model, the Center’s formal Partners will be committed to striving toward common goals and to developing new indicators to measure the extent to which we reach these goals. Reflecting this commitment, Partners will participate in the development, implementation, and maintenance of a collective approach to the Center’s operations. To foster continuous quality improvement, the Center will advance the development and use of data-informed practices that assess and advance progress for individuals, for providers, and for the Center as a collective impact initiative. To achieve this goal, the Center will develop procedures to provide regular assessments of client satisfaction and outcomes; it will identify opportunities to foster data-informed practices throughout the Center’s work; and it will participate in regular evaluations of service quality and fidelity both at the Center and within the larger system of care. 9. O PERATING P RINCIPLES In their individual and organizational interactions with each other, Partners will act with integrity and fairness, remembering their shared commitment to accomplish a common mission: helping formerly incarcerated people and their families restore their lives. Respecting all who are invested in the Center’s impact, Partners will strive to achieve excellence in their work, continuing improving their effectiveness by ongoing learning and evaluation and by considering new ways to work together to advance their collective impact. Thus, the Center and its Partners will be committed to the use of evidence-based and best practices; will cultivate Center-wide programmatic capacities and approaches; and will maintain rigor in program fidelity. Cultivating an inclusive, affirming, patient, and open-minded community culture, Partners will encourage and respect all voices and points of view. 10. S USTAINABILITY As an entity committed to fostering maximum collective impact to support our community’s healing and progress, the Center will build a strong, sustainable foundation as an anchor       Section 2.1.1: Principal Ideas that Guide Our Work, amended per direction of CCP 2/21/14, Page 5 of 5 West  County  Reentry  Resource  Center     institution by leveraging existing resources, clearly measuring and disseminating the impact of our work, and improving efficiencies in the reentry landscape.       West  County  Reentry  Resource  Center     This page intentionally left blank.       Section 2.1.2: Key Center Characteristics, Page 1 of 4   West  County  Reentry  Resource  Center     K EY C ENTER C HARACTERISTICS 1. K EY C HARACTERISTICS OF THE W EST C OUNTY R EENTRY R ESOURCE C ENTER The West County Reentry Resource Center should demonstrate six key characteristics: Maximize Partnership • Support coordination, communication, and integration among partners • Foster flexible, responsive approaches in service partnerships Leverage Resources To Foster Sustainability • Develop clear commitments of time and staff for both CBOs and county agencies • “Share the wealth”: Use funding to fill gaps and leverage existing sources • Build a sustainable plan, with starting budget of $400K annually Fulfill Multiple Service Functions • Serve as an easily accessible, identifiable starting point for clients • Act as a storehouse of both resources and referrals • Develop a reentry navigation model • Strengthen pre- to post-release continuum for both clients and service partners Use Holistic Approaches • Be client- and family-focused: provide meaningful and engaging connections • Cultivate a restorative, non-punitive, non-blaming atmosphere • Remember the whole person in the whole context • Value and respond to diversity: of skills, experience, identity, needs, and desires Be Inclusive • Cultivate cultural competency through ongoing training for all partners • Cultivate peers at all levels of system; foster them as role models • Ensure that staffing is well balanced and high quality • Foster equal access for all involved in pre/post release (no skimming off the top) Emphasize Outcomes • Focus on achieving goals: short and long term for partners, the overall center, and clients • Highlight both individual and reciprocal accountability of both providers and clients • Foster client progress toward long-term sufficiency and liberty • Provide quality assurance and advance capacity for all partners 2. C ENTER’S P RIMARY F UNCTIONS1 Reflecting the community’s input in the ways that the Center can be of greatest benefit to individuals and the organizations intended to support them, the Center should fulfill the following primary functions: a. Provide both physical and virtual access: i. A physical location: A real place with a door                                                                                                                 1 See Section 2.8 for visual illustrations of the Center’s model and functions. Created in partnership with graphic facilitator Karen Perkins, these illustrations were developed and used during the project’s design phase to offer clear, accessible depictions of the Center’s purpose and service design.       Section 2.1.2: Key Center Characteristics, Page 2 of 4   West  County  Reentry  Resource  Center     ii. A 24-hour staffed phone line, as well as a website to offer service information iii. Some services to be available on a drop-in basis, some by appointment with specific staff, some on a rotating schedule b. Serve multiple reentry-involved populations: i. Stages: • People who are about to be released from incarceration • People who are immediately post-release • People who have been out of incarceration for extended periods of time ii. Status: • AB 109 and non-AB 109 • People under supervision by probation or parole • People not under supervision iii. Ages & genders: • Adult men and women (over 18) • Transition-aged youth (18-24) iv. Family members of all of the above c. Act as a first-stop intake site: i. Receive pre-release assessments provided by Sheriff or Probation ii. Conduct or coordinate intake and assessment (for people who are just out and also those who have been out) iii. Conduct or coordinate eligibility screenings (for various public benefits) iv. Conduct or coordinate triage to identify different levels of need: Urgent needs (food, medications, shelter), complex needs (dual diagnoses), specific/single needs (drivers license, Medi-Cal), long-term support needs (peer groups, NA/AA) d. Act as a service hub: i. Avoid developing services that would duplicate or displace services that exist in the community – instead, help better integrate and improve service delivery, whether delivered on-site or off-site ii. Support the development and use of structured in-reach connections between Partners and people getting ready to come home from jail or prison       Section 2.1.2: Key Center Characteristics, Page 3 of 4   West  County  Reentry  Resource  Center     iii. Provide access to integrated, co-located services and resources on-site (delivered by On-Site Partners) iv. Provide space for ongoing groups (peer support, etc.), defined and consistent workspaces for use by On-Site Partners, and coordination for rotating services (legal clinic, health care van, etc.) v. Schedule appointments for off-site services provided by defined partners (more than just referrals - Center staff would make appointments with off-site providers who are formal partners with the site) vi. Make referrals to other community providers and resources (those that are not formal partners with the site) e. Identify, provide, and coordinate different services for different levels of need: i. High need and complex, needing coordinated service team (probably a Multi- Disciplinary Team, or MDT) ii. Drop-in, relatively low urgency (such as benefits enrollment, meetings with probation officer) iii. Urgent/crisis (such as inability to access medications, imminent risk of housing loss) iv. Ongoing on a rotating schedule (support groups, legal clinic, health van, etc.) f. Immediately meet some urgent needs for people just being released: i. One-On-One Connection: The Center should work with its On-Site Partners to ensure that appropriate clients can be readily and consistently connected to a go-to contact, such as a navigator, mentor, Partner staff member, or multi-disciplinary team lead, using criteria to be developed by the Center and its appropriate partner(s). ii. Food: Some inventory of non-perishable items could be maintained on-site, for distribution to clients immediately post-release, using criteria to be developed by the Center and its appropriate partner(s). The Center should maintain up-to-date and accurate informational handouts to inform clients of existing food sources. iii. Medication: It is not assumed that the Center will stock or dispense medications on- site; however, the Center should establish a formal partnership agreement with one or more medical providers to expedite prescriptions for immediately post-release clients in urgent need of medication, using criteria to be developed by the Center and its appropriate partner(s). iv. Clothing: Some inventory of basic clothing items (hygiene supplies, underwear, socks) could be maintained on-site, for distribution to clients immediately post-       Section 2.1.2: Key Center Characteristics, Page 4 of 4   West  County  Reentry  Resource  Center     release, using criteria to be developed by the Center and its appropriate partner(s). The Center should maintain up-to-date and accurate informational handouts to inform clients of existing clothing sources. v. Bus vouchers: Some low-fare Clipper cards could be maintained on-site, for distribution to clients immediately post-release, using criteria to be developed by the Center and its appropriate partner(s). This resource could be developed in partnership with the Sheriff’s department and regional Parole offices. vi. Short-term beds: It is not assumed that the Center will provide or directly manage emergency or short-term housing; however, the Center should establish a formal partnership agreement with one or more housing providers to expedite access to shelter for immediately post-release clients, using criteria to be developed by the Center and its appropriate partner(s). g. Cultivate the use of navigators/allies/coaches: i. Foster one-on-one relationships to provide support ii. Foster training to encourage effective peer support h. Support the development of ongoing reentry support groups: i. Help foster and coordinate consistent, on-site support groups i. Encourage the development of “Reentry 101”: A client-focused, easy-to-use how-to guide to support individuals in their pre-release preparation and post-release navigation i. Disseminate information about reentry center and reentry resources ii. Support family readiness and reunification iii. Foster development and use of personal reentry/safety plans iv. Help people navigate the “cultural” shift of the transition from incarceration to community j. Advance the capacity and integration of service sectors (public & private): i. Serve as a go-to source to coordinate and conduct trainings county-wide ii. Serve as a common table to develop shared practices (assessment forms, baseline intake forms, data sharing) iii. Serve as a common table to develop shared approaches (evidence-based practices, common intake, assessment, and evaluations)     Section 2.1.3: Governance and Administration, Page 1 of 9 West  County  Reentry  Resource  Center     G OVERNANCE AND A DMINISTRATION 1. E XECUTIVE S UMMARY a. Collective Impact The governance, management, and operations of the West County Reentry Resource Center (the Center) will reflect the principles of collective impact. For additional information about collective impact initiatives and the backbone functions that support them, see Section 4.3, “What is Collective Impact?” and Section 4.4, “Types of Backbone Entities.” Acting as a backbone fostering the collective impact of all of the Center’s partners, the Center’s Executive Director and administrative staff should fulfill the following six backbone functions: i) Guide vision and strategy; ii) Support aligned activities; iii) Establish shared measurement practices; iv) Build public will; v) Advance policy; vi) Mobilize funding. The Center’s core budget should not be used to pay for services; rather, the Center’s partners will provide on-site program & service staff and resources as in-kind contributions, with the Center’s core budget dedicated to underwriting the costs of the Center’s backbone functions, occupancy, and infrastructure. b. Governance i) Host: The Center will be operated by a host organization (the Host), which serves as the institutional sponsor for the Center. As the entity legally responsible for the Center’s operations, the Host will be the entity of record for the Center’s grants and contracts and will be the employer of record for the Center’s director and direct staff. The Host should have demonstrated capacity in the following areas: • Programs and operations infrastructure and management; • Managing multi-stakeholder initiatives; • Understanding and appreciation of collective impact model; • Community engagement.     Section 2.1.3: Governance and Administration, Page 2 of 9 West  County  Reentry  Resource  Center     ii) Steering Committee: A Center Steering Committee (CSC) will develop policies; provide oversight and outreach; support fundraising; and support the Center’s organizational Center Host/site management staff. The CSC may form additional standing or ad hoc committees, as it deems appropriate. iii) Executive Director: The Center’s day-to-day operations shall be conducted under the direction of an Executive Director, who will report to the Center Steering Committee. The Executive Director will hire, fire, manage, and evaluate the Center’s administrative staffing. iv) On-Site Partners: The majority of the Center’s services will be provided by On- Site Partner organizations that dedicate staff and other resources to operate on-site at the Center. Reflecting the Center’s co-located, collaborative, integrated service approach, all On-Site Partners will enter into Memoranda of Understanding with the Center to detail the expectations and responsibilities to which all On-Site Partners agree. The Center will also develop Operational Agreements detailing the specific roles and responsibilities governing each On-Site Partner’s activities and services. v) Administration: Providing backbone functions, the Center’s administrative management will recognize and fulfill two primary responsibilities: i) Serve as the outward-facing embodiment of, ambassador for, and liaison to the Center, and ii) Serve as the inward-facing operational and administrative management of the Center and of its partners, responsible for the development and implementation of an integrated, collaborative, and effective service plan. 2. G OVERNANCE R ESPONSIBILITIES: H OST a. Fiduciary: The Host provides fiduciary and legal oversight for the Center, including: i) Ensure legal and ethical integrity and maintains accountability ii) Ensure compliance with all laws and regulations iii) Track the Center budget, hire audit firm, ensure proper financial and HR policies and procedures are in place iv) Approve conflict of interest and whistleblower policies v) Serve as employer of record for Center staff vi) Manage all required reporting to state and local taxing authorities b. Backbone: Acting as a backbone entity, the Host’s responsibilities include the following: i) Maintain Center’s integrity, value, mission     Section 2.1.3: Governance and Administration, Page 3 of 9 West  County  Reentry  Resource  Center     ii) Manage all aspects of Center operations • Implement and monitor service model and activities • Manage site facilities and infrastructure • Manage data collection, sharing, and evaluation practices and systems • Develop Center policies and procedures • Manage partner relationships iii) Manage collaboration and coordination of all Center stakeholders and activities • Facilitate partnership meetings • Provide conflict resolution among partners iv) Implement communication and marketing activities, in collaboration with Center Steering Committee • Serve as primary representative and spokesperson for the Center • Develop and implement community engagement strategies and activities • Design and implement client outreach strategies and activities • Carry out advocacy activities, as appropriate to the Center v) Participate in and support fundraising efforts as developed by the Steering Committee 3. G OVERNANCE R ESPONSIBILITIES: C ENTER S TEERING C OMMITTEE An 11-person Center Steering Committee (CSC) will govern the Center. The CSC membership will reflect a broad cross-section of experience and expertise from across the West Contra Costa community. The CSC is specifically intended to include members who have been incarcerated and people whose family members have been incarcerated. All members of the CSC must be adults (age 18 and over). a. Composition of the Center Steering Committee: The 11-member CSC will comprise the following members: i) Three senior representatives from county agencies: • One representative from the Community Corrections Partnership Executive Committee, representing a public safety agency (Sheriff, District Attorney, Public Defender, Police Chiefs, or Probation)     Section 2.1.3: Governance and Administration, Page 4 of 9 West  County  Reentry  Resource  Center     • One representative from the Community Corrections Partnership Executive Committee, representing a health/behavioral health agency (Homelessness, Alcohol or Other Drugs, Mental Health, or Health Services) • A representative from the office of the region’s County Supervisor ii) Three senior representatives from community-based organizations that provide services to the reentry population. Representatives from these community-based organizations are not required to be operating as On-Site partners. Community- based organizations must: (a) Be a 501c3 (with current registration by the IRS) or a fiscally sponsored project of a current registration by the IRS; (b) Inform, advise, and support the advancement of the Center’s mission, vision, values, and methods; (c) Provide specific input and expertise to maximize the Center’s value and impact in the larger reentry landscape; (d) Possess relevant experience and expertise to assess, discuss, and advance the Center’s work; (e) Serve as ambassadors to the larger community; (f) Appoint as their official representative a senior staffer who is authorized to make decisions, commit resources, and commit to changes or decisions related to their own organizational policies, practices, or the delivery of services, as appropriate. iii) Three community representatives Community representatives are not required to be formally affiliated with or employed by any organization. Community representatives must: (a) Live, worship, or go to school in West Contra Costa County; (b) Agree to serve as individuals advocating for and providing insight about the needs, interests, and desires of the community as a whole; (c) Inform, advise, and support the advancement of the Center’s mission, vision, values, and methods; (d) Highlight community interests and concerns as they relate to the Center; (e) Serve as ambassadors to the larger community. iv) One representative from the Contra Costa County CCP Community Advisory Board (CAB)     Section 2.1.3: Governance and Administration, Page 5 of 9 West  County  Reentry  Resource  Center     CAB shall select a CAB member in good standing as its representative to the CSC. When a member leaves the CAB (for whatever reason), the CAB will appoint a new representative. The CAB representative must: • Serve as liaison between the CSC and the CAB, supporting ongoing coordination and information-sharing; • Inform, advise, and support the advancement of the Center’s mission, vision, values, and methods; • Support the identification and implementation of opportunities for collaboration, shared policy development, and collective advocacy to advance common interests identified by the CAB and the CSC; • Provide updates to the CAB about the work of the CSC, and updates to the CSC about the work of the CAB. v) One senior representative from the office of the County Reentry Coordinator, who will: • Inform, advise, and support the advancement of the Center’s mission, vision, values, and methods; • Support the identification and implementation of opportunities for collaboration, shared policy development, and collective impact regarding reentry-related issues across the county. vi) In addition to these 11 members, the Center’s Executive Director will serve as a non-voting member of this body. The Center’s Executive Director does not serve as staff the Steering Committee but may assign a Center administrative staff member to support the Committee’s work. b. Center Steering Committee: Responsibilities The Center Steering Committee (CSC) serves as the guardian and steward for the Center’s mission and is responsible for supporting the Center and its Executive Director, maintaining financial stability, and ensuring impact. The CSC shall be responsible for the following: i) Develop and sustain program mission, vision, and values ii) Set and uphold policies (including setting criteria for onsite and offsite services, support staff as needed to resolve partner issues) iii) Hire, fire, and evaluate the Executive Director iv) Support Executive Director and staff in fulfilling project goals     Section 2.1.3: Governance and Administration, Page 6 of 9 West  County  Reentry  Resource  Center     v) Participate in short and long term planning while ensuring participant input vi) Approve annual project budget vii) Assist with fundraising viii) Provide input into program development, quality review, integration, and evaluation ix) Serve as ambassadors to partners and the community at large x) Assist with community education, engagement, and inclusion xi) No fewer than four members of the CSC will serve on the County’s initial selection panel for the Center’s Host and will provide annual assessment of the Host/Center partnership. c. Center Steering Committee: Officers i) The CSC officers consist of the Chair and Vice Chair. • The Chair shall facilitate CSC meetings, develop and distribute agendas in coordination with the Executive Director, and convene any workgroups or committees. The Chair shall also fulfill all responsibilities designated by the Host, including signing personnel-related documents and forms for Executive Director oversight; reviewing financial statements at least annually; and meeting with the Executive Director and Host executive at least annually. • The Vice Chair shall act for the Chair in his/her absence. • Each officer will be elected in the first meeting of the calendar year and serve one-year term. d. Center Steering Committee: Terms of Service & Termination i) The CSC must ratify all CSC candidates recommended for appointment. ii) CSC members will be appointed for 2-year terms, with one renewal allowed, for a total of four continuous years. iii) Mid-term appointees will be allowed to complete their initial term of service and then sit for a maximum of two, 2-year terms. iv) At the conclusion of an appointee’s term, the CSC is responsible for recruiting, vetting, and appointing a new member to fill the seat. v) A CSC member shall be relieved of all duties and terminated from the CSC under the following circumstances: three or more absences in a year, actions or conduct detrimental to the CSC project, or resignation.     Section 2.1.3: Governance and Administration, Page 7 of 9 West  County  Reentry  Resource  Center     vi) The CSC shall meet no less than four times a year and shall adjust the meeting schedule, increasing or decreasing meeting frequency as necessary to complete the goals and objectives before the CSC. e. Center Steering Committee: Decision-Making i) It is the preference of the CSC to make decisions using a consensus model whenever possible. ii) In the absence of clear consensus, the CSC defaults to a simple majority for most decisions. iii) A super majority of 2/3 vote is required for the following decisions: • Change of CSC membership composition; • Selection of CSC members; • Any change to the governance structures or all-partner MOU. iv) A quorum shall consist of a majority of seated members. 4. A DDITIONAL C OMMITTEES Additional committees shall be formed as necessary in order to facilitate the efficient completion of various goals and objectives of the CSC. Committees may be permanent or ad hoc as determined by the CSC. The CSC may choose to form and seat the following committees, among others: a. Governance Subcommittee: The Governance Committee would be responsible for preparing and updating governance documents, including MOU's; reviewing governance policies and advising staff and the CSC; and recruiting, nominating and orienting new board members. b. Resource Development Subcommittee: The Resource Development Committee would be responsible for overseeing and supporting all fundraising efforts related to the project including capital campaign, ongoing operations funding, marketing and outreach strategy, and a fundraising plan. The Resource Development Committee shall be ongoing, comprised of CSC members, community champions, key business partners, and led by a Board member at all times. c. Partnership & Service Committee: Membership in the Partnership & Service Committee (P&S) would be mandatory for all On-Site Partners, and would be open to additional organizational stakeholders that do not operate on-site but that serve West Contra Costa.     Section 2.1.3: Governance and Administration, Page 8 of 9 West  County  Reentry  Resource  Center     The purpose of the P&S Committee would be to provide an open and consistent forum in which to identify and address issues of partnership, service plan and integration, fundraising opportunities, community needs, and any other issues affecting the Center. The P&S Committee would serve to advise the Center Steering Committee. The P&S Committee would not have a formal vote in the Center’s operations. The P&S Committee would meet regularly, with meetings devoted on an alternating basis to service-related issues and to operational or partnership-management issues. The P&S Committee would serve to advise the Center Steering Committee. The P&S Committee would not have a formal vote in the Center’s operations. To join the P&S Committee, a non-partner organization would complete an indication of interest and commitment form for consideration and approval/rejection by the CSC. Members of the P&S Committee would: i) Agree to participate in the P&S Committee for at least one year; ii) Appoint an authorized decision-maker as their formal representative; iii) Respect and support the mission, vision, and values of the Center; iv) Agree to participate in the P&S Committee for at least one year. d. Technical Advisory Committee The purpose of the Technical Advisory Committee (TAC) would be to provide focused input from formerly incarcerated people, survivors of crime, and the family members of the incarcerated, formerly incarcerated, or victims. The TAC would meet regularly to provide input on the Center’s work. The TAC would serve to advise the Center Steering Committee. The TAC would not have a formal vote in the Center’s operations. To join the TAC, an individual would complete an indication of interest and commitment form for consideration and approval/rejection by the CSC. Members of the TAC would: i) Live, worship, or go to school in West Contra Costa County; ii) Inform, advise, and support the advancement of the Center’s mission, vision, values, and methods; iii) Agree to advocate for and provide insight about the needs, interests, and desires of people most immediately affected by crime, incarceration, and reentry in West Contra Costa County; iv) Highlight community interests and concerns as they relate to the Center;     Section 2.1.3: Governance and Administration, Page 9 of 9 West  County  Reentry  Resource  Center     v) Serve as ambassadors to the people most immediately affected by crime, incarceration, and reentry in West Contra Costa County; vi) Agree to participate in the TAC for at least one year.       West  County  Reentry  Resource  Center     This page intentionally left blank.     Section 2.2.1: Service Model and Plan, Page 1 of 7 West  County  Reentry  Resource  Center     S ERVICE M ODEL AND P LAN 1. A C ENTRALIZED P OINT OF E NTRY S UPPORTING AN I NTEGRATED S YSTEM OF C ARE The West County Reentry Resource Center (the Center) is designed to serve as a beacon of hope, opportunity, and continuing progress to support reentering or formerly incarcerated West County residents and their families in their efforts to forge positive futures. The Center is intended to serve as a resource for all reentering or formerly incarcerated men and women (age 18 and over) who live in or are returning to West Contra Costa County, as well as for their families who are preparing for or are involved with a family member’s reentry or reintegration. The Center’s clients may include people under any form of supervision by Probation or Parole, as well as those who are not under supervision. It is not limited to a particular sub-category, such as AB 109 probationers. The Center is equally open to all reentering or formerly incarcerated clients, and their families, regardless of race, culture, sexual orientation, gender, ethnicity, physical or mental ability, age, religion, criminal justice status, or immigration status. As a collective impact initiative1 that is using a co-located, integrated service model to support multiple stakeholders in developing and achieving shared goals, the Center will help advance efficiency and efficacy within the landscape of reentry services by aligning efforts, avoiding duplication, closing gaps, and advancing collective capacity. For additional information about collective impact initiatives and the backbone functions that support them, see Section 4.3, “What is Collective Impact?” and Section 4.4, “Types of Backbone Entities.” As has been demonstrated in other co-located, integrated service partnership models (such as the West County Family Justice Center and the SparkPoint Centers), when existing service stakeholders are gathered into a centralized site that provides intentionally selected and integrated services, clients face fewer barriers, more effectively identify and utilize services, and demonstrate stronger outcomes than in the usual dispersed-service model.2 Reflecting this documented best practice, and advancing a “no wrong door” approach to the West County reentry system of care, the Center will act as a visible focal point to gather, coordinate, and disseminate information, resources, and referrals. The Center will work with partners to develop shared or coordinated intake, assessment, referral, and data-management policies and practices.                                                                                                                 1 Additional information about the collective impact model can be found at  fsg.org/OurApproach/Overview.aspx 2 For more information on the SparkPoint model of integrated services, see Section 4.5, “What Is a SparkPoint Center?“     Section 2.2.1: Service Model and Plan, Page 2 of 7 West  County  Reentry  Resource  Center     Committed to the principles of jail-to-community model,3 the Center recognizes that transition out of incarceration and into the community is the sole responsibility of neither the detention system nor of community-based organizations. Given that many of the people who exit jail or prison are already involved with multiple social service and criminal justice agencies, effective transition strategies rely on collective ownership, intentional collaboration, and integrated activities among partners.4 For additional information on the jail-to-community model, see the Section 4.6, “The Transition from Jail to Community Initiative.” It is anticipated that the Center will begin operating as a pilot project, developing and testing its service model, partnerships, policies and procedures, and infrastructure before attempting to scale up to full operations. At scale, the Center is intended to operate on extended hours, including evening and weekends, supported by an after-hours staffed phone line and a user-friendly website/social media portals to provide access to accurate, up-to-date information and resources. 2. A DMINISTRATIVE M ANAGEMENT A full-time, four-person administrative team will manage the Center’s core operations while fulfilling the “backbone” functions necessary to collective impact initiatives. The administrative team will consist of the Executive Director (1 FTE); the Operations and Services Manager (1 FTE); the Registration, Intake, and Data Administrator (1 FTE); and an Administrative Assistant (1 FTE). Note: Job descriptions for the first three of positions have been developed and are included as part of the overall implementation planning packet. a. The Center’s Executive Director (Director) is responsible for all elements of the Center’s management and development. Reporting to and supported by the Steering Committee, the Director is responsible for strategic development and implementation, budget management and reporting, fundraising and public relations, staff and partnership management and development, and infrastructure and operational management. b. The Center’s Operations and Services Manager (Manager) will be responsible for the daily operations of the Center’s services and activities. The Manager will ensure the smooth and effective integration and delivery of appropriate services by Center partners, Center staff, and volunteers. c. The Registration, Intake & Data Administrator (Data Administrator) will serve as the first point of contact for both clients and referring partners. He/she will conduct initial intake                                                                                                                 3 Urban League and National Institute of Corrections, The Transition from Jail to Community Initiative, April 2009, retrieved from http://www.urban.org/projects/tjc/upload/TJC-Initiative-Overview.pdf.   4 More information about the national Jail to Community Initiative, along with evaluations, assessment toolkits, and case management strategies, can be found at http://www.urban.org/projects/tjc/Toolkit/     Section 2.2.1: Service Model and Plan, Page 3 of 7 West  County  Reentry  Resource  Center     and registration. Serving as the information hub for receiving and coordinating all client-related information, the Administrator will provide initial triage. Based on the client’s intake information, the Administrator will identify which Center Partner will serve as the client’s primary service contact, and will provide the client’s internal referral to the appropriate Center Partner. d. The Administrative Assistant (Admin) will provide administrative support to the Center’s staff, staff the registration desk as needed, support data entry and data management, and manage ordinary administrative duties to support the Center’s work. 3. S ERVICE A PPROACH a. Organizational Service Providers Developed in partnership with a broad array of stakeholders and systems representatives during the Center’s planning process, the following array of on-site service types and availability were identified as of primary importance to meet client needs and leverage providers’ impact. Taken together, this service array represents approximately 5 full-time-equivalent (FTE) positions providing housing, employment & job coaching, benefits enrollment, civil legal services, behavioral health (mental health and substance abuse) services, health access and health enrollment, mentorship, support groups, and family support services. It is recommended that the Center strive to identify and collaborate with all public agencies that serve the Center’s client populations, as well as with community-based organizations that are county-contracted or grant-supported to serve these people, in order to foster coordination, service integration, and information-sharing among all appropriate stakeholders to strengthen the jail-to-community system of care. It is also worth noting that some grant-funded services may, by terms of the funding, be restricted to serving specific sub-categories of individuals. The Center staff will work with the Center Partners to identify such restrictions and to embed eligibility information into the intake process. b. Navigators In addition to the Center’s staff and organizational Center Partners, the Center will work with its Partners to develop and implement a Navigator program of volunteers trained and supervised by the Center staff or a Center Partner. These Navigators will be paired as a source for one-on-one primary support for identified individuals who are in particular need of this support and who are willing to engage with Navigators. c. Multi-Disciplinary Teams Recognizing that a portion of the Center’s clients will present complex needs, the Center will support Center Partners and other service providers to convene a Multi-Disciplinary Teams (MDT) to serve each such client.     Section 2.2.1: Service Model and Plan, Page 4 of 7 West  County  Reentry  Resource  Center     There are different types of multidisciplinary teams, but all involve representatives of multiple disciplines working together to improve service approaches for people with complex and challenging needs.5 4. S ERVICE A RRAY (PROPOSED) Reflecting the desires identified through the Center’s participatory design process, the following grid indicates the array of services and accessibility that are proposed as the core elements of the Center’s service array. Individual Client Services Service Area Services Provider Frequency Probation Appointment & drop-in Probation department Daily, .4 FTE Housing Housing referral, eviction prevention, shelter bed referrals County and CBO contractors Daily, .4 FTE Employment Career coaching, vocational assessments County and CBO contractors Daily, .4 FTE Employment Business services manager, job developer County and CBO contractors 2-3x/wk, .2 FTE Public Benefits Benefits screening and enrollment, including CDL, GA, SSI, financial aid, food stamps, Veterans Affairs, public housing County Behavioral Health (benefits specialists) and CBO contractors Daily, .5 FTE Legal Services Tenants and employment rights and advocacy, Clean Slate, civil family matters (child support, custody) CBO contractors 2-3x/wk, .2 FTE Behavioral Health AOD and MH assessments & referrals County Behavioral Health (AOD and Mental Health) Daily, .4 FTE Health Care/Access Health Conductors and Promatoras County and CBO contractors Daily, .4 FTE Health Insurance ACA Enrollment Specialist CBO Enrollment Entities Daily, .4 FTE Mentors Meet with clients CBO contractors Daily, .4 FTE Navigators Serve as primary one-on-one support contact for identified clients Volunteers to be recruited, trained and managed by Center staff or subcontractor One-on-one connections on- site or in community                                                                                                                 5 As an example of MDTs in practice, an extensive report on the use of Multi-Disciplinary Teams to address elder abuse in Sonoma County can be retrieved at http://www.centeronelderabuse.org/docs/A-Collaborative-Approach- to-Multidisciplinary-Teams-in-Sonoma-County.092812.pdf     Section 2.2.1: Service Model and Plan, Page 5 of 7 West  County  Reentry  Resource  Center     Group Services CBT groups Thinking for Change, CBT-based programs Probation 1/wk Peer support Support groups for formerly incarcerated people, for families of formerly incarcerated people, for families of people about to be released CBO contractor 3-4/week Family support Family-group services and parenting classes to support post-release family stability CBO contractor 1-2/week Additional Resources To meet the needs of a small subpopulation of people (determined by a set of specific criteria, such as for someone who has just been released from prison or jail after an extended term of incarceration and who has complex needs and no established action plan, the Center plans to stock a small quantity of non-perishable foods, a small inventory of basic clothing such as socks and gloves, small-value bus passes, and local maps. For this sub-population, the Center should develop agreements with the County Homeless Program and emergency shelter CBOs to prioritize short-term beds. In addition, local CBOs may represent opportunities to use the Center as an efficient and appropriate site for additional services, which should be explored and developed. For example, Urban Tilth has expressed interest in using the Center as a site for semi-monthly distribution of very low-cost, fresh, local produce through their Community Supported Agriculture program. During a focus group of representative service and systems stakeholders in October 2013, organizational stakeholders were provided the opportunity to indicate their interests in how to engage with the Center; see Section 2.2.2, Organizational Indications of Interest sheet for additional information. It should be noted that this sheet represents only indications of interest (not formal commitments), and that it includes information only from the entities that participated in the focus group. 5. Opportunities to Gather Information about Collective Client N eeds The Center provides a clear mechanism to foster ongoing learning about collective client needs, provide early identification of and intervention for high-need and rapid-recycling clients, and identify opportunities for systems improvement. (For a case study illuminating and calculating the costly cycle of rapid-cycling consumers of public services, see Section 4.7, “Million-Dollar Murray,” by Malcolm Gladwell.) To cite just two examples by which the Center could help identify opportunities for targeted identification and intervention: a. The Center could develop partnerships with the Release Sergeants at the detention facilities to help identify individuals who frequently cycle in and out of the jails. It is well     Section 2.2.1: Service Model and Plan, Page 6 of 7 West  County  Reentry  Resource  Center     recognized that a small number of people constitute disproportionately high consumers of costly public resources, including jails and the public mental health system.6 Consistent with privacy rules and consumer consent requirements, the Release Sergeants could identify and inform the Center’s staff when such an individual is being prepared for release, so as to initiate an active referral to the Center, which could then convene a multidisciplinary team (MDT), and/or assign a Navigator, to support a coordinated and rapid-response plan of connection and care. b. For people who have just been released from incarceration, the Center could use the intake process to help identify patterns and trends that may relate to client needs or outcomes. For example, intake could gather information about their jail-to-community transition experience, including questions such as the following: i) What time of day and what day of the week were you released? ii) Shortly before your release, did someone help you develop a post-release placement plan? iii) Shortly before your release, were you able to communicate with your family member or other supportive person to help you plan for your transition? iv) Were you surprised to find out that you were being released? v) Where did you think you were going to spend your first night? vi) Where did you actually spend your first night? 6. New Opportunities to Strengthen Partnership and Service Quality The Center also provides opportunities to advance the capacity and excellence for both individual providers and the local service sector as a whole, a desire that was illuminated and amplified during the Center’s planning phase. a. Training and Capacity-Building To these ends, the Center will work with service providers and the County Reentry Coordinator to identify training- and capacity-building needs and opportunities, and can serve as a delivery site for such trainings. This is consistent with the Center’s role as a backbone entity to advance collective impact. b. Partnership Development The Center also provides opportunities to advance meaningful and effective partnerships among service providers, both public and private.                                                                                                                 6       Section 2.2.1: Service Model and Plan, Page 7 of 7 West  County  Reentry  Resource  Center     In April 2012, West County stakeholders participated in a collaborative planning process to develop proposals for services funded under AB 109. During this process, participants identified and illuminated what came to be called the “Four Big Ideas to Strengthen Partnership,” as follows: i) Deepen organizational relationships: Grow knowledge of one another (what each organization does and does well) and strengthen meaningful ongoing contact with one another. ii) Capacity building/Quality improvement: Increase the capacity of all organizations and their staff to do their work well so that we improve the quality of partnerships and inter-organizational reliability. iii) Improve Referrals: Develop good/best practices for referrals; define policies and practices that make for good referrals. iv) Data gathering and sharing: Develop agreements for basic data-gathering and sharing to advance individual and collective impact. The Center has the opportunity to form and regularly convene a Partners and Services Committee (see Section 2.1.3, Governance and Administration). In addition, see Section 2.2.3, “Four Big Ideas to Strengthen Service Partnerships,” an indications of interest form that could be solicited among Center Partners to support the formation of a dedicated work group to advance partnership quality and standards. The Partners and Services Committee could work with the County Reentry Coordinator and appropriate consultants (including the County’s contracted data and evaluation consultant) to advance partnership improvement efforts.       West  County  Reentry  Resource  Center     This page intentionally left blank. West  County  Reentry  Resource  Center:  Organizational Indications  of  Interest October  11,  2013 Section  2.2.2:  Organizational  Indications  of  Interest,  Page  1 Sector Department Name Potential Activity State CDCR/State Parole Deborah Johnson Assuming that this is only open to AB109 population, expand to state parolees; develop a joint contract CDCR/State Parole Shawn Key Have staff at the facility to help facilitate the parolee to different services once released to the community County Supervisor Gioia's Office Terrance Cheung Provide ongoing advocacy and support County Administrator's Office Lara DeLaney Administrative oversight, evaluation of host and provider effectiveness County District Attorney's Office Tom Kensok Prosecutors can make interaction a condition of probation County EHSD/Adult Services John Cottrell, Anne Struthers Have staff person on site and coordinate services/benefits; e.g. food stamps, general assistance County EHSD/General Assistance Maria Hernandez Facilitate access to services (Cash aid $) by providing eligibility information requirements and application process County Homeless Program Lavonna Martin Develop shelter capacity to meet additional need County Alcohol & Other Drugs (AOD)Curtis Christie AOD and DDX Assessment referral, data and reports, panel review membership. County Reentry Coordinator Jessie Warner Coordination implementation and issue resolution County Work Force Development Stephen Baiter Possible site host for next phase and/or referral partner County Probation Todd Billeci Assist as able, use Center as referrals and as meeting spot with clients West  County  Reentry  Resource  Center:  Organizational Indications  of  Interest October  11,  2013 Section  2.2.2:  Organizational  Indications  of  Interest,  Page  2 Sector Department Name Potential Activity County Forensic Mental Health Tieaesha Gaines Provide groups that address recidivism and increase life skills ; I.e., anger management, PTSD Groups. Sheriff's Office Jeff Nelson & Chrystine Zermeño Provide clear, reliable access point with whom to communicate regarding potential clients pre release; assist with pre release efforts in jails City Richmond Police Department Chris Magnus Role #1: Address immediate safety/security needs at site; police can serve as protectors/enforcers Richmond Police Department Chris Magnus Role #2: Make quality/informed referrals to Center; Police can serve as "helpers" and service partners CBOs SHELTER Inc. Jennifer Baha Have a housing case manager on site 5 days/week Neighborhood House of North Richmond Lloyd Madden Possibly serve as a One Stop location, provide on site housing, provide outside housing (St. James Hotel) Bay Area Legal Aid Susun Kim & Adam Poe Have Bay Legal attorneys there once/week; or more; and by appointment Community Clinic Consortium Alvaro Fuentes Provide access to health care; enroll services, provide primary care Rubicon Programs Jane Fischberg Have assessment intake person on site X number of hours per work for Rubicon Financial Opportunity Center (which includes AB109 employment services) Rubicon Programs Jane Fischberg Assist as able     Section 2.2.3: Four Big Ideas about Partnership, Page 1 of 1 West  County  Reentry  Resource  Center     F OUR B IG I DEAS TO S TRENGTHEN S ERVICE P ARTNERSHIPS (INDICATIONS OF I NTEREST) Are you interested in being part of a team at the West County Reentry Resource Center working to help improve our partnerships in West Contra Costa County reentry services? If so, let us know! Yes, I’d like to work on the following aspects of good service partnership: i) ☐ Deepen organizational relationships: Grow knowledge of one another (what each organization does and does well) and strengthen meaningful ongoing contact with one another. ii) ☐ Capacity building/Quality improvement: Increase the capacity of all organizations and their staff to do their work well so that we improve the quality of partnerships and inter-organizational reliability. iii) ☐ Improve Referrals: Develop good/best practices for referrals; define policies and practices that make for good referrals. iv) ☐ Data gathering and sharing: Develop agreements for basic data-gathering and sharing to advance individual and collective impact. Contact information: • Name: • Organizational Affiliation: • Title: • Email address: • Phone number:       West  County  Reentry  Resource  Center     This page intentionally left blank.         Section 2.3: Building and Facilities Summary Criteria, Page 1 of 6 West  County  Reentry  Resource  Center     B UILDING AND F ACILITIES: S UMMARY C RITERIA FOR F UNCTIONS AND L OCATION 1. Physical Environment a. Reflecting the values and mission of the Center, the physical space should be welcoming, non-institutional, healing, and calming. b. The Center’s physical environment should provide opportunities for partners and clients to engage with the arts, both as observers and as art-makers. Artistic depictions and creations should reflect the Center’s clients, their cultures and traditions, and their experiences. i. As observers: The Center should develop rotating displays of visual, literary arts and cultural artifacts (lent by Richmond Art Center, NIAD, Richmond Writes! or others). Specific examples could include the display or presentation of local cultural artifacts, murals, mosaics, paintings, music, dance, photography, poetry, spoken word, and video. ii. As art-makers: The Center should build participatory arts opportunities into the physical environment and program structures: mechanisms could include dry-erase walls; paper and arts supplies; and easily accessible arts materials and activities (both impromptu and structured) as opportunities for self-expression and healing. Such programming could be developed in partnership with community-based arts organizations and initiatives, or be developed by Center staff and Center Partners. c. The Center should offer soothing stimulus for the senses: i. The space should cultivate the use of soothing and pleasant environmental stimulus: bubbling water, calming music, welcoming (non-institutional) colors, comfortable seating and flooring, and natural elements. ii. The space should also have acoustic elements that help reduce cacophony, and it should provide small, soothing items that can be held or used by clients and staff. 2. Facilities-Related Safety and Behavioral Policies a. Because the Center will serve a wide array of people with diverse histories of criminal justice involvement, it will be important for the Center to develop methods to mitigate the risks that can emerge when high-criminality and low-criminality populations come into contact with each other. In particular, it will be important to develop policies and practices that help prevent either victimization or criminal “grooming” of those who may be vulnerable. b. While safety for all (staff and clients) is essential, the Center is committed to achieving safety while maintaining a welcoming, warm, de-traumatizing environment. In addition,         Section 2.3: Building and Facilities Summary Criteria, Page 2 of 6 West  County  Reentry  Resource  Center     research shows that explicit physical safety mechanisms can actually provoke or increase aggressive and confrontational behaviors. As a result, and reflecting its values, the Center should develop policies and practices that foster positive behaviors while minimizing the need for visible methods of surveillance or deterrence such as intrusive cameras, metal detectors, protective glass barriers, or locked front doors. c. The Center should develop and train staff in the use of an all-Center notification system, such as crisis buzzers, codes that can be used over a public address system, or all- Center phone notification. d. The Center’s physical design and staffing plan should ensure that a staffed reception/registration desk is the first point of contact for people entering the Center. Registration staff should be trained in policies and procedures to establish positive initial interactions, recognize and appropriately respond to the client’s current behavioral status, identify the purpose for the client’s visit, and identify any interventions or resources necessary to address a client who is in distress, apparently under the influence, or decompensated. e. Although the Center will operate with a harm-reduction approach that strives to meet each client at his/her state of readiness, the Center should develop clear behavioral expectations and consequences (language, harassment, intoxication, threatening, loitering, encroaching) using strategies to encourage positive behaviors and to mitigate negative or destructive behaviors. The intake and registration process should provide both written and oral information about the Center’s behavioral policies and expectations. (For an example of a client-focused behavioral guideline, see Section 4.11, “House Agreements” from the RYSE Center.) f. Because the Center will gather and maintain legally protected client information, the Center must develop and maintain capacity to protect such information in accordance with all legal regulations. 3. Functional Considerations To support the activities identified in the Center Service Plan, the site should provide four kinds of functional spaces, as described in this section. The Center’s spatial delineation should be designed to clarify the distinct site functions. The Center should employ at least visual delineators to define public areas as distinct from private spaces, and should use physical barriers (doors, locked equipment) to maintain distinctions between public/private and restricted spaces.         Section 2.3: Building and Facilities Summary Criteria, Page 3 of 6 West  County  Reentry  Resource  Center     a. Public spaces: i. The public space (entryway, registration area, waiting rooms, bathrooms) should be welcoming and without use of visible deterrents such as security cameras, warning signs, safety barriers or glass, or buzz-only entrances. ii. Safety for all should be fostered through Center policies and staff training to encourage pro-social behaviors by clients, staff and Partners (including the use of respectful language and attitudes), de-escalation strategies and cooperative conflict resolution, and protocols for emergency management. iii. The intake and registration process should include mechanisms to identify any client who is a registered sex offender, who is subject to a restraining order, or who is under a warrant. Such mechanisms are intended to enhance safety for all at the Center, including the client, who may otherwise be at risk of violating terms and conditions, even unknowingly. b. Private spaces are those areas accessible to clients only when escorted by or in the presence of a staff member, for a specific purpose/meeting. i. Private spaces for program services: • Private space would provide group meeting rooms and one-on-one offices or work spaces, including spaces that are family-friendly • Private space should include an identified and relatively contained triage area, where safety resources are more robust and where a small team could assess and respond to anyone in crisis. • At least some of the dedicated program spaces should be family-friendly, with child-friendly furnishings and materials readily available. ii. Private spaces/work spaces for providers: • These would include individual offices, shared open workspaces, or cubicles. • Some workspaces will be dedicated to permanent staff; some would be shared (scheduled among part-time partners); and some would be available on drop-in basis for occasional on-site work. • All workspaces should be appropriately equipped, with office chairs, phones, computers, Internet access, office supplies, Wi-Fi login/password info, telephone extensions, staff names/roles, and guidelines for emergency procedures.         Section 2.3: Building and Facilities Summary Criteria, Page 4 of 6 West  County  Reentry  Resource  Center     c. Restricted spaces are accessible only by staff/partners i. Locked records, secure space for staff belongings, staff break room, administrative offices/work spaces ii. Food storage/clothing pantry/bus passes/phone cards • There should be moderate amount of space to store non-perishable, easy to prepare foods to be given to clients for short-term needs • Also need clean and organized space to hold moderate array of clothes (socks, mittens, hats, underwear), again for clients who have specific short-term needs • Lockable space for small items of value: bus passes, phone cards d. Outdoor space: i. If possible, the site should provide access to a protected, calm, and pleasant outdoor space. ii. The Center should provide readily accessible parking with clear site lines and good nighttime illumination to foster safety and security. 4. Location and Accessibility a. The Center should be located in a convenient and central geographic location within West Contra Costa (which includes Rodeo, Crockett, Hercules, Pinole, North Richmond, Richmond, San Pablo, El Sobrante, and El Cerrito). b. The Center should be readily accessible by public transportation and in proximity to other resources of likely benefit to the people served by the Center. Signage should ensure that the Center is readily visible and identifiable. c. The Center’s location should be chosen with due consideration for gang-related issues regarding territory. All efforts should be made to establish the Center as a neutral location – these efforts would include the choice of an acceptable geographical location, the explicit identification of the Center itself as a “safe passage zone,” and strategies for client outreach and engagement to assist individuals in developing a sense of access to the Center as a safe place. d. The building should be ADA compliant, and preference should be given to a site that can conduct all activities on a single story.         Section 2.3: Building and Facilities Summary Criteria, Page 5 of 6 West  County  Reentry  Resource  Center     5. Potential Sites a. Macdonald Corridor (downtown central Richmond) For reference information regarding vacant properties in the downtown Richmond area, see Section 4, Recruitment Property Inventory Recap memo produced in late December 2013 by Sarah Rah of Real Estate Research on behalf of the Richmond Main Street Initiative. This summary is attached as a convenient reference only, and its inclusion does not suggest or imply that downtown Richmond represents the ideal or preferred location for the Center. According to Amanda Elliott, Executive Director of Richmond Main Street, “the general leasing cost for most locations is $1.00-1.50 per square foot (these are spaces with some improvements). [Tenants] might be able to negotiate a much lower rate if [they] are interested in upgrading the spaces and doing the tenant improvements. Some property owners will also allow [tenants] to have the space rent free for a few months while [making] upgrades.” b. 23rd Street (Richmond/San Pablo) A longtime social service provider founded in 1954, the Neighborhood House of North Richmond (NHNR) owns properties in Richmond and Point Richmond: • A substantial administration and programmatic space at 23rd and Gaynor, which operates a 90-day recovery residential treatment program for men, a 7-day detox center for men, and DUI and HIV/AIDS programs, among others. An L- shaped building situated on a corner lot facing both 23rd Street and Garvin Avenue in Richmond, this building also has an on-site parking lot. With three levels totaling 36,000 square feet, its first floor is 18,000 square feet, the 2nd floor is 11,000 square feet, and the 3rd floor 7,000 is square feet. • A 31-room Single Room Occupancy hotel (the St. James) on 19 Cottage Avenue in Point Richmond, across the street from the Hotel Mac. Many graduates of the NHNR residential recovery program live in this hotel. During the planning phase of this project, NHNR Board President and CEO Lloyd Madden expressed preliminary interest in the possibility of leasing facilities space to the Host to support the implementation of the Center. The information regarding NHNR is provided as a convenient reference, and its inclusion does not suggest or imply that NHNR or its facilities offer ideal or preferred locations for the Center.         Section 2.3: Building and Facilities Summary Criteria, Page 6 of 6 West  County  Reentry  Resource  Center     c. 1711 Barrett Avenue (Richmond) The owner of this property, Daniel Goldschmidt, has written a letter indicating his interest in submitting this property for consideration as a site for the Center; he has also provided a comprehensive brochure outlining its characteristics. For more information about this property, see Section 4 for Mr. Goldschmidt’s letter and site brochure. Based on information provided by Mr. Goldschmidt, this is a commercial property located across the street from the Richmond Bart Station, comprising four buildings on a lot of 10,000 square feet. The four buildings are of various sizes: 1 at 1,000 square feet; 2 at 1,250 square feet each; and 1 at 3,800 square feet. Together, they total 7,500 square feet. In addition, there is a center concrete lot of approximately 2,500-3,000 square feet. The information regarding 1711 Barrett Avenue is provided as a convenient reference, and its inclusion does not suggest or imply that 1711 Barrett Avenue offers an ideal or preferred location for the Center.         Section 2.4.1: Populations and Eligibility, Page 1 of 5 West  County  Reentry  Resource  Center     P OPULATIONS AND E LIGIBILITY 1. O VERARCHING I SSUES R ELATED TO P OPULATIONS AND E LIGIBILITY a. The Center is to serve as a key resource for a wide variety of formerly incarcerated people with varying needs, justice status, and justice history. Its services and practices will be designed to identify and meet the needs of these populations, in all their variety. b. Every client is to be treated with consideration, compassion, humanity, and respect; with every client, the Center’s approach is to be client-focused; and the Center will strive to foster each client’s healing and restoration, to the degree that each client chooses to engage in this work. c. It is anticipated that a substantial number of the Center’s clients will be people who are under active supervision by Probation or Parole. In addition, some of these people may be mandated by the terms of their release to connect with and participate in the Center’s services. However, even when clients are under formal supervision or are mandated by the terms of release to connect with the Center, the Center’s organizational values apply to every client, at every time, no matter their legal status. d. It is well recognized that the Center’s clients will likely have high rates of trauma, untreated or unrecognized mental health and substance abuse conditions, co-occurring conditions, and complicated circumstances. Therefore, all of the Center’s staff and partners should be trained in and adept at supporting people with complex challenges, and should infuse their work with trauma-informed practices. e. Many people with longstanding or repeated experience with incarceration face particular challenges in acclimating to and navigating within life outside of incarceration. Therefore, the Center staff and partners should be aware and mindful of the uncertainties, discomforts, hyper-vigilances, and anxieties that are common to people coming home and which may be expressed through multiple beliefs, behaviors, and attitudes. f. Some services that the Center provides or coordinates may be funded by specific grants and contracts that operate with specific eligibility criteria; in making referrals, the Center will develop mechanisms to identify and track eligibility. 2. G ENERAL E LIGIBILITY a. Residency: i. Formerly incarcerated residents who now live in West Contra Costa County; ii. Currently incarcerated people who are within six months of returning to West Contra Costa once they are released from incarceration;         Section 2.4.1: Populations and Eligibility, Page 2 of 5 West  County  Reentry  Resource  Center     iii. People who live in West County and who have an incarcerated family member who has less than six months remaining in their term of incarceration and who will return to West Contra Costa following incarceration; iv. People who live in West County who have a formerly incarcerated family member living in West County. b. Family members: i. The Center recognizes that the definition of family may be far broader than biological relation or marital status. Therefore, in working with individuals, the Center will respect and accept each client’s definition of her/her “family.” ii. The Center recognizes that an individual’s family members may play essential roles in supporting a person’s successful reentry and reintegration. Therefore, the Center will strive to include family members in multiple ways, as appropriate and possible. • This means that the Center can engage with and respond to requests for services made by a family member seeking help for him/herself in dealing with the challenges related to having an incarcerated or formerly incarcerated person. • This also means that a family member can be recognized as the Center’s first point of contact to initiate outreach to an incarcerated or formerly incarcerated person. (a) However, although a family member may serve as the initial point of contact and outreach to attempt to engage an incarcerated or formerly incarcerated person, the decision about whether to engage in the Center’s services remains with the incarcerated/formerly incarcerated person and not with his/her family member. c. Parents and children: i. The Center recognizes that many incarcerated or formerly incarcerated men and women are parents (whether or not they are actively parenting their children). ii. Further, the Center recognizes that incarceration or a history of incarceration presents particular challenges for multiple members of a family unit: for the incarcerated/formerly incarcerated parent; for the person who has had primary responsibility for child-rearing during a parent’s incarceration; for all the children in the family; and for other caregivers and supporters who have taken on additional responsibilities for raising children of an incarcerated person.         Section 2.4.1: Populations and Eligibility, Page 3 of 5 West  County  Reentry  Resource  Center     iii. Finally, the Center recognizes that family reunification following incarceration can be a complex and challenging experience for all members of a family unit, particularly those that involve children (defined up to age 18). iv. Therefore, the Center will strive to identify and support the family unit in the process of reunification, when appropriate, to help stabilize and strengthen the family and reduce the likelihood of further family disruption or reincarceration. 3. C LIENT C ATEGORIES As described in Section 1.a. above, the Center will serve a wide variety of formerly incarcerated people and their families. Within the broad population base, it is anticipated that the Center will encounter the following categories (among others): a. Demographics i. Adult men and women living in or being released to West Contra Costa County ii. Transition-aged youth (18-24) iii. Families of the incarcerated (both pre- and post-release) iv. Multiple ethnicities and languages reflecting our larger community (predominantly Caucasian, Latino, Black, and Southeast Asian) v. Various citizenship status, including legal citizens, legal residents, and undocumented residents b. Justice, supervision, and detention status i. Stage of incarceration: The Center is expected to serve people who are about to be released from incarceration (prison or jail); people who are immediately post- release; and people who have been free from incarceration for an extended period ii. Supervision status: The Center is expected to serve people who are under AB 109 status; people who are not under AB 109 status; people who may be under supervision by probation or parole; and people who are not under supervision. (See Section 2.4.2, “Supervised Populations: Definitions” for additional detail.) iii. Level of need: The Center is expected to serve people who have a wide variety of needs and intensity of service, including (but not limited to) the following: • People whose needs are intensive and complex, requiring multiple coordinated services, and who may therefore require a case-specific Multi-Disciplinary Team, or MDT.         Section 2.4.1: Populations and Eligibility, Page 4 of 5 West  County  Reentry  Resource  Center     • People whose needs are urgent or who are dealing with a specific critical issue, such as inability to access medications or the imminent risk of losing their housing. • People who are seeking relatively low-urgency services that can be accessed on a drop-in or by individual appointments, such as benefits enrollment, meeting with a probation officer, or vocational counseling. • People who may engage in group services or in services that can be provided on a consistent rotating schedule (support groups, health van, parenting classes). 4. S PECIALIZED E XPERIENCES In addition to the broader categories identified in Section 3, above, it is recognized that the Center will also serve a variety of people with additional specific issues and needs. As a centralized information resource, the Center should strive to highlight gaps in the existing service landscape and should work with Center Partners to develop intentional services and service referral relationships to help meet these aspects of individual experience and identity, which are too often neglected, overlooked, or perceived as incidental. People with specialized needs and experiences are likely to include the following: a. Women, with particular considerations for gender-specific issues including histories of sexual trauma or sexual exploitation; relationship violence; and exposure to sexually transmitted diseases; b. People living with co-occurring disorders; c. People with disabilities (physical, cognitive, or psychological), and seniors (age 65 and above); d. People with chronic health conditions, including HIV+ and hepatitis; e. Transition-age youth (ages 18-25), whose needs should be considered and addressed with clear understanding of the specific developmental needs and challenges of young adulthood. In addition, many young people who have been incarcerated (either as juveniles or as adults) also have experience as foster children, which may complicate their needs; f. Veterans, including those with “other than honorable” status, which can limit their eligibility for services from the Veterans Administration and which may be correlated with increased incidence of traumatic stress; g. People who identify as Lesbian, gay, bisexual, transgender, queer, questioning, intersex, or two-spirit (LGBTQQI2-S), who may have longstanding experiences of         Section 2.4.1: Populations and Eligibility, Page 5 of 5 West  County  Reentry  Resource  Center     discrimination, exclusion, or exploitation, and whose sexual and gender identities should not be segregated from their larger sense of individual identity and cultural affiliations1; h. People who are undocumented residents, who may be particularly cautious about engaging in services, providing information, or seeking help; therefore, the Center should strive to explain and affirm that disclosing one’s legal status is not required to engage in services and that the Center will not report on a person’s legal status to any authorities. 5. L IMITED-E LIGIBILITY S ERVICES Although the Center is designed and expected to provide integrated services to a wide array of people, it will also be the case that some services provided at the Center are funded through grants, programs, or agencies that restrict eligibility according to certain criteria. Therefore, in assessing each person’s needs and developing appropriate service plans, the Center will need to respect and explain that certain services may not be available, based on specific eligibility requirements. Again in its role as a centralized information resource, the Center should develop capacity to track both demand and supply of services, so as to add to collective understanding of the community’s needs as mapped against existing resources.                                                                                                                 1 See Section 4, Practice Brief, “Providing Services and Supports for Youth who are Lesbian, Gay, Bisexual, Transgender, Questioning, Intersex or Two-Sprit,” by the Georgetown University Center for Child and Human Development in partnership with the National Center for Cultural Competence, SAMHSA, and the US Department of Health and Human Services, 2008. Although this Practice Brief focuses on the needs of young LGBTQQI2-S youth, its recommendations would be of benefit in working with adult LGBTQQIS-2 populations as well.         West  County  Reentry  Resource  Center     This page intentionally left blank.         Section 2.4.2: Supervised Populations – Definitions, Page 1 of 3 West  County  Reentry  Resource  Center     S UPERVISED P OPULATIONS: D EFINITIONS 1. S TATEMENT OF I NTENT It is anticipated that a substantial number of the clients of the West County Reentry Resource Center (the Center) will be people who are under active supervision by Probation or Parole. In addition, some of these people may be mandated by the terms of their release to connect with and participate in the Center’s services. However, even when clients are under formal supervision or are mandated by the terms of release to connect with the Center, the Center’s organizational values apply to every client, at every time, no matter their judicial status. This means that every client is to be treated with consideration, compassion, humanity, and respect; that the Center’s approach remains client-focused; and that the Center fosters each client’s healing and restoration, to the degree that each client chooses to engage in this work. 2. D EFINITIONS In order for the Center’s staff and Partners to maximize clients’ efficient access to the Center, and their effective use of its resources, it is important to understand the distinctions among supervising entities and supervised individuals, as follows: a. The term “Parole Agent” includes any California Department of Corrections and Rehabilitation officers assigned to oversee and supervise individuals released from state prison or correctional facilities. b. The term “Probation Officer” includes any and all officers designated by county Probation Departments to oversee the release of and to monitor individuals assigned to them for supervision. c. The term “supervised populations” includes people released from custody who, as a term of their sentencing, are assigned to Probation Officers or Parole Agents for supervision post-release. d. Within the broad category of “supervised populations,” there are meaningful and consequential sub-classifications of people under supervision by Probation or Parole. Currently, people are assigned to Probation under the following probation sections: AB109, 1170 P.C., Post Release Community Supervision, Second Chance Probation, and Smart Probation. i. Assembly Bill 109 (AB 109) Formally known as the Criminal Justice Realignment Act, Assembly Bill 109 (AB 109) was signed into legislation in April 2011 and went into effect on October 1, 2011.         Section 2.4.2: Supervised Populations – Definitions, Page 2 of 3 West  County  Reentry  Resource  Center     The primary objective of legislation is to change the place where many felony sentences are served in cases when the person is not granted probation. Instead of being sentenced to state prison, many people serve their term in county jail and, if they are subject to post-release supervision, will supervised by county probation. ii. AB 109 Individuals Released on Post Release Community Supervision (PRCS) As an element of AB 109, the state created a new type of supervision program, called Post-Release Community Supervision (PRCS). People on PRCS are supervised by county probation, not by the state parole system. People on PRCS are generally released to the county of their last legal residence. PRCS can last from six months to three years, but a person may be released earlier if there are no violations of the conditions of release. People who violate the terms of PRCS are returned to custody in the county jail, not state prison. iii. AB 109 Individuals Released on 1170(h) Status California Penal Code 1170(h) provides that people sentenced under section 1170(h) to county jail are not released to parole or post-release supervision (PRCS) upon completing their term – unlike those who serve time in state prison. Once the sentence has been fully served, the person must be released without any restrictions or supervision. iv. AB 109 Individuals Released on 1170(h)(5) “Split Sentence” Status California Penal Code 1170(h)(5) gives the sentencing judge discretion to impose a sentence in which the defendant serves some time in county jail and then additional time under mandatory supervision by a Probation Officer. Once both the custody and the supervision terms have been fully served, the person must be released without any restrictions or supervision. v. Court-Ordered Probation People may be deemed as court-ordered probationers at the time of their sentencing. Court Probation Officers will review the court-ordered probation conditions of release with court-ordered probationers before they leave court, but court-ordered probationers are not monitored by the probation department and are not required to report to a Probation Officer. vi. State Parole Parolees are people who are being released from state prison and who are returning to the community on specific terms and conditions of parole and under supervision by a state Parole Agent.         Section 2.4.2: Supervised Populations – Definitions, Page 3 of 3 West  County  Reentry  Resource  Center     vii. Federal Probation Federal Probation applies to individuals who are released from federal correctional institutions throughout the Unites States and who are assigned to complete a term of supervised probation in a specific geographic region. viii. Second Chance Probation (Grant-funded program) In September 2012, the Contra Costa County Probation Department was awarded $750,000 in federal Department of Justice Second Chance Act funds, which was renewed in September 2013. Under the grant, the Probation Department developed a new program – the Contra Costa County Re-­‐‑Entry Agenda to Empower and Ensure Safety program (CREATES). CREATES established a multi-disciplinary team (MDT) to provide intensive pre- and post-release wraparound services. Probationers participating in the CREATES program are supervised by a county Second Chance Probation Officer. ix. Smart Probation (Grant-funded program) In 2013, the county Probation Department applied for and received a grant through the federal Smart Probation: Reducing Prison Populations, Saving Money, and Creating Safer Communities program. Under this program, individuals supervised by a Smart Probation Deputy Probation Officer complete a pre-release risk assessment and develop an Individualized Achievement Plan to aid in transition to the community.       West  County  Reentry  Resource  Center     This page intentionally left blank.         Section 2.4.3: Supervised Populations – Assessment and Referral, Page 1 of 2 West  County  Reentry  Resource  Center     A SSESSMENT AND R EFERRAL P ROCESSES F OR S UPERVISED P OPULATIONS 1. S TATEMENT OF I NTENT In order for the Center to build effective connections with people who are under formal supervision, and with the Agents and officers who are critical partners in their successful reentry and reintegration, it is important to understand the differences in pre-release preparation; exiting processes; supervising entities; and levels of supervision post-release. Given Contra Costa County’s evolving commitment to and investment in Jail to Community models, it is important to note that formal pre-release meetings conducted by justice staff are standard only within the state prison system (including the Parole division), but are not part of the usual process in the county jail system (and its Probation department). Therefore, when working with people incarcerated through the County jail system, the Jail to Community continuum model requires particularly intentional and consistent agreements among community-based providers, detention staff, and Probation Officers. In its role as a reentry hub of information, services, and people (both clients and providers), the Center will strive to enhance the development of such intentional partnerships, fostering coordinated service delivery, pre-release planning, and immediate post-release connections to the Center, its services, and its partners. 2. P RE- OR I MMEDIATE P OST-R ELEASE A SSESSMENT AND R EFERRAL a. Pre-release/first post-release assessment and referral: i. Probation Officer/Parole Agent will assess individual’s risk/needs levels at pre- release or first-report post-release meetings. ii. Probation Officer’s/Parole Agents will discuss the Center and its services as they relate to each individual’s identified needs. iii. Based on risk/needs assessment, Probation Officer /Parole Agent may assign an individual to connect with the Center. In such cases, Probation Officer’s/Parole Agent will make an appointment with the Center to help connect the individual with services. iv. Probationers have 5 days to report to their Probation Officer after release. If the Probation Officer does not make an appointment at the Center during pre-release interviews or if the individual’s needs change upon release, the Probation Officer can schedule an appointment at the Center at the probationer’s mandatory meeting with his/her Probation Officer.         Section 2.4.3: Supervised Populations – Assessment and Referral, Page 2 of 2 West  County  Reentry  Resource  Center     b. Paperwork: i. Probation and Parole will develop and provide each probationer/parolee with a standardized letter that details the individual’s release charges and terms of supervision, services needed, and services mandated. ii. Probation Officer’s/Parole Agents will produce an individualized packet that outlines services needed and notates known medical and mental conditions. iii. Probation and Parole will provide the Center with a copy of this letter for each probationer or parolee. 3. P AROLEE/PROBATIONER M ANDATED R EGISTRATION WITH THE C ENTER a. As appropriate, Parole Agents may require that individuals on parole engage with the Center and may make appointments with the Center to formalize this referral. b. When ordered to connect with the Center as a condition of parole/probation, an individual will be responsible for informing the Center of these requirements at intake. c. The intake specialist will note and track the individual’s mandatory services and will advise Probation Officer or Parole Agent whether the individual has complied with these requirements. d. However, the Center’s role in supervision will be limited to reporting whether or not the individual has complied with the terms of release; the Center and its staff and Partners will not disclose to Probation or Parole any other specifics of the Client’s interaction with the Center. 4. P AROLEE/PROBATIONER T RANSPORTATION TO THE C ENTER: I N DEVELOPMENT a. If the individual reports to the parole/probation office, a Probation Officer/Parole Agent will assist in providing or arranging transport to the Center. b. For people returning from county jail: i. The Sheriff’s department could provide bus tickets or BART passes (both BART and public transportation have programs for free/discounted rides). ii. The Center could develop agreements with CBOs or the Sheriff’s department to fund a shuttle service to coordinate with jail release times (5 am and 1 pm).     Section 2.5: Outreach, Page 1 of 4 West  County  Reentry  Resource  Center     S TATEMENT OF I NTENT: O UTREACH AND C OMMUNICATION 1. S UMMARY To maximize the Center’s value to and impact on our community, the Center should develop and implement an intentional outreach and communication plan to achieve multiple purposes of information, recruitment, acceptance, and enhancement. As a critical element of this plan, Center administration, staff, steering committee, and Partners agree to serve as representatives and ambassadors to advance the Center’s mission and core values, fostering the Center’s role as a positive community partner. To that end: a. The Center should provide accurate, timely, user-friendly, and up to date information to multiple partners who work with West County individuals and their families all along the arrest/incarceration/reentry spectrum. In turn, the Center should enlist these partners to serve as effective ambassadors to provide accurate information to the communities they touch. b. The Center should strive to develop and maintain strong and effective communication with the County Reentry Coordinator, the Community Corrections Partnership, elected and appointed municipal leaders in both county and local governments, and the coordinators/managers/directors of reentry networks or centers in other regions of the county. c. To clearly define the Center’s purpose and to avoid confusion with homeless multiservice centers, workforce one stops, and community single-stops, the Center should use a consistent descriptive term (such as “the Reentry Center,” as opposed to the One Stop or the First Stop), supported by a clear logo (not one stop, not first stop, but maybe just “reentry center”). d. The Center’s marketing and outreach materials should reflect the Center’s values and intentions, should accurately describe its services and partnerships, and should reflect the Center’s commitment to excellence. Therefore, the Center’s marketing materials should be culturally accessible, user friendly, appealing, non-institutional, and respectful in their content, tone, and visual construction. e. Mechanisms of outreach and information should include printed informational materials, web-based information, social media, in-service trainings, and on-site tours. f. Reflecting the unmet needs developed during the design process, the Center should actively advance the development of a “Reentry 101” users’ guide, similar in spirit to the Getting Out and Staying Out guide created by the SF Reentry Council. Broader in scope than a list of resources, Reentry 101 should be designed as a “how to” users’     Section 2.5: Outreach, Page 2 of 4 West  County  Reentry  Resource  Center     guide to support people in a step-by-step process as they prepare for and return to the community. The Center should actively encourage the local jails and prison to classify the Reentry 101 guide as “permitted inmate property,” so that it is permissible and accessible for use in detention settings. 2. P URPOSES OF O UTREACH: S UPPORT C LIENT R ECRUITMENT TO C ENTER The Center should develop mechanisms and materials to inform and recruit appropriate clients, partnering with an array of providers and stakeholders to advance awareness: a. Organizational partners for ambassadorship and distribution: i. Justice partners: Public defender, DA, judges, AB 109 probation, state parole, county jails and prisons, and local police departments ii. Community partners: Office of Neighborhood Safety, CCISCO, Safe Return, CeaseFire, 211/Contra Costa Crisis Center, service providers iii. Multi-Service centers: SparkPoint, Rubicon, Family Justice Center, Homeless Multi- Service Centers, employment one-stop centers b. Community-based partners: i. Faith-based resources ii. Community colleges, alternative schools, vocational schools, and the school district iii. “Amplifier” opportunities such as neighborhood councils 3. P URPOSES OF O UTREACH: C ULTIVATE S TAKEHOLDERS’ A WARENESS OF C ENTER The Center’s outreach plan should foster informed awareness of the Center and its services to multiple audiences, including the following: a. Direct outreach to client population and family members: i. Provide outreach materials and ambassadorship, including pre-release information provided to pre-trial services staff; during pre-release planning with probation and parole, and through community-based portals to reach post-release individuals who are not under formal supervision ii. Direct outreach strategies should recognize and reflect the variety of client ages, cultures, language, literacy levels, and concerns related to immigration status. b. Provide in-service trainings and printed/web-based informational materials to service providers and resources: i. Government agencies, including Sheriff, probation, parole, and municipal police departments     Section 2.5: Outreach, Page 3 of 4 West  County  Reentry  Resource  Center     ii. Private organizations iii. Staff and service providers inside local jails and prison iv. Funders c. Community stakeholders i. Faith congregations and inter-faith partnerships ii. Neighborhood Councils and Municipal Advisory Councils iii. Business organizations (including Chamber of Commerce, Rotary clubs) d. Municipal leaders i. County Supervisors, especially the regional supervisor’s office ii. City Managers, Mayors, and City Councils of all West County cities iii. Community Corrections Partnership and the Community Advisory Board iv. Office of the Reentry Coordinator v. Reentry network managers in Central and East County 4. P URPOSES OF O UTREACH: C ULTIVATE C OMMUNITY A CCEPTANCE As a central point of reference and information, the Center is committed to strengthening the reentry network throughout the community. In addition, the Center is committed to amplify its impact by creating intentional connections to the larger community of people and organizations that may not know about or initially perceive the Center’s relevance to them. To this end, the Center should support the development of community-wide attitudes of tolerance and acceptance related to incarceration, restorative justice, and reentry and services for the formerly incarcerated, as follows: a. Foster the community’s willingness to support individuals coming home b. Foster the community’s understanding of community benefits of strengthening reentry services and acceptance c. Foster the community’s willingness to accept and support the Center, cultivating the Center’s reputation as a good neighbor (responsive to its neighborhood, responsible to address issues that arise, contributes to the community) d. Generate financial support through outreach, education, and partnership with businesses, private foundations, municipal funders, congregations, and individual supporters     Section 2.5: Outreach, Page 4 of 4 West  County  Reentry  Resource  Center     5. P URPOSES OF O UTREACH: A MPLIFY AND E XTEND C ENTER’S I MPACT The Center should strive to identify, recruit, and partner with organizations and resources that can enhance and expand the Center’s service array, improve the efficacy and outcomes of referral partnerships and agreements, and identify service system gaps, redundancies, and opportunities. This means that the Center’s staff, Host, Steering Committee, Partners, and clients should be encouraged to serve as agents to amplify and extend the Center’s impact. For example: a. The faith community could be engaged to hold “Welcome Home” services and activities to help establish supportive relationships and environments for returning residents and their families. b. Arts organizations could lend art for display in the Center, conduct expressive arts programming on-site at the Center, and develop off-site arts opportunities explicitly intended to invite and include formerly incarcerated people and their families. c. Community-driven initiatives such as urban agriculture, worker coops, organizing/advocacy campaigns, and educational and vocational efforts could use the Center as a site to inform, engage, and recruit formerly incarcerated people who might be particularly receptive to such opportunities.     Section 2.6: Statement of Intent/Countywide Alignments, Page 1 of 2 West  County  Reentry  Resource  Center     S TATEMENT OF I NTENT: C OUNTYWIDE A LIGNMENTS 1. O VERARCHING I NTENT The West County Reentry Center is designed to serve as a central gathering place operating within a larger, collective system of care that includes multiple stakeholders from all sectors and that spans the entire county. Reflecting its commitment to shared intentions to achieve collective impact, the Center will strive to align with and further the intentions of existing or emergent efforts that support successful reentry and reintegration across the county. Working through the office of the County Reentry Coordinator and in partnership with other reentry centers or networks in the county, the Center will strive to foster partnership, reciprocal learning, and the development of consistent approaches to training, intake and client-data management, outcomes and evaluation, and operational coordination countywide. 2. E VALUATING I MPACT The Center will work with both its formal Partners and other reentry-related efforts across the county to support the development and analysis of common outcome targets and metrics. Such efforts may include working with internal staff or external evaluators tasked with examining or addressing issues related to reentry across Contra Costa County. The Center is committed to assessing its work not merely by measuring its units of service (outputs) but by tracking the changes effected by its work (outcomes). The Center will support and encourage such approaches in reentry-related efforts throughout the county. To this end, the Center will support opportunities to develop integrated and consistent intake and assessment protocols and methods among its Partners and with other reentry-related efforts countywide. The Center will support the development of mechanisms to reduce repetition, barriers, and gaps for clients who are navigating across the systems, and to enhance service-providers’ and other institutional stakeholders’ ready access to appropriate and useful information about both clients and services countywide. The Center will strive to evaluate impact in four realms: • Identifying changes for clients as individuals: Tracking each client’s progress along an intentional, individual path (for example: sobriety, family reunification, successful completion of probation, educational progress) • Assessing collective outcomes across client cohorts (for example: rates of recidivism within a certain population, percentage of clients who achieve and retain housing, job placement and retention)     Section 2.6: Statement of Intent/Countywide Alignments, Page 2 of 2 West  County  Reentry  Resource  Center     • Tracking outcomes for service providers (for example: percentage of a Partner’s clients who complete their individual development plans, client ratings of a Partner’s services) • Measuring the value of the Center as a whole (for example, assessments of the Center by Partner organizations or by clients, metrics that track progress of the Center’s clients as a whole, percentage of effective and successful referrals between the Center and other efforts across the county) 3. C APACITY AND L EARNING The Center is committed to enhancing capacity and fostering consistent practices both within the Center and across the service landscape countywide, where appropriate and beneficial. Therefore, the Center will support opportunities to provide, help coordinate, or participate in trainings to support stakeholders’ professional development at the Center and across the county. In addition, as is true in the plans for the reentry network in both Central and East county, the Center’s service model includes the use of community volunteers serving as navigators to provide one-on-one support the Center’s clients, based on their individual needs and interests. Recognizing the importance of strong and consistent outreach, recruitment, training, supervision, support, evaluation, and client/navigator matching processes to maximize the value of this important element of service, the Center will strive to coordinate and collaborate with other county stakeholders, including the reentry networks in Central and East county, to establish effective and consistent practices that strengthen the collective practice. West County Reentry Resource Center, Sample Budget (non-binding: for purposes of illustration only) Section 2.7: Budget, Corrected, Page 1 Personnel Operating Nonrecurring Director (1 FTE), 12 months @ $90K annually, assumes hiring July 2014 90,000$ Operations and Services Manager (1 FTE), 11 months @ $60K annually, assumes hiring August 2014 55,000$ Registration, Intake, and Data Administrator (1 FTE), 11 months $60K annually, assumes hiring August 2014 55,000$ Administrative Assistant (1 FTE), 11 months @ $35K annually, assumes hiring August 2014 32,083$ Benefits @ 22%51,058$ Total Personnel 283,142$ Operating Costs Rent @ $4500/month for 12 months 54,000$ Utilities Water, heat, electricity $800/month for 12 months 9,600$ Office phone service: $250/month for 12 months 3,000$ Internet access: $150/month for 12 months 1,800$ Cloud storage: $50/month for 12 months 600$ Web-based CRM service (Salesforce, ETO): $360/year for licenses #11-20 3,600$ IT infrastructure maintenance @ $250/month for 12 months 3,000$ After-Hours Answering Service, $1,500/month for 10 months 15,000$ Insurance (liability, theft)4,000$ Repairs & Maintenance @ $250 month for 12 months 3,000$ Local Travel: 400 miles/month for 12 months @ $.55/mile 2,640$ Office Supplies: $400/month for 12 months 4,800$ Printing/Copying: $150/month for 12 months 1,800$ Postage: 5000 pieces @ $.46/each 2,300$ Total Operating Costs 109,140$ Partnership and Outreach Trainings/Capacity Building/Professional Development 6,000$ 4,000$ All-Center Annual Planning Day 6,000$ Volunteer Recruitment and Education 4,500$ 10,000$ Community Outreach: 4 community events @ $1,000 each 4,000$ Supplies: Program/education/meetings @ $400/month for 12 months 4,800$ Total Partnership and Outreach 25,300$ 14,000$ Indirect or fiscal sponsorship costs, not to exceed 10% of $800K grant (2 Fiscal Years)40,000$ 40,000$ Nonrecurring Costs Professional Services Data system selection and initiation 20,000$ Graphic design for collateral development 6,500$ Legal, Human Resources 4,000$ Web & social media design 8,000$ Design and print a Reentry 101 Guide 8,500$ Tenant Improvement Facilities design, including embedded arts elements 35,000$ Construction 100,000$ Fixtures and furnishings, including art 35,000$ Signage 2,000$ Move-In Costs 15,000$ Equipment purchases Work stations (computer, phone, desk, chair, filing, etc.) 12 @ $3000/each 36,000$ Shared printers: 2 @ $850 each 1,700$ Shredders: 8 @ $250 each 2,000$ Filing (lockable): 8 @ 250 each 2,000$ West County Reentry Resource Center, Sample Budget (non-binding: for purposes of illustration only) Section 2.7: Budget, Corrected, Page 2 Filing (open): 12 @ $125 each 1,500$ Collateral Printing and Production 7,500$ Signage 3,000$ Total Nonrecurring Costs -$ 287,700$ Operating and Nonrecurring Costs 457,582$ 341,700$ Total Uses 799,282$ Net Income, FY 2013/14 and FY 2014/15 718$ Net Income, FY 2013/14 and FY 2014/15, as a percentage of total County contract 0.09% West County Reentry Center Work Plan FY 2014-2015 Section  2.8:  Work  Plan,  page  1 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 A.Staffing Post for Executive Director, Operations and Services Manager, Registration & Intake Admin, and Assistant x Hire Executive Director, Operations and Services Manager, Registration & Intake Admin, and Assistant x x Develop work plans for all Center staff x x B. Fundraising, Communication, and Marketing Identify and retain a communications/web design consultant x x Identify and retain a graphic designer x x Develop organizational print materials (collateral, logo)x x Develop fundraising, communications & outreach plan and calendar x x Develop case documents to support fundraising, communications, and outreach x x Develop website and communications materials x x x Implement ongoing fundraising and communications plan x x x x C. Site Selection and Planning Identify, secure, equip, and furnish temporary site for administrative operations and planning x x Develop facilities needs and specifications guidelines consistent with operations plan and service model x x x Identify and retain a construction management firm/design-build contractor x x Identify and retain real estate broker x x Identify and secure a permanent site x x x D.Site Preparation/Tenant Improvements Begin construction (duration and scope to be determined based on site chosen and site design)x x Develop furnishings, equipment list for permanent site, begin placing orders x x x x Develop transition plan for move from temporary to permanent site x x E. Service and Partner Identification and Service Plan Development Meet with appropriate public/private providers and agencies to develop scopes of work, per service model x x Sign MOUs with On-Site Partners x x x Identify and select an after-hours phone and referral resource x x Begin implementing services on start-up scale x x x Conduct quarterly programs & partnership review/modifications x x x YEAR ONE This work plan assumes that the County selects the Host and completes contracting by June 2014, with the activities detailed in this work plan beginning no later than July 1. 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter West County Reentry Center Work Plan FY 2014-2015 Section  2.8:  Work  Plan,  page  2 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 This work plan assumes that the County selects the Host and completes contracting by June 2014, with the activities detailed in this work plan beginning no later than July 1. 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Conduct annual all-Partner day-long review and planning day x F.Data and Evaluation Research and select a Cloud-based data management system x x Identify and retain a data and evaluation consultant x x Develop common data-gathering sets, develop and build out initial data and evaluation plan with On-Site Partners x x x Develop program-specific and all-Center target outcomes and metrics x x x H.Capacity Building and Training Conduct interviews with Center stakeholders to identify priorities for professional development and capacity-building x x x Based on stakeholder input, conduct research to identify training resources x x x Develop and disseminate training calendar x Begin implementing trainings, potentially on a quarterly basis x x I.Community Engagement Develop ccommunity-engagement plan x x Begin implementing community-engagement plan x x Hold informational community-engagement events at temporay location x x Hold informational community-engagement event at new location (even pre-transition to the new location)x       Table of Contents: Section 3/Secondary Documents West  County  Reentry  Resource  Center     3. S ECONDARY D OCUMENTS 3.1 Job Descriptions: 3.1.1. Executive Director 3.1.2. Operations and Services Manager 3.1.3. Registration, Intake and Data Administrator 3.2 Policies: 3.2.1. On-Site Partner MOU template 3.2.2. Center Steering Committee Conflict of Interest Form 3.2.3. Behavioral Guidelines 3.3 Data: 3.3.1. Electronic Data-Sharing MOU 3.3.2. Business Associates Agreement for Protected Health Information 3.3.3. Baseline Intake Document (example) 3.3.4. Individual Development Plan (example) 3.3.5. Baseline Data Set (draft developed by County evaluation contractor RDA)       West  County  Reentry  Resource  Center     This page intentionally left blank.         Section 3.1.1: Job Description – Executive Director, Page 1 of 4 West  County  Reentry  Resource  Center     J OB D ESCRIPTION: E XECUTIVE D IRECTOR, W EST C OUNTY R EENTRY R ESOURCE C ENTER Project: West County Reentry Resource Center Job Title: Executive Director Employer of Record: Name of Center Host Reports to: Center Steering Committee FLSA Status: Exempt Date Prepared: Enter Date Position Context: The West County Reentry Resource Center (Center) promises to be one of the most significant projects created for formerly incarcerated people ever created in our county. By gathering effective resources into one accessible and welcoming hub of integrated services, the Center fosters healing, justice, and lifelong liberty for the people of West Contra Costa County. Through a single door, the Center brings together diverse partners working in concert to achieve a collective impact to achieve a common vision: Offering a place that fosters healing, stability, and opportunity, the Center will serve as a beacon of hope, support, and continuing progress to support formerly incarcerated people and their families in their efforts to forge positive futures. The Center brings together law enforcement, social service agencies and public and private entities to provide coordinated services to formerly incarcerated people and their families living in West Contra Costa County. The Center is organizationally hosted by Name of Center Host and is governed and managed by its Steering Committee. As the Center’s Host, Name of Center Host is the legal entity and employer of record for the Center. Name of Center Host is an “at-will” and equal opportunity employer. Applicants and employees shall not be discriminated against because of race, religion, sex, national origin, ethnicity, age, mental or physical disability, sexual orientation, gender (including pregnancy and gender expression) identity, color, marital status, veteran status, medical condition, or any other classification protected by federal, state, or local law or ordinance. Reasonable accommodation will be made so that qualified disabled applicants may participate in the application process. Please advise in writing of special needs at the time of application. Salary Range: $ Position Summary: The successful candidate will have expertise in cultivating and sustaining positive, highly effective relationships aligned around a common framework reflective of best and promising practices in reentry and integrated service partnership. The successful candidate will have the         Section 3.1.1: Job Description – Executive Director, Page 2 of 4 West  County  Reentry  Resource  Center     fortitude, clarity of vision, interpersonal, technical, and decision-making skills needed in a climate of diverse, sometimes contradictory or conflicting viewpoints; facilitation, effective group management, and the ability to build consensus are essential elements of this work. The successful candidate will have expertise in operating in a highly visible, high profile role within the community and function with both personal integrity and necessary transparency. The successful candidate is a forward thinking, innovative leader with the drive to stay current on trends and emerging practices. Approximately 50% of the duties of the Executive Director will be devoted to internal operations, management, and development, and 50% will be devoted to external issues, including (but not limited to) partnership development, ambassadorship, fundraising, and public relations. The Executive Director is a non-voting member of the Center Steering Committee. The Executive Director is an exempt position. Exempt employees are expected to work the appropriate and necessary time in order to complete key assignments and related tasks on schedule. Essential Duties and Responsibilities: • Develop a highly effective supporting infrastructure for multi-disciplinary collaboration • Ensure the provision of high quality, effective service delivery • Work effectively with the Center Steering Committee • Ensure the sustainability of the Center by developing and implementing successful annual fund development plans • Implement budgetary and fiscal functions including budget development, fiscal reports and sound financial practices. • Develop sound public policy, communication, and advocacy strategies consistent with the Center mission and vision • Maintain a climate that attracts and retains diverse, top quality individuals and an environment conducive to high employee morale Other Duties and Responsibilities: • Ability to travel within the county, with own vehicle, valid license, and insurance • Ability to work some weekends and evenings Education and Experience: • Bachelor’s degree (or demonstrated abilities) in a related field required; further education preferred, including MSW, MBA, MPH, MPA, or JD         Section 3.1.1: Job Description – Executive Director, Page 3 of 4 West  County  Reentry  Resource  Center     • Minimum of five years’ experience in not-for-profit management, preferably in social services or criminal justice • Minimum of five years’ fiscal experience preparing budgets and administering agencies with budgets over $400,000 • Demonstrated success in fund development • Background in criminal justice, multi-sector project management, nonprofit management, evaluation, operational management, and/or collaborative social service program design • Subject-matter expertise and awareness of field’s respective sectors, stakeholders, and roles • Knowledge about collective impact and backbone administration and the purpose of this service model • Demonstrated ability to foster and drive a diverse collaboration using participatory decision-making practices, effective conflict management skills, and open communication methods • Experience in fostering relationships with key individuals in agencies and organizations, including elected officials • Strong, charismatic public-speaking and writing skills and the ability to effectively work with multiple audiences: the media, public officials, public systems partners, faith leaders, businesses, CBOs, victims, and interested residents • Interest in and sensitivity to people from a multiplicity of backgrounds • Knowledge of the local landscape (Contra Costa and West Contra Costa) • Commitment to the Center’s core values, including restorative justice • Demonstrated expertise in project management, group decision-making, and participatory processes • Bilingual is preferred, particularly in Spanish Physical Demands: These physical demands are representative of the physical requirements necessary for an employee to successfully perform the essential functions of the job. Reasonable accommodation can be made to enable people with disabilities to perform the described essential functions of the job. • Ability to stand and sit for long periods of time • Ability to bend and lift up to 15 lbs         Section 3.1.1: Job Description – Executive Director, Page 4 of 4 West  County  Reentry  Resource  Center     • Ability to sit and enter data, prepare reports, and use a computer for long periods of time • Able to answer phone calls and participate in phone-related activities for long periods of time • Ability to negotiate up and down stairs • Ability to travel locally, regionally, and occasionally within the state • Ability to operate in environments involving multiple simultaneous stimuli, including people, sounds, conversations, demands, and emotional dynamics Work Environment: These work environment characteristics are representative of the environment the employee will encounter. Reasonable accommodations may be made to enable people with disabilities to perform the essential functions of the job. The Center may be comprised of open cubicles, semi-private offices and shared, multi-use space. All workspaces may be shared spaces with individually assigned computers and shared desks. Workspaces may be assigned based on type of activity, amount of time required to complete the task, and availability of Center space. The workspace may be noisy at times. Application Process: To apply for this position, please send your resume and required documents to name and email of appropriate person. Position will remain open until date. Expected start date is .         Section 3.1.2: Job Description – Operations and Service Manager, Page 1 of 4 West  County  Reentry  Resource  Center     J OB D ESCRIPTION: O PERATIONS AND S ERVICES M ANAGER, W EST C OUNTY R EENTRY R ESOURCE C ENTER Project: West County Reentry Resource Center Job Title: Manager: Operations and Services Manager Employer of Record: Name of Center Host Reports to: Executive Director FLSA Status: Exempt Date Prepared: Enter Date Position Context: The West County Reentry Resource Center (Center) promises to be one of the most significant projects created for formerly incarcerated people ever created in our county. By gathering effective resources into one accessible and welcoming hub of integrated services, the Center fosters healing, justice, and lifelong liberty for the people of West Contra Costa County. Through a single door, the Center brings together diverse partners working in concert to achieve a collective impact to achieve a common vision: Offering a place that fosters healing, stability, and opportunity, the Center will serve as a beacon of hope, support, and continuing progress to support formerly incarcerated people and their families in their efforts to forge positive futures. The Center brings together law enforcement, social service agencies and public and private entities to provide coordinated services to formerly incarcerated people and their families living in West Contra Costa County. The Center is organizationally hosted by Name of Center Host and is governed and managed by its Steering Committee. As the Center’s Host, Name of Center Host is the legal entity and employer of record for the Center. Name of Center Host is an “at-will” and equal opportunity employer. Applicants and employees shall not be discriminated against because of race, religion, sex, national origin, ethnicity, age, mental or physical disability, sexual orientation, gender (including pregnancy and gender expression) identity, color, marital status, veteran status, medical condition, or any other classification protected by federal, state, or local law or ordinance. Reasonable accommodation will be made so that qualified disabled applicants may participate in the application process. Please advise in writing of special needs at the time of application. Salary Range: $ Position Summary: The Center’s Operations and Services Manager (Manager) will be responsible for the daily operations of the Center’s services and activities. The Manager will ensure the smooth and effective integration and delivery of appropriate services by Center partners, Center staff, and volunteers. The Manager should have strong “people” skills with a         Section 3.1.2: Job Description – Operations and Service Manager, Page 2 of 4 West  County  Reentry  Resource  Center     demonstrated ability for relationship building, multi-provider service operations, and effective problem-solving. The Manager should have experience in partnership management, operations management and tracking, and program analysis and improvement. In addition, the Manager should have experience in volunteer/mentor recruitment, training, and management. The Manager is an exempt position. Exempt employees are expected to work the appropriate and necessary time in order to complete key assignments and related tasks on schedule. Essential Duties and Responsibilities: • Support Center partners in developing integrated and consistent service plans and approaches • Support Center partners in negotiating agreements and resolving conflicts • Effectively recruit, train, and manage volunteers • Participate in ongoing Center operational planning and review • Manage daily program operations • Support the development of, and implement, a Center-wide training plan • Prepare reports and maintain statistics and manage data systems and analysis • Prepare assessments and recommendations for Center operations, partner roles, and MOU agreements Other Duties and Responsibilities: • Ability to travel within the county, with own vehicle, valid license, and insurance • Ability to work some weekends and evenings Education and Experience: • Bachelor’s degree or similar demonstrated capacity required, Master’s degree preferred • Background in criminal justice, multi-sector project management, nonprofit management, evaluation, operational management, and/or collaborative social service program design • Subject-matter expertise and awareness of field’s respective sectors, stakeholders, and roles • Knowledge of collective impact and backbone administration and the purpose of this service model • Demonstrated ability to foster and drive a diverse collaboration using participatory decision-making practices, effective conflict management skills, and open communication methods         Section 3.1.2: Job Description – Operations and Service Manager, Page 3 of 4 West  County  Reentry  Resource  Center     • Experience in fostering relationships with key individuals in agencies and organizations, including with elected officials • The flexibility and problem solving capabilities to address the needs of a constantly changing organization • Ability to provide administrative and professional leadership • Bilingual is preferred, particular in Spanish • Commitment to the role and responsibilities of backbone administration • Legal issues concerning confidentiality, medical mandated reporting, partnership agreements, and liability Physical Demands: These physical demands are representative of the physical requirements necessary for an employee to successfully perform the essential functions of the job. Reasonable accommodation can be made to enable people with disabilities to perform the described essential functions of the job. • Ability to stand and sit for long periods of time • Ability to bend and lift up to 15 lbs • Ability to sit and enter data, prepare reports, and use a computer for long periods of time • Able to answer phone calls and participate in phone-related activities for long periods of time • Ability to negotiate up and down stairs • Ability to travel locally, regionally, and occasionally within the state • Ability to operate in environments involving multiple simultaneous stimuli, including people, sounds, conversations, demands, and emotional dynamics Work Environment: These work environment characteristics are representative of the environment the employee will encounter. Reasonable accommodations may be made to enable people with disabilities to perform the essential functions of the job. The Center may be comprised of open cubicles, semi-private offices and shared, multi-use space. All workspaces may be shared spaces with individually assigned computers and shared desks. Workspaces may be assigned based on type of activity, amount of time required to complete the task, and availability of Center space. The workspace may be noisy at times. Application Process:         Section 3.1.2: Job Description – Operations and Service Manager, Page 4 of 4 West  County  Reentry  Resource  Center     To apply for this position, please send your resume and required documents to name and email of appropriate person. Position will remain open until date. Expected start date is .         Section 3.1.3: Job Description – Registration, Intake, and Data Administrator, Page 1 of 3 West  County  Reentry  Resource  Center     J OB D ESCRIPTION: R EGISTRATION, I NTAKE, AND D ATA A DMINISTRATOR, W EST C OUNTY R EENTRY RESOURCE C ENTER Project: West County Reentry Resource Center Job Title: Registration, Intake, and Data Administrator Employer of Record: Name of Center Host Reports to: Executive Director FLSA Status: Exempt Date Prepared: Enter Date Position Context: The West County Reentry Resource Center (Center) promises to be one of the most significant projects created for formerly incarcerated people ever created in our county. By gathering effective resources into one accessible and welcoming hub of integrated services, the Center fosters healing, justice, and lifelong liberty for the people of West Contra Costa County. Through a single door, the Center brings together diverse partners working in concert to achieve a collective impact to achieve a common vision: Offering a place that fosters healing, stability, and opportunity, the Center serves as a beacon of hope, support, and continuing progress to support formerly incarcerated people and their families in their efforts to forge positive futures. The Center brings together law enforcement, social service agencies and public and private entities to provide coordinated services to formerly incarcerated people and their families living in West Contra Costa County. The Center is organizationally hosted by Name of Center Host and is governed and managed by its Steering Committee. As the Center’s Host, Name of Center Host is the legal entity and employer of record for the Center. Name of Center Host is an “at-will” and equal opportunity employer. Applicants and employees shall not be discriminated against because of race, religion, sex, national origin, ethnicity, age, mental or physical disability, sexual orientation, gender (including pregnancy and gender expression) identity, color, marital status, veteran status, medical condition, or any other classification protected by federal, state, or local law or ordinance. Reasonable accommodation will be made so that qualified disabled applicants may participate in the application process. Please advise in writing of special needs at the time of application. Salary Range: $ Position Summary:         Section 3.1.3: Job Description – Registration, Intake, and Data Administrator, Page 2 of 3 West  County  Reentry  Resource  Center     The Registration, Intake & Data Administrator (Administrator) will serve as the first point of contact for both clients and referring partners. The Administrator will staff the Center’s registration desk, providing information and helping potential clients identify if the Center is an appropriate resource to meet their needs. The Administrator will conduct initial intake and registration, serving as the information hub for receiving and coordinating all client-related information. The Administrator will provide initial triage, including review of eligibility for requests for short-term food, clothes, bus passes, and phone cards. Reflecting the Center’s role as an information hub, the Administrator will identify and reach out to entities that have developed assessments or transition documents for the client. Based on the client’s intake information, the Administrator will identify which On-Site Partner will serve as the client’s primary service contact. As the point of first contact for the Center, the Administrator should have interest in and sensitivity to people from a multiplicity of backgrounds; Bilingual (especially Spanish) is strongly preferred. The Administrator should have competency in conflict resolution, effective interpersonal management, and effective problem-solving skills, and should be able to multi-task in a complex environment with competing demands. Education and Experience: • Have and maintain accurate, up-to-date, and broad knowledge of the local social-service landscape (Contra Costa and West Contra Costa). • Background in administration of social service programs • Flexibility and problem solving capabilities to address the needs of a constantly changing organization • Demonstrated experience with and competency in electronic data systems (data entry, report generation, data analysis) to support the effective use of information to track and support client progress, support the evaluation of On-Site Partners, and provide insight into the Center’s effectiveness as a whole • Bachelor’s degree or similar demonstrated capacity required Physical Demands: These physical demands are representative of the physical requirements necessary for an employee to successfully perform the essential functions of the job. Reasonable accommodation can be made to enable people with disabilities to perform the described essential functions of the job.         Section 3.1.3: Job Description – Registration, Intake, and Data Administrator, Page 3 of 3 West  County  Reentry  Resource  Center     • Ability to stand and sit for long periods of time • Ability to bend and lift up to 15 lbs • Ability to sit and enter data, prepare reports, and use a computer for long periods of time • Able to answer phone calls and participate in phone-related activities for long periods of time • Ability to negotiate up and down stairs • Ability to travel locally, regionally, and occasionally within the state • Ability to operate in environments involving multiple simultaneous stimuli, including people, sounds, conversations, demands, and emotional dynamics Work Environment: These work environment characteristics are representative of the environment the employee will encounter. Reasonable accommodations may be made to enable people with disabilities to perform the essential functions of the job. The Center may be comprised of open cubicles, semi-private offices and shared, multi-use space. All workspaces may be shared spaces with individually assigned computers and shared desks. Workspaces may be assigned based on type of activity, amount of time required to complete the task, and availability of Center space. The workspace may be noisy at times. Application Process: To apply for this position, please send your resume and required documents to name and email of appropriate person. Position will remain open until date. Expected start date is .       West  County  Reentry  Resource  Center     This page intentionally left blank.         Section 3.2.1: Partner MOU, Page 1 of 5 West  County  Reentry  Resource  Center     M EMORANDUM OF U NDERSTANDING 1. D OCUMENT P URPOSE The function of this Memorandum of Understanding (MOU) is to formalize agreements about the West County Reentry Resource Center’s collective vision, universal roles and responsibilities, principles, outcomes, and governance system. This MOU sets forth the terms and conditions that define the relationship between the West County Reentry Resource Center (the Center) and as an On-Site Partner. This MOU summarizes overarching commitments and agreements on the systems and elements of the Center that are relevant to all On-Site Partners. Every On-Site Partner will sign and abide by this MOU, and the specific roles and responsibilities for each On-Site Partner will be defined in an Individual Operational Agreement between the Center and the On-Site Partner. This MOU also describes a process for admitting new On-Site Partners and for existing On-Site Partners to withdraw or be removed from partnership if desired or necessary. In addition to signing this MOU, each On-Site Partner will also enter into an Operational Agreement that will form an addendum to the MOU and that will specify each organization’s specific responsibilities. 2. V ISION AND M ISSION The attached “Principal Ideas that Guide Our Work” is incorporated into this MOU by reference. Signatories to this MOU will incorporate and demonstrate these ideas in their work as On-Site Partners. Excerpted from that document, the Center’s vision and mission are as follows: a. Vision: Offering a place that fosters healing, stability, and opportunity, the Center will serve as a beacon of hope, support, and continuing progress to support reentering or formerly incarcerated people and their families in their efforts to forge positive futures. b. Mission: By gathering effective resources into one accessible and welcoming hub of integrated services, the Center fosters healing, justice, and lifelong liberty for the people of West Contra Costa County. 3. C O LLECTIVE I MPACT, O UTCOMES, & M ETRICS As a collective impact initiative using a co-located, integrated service model, the Center’s partners will be committed to striving toward common goals and to developing new indicators to measure the extent to which the Center’s staff and On-Site Partners reach these goals.         Section 3.2.1: Partner MOU, Page 2 of 5 West  County  Reentry  Resource  Center     The Center has three primary intentions for individual clients, Center partners, and the Center as a whole: a. To support formerly incarcerated West Contra Costa County residents in their efforts to build self-sufficient, satisfying, and positive lives; b. To leverage and maximize the impact of individual organizations that are working to support formerly incarcerated individuals; c. To foster the collective impact of all those entities and stakeholders (public, private, services, businesses, faith community, and individual residents) who are committed to developing a safer, more equitable, and more sustainable West Contra Costa County by working intentionally and collaboratively to achieve common goals. Goals, outcomes, and metrics will reflect and provide opportunities to assess the Center’s progress on these three primary intentions. Center partners will utilize these outcomes as a primary framework for planning, budgeting, and program design. 4. L EADERSHIP & G OVERNANCE The Center’s governance structure is intended to enable the operation of a strong, integrated partnership in which partners have equal voice. For fuller details on governance roles and responsibilities, see the “Governance and Administration” document, which is incorporated by reference. As explained in that document, the Center Host is responsible and accountable for the administration of the Center’s fiscal and personnel matters, and its local, state, and federal regulatory compliance and reporting. The Center Steering Committee (CSC) will be responsible for guiding the Center’s work. The CSC holds responsibility for program planning and policy setting, engaging in an ongoing process of program implementation, evaluation, and refinement. The CSC will review and approve the Center’s annual budget and major financial commitments entered into by the Center, subject to due diligence approval by the Board of Directors of the Center’s Host. The Center’s Executive Director will maintain active communication with both onsite and offsite Center partners (see partner responsibilities below) and will provide ongoing support for the work of the Center Steering Committee. The Executive Director will be responsible for the recruitment, evaluation, and management of the Center’s staff. A primary function of Center’s Executive Director and staff is to create the necessary conditions for the smooth and effective integration of services by On-Site Partners. The On-Site Partners are responsible for working collectively, collaboratively, and in partnership with one another and the Center staff to design, implement, and evaluate co-         Section 3.2.1: Partner MOU, Page 3 of 5 West  County  Reentry  Resource  Center     located, integrated service plans. Unless otherwise specified in Individual Operational Agreements, On-Site Partners lend their staff and resource to the Center as in-kind contributions to the Center’s work. 5. O VERARCHING O N -S ITE P ARTNER A GREEMENTS Working with the Center Steering Committee, the Center Executive Director, and the Center staff, the On-Site Partners are responsible for ensuring the Center’s ongoing development and health, in accordance to all of the rights and responsibilities described by this document and each On-Site Partner’s individual Operational Agreement. Each of the Center’s On-Site Partners agrees to the following: a. Abide by the Center’s mission b. Create a welcoming, respectful, responsive, and productive experience for clients c. Participate actively and in multiple ways, including agreeing to: • Provide a decision-maker from the organization to participate in the Services committee; • Contribute some of the agencies’ existing resources (in-kind or financial) to leverage the Center’s collective opportunities and resources; • Cross-train staff to communicate and promote Center services and approaches, including participating in Center-based professional development trainings; • Participate in the development of a joint budget, including the identification of in- kind and other resources; • Participate in fundraising activities, as defined by each organization’s? Center’s annual operating plan. d. Set aside individual organizational identity when communicating about the Center; e. Participate with the Center’s Executive Director in an annual review of (and, if necessary, revisions to) the agency’s Individual Operational Agreement;   f. Participate in an annual all-partner Work Review And Planning day;   g. Work differently as needed to achieve common goals; h. Manage clients jointly and share client information, in accordance with confidentiality rules, agreements, and guidelines; i. Foster both individual and collective accountability in the Center’s work; j. Track common metrics, share data, and evaluate results;         Section 3.2.1: Partner MOU, Page 4 of 5 West  County  Reentry  Resource  Center     k. Participate in ongoing learning within the Center and with partners across the county; l. Strive for continuous quality improvement; m. Have good-faith intention to commit to this effort over time; n. Identify and help recruit additional partners as appropriate to develop the Center and help its services evolve; o. Abide by the Center’s Conflict of Interest policy; p. Serve as representatives and ambassadors to advance the Center’s mission and core values, fostering the Center’s role as a positive community partner; q. For areas of activity in which certification is available, On-Site Partners should have the highest feasible level of relevant certification. For areas of activity for which certification is required, On-Site Partners must have and maintain the required certification. 6. P ARTNER W ITHDRAWAL, R EMOVAL, AND E NROLLMENT a. New Partner Enrollment The Center Steering Committee must approve all new On-Site Partners. New organizations wishing to become On-Site Partners must demonstrate that they possess the relevant levels of certification (through certifications and/or licenses that are standard in their field of activity, if such exist). b. Partner Withdrawal/Disbarment Partners may withdraw from this MOU by providing the Center Host with 90 days written notice of intention to withdraw. Should the withdrawing partner be receiving allocated funds from the Center, these funds will be returned to the Center, as of the date of final partnership with the Center. Following withdrawal, Center partners may apply for re-admission to the Center partnership, subject to the conditions specified under Section 8.A above and to approval by the Center Steering Committee. Loss of required certification by a partner will be grounds for disbarment from Center until recertification can be documented. Malfeasance or intentional acts in conflict with this MOU or failure to perform shall be grounds for removal 7. G RIEVANCE AND M EDIATION If any Center staff member, Center Partner, or Center volunteer has a concern or complaint regarding the actions or decisions of another party that affects the grieving party's work,         Section 3.2.1: Partner MOU, Page 5 of 5 West  County  Reentry  Resource  Center     work/service environment, or working relations with colleagues at the Center, the grieving party or parties shall first attempt to resolve the matter in an amicable manner on their own. The grieving party or parties may request the support of the Executive Director to help them resolve the dispute in a mutually satisfactory, informal process. However, if this attempt at resolution is not appropriate or successful, the grieving party shall, within ten days of the event giving rise to the grievance, present its grievance to the Executive Director in writing. Within ten days of receipt of the grievance, the Executive Director shall convene a formal meeting with the grieving party to attempt to resolve the matter, and shall convene conversations with other Center Partners, if appropriate, to attempt to resolve. If the matter is not resolved satisfactorily, the grievance shall be submitted to the Center Steering Committee. Failing resolution through these means, the parties will submit to nonbinding mediation with a neutral mediator and share the costs of the mediation. 8. A MENDMENT AND M ODIFICATION OF THIS MOU This MOU may be amended from time to time by the Center Steering Committee using its regular decision-making process, as described herein. 9. A CCEPTANCE OF THE T ERMS OF T HIS M EMORANDUM OF U NDERSTANDING We hereby agree to the terms as stated in this Memorandum of Understanding. Center Host: Signature and Title: Date: Name of On-Site Partner: Signature and Title: Date:       West  County  Reentry  Resource  Center     This page intentionally left blank.     Section 3.2.2: Conflict of Interest, Page 1 of 2 West  County  Reentry  Resource  Center     C ENTER S TEERING C OMMITTEE C ONFLICT OF I NTEREST P OLICY 1. D OCUMENT P URPOSE In their capacity as members of the Center Steering Committee (CSC) of the West County Reentry Resource Center (the Center), the Center Steering Committee members (members) must act at all times in the best interest of the Center. The purpose of this policy is to help inform the members of the CSC about what constitutes a conflict of interest, assist the CSC in identifying and disclosing actual and potential conflicts, and help CSC members avoid conflicts of interest where necessary. This policy may be enforced against individual CSC members as described below. 2. C ONFLICT OF I NTEREST P OLICY a. Members of the CSC have a fiduciary responsibility to conduct themselves without conflict to the interests of the Center. In their capacity as CSC members, they must subordinate personal individual business, third-party, and other interests to the welfare and best interests of the Center. b. A conflict of interest is a transaction or relationship that presents or may present a conflict between a CSC member’s obligations to the Center and the member’s personal, business, or other interests. c. All conflicts of interest are not necessarily prohibited or harmful to the Center. However, full disclosure of all actual and potential conflicts, and a determination by a subcommittee of the disinterested CSC members – with the interested member(s) recused from participating in debates and voting on the matter – are required. d. All actual and potential conflicts of interest shall be disclosed by members to the CSC Chair through the annual disclosure form and whenever a conflict arises. The subcommittee of disinterested members (the subcommittee) shall make a determination as to whether a conflict exists and what subsequent action is appropriate (if any). The subcommittee shall inform the full CSC of such determination and action. The full CSC shall retain the right to modify or reverse such determination and action by the subcommittee, and shall retain the ultimate enforcement authority with respect to the interpretation and application of this policy. e. On an annual basis, all CSC members shall be provided with a copy of this policy and required to complete and sign the acknowledgement and disclosure for below. All completed forms shall be provided to and reviewed by the CSC Chair, as well as all other conflict information provided by CSC members.     Section 3.2.2: Conflict of Interest, Page 2 of 2 West  County  Reentry  Resource  Center     C ENTER S TEERING C OMMITTEE A CKNOWLEDGEMENT AND D ISCLOSURE F ORM I have read the West County Reentry Resource Center Steering Committee Conflict of Interest Policy set forth above and agree to comply fully with its terms and conditions at all times in my service as a Center Steering Committee member. If at any time following my submission of this form I become aware of any actual or potential conflicts of interest, or if the information provided below becomes inaccurate or incomplete, I will promptly notify the Center’s Steering Committee Chair and the Center’s Executive Director in writing. Disclosure of Actual or Potential Conflicts of Interest: Submitted and Attested To By: Steering Committee Member Signature: Steering Committee Member Name (printed): Date: Reviewed and Acknowledged by the CSC Steering Committee Chair: Steering Committee Chair Signature: Steering Committee Chair Name (printed): Date:     Section 3.2.3: Behavioral Guidelines, Page 1 of 1 West  County  Reentry  Resource  Center     B EHAVIORAL G UIDELINES 1. A S AFE P LACE FOR A LL Cultivating an inclusive, affirming, patient, and open-minded community culture, the West County Reentry Resource Center (the Center) is designed as a beacon of hope, opportunity, and continuing progress to support reentering or formerly incarcerated West County residents and their families in their efforts to forge positive futures. The Center is equally open to all clients regardless of race, culture, sexual orientation, gender, ethnicity, physical or mental ability, age, religion, criminal justice status, or immigration status. 2. G UIDELINES FOR A LL To ensure that the Center provides a welcoming environment for everyone, all staff, Partners, and clients are expected to abide by the following rules. Violation of these rules may be grounds for dismissal from the Center. a. No one may use abusive language or behavior at the Center. b. No one may be under the influence of alcohol or drugs (this does not include prescribed medication taken according to doctor’s orders and reported to the Registration and Intake Administrator). c. No one may perform or threaten to perform any violent acts or actions that endanger the health and safety of others. d. Vandalizes, steals or defrauds anyone else at the Center, or the Center itself. e. Other than law-enforcement officers (Probation, Parole, police), no one may bring any weapons (including knives) to program sites. To reduce the trauma triggers that can be evoked by the sight of firearms, law-enforcement officers are requested to minimize the visibility of weapons that they may be authorized to carry. f. No one may intentionally gives false information related to client eligibility for services or to the conditions of a client’s supervision. g. No one may vandalize, defraud, or steal from anyone at the Center or the Center itself. PROGRAM PARTICIPATION AGREEMENT: I understand these behavioral guidelines, and I agree to follow the basic rules shown above. Participant Signature: Date: Staff Signature: Date:       West  County  Reentry  Resource  Center     This page intentionally left blank.         Section 3.3.1: Data-Sharing MOU, Page 1 of 8 West  County  Reentry  Resource  Center     E LECTRONIC D ATA-S HARING M EMORANDUM OF A GREEMENT (S AMPLE T EMPLATE) 1. P ARTIES TO T HIS A GREEMENT This Data-Sharing Memorandum of Agreement is entered into this (date) by and between The West County Reentry Resource Center (Center) and (Partner). 2. P URPOSE The Center, Partner, and individuals served by both the Center and the Partner will benefit from shared access to personally identifiable information1 for the purpose of conducting reporting and other data compilations in support of contract monitoring and program evaluation. This Agreement sets out the terms and methods for secure and consensual handling of this information. Sharing data allows the Center to support the valuable work that Partner provides to clients and their families. The database benefits both Partner and The Center by: a. Demonstrating the effects that the Center’s work is having on the clients and their families that are served. b. Eliminating redundancy in data collection and reporting. c. Reducing time and paperwork required for Partner to submit invoices, progress reports, and evaluation data to the Center. d. Streamlining internal data management processes of Partner by providing a free electronic data collection, storage, and reporting system that can be used for purposes other than the Center’s data collection. This system permits Partner to more easily and powerfully collect their own data in an aggregate format for needs assessments, planning, evaluations, and research purposes. e. Identifying the best and promising practices and analyzing the effectiveness of existing strategies to support continuous quality improvement in Center programs. Strict confidentiality regulations and procedures will be employed to minimize the risks of disclosure of confidential data. HIPAA (The Health Insurance Portability and Accountability Act of 1996) protects the security and privacy of health data. Center, because it assigns accounts and passwords to users of the client database, falls under the operations clause of HIPAA and is therefore permitted to view client-level health data. In addition, to protect security and confidentiality, Center enters into this Agreement with Partner to assure that Center will maintain the privacy of all protected                                                                                                                 1 “Protected Health Information” is defined by Title 45 of the Code of Federal Regulations, Section 164.501.         Section 3.3.1: Data-Sharing MOU, Page 2 of 8 West  County  Reentry  Resource  Center     health information to which Center is granted access 3. G O ALS OF THE C ENTER’S E VALUATION a. Longitudinally track and analyze data to identify best practices, service patterns, gaps, and participant outcomes in relation to their level of service participation b. Demonstrate how co-located, integrated programs are part of a comprehensive service system aimed at improving common but complex outcome c. Demonstrate how the intensity of services provided to clients, and the overlapping of services from multiple funded programs, leads to improved client outcomes d. Create an efficient data collection infrastructure that can be expanded to include new programs and outcomes e. Reduce data entry, and improve the quality of analysis, by using a limited set of core data elements shared across funded programs. 4. G UIDING P RINCIPLES: D ATA AND E VALUATION The protection of clients served by the Center is a highest value. The right to privacy is based in the United States and California constitutions and provides the broadest protection of personal information. Each individual has the right to make decisions regarding the sharing of their personal information. Protection of personal information is especially critical when working with some of the vulnerable populations served by the Center. Therefore, the Protocol for Data Security established for Center Partner Organizations is set up to ensure that Partner agency data can be shared only if the identity of the individual client is protected, or as required by City, State, or Federal rules, regulations, or laws. 5. D ATA C OLLECTION P ROCEDURES a. Partner data will be collected via an online database administered by Center. Personally identifiable client data will be visible only to the Partner that enters that data and to Center. Partners who do not want to input identifiable data in the Center database have the option to send names and dates of birth to a third party encoder (hereafter “Encoder”). The Encoder will then provide Partner with an encrypted “Encoder ID” to use in place of the name and date of birth in the Center database. b. Some individual level data will be collected, such as client program participation. Identifying information – specifically, client first and last name and data of birth – will be collected either in the Center database or by the third part encoder. Certain sensitive data elements, such as client street address, are optional but not required. c. Access to the online database is password protected. An authentication protocol prevents access to the database without a secure ID and password issued by Center.         Section 3.3.1: Data-Sharing MOU, Page 3 of 8 West  County  Reentry  Resource  Center     Each Partner will determine which members of its agency have access to the database and what level of access they will have. d. According to HIPAA standards, electronic procedures will be implemented that terminate an electronic session after a predetermined time of inactivity. Under the law, this standard time can range from 2 minutes (in an emergency room setting) to 180 minutes (for a secure office setting). The purpose of this limitation is to ensure that individuals who are not registered users cannot access the system. All accounts on the Measure Y database will automatically log out if left idle for a 20-minute period. e. Each Partner will own their data. The Center retains the right to extract aggregated and non-personally identifiable data. Neither the Center nor the Encoder will own the data. 6. D ATA M ATCHING P ROCEDURES In order to support the evaluation of Center programs and the progress of individual clients, Partner data will be matched with data from the Contra Costa County Probation (Probation) and/or California Department of Corrections & Rehabilitation (CDCR). There are four principles to the data matching procedure: a. Probation, CDCR and other local or state criminal justice agencies will not have access to any data from the Center database or the Encoder. b. For Partners who do not want to share identifiable data, there are no identifiers in the Center database. c. The Center database will not contain data provided by Probation, CDCR, local police agencies, or other local or state criminal justice agencies. d. The Center will not have individually identifiable information for anyone. 7. D ATA-M ATCHING P ROCESS a. Partner data i. Encoded option • Partners who do not want to input identifiable data in the database send names and dates of birth to a third party encoder. • The encoder creates an Encoder ID for each client and returns it to the program. • The Partner uses this Encoder ID to record participation data in Center. ii. Un-encoded option • Partners who want to input identifiable data in the database will enter names and dates of birth directly into the Center database for each client.         Section 3.3.1: Data-Sharing MOU, Page 4 of 8 West  County  Reentry  Resource  Center     • Center will generate a unique Center ID for each client. • Center sends the participant service data, Center ID and identifying information to the appropriate evaluator. b. Evaluation i. The evaluator matches participants to other data sources records (Probation, local police agencies, CDCR or other local or state criminal justice agencies) using first name, last name, date of birth, ethnicity and gender – without service data. ii. The evaluator strips the matched data records of any identifying information, keeping only the Center ID or Encoder ID intact before conducted data analysis of program impact. 8. P ROHIBITION ON D ATA-S HARING Absolutely no sharing of Partner program data in the Center database is allowed other than that specified in this Agreement. However, if data is requested or ordered by any City, State, or Federal agency/body, pursuant to applicable rules, regulations or laws, such data shall be provided. 9. P ROCEDURE FOR O BTAINING P RIOR W RITTEN, I NFORMED C ONSENT F ROM C LIENTS An Authorization to Release Confidential Information (“Consent Form”) must be signed before client data is collected and input or transferred into the Center database. Partner is responsible for discussion of confidentiality protocols with clients and parent/guardians and ensuring that they are informed about their rights. In every case the Partner will keep the original signed Consent Form and a copy will be provided to the client as well as the parent/guardian (if applicable). Authorization may be withdrawn at any time. Partner is expected to explain the Authorization process in a language understood by the client. If parent/guardian of the client does not speak the languages spoken by the Partner staff, or cannot adequately read in the languages in which the Consent Form is available then it is the responsibility of the Partner and its staff collecting the information to provide an interpreter, or to read the form to the client or parent/guardian, and to sufficiently explain any difficult wording. The responsible staff person will make sure that the orientation is provided in language that the client can fully understand. The responsible staff person will further respond fully, appropriately, and in a timely manner to the questions and concerns of the client related to the forms or the confidentiality policy and procedures. The client may revoke the authorization at any time. To revoke the authorization, the client should revoke the authorization in writing and submit it to the Partner, who will then inform         Section 3.3.1: Data-Sharing MOU, Page 5 of 8 West  County  Reentry  Resource  Center     Center as soon as is practicable. Actions taken by Center prior to the revocation of the authorization may not be revoked. All confidential information on clients who have revoked their authorization will have identifying information removed from the Center database in a timely manner. Refusal to authorize sharing of confidential client information shall not preclude the client’s receipt of Partner’s services. 10. L IMITATION ON D ISCLOSURE OF C ONFIDENTIAL I NFORMATION Only aggregated data or non-personally identifiable individual data will be shared with the Center. De-identified information neither identifies nor provides a reasonable basis to identify an individual. There are two ways to de-identify information; either: 1) a formal determination by a qualified statistician; or 2) the removal of specified identifiers of the individual and of the individual’s relatives, household members, and employers is required, and is adequate only if the Center has no actual knowledge that the remaining information could be used to identify the individual. The Center may be required to release confidential information without specific authorization if Center has reason to believe that the client is in imminent danger to himself or herself or to others, or if the client is an alleged victim or perpetrator of child, elder or dependent abuse or if requested or ordered by any City, State, or Federal agency/body, pursuant to applicable rules, regulations, or laws. With the exception of the above regarding City, State, or Federal requests or orders, the Center and its auditors, including the City Auditor, will have access only to aggregated data or individual data stripped of personally identifying information. The City and its auditors, including the City Auditor will not have access to personally identifying information, including names, social security numbers and birth dates of a particular client being served by a Partner. The City and its auditors, including the City Auditor will have access to anonymized data on a particular client or aggregate data about a program if that program is serving a small number of clients who could be identified simply by race, gender or age. The following information will not be disclosed without the explicit written authorization of the Client: a. Health diagnosis and treatment; b. Participation in alcohol or drug treatment programs; and c. Criminal arrests or convictions. All confidential information will be acquired and stored in a manner that safeguards the privacy rights of the Clients and/or the Client’s family. Each Partner will be responsible for carefully monitoring the data collection and reporting of confidential Client information maintained in         Section 3.3.1: Data-Sharing MOU, Page 6 of 8 West  County  Reentry  Resource  Center     the Center database. The original, signed copy of the Client’s Authorization form - and any other information regarding the Client collected at any point in time on paper, printed from electronic files, or stored electronically - will be placed in a personal paper or electronic file folder, and stored in a location accessible only to Partner staff who can document a direct, specific, and time-limited need for the confidential information to which they request access. 11. R ESPONSIBILITIES OF THE P ARTIES a. Center: i. Center shall keep all confidential information in the strictest confidence. ii. Center will provide for the protection of confidential information with the most advanced security technology available, and will meet all applicable rules, regulations, and laws, including but not limited to, Federal Privacy Regulations (45 CFR Part 46, 45 CFR 160 and 164 [HIPAA Regs.], 42 CFR Part 2, etc.). iii. Center shall maintain a database that is HIPAA and if applicable VAWA (Violence Against Women Act) compliant and shall follow all HIPAA and VAWA privacy requirements in the handling of personally identifiable information. iv. Center will report its data compilations in such a manner so as not to permit the release of personally identifiable information to persons other than Center personnel or the Partner that was the original source of the personally identifiable information. v. Center will not disclose any personally identifiable information to any requesting person or entity, without prior written authorization from the Partner, with the exception of any request, directive, or order for information from any City, State or Federal agency/body pursuant to applicable rules, regulations or laws. vi. Center shall keep all data in a space physically and electronically secure from unauthorized access. Information and data shall be stored and processed in a way such that unauthorized persons cannot retrieve or alter the information by using a computer, remote terminal, or other means. vii. Center shall instruct all staff with access to confidential information about the requirements for handling confidential information. viii. Center shall provide all staff having access to confidential information with statements of organizational policies and procedures for the protection of human subjects and data confidentiality. ix. Center agrees to defend, indemnify, and hold harmless the Center, its Council Members, officers, partners, agents, and employees, and all Partner from and         Section 3.3.1: Data-Sharing MOU, Page 7 of 8 West  County  Reentry  Resource  Center     against any and all liabilities resulting from injury or death to persons, and damage to or loss of tangible property of third parties, arising out of or resulting from the performance of Center’s services under this Agreement to the extent attributable to the negligent acts or omissions of, or intentional injury by, Center or its employees or agents or arising out of any disclosure by Center in violation of HIPAA. x. Per HIPAA, Center agrees to return or destroy, any Protected Health Information it receives from any Partner inputting data into the online database once a Partner’s grant agreement with the Center has ended. xi. Center will comply with requirements for managing student education records as set forth in the Family Educational Rights and Privacy Act (FERPA) (20 U.S.C. § 1232g; 34 CFR Part 99). xii. Center agrees to return or destroy, in conformance with HIPAA requirements, any protected health information it receives from Partner once its contract with The Center has ended. b. Partner: i. Partner is responsible for maintaining password security to its own agency database user accounts. Each Partner will have the ability to create user accounts and passwords that allow individuals to access the personally identifiable information entered into the database by their own agency. ii. If a database user account assigned to a Partner requires additions, amendments, or deletions, then the Partner is responsible for contacting Center during normal business hours to make those changes. iii. Partner will obtain a signed Consent Form from individuals (or from their parent or guardian if they are a minor) to input their personal information into the database and to participate in evaluation. Partner will follow the procedure outlined above. iv. Partner will enter relevant information into the database and participate in the evaluation as a condition of funding. v. Partner agrees to defend, indemnify, and hold harmless the Center, its Council Members, officers, partners, agents and employees from and against any and all liabilities resulting from injury or death to persons, and damage or loss of tangible property of third parties arising out of or resulting from the performance of Partner’s obligations under this Agreement to the extent attributable to the negligent acts or omissions of, or intentional injury by Partner or its employees or agents.         Section 3.3.1: Data-Sharing MOU, Page 8 of 8 West  County  Reentry  Resource  Center     12. T ERM The term of this Agreement shall be from (date) to (date). Any party may remove their data from the Center database at any time with written notice to Center. As soon as is reasonably practicable, any data owned by that party will then be returned or destroyed by Center. 13. A GREED On behalf of the Center: Signature: _______________________________ Date: ____________________ Name, Title On behalf of the Partner: Signature: __________________________________ Date: __________________ Name, Title         Section 3.3.2: Business Associate Agreement re PHI, Page 1 of 10 West  County  Reentry  Resource  Center     B USINESS A SSOCIATE A GREEMENT REGARDING P ROTECTED HEALTH I NFORMATION WHEREAS, the West County Reentry Resource Center (the “Covered Entity”) is a Covered Entity, as defined below, and wishes to disclose certain Protected Health Information (“PHI”) to Name of partner (“Business Associate”) pursuant to the terms of the Agreement and this Business Associate Agreement (“BAA”); and WHEREAS, Covered Entity and Business Associate intend to protect the privacy and provide for the security of PHI disclosed to Business Associate pursuant to the Agreement in compliance with the Health Insurance Portability and Accountability Act of 1996, Public Law 104-191 (“HIPAA”), the Health Information Technology for Economic and Clinical Health Act, Public Law 111-005 (“the HITECH Act”), and regulations promulgated thereunder by the U.S. Department of Health and Human Services (the “HIPAA Regulations”) and other applicable law; and WHEREAS, as part of the HIPAA Regulations, the Privacy Rule and the Security Rule (defined below) require Covered Entity to enter into a contract containing specific requirements with Business Associate prior to the disclosure of PHI, as set forth in, but not limited to, Title 45, Sections 164.314(a), 164.502(e) and 164.504(e) of the Code of Federal Regulations (“C.F.R.”) and contained in this BAA. NOW, THEREFORE, in consideration of the mutual promises below and the exchange of information pursuant to the BAA, the parties agree as follows: I. D EFINITIONS Terms used, but not otherwise defined, and terms with initial capital letters in the BAA have the same meaning as defined under the Health Insurance Portability and Accountability Act of 1996, Public Law 104-191 (“HIPAA”), the Health Information Technology for Economic and Clinical Health Act, Public Law 111-005 (“the HITECH Act”), and regulations promulgated thereunder by the U.S. Department of Health and Human Services (the “HIPAA Regulations”) and other applicable laws. Privacy Breach Any acquisition, access, use or disclosure of Protected Health Information in a manner not permitted or allowed under state or federal privacy laws. Business Associate is a person, organization, or agency other than a workforce member that provides specific functions, activities, or services that involve the use, creation, or disclosure of PHI for, or on behalf of, a HIPAA covered health care component. Examples of business associate functions are activities such as claims processing or administration, data analysis, utilization review, quality assurance, billing, benefit management, practice management, and repricing; and legal, actuarial, accounting, consulting, data aggregation, management, administrative, accreditation, or financial services.         Section 3.3.2: Business Associate Agreement re PHI, Page 2 of 10 West  County  Reentry  Resource  Center     Covered Entity shall have the meaning given to such term under the Privacy Rule and the Security Rule, including, but not limited to, 45 C.F.R. Section 160.103. Designated Record Set shall have the meaning given to such term under the Privacy Rule, including, but not limited to, 45 C.F.R. Section 164.501. Electronic Protected Health Information means Protected Health Information that is maintained in or transmitted by electronic media. Electronic Health Record shall have the meaning given to such term in the HITECH Act, including, but not limited to, 42 U.S.C. Section 17921. Health Care Operations shall have the meaning given to such term under the Privacy Rule, including, but not limited to, 45 C.F.R. Section 164.501. Privacy Rule shall mean the HIPAA Regulation that is codified at 45 C.F.R. Parts 160 and 164, Subparts A and E. Protected Health Information or PHI means any information, whether oral or recorded in any form or medium: (i) that relates to the past, present or future physical or mental condition of an Individual; the provision of health care to an Individual; or the past, present or future payment for the provision of health care to an Individual; and (ii) that identifies the Individual or with respect to which there is a reasonable basis to believe the information can be used to identify the Individual, and shall have the meaning given to such term under the Privacy Rule, including, but not limited to, 45 C.F.R. Section 160.103. Protected Health Information includes Electronic Protected Health Information [45 C.F.R. Sections 160.103, 164.501]. Protected Information shall mean PHI provided by Covered Entity to Business Associates or created or received by Business Associates on Covered Entity’s behalf. Security Rule shall mean the HIPAA Regulation that is codified at 45 C.F.R. Parts 160 and 164, Subparts A and C. Unsecured PHI shall have the meaning given to such term under the HITECH Act and any guidance issued pursuant to such Act including, but not limited to, 42 U.S.C. Section 17932(h)(1) and 45 C.F.R. 164.402. II. D UTIES AND R ESPONSIBILITIES OF B USINESS A SSOCIATES a. Permitted Uses. Business Associates shall use Protected Information only for the purpose of performing BA’s obligations under the Contract and as permitted or required under the Contract and Addendum, or as required by law. Further, Business Associate shall not use Protected Information in any manner that would constitute a violation of the Privacy Rule, Welfare & Institutions Code section 5328, 42 C.F.R. Part 2, or the HITECH Act, if so used by Covered Entity. However,         Section 3.3.2: Business Associate Agreement re PHI, Page 3 of 10 West  County  Reentry  Resource  Center     Business Associate may use Protected Information (i) for the proper management and administration of Business Associate, (ii) to carry out the legal responsibilities of Business Associate, or (iii) for Data Aggregation purposes for the Health Care Operations of Covered Entity. [45 C.F.R. Sections 164.502(a)(3), 164.504(e)(2)(ii)(A) and 164.504(e)(4)(i)]. b. Permitted Disclosures. Business Associate shall not disclose Protected Information except for the purpose of performing Business Associate’s obligations under the Agreement and as permitted under the Agreement and this BAA. Business Associate shall not disclose Protected Information in any manner that would constitute a violation of the Privacy Rule, 42 C.F.R., Welfare & Institutions Code section 5328, or the HITECH Act if so disclosed by Covered Entity. However, Business Associates may disclose Protected Information (i) for the proper management and administration of Business Associate; (ii) to carry out the legal responsibilities of Business Associate; (iii) as required by law; or (iv) for Data Aggregation purposes for the Health Care Operations of Covered Entity. If Business Associate discloses Protected Information obtained pursuant to the Agreement and this BAA to a third party, Business Associate must obtain, prior to making any such disclosure, (i) reasonable written assurances from such third party that such Protected Information will be held confidential as provided pursuant to this BAA and only disclosed as required by law or for the purposes for which it was disclosed to such third party, and (ii) a written agreement from such third party to immediately notify Business Associate of any Breaches of confidentiality of the Protected Information within twenty-four ( 24) hours of discovery, to the extent it has obtained knowledge of such Breach. [42 U.S.C. Section 17932; 45 C.F.R. Sections 164.504(e)(2)(i)-(ii)(A) and 164.504(e)(4)(ii)]. c. Prohibited Uses and Disclosures. Business Associate shall not use or disclose Protected Information for fundraising or marketing purposes. [42 U.S.C. Section 17936(a) and 45 C.F.R. 164.501]. Business Associate shall not disclose Protected Information to a health plan for payment or health care operations purposes if the Individual has requested this special restriction, and has paid out of pocket in full for the health care item or service to which the PHI solely relates. [42 U.S.C. Section 17935(a); 45 C.F.R. Section 164.502(a)(5)(ii)]. Business Associate shall not directly or indirectly receive remuneration in exchange for Protected Information, except with the prior written consent of Covered Entity and as permitted by the HITECH Act. [42 U.S.C. section 17935(d)(2)]. This prohibition shall not affect payment by Covered Entity to Business Associate for services provided pursuant to the Agreement. d. Appropriate Safeguards. Business Associate shall implement appropriate administrative, technological and physical safeguards as are necessary to prevent the use or disclosure of Protected Information other than as permitted by the Agreement         Section 3.3.2: Business Associate Agreement re PHI, Page 4 of 10 West  County  Reentry  Resource  Center     and this BAA that reasonably and appropriately protect the confidentiality, integrity and availability of the Protected Information, and comply, where applicable, with the HIPAA Security Rule with respect to Electronic PHI. e. Reporting of Improper Access, Use or Disclosure. Consistent with section (h)(4) of this BAA, Business Associate shall notify Covered Entity within twenty – four (24) hours of any suspected or actual breach of Protected Information; any use or disclosure of Protected Information not permitted by the Contract or Addendum; any security incident (i.e. any attempted or successful unauthorized access, use, disclosure, modification, or destruction of information or interference with system operations in any information system) related to Protected Information, and any actual or suspected use or disclosure of data in violation of any applicable federal or state laws by Business Associate or its agents or subcontractors. Business Associate shall report to appropriate entity’s Compliance & Privacy Officer in writing any access, use or disclosure of Protected Information not permitted by the Agreement and this BAA. As set forth below, [42 U.S.C. Section 17921; 45 C.F.R. Section 164.504(e) (2) (ii) (C); 45 C.F.R. Section 164.308(b)]. The Breach notice must contain: (1) a brief description of what happened, including the date of the Breach and the date of the discovery of the Breach, if known, (2) the location of the breached information; (3) the unauthorized person who used the PHI or to whom the disclosure was made; (4) whether the PHI was actually acquired or viewed; (5) a description of the types of PHI that were involved in the Breach,(6) safeguards in place prior to the Breach; (7) actions taken in response to the Breach; (8) any steps Individuals should take to protect themselves from potential harm resulting from the Breach; (9) a brief description of what the business associate is doing to investigate the Breach, to mitigate harm to Individuals, and to protect against further Breaches; and (10) contact procedures for Individuals to ask questions or learn additional information, which shall include a toll-free telephone number, an e-mail address, website or postal address. [45 C.F.R. Sections 164.410(c) and 164.404(c)]. Business Associate shall take any action pertaining to such unauthorized disclosure required by applicable federal and state laws and regulations. Business Associate shall otherwise comply with 45 C.F.R. § 164.410 with respect to reporting Breaches of Unsecured PHI. [42 U.S.C. Section 17921; 45 C.F.R. Section 164.504(e)(2)(ii)(C); 45 C.F.R. Section 165.308(b)] f. Business Associate’s Agents. Business Associate shall ensure that any agents, including subcontractors, to whom it provides Protected Information, agree in writing to the same restrictions and conditions that apply to Business Associate with respect to such PHI and implement the safeguards required by paragraph c above with respect to Electronic PHI. [45 C.F.R. Sections 164.502(e)(1)(ii), 164.504(e)(2)(ii)(D)and 164.308(b)]. If         Section 3.3.2: Business Associate Agreement re PHI, Page 5 of 10 West  County  Reentry  Resource  Center     Business Associate knows of a pattern of activity or practice of a subcontractor or agent that constitutes a material breach of violation of the subcontractor or agent’s obligations under the Contract or Addendum or other arrangement, the Business Associate must take reasonable steps to cure the breach or end the violation. Business Associate shall take reasonable steps to cure the Breach or end the violation. If these steps are unsuccessful, Business Associate shall terminate the contract or arrangement with agent or subcontractor, if feasible. [45 C.F.R. Section 164.504(e)(1)(iii)]. Business Associate shall provide written notification to Covered Entity of any pattern of activity or practice of a subcontractor or agent that BA believes constitutes a material breach or violation of the subcontractor or agent’s obligations under the Contract or Addendum or other arrangement with twenty four (24) hours of discovery and shall meet with CE to discuss and attempt to resolve the problem as one of the reasonable steps to cure the breach or end the violation. The Business Associate shall implement and maintain sanctions against agents and subcontractors that violate such restrictions and conditions and shall mitigate the effects of any such violation. g. Access to Protected Information. Business Associate shall make Protected Information maintained by Business Associate or its agents or subcontractors in Designated Record Sets available to Covered Entity for inspection and copying within ten (10) days of a request by Covered Entity to enable Covered Entity to fulfill its obligations under the Privacy Rule, including, but not limited to, 45 C.F.R. Section 164.524. [45 CF.R. Section 164.504(e)(2)(ii) (E); 42 C.F.R. part 2 and Welfare & Institutions Code section 5328]. If Business Associate maintains an Electronic Health Record, Business Associates shall provide such information in electronic format to enable Covered Entity to fulfill its obligations under the HITECH Act, including, but not limited to, 42 U.S.C. Section 17935(e)(1). If any Individual requests access to PHI directly from Business Associate or its agents or subcontractors, Business Associate shall notify Covered Entity in writing within five (5) days of the request. h. Electronic PHI. If Business Associate receives, creates, transmits or maintains Electronic PHI on behalf of Covered Entity, Business Associates will, in addition, do the following: i. Develop, implement, maintain and use appropriate administrative, physical, and technical safeguards in compliance with Section 1173(d) of the Social Security Act, Title 42, Section 1320(s) or the United States Code and Title 45, Part 162 and 164 of CFR to preserve the integrity and confidentiality of all electronically maintained or transmitted PHI received from or on behalf of Covered Entity. ii. Document and keep these security measures current and available for inspection         Section 3.3.2: Business Associate Agreement re PHI, Page 6 of 10 West  County  Reentry  Resource  Center     by Covered Entity. iii. Ensure that any agent, including a subcontractor, to whom the Business Associate provides Electronic PHI, agrees to implement reasonable and appropriate safeguards to protect it. iv. Report to the Covered Entity any Security Incident of which it becomes aware. For the purposes of this BAA and the Agreement, Security Incident means, as set forth in 45 C.F.R. Section 164.304, “the attempted or successful unauthorized access, use, disclosure, modification, or destruction of information or interference with system operations in an information system.” Security incident shall not include, (a) unsuccessful attempts to penetrate computer networks or servers maintained by Business Associate, or (b) immaterial incidents that occur on a routine basis, such as general “pinging” or “denial of service” attacks. i. Amendment of PHI. Within ten (10) days of receipt of a request from Covered Entity for an amendment of Protected Information or a record about an individual contained in a Designated Record Set, Business Associate or its agents or subcontractors shall make such Protected Information available to Covered Entity for amendment and incorporate any such amendment to enable Covered Entity to fulfill its obligations under the Privacy Rule. If any Individual requests an amendment of Protected Information directly from Business Associate or its agents or subcontractors, Business Associate must notify Covered Entity in writing within five (5) days of the request. Any approval or denial of amendment of Protected Information maintained by Business Associate or its agents or subcontractors shall be the responsibility of Covered Entity. j. Accounting Rights. Business Associate agrees to document such disclosures of PHI and information related to such disclosures as would be required for Covered Entity to respond to a request by an Individual for an accounting of disclosures of PHI in accordance with Privacy Rule and the HITECH Act. [42 U.S.C. Section 17935(c) and 45 C.F.R. Section 164.528]. Business Associate agrees to implement a process that allows for an accounting of disclosures to be collected and maintained by Business Associate and its agents or subcontractors for at least six (6) years prior to the request. Accounting of disclosures from an Electronic Health Record for treatment, payment or health care operations purposes are required to be collected and maintained for three (3) years prior to the request, and only to the extent Business Associate maintains an electronic health record and is subject to this requirement. At a minimum, the information collected and maintained shall include: (i) the date of disclosure; (ii) the name of the entity or person who received Protected Information and, if known, the address of the entity or person; (iii) a brief description of Protected Information disclosed and (iv) a brief statement of purpose of the disclosure that         Section 3.3.2: Business Associate Agreement re PHI, Page 7 of 10 West  County  Reentry  Resource  Center     reasonably informs the Individual of the basis for the disclosure, or a copy of the Individual's authorization, or a copy of the written request for disclosure. [45 C.F.R. Section 164.528(b)]. In the event that the request for an accounting is delivered directly to Business Associate or its agents or subcontractors, Business Associate shall forward it to Covered Entity in writing within five (5) days of request. It shall be Covered Entity’s responsibility to prepare and deliver any such accounting requested. Business Associate shall not disclose any Protected Information except as set forth in the Agreement and this BAA. k. Governmental Access to Records. Business Associate shall make its internal practices, books and records relating to the use and disclosure of Protected Information available to Covered Entity and to the Secretary of the U.S. Department of Health and Human Services (the “Secretary”) for purposes of determining Business Associate’s compliance with the Privacy Rule [45 C.F.R. Section 165.504(e)(2)(ii)(I). Business Associate shall concurrently provide to Covered Entity a copy of any internal practices, books, and records relating the use and disclosure of PHI that Business Associate provides to the Secretary. l. Minimum Necessary. Business Associate and its agents or subcontractors shall request, use and disclose only the minimum amount of Protected Information reasonably necessary to accomplish the purpose of the request, use, or disclosure in accordance with 42 U.S.C. Section 17935(b). Business Associate understands and agrees that the definition of “minimum necessary” as defined in HIPAA and as may be modified by the Secretary. Each party has an obligation to keep itself informed of guidance issued by the Secretary with respect to what constitutes “minimum necessary.” m. Audits, Inspection and Enforcement. Within ten (10) days of a written request by Covered Entity, Business Associate and its agents or subcontractors shall allow Covered Entity to conduct a reasonable inspection of the facilities, systems, books, records, agreements, policies and procedures relating to the use or disclosure of Protected Information pursuant to this BAA for the purpose of determining whether Business Associate has complied with this BAA; provided, however, that (i) Business Associate and Covered Entity shall mutually agree in advance upon the scope, timing and location of such an inspection, (ii) Covered Entity shall protect the confidentiality of all confidential and proprietary information of Business Associate to which Covered Entity has access during the course of such inspection; and (iii) Covered Entity shall execute a nondisclosure agreement, upon terms mutually agreed upon by the parties, if requested by Business Associate. The fact that Covered Entity inspects, or fails to inspect, or has the right to inspect,         Section 3.3.2: Business Associate Agreement re PHI, Page 8 of 10 West  County  Reentry  Resource  Center     Business Associate’s facilities, systems, books, records, agreements, policies and procedures does not relieve Business Associate of its responsibility to comply with the BAA, nor does Covered Entity’s (i) failure to detect or (ii) detection, but failure to notify Business Associate or require Business Associate ’s remediation of any unsatisfactory practices, constitute acceptance of such practice or a waiver of Covered Entity’s enforcement rights under the Agreement or BAA, Business Associate shall notify Covered Entity within five (5) days of learning that Business Associate has become the subject of an audit, compliance review, or complaint investigation by the Office for Civil Rights. III. T ERMINATION a. Material Breach. A Breach by Business Associate of any provision of this BAA shall constitute a material Breach of the Agreement and shall provide grounds for immediate termination of the Agreement, any provision in the Agreement to the contrary notwithstanding. [45 C.F.R. Section 164.504(e)(2)(iii)] b. Judicial or Administrative Proceedings. Covered Entity may terminate the Agreement, effective immediately, if (i) Business Associate is named as a defendant in a criminal proceeding for a violation of HIPAA, the HITECH Act, 42 C.F.R. Part 2, the HIPAA Regulations or other security or privacy laws or (ii) a finding or stipulation that the Business Associate has violated any standard or requirement of HIPAA, the HITECH Act, 42 C.F.R. Part 2, the HIPAA Regulations or other security or privacy laws is made in any administrative or civil proceeding in which the party has been joined. c. Effect of Termination. Upon termination of the Agreement for any reason, Business Associate shall, at the option of Covered Entity, return or destroy all Protected Information that Business Associate or its agents or subcontractors still maintain in any form, and shall retain no copies of such Protected Information. If return or destruction is not feasible, Business Associate shall continue to extend the protections of Section 2 of the BAA to such information, and limit further use of such PHI to those purposes that make the return or destruction of such PHI infeasible. [45 C.F.R. Section 164.504(e) (ii)(2)(I)]. If County elects destruction of the PHI, Business Associate shall certify in writing to County that such PHI has been destroyed. IV. G ENERAL P ROVISIONS a. Indemnification. In addition to the indemnification language in the Agreement, Business Associate agrees to be responsible for, and defend, indemnify and hold harmless the Covered Entity for any Breach of Business Associate’s privacy or security obligations under the Agreement, including any fines and assessments that may be made against Covered Entity or the Business Associate for any privacy Breaches or late         Section 3.3.2: Business Associate Agreement re PHI, Page 9 of 10 West  County  Reentry  Resource  Center     reporting and the cost of notice to credit monitoring companies. b. Disclaimer. Covered Entity makes no warranty or representation that compliance by Business Associate with this BAA, HIPAA, the HITECH Act, or the HIPAA Regulations will be adequate or satisfactory for Business Associate’s own purposes. Business Associate is solely responsible for all decisions made by Business Associate regarding the use and safeguarding of PHI. c. Amendment to Comply with Law. The parties acknowledge that state and federal laws relating to data security and privacy are rapidly evolving and that amendment of the Agreement, the Terms and Conditions and/or BAA may be required to provide for procedures to ensure compliance with such developments. The parties specifically agree to take such action as is necessary to implement the standards and requirements of HIPAA, the HITECH Act, the Privacy Rule, the Security Rule and other applicable laws relating to the security or confidentiality of PHI. Upon the request of any party, the other party agrees to promptly enter into negotiations concerning the terms of an amendment to the BAA embodying written assurances consistent with the standards and requirements of HIPAA, the HITECH Act, the Privacy Rule, the Security Rule or other applicable laws. Covered Entity may terminate Contract upon thirty (3) days written notice in the event (i) Business Associate does not promptly enter into negotiations to amend the Contract or Addendum when requested by Covered Entity pursuant to this section or (ii) Business Associate does not enter into an amendment to the Contract or Addendum providing assurances regarding the safeguarding of PHI that Covered Entity, in its sole discretion, deems sufficient to satisfy the standards and requirements of applicable laws. d. Assistance in Litigation of Administrative Proceedings. Business associate shall notify Covered Entity within forty-eight (48) hours of any litigation or administrative proceedings commenced against Business Associate or its agents or subcontractors. Business Associate shall make itself, and any subcontractors, employees or agents assisting Business Associate in the performance of its obligations under the Agreement or BAA, available to Covered Entity, at no cost to Covered Entity, to testify as witnesses, or otherwise, in the event of litigation or administrative proceedings being commenced against Covered Entity, its directors, officers or employees based upon a claimed violation of HIPAA, the HITECH Act, the Privacy Rule, the Security Rule, or other laws relating to security and privacy, except where Business Associate or its subcontractor, employee or agent is named as an adverse party. e. No Third-Party Beneficiaries. Nothing express or implied in the Agreement or this BAA is intended to confer, nor shall anything herein confer, upon any person other than Covered Entities, Business Associate and their respective successors or assigns, any         Section 3.3.2: Business Associate Agreement re PHI, Page 10 of 10 West  County  Reentry  Resource  Center     rights, remedies, obligations or liabilities whatsoever. f. Effect on Agreement. Except as specifically required to implement the purposes of the BAA, or to the extent inconsistent with this BAA, all other terms of the Agreement shall remain in force and effect. g. Interpretation. The BAA shall be interpreted as broadly as necessary to implement and comply with HIPAA, the HITECH Act, the Privacy Rule and the Security Rule. The parties agree that any ambiguity in this BAA shall be resolved in favor of a meaning that complies and is consistent with HIPAA, the HITECH Act, the Privacy Rule and the Security Rule. h. Governing Law, Venue. This agreement has been executed and delivered in, and shall be construed and enforced in accordance with, the laws of the State of California. Proper venue for legal action regarding this Agreement shall be in the County of Santa Clara. i. Survivorship. The respective rights and responsibilities of Business Associate related to the handling of PHI survive termination of this Agreement. IN WITNESS WHEREOF, the parties hereto have duly executed this BAA as of the date below. On behalf of Host Organization: Reviewed and agreed by: ________________________________ ________________ Name and title Date On behalf of Partner Organization: Reviewed and agreed by: ________________________________ ________________ Name and title Date Section 3.3.3: Sample Baseline Intake, Page 1 of 11 West  County  Reentry  Resource  Center     Baseline Intake1 Intake Staff Name: Date: / / If client already has a confirmed record in Center database, enter name and birthdate only, and skip to Contact Info. 1. Client Identification: First name Middle initial Last name Birth date month day year Social Security Number - - SSN unknown/not available Client Alternative Name: Enter alternate name(s), if any First name Middle initial Last name 2. Essential Demographics What is your gender Male Female Transgender/Transsexual/Intersex What is your marital status? Single/ Never Married In a committed relationship (but not married) Married Separated Divorced Widowed Unknown Declined to Answer What is your ethnicity (Non-Hispanic or Hispanic) and your race? Based on client’s self-identification, choose ethnicity and then, within that column, check race(s) identified (use “other” only if YOU cannot determine how to categorize consumer response): Non-Hispanic: Hispanic: African American/Black African American/Black Native American/Alaskan Native American/Alaskan Asian Pacific Islander/Hawaiian Asian Pacific Islander/Hawaiian 1 Offered for the purposes of illustration only Section 3.3.3: Sample Baseline Intake, Page 2 of 11 West  County  Reentry  Resource  Center     White White Other Other What is your primary language English Spanish* Chinese* Lao* Cambodian* Vietnamese* Tagalog* Russian* American Sign Language* Other (specify): *If other than English: Do you feel comfortable talking in English? Yes No Unknown Are you a U.S. Veteran? *Yes No Unknown *If yes: Service Era(s): Discharge status: What is the highest level of education you’ve completed? Elementary school High school diploma* Bachelor degree (B.A., B.S.) Middle/junior high school Some college Master degree (M.A./M.S. etc.) Some high school (no GED)* Technical or trade school Doctorate (Ph.D./M.D. etc.) Some high school +GED* Associate degree (A.A.) Unknown *If less than high school diploma: Highest grade completed 3. Your Contact Information What is your current a ddress? Line 1: Line 2: City State Zip Are you staying outdoors or in a place not meant for human habitation? Yes* No Unknown *If yes, you may enter just the city name as your current address. What are the best phone numbers for us to reach you? Primary phone Description Alternate 1 Description Alternate 2 Description Section 3.3.3: Sample Baseline Intake, Page 3 of 11 West  County  Reentry  Resource  Center     Email None If you have a different mailing address, please list it here: Line 1: None Line 2: City State Zip 4. Related Contacts Please give us information for at least one person connected with you that we should know about. If you have additional names you want to give us, you can give us information about them on the Additional Related Contacts form. Title: First name: Last name: How is this person connected to you? Family (Specify) Case Manager B&C Operator Payee Physician Psychiatrist Parole Officer Probation Officer Someone else (specify) Who is the best person we should call if you have an emergency? What is that person’s current address? Line 1: Line 2: City State Zip How can we best reach that person? Primary phone Description Alternate 1 Description Email None Section 3.3.3: Sample Baseline Intake, Page 4 of 11 West  County  Reentry  Resource  Center     5. Referrals I f someone referred you to the Center, check all that apply (specify name and agency): No one referred me Someone asked/suggested that I come here. Specify who: : ___________________________ I was ordered by the court I am here as part of my probation I am here as part of my parole Other: ___________________________ 6. Disabilities Do you have any disabling conditions (that is, conditions that are of long or indefinite duration, and limiting ability to work or live independently) ? Yes* No I don’t know *If yes, tell us which types of disability affect your ability to work or live independently. If required (by program), indicate whether disability verification has been submitted to file, with Date and Type: Mental health disability Yes, SMI (Level 1) No Yes, MI (other diagnosis) Unknown Specify/notes: Verification filed? No Yes* *If yes, date verified: Substance abuse disability Yes, Alcohol Yes, Drugs No Yes, Alcohol and Drugs Unknown Specify/notes: Verification filed? No Yes* *If yes, date verified: Physical disability Yes No Unknown Specify (optional): Verification filed? No Yes* *If yes, date verified: Developmental disability Yes No Unknown Specify (optional): Verification filed? No Yes* *If yes, date verified: HIV/AIDS Yes No Unknown Specify (optional): Verification filed? No Yes* *If yes, date verified: Other medical condition Yes No Unknown Specify (optional): Verification filed? No Yes* *If yes, date verified: 7. Criminal Justice History Have you ever been held in a city or county jail? Yes* No I don’t know Have you eve been convicted of a crime? Yes* No I don’t know *If yes: Type of conviction(s) Check all that apply Felony Misdemeanor Section 3.3.3: Sample Baseline Intake, Page 5 of 11 West  County  Reentry  Resource  Center     Convicted within last six months Yes No Unknown Currently on probation Yes No Unknown Ever incarcerated in state or federal prison Yes* No Unknown *If yes: Released within six months Yes No Unknown Currently on parole Yes No Unknown Release Date: __________________ Unknown *If yes: Held there within last six months Yes* No Unknown *If yes: How many times within last six months Release Date: __________________ Unknown Any additional info on your criminal justice history 8. Employment Do you currently have a job? Yes No * If no: Recent Work History Out of last 26 weeks (six months), how many weeks do you think you worked at least 20 hours in a single week? Did your most recent job end within last six months? Yes* No Unknown *If yes: Recent job end date (last date of confirmed employment) ___/____/______ (mo/day/year) è If participant cannot remember exact date, estimate it based on the number of weeks not worked (26 minus # worked). Are you currently looking for a job? Yes No” I don’t know If you’re not seeking employment, can you tell us why? Disabled Retired Other, Please specify: _______________________ Section 3.3.3: Sample Baseline Intake, Page 6 of 11 West  County  Reentry  Resource  Center     Reason for leaving recent job Choose best: Left voluntarily, to look for a better position Temporary/seasonal position ended Left job for other (personal) reasons Laid off (business reasons) Unable to adequately perform job duties Terminated for cause (disciplinary or performance reasons) Unable to maintain job schedule Unknown Employer __________________________________________________________ Position or title _____________________________________________________ Job start date ___/____/______ (mo/day/year) Job tenure Permanent/regular (no time limit) Temporary/seasonal Weekly hours Hourly wage $ Employer-sponsored health benefit Yes No Unknown Job sector Automotive Finance/Insurance/RE Information Technology Social Services Business Services Government Manufacturing Transportation Communications Health Services Personal Services Wholesale/Retail Construction Hospitality Services Public Utilities 9. Income and Benefits Total household monthly income: Total household monthly income is the total amount of money that your, your dependent children and all other adults in the household receive each month through earnings (report gross [“pre-tax’] amount), workers comp, unemployment, any form of public assistance, or other sources. Household income: $ No income at all I don’t know Personal monthly income Personal monthly income is the amount you have received directly; check all sources and identify amounts by source: Employment $__________ Unemployment Insurance (UI) $__________ Workers Compensation (WC) $__________ Food Stamps (SNAP) $_________ General Assistance (GA) $__________ TANF/CalWORKs $__________ Supplemental Security Income (SSI) $__________ Social Security Disability Income (SSDI) $_________ Veteran’s Disability $__________ State Disability Insurance (SDI) $__________ Private disability insurance $__________ Veteran’s Pension $__________ Other public/private pension $__________ Social Security Retirement $__________ Child Support $__________ Spousal Support/Alimony $__________ Other (specify below)* $__________ *Specify other source(s): Other household member(s) monthly income: Other household member(s) monthly income is the amount received by all other household members; check all sources and identify amounts by source: Section 3.3.3: Sample Baseline Intake, Page 7 of 11 West  County  Reentry  Resource  Center     Employment $__________ Unemployment Insurance (UI) $__________ Workers Compensation (WC) $__________ Food Stamps (SNAP) $_________ General Assistance (GA) $__________ TANF/CalWORKs $__________ Supplemental Security Income (SSI) $__________ Social Security Disability Income (SSDI) $__________ Veteran’s Disability $__________ State Disability Insurance (SDI) $__________ Private disability insurance $__________ Veteran’s Pension $__________ Other public/private pension $__________ Social Security Retirement $__________ Child Support $__________ Spousal Support/Alimony $__________ Other (specify below)* $__________ *Specify other source(s): Does anyone in your house receive non-c ash benefits? Yes* No I don’t know *If yes: CalWORKs Child Care Supplemental Nutrition (WIC) CalWORKs Transportation Food Bank Other CalWORKs Support Other (specify): Do you have health insurance coverage? Yes* No** I don’t know *If yes: MediCal County Basic Adult Care VA Medical Services Employer-sponsored plan Medicare Healthy Families (if child) VA Psychiatric Services Any self-paid COBRA plan Other (specify): **If no: Have you applied for insurance through Covered California or expanded Medicare? Yes* No** I don’t know If yes, where/how did you apply? If yes, what is the status of your application? 10. Housing Living Situation Choose the best description of where you’re living right now. Where did you spend last night? House, condo or other unit that I own; my name is on the deed to the house. A house, apartment, room or other living unit that I rent; my name is on the lease. Section 3.3.3: Sample Baseline Intake, Page 8 of 11 West  County  Reentry  Resource  Center     Staying with family (paying no rent) Staying with family (to whom I pay rent) Staying with friend (paying no rent) Staying with friend (to whom I pay rent) Supported Housing Program* Emergency Shelter (or motel with voucher)* Psychiatric hospital or facility* AOD Treatment or detox facility* Hospital (non-psychiatric)* Correctional facility (jail, prison or juvenile detention)* Any place not meant for habitation (vehicle, garage, abandoned building, transit station, outside…) Other (specify): *Housing program, shelter or facility name: How long have you been living in this way? 1 week or less More than 1 week, less than 1 month More than 1 month, less than 3 months More than 3 months, less than 1 year 1 year or longer Unknown Are you a victim of domestic/relationship violence? Yes* No Unknown *If yes: Most recent experience of domestic violence Within last 3 months 3 to 6 months ago 6 to 12 months ago More than 12 months ago Unknown How long is your current housing supposed to last? Permanent (no time limit, unless evicted)… Temporary (shelter, facility or time-limited with family/friends)… Transitional (time-limited “program”)… N/A (for any place not meant for habitation) ….if Permanent or Transitional tenure: Monthly rent amount: $ Receiving any housing subsidy: Yes* No Unknown *If yes: VASH Section 8 Housing Authority Shelter Plus Care (SPC) SRO Mod Rehab Other SHP (specify): Are you facing discharge, eviction or required to leave? Yes* No Unknown *If yes: “Must leave” date: ___/____/______ (mo/day/year) ….if Temporary tenure: Section 3.3.3: Sample Baseline Intake, Page 9 of 11 West  County  Reentry  Resource  Center     Temporary means time-limited (!): Expected discharge date or limit to stay: ___/____/______ (mo/day/year) Living Situation prior to this Emergency Shelter Any place not meant for habitation ANY OTHER Living Situation* *If ANY OTHER: Can you return there? Yes No Unknown Housing Status Homeless* Imminently Homeless* At Risk of Homelessness In Stable Housing • Supported Housing with Transitional tenure • Emergency Shelter • Any place not meant for habitation Any Living Situation where participant • must leave within one week (eviction, discharge or limit to stay) • cannot return to prior situation (if in Temporary) • does not have resources to secure housing Any time-limited Living Situation (eviction, discharge or limit to stay), where participant does not meet criteria for Homeless or Imminently homeless, e.g. • staying with family temporarily but indefinitely • discharge from facility in one month Any Living Situation with Permanent tenure and with no pending eviction or other requirement to leave. *If Homeless or Imminently Homeless: How many separate times have you been homeless in past 3 years? Only this time 2-3 times, including this one 4 or more times, including this one Unknown Eligibility verification must be filed for enrollment into HUD-funded programs: Verification filed? No Yes* *If yes, date verified: ___/____/______ (mo/day/year) Last Permanent Residence Enter the ZIP code of the last place where you lived for 90 days (3 months) or more. Circle city name (if Contra Costa) or county name (if Other) from the appropriate list: ZIP code of Last Permanent Residence West Contra Costa County El Cerrito El Sobrante Hercules N. Richmond Pinole Richmond Rodeo San Pablo Unincorporated West County Other Contra Costa County Section 3.3.3: Sample Baseline Intake, Page 10 of 11 West  County  Reentry  Resource  Center     Alamo Antioch Baypoint Bethel Island Blackhawk Byron Canyon Clayton Clyde Concord Crockett Danville Diablo Discovery Bay Kensington Knightsen Lafayette Martinez Moraga Oakley Orinda Pacheco Pittsburg Pleasant Hill Port Costa San Ramon Walnut Creek Unincorporated Contra Costa (Central/East) Other Counties Alameda County Marin County Napa County San Francisco County San Mateo County Santa Clara County Solano County Sonoma County Other California County Other U.S. State or Territory: Outside US: 11. Family/Household Do you have any dependent children? Dependent children are children 17 years old or younger who are currently living with you full time AND can be claimed as dependents on your tax return or you receive some form of public assistance (TANF, SSI, Foster Care payments, etc.) for their support. Yes* No Unknown *If yes: How many dependent children Single parent Yes No Unknown Do you have any non-dependent children? Non-dependent children are children 17 years old or younger who are not currently living with participant (even if you provide some kind of financial support). Yes* No Unknown *If yes: How many non-dependent children Are there any other adults in your household? These are other adults whose income, combined with yours, supports the household AND with whom you share and intend to continue to share resources. This includes a spouse or partner who is not disabled and, if you are under 18, your parent(s)/guardian(s). Yes* No Unknown *If yes: How many other adults in household If any other adults in household are seeking services here, identify them to link records as a household: Name: Birthdate: ___/___/_____ (mo/day/year) Section 3.3.3: Sample Baseline Intake, Page 11 of 11 West  County  Reentry  Resource  Center     Relation: Spouse/partner Parent Sister/brother Adult child Other (specify): Name: Birthdate: ___/___/_____ (mo/day/year) Relation: Spouse/partner Parent Sister/brother Adult child Other (specify): 12. Parenting/Child Engagement Have you ever fathered or given birth to a child? Yes* No Unknown *If yes: How many children have you fathered or given birth to? Do you live with all of the children you fathered or have given birth to? Yes No Unknown At what age did you first become a parent? Under 21 years old 21 years or over Think about the last month. About how much time did you spend with your child or children per week? If you do not live with your child but you speak with him/her on the phone, please estimate the amount of time you spent talking with them on the phone. 0 Hours Less than 5 Hours Between 5-10 Hours Between 10-15 Hours Between 15-20 Hours Between 20-25 Hours More than 25 Hours       West  County  Reentry  Resource  Center     This page intentionally left blank.   Section 3.3.4: Sample Individual Development Plan, Page 1 of 11 West  County  Reentry  Resource  Center     Individual Development Plan At the West County Reentry Resource Center, we want to help you identify what steps you can take to build the life you want for yourself. One of the first steps is to develop a PLAN of ACTION. The following Individual Development Plan (IDP) is designed to help you recognize your strengths, identify what motivates you, and assist you in your setting and achieving your goals. Name: _______________________________________________ Date: ______________________________ What are the abilities, attitudes, and resources that I can use to help make changes in my life? • __________________________________________________________________________________ • __________________________________________________________________________________ • __________________________________________________________________________________ What are the top three reasons that I want to make changes in my life? • __________________________________________________________________________________ • __________________________________________________________________________________ • __________________________________________________________________________________ Setting goals is an important step to making change. Walk through this process using these questions to guide you: Goal = What change do I need to make? (Be specific) Steps = How will I begin to make this change happen? Completion Date = When do I think I can complete this task? Purpose = Why do I want to make this change? Partner Agency/Referral Date = Center Staff will assist you with referrals to partner agencies   Section 2: Sample Individual Development Plan, Page 2 of 11 Staying Free Completion Date Goal Steps 1. 2. 3. Purpose Partner Agency Referral Date   Section 2: Sample Individual Development Plan, Page 3 of 11 Education/Training Completion Date Goal Steps 1. 2. 3. Purpose Partner Agency Referral Date   Section 2: Sample Individual Development Plan, Page 4 of 11 HOUSING Completion Date Goal Steps 1. 2. 3. Purpose Partner Agency Referral Date   Section 2: Sample Individual Development Plan, Page 5 of 11 PUBLIC BENEFITS Completion Date Goal Steps 1. 2. 3. Purpose Partner Agency Referral Date   Section 2: Sample Individual Development Plan, Page 6 of 11 LEGAL ISSUES Completion Date Goal Steps 1. 2. 3. Purpose Partner Agency Referral Date   Section 2: Sample Individual Development Plan, Page 7 of 11 DOMESTIC VIOLENCE/ EMOTION REGULATION SKILLS Completion Date Goal Steps 1. 2. 3. Purpose Partner Agency Referral Date   Section 2: Sample Individual Development Plan, Page 8 of 11 RELATIONSHIP ISSUES Completion Date Goal Steps 1. 2. 3. Purpose Partner Agency Referral Date   Section 2: Sample Individual Development Plan, Page 9 of 11 PARENTING/ CUSTODY ISSUES Completion Date Goal Steps 1. 2. 3. Purpose Partner Agency Referral Date   Section 2: Sample Individual Development Plan, Page 10 of 11 CHILD SUPPORT Completion Date Goal Steps 1. 2. 3. Purpose Partner Agency Referral Date   Section 2: Sample Individual Development Plan, Page 11 of 11 EMPLOYMENT/ INCOME Completion Date Goal Steps 1. 2. 3. Purpose Partner Agency Referral Date       Table of Contents: Section 4/Reference Materials West  County  Reentry  Resource  Center     4. R EFERENCE M ATERIALS Note: These reference materials (107 pages) can be downloaded at http://www.furtherthework.com/clients-and-projects.html 4.1 Project Photos These photographs document the participatory, community-based process created by Further The Work to generate all elements of the concept, design, and implementation plan for the West County Reentry Resource Center. The participatory process was based on the inclusive techniques developed by Technology of Participation (ToP), a set of methods used internationally to cultivate shared leadership and management, equity in information, and collective decision-making. The photographs are provided courtesy of Terrance Cheung, who generously donated his efforts to serve as the project’s pro bono photographer. (15 pages) 4.2 AB 109 Operations Plan Adopted by unanimous vote of the Contra Costa County Board of Supervisors in November 2012, Contra Costa County’s AB 109 Operations Plan provided a contextual framework for the development of the West County Reentry Resource Center. In turn, the Center’s design is intended to further the goals and strategies outlined in the Operations Plan. As with the development of the West County Reentry Resource Center, the Operations Plan was developed through a multi-stakeholder participatory process designed and managed by Further The Work. (12 pages) 4.3 What Is Collective Impact? This short summary identifies the five key characteristics that define collective impact initiatives, as described by FSG Social Impact Partners, which has spearheaded the national conversation about collective impact. (1 page) 4.4 Backbone Entity Types This short overview, derived from the work of FSG Social Impact Partners, summarizes several organizational structures and entities that can serve as backbone entities to support collective impact efforts. (1 page) 4.5 What is a SparkPoint Center? This brochure outlines the chief goals, mechanisms of service, and core characteristics of the SparkPoint Centers, a multi-service initiative conceived and funded by the United Way       Table of Contents: Section 4/Reference Materials West  County  Reentry  Resource  Center     of the Bay Area. Like the West County Reentry Resource Center model, SparkPoint Centers provide co-located, integrated services intended to achieve collective impact. (8 pages) 4.6 The “Transition from Jail to Community” Initiative Developed by the Urban Institute and the National Institute of Corrections, this brief provides an overview of early implementation of the Transition from Jail to Community Initiative, which was piloted in 2007 in six locations across the United States. Providing a road map for collaboration and systems change, the TJC model charts a clear course for jail and community partners by identifying the essential elements of an effective jail transition strategy. (8 pages) 4.7 Million-Dollar Murray Written by Malcolm Gladwell in 2006 for the New Yorker magazine, this article examines public/private efforts to manage complex individuals – like Murray Baer – whose chronic homelessness and alcoholism present huge, disproportionate, and costly challenges for social service agencies, public hospitals, and public safety systems. (11 pages) 4.8 Recruitment Property Inventory Recap (Richmond Main Street) Provided by Richmond Main Street, a nonprofit business-development organization focusing on Richmond’s Macdonald Avenue, this inventory recap provides an overview of various commercial properties that may be available for rent or purchase in downtown Richmond. (12 pages) 4.9 Letter of Interest and Property Brochure: 1711 Barrett Avenue Provided by a property owner to propose this downtown Richmond property as a possible location for the Center, this letter and brochure summarize the property’s characteristics and availability. (9 pages) 4.10 Providing Services and Supports for Youth Who are LGBTQQIS-2 A collaborative effort of the National Center for Cultural Competence and the National Technical Assistance Center for Children’s Mental Health of the Georgetown University Center for Child and Human Development, along with the American Institutes for Research, this practice brief is one of a series designed to enhance system, organizational, and program capacity to deliver culturally and linguistically competent services and supports to youth who are LGBTQI2-S and their families. Although it is youth-focused, it is included here as a ready reference for issues that may apply to LGBTQQIS-2 adults as well as youth. (8 pages)       Table of Contents: Section 4/Reference Materials West  County  Reentry  Resource  Center     4.11 RYSE House Agreement A visual guide to house rules for the RYSE Center for youth in Richmond, this single-sheet flyer is included as a demonstration of the ways in which messaging can be crafted to reflect a tone and spirit that reflects and speaks to the cultures of the intended audiences. 4.12 A Few Good Case Management Tools This overview of electronic case-management tools was developed by Idealware, a nonprofit organization that produces well-researched, impartial, and accessible resources about software to help nonprofits make smart software decisions. (4 pages) 4.13 Baseline Data Set (draft) This draft baseline data set was developed in January 2014 by Resource Development Associates (RDA), a data and evaluation consulting firm, as part of their contracted scope of work to conduct a multi-sector data assessment and basic evaluation planning process to support AB 109 implementation in Contra Costa County. This data set will likely undergo substantial revisions during the course of RDA’s contract term (which ends June 2014), but it is provided here as a starting point to support the Center’s integration with the data development plan for the county as a whole. (10 pages)       West  County  Reentry  Resource  Center     This page intentionally left blank. Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved             AB  109  Reentry  Resource  Services   Contra  Costa  County         Proposed  Plan  for  an  East  &  Central   Networked  System  of  Services  for   Returning  Citizens     Prepared  for:     Contra  Costa  County  Administrator,  CCP,  PPC,  and  Board  of  Supervisors     Prepared  by:     Keith  and  Iris  Archuleta,  Emerald  HPC  International,  LLC         February  3,  2014   Attachment E Emerald  HPC  International,  LLC  Affiliation  Disclosure     In  the  spirit  of  full  disclosure,  it  should  be  noted  that  Dorian  Archuleta,  is  the  son  of   Emerald  HPC  International’s  Principles,  Keith  and  Iris  Archuleta.     At  the  end  of  the  East  and  Central  County  planning  process  and  after  the  plan  had   been  submitted  to  Lara  Delaney  of  the  County  Administrator’s  office,  Keith  and  Iris   Archuleta  were  notified  that  their  son  was  suffering  from  deep  depression  and  was   considering  taking  his  own  life.     Keith  and  Iris  were  able  to  make  contact  with  Rudy  Hernandez  of  Prepare  My  Sheep,   one  of  the  service  providers  involved  in  the  East  and  Central  plan,  who  in  turn  set  up   an  appointment  for  their  son  with  the  Dream  Center,  another  of  the  plan’s  service   providers.    Dorian  was  interviewed  and  accepted  into  the  Dream  Center  long-­‐term   housing  and  mentoring  program.     Keith  and  Iris  Archuleta  want  it  noted  that  they  had  no  prior  relationship  with  the   Dream  Center  or  Prepare  My  Sheep.    They  were  introduced  to  these  programs   through  research  and  fact  finding  during  the  planning  process.         It  is  important  to  emphasize  that  the  Archuleta’s  had  no  prior  relationship  with  any   of  the  community  based  service  providers  involved  with  the  East  and  Central  plan   other  than  with  Jane  Fischberg,  CEO  of  Rubicon  Industries.  Jane  Fischberg    was  a   member  of  the  planning  team  for  a  Chevron  initiative  in  Richmond  and  North   Richmond,  California,  where  Emerald  HPC  International  was  contracted  to  facilitate   an  economic  revitalization  plan  in  2012  and  2013.     Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    2     Introduction       Imagine  that  Matthew  is  being  represented  by  the  Public  Defender’s  office  related  to   an  AB  109  offense  and  is  facing  6  months  of  jail  time.    As  a  part  of  pre-­‐sentence   conferences,  Matthew  is  introduced  to  John,  a  trained  Mentor/Navigator,  who  along   with  the  Public  Defender  and  Probation  Department  determine  that  upon  release   Matthew  will  need  housing  and  a  job.         Matthew  had  worked  at  Jiffy  Lube  before  he  lost  his  job  on  a  theft  charge  years  ago.     He  is  now  facing  an  unrelated  charge  and  mentions  to  his  Mentor/Navigator  that   he’d  really  like  to  go  into  the  oil  and  lube  business  for  himself  at  some  point,  but  just   hopes  to  get  a  job  upon  release  from  jail.     After  meeting  with  Matthew,  John  contacts  Brighter  Beginnings  about  Matthew  and   informs  them  that  he  will  be  mentoring  Matthew  and  that  in  discussions  with  him,   he’d  mentioned  that  he’d  like  to  have  his  own  business  one  day,  and  that  in  the  past   Matthew  had  worked  for  Jiffy  Lube.         The  Network  point  person  for  Brighter  Beginnings  works  with  the  Public  Defender   to  set  up  a  meeting  with  Matthew  and  John  and  tells  him  about  the  REAL  Leadership   and  Kennedy  Entrepreneurial  Program  partnership  and  offers  to  pre-­‐register  him  so   that  he  is  able  to  get  connected  once  he  has  been  sentenced.    Matthew  agrees,  and   once  his  sentence  begins,  he  joins  the  next  available  REAL  class.         Once  Mathew  starts  class,  John  goes  to  work  looking  into  other  service  options  for   Matthew.    He  contacts  Prepare  My  Sheep  training  and  employment  program  and   gives  them  a  heads  up  that  Matthew  is  attending  the  REAL  Leadership  program  and   has  an  interest  in  starting  his  own  oil  and  lube  business  upon  release.    John  also   contacts  Men  and  Women  of  Purpose  and  informs  them  that  Matthew  will  need  the   assistance  of  the  Employment/Education  Service  Team  pre-­‐release,  so  that  he  has  all   of  his  documents  in  case  he  decides  to  continue  on  from  the  REAL  program  into  the   Kennedy  Entrepreneurial  program.     Finally  John  contacts  the  Dream  Center  because  Matthew  will  be  returning  to  East   County  and  will  need  a  minimum  of  a  year  to  finish  his  oil  and  lube  training  with   Prepare  My  Sheep  and  secure  employment,  while  completing  the  entrepreneurial   program  at  Kennedy.     John  keeps  track  of  all  referrals,  discussions,  and  actions  taken  on  Matthew’s  behalf.     He  is  in  regular  communication  with  Matthew,  documenting  his  progress  with  his   pre-­‐release  classes,  and  turning  in  regular  reports  to  his  supervisor  who  then   forwards  copies  to  the  Field  Operations  Coordinator.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    3   Prior  to  release,  Men  and  Women  of  Purpose  has  helped  Matthew  with  his   employment  documents  and  sent  a  PDF  copy  to  the  Field  Operations  Coordinator  on   Mathew’s  behalf.     Upon  release,  John  picks  Matthew  up  from  the  county  jail  and  drives  him  to  a   temporary  housing  location  in  the  Network.    John  has  already  set  up  a  meeting  for   John  and  Matthew  to  meet  with  the  Field  Operations  Coordinator  and  the  Network   point  persons  at  the  Dream  Center  and  Prepare  My  Sheep.         The  following  week  the  meeting  is  held  at  the  Dream  Center,  and  Mathew’s  pre-­‐ release  success  is  discussed.    Matthew  has  decided  that  he  is  not  quite  ready  to  be  a   business  owner,  but  is  really  interested  in  getting  trained  to  do  oil  and  lube  work.    It   is  decided  that  Matthew  will  move  into  the  Dream  Center  for  a  minimum  of  one  year   and  take  advantage  of  some  of  the  counseling  and  support  services  they  offer   residents  while  he  attends  oil  and  lube  training  with  Prepare  My  Sheep.         Because  of  the  Employment/Education  Service  Team,  Prepare  My  Sheep  is  able  to   contact  Goodwill  Industries  and  set  up  an  appointment  for  Matthew  to  discuss   transitional  employment  with  them.    Prior  to  his  meeting  with  the  Goodwill  point   person  for  the  Network,  they  contact  the  Field  Operations  Coordinator  and  request   copies  of  Matthew’s  employment  documents  which  the  Field  Operations  Coordinator   is  able  to  forward  immediately  because  prior  to  his  release,  Matthew  signed  a   release  allowing  Men  and  Women  of  Purpose  to  collect  and  forward  the  documents   to  the  Field  Operations  Coordinator.     After  3  months  in  the  oil  and  lube  training  program  Mathew  is  certified  and  hired  by   one  of  the  Prepare  My  Sheep’s  partners.     Matthew  met  the  Antioch  Police  Chief  at  one  of  the  community  meetings  held  for   returned  citizens  after  his  release.    He’d  met  the  Antioch  AB  109  Officer  during  a   triage  team  presentation  while  he  was  still  incarcerated.    So  when  John  invited   Matthew  to  attend  the  community  meeting,  he  did.           John  was  able  to  meet  other  returned  citizens  and  share  his  success  with  the   Network.    He  inspired  others  to  connect  post-­‐release.    Information  on  how  to   connect  with  the  Field  Operations  Coordinator  and  get  involved  with  the  Network   was  shared.    Some  of  the  men  and  women  hearing  about  the  pre-­‐  and  post-­‐release   opportunities  contacted  friends  still  incarcerated  and  encouraged  them  to  get  in   touch  with  the  pre-­‐release  teams.     This  is  a  picture  of  what  hope  looks  like.    Hope  can  and  will  lead  to  successful   reintegration  and  a  new  life  for  many  returning  citizens,  a  reduction  in  recidivism  in   our  county’s  justice  system,  and  safer  communities  for  our  loved  ones  and  kids.         A  networked  system  of  services  for  returning  citizens  is  a  win-­‐win  for  the   entire  community  and  will  pay  dividends  for  generations  to  come.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    4   Table  of  Contents     Introduction    2     Executive  Summary    5    Planning  Approach  and  Process    Conceptual  Framework  Design  and  Operating  Principles    An  Aspiration    Operationalizing  the  Conceptual  Framework    Assessment,  Accountability,  and  Sustainability    A  Final  Thought  on  the  Process     The  Plan    13    Mission  and  Vision    Guiding  Principles  of  the  Networked  System  of  Services    A  Unique  and  Historic  Opportunity     Ground  Floor:  Collaboration  Network  15   “No  Wrong  Door”  Network    Faith-­‐Based  and  Other  Engagement  Sites   Service  Teams:  Mentor/Navigators;  Family  Reunification,  Housing,  Employment    and  Education,  Leadership  and  Entrepreneurialism,  Women’s  Services,  and      Services  for  Returned  Citizens  with  Children     Field  Operations    36    Field  Mobility    Triage  Coordination    Communications     Management  System    39    Governance    Network  Manager    Field  Operations  Coordinators    Network  Administrative/Operations  Assistant   Database  Administrator     Referral  Process    44    Pre-­‐Sentence  Referrals    Pre-­‐Release  Referrals    In  Jail  Presentation  Sign-­‐ups    Post-­‐Release  Referrals    Triage  Referrals     Getting  the  Word  Out    46     Training,  Training,  and  More  Training    47    Mentor/Navigator  Training    Pre-­‐Release  Employment  and  Education  Team  Training    Police  Training    Comprehensive  Network  Training    A  Final  Thought  on  the  Importance  of  Training     Assessment    49     Appendices  Index    51    Implementation  Budget  and  Budget  Narrative   MOU  Template   Final  Report  on  Meetings  with  Stakeholders/Planning  Teams   Sole  Source  Justification     A  Final  Thought  on  the  Plan    51   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    5   Executive  Summary           First,  we’d  like  to  thank  everyone  who  has  participated  in  and  contributed  valuable   time  into  this  joint  planning  process  for  Central  and  East  Contra  Costa.     Over  80  stakeholders  have  been  engaged  on  the  core  planning  team  since  June  of   2013,  including  representatives  from  the  faith  community,  returned  citizens,  the   Public  Defender,  the  District  Attorney’s  office,  the  Sheriff’s  Office,  Police  Chiefs  and   AB  109  Officers,  Probation,  County  Mental  Health,  County  Health  Services  Homeless   Program,  Workforce  Development  Board,  higher  education,  nonprofit  service   providers,  businesses  and  industry,  and  elected  officials.     An  even  broader  stakeholder  group  has  been  involved  in  interviews  and   informational  sessions  throughout  the  process,  attended  an  update  meeting  in   December  at  Los  Medanos  College,  and  will  also  be  invited  to  a  celebration  in   February  at  John  F.  Kennedy  University  after  the  submission  of  the  final  plan.       Planning  Approach  and  Process     Emerald  HPC  International,  LLC  consultants,  Keith  and  Iris  Archuleta,  were   contracted  in  June  2013  to  design  and  lead  the  planning  process  in  both  Central  and   East  Contra  Costa  to  create  a  coordinating  hub  for  multiple  resources  and  partners,   providing  local  residents  returning  home  from  incarceration  access  to  the  resources,   services  and  support  they  need  to  successfully  reintegrate  into  the  communities   where  they  resided  before  incarceration.     Emerald  utilized  its  HPC  -­‐  High  Performing  Communities  Framework™  -­‐  to  build,   coach  and  train  a  core  Planning  Team,  an  Operational  Planning  team,  and  subject   specific  Workgroups  in  designing  a  strategy  based  on  the  use  of  best-­‐practice   models  customized  for  East  and  Central  Contra  Costa  demographics,  with  an   emphasis  on  collaboration,  accountability,  sustainability,  and  effectiveness.       When  utilizing  HPC,  it  is  important  to  note  that  collaborative  relationship  is   distinguished  from  collective  relationship  in  the  following  way:     We  define  a  collective  relationship  as  an  aggregation  of  efforts  where  the  parties  are   working  towards  a  common  goal,  with  an  agreed  upon  core  set  of  principals  and   values  to  which  they  have  all  contributed,  but  have  no  mutual  accountabilities  in  the   form  of  interlocking  roles.     However,  we  define  a  collaborative  as  a  group  of  entities  and/or  individuals,   working  together  towards  a  common  goal  with  mutual  accountability  to  one   another  in  the  form  of  interlocking  roles  to  accomplish  a  single  mutually  agreed   upon  outcome  or  set  of  outcomes.       In  order  to  build  true  collaboration,  a  case  must  first  be  made  that  one  is  needed.   This  requires  an  initial  period  of  exploration,  fact-­‐finding,  and  issue  identification.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    6     It  is  important  to  note  that  Emerald  defines  an  issue  as  a  root  cause  of  a  problem.    An   issue  is  commonly  seen  as  being  synonymous  with  a  problem.    However,  we  see  an   issue  as  a  root  cause,  and  fundamental  to  identifying  solutions  to  problems  and   validating  the  appropriate  replication  of  best  practices.         This  is  a  critical  distinction,  since  not  all  best  practices  are  replicable;  the  root   causes  of  their  success  will  not  necessarily  be  present  and  relevant  to  the  issues   identified  in  the  particular  planning  context.  For  example,  a  problem  can  be   commonly  shared  in  several  different  communities,  but  the  root  causes  (issues)   related  to  that  problem  can  be  significantly  different  in  particular  communities  and   require  different  approaches  to  resolving  them.     The  first  and  second  stages  of  the  Emerald  HPC  planning  process  -­‐  Fact-­‐Finding,   and  Issue  Identification  -­‐  were  conducted  in  June  and  July  of  2013.    During  these   stages,  Emerald  conducted  over  60  interviews  and  dozens  of  informational  meetings   with  all  levels  of  law  enforcement,  city  management,  county  governance,  returned   citizens,  average  citizens,  labor,  industry,  education,  community  organizations,  and   faith  representatives.  We  also  provided  several  presentations  to  community  groups   and  service  clubs  to  bring  down  the  fear-­‐based  thinking,  noise,  and  misconceptions   about  AB  109  reentry  and  to  build  community  understanding,  buy-­‐in,  and  support  of   the  reentry  service  planning  process.     The  third  stage  of  the  planning  process  -­‐  Research,  Best  Practice  Evaluation,  and   Comparative  Model  Analysis  -­‐  took  place  in  August.      Emerald  studied  more  than  30   best  practice  models  throughout  California,  the  US,  and  Northern  Ireland  and   reviewed  the  County’s  March  20,  2011  reentry  strategic  plan  developed  by  the   Contra  Costa  County  Reentry  Planning  Initiative  and  compiled  by  Urban  Strategies.       From  our  years  of  work  designing  and  leading  collaborative  community  initiatives,   we  understood  the  importance  of  building  a  team  and  training  them  so  that,  as  we   explored  options,  we  could  operate  from  a  common  set  of  principals,  a  common   language,  and  an  agreed  upon  methodology  for  building  a  strategy.     Therefore,  in  August  2013,  Emerald  also  conducted  a  full-­‐day  training  in  the  HPC   planning  framework  with  44  members  of  the  core  Planning  Team  representing   county  agencies,  elected  officials,  service  providers,  returned  citizens,  and  law   enforcement  working  together  to  learn  a  common  language  and  set  of  tools  related   to  team  building,  collaboration,  fact  finding,  and  analysis.  Keith  and  Iris  Archuleta  of   Emerald,  Retired  Police  Chief  James  Hyde  of  D-­‐Prep  Consulting,  and  Vernon   Williams  III  of  The  Williams  Group  conducted  the  training.     Through  this  process,  a  deep  consensus  emerged  throughout  Central  and  East   Contra  Costa  that  a  networked  system  of  service  provision  with  multiple  “no-­‐wrong   door”  sites,  as  opposed  to  a  single-­‐site  approach,  would  be  best  for  East  and  Central   county.  It  was  agreed  that  the  regions  are  too  large  geographically  to  expect   returning  citizens  to  have  to  rely  on  a  single  site  approach  in  East  or  Central.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    7   Conceptual  Framework  Design  and  Operating  Principles     During  the  fourth  stage  of  the  planning  process  -­‐  Model  Design  -­‐  from  September   2013  though  November  2013,  we  focused  on  designing  a  conceptual  framework,   assessing  network  scale,  and  determining  mission,  strategic  vision,  and  goals.     Further,  we  spent  time  with  the  Planning  Team  designing  service  delivery  and   integration,  core  services,  and  resource  and  systems  alignment.     Based  on  input  from  dozens  of  stakeholders,  extensive  research  on  best  practices,   and  an  analysis  of  the  key  issues,  opportunities,  and  gaps  in  the  reentry  service   system,  a  conceptual  framework  was  crafted.       The  conceptual  framework  was  a  learning  model  that  allowed  the  planning  team  to:     • Proceed  together  with  a  coherent  process  for  exploring  service  design   • Delve  into  design  issues  by  answering  the  “how”  questions   • Explore  alignment  of  current  services  and  approaches  with  long-­‐term,   sustainable  service  design  –  including  lessons  learned  from  challenges  and   successes  of  current  service  and  referral  processes  and  best  practices   gleaned  from  research  and  analysis  of  various  models  and  approaches   • Build  out  each  area  of  the  framework  utilizing  the  expertise  of  the  team   • Connect  stakeholders  responsible  for  various  parts  of  the  framework   • Build  the  elements  of  the  plan  and  required  deliverables     Working  with  a  smaller  Operations  Team  and  several  subgroups,  we  were  then  able   to  solicit  deeper  input  on  and  review  of  the  key  elements  of  the  service  plan   framework,  including  Governance,  Management,  and  Operations.     Central  Operating  Principles  developed  and  then  imbedded  in  the  framework   include:     a.  An  understanding  that  returned  citizens  should  be  reintegrated  and   restored  into  community  -­‐  the  heartbeat  of  this  plan.     b.  Best  practice  tells  us  that  highly  trained  volunteer  mentor/navigators   who  are  able  to  walk  alongside  returned  citizens  for  the  first  few  critical   months  is  important.  Therefore  the  plan  includes  an  emphasis  on  recruiting,   training,  and  supervising  the  placement  and  ongoing  role  of  volunteers,  which   will  include  many  from  the  faith  community  and  men  and  women  who  have   successfully  reintegrated  and  want  to  help  others  do  the  same.     c.  Best  practice  also  tells  us  that  in  areas  where  law  enforcement  works  in   partnership  with  volunteers  and  the  faith  community,  recidivism  is   significantly  lower  because  the  focus  of  law  enforcement  includes  partnership   and  restorative  justice.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    8   Therefore  the  plan  includes  the  integration  of  the  three  police  departments  in   East  and  Central  Contra  Costa  that  are  staffed  with  AB  109  officers  as  a  critical   piece  of  the  support  network  that  will  help  redefine  traditionally  adversarial   relationships  between  returned  citizens  and  law  enforcement  and  promote  a   process  whereby  police  are  trained  and  committed  to  joining  other  key   community  institutions  in  a  genuine  effort  to  assist  with  restoration.     d.  We  understand  from  more  than  20  years  of  planning  that  real   collaboration  is  critical.  Effective  collaboration  requires  that  interlocking   responsibilities  must  be  well  crafted  and  memorialized  in  writing.       Memorializing  interlocking  responsibilities  in  the  context  of  this  plan  means   two  things:     First,  in  the  body  of  this  document  we  have  detailed  the  agreed  upon   commitments,  duties  and  relationships.      Second,  if  the  plan  is  approved,  these   details  will  need  to  be  further  memorialized  in  binding  Memoranda  of   Understanding  (MOUs)  and  signed  by  each  service  provider  and  a  person  with   authority  to  bind  the  County.         Therefore,  we  have  spelled  out  management  roles  and  responsibilities  in  this   document  and  assigned  responsibility  to  the  Network  Manager  for  detailing  the   final  MOUs,  obtaining  final  approval,  and  signing  them  along  with  the  Chief   Probation  Officer.     As  planners,  we  do  not  have  the  authority  to  finalize  these  MOUs  because  to  do  so   would  imply,  and  mislead  service  providers  into  thinking,  that  we  are  entering   into  an  agreement  with  them  on  behalf  of  the  County.  In  fact,  we  only  have  the   power  to  recommend  a  fact-­‐base  case  for  entering  into  the  agreements  that  are   critical  to  the  success  of  the  planned  initiative.     Effective  collaboration  is  the  cornerstone  of  this  plan.     Other  experts  agree.    For  example,  Caneel  Fraser,  Esq.,  Senior  Policy  Analyst,  Urban   Peace  of  the  Advancement  Project  said,  “effective  collaboration  is  a  key  policy  and   framework  for  successfully  reducing  recidivism.”         Wendy  Still,  San  Francisco  Chief  Probation  Officer  said,  “strong  collaboration  is   important  to  maximizing  capacity  and  resources,”  and  that  collaboration  must   include  both  public  and  private  partners.         Adam  Christianson,  Stanislaus  County  Sheriff-­‐Coroner  said  that  he  has  “gone  from   being  against  realignment  to  becoming  an  advocate  for  it  because  of  strengthened   partnerships  developed  through  respectful  dialogue  among  partners  and  that  kind   of  collaboration  is  critical.”    He  went  on  to  say,  “mutually  respectful  collaboration   creates  support  for  realignment  and  community  based  collaboration  is  key.”     Further,  Javier  Aquirre,  Santa  Clara  County  Director  of  Reentry  Services,  said  that,   like  our  plan,  their  strategic  plan  “is  based  on  collaboration  and  the  use  of   innovation  to  create  effective  diversion  strategies.”       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    9   Kenyatta  Leal  of  Centerforce  and  a  returned  citizen  said  that  community  based   collaboration  forces  “returned  citizens  to  connect  with  community”  and  that   returned  citizens  are  “more  likely  to  respect  community  if  they  feel  a  part  of  it.”       He  also  said  that  collaboration  “is  a  basis  for  real  engagement,  real  wrap-­‐around,   and  real  jobs,”  and  gives  a  returned  citizen  “a  sense  of  self-­‐worth  that  is  a  diversion   from  crime.”       Moreover,  Arnold  Perkins,  of  Ijichi,  Perkins  and  Associates  and  former  Director  of   the  Alameda  County  Public  Health  Department,  on  the  subject  of  working  with   returned  citizens  dealing  with  trauma  as  a  root  cause  of  criminal  behavior,  said  that   “collaboration  that  includes  housing,  treatment,  and  services  is  a  huge  factor  in   creating  stability  and  reducing  trauma.”       An  Aspiration     This  plan  puts  forth  an  overarching  aspiration  for  Contra  Costa  County:       To  be  widely  recognized  as  having  a  highly  professionalized  and   sustainable  collaborative  system  of  reentry  service  provision;  resulting   in  an  above-­‐average  reduction  in  recidivism,  marked  increase  in   public-­‐safety,  successful  family  reunification,  and  new  pathways  to   living  whole,  healthy  and  productive  lives  for  returning  citizens.     This  strategic  vision  reflects  both  the  County’s  commitment  to  sustainable   innovation  and  to  effective  collaboration  with  qualified  external  service  providers   including  the  faith  community.  Having  an  overarching  aspiration  for  the  County  and   this  process  is  central  to  the  collaborative  theme  of  this  plan.       Operationalizing  the  Conceptual  Framework     During  the  fifth  stage  of  the  planning  process  –  Structural  Detailing  and  Plan   Completion  -­‐  we  continued  to  operationalize  the  conceptual  framework  into  a  draft   plan  based  on  this  strategic  vision,  Operating  Principles,  and  best  practices.     In  order  to  do  so,  we  met  in  December  2013  and  January  2014  with  small  groups  of   stakeholders,  including  the  Operations  Team  and  several  Workgroups,  who  have   helped  us  address  the  crucial  questions  and  issues  related  to  current  service  levels,   and  what  would  be  needed  to  raise  service  provider  capacity,  build  effective   collaboration,  and  ensure  a  cost  effective  and  sustainable  service  network.       In  December  2013,  we  began  the  process  of  confirming  collaboration  commitments   from  partners  and  service  providers  which  are  now  described  in  this  plan,  drafting   the  framework  for  MOUs,  exploring  opportunities  for  securing  additional  resources,   and  developing  budget  recommendations.           We  then  crafted  recommended  governance  and  management  structure,  drafted   contract  job  descriptions  and  skills  assessment,  and  began  to  profile  best-­‐case   contracting  scenarios.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    10   We  also  researched  and  established  training  needs,  priorities  and  best  practice   training  opportunities  for:  law  enforcement,  mentor  navigators,  family  reunification   service  providers  with  a  youth-­‐in-­‐the-­‐home  focus,  and  contracted  staff.       Assessment,  Accountability,  and  Sustainability     In  completing  the  plan,  we  have  explored,  researched,  and  outlined  practices,   methods,  and  indicators  related  to  outcome  measures  that  will  ensure  the  right   levels  of  service  capacity  and  accountability;  appropriately  evaluate  the   implementation  of  the  interlocking  responsibilities  of  collaborative  partners  and   their  mutual  impact  on  recidivism  reduction;  and  assess  the  success  of  family   reunification  and  reintegrating  returned  citizens  into  community.     Additionally,  this  planning  process  has  resulted  in  a  sustainable  service  model  that   is  in  alignment  with  the  Service  Delivery  Model  developed  by  the  CCP  and  is  in   keeping  with  the  goals  established  by  the  Contra  Costa  Reentry  Strategic  Plan.       This  planning  process  has:     ·  Utilized  a  holistic,  systemic,  and  inclusive  approach  to  build  an  effective   collaboration  representing  support  and  involvement  of  state  and  local   government  stakeholders,  justice,  community  organizations,  mental  health  and   substance  abuse  treatment  services,  education,  housing,  employment,  advocates,   returned  citizen,  victims,  and  community  members;     ·  Incorporated  strategies  that  draw  on  evidenced-­‐based  approaches  and   practices;     ·  Developed  a  service  model  that  can  be  accessed  by  returned  citizens  through   the  use  of  evidence-­‐based  tools;     ·  Taken  into  account  the  needs  of  geographic  areas  from  which  a   disproportionate  number  of  returned  citizens  are  drawn  and  return;     ·  Incorporated  the  use  of  assessment  and  case  management  tools  targeting   continuous  reentry  planning,  beginning  at  the  point  of  admission  into  the   criminal  justice  system,  and  working  through  pre-­‐  and  post-­‐release;     ·  Developed  an  innovative  approach  to  utilizing  volunteer  mentor/navigators  to   increase  access  to  housing,  drug  treatment,  medical  care,  transitional   employment,  job  training  and  placement,  educational  services,  cognitive   behavioral  therapy  and/or  other  services  essential  to  reentry;     ·  Provided  for  assessment  and  evaluation  of  services  and  program  delivery  to   determine  effectiveness  of  programs  and  services  provided;  and     ·  Resulted  in  a  service  coordination  plan  with  multiple  entry  points  to  an   integrated  system  of  care  as  a  means  to  achieving  the  goals  of  reduction  in  crime,   increased  public  protection,  and  a  decrease  in  further  victimization.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    11     In  the  REQUEST  FOR  PROPOSALS  (RFP)  #1302-­‐007  for  this  planning  process,  the   County  described  a  “coordinating  hub  for  multiple  resources  and  partners,   providing  local  residents  returning  home  from  incarceration  access  to  the  resources,   services  and  support  they  need  to  successfully  reintegrate  into  the  community.”       The  RFP  further  indicated  that  this  coordinating  hub,  which  was  referred  to  as  a   “Reentry  Resource  Center”  would  function  as  a  centralized  service  and  assessment   center  “emphasizing  multi-­‐disciplinary  service  coordination,  service  referral  to   community-­‐based  support,  and  collaborative  case  management”  and  could  be  co-­‐ located  in  existing  facilities,  could  be  a  new  facility,  or  could  be  a  “network  of   facilities  and/or  providers”  with  services  that  could  be  co-­‐located  at  one  site  or   could  be  “part  of  a  broader  network  of  services  located  in  neighborhoods  most   impacted  by  crime  and  reentry.”     In  fact,  we  are  proposing  a  Networked  System  of  Services  to  provide  sustainable,   centralized  service  and  assessment  emphasizing  multi-­‐disciplinary  service   coordination,  service  referral  to  community-­‐based  support,  and  collaborative  case   management.       The  Network  will  coordinate  multiple  existing  resources  and  partners,  providing   local  residents  returning  home  from  incarceration  multiple  points  of  entry  and   access  to  the  resources,  services  and  support  they  need  to  successfully  reintegrate   into  the  community.             A  Final  Thought  on  the  Process     At  the  end  of  the  August  2013  HPC  Framework  training,  the  team  was  asked  to  give   one  word  or  phrase  that  described  how  they  were  feeling  about  moving  forward.         The  word  tag  on  the  next  page  captures  the  enthusiasm  and  commitment  of  the   team  expressed  that  day.  That  enthusiasm  and  commitment  has  remained  and   grown  throughout  the  process.                               Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    12       Now,  this  process  has  culminated  into  the  plan  we  bring  before  you  for  your   consideration  and  hopefully  your  approval.           As  You  Read  This  Plan     As  you  read  through  the  plan  step  by  step,  please  note  that  you  are  reading  a   document  that  is  somewhat  compartmentalized  and  linear  by  necessity.  It  is  our   experience  that  when  stakeholders  read  strategic  plans,  operational  questions   naturally  come  to  mind.           We  ask  that  you  read  through  the  components  assured  that  we  will  walk  you   through  all  the  specifics.  So,  when  you  ask  yourself,  “but  how  will  that  work?”  or   “who  will  do  that?”  or  “what  does  that  mean  for  the  returned  citizen?”  or  similar   questions,  know  that  these  questions  will  likely  be  answered  in  detail  by  the  time   you  have  finished  reading  the  plan  in  its  entirety.     It  has  been  our  job  to  connect  the  dots  and  build  a  realistic  service  system  and   navigation  process,  and  it  has  been  an  honor  to  do  so.      It  has  also  been  an  amazing   and  transformative  process  for  us,  and  hopefully  all  of  those  who  have  been  on  this   journey  with  us.         We  look  forward  to  our  County’s  success  and  to  the  success  of  those  returning  to   their  communities!       So  with  that  said,  let’s  move  into  the  plan…   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    13     The  Plan       According  to  the  County’s  projections,  88%  of  all  returned  citizens  coming  back  to   East  County  will  reside  in  Antioch,  Pittsburg,  and  Bay  Point.    This  however  does  not   preclude  us  from  identifying  locations  in  Brentwood  and  Oakley  as  well.           The  projections  also  tell  us  that  80%  of  all  returned  citizens  coming  back  to  Central   County  will  reside  in  Concord  and  Martinez.    Again,  this  does  not  preclude  us  from   identifying  locations  in  Walnut  Creek  and  other  areas  in  Central  County.         As  of  January  16,  2014,  47%  of  all  returned  citizens  coming  back  to  Contra  Costa   returned  to  the  East  region,  with  82  returning  to  Antioch,  46  to  Pittsburg,  25  to  Bay   Point,  18  to  Brentwood,  and  17  to  Oakley,  for  a  total  of  188  individuals.     Also,  24%  returned  to  the  Central  region,  with  43  returning  to  Concord  and  24  to   Martinez,  for  a  total  of  67  individuals.     Finally,  25%  returned  to  the  West  region,  with  55  returning  to  Richmond  and  21  to   San  Pablo,  for  a  total  of  76  individuals.     This  means  that,  of  the  9  cities  in  Contra  Costa  County  with  the  highest  number  of   AB-­‐109  returned  citizens,  5  of  the  9  are  in  East  County  and  2  are  in  Central  with  a   total  of  255  individuals  in  these  East  and  Central  cities.     Therefore,  the  scope  of  this  East  and  Central  plan  must  accommodate  7  of  the  9   most  heavily  impacted  cities  in  the  County.       Mission     The  Networked  System  of  Services  in  East  and  Central  Contra  Costa  will  provide  a   “No  Wrong  Door”  service  mechanism  to  help  returned  citizens  succeed  in   reintegrating  into  the  communities  where  they  resided  before  incarceration,   consequently  leading  to  a  significantly  reduced  recidivism  rate,  increased  public   safety,  and  healthy  family  reunification.       Vision     That  the  Networked  System  of  Services  in  East  and  Central  Contra  Costa  will   contribute  to  Contra  Costa  County  being  widely  recognized  as  having  a  highly   professionalized  and  sustainable  collaborative  system  of  reentry  service  provision;   resulting  in  an  above-­‐average  reduction  in  recidivism,  marked  increase  in  public-­‐ safety,  successful  family  reunification,  and  new  pathways  to  living  whole,  healthy   and  productive  lives  for  returned  citizens.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    14   Guiding  Principles  of  the  Networked  System  of  Services     1.  We  value  returned  citizens  and  ensure  they  are  reintegrated  and  restored  into   community.     2.  We  support  highly  trained  community  volunteer  mentor/navigators  who   connect  with  returned  citizens  and  increase  their  access  to  needed  services.     3.  We  facilitate  and  invest  in  collaboration  that  is  effective,  accountable,  and  meets   the  needs  of  returned  citizens  and  the  community.     4.  We  foster  accountability  and  personal  responsibility  for  returned  citizens  in   getting  back  on  the  path  to  a  healthy,  law-­‐abiding,  and  productive  life.     5.  We  hold  agencies,  service  providers,  and  community  volunteers  accountable  for   their  actions  and  help  them  work  collaboratively  to  improve  their  services  to   returned  citizens.     6.  We  build  upon  community  assets  by  utilizing  existing  resources  efficiently,   connecting  multiple  services  seamlessly;  providing  training  to  build  capacity;   measuring  performance  to  ensure  impact;  and  fostering  community  ownership  and   commitment  to  ensure  sustainability.     7.  We  recognize  that  reentry  starts  when  an  offender  is  initially  incarcerated  and   ends  when  the  returned  citizen  has  been  successfully  reintegrated  and  restored  in   his  or  her  community.       A  Unique  and  Historic  Opportunity:     One  widely  discussed  and  highly  effective  strategy  for  reducing  recidivism  is  the   Texas  Rio  Initiative.    Due  to  the  close  proximity  of  Texas  prisons  to  the  communities   where  prisoners  resided  at  the  time  of  their  arrest  and  conviction,  the  relationships   between  prisoners  and  their  families  is  able  to  remain  relatively  intact.  This  has   helped  local  workforce  agencies  and  employers,  faith-­‐based  organizations,  and   nonprofit  organizations  partner  to  make  successful  reentry  more  likely.     Yet,  it  has  been  virtually  impossible  to  replicate  the  Texas  Rio  model  because   California  prisons  are  remote  and  not  in  proximity  to  the  communities  where   prisoners  resided  at  the  time  of  their  arrest  and  conviction.  This  critical  component   of  the  Texas  Rio  Initiative’s  success  has  not  been  applicable  in  California.         However,  now  with  the  launch  of  California  Realignment,  we  have  a  unique   opportunity  to  replicate  some  of  RIO  and  other  highly  successful  strategies  for   reducing  recidivism  because,  by  transferring  the  responsibility  for  housing  AB-­‐109   offenders  to  counties,  we  have  in  essence  created  local  prisons,  which  in  turn  create   new  opportunities  for  impactful  collaboration.     Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    15   The  East  and  Central  Contra  Costa  regional  plan  for  a  Networked   System  of  Services  includes:  the  Ground  Floor  Collaboration  Network,   Field  Operations,  and  Management  System.       Ground  Floor:  Collaboration  Network       “No  Wrong  Door”  Network     We  have  dubbed  the  ground  floor  Collaboration  Network  -­‐  “No  Wrong  Door”  (NWD)   -­‐  because  this  foundational  element  of  the  plan  has  multiple  entry  points  and  varied   opportunities  for  engagement  that  are  being  made  available  to  returned  citizens.         The  Collaboration  Network  is  made  up  of  multiple  entry  points  where  returned   citizens  are  able  to  get  information  about  and  access  to  services,  get  connected  to  a   supportive  Mentor/Navigator,  and/or  set  up  an  appointment  with  a  Field   Operations  Coordinator.     We  realized  early  on  in  the  process  that  a  plan  for  a  networked  system  of  services   would  require  spending  time  assessing  the  feasibility  of,  identifying,  and  partnering   with  multiple  sites  and  agencies  in  East  and  Central  Contra  Costa.         The  response  has  been  exciting,  and  the  commitment  and  enthusiasm  displayed  by   potential  partners  and  service  providers  has  been  outstanding  -­‐  a  true  testament  to   the  region’s  unique  willingness  to  come  together  and  achieve  common  goals.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    16   Collaboration  Network  Components       The  Network  will  rely  heavily  upon  these  2  components:     1. Faith-­‐Based  and  Other  Organizations  as  “No  Wrong  Door”  (NWD)  Sites     2. Service  Teams,  Including  Volunteer  Mentor/Navigators     It  is  commonly  known  that  easy-­‐to-­‐access  information  about  programs  and  services,   employment,  housing,  transportation  and  mentoring  are  included  on  every  best   practice  list.         However,  there  are  certain  qualities,  standards  and  factors  that  increase  the   likelihood  of  success  in  these  areas.         Therefore,  before  going  into  the  specifics  of  this  plan’s  response  to  those  needs,  we   will  briefly  discuss  some  of  the  factors  we  believe  will  make  the  plan  particularly   impactful.       Faith-­‐Based  and  Other  Organizations  Willing  to  Serve  as  “No   Wrong  Door”  (NWD)  Engagement  Sites     Having  physical  sites,  located  in  areas  that  are  easily  accessible,  especially  in  areas   where  concentrations  of  returned  citizens  are  projected  to  be  high,  is  very   important.         Yet,  sustainability  requires  that  we  be  prudent  in  how  we  identify  these  locations,   understanding  that  there  is  not  now,  nor  is  it  likely  that  there  ever  will  be,  enough   money  in  the  County’s  budget  to  set  up  and  staff  multiple  sites  throughout  the  East   and  Central  County  region.         Therefore,  we  have  explored  how  to  best  utilize  and  leverage  the  tremendous  assets   that  already  exist  in  communities  both  in  East  and  Central  Contra  Costa.     When  studying  best  practice  efforts  in  other  counties  and  states,  one  broadly  and   consistently  noted  observation  is  that  where  the  faith  community  is  involved  in  the   reentry  strategy,  recidivism  is  considerably  lower.         In  a  2007  webinar,  the  National  Institute  of  Corrections  reported:  “Collaboration   between  faith-­‐based  organizations,  community  organizations,  and  corrections  has   proven  to  be  a  cost-­‐effective  way  to  meet  agency  needs  and  bring  much  needed   services  to  offenders.  This  unique  partnership  also  helps  to  promote  social  justice,   reduce  recidivism,  and  increase  public  safety.”     Further,  in  a  2008  report,  Moving  Men  into  the  Mainstream:  Best  Practices  in  Prisoner   Reentry  Assistance,  by  Stephen  Goldsmith  &  William  B.  Eimicke,  the  writers  state:       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    17   “As  a  condition  of  parole,  many  ex-­‐offenders  are  forbidden  to  associate  with  other  ex-­‐ offenders,  yet  their  tendency  to  return  to  neighborhoods  with  high  concentrations  of   them  makes  compliance  difficult.  Furthermore,  these  communities  often  lack  the   resources,  economic  and  otherwise,  to  reintegrate  those  who  are  returning.    Injecting   ex-­‐offenders  with  religion  and  other  forms  of  support  helps  inoculate  them  against  the   adverse  circumstances  of  their  lives  after  prison.  In  fact,  inmates  who  report  high   levels  of  participation  in  religious  programs  and  a  strong  belief  in  a  supreme  being  are   less  likely  to  be  rearrested.”     Two  programs  that  the  authors  studied  combine  mentoring,  often  under  religious   auspices,  with  other  services  to  provide  offenders  with  the  inspiration  and   confidence  they  need  to  succeed.     From  the  beginning,  we  have  included  the  faith  community  in  the  planning  process.         Representatives  from  the  faith  community  attended  our  initial  training  and   participated  in  our  one-­‐on-­‐one  meetings.  In  addition,  we  have  held  numerous   presentations  and  discussions  with  over  a  dozen  pastors  at  the  monthly  Contra   Costa  Interfaith  Supporting  Community  Organization  (CCISCO)  Clergy  Caucus.       Some  of  these  faith  leaders  include  pastors  from  His  Presence  Worship  Center,   Grace  Bible  Fellowship,  Antioch  Church  Family,  Golden  Hills  Community  Outreach   Center,  Holy  Rosary  Catholic  Church,  St.  John's  Lutheran  Church,  International   Christian  Ministries,  Family  Worship  Center,  Church  of  God  Holy,  Saint  George’s   Episcopal  Church,  St  Ignatius  Catholic  Church,  All  Love  Faith  Church  of  God  in  Christ,   First  Congregational  Church  of  Antioch,  Community  Presbyterian  Church  of   Pittsburg,  and  the  Interfaith  Council  of  Contra  Costa  County.     In  these  meetings,  we  have  asked  the  faith  community  to  support  the  re-­‐entry   network  in  several  ways.     First,  we  asked  larger  congregations  with  adequate  space  to  make  meeting  rooms   available  for  Probation  meetings  with  returned  citizens  when  meetings  are  with  low   and  moderate  risk  offenders.    (Probation  field  mobility  will  be  discussed  in  another   section  of  this  plan.)     Further,  we  asked  that  they  allow  us  to  train  their  secretaries  and  office   administrators  on  how  to  answer  service  inquiry  calls  or  handle  visits  about  the   NWD  Networked  System  of  Services  and  how  to  make  referrals  to  the  Field   Operations  Coordinators.  (Field  Operations  Coordinators  will  be  discussed  later.)       In  addition,  we  requested  that  they  carry  Network  information  on  their  websites,   and  announce  Mentor/Navigator  volunteer  training  opportunities  during   congregational  services,  gatherings  or  meetings,  and  in  their  newsletters  and   bulletins.         The  Network  will  supply  these  locations  with  brochures  that  include  resources  and   options  offered  through  the  Network  as  well  as  information  about  County  Mental   Health  services  available  to  the  general  population  through  a  hotline.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    18   These  services  include  a  screening,  financial  assessment,  6  months  of  basic   healthcare  benefits,  and  expedited  benefits  where  mental  health  is  at  issue.       Participating  organizations  will  be  listed  as  NWD  sites  on  the  Network’s  website  and   Facebook  page.     In  addition  to  our  talks  with  faith  organizations,  some  of  which  are  already   providers  of  housing  and  services  for  returned  citizens  in  East  County  –  described   later  in  the  plan,  we  have  also  engaged  service  providers  with  offices  in  East  and   Central  County  who  have  agreed  to  participate  in  the  Network.     For  example,  the  Network  has  established  a  formal  relationship  with  the  LINC   collaborative  (Local  Integrated  Networks  of  Care)  in  Central  County  and  has  been  in   discussion  with  Danielle  Roundtree  of  Independent  Living  Resources  in  Concord.     The  LINC  Collaborative  is  made  up  of  a  number  of  organizations  that  will  act  as   NWD  sites  in  Central  County  along  with  faith-­‐based  organizations,  which  the  Field   Operations  Coordinator  in  the  Central  County  region  will  continue  to  develop.         The  LINC  Coordinator  will  work  in  partnership  with  the  Field  Operations   Coordinator  in  Central  County  to  cross-­‐refer  AB  109  returned  citizens  in  the  region   to  housing  and  services,  with  ultimate  coordination  responsibility  for  AB  109  clients   and  other  returning  citizens  resting  with  the  Field  Operations  Coordinator.         The  LINC  Collaborative  includes:  JFK  University  Community  Counseling  Centers,   County  Health  Services  Homeless  Program,  Concord  Chamber  of  Commerce  Michael   Chavez  Center,  SHELTER,  Inc.,  Monument  Crisis  Center,  Wellness  City  Challenge,   Planting  for  the  Future  Foundation,  Food  Bank  of  Contra  Costa  and  Solano,  Central   County  Homeless  Outreach  Program,  among  others.       During  implementation  of  this  plan,  the  Network  Manager  will  work  to  further   connect  the  Network  to  additional  existing  resources  and  services  in  East  and   Central  Contra  Costa.  To  be  sustainable,  the  Netwo rk  must  work  to  continuously   develop  participating  agencies  and  identify  new  agencies  available  to  provide   ongoing  services.     For  example,  as  part  of  the  Network  Education  and  Employment  Team,  the   Workforce  Development  Board  will  help  connect  returning  citizens  to  the  EASTBAY   Works  One-­‐Stops  that  provide  assistance  with  employment  and  vocational  training   at  sites  in  Concord,  Antioch,  and  Brentwood.       Other  possible  NWD  sites  for  the  Network  include  the  SparkPoint  Center  in  Bay   Point,  which  brings  together  a  full  range  of  services,  including  coaches  who  help   families  create  plans  to  set  and  achieve  personal  financial  goals  –  from  getting  out  of   debt,  to  going  back  to  school,  or  finding  a  job  -­‐  and  Anka  Behavioral  Health  centers   in  Antioch  and  Concord,  which  offer  services  to  adults  and  children  who  are   mentally  ill,  homeless,  have  substance  abuse  issues,  or  are  involved  in  the  criminal   justice  system.     Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    19   Once  the  plan  is  approved,  the  Network  Manager  and  the  Network  Team  will   develop  MOUs  and  work  out  the  details  with  these  and  many  other  organizations.       Together,  the  faith-­‐based  organizations  and  community  based,  nonprofit  service   providers  who  are  willing  to  act  as  NWD  sites  create  the  foundation  for  a  very   powerful  source  of  information,  referrals,  engagement,  and  support  for  returned   citizens  and  the  County.    But  this  is  only  the  beginning.         The  Networked  System  of  Services  includes  a  very  comprehensive  strategy  for   critical  service  provision.       Service  Teams:     Mentor/Navigators;  Family  Reunification,  Housing,  Employment  and   Education,  Leadership  and  Entrepreneurialism,  Women’s  Services,  and   Services  for  Returned  Citizens  with  Children     Engagement  in  and  mutual  responsibility  for  successful  transition  back  into   community  begins  at  the  time  a  man  or  woman  enters  jail  and  continues  through   release  and  successful  reintegration  into  community.         Effective  and  comprehensive  assessment,  pre-­‐release  orientation  and  introduction   to  a  range  of  opportunities,  and  the  assignment  of  a  mentor/navigator  who  is  armed   with  a  mutually  accountable  plan  and  strategy  for  re-­‐entry  in  hand  are  proven  tools   for  success.    This,  coupled  with  Probation  supervision  and  services  through   Behavioral  Health,  is  a  powerful  combination.     During  the  planning  process  we  have  been  able  to  identify  partners  and  build  the   infrastructure  for  seven  essential  Service  Teams.    They  are:     § Mentor  Navigators  (Pre  and  Post  Release)     § Family  Reunification  (Pre  and  Post  Release)   § Housing   § Employment  and  Education   § Leadership  and  Entrepreneurialism   § Women’s  Services   § Services  for  Returned  Citizens  with  Children     The  idea  for  creating  service  teams,  as  opposed  to  focusing  on  individual  service   providers,  arose  from  discussions  with  providers  who  have  been  contracted  with   the  County  since  July  of  2013.           Many  expressed  concern  about  accomplishing  their  particular  goals  without  the   cooperation  of  other  providers,  and  without  clear  programmatic  direction.         After  many  discussions,  we  began  to  realize  that  there  were  unique  strengths  and   competencies  these  organizations  held  that  complimented  not  only  each  other,  but  a   broader  and  more  sustainable  strategy  for  comprehensive  wraparound  services.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    20   In  fact,  we  uncovered  what  we  think  are  areas  of  untapped  passion  within  these   organizations,  and  a  genuine  willingness  to  demonstrate  a  collaborative  brilliance   that  is  sustainable  and  cost  effective.     It’s  important  to  note  that  service  providers  involved  in  the  Collaboration  Network   system  have  agreed  to  having  shared  recidivism,  retention  and  program  completion   goals,  as  well  as  interlocking  responsibility  for  goal  achievement.  These  goals  and   responsibilities  will  be  memorialized  in  MOUs.  A  sample  MOU  template  is  attached   as  an  addendum  to  this  document.       Further,  we  are  suggesting  that  performance  based  assessments  be  conducted  that   go  beyond  number  of  referrals  and  are  based  on  collective  client  retention  and   successful  transition,  as  well  as  effective  partnerships  with  relevant  county  agencies   and  the  ground  floor  Collaboration  Network.    The  providers  discussed  in  the  plan   have  agreed  to  this  approach.     Last,  because  of  the  unique  structure  of  the  initiative  and  the  original  nature  of  the   roles  each  service  provider  is  being  asked  and  has  agreed  to  play,  we  believe  that   there  is  a  sole  source  justification  for  contracting  with  the  service  providers  named   herein.    Attached  as  an  appendix  to  this  document  are  responses  to  the  questions   the  County  uses  to  assess  the  validity  of  a  sole  source  request  and  substantiate  its   validity.       The  following  section  will  describe  in  detail  the  Service  Teams  listed  above,   including  who  the  team  members  are,  their  specific  roles,  any  required  training,  and   how  the  roles  are  managed  and  integrated  into  the  system.       At  the  end  of  the  discussion  of  all  seven  teams,  we  will  discuss  Field  Operations  as  a   coordinating,  support,  accountability,  and  communications  system  for  the  Network,   and  the  overall  governance  and  management  system  for  the  Network.       1.    Mentor/Navigators  (Pre  and  Post  Release)  Service  Teams     There  is  nothing  new  about  the  concept  of  using  mentors/navigators  to  assist   returned  citizens  with  their  transition  back  into  family  and  community.         In  fact  experts  like  Caneel  Fraser,  Esq.,  Senior  Policy  Analyst,  Urban  Peace  of  the   Advancement  Project  said,  “volunteers  can  be  utilized  in  the  role  of  intervention   workers.”       Adam  Christianson,  Stanislaus  County  Sheriff-­‐Coroner,  says  that  there  should  in  fact   be  recruitment  and  training  for  volunteers  from  among  the  reentrant  population.     Edward  J.  Latessa,  PhD,  University  of  Cincinnati’s  School  of  Criminal  Justice,  cautions   that  volunteers  must  be  adequately  trained,  stating,  “good  intentions  and   community  credibility  are  not  enough.”     We  agree  with  these  statements,  and  have  incorporated  these  observations  and   concerns  into  our  thinking.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    21   The  role  of  the  Mentor/Navigator  will  vary  depending  upon  whether  or  not  the   assignment  is  made  at  pre-­‐sentencing,  after  sentencing  but  pre-­‐release,  or  at  post-­‐ release,  by  Probation  referral  or  through  Field  Operations  engagement.    However,   one  thing  will  remain  constant,  and  that  is  there  must  be  mutual  accountability  on   the  part  of  the  mentor  and  the  returning  citizen.         Mentor/Navigators  will  not  be  trained  to  do  what  the  returning  citizen  must  learn  to   do  for  him/herself.    The  Mentor/Navigator  is  there  to  walk  alongside  the  returning   citizen  and  navigate  him/her  through  the  path  of  successful  reentry.         Experts  have  had  the  following  to  say  about  this  type  of  accountability:     Adam  Christianson,  Stanislaus  County  Sheriff-­‐Coroner,  said:  “mutual  accountability   and  support  for  victims  are  two  areas  that  need  more  attention,”  and  that   developing  mentors  from  within  the  returning  citizen  community  is  important.     Michael  Hamilton,  business  owner  and  returned  citizen  after  30  years  of   incarceration  said,  “accountability  and  understanding”  how  his  actions  affected   others  was  important  to  helping  him  move  forward.       Gary  Scott,  Program  Director,  K.I.D  Cat  Services  at  San  Quentin,  and  returned  citizen   after  15  years  incarcerated,  said  that  “reentry  starts  on  the  inside  and  has  to  be   based  on  accountability  and  acknowledging  victims,”  and  that  Insight  Prison   Services  changed  his  life  because  while  incarcerated  he  learned  empathy  for  victims.         Kenyatta  Leal  of  Centerforce,  keynote  speaker  at  Senator  Hancock’s  forum  on   reentry  and  reintegration,  and  a  returned  citizen  after  19  years  incarcerated,  said   that  understanding  how  his  crime  impacted  the  lives  of  his  victims  and  engaging  in   the  “No  More  Tears”  program  while  incarcerated  changed  his  life.       Pre-­‐Sentencing  Assignment     A  critical  partner  on  the  Mentor/Navigator  Team  is  the  Public  Defender.         By  partnering  with  the  Office  of  the  Public  Defender,  we  have  an  opportunity  to   engage  men  and  women  during  pre-­‐sentencing  and  assign  a  Mentor/Navigator  who   is  able  to  begin  working  on  a  re-­‐entry  strategy  based  on  an  assessment  with  the   returning  citizen  before  the  beginning  of  incarceration  or  probation,  depending  on   the  sentence.       Attorneys  from  the  Public  Defender’s  office  will  be  present  during  the  pairing  of   men  and  women  with  a  Mentor/Navigator  if  one  is  assigned.     The  Sheriff’s  department  will  also  play  a  key  role  on  this  team  and  will  determine   what  the  provisions  and  requirements  for  contact  visits  will  be  during  incarceration.         We  have  learned  from  the  Public  Defender  and  her  previous  experience  with  this   type  of  effective  engagement,  that  actual  contact  visits  are  critical.         Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    22   Based  on  the  provisions  and  conditions  set  through  negotiations  between  the  Public   Defender  and  Sheriff,  an  agreement  will  be  reached  and  memorialized  allowing   Mentor/Navigators  access  to  clients  even  in  some  cases  where  the   Mentor/Navigator  has  had  a  felony  conviction.     The  Public  Defender  will  lead  the  effort  to  train  her  attorneys  as  well  as  those  in  the   District  Attorney’s  office  on  this  process.    The  Public  Defender  and  the  DA’s  office   have  demonstrated  a  strong  common  interest  and  willingness  to  work  with  one   another  in  innovative  strategies  for  reducing  recidivism  from  the  start.     This  type  of  early  engagement  will  have  a  significant  and  positive  impact  on  street   level  engagement,  and  on  returned  citizens  showing  up  for  services  and  being   consistent  as  they  reenter  society.         Accompanying  the  assignment  of  a  Mentor/Navigator  at  pre-­‐sentence  is  access  to  a   number  of  critical  services  and  processes  for  reintegration  that  will  be  discussed  in   other  sections  of  the  plan.       Pre-­‐Release  Assignment     One  of  the  critical  activities  of  the  Field  Operations  Coordinator  will  be  the  monthly   visit  to  the  jails  accompanied  by  the  Network  Manager,  an  AB  109  Officer,  a  member   of  the  Volunteer  Management  Organization,  and  a  Mentor/Navigator.         The  purpose  of  the  monthly  visit  is  to  educate  the  jail  population  on  the  Networked   System  of  Services  in  detail,  explain  the  network  Service  Teams  and  service   opportunities,  introduce  them  to  the  Mentor/Navigator  system,  and  begin  to  build   the  relationships  and  create  the  trust  and  enthusiasm  needed  to  generate  interest   and  connection.     They  will  also  set  up  forums  where  interested  returning  citizens  can  meet   Mentor/Navigators,  begin  to  develop  strong  pre-­‐release  relationships,  and  develop   re-­‐entry  plans.     When  and  if  the  Field  Operations  Coordinator  pairs  a  returning  citizen  with  a   Mentor/Navigator,  the  Mentor/Navigator  will  work  with  the  returning  citizen  to   identify  the  most  relevant  pre-­‐release  programs  and  begin  the  process  of  family   reunification  or  other  housing.             The  Mentor/Navigator  will  be  responsible  for  assisting  the  returning  citizen  in   successfully  navigating  the  transition  of  the  reentry  plan  from  pre-­‐release  to  post-­‐ release  with  a  goal  of  successful  reintegration.     We  know  from  Edward  Latessa’s  research  that  breaks  between  pre-­‐release  and   post-­‐release  programs  have  a  negative  impact  on  recidivism.       Therefore,  since  post-­‐release  is  where  returned  citizens  are  forced  to  deal  with  real   life,  well-­‐trained  volunteers  will  work  as  much  as  possible  with  service  providers  to   assist  with  seamless  pre  to  post  release  transitions  in  order  to  reduce  recidivism.     Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    23   Post-­‐Release  Assignment     One  of  the  reasons  that  a  well-­‐designed  “No  Wrong  Door”  networked  system  with   multiple  information  and  engagement  sites  is  so  critical,  is  that  we  must  be  able  to   attract  and  engage  those  returned  citizens  who  have  already  reentered  communities   without  a  service/reentry  plan.         Through  active  community  outreach,  spearheaded  by  the  Field  Operations   Coordinators,  returned  citizens  will  have  an  opportunity  to  be  matched  with   Mentor/Navigators  and  assisted  with  the  development  of  a  service  plan,  family   reunification,  housing,  employment,  and  all  the  other  Service  Team  opportunities   available  to  returning  citizens  at  pre-­‐sentencing  or  pre-­‐release.         Once  the  Network  has  engaged  the  returned  citizen  and  assigned  a   Mentor/Navigator,  the  returned  citizen  will  be  rolled  into  the  same  tracking  and   accountability  system  as  those  engaged  at  pre-­‐sentencing  and  pre-­‐release.       Mentor/Navigator  Recruitment     Volunteer  recruitment  efforts  will  be  managed  at  the  Field  Operations  level  of  the   Network.    One  of  the  key  responsibilities  of  the  Field  Operations  Coordinator  will  be   community  outreach  and  recruitment.    The  Field  Operations  Coordinator  will  work   with  the  Faith  Community,  Service  Clubs,  Service  Providers,  City  Councils,  and  other   organizations  where  presentations  on  the  Network,  volunteer  opportunities  within   the  Network,  Mentor/Navigator  qualifications,  application  and  screening  process,   and  other  important  details  related  to  the  role  can  be  presented  and  discussed.           Mentor/Navigator  Screening  and  Selection     Once  potential  volunteers  have  been  identified,  there  will  be  an  application  and   screening  process,  periodically  scheduled  and  organized  by  the  supervising  agency,   that  includes  an  interview  before  a  panel  made  up  of  the  Field  Operations   Coordinator,  a  representative  from  Probation,  a  returned  citizen,  and  an  AB  109   Police  Officer  at  a  minimum.         That  panel  will  recommend  that  an  applicant  be  accepted  or  rejected  for  service   based  on  an  assessment  of  whether  or  not  they  demonstrate  the  time,  maturity,   right  motive,  and  other  specific  factors  the  interview  panel  members  agree  on.         After  applications  are  submitted,  and  before  potential  volunteers  are  invited  to  an   interview,  a  background  check  will  be  conducted.       Given  that,  among  others,  some  returned  citizens  may  become  mentors,  the   background  check  would  exclude  volunteers  who  are  currently  on  probation  or   parole,  have  a  history  of  violent  crime,  and/or  are  registered  sex  offenders,  as  each   category  would  severely  limit  their  access  to  a  number  of  facilities  and  community   sites  and  thereby  limit  their  role  as  a  Mentor/Navigator.         Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    24   Mentor/Navigator  Training     Once  selected,  a  cohort  of  Mentor/Navigators  will  be  required  to  attend  the  40   consecutive  hours  of  training,  scheduled  for  access  during  or  after  work  hours   where  appropriate,  in  the  internationally  recognized  Dialogue  for  Peaceful  Change,   (DPC)  methodology.         This  training  is  being  recommended  because  of  its  comprehensive  curriculum   dealing  with  self-­‐assessment  for  volunteers,  dynamics  related  to  effective   communication,  suspending  judgment  and  bias  neutral  engagement,  family   reunification,  conflict  resolution  and  mediation.         Volunteers  are  trained  and  certified  in  DPC  in  the  context  of  the  population  they  will   serve.    Therefore,  work  groups  and  scenarios  will  be  customized  for  maximum   relevance  to  the  Mentor/Navigators.         This  training  is  used  all  over  the  world  to  effectively  train  leaders,  mentors  and   volunteers.    DPC  has  been  used  to  train  over  300  individuals  in  East  and  Central   County  who  volunteer  or  are  intimately  involved  as  a  stakeholder  in  the  award  -­‐ winning  and  internationally  recognized  Youth  Intervention  Network.    Among  those   trained  have  been  Contra  Costa  County  Juvenile  Probation  Officers,  Antioch  Police   Chief  and  Officers,  School  Officials,  and  local  citizens  willing  to  volunteer  to  mentor   youth  and  families  where  anti-­‐social  and  violent  behavior  is  an  issue.         Recently,  as  a  part  of  this  planning  process,  representatives  from  Men  and  Women   of  Purpose  and  REACH:  Rick  Fortenberry  and  Edwina  Santiago,  along  with  recent   reentrant,  Roosevelt  Terry,  participated  in  a  DPC  training  sponsored  by  the  Youth   Intervention  Network  in  order  to  assess  the  impact  and  value  of  the  training.         All  agreed,  as  we  do,  that  this  is  a  power  and  impactful  preparation  for  the  role  of   Mentor/Navigator.    Because  of  the  DA’s  role  with  the  Youth  Intervention  Network  in   Antioch,  an  ADA  from  the  Juvenile  Division  was  also  involved  in  this  training.     In  2010/2011,  in  order  to  significantly  reduce  the  cost  of  DPC  training,  which  for  the   first  few  years  were  conducted  by  trainers  flying  in  from  Northern  Ireland  and  the   Netherlands,  the  Youth  Intervention  Network  was  awarded  a  Keller  Canyon  grant  to   have  DPC  Founder,  Colin  Craig  train  local  DPC  trainers.         Vernon  Williams  III,  Retired  Antioch  Police  Chief  James  Hyde,  and  Lesia  Bell   completed  the  initial  comprehensive  DPC  Training  of  the  Trainers  curriculum,  and   then  conducted  several  US  based  trainings  under  the  direct  supervision  of  Colin   Craig  and  DPC  Coach  Jaap  van  de  Sar  from  the  Netherlands.         Mandated  overseas  training  under  the  same  team  of  coaches  followed  their  US   based  training.    Once  the  trainees  had  accumulated  enough  approved  hours  of   training  under  supervision,  they  received  international  licensing  and  certification  to   train.         As  a  result  of  this  effort,  we  now  have  3  internationally  certified  trainers  here  in   Contra  Costa  to  train  and  certify  Mentor/Navigators.     Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    25   We  will  recommend  and  encourage  West  County  to  also  take  advantage  of  this   training  opportunity  for  their  volunteer  base  so  that  there  is  consistency  across  the   county.  This  will  make  the  training  even  more  cost-­‐effective  by  having  combined   cohorts.     In  addition  to  the  DPC  training,  Mentor/Navigators  will  also  be  cross-­‐trained  in  the   overall  operations  of  the  Network  and  on  the  other  resources  and  opportunities   provided  by  the  rest  of  the  Network  Service  Teams.       Mentor/Navigator  Supervision     Understanding  that  the  day-­‐to-­‐day  management  and  support  for  volunteers  is   critical  to  the  Network's  success,  we  propose  that  an  RFP  be  issued  in  order  to   attract  and  retain  an  agency  that  will  provide  supervision  and  oversight  for   Mentor/Navigators  in  both  East  and  Central  County.         This  organization  will  need  to  have  the  capacity  and  experience  needed  to  at  a   minimum:     • Participate  in  the  screening  and  selection  of  volunteers   • Recommend  the  assignment  of  the  best  fit  volunteer  when  there  is  a  pre-­‐ sentencee  assignment   • In  pre-­‐release  and  post-­‐release  situations,  make  the  assignment   • Have  an  organizational  representative  and  a  Mentor/Navigator  accompany  the   Field  Operations  Team  to  the  monthly  jail  visits  for  orientation  on  the   Networked  System  of  Services   • Oversee  the  reporting  responsibilities  assigned  to  the  Mentor/Navigators   • Assess  the  need  for  additional  training  or  removal  of  a  Mentor  Navigator   • Maintain  case  files  managed  by  Mentor/Navigators  and  routinely  send  weekly   updates  to  files  that  will  be  maintained  by  the  Field  Operations  Coordinator   • Act  as  support  for  Mentor/Navigators   • Maintain  performance  files  on  Mentor/Navigators   • Perform  other  supervision  duties  as  determined  to  be  necessary     The  managing  agency  will  work  with  the  Network  Manager  and  Field  Operations   Team  to  develop  goals  related  to  the  number  of  Mentor/Navigators  needed  and  in   which  area,  as  well  as  recruitment,  selection,  training,  supervision,  support,  and   other  procedures  and  policies.       In  addition,  they  will  develop  a  plan  to  ensure  that  Mentor/Navigators  are  provided   ongoing  professional  development  in  areas  specific  to  the  role  and  will  develop  a   system  for  monitoring  the  Mentor/Navigator’s  performance  for  quality  and   continuous  improvement.                 Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    26             2.  Family  Reunification  (Pre  and  Post  Release)     Not  all  returning  citizens  will  accept  the  support  of  a  Mentor/Navigator,  especially   until  word  begins  to  reach  inside  the  jails  and  on  the  street  about  the  effectiveness   and  credibility,  legitimacy,  and  reliability  of  the  volunteer  team.    However,  many  will   need  family  reunification  assistance.         For  those  men  and  women  who  have  been  assigned  a  Mentor/Navigator,  family   reunification  will  have  been  identified  as  part  of  their  reentry  plan,  and  volunteers   will  have  been  trained  and  certified  in  a  mediation  process  for  assisting  with   reunification  at  pre  and  post  release.         However,  when  there  is  no  Mentor/Navigator,  family  reunification  will  happen  with   the  assistance  of  trained  family  reunification  volunteers.    It  is  important  to  separate   out  how  we  designate  volunteers  to  avoid  burnout  and  preserve  the  nature  of  the   relationships  we  are  trying  to  develop  between  returned  citizens  and  volunteers.     Family  reunification  efforts  being  conducted  by  Mentor/Navigator  is  a  part  of  a   holistic  process  of  reentry  and  is  based  on  the  trust  and  involvement  of  someone   who  can  make  a  long-­‐term  commitment  to  the  family  and  the  returned  citizen.     This  will  help  the  returned  citizen’s  family  become  more  comfortable  with  and  open   to  reunification  because  they  will  know  that  there  is  a  plan  in  place  and  that  the   returned  citizen  will  have  hands-­‐on,  long-­‐term  support  as  he/she  navigates  that   plan.    The  fact  that  Mentor/Navigator  assignments  are  also  gender  specific  adds   another  important  dynamic  to  the  relationship.         However,  when  family  reunification  requires  extensive  mediation,  which  it  often   will,  the  Mentor/Navigator  has  the  option  of  requesting  that  the  supervising  agency   conduct  the  mediation,  or  that  two  other  DPC  trained  Mentor/Navigator  be  assigned   from  the  pool  for  mediation  purposes.         This  is  important  because  DPC  trained  mediators  are  able  to  be  unaligned   throughout  a  mediation  process.         However,  as  a  Mentor/Navigator,  they  are,  by  the  nature  of  their  role,  able  to  be   aligned  as  an  advocate  and  mentor  to  the  returned  citizen  to  whom  they  are   assigned.    By  assigning  separate  mediation  teams,  the  Mentor/Navigator  role  is   preserved  as  we  meet  the  holistic  needs  of  the  family.                   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    27   Ultimately  decisions  on  how  to  assign  teams  for  family  reunification  will  be  the   purview  of  the  supervising  agency  with  the  one  exception  that  a  Mentor/Navigator   cannot  participate  in  family  reunification-­‐based  mediation  when  a  member  of  the   family  is  his/her  mentee.     As  with  other  volunteer  case  management,  notes  and  status  reports  on  the   reunification  process  must  be  copied  and  forwarded  to  the  Field  Operations   Coordinator.  Also,  the  appropriate  confidentiality  agreements  and  indemnification   documents  related  to  mediation  as  a  part  of  family  reunification  efforts  must  be   signed  and  copies  submitted  to  the  Field  Operations  Coordinator.       3.  Housing       Another  critical  Service  Team  is  Housing.  (The  housing  referral  process  will  be   discussed  later  in  this  document.)     Although  the  county  is  currently  in  contract  with  SHELTER  Inc.  to  provide  AB-­‐109   housing  across  the  county,  we  realized  that  housing  in  East  County  had  been   particularly  difficult  for  SHELTER  Inc.  to  cultivate,  so  we  knew  that  we  would  need   to  help  develop  additional  housing  opportunities  as  a  part  of  the  planning  process.     We  have  been  successful  in  identifying  and  securing  commitments  for  over  100   transitional  housing  opportunities  through  partnerships  with  Pastor  Jonathan  Gee,   with  the  Brentwood  New  Life  Dream  Center  (NLDC)  and  Pastor  Israel  Marrone,  of   the  Regnum  Group  in  Antioch.           These  are  exciting  and  unique  opportunities  because  of  the  quality  of  housing,  the   level  of  respect  these  men  both  have  with  officials  in  the  cities  where  they  are   placed,  their  professionalism,  and  the  comprehensive  wrap-­‐around  approach  for   engaging  and  working  with  men  and  women  returning  to  community.       The  Brentwood  Dream  Center  is  a  faith-­‐based  organization  that  has,  for  10  years,   been  serving  Bay  Area  men,  women,  and  their  children  who  find  themselves  without   food,  clothing  or  shelter  due  to  addiction  or  other  challenging  events  in  their  lives.  It   began  when  Pastor  Jonathan  Gee  and  his  wife  opened  their  own  home  to  men  and   women  struggling  with  life  controlling  addictions.  They  then  opened  a  men’s  home,   taking  in  men  from  all  walks  of  life:  family  men,  business  men,  the  streets,  prison   and  more.  Women’s  facilities  soon  followed.     Today  they  have  a  success  rate  of  over  80%  for  those  who  graduate  from  a  rigorous   process  of  counseling,  housing,  skills  training,  and  mentoring  in  a  faith-­‐based   environment.       The  success  of  the  Dream  Center  has  challenged  them  to  grow  and  expand  their   capacity.    For  this  reason,  the  Dream  Center  purchased  the  hotel  pictured  in  the   photo  on  the  next  page  when  the  hotel  went  into  bankruptcy  in  the  city  of   Brentwood,  got  it  financed,  and  are  completing  construction  for  a  projected  April   2014  completion.     Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    28         During  the  East  and  Central  County  AB-­‐109  planning  process,  we  convened  a   meeting  at  this  location  with  the  Workforce  Development  Board,  Center  for  Human   Development,  Reach  Fellowship,  Rubicon,  Goodwill,  SHELTER  Inc.,  Los  Medanos   College,  and  Brighter  Beginnings.         There,  we  explored  the  potential  for  a  long-­‐term  residential  site  in  partnership  with   organizations  able  to  provide  critical  employment,  training,  and  education  services.     From  that,  and  subsequent  follow-­‐up  meetings,  the  following  commitments  have   developed:     • The  Dream  Center  will  have  100  beds,  and  although  not  all  will  be  reserved   for  AB-­‐109  returned  citizens  at  least  half  will  be  prioritized  for  AB-­‐109   returned  citizens  referred  by  the  East  and  Central  Network   • Pastor  Gee  is  also  looking  into  acquiring  additional  property  that  will  allow   him  the  ability  to  have  separate  housing  for  men  and  women.       • The  Dream  Center  currently  offers  college  credit  courses  in  culinary  arts.    Los   Medanos  College  and  the  Dream  Center  have  expressed  an  interest  in   working  together  to  explore  additional  options.     • Goodwill  Industries  is  talking  with  the  Dream  Center  about  transitional   employment  for  returned  citizens  housed  there.   • Reach  Fellowship  will  partner  with  the  Dream  Center  on  housing  women   served  by  Reach  Fellowship.   • Brighter  Beginnings  is  interested  in  working  with  the  Dream  Center  on   leadership  training,  and  identifying  AB-­‐109  returned  citizens  housed  there   for  the  Kennedy  project.   • SHELTER  Inc.  has  met  with  Pastor  Gee  on  several  occasions  and  expressed  an   interest  in  leasing  beds  for  AB-­‐109  returned  citizens  at  the  Brentwood  site.     Talks  are  pending  completion  of  construction  at  the  site  in  April     We  have  also  worked  extensively  with  Pastor  Israel  Marrone  of  the  Regnum  Group   and  associated  ministry  leaders.      Antioch  Mayor  Wade  Harper,  City  Councilwoman   Mary  Rocha,  and  CCP/CAB  member  Willie  Moffett  introduced  Bishop  Marrone  to  the   planning  process  in  August  2013.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    29   At  the  end  of  a  tour  of  the  large  Delta  Fair  complex  we  were  excited  about  the   treatment  and  housing  opportunities,  as  well  as  the  fact  that  Brighter  Beginnings   had  already  secured  office  space  there.    Since  then  Reach  Fellowship  has  also  moved   into  the  complex.         Pastor  Marrone  is  willing  to  designate  up  to  50  beds  for  women  returned  citizens   and  25  for  men.    He  is  also  willing  to  work  with  the  Network  to  make  program  and   training  space  available,  and  to  offer  reasonable  rental  opportunities  for  service   providers  interested  in  serving  returned  citizens  through  the  Network.     During  implementation,  the  Field  Operations  Coordinator  and  Network  Manager   would  continue  to  work  with  Pastor  Gee  and  Marrone  in  working  out  the  details  of   their  agreements  as  well  as  to  identify  additional  housing  opportunities.           4.  Employment  and  Education     One  thing  became  very  apparent  during  our  early  research  and  in  discussions  with   the  planning  team.    Not  all  returned  citizens  will  need  employment  assistance  upon   return  to  their  communities,  but  for  those  who  will,  it  needs  to  be  immediate,  and   simultaneously  tracked  with  long-­‐term  future  opportunities  for  success.     The  Employment  and  Education  Team  has  met  regularly  to  discuss  and  design  a   process  for  working  together  that  can  have  broad  impact  in  the  East  and  Central   County  region,  and  this  process  also  has  the  potential  to  inform  and  support  the   employment  efforts  in  West  as  well.       The  team  is  comprised  of  the  County  Workforce  Development  Board,  Los  Medanos   College,  Goodwill  Industries,  Wells  Fargo  Bank,  Prepare  My  Sheep,  Men  and  Women   of  Purpose,  and  Reach  Fellowship.     Recent  discussions  with  Rubicon  Executive  Director  Jane  Fischberg  and  Chief   Program  Officer  Rob  Hope  have  given  us  optimism,  and  reason  to  believe,  that  we   will  be  able  to  align  some  of  Rubicon’s  efforts  in  East  County  with  the  Employment   and  Education  Service  Team.    During  our  discussions,  we  identified  a  niche  within   the  Network  for  Rubicon  in  the  area  of  Returning  Citizens  with  Children  and  will   provide  details  later  in  this  document.       Pre-­‐Release  Employment  and  Education  Activity     It  is  important  that  there  be  consistent  and  on-­‐going  training  for  inmates  related  to   their  employability  after  release,  coupled  with  hands  on  assistance  with   employment  document  accumulation,  fulfilling  selective  service  requirements,   identifying  transitional  employment,  preparing  for  Workforce  Development  Board   One-­‐Stop  services,  and  preparation  for  education  and  small  business  development   opportunities.     As  with  the  highly  acclaimed  Texas  RIO  project,  and  similar  programs  across  the   country,  The  National  Institute  of  Justice  states:     Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    30   “If  inmates  can  find  a  decent  job  as  soon  as  possible  after  release,  they  are  less  likely   to  return  to  a  life  of  crime  and  prison.”         Project  RIO  and  other  successful  strategies  from  across  the  country  have  informed   our  strong  confidence  in  the  ability  to  build  a  system  that  not  only  prepares  inmates   for  more  successful  job  search  post-­‐release,  but  that  is  able  to  actually  place   returning  citizens  into  jobs  pre-­‐release.         To  achieve  this  level  of  preparation  and  success,  the  following  potential  agreements   and  related  projected  expenses  have  been  negotiated  and  included  in  the   implementation  budget  for  the  East  and  Central  County  regions.       1.    Workforce  Development  Board  and  Los  Medanos  College     Donna  Van  Wert,  Workforce  Development  Board  (WDB)  One-­‐Stops  Administrator,   and  David  Wahl,  Los  Medanos  College  (LMC)  CTE  Workforce  Development  Manager,   have  worked  diligently  through  the  planning  process  to  understand  each  other’s   priorities,  requirements,  overlapping  issues,  and  barriers  to  serving  the  reentry   population.    They  are  also  working  together  to  create  complementary  training   curriculum  for  pre  and  post  release  engagement.     LMC  has  expanded  its  capacity  for  working  with  returned  citizens.  College  leaders   realize  that  the  processes  for  education  planning,  admission  orientations,  math  and   English  placement  tests,  and  assessments  are  complicated  and  require  help  to   navigate.          Although  Mentor/Navigators  will  be  trained  to  assist  returned  citizens   navigate  education  prospects,  LMC  is  considering  bringing  on  a  Community   Education  Partnership  Liaison  to  work  directly  with  the  Network.    This  person  will   also  assist  with  WIA  eligibility.         David  Wahl  will  be  reaching  out  to  his  counter-­‐part  at  Diablo  Valley  College  (DVC)  to   assist  with  replication  of  the  practices  that  are  being  developed  at  Los  Medanos.         There  is  also  an  expectation  that  Network  management  will  ensure  that  alignment   between  LMC  and  the  WDB  One  Stops  in  East  are  mirrored  between  DVC  and  the   WDB  One  Stop  in  Central.     The  Workforce  Development  Board  (WDB)  offers  Universal  assistance  for  returned   citizens  who  are  self-­‐sufficient  and  job-­‐ready.    For  these  clients  they  primarily  offer   the  use  of  computer  and  helpful  workshops  and  there  is  no  pre-­‐screening  required.   The  Employment/Education  Assessment  and  Prep  Team  will  assess  self-­‐sufficiency   for  Universal  services  at  pre-­‐release  so  that  the  appropriate  referral  can  be  made.     Returned  citizens  assessed  to  be  in  need  of  Intensive  services  can  potentially  qualify   for  money  for  training  but  must  have  all  their  work  eligibility  documents.         Returned  citizens  will  work  with  the  Employment/Education  Assessment  and  Prep   Team  pre-­‐release  to  ensure  that  they  have  a  drivers  license,  social  security  card,  I-­‐9   Visa,  and  other  employment  documents,  as  well  as  confirmation  of  selective  service   registration,  or  waiver.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    31   These  documents  will  be  copied,  converted  into  a  PDF,  and  a  copy  forwarded  to  the   Field  Operations  Coordinator  who  covers  the  region  where  the  returned  citizen  will   reside.         Returned  citizens  enrolled  in  the  WDB’s  Intensive  program  will  be  eligible  for   assistance  with  putting  together  a  resume,  computer  training  workshops,  truck   driver  training,  assistance  with  getting  a  drivers  license,  employment  related   transportation,  and  books  for  school.    Direct  funding  for  school  is  also  available,  but   the  WDB  will  ask  that  participants  first  apply  for  PELL  grants.  To  receive  a  PELL   grant,  a  returned  citizen  must  have  at  least  a  GED.  If  they  do  not,  they  may  apply  for   WIA  funds.     Contra  Costa  County  Adult  Education  is  a  WDB  partner  and  can  assist  with  both  pre-­‐ release  and  post-­‐release  GED  attainment.  It  will  be  the  role  of  the   Employment/Education  Assessment  and  Prep  Team  to  get  as  much  of  this  done  pre-­‐ release  as  is  possible.     As  key  components  of  the  MOUs  to  be  drafted  for  the  Employment  and  Education   Team  members,  the  WDB  and  LMC  will  be  asked  to  act  as  Trainer  of  Trainers,  that  is,   to  provide  training  to  designated  Employment  and  Education  point  persons  with   Men  and  Women  of  Purpose,  Reach  Fellowship  and  Brighter  Beginnings  and  other   organizations  who  will  in  turn  provide  training  to  staff  and  volunteers  within  those   organizations.         Point  persons  from  these  organizations  will  participate  in  an  extensive  and  ongoing   series  of  pre-­‐release  workshops  in  employment  and  education  preparation  basics,  in   addition  to  pre-­‐and  post-­‐release  specialty  workshops  and  training  that  will  be   discussed  later  in  this  section.           2.    Goodwill  Industries     Goodwill  Industries  will  continue  to  provide  transitional  employment  to  returned   citizens  in  the  Central  County  region,  and  although  not  currently  in  contract  to  do  so,   has  agreed  to  provide  needed  transitional  employment  to  those  returning  to  the   East  County  region  as  well.    In  order  to  accomplish  this,  they  will  be  designating  a   point  person  from  within  their  organization  who  will,  along  with  the  Central  county   point  person,  work  with  the  Employment  and  Education  Team  to  schedule  pre-­‐ release  transitional  employment  interviews  and  placements.         While  returned  citizens  are  employed  with  transitional  employers,  they  will  also  be   able  to  access  other  training  opportunities  they  were  informed  about  by  members  of   the  pre-­‐release  Education  and  Employment  Team.         For  example,  while  working  in  a  transitional  job  set  up  through  Goodwill  Industries,   returned  citizens  will  be  able  to  enroll  in  the  WDB  Intensive  post-­‐release  training   and  long-­‐term  employment  assistance  classes  because  Goodwill  will  have   negotiated  this  arrangement  with  employers  ahead  of  time.         Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    32   The  WDB  and  Goodwill  are  talking  about  ways  to  stipend  returned  citizens  on  days   they  must  be  off  work  to  attend  classes,  WDB  meetings,  trainings,  and  interviews.       They  are  also  discussing  ways  to  utilize  OJT  (off  the  job  training)  practices  to   subsidize  employee  salaries  up  to  50%  if  the  employer  will  guarantee  a  permanent   job  at  the  end  of  the  transitional  assignment.     Because  Mentor/Navigators  will  be  trained  in  the  pre-­‐and  post-­‐release  employment   and  education  opportunities  and  assigned  to  returned  citizens  at  pre-­‐sentencing,   pre-­‐release,  and  post-­‐release,  they  will  be  able  to  assist  returned  citizens  with   navigating  these  opportunities  in  the  context  of  a  comprehensive,  individualized   post-­‐release  strategy.     Men  and  Women  of  Purpose  and  Reach  Fellowship  have  agreed  to  undergo   extensive  training  from  the  Workforce  Development  Board,  Los  Medanos  College,   Goodwill  Industries,  Arturo  Castillo  of  the  County  Homeless  program,  and  Network   Management  in  order  to  act  as  point  persons  for  the  preparation  of  returning   citizens  entering  into  employment,  education,  and/or  housing.     Earlier  we  discussed  the  importance  of  employment  documents  and  other   requirements  being  in  place  when  returning  citizens  are  released.    It  is  also  critical   that  returning  citizens  have  a  comprehensive  overview  of  the  entire  Networked   System  of  Services  for  East  and  Central  County,  and  what  it  means  for  them   individually  and  collectively.    This  information  needs  to  be  repeated  and  updated   regularly  and  often  so  that  the  word  gets  out  to  those  who  are  still  incarcerated  as   well  as  to  their  friends  and  families  already  on  the  streets.         To  this  end,  in  addition  to  receiving  in-­‐depth  training,  Men  and  Women  of  Purpose   and  Reach  Fellowship  have  agreed  to  designate  a  liaison  from  within  their   organizations  to  act  as  lead  information  specialist  to  all  county  jail  facilities.       Also,  they  have  agreed  that  at  a  minimum  the  liaison  will  be  required  to:     • attend  comprehensive  training  on  the  operation  of    the  Network  and  all  of  its   opportunities,  partnerships,  and  providers   • be  trained  in  Community  College  and  Workforce  Development  Board  requirements   and  opportunities   • attend  training  of  trainers  with  the  Employment/Education  Prep  Team   • attend  Field  Operations  Coordinator  meetings  when  necessary   • attend  all  Network  Manger’s  team  meetings   • lead  comprehensive  forums  within  all  county  facilities  no  less  than  once  a  month  on   all  opportunities  available  through  the  Networked  System  of  Services  and  about  the   necessity  of  having  the  right  documents  gathered  pre-­‐release   • identify  men  and  women  who  do  not  have  the  documents  needed  for  employment,   education  or  housing,  and  work  with  Mentor/Navigators  and  returning  citizens  to   get  the  documents  in  place   • copy  documents  once  collected,  transfer  them  to  PDF  form,  and  deliver  them  to  the   Field  Operations  Coordinator  in  the  region  where  the  man  or  woman  will  return   • distribute  “Interest”  forms  to  all  participants  at  every  forum.    Collect  at  the  end  of   each  forum  and  deliver  to  the  Field  Operations  Coordinator  who  will  coordinate   engagement  with  the  appropriate  network  team  contact;  (forms  will  be  developed   by  the  Network  Manager)   • attend  all  capacity  building  training  deemed  necessary  by  the  Network  Manager   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    33   5.  Leadership  and  Entrepreneurialism     1.  Brighter  Beginnings  and  John  F.  Kennedy  University     Brighter  Beginnings  has  demonstrated  an  enthusiasm  and  capacity  for  working   hand-­‐in-­‐hand  within  the  Networked  System  of  Services  for  the  East  and  Central   regions  of  the  county  to  build  a  “safety  net  and  a  career  ladder”  that  will  reduce   recidivism  and  help  returned  citizens  to  “move  forward  and  up  towards  self-­‐ actualizing  their  preferred  futures.”     To  that  end,  Brighter  Beginnings  has  developed  a  comprehensive  Re-­‐Entry  Academy   for  Leaders:  REAL.    REAL  was  developed  by  Program  Director  Clyde  Wayne   specifically  for  the  purpose  of  supporting  returned  citizens  in  Contra  Costa  County.     Clyde  is  a  seasoned  social  services  professional,  counselor,  and  teacher.     His  experience  spans  the  areas  of  social  service,  case  management,  mental  health,   crisis  intervention,  research,  management,  coaching,  and  family  therapy.    As  well,   Clyde  has  a  Master’s  in  Counseling  Psychology  and  a  Professional  Certificate  in  Adult   and  Continuing  Education  and  Teaching.     During  discussions  with  Brighter  Beginnings  about  their  ongoing  role  with  the   Network,  it  became  apparent  that  there  were  opportunities  and  benefits  to  working   with  Brighter  Beginnings  that  had  not  been  fully  explored.         As  we  began  to  understand  better,  the  comprehensive  nature  of  the  REAL   curriculum,  we  brainstormed  about  expanded  leadership  opportunities  for  returned   citizens  as  entrepreneurial  community  leaders  with  the  ability  to  mentor  and  hire   other  returned  citizens.  In  this  way,  we  could  not  only  advance  the  lives  and   opportunities  of  returned  citizens  now,  but  also  create  future  pipelines  to   employment  and  life  changing  opportunities  for  other  returned  citizens.     With  this  in  mind,  we  enthusiastically  reached  out  to  John  F.  Kennedy  University’s   Institute  of  Entrepreneurial  Leadership  (IEL)  and  set  up  a  joint  meeting  between   them  and  the  Brighter  Beginning’s  team.    Unbeknownst  to  us  before  that  meeting,   the  University  had  been  exploring  ways  to  work  with  returned  citizens.         In  the  past  the  University  has  had  success  working  with  difficult  to  employ   populations,  some  which  have  had  criminal  backgrounds  or  lacked  education.    They   have  been  able  to  help  launch  businesses  from  among  this  population  in  Contra   Costa,  and  those  businesses  are  now  in  operation  and  hiring  locals.     Brighter  Beginnings  and  JFKU  have  agreed  to  work  together  to  bring  exciting   opportunities  to  returned  citizens  who  through  the  REAL  training  program  decide   that  entrepreneurial  leadership  is  something  they  want  to  pursue.         With  the  inclusion  of  the  REAL  Leadership  training  and  the  Kennedy  program,  the   pre-­‐release  and  post-­‐release  options  for  returned  citizens  is  greatly  enhanced  -­‐  a   huge  bonus  for  the  county  because  we  can  grow  our  own  future  employment   opportunities  for  returned  citizens  with  business  owners  who  will  understand  their   transition  needs.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    34   In  documents  about  the  program,  JFKU  officials  state  that  they  provide  a  full  range   of  training,  education,  consulting,  advising,  mentoring,  pathways  to  resources  and   capital,  and  networking  opportunities  that  support  the  new  and  emerging   entrepreneur.     The  IEL  program  is  centered  in  JFK  University’s  College  of  Undergraduate  Studies   and  serves  as  a  primary  educational  partner  for  the  entire  university  community   with  many  local  public,  private,  and  nonprofit  communities.  IEL  works  with   businesses,  investors,  policy  makers,  foundations,  academic,  and  student-­‐ entrepreneurs  to  design,  develop,  and  grow  new  and  emerging  ventures  that  are   focused  on  creating  local  job  opportunities  and  sustainable  enterprises  to  meet  local   needs  across  a  variety  of  major  and  niche  industries  and  sectors.”     Further,  they  provide  knowledge,  capital,  and  access  to  local  communities  through  a   diverse  set  of  experiential  education,  workforce  training,  and  partnership   initiatives;  enhance  opportunities  and  potential  for  promising  Bay  Area   entrepreneurs  to  create  new  jobs  and  to  position  themselves  for  greater  success;  re-­‐ skill  industry  for  the  increasing  Green  Economy  labor  demands  through  real-­‐time   workforce  training  and  learning  labs;  and  allow  Contra  Costa  and  surrounding   counties  to  “Grow  our  Own”  entrepreneurs  and  industry  workforce  by  providing  a   coordinated,  interdisciplinary  portfolio  of  resources  and  tools.     Kennedy  and  Brighter  Beginnings  are  actively  meeting  and  planning  so  that  they   may  begin  pre-­‐release  engagement  as  a  member  of  the  Employment/Education   Network  Team  as  soon  as  possible.       2.  Prepare  My  Sheep     Prepare  My  Sheep  is  a  faith  based  initiative  started  by  Rudy  Hernandez,  owner  of   Dent  Police,  a  successful  auto  body  business  based  in  Contra  Costa  County.      The   Prepare  My  Sheep  mission  is:    “To  give  men  and  women  the  same  opportunities  that   were  given  to  us.    We  want  to  bless  the  men  and  women  with  what  we  have  been   blessed  with….  a  positive  enlightening  way  of  life.”           Their  Vision  is:  “To  build  men  and  women  up  to  be  entrepreneurs  in  their  own  life   so  they  can  become  either  proud  business  owners  for  themselves,  or  to  have  a  job   they  can  be  proud  of,  building  them  up  to  have  a  better  income  so  that  they  can   become  a  better  provider  to  their  family.”       Founder  Rudy  Hernandez  and  his  business  partners  understand  the  needs  of   returned  citizens,  and  he  has  now  been  a  successful  business  owner  for  11  years.       His  business  partner  Eddie  Ibarra,  has  been  an  Automotive  Technician  for  the  past   20  years  and  is  the  owner  of  Fast  Eddie’s  Auto  Services.    Prepare  My  Sheep  currently   has  two  training  locations:  one  in  Antioch,  and  one  in  Richmond.     Prepare  My  Sheep  has  agreed  to  provide  post-­‐release  training  and  employment  for   returned  citizens  identified  by  the  pre-­‐release  team  as  interested  in  working,  or   starting  a  business  in,  the  auto  mechanics,  oil  and  lube,  or  auto  body  work  trades.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    35   Prepare  My  Sheep  will  train,  certify,  and  assist  with  the  employment  placement  of   men  and  women  who  successfully  complete  their  training.    They  will  either  employ   men  and  women  with  their  own  companies,  or  with  one  of  their  many  affiliate   partners.    They  will  work  with  Brighter  Beginnings  and  the  Kennedy  initiative  to   assist  those  men  and  women  who  successfully  complete  training  and  desire  to  have   their  own  business.    This  is  yet  another  viable  and  impactful  opportunity  for   returned  citizens  in  the  context  of  a  broad  networked  system  of  services.       6.  Women’s  Services     Post-­‐Release  Gender  Specific  Services  for  Women     Experts  recognize  that  post-­‐release  gender  specific  services  are  important.    Yet,   although  there  are  programs  designed  to  meet  the  needs  of  women  throughout  the   county,  there  is  not  a  singularly  focused  broad-­‐based  county  effort  to  identify  and   accommodate  the  subtleties  associated  with  the  needs  of  female  returned  citizens   and  the  differences  between  the  family  reunification  process  for  men  and  women.     In  fact,  Tamisha  Walker,  Contra  Costa  Project  Safe  Return  said  that  “other  than   REACH  Fellowship,  there  are  no  post-­‐release  reentry  services  specifically  for   women,”  and  a  representative  from  Contra  Costa  County  Mental  Health  remarked   that  “though  there  are  a  number  of  women’s  alcohol  and  drug  programs,  there  are   no  women’s  re-­‐entry  focused  services  in  the  county  other  than  REACH  Fellowship.”     Yet,  Edward  J.  Latessa,  PhD,  School  of  Criminal  Justice,  University  of  Cincinnati   remarked  at  a  presentation  to  the  Contra  Costa  County  CCP  that  “when  developing   co-­‐ed  programs,  the  interventions  for  men  and  women  should  be  separate.”     In  our  early  fact-­‐finding  meetings  we  were  encouraged  to  reach  out  to  Edwina   Santiago  of  REACH  Fellowship.    After  meeting  with  Edwina  and  eventually  touring   her  Richmond  facility  and  program,  we  realized  that  Edwina  had  a  passion  and   commitment  to  the  female  returned  citizen  population  that  is  impactful  and   effective.        Therefore,  after  many  explorative  meetings  and  discussions  with  Edwina   individually,  and  with  other  Network  partners,  we  broached  the  idea  of  her  leading   an  effort  to  build  the  female  specific  service  subset  for  the  Network  in  East  and   Central  County.    She  enthusiastically  agreed  and  we  began  the  process  of  matching   her  with  Network  partners  that  could  help  her  with  the  housing  needs  of  women   returning  to  the  area,  and  office  space  for  her  team.         Both  Pastor  Marrone  and  Pastor  Gee  have  offered  to  help  her  with  housing  and   Pastor  Marrone  has  provided  rental  office  space  in  the  same  complex  where   Brighter  Beginnings  is  located.     Barbara  Bloom,  Professor  at  Sonoma  State  University  said  last  year  at  a  forum  on  re-­‐ entry  in  Oakland,  “gender  specific  services  should  include  child  care  to   accommodate  women  with  children.”    This  is  an  area  that  will  need  to  be  developed   as  Edwina  grows  and  develops  service  options  in  East  and  Central  county  with  the   assistance  of  the  Network  Manager  and  Field  Operations  Coordinators.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    36   7.  Services  for  Returned  Citizens  with  Children     Currently,  under  a  PAPPAS  Grant,  Rubicon,  in  partnership  with  Centerforce,  serves   clients  who  have  children.  Centerforce  is  a  California-­‐based  nonprofit  organization   that  strives  to  improve  the  lives  and  strengthen  the  families  of  returned  citizens.     Through  this  partnership,  Rubicon  is  able  to  offer  returned  citizens  four  weeks  of   parenting  specific  training,  two  weeks  of  job  readiness  coaching,  and  training  in  a   host  of  other  areas,  such  as  anger  management  workshops,  domestic  violence   programs  with  STAND,  career  coaching,  and  legal  services,  critical  to  removing   barriers  to  employment  and  increasing  successful  family  reunification  and  stability   when  children  are  in  the  home.       These  areas  include:  child  support  payment  negotiation  assistance  while  the   returned  citizen  is  looking  for  work;  assistance  with  record  expungement  that   provides  the  returned  citizen  with  a  broader  range  of  life  changing  choices  and   helps  eliminate  the  embarrassment  and  anger  that  often  accompanies  the  stigma   attached  to  having  a  record;  assistance  with  getting  a  drivers  license,  facilitating   greater  opportunities  to  participate  in  caring  for  children  and  more  employment   options;  and  financial  literacy  assistance  including  debt,  savings  and  understanding   the  credit  score.             Field  Operations       Working  our  way  up  from  the  ground  floor  Collaboration  Network,  the  next  level  in   the  No  Wrong  Door  Networked  System  of  Services  is  Field  Operations.     Field  Operations  is  made  up  of  Field  Mobility,  Triage  Coordination,  and   Communications.         Field  Mobility     The  topic  of  field  mobility  arose  for  a  number  of  reasons.    First  there  was  the  issue   of  managing  services  and  collaboration  over  two  thirds  of  the  county’s  geography,   and  the  next  was  keeping  in  contact  with  returned  citizens  coming  back  to  such  a   large  geographic  area.       In  conversations  with  Probation  Department  management,  we  realized  that  we  had   some  opportunity  to  re-­‐think  issues  such  as  Probation  visits  and  meetings  with   clients,  service  provider  oversight  and  quality  control,  and  redefining  the   relationship  between  returned  citizens  and  law  enforcement.     Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    37   We  also  realized  that  management  of  ground  activity  including  the  recruitment  of   volunteers  and  training  and  community  engagement  activities  would  be  more   effective  if  localized.         Therefore  we  met  with  the  four  Police  Chiefs  who  represent  the  areas  where  the   majority  of  returned  citizens  will  reside  (Antioch,  Pittsburg/Bay  Point,  Concord,  and   Martinez)  and  discussed  the  possibility  of  working  with  them  to  house  a  cost-­‐ effective  field  operations  management  and  coordination  system.         The  Police  Chiefs  have  been  open  and  willing  to  partner  with  the  County  in  the   building  of  a  Networked  System  of  Services  and  saw  the  logic  of  housing  operations   management  with  them.     Therefore,  the  Pittsburg,  Antioch  and  Concord  Police  Departments,  all  with  AB  109   Officers,  will  house  a  Field  Operations  Coordinator  at  each  of  their  sites.         Further,  they  have  agreed  to  make  space  available  so  that  Probation  Officers  can  be   in  the  field  2  days  out  of  each  week  to  meet  with  probationers  at  NWD  (No  Wrong   Door)  sites  throughout  East  and  Central,  making  reporting  easier  for  returned   citizens  with  transportation  challenges  and  giving  Probation  officers  a  central   location  when  in  the  field.     Other  benefits  of  the  Field  Mobility  plan  is  that  now  there  can  be  convenient  space   for  service  provider  group  meetings  and  training  and  optional  meeting  space  for   Probation  meetings  in  the  field  with  high  risk  returned  citizens  when  necessary.     An  important  added  bonus  related  to  Field  Operation  housed  at  the  Police   Departments  is  that  it  creates  partnership  opportunities  between  law  enforcement,   service  providers,  the  faith  community,  and  returned  citizens.  It  is  an  opportunity  to   begin  to  change  the  narrative.     This  is  important  because  having  law  enforcement  involved  in  the  process  of   helping  returning  citizens  successfully  reenter  is  critical  to  reducing  recidivism.       Experts  in  the  field  of  re-­‐entry  have  confirmed  this,  with  some  of  their  comments   and  perspectives  included  below:     Caneel  Fraser,  Esq.,  Senior  Policy  Analyst,  Urban  Peace  of  the  Advancement  Project   said:  “changing  the  paradigm  between  law  enforcement  and  reentrants  is  a   priority,”  and  “in  Los  Angeles,  the  police  department  has  been  a  real  partner  in   providing  services  to  reentrants.”      Wendy  Still,  San  Francisco  Chief  Probation  Officer,  said:  “community  policing  and   partnership  with  law  enforcement  has  had  an  impact  on  successful  reduction  of  San   Francisco’s  recidivism  rate.”     Adam  Christianson,  Stanislaus  County  Sheriff-­‐Coroner,  said:  “law  enforcement   realizes  we  must  work  together  in  collaboration  to  remove  historic  barriers  to   police  and  community  partnering.”     Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    38   Ron  Davis,  East  Palo  Alto  Chief  of  Police,  said:  “the  role  of  the  police  department  has   got  to  change.”    He  noted  that  police  must  be  seen  as  partners  and  must  be  involved   in  and  seen  as  a  part  of  the  solution.  “Doing  so  has  impacted  recidivism  in  East  Palo   Alto  and  we  have  seen  recidivism  reduced  from  70%  to  14%.”     Edward  J.  Latessa,  PhD,  School  of  Criminal  Justice,  University  of  Cincinnati,  said  that   law  enforcement  “trained  in  positive  interaction  and  partnership  with  community-­‐ based  organizations  helps  reduce  recidivism.”     We  find  the  opinions  of  these  experts  compelling  and  are  excited  about  the   possibilities.    We  also  believe  that  having  law  enforcement  involved  with  the   Network  will  increase  confidence  in  communities  where  citizens  continue  to  be   concerned  about  public  safety.       Triage  Coordination         A  key  element  of  Network  Field  Operations  is  the  ability  to  provide  a  triage  between   law  enforcement,  the  Network,  and  the  returning  citizen  as  a  means  to  increase  the   success  of  the  returning  citizen  in  accessing  services,  to  find  possible  alternatives  to   re-­‐incarceration  if  a  returning  citizen  reoffends,  and  to  facilitate  positive   communication  between  local  police  and  returning  citizens.    Triage  will  be   coordinated  from  Field  Operations  under  several  important  sets  of  circumstances:     1.    During  monthly  pre-­‐release  meetings,  designed  to  begin  to  break  down  barriers   between  returning  citizens  and  police.       2.      During  a  routine  stop  or  visit,  when  an  AB  109  returned  citizen  violates  the   terms  of  his/her  probation,  in  lieu  of  arrest,  the  role  of  the  triage  team  is  to  discuss   and  whenever  possible  find  alternatives  to  re-­‐incarceration.  Effective  triage  is   possible  with  the  right  training  and  partnerships.    As  an  example,  during  a  routine   stop,  an  officer  can  check  ARIES,  then  contact  can  be  diverted  to  the  nearest  Field   Operations  Coordinator  for  intervention.     3.    As  part  of  regularly  scheduled,  facilitated,  community  services  orientations  for   returned  citizens  that  did  not  have  the  advantage  of  pre-­‐release  engagement.    Chiefs   may  want  to  attend  these  orientations  and  introduce  themselves.  Orientations  can   be  held  at  multiple  sites  and  can  be  single  or  multiple  topic  sessions.     4.    When  the  Mentor/Navigator,  service  provider,  or  Probation  Officer  feels  that  a   dialogue  related  to  a  reentrant  is  prudent.     Depending  on  what  the  purpose  of  the  convening  is,  the  triage  teams  should  include   at  a  minimum  the  Field  Operations  Coordinator,  a  Probation  Officer,   Mentor/Navigator,  local  AB  109  Officer,  and  when  necessary  a  member  of  the  Public   Defender’s  Office  and  District  Attorney’s  Office.           Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    39   Communications     Specific  roles  and  responsibility  for  communications  is  discussed  in  the   Management  section  of  this  document.       But  for  now,  it  is  important  to  note  that  the  Networked  System  offers  an  opportunity   to  streamline  and  simplify  communications,  pre  and  post  release,  between  referring   agencies,  County  departments,  service  providers,  law  enforcement,  Probation,  and   returned  citizens.     The  Field  Operations  Coordinator,  discussed  later  in  the  plan,  will  be  the  central  and   single  point  of  contact  between  referrals  from  Probation  and  the  pre-­‐and  post   Network  Teams  and  the  post-­‐release  service  providers.         Further,  the  Field  Operations  Coordinator  is  the  point  of  communication  for   Probation  and  Triage  Teams  regarding  field  issues  related  to  returned  citizens,  and   the  single  point  of  contact  for  coordinating  referrals  coming  from  NWD  sites  and   returned  citizens  on  their  own  behalf.         Communications  systems  will  include  cellular  phone,  email,  and  fax  options.    After-­‐ hours  emergency  access  to  Field  Operations  Coordinators  by  Mentor/Navigators  or   AB  109  Officers  is  essential  when  triage  and  other  emergency  situations  arise  that   require  Field  Operations  support.           Management  System       The  Networked  System  of  Service  requires  a  comprehensive  and  cohesive   management  structure.    The  following  is  an  outline  of  the  structure  including  roles   and  responsibilities  and  where  members  of  the  Management  Team  are  housed.         The  management  structure  consists  of  Governance,  Network  Management,  Field   Operations,  Administrative/Operations  Support,  and  Data  Administration.     We  recommend  that  these  roles  be  contracted  for  the  first  full  year  of   implementation  and  that  the  Probation  Chief  and  CCP  make  decisions  to  continue  or   replace  persons  in  these  roles  before  making  them  permanent  positions.       Governance     Governance  of  the  Network  remains  with  the  CCP  and  includes  review  of  quarterly   reports  and  outcomes  data  submitted  by  the  Network  Manager;  annual   comprehensive  review  of  implementation,  recidivism  data,  and  employment  data;   and  review  of  triage  and  field  operations.           Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    40   Network  Manager     Comprehensive  management  and  oversight  of  the  Network  will  rest  with  a  Network   Manager,  who  will  report  to  and  be  evaluated  by  the  Chief  Probation  Officer.    The   Chief  Probation  Officer  will  determine  whether  or  not  the  Network  Manager  will   continue  after  the  first  full  year  of  implementation  and  if  the  Network  Manager  will   continue  to  be  a  contractor  or  a  Probation  Department  Employee.     The  Network  Manager  will  be  responsible  for:     • Supervising  the  Field  Operations  Coordinators   • Managing  the  Network  partner  memoranda  of  understanding  (MOUs)     • Manage  training,  supplies  and  reserve  budget   • Preparing  progress  reports  for  Chief  Probation  Office  and  CCP  at  intervals  determined   by  the  governance  body   • Working  with  IT  administrator  on  appropriate  data  collection  and  on  measuring   outcomes  for  reporting     • Overseeing  the  planning  and  scheduling  of  Network  Team,  Police,  Mentor/Navigator   and  other  Volunteer,  and  NWD  Site  Trainings   • Work  with  Administrative  support  to  design  Network  marketing  materials     • Management  of  low  and  moderate  risk  AB  109  referral  process  (discussed  later  in  this   document)   • Managing  communications  and  communications  protocol  so  that  it  is  standardized   and  there  is  a  single  line  of  communication  for  Probation  officers  and  others  who  will   be  making  referrals     • Work  with  Probation  to  determine  what  information  is  to  be  shared  with  service   providers  and  set  up  information  coordination  through  Field  Operations  Coordinator   • Work  with  Probation  to  set  standards  related  to  how  long  Probation  carries   responsibility  for  service  referrals  and  coordination   • High-­‐level  triage  management   • Other  duties  as  determined  by  the  Chief  Probation  Officer  that  are  re-­‐entry  specific     Network  Manager  Attributes,  Skills,  and  Experience     • Experience  working  in  a  law  enforcement  agency,  or  in  a  position  where  there  was   exposure  to,  and  understanding  of,  the  dynamics  related  to  law  enforcement   • Experience  working  with  community  organizations,  education  systems,  county   departments,  service  providers,  and  faith  organizations,  or  some  significant   combination  of  these  groups   • Open  to  and  excited  about  an  opportunity  to  innovate   • Comfortable  working  with  a  diverse  population   • Familiar  with  the  needs  of  returning  citizens,  and  has  had  significant  exposure  to  this   population   • Experience  managing  staff  and  systems   • Comfortable  with  both  written  and  oral  communication  and  presentations   • Familiarity  with  and  commitment  to  reentry  best  practice   • Resourceful  and  able  to  access  agencies  and  key  persons  to  support  County  re-­‐entry   efforts     • Known  and  respected  by  key  county  stakeholders   • Team  builder  with  a  dynamic,  inclusive  and  affirming  personality   • High  level  management  experience   § Willingness  to  be  trained  in  all  training  categories  in  order  to  have  broad  and   extensive  view  of  Network  operations  and  opportunities  for  returned  citizens   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    41   Note  on  Felony  Forensics  Case  Management     County  Mental  Health  offers  training  for  Probation  Officers  so  they  are  able  to   identify  when  mental  health  professionals  should  be  involved  with  advising  and   helping  returned  citizens.           High-­‐risk  offenders  are  exclusively  case-­‐managed  by  the  Forensics  Division.         Forensics  Division’s  primary  mission  is  to  utilize  mental  health  care  to  help  high  risk   probationers  not  reoffend  and  to  engage  pro-­‐social  systems  when  mental  health  is   an  issue.       Probation  is  the  only  referring  party  to  Felony  Forensics  case  management.       Therefore,  Felony  Forensics  case  management  is  not  appropriate  for  Field   Operations  management.         Field  Operations  Coordinators     There  will  be  three  Field  Operations  Coordinators,  and  it  has  been  agreed  that  they   will  be  housed  at  the  Antioch,  Pittsburg,  and  Concord  Police  Departments.    This   position  is  key  to  maintaining,  growing,  and  strengthening  the  Network  System.         County  and  Police  Departments  have  expressed  genuine  support  for  Field   Operations  and  have  stated  that  a  Field  Operations  Coordinator  could  be  helpful  in   standardizing  and  strengthening  communication  between  Probation  and  the  field.         Service  Provider  oversight  and  support  is  also  important,  and  mandatory  service   provider  reports  can  be  added  to  the  Network  website  to  assist  Field  Coordinators.     Field  Operations  Coordinators  will  also  be  a  critical  resource  for  helping  Probation   keep  track  of  and  support  probationers.     The  Field  Operations  Coordinator  is  responsible  for:     • Coordination  and  additional  development  of  NWD  locations   • Coordination  of  partner  relationships   • Point  person  for  field  communications  between  Probation  and  the  field.     Communications  between  NWD  sites,  service  providers,  and  Probation  will  be   coordinated  and  managed  by  the  Field  Coordinators  so  that  Probation  and  County   Departments  will  have  single  points  of  contact  at  the  three  Field  Operations  sites  in   Central  and  East  for  referrals  and  other  critical  communications   • NWD  referral  coordination   • Pre-­‐release  employment/education  documentation  and  referral  liaison   • Community  outreach  and  relations   • Triage  engagement  and  support   • Volunteer  recruitment     Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    42   The  ideal  Field  Operations  Coordinator  will  be  someone  with  the  following   attributes,  skills  and  experience:     § Management  experience   § Very  organized   § Experience  engaging  and  working  with  the  reentry  population     § Positive  relationships  with  faith  leaders  or  ability  to  develop  them   § Strong  oral  and  written  communication  skills   § Willingness  to  go  the  extra  mile,  and  be  an  emergency  resource  for   Mentor/Navigators  and  to  support  emergency  triage   § Experience  working  with  collaborative  efforts   § Ability  to  make  community  presentations   § Ability  to  do  community  outreach  for  volunteer  recruitment   § Ability  to  manage  communication  to/from  Probation  and  to/from  Network  Manager   § Engaging  and  supportive  personality         Network  Administrative/Operations  Assistant     Day  to  day  support  for  the  clerical,  operational  and  administrative  demands  of  the   Network  is  critical  to  the  Network’s  success.    The  Administrative/Operations   Assistant  will  support  the  Network  Manager,  and  work  cooperatively  with  the  half-­‐ time  Database  Administrator.     The  Network  Administrative/Operations  Assistant  will  be  responsible  for:     • Providing  clerical  support  for  the  Network  Manager   • Working  with  the  Network  Manager  to  develop  brochures,  web  content,  and  other   marketing  and  outreach  materials  as  needed   • Coordinating  and  overseeing  printing  of  training  materials   • Training  logistics  including  scheduling  of  trainings,  securing  one  of  the  designated   training  rooms,  processing  trainer  agreements  and  payments,  securing  refreshments,   overseeing  room  set-­‐up  etc.   • Scheduling  Network  Meetings  and  preparing  materials   • Developing  and  managing  a  Network  master  calendar  of  pre  and  post-­‐release  activity   • Managing  monthly  pre-­‐release  Triage  Team  jail  visits   • Maintain  Network  Management  file  system  which  will  include  copies  of  triage  files,   employment  docs,  service  provider  MOUs,  service  provider  assessments,  post-­‐release   re-­‐entry  case  plans,  and  other  files  as  systems  are  further  developed   • Respond  to  calls  and  inquiries  related  to  the  Network  System   • Attend  meetings  upon  Network  Manager’s  request     • Other  duties  as  assigned  by  the  Network  Manager         Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    43   The  ideal  Administrative/Operations  Assistant  will  be  someone  with  the   following  attributes,  skills  and  experience:     • Office  Administration  background   • Proficient  in  Microsoft  Office  including  Word,  Excel,  Power  Point  and  Outlook   • Strong  written  and  oral  communication  skills   • Team  player   • Joyful  problem  solver   • Comfortable  in  new  venture  environments   • Strong  customer  service  skills   • Patient   • Willing  to  go  the  extra  mile  to  help  the  Network  accomplish  its  goals   • Comfortable  working  with  returned  citizens   • Strong  attention  to  detail   • Highly  organized   • Ability  to  work  varying  schedules  if  needed  to  assist  with  trainings  or  community   outreach  activity   • Visionary         Database  Administrator     The  half-­‐time  Database  Administrator  will  be  housed  with  the  County  Health   Services  Homeless  Program.  Under  the  guidance  of  the  Homeless  Program  MIS   Administrator,  the  Database  Administrator  is  responsible  for  the  coordination,   implementation,  and  technical  support  of  the  MIS  system  within  the  Networked   System  of  Services  including  the  partnership  with  LINC.     The  Database  Administrator  will  be  responsible  for:     • Manage  the  implementation  and  on-­‐going  operations  of  the  MIS  system  on  behalf  of   the  County.    Act  as  a  single  point  of  contact  between  the  East  and  Central  County   Networked  System  of  Services  Network  Manager  Housed  at  Probation,  LINC,  service   provider  agencies,  and  the  MIS  application  support  teams.   • Provide,  facilitate,  and/or  coordinate  technical  resources  needed  to  support  the   quality,  accessibility  and  function  of  the  system.       • Provide  the  delivery  of  the  necessary  IT  and  application  support  services  required  for   the  setup,  operations,  and  on-­‐going  maintenance  of  the  MIS  system.   • Ensure  the  provision  of  technical  assistance,  data  analysis  and  reporting  as  required   by  the  community  agencies.   • Facilitate  problem  resolution  in  the  event  users  within  the  community  are  having   difficulty  solving  a  problem  with  the  software.   • Under  the  guidance  of  the  Homeless  Program  MIS  Administrator,  facilitate   community-­‐wide  strategic  IT  planning  around  the  MIS  system.    Determine  roll  out   strategy  and  prioritization  among  agencies  within  a  community.    Monitor  progress  of   system  implementation  process.   • Facilitate  technical  assistance  forums  with  agency  administrators  on  MIS  operations   and  policy  development.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    44   • Coordinate  establishment  of  policy  and  procedures  governing  MIS  access,  use  and   data  dissemination;  such  as  standardized  intake  forms,  standardized  client  consent  to   release  forms  and  standardized  user  agreement  forms  with  the  agencies.    Review  and   monitor  adherence  across  agencies  to  ensure  security,  confidentiality  and  quality  of   the  information  within  the  system.   • Analyze  information  within  MIS  system,  monitoring  trends  and  identifying  data  gaps.     Qualifications  and  Experience:     • Bachelor’s  degree  with  minimum  three  years  of  experience  in  information  systems   and  technology  (particularly  in  database  design  and  management).   • Strong  organizational  and  leadership  skills.    Proven  written  and  communication  skills.     Experience  in  IT  strategic  planning  and  managing  complex  projects.   • Strong  information  systems  analyst  skills.    Ability  to  translate  and  reconcile  agency   information  needs,  database  structure  and  application  functional  requirements.   • Strong  technical  aptitude.    Ability  to  troubleshoot  and  resolve  software  and  hardware   problems.    Experience  with  on-­‐line  applications  deployed  through  an  Internet   browser  interface.   • Experience  in  qualitative  and  quantitative  data  analysis.    Knowledge  of  and   experience  with  relational  database  management  systems.   • Experience  working  in  non-­‐profit  or  government  setting  with  significant  information   reporting  requirements         Referral  Process       In  order  for  the  Networked  System  of  Services  to  work,  processes  must  be   streamlined  and  that  may  require  a  shift  in  the  way  we  have  done  things  in  the  past.         Moreover,  even  after  many  meetings  and  discussions  with  critical  stakeholders   representing  key  county  departments,  there  are  issues  that  we  cannot  anticipate.         Therefore,  portions  of  this  process  may  need  to  be  tweaked.    However,  we  believe   that  this  process  reflects  both  best  practice  and  what  we  have  heard  the  planning   team  and  stakeholders  say  would  be  helpful  and  effective.     It  is  also  important  again  here  to  note  that  we  are  clear  that  referrals  related  to  high-­‐ risk  mental  health  forensics  clients  are  outside  the  scope  of  the  Networked  System   and  this  referral  process.  (See  page  41.)       Pre-­‐Sentence  Referrals     As  discussed  earlier,  the  Networked  System  makes  provision  for  returning  citizens   to  be  paired  with  a  Mentor/Navigator  at  pre-­‐sentencing  if  they  so  choose.    The   Mentor/Navigator  will  be  trained  in  all  of  the  pre-­‐and  post  release  opportunities   and  services  offered  through  the  Network.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    45   The  Mentor/Navigator  will  have  an  opportunity  to  talk  with  his/her  mentee  prior  to   sentencing  and  set  up  an  initial  plan  for  pre-­‐release  in-­‐jail  engagement  with  one  or   more  of  the  Network  teams.         The  Mentor/Navigator  will  then  document  those  initial  referrals  and  submit  them  to   the  supervising  agency  for  Mentor/Navigators.    The  supervising  agency  point   person  for  Mentor/Navigator  supervision  will  then  review  the  referral  document  to   make  sure  all  required  information  was  properly  gathered.         The  referral  is  then  forwarded  to  the  Field  Operations  Coordinator  in  the   appropriate  region  to  coordinate  with  the  right  Service  Team(s).    Once  the  referral   is  set  up  with  the  Service  Team,  a  copy  of  the  fully  executed  referral  is  forwarded  to   the  Network  Manager  who  will  follow  the  appropriate  process  for  documenting  the   referral  within  the  Probation  system.     It  should  be  noted  that  the  Network  Manager  would  work  with  Probation  regarding   the  case  management  system  that  is  being  developed,  how  the  system  relates  to  the   database  intended  to  be  housed  at  Behavioral  Health/  Homeless  Division,  and  how   the  system  is  going  to  be  managed.       Pre-­‐Release  Referrals         As  discussed  earlier  there  will  be  Service  Teams  in  the  jails  working  with  returning   citizens  in  a  number  of  different  ways,  and  creating  post-­‐release  opportunities  for   them.    Those  pre-­‐release  referrals  will  now  be  made  directly  to  the  Field  Operations   Coordinator  in  the  region  where  the  returning  citizen  will  reside  upon  release.     Additionally,  Probation  and  other  departmental  referrals  will  also  be  made  directly   to  the  Field  Operations  Coordinator.         The  Field  Operations  Coordinator  will  then  process  the  referral  to  make  sure  that  all   requirements  are  met  for  a  successful  referral.    They  will  then  either  approve  the   referral,  sending  a  copy  to  the  service  provider,  or  contact  the  referring  party,  and   or  the  returning  citizen  in  order  to  obtain  any  necessary  missing  information  or   documents.         Once  the  referral  requirements  are  complete,  then  the  referral  will  be  processed  and   a  copy  sent  to  the  service  provider  and  the  Network  Manager  for  processing  into  the   Probation  system.       In  Jail  Presentation  Sign-­‐ups     When  programs,  both  in  and  outside  of  the  Networked  System,  make  in-­‐jail   presentations  to  returning  citizens,  and  returning  citizens  to  East  or  Central  County   sign  up  for  the  service,  an  engagement  form  must  be  completed  and  forwarded  to   the  Field  Operations  Coordinator  where  the  returning  citizen  will  reside  after   release.  The  Field  Operations  Coordinator  will  process  the  form  and  forward  it  to   the  Network  Manager  for  Probation  processing.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    46   Post-­‐Release  Referrals     One  of  the  most  encouraging  components  of  the  Networked  System  of  Services  is   the  extensive  NWD  outreach  and  information  dissemination  strategy.    Hopefully   this,  coupled  with  positive  messaging  on  the  street  by  returned  citizens,  will  drive   ground  level  referrals.    These  referrals  will  be  forwarded  to  the  Field  Operations   Coordinator  using  a  widely  distributed  standardized  referral  form.         The  Field  Operations  Coordinator  will  then  make  direct  contact  with  the  returned   citizens  and  set  up  appointments  to  meet  with  them  at  a  NWD  location  if  the   returned  citizen  is  reluctant  to  meet  at  the  Field  Coordinator’s  office.         Once  contact  has  been  made,  and  program/service  requirement  are  met,  the  referral   is  forwarded  to  the  provider  with  a  copy  to  the  Network  Manager  for  processing  at   the  Probation  department.       Triage  Referrals     In  situations  where  the  Triage  Team  is  considering  alternatives  to  re-­‐arrest  or  re-­‐ incarceration  of  a  returned  citizen,  a  plan  will  be  developed  and  necessary,   mandatory  referrals  will  likely  be  made.         Under  these  circumstances,  the  Network  Manager  will  directly  process  the  referrals   and  call  a  case  management  meeting  with  the  service  providers  who  will  be   involved  and  the  Probation  officer  and  Police  officer  involved  in  the  case  to  discuss   the  service  plan  and  consequences  of  non-­‐compliance.     It  will  be  important  for  CCP  to  consider  setting  important  countywide  standards   related  to  how  long  Probation  carries  responsibility  for  service  referrals  and   coordination.         Getting  The  Word  Out       Returning  Citizens  will  learn  how  to  access  the  Networked  System  of  Services  for   East  and  Central  through:     • A  guide  to  services  that  provides  all  access  points  and  details  about  Service   Team  options,  will  be  available  pre-­‐release  and  at  all  Service  Provider  sites,   NWD  sites,  Field  Operations  Offices,  other  relevant  County  Departments,   Elected  Officials  Offices  in  the  community,  and  the  Probation  Department   • Web  Page  on  the  County’s  Site   • Facebook  Page   • Community  Forums   • Pre-­‐Release  presentations   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    47   It  will  be  the  responsibility  of  the  Admin/Operations  Assistant  to  work  with  the   Network  Manager  to  develop  the  brochure,  web  page,  and  Facebook  page,  and   disseminate  the  brochures  to  the  distribution  points.  The  Field  Operations   Coordinators  will  be  responsible  for  organizing  the  Community  Forums.     The  Network  Manager  in  partnership  with  Pre-­‐release  Service  Teams  will  conduct   Pre-­‐release  presentations  on  the  overall  system.  In  addition,  the  Mentor/Navigators   and  returned  citizens  will  be  central  to  getting  the  word  out  about  the  Network,   services  and  opportunities  and  increasing  access  to  the  Networked  System  of   Services.     In  addition,  the  Network  will  make  full  use  of  the  Contra  Costa  County  Reentry   Resource  Guide  developed  in  partnership  with  the  Community  Advisory  Board  of   the  Community  Corrections  Partnership  and  the  Contra  Costa  Crisis  Center  (211).       The  Network  will  train  teams  and  volunteers  in  using  the  two-­‐page  guide,  which   highlights  the  programs  and  services  that  target  the  needs  of  returning  citizens,   published  in  English  and  Spanish.       Finally,  it  is  also  important  that  the  Field  Operations  Coordinator,  in  conjunction   with  the  Network  Teams,  provide  and  promote  on-­‐going  messaging  and  community   engagement  through  presentations  to  community  groups  and  service  clubs,  as  was   done  at  the  beginning  of  this  planning  process  by  the  East  and  Central  planning   consultants,  to  reduce  fear-­‐based  thinking,  gain  community  buy  in  and  support  for   reentry  efforts,  and  attract  community  involvement  and  volunteers.         Training,  Training  and  More  Training       We  realize  that  this  plan  calls  upon  just  about  everyone  -­‐  service  providers,  county   agencies,  service  providers,  new  management  team  members,  education   institutions,  law  enforcement,  faith  community  members,  average  citizens,  and   returning  citizens  –  to  rethink  many  things  we’ve  thought  in  the  past  related  to   engaging  returning  citizens  and  helping  them  reintegrate  and  become  successful   members  of  the  communities  to  which  they  return.     Therefore,  training  at  all  levels,  and  around  a  range  of  issues  related  to  gender   specific,  cultural  competence,  LGBT,  and  trauma  informed  re-­‐entry  responsivity  is   going  to  be  critical.     We  learned  a  lot  from  experts  during  the  planning  process  and  have  included  some   of  the  more  notable  comments  and  observations  below:     Edward  J.  Latessa,  PhD,  School  of  Criminal  Justice,  University  of  Cincinnati  said  that   returning  citizens  and  faith-­‐based  groups  “may  have  credibility  in  community  but   the  same  best  practice  and  research  must  be  employed  for  them  to  be  effective.”     Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    48   He  adds,  “These  individuals  and  groups  must  be  trained  so  they  are  able  to  make   impact.    Budgets  for  service  provision  must  include  training  for  these  groups.  Law   enforcement,  trained  in  positive  interaction  and  partnership  with  community  based   organizations,  reduces  recidivism.”     Caneel  Fraser,  Esq.,  Senior  Policy  Analyst,  Urban  Peace  of  the  Advancement  Project   said,  “Officer  training  on  how  to  work  with  reentrants  is  very  important.”     Representative  from  Contra  Costa  County  Mental  Health  said,  “Effective  triage  is   possible  with  the  right  training  and  partnerships.”     Adam  Christianson,  Sheriff-­‐Coroner,  Stanislaus  County  said  that  there  should  be   “volunteer  recruitment  and  training  for  volunteers  and  some  of  them  should  be   from  among  reentrants.”     Because  of  other  work  we  have  done  over  the  years,  we  have  been  able  to  prevail   upon  some  outstanding,  nationally  and  internationally  recognized  trainers  in   several  areas  who  are  willing  to  drastically  reduce  their  fees  and  help  us  out  during   the  maiden  year  of  implementation.     We  also  are  very  lucky  to  have  multiple  amazing  trainers  who  were  involved  in  the   planning  process  and  playing  key  rolls  in  the  Network  who  are  willing  to  oversee   and  conduct  critical  areas  of  the  training  needed  for  the  Network  to  be  successful.     Training  is  one  of  the  highest  priorities,  and  there  will  be  multiple  training   opportunities  for  volunteers,  partners,  and  Field  Operations  staff.       Mentor/Navigator  Training       James  Hyde  and  Lesia  Bell  will  train  and  certify  Mentor/Navigators  in  a  40-­‐hour,   internationally  recognized  mentorship  and  conflict  resolution  training,  Dialogue  for   Peaceful  Change  (DPC),  which  includes  scenario  practice  on  working  with  difficult   situations  and  training  on  issues  related  to  gender  specific,  cultural  competence,   LGBT,  and  trauma  informed  re-­‐entry  responsivity,  boundary  setting,  and   communication  strategies.     In  addition,  Mentor/Navigators  should  be  provided  ongoing  professional   development  in  areas  specific  to  the  role,  and  the  supervising  agency  must  be   prepared  and  trained  in  monitoring  the  mentor’s  performance  for  quality  and   continuous  improvement.       Pre-­‐Release  Employment  and  Education  Team     The  Workforce  Development  Board,  Los  Medanos  College,  and  DPC  trainers  will   provide  training  to  members  of  the  Employment/Education  Team.  The  team  will   also  be  cross-­‐trained  on  the  REAL  Leadership  program,  the  Prepare  My  Sheep   program,  Goodwill  Industries,  the  Kennedy  Program,  and  other  opportunities  for   returning  citizens.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    49   Once  trained,  they  will  be  able  to  prepare  returning  citizens  during  pre-­‐release  to   take  advantage  of  all  of  these  powerful  opportunities.  They  will  also  work  with  them   to  gather  all  qualifying  documents,  make  referrals,  transmit  documents  and   referrals  to  the  Field  Operations  Coordinator,  and  set  up  post-­‐release  appointments.     As  an  added  reminder,  in  the  past  5  years  we  have  involved  more  than  300  people  in   Contra  Costa  County  in  DPC  training  and  found  it  to  be  the  most  powerful  team   building  training  we  and  any  of  the  participants  have  ever  experienced.    Having   service  and  volunteer  teams  go  through  this  training  will  result  in  the  added  benefit   of  solidifying  the  Network  team.       On-­‐Ongoing  Pre-­‐Release  Training       We  also  propose  that  in  2014-­‐15,  the  County  continue  to  support  the  Jail  Etiquette   Training  that  is  currently  being  provided  to  pre-­‐release  teams  countywide  by   Angela  Hatter  of  CCCOE  for  all  service  providers  offering  pre  release  services.       Police  Training     Retired  Police  Chief  James  Hyde  and  Colin  Craig  from  Different  Tracks  Global  in   Northern  Ireland  will  conduct  this  training  of  police  officers.    For  many  years,  Colin   has  successfully  trained  police  officers  in  social  justice  community  policing   strategies  during  violent  paramilitary  prison  re-­‐entry  efforts  in  Northern  Ireland   and  Jim  has  trained  law  enforcement  and  military  professionals  throughout  US.       Comprehensive  Network  Training     All  service  providers,  both  pre  and  post  release;  relevant  county  departments;   Network  Teams;  NWD  and  LINC  locations  and  partners;  Management;  and   administration  contractors  must  be  trained  in  great  detail  on  the  entire  Network   process.         We  recommend  that,  as  a  part  of  the  implementation  ramp-­‐up  process,  our   company,  Emerald  HPC  International,  conduct  this  initial  training  and  assist  the   Network  Team  in  developing  its  on-­‐going,  comprehensive  training  plan.               A  Final  Thought  on  the  Importance  of  Training     Each  community  possesses  critical  sources  of  underutilized  and  underappreciated   human  capital.  The  Network  approach  allows  us  to  not  waste  this  great  potential  but   instead  to  engage,  develop,  and  unleash  new  possibilities,  forge  new  relationships,   and  build  real  community.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    50   Assessment       Service  Provider  Assessment       Experts  have  said  much  about  the  issue  of  individual  service  provider  assessment,   and  the  number  of  returning  citizens  they  each  serve.    Much  of  it  is  related  to  service   provider  accountability  and  broad  recidivism  numbers.     However  if  we  are  on  a  mission  to  build  an  effective,  collaboratively  networked   system  of  services  designed  to  reduce  recidivism  and  increase  successful   reintegration  for  returning  citizens,  simply  measuring  the  number  of  referrals  that   are  made  to  service  providers  falls  far  short  of  a  results  -­‐  driven  assessment  process,   which  is  what  is  needed.  Measuring  outcomes  is  better  than  measuring  inputs.       Measuring  Network  Outcomes     Having  an  evaluation  process  that  informs  and  benefits  Network  outcomes  would   mean  establishing  a  set  of  indicators  associated  with  successful  reintegration  and   collecting  data  related  to  components  of  the  Network  that  have  a  direct  impact  on   each  indicator  and  measuring  the  effectiveness  of  that  component.       Measuring  Performance  and  Impact     Therefore,  using  key  indicators  to  measure  impact  and  using  performance  measures   to  assess  organizational  effectiveness  is  a  better  approach.     By  doing  this,  we  would  be  able  to  make  adjustments  to  the  system  while  continuing   to  support  the  collaborative  effort.         Interlocking  responsibilities  of  the  Network  partners  would  have  tangible  impact  on   each  other  so  that  we  would  be  able  to  measure  collective  success  of  recidivism   reduction  while  also  measuring  specific  aspects  of  the  Network  and  how  they   impact  the  quality  of  the  returning  citizen  reintegration  process.     The  importance  of  this  approach  is  that  not  only  would  we  be  assessing  the  impact   of  individual  partners,  but  we  would  also  be  measuring  the  impact  of  the   collaborative  process  so  that  we  can  make  necessary  adjustments  and  scale   particular  components  to  maximize  the  success  of  our  most  strategic  processes.     As  the  County  continues  to  work  with  RDA,  there  will  be  more  clarity  around  what   data  can  be  collected,  what  can  be  assessed,  and  what  our  capacity  is  for  deriving   actual  indicators.    Much  work  still  needs  to  be  done  before  we  are  there.         It  will  be  the  role  of  the  Network  Manager  working  with  the  Network  Database   Administrator  and  CCP  to  determine  the  right  process  after  RDA  has  completed   their  work.       Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved    51   The  Network  Manager,  working  with  the  Database  Administrator  and  CCP,  will   develop  strategic  indicators  that  may  include  these  and  other  measures  of:      Overall  Network  Outcomes:     • level  and  effectiveness  of  recidivism  reduction   • level  and  success  of  family  reunification   • level  and  effectiveness  of  returned  citizen  reintegration  into  community     Collaboration  Network  Performance  Outcomes:     • responsivity  to  individual  needs  (client  satisfaction)   • level  and  effectiveness  of  data  sharing  across  agencies   • level  and  effectiveness  of  volunteers  and  staff   • level  and  effectiveness  of  service  coordination   • level  and  effectiveness  of  service  referral  to  community-­‐based  support     • level  and  effectiveness  of  collaborative  case  management   • access  to  and  impact  of  transitional  and  permanent  employment,  vocational   training  and  education,  recovery  services,  mental  health  services,  transitional   and  permanent  housing,  transportation,  healthcare,  childcare,  etc.           Appendices  Index   (Separate  Documents)       I.  Implementation  Budget  2013-­‐14  and  Budget  Narrative      (Includes  Initial  2014-­‐15  Recommendations)     II.  MOU  Template     III.  Final  Report  on  Meetings  with  Stakeholders/Planning  Teams     IV.  Sole  Source  Justification           A  Final  Thought  on  the  Plan     Even  though  the  County  decided  to  divide  up  planning  for  service  provision  and   coordination  into  three  regions,  it  is  clear  that  the  reentry  system  of  service   provision  and  coordination  must  be  integrated  and  coherent  across  the  County.       As  we  assist  the  Central  and  East  Network  Management  Team  in  their  launch  of  the   Network,  we  will  strongly  suggest  that  they  continue  to  reach  out  and  work  with  the   backbone  organization  of  the  West  County  Resource  Center  to  align  efforts  as  much   as  possible.   Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     AB-­‐109  Networked  System  of  Services     East  and  Central  Contra  Costa  County   Appendix  I.  A.  Implementation  Budget         Categories  and   Budget  Items   2013-­‐14   Amount   Comments  2014-­‐15   Funding   Recs   Management   and  Admin         Network   Manager   $90,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $22,500   Pittsburg  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Concord  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Antioch  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Administrative   Assistant   $50,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $12,500   Database   Administrator   $10,400  .5  FTE  Contracted  April  1  –  June  30,  2014  and   recommended  1  FTE  Contracted  July  1,  2014  –March   30,  2015   $83,200   Field  Operations   Cellular  Costs     $1,200  April  1  –  June  30,  2014:  Cellular  service  for  3  Field   Operations  Coordinators  and  recommended  2014-­‐15   $3,600   Network   Services           Brighter   Beginnings   $43,202  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $123,180   John  F.  Kennedy   University   $14,126  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $52,130   Goodwill   Industries   $45,360  April  1  –  June  30,  2014:  then  based  on  proven   capacity  and  expanded  role  within  network,   recommend  14/15  budget  increase  to  provide   transitional  employment  services  to  East     Goodwill   will   submit  a   budget   Reach   Fellowship   $70,000  April  1,  2014  –  March  30,  2015  and  recommended   2014-­‐15   $107,360   Men  and  Women   of  Purpose   $40,000  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $80,000   Prepare  My   Sheep   $32,654  April  1  –  December  31,  2014  and  recommended   January  1,  2015    -­‐  June  30,  2015   $32,654   Dream  Center  $30,000  April  1  –  June  30,  2014  and  recommended  January  1,   2015    -­‐  June  30,  2015   $85,000   Regnum  Group  $0  April  1  –  June  30,  2014:  Recommend  awarding  one  -­‐ time  grant  to  increase  the  number  of  available  AB-­‐109   housing  units  in  Antioch  for  men  and  women   $174,000   Training  $5,000  1  Training  for  Police:  April  1  –  June  30,  2014  and  4   Trainings  for  Volunteers  recommended  2014-­‐15   $30,000   Emerald  HPC   International     $18,000  April  1  –  June  30,  2014:  Stabilize  transition  to  full   implementation  with  training  of  Network   Management  Team   $0   Reserve  $140,  058  April  1  –  June  30,  2014:  To  be  used  at  the  discretion  of   the  Network  Manager  for  Implementation     Total  $800,000    $858,624       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 Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     5. Administrative Assistant $50,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 42 of Proposed Plan for job description. * 2014-15 Recommended Funding: $12,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 6. Database Administrator $10,400 Provides for 50% time contracted position reporting to Network Manager, for the period: April 1, 2014 – June 30, 2014. See page 43 of Proposed Plan for job description. * 2014-15 Recommended Funding: $83,200 To provide for full time contracted position, for the period: July 1, 2014 –March 30, 2015 7. Field Operations: Cellular Costs $1,200 Provides for cellular service for 3 Field Operations Coordinators, for the period: April 1 – June 30, 2014 * 2014-15 Recommended Funding: $3,600 To provide for cellular service for 3 Field Operations Coordinators, for the period: July 1, 2014 –June 30, 2015 B. Network Services $275,342 for 2013-14 The Networked System of Services requires partnering with multiple sites and service providers in East and Central Contra Costa. We recommend funding for these collaborative partnerships that will provide multiple entry points and varied opportunities for engagement and access for returning citizens. 1. Brighter Beginnings $43,202 Provides for a portion of staff and operating costs related to the Leadership and Entrepreneurialism partnership with JFK University for the period: April 1, 2014 –June 30, 2014. See page 33 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $123,180 To provide for all staff and operating costs related to the Leadership and Entrepreneurialism partnership with JFK University, for the period: July 1, 2014 –June 30, 2015. 2. John F. Kennedy University $14,126 Provides for scholarships for returning citizens and for program co-facilitator and adjunct faculty related to the Leadership and Entrepreneurialism partnership with Brighter Beginnings for the period: April 1, 2014 – June 30, 2014. See page 33 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding $52,130 Provides for scholarships for returning citizens and for program co-facilitator and adjunct faculty related to the Leadership and Entrepreneurialism partnership with JFK University, for the period: July 1, 2014 –June 30, 2015. 3. Mentor Navigator Supervision - RFP Deleted 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. 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 Appendix II. Emerald HPC International, LLC © 2014 • All Rights Reserved East and Central Contra Costa County Networked System of Services Memorandum of Understanding (Draft Only) Contra Costa County Probation Department Representing The Community Corrections Partnership and (Service Partner) This Memorandum of Understanding (MOU) sets forth the terms and understanding between the (service partner) and the (service partner) to (insert activity). Background (Why partnership important) Purpose This MOU will define the specific role ____________will play as an important collaborative partner in a Networked System of Services designed to accomplish the following Mission and Vision for East and Central Contra Costa County AB-109 Returning Citizens: Mission Statement: Providing a “No Wrong Door” service mechanism to help AB-109 Returning Citizens succeed in reintegrating into the communities where they resided before incarceration, consequently leading to a significantly reduced recidivism rate, increased public safety, and healthy family reunification. Vision Statement: That Contra Costa County is widely recognized as having a highly professionalized and sustainable collaborative system of reentry service provision; resulting in an above-average reduction in recidivism, marked increase in public-safety, successful family reunification, and new pathways to living whole, healthy and productive lives for returning citizens. By signing this MOU, ___________________ agrees to be mutually accountability to other Network Partners, through interlocking roles designed to accomplish a single set of mutually agreed upon outcomes related to fulfilling the Mission and realizing the Vision of the Networked System of Services. The above goals will be accomplished by undertaking the following activities: (Here, upon plan approval, the Network Manager will list and describe the activities that have been agreed upon and are outlined in the plan) Attachment E Appendix II. Emerald HPC International, LLC © 2014 • All Rights Reserved Reporting (Per the plan proposal, the Network Manager will evaluate effectiveness and adherence to the agreement and when evaluation will happen. The Network Manager will also, per the plan proposal, report performance and progress to the CCP) Funding This MOU is not a commitment of funds and does not constitute a contract for services. Duration This MOU is at-will and may be modified by mutual consent of authorized officials from the Contra Costa County Probation Department, and the Community Corrections Partnership (CCP), and _________________). This MOU shall become effective upon signature by the authorized officials from the Contra Costa County Probation Department, and the Community Corrections Partnership (CCP), and _________________) and will remain in effect until modified or terminated by any one of the partners by mutual consent. In the absence of mutual agreement by the authorized officials from Contra Costa County Probation Department, and the Community Corrections Partnership (CCP), and _________________) this MOU shall end on April 1, 2015 with an option to renew as is or with mutually agreed upon amendments Contact Information Service Partner name Service Partner representative Position Address Telephone Fax E-mail Service Partner name Service Partner representative Position Address Telephone Fax E-mail _______________________ Date: (Partner signature) (Partner name, organization, position) _______________________ Date: (Partner signature) (Partner name, organization, position) (Note that Phil Kader as Chief Probation Officer and Chair of the CCP, should sign) Attachment E Emerald  HPC  International,  LLC      1   Appendix III. AB109  Re-­‐Entry  Resource  Planning  for  East  and  Central  County   Final Report on One on One, Small Group, and Joint Planning Meetings Completed: June 2013 through January 2014 January 31, 2014 Meetings Completed in January Organization Names if One-on-One or Small Group Grouping Status Supervisor Federal Glover’s Office Federal Glover, Ed Diokno, David Fraser Steering Committee Input on Plan Design Supervisor Candace Anderson’s Office Donna Maxwell Steering Committee Input on Plan Design Supervisor Mary Piepho’s Office Tomi Riley, Karyn Cornell, Lea Castleberry Steering Committee Input on Plan Design Supervisor Karen Mitchoff’s Office Mara Gold Steering Committee Input on Plan Design Contra Costa County Lara DeLaney, Senior Deputy Steering Committee Input on Plan Design Buchanan Road Ctr - Antioch Pastor Israel Marrone, Regnum Group Housing Input on Plan Design New Life Dream Center, Brentwood Pastor Jonathan Gee Service Teams/NWD Input on Plan Design Training and Program Best Practices Jim Hyde, Matt Powers US & CA Initiatives Input on Plan Design Local Integrated Networks of Care (LINC) Pamela Singh Central County Input on Plan Design County Housing Lavonna Martin Housing Input on Plan Design Behavioral Health Homeless Arturo Castillo Housing Input on Plan Design Rubicon Jane Fischberg, Rob Hope, Rhody McCoy Employment Input on Plan Design Men and Women of Purpose Rick Fortenberry, Brian Hancock Pre-Release Education/Employment Input on Plan Design CCISCO Clergy Caucus and Antioch Mayor’s Fellowship Breakfast Rev. Eugene Jackson, Rev. Will McGarvey, Pastor Whitlaw McGee, Pastor Jonathan Gee, Pastor Linda Vogelgesang, Fr. Robert Rien, Fr. Roberto Corral, Rev. Fran Gardner Smith, Pastor Shaun Nepstad, Rev. Craig Dale, Rev. Wilson Network System of Services, Volunteers, NWD Sites Planning Update City of Antioch PD Allan Cantando, Chief Field Operations Input on Plan Design City of Concord PD Guy Swanger, Chief Field Operations Input on Plan Design City of Pittsburg PD Brian Addington, Chief Field Operations Input on Plan Design CC Probation Chief Phil Kader, Melvin Rusell, Todd Billeci, Elvin Baddley Network Management Input on Plan Design CC Public Defender Robin Lipetzky Core Planning Team Input on Plan Design CCCOE Angela Hatter Mentoring Input on Plan Design Prepare My Sheep Rudy and Stacie Hernandez Employment Input on Plan Design The Williams Group Vernon Williams III Network System Input on Plan Design Different Tracks Global Colin Craig DPC Training Input on Plan Design CC Sheriff’s Office Chrystine Zermeño - Robbins Core Planning Team Input on Plan Design CC DA’s Office Steve Bolen Core Planning Team Input on Plan Design County Mental Health David Seidner Operations Team Input on Plan Design Employment and Education Team David Wahl – LMC, Donna Van Wert - WDB Operations Team Input on Plan Design Attachment E Emerald  HPC  International,  LLC      2   Meetings Completed in December Organization Names if One-on-One or Small Group Grouping Status Supervisor Federal Glover’s Office Federal Glover, Ed Diokno, David Fraser Steering Committee Operations Planning Supervisor Candace Anderson’s Office Donna Maxwell Steering Committee Operations Planning Supervisor Mary Piepho’s Office Karyn Cornell, Lea Castleberry Steering Committee Operations Planning Supervisor Karen Mitchoff’s Office Mara Gold, Kristin Connelly Steering Committee Operations Planning Contra Costa County Lara DeLaney, Senior Deputy Steering Committee Operations Planning Independent Living Resources Danielle Roundtree Employment Operations Planning Employment and Training Meeting and Discussion David Wahl, Donna Van Wert, Lynette Nutting, Garry Grady, DeVonn Tjader Employment and Training Operations Planning New Life Dream Center Pastor Jonathan Gee Mentoring and Housing Operations Planning Folsom New Start and Texas Project RIO Meeting and Discussion Ed Johnson, Warren Murphy, Matt Powers, Rick Fortenberry, Antwon Cloird, Bryan Hancock, Israel Marrone, David Murray, Edwina Perez-Santiago, Vernon Williams, David Wall, Devonne Tjader, Rudy Hernandez Mentoring and Employment Operations Planning Concord Integrated Services Pamela Singh Central County Operations Planning Brighter Beginnings Barbara McCullough, Clyde Wayne, and Ignacio Ferry- REAL Training Input on Plan Design SHELTER Inc. Jennifer Baja Housing Operations Planning County Housing Lavonna Martin, County Homeless Housing Operations Planning Behavioral Health Homeless Arturo Castillo – County Homeless Housing Operations Planning Rubicon Rob Hope, Rhody McCoy Employment Operations Planning Men and Women of Purpose Rick Fortenberry Pre and Post Release Mentoring Operations Planning CHD Paul Taylor, Barbara Proctor Mentoring Supervision Operations Planning CCISCO East County Clergy Caucus Rev. Eugene Jackson, Pastor Tuma Johnson, Pastor Felix Golden, Rev. Will McGarvey, Pasto James Jones, Pastor Jonathan Gee, Pastor Christine Liddell East County Planning Update Data RDA, Lara DeLaney Data Operations Planning CCCOE Angela Hatter Mentoring Operations Planning Impact of Returning Citizens on Juveniles Michael Pitts – Former Director of Byron Boys Ranch Family Reunification Input on Plan Design Prepare My Sheep Rudy and Stacie Hernandez Employment Operations Planning CC Public Defender Robin Lipetzky Core Planning Team Input on Plan Design JFKU/Brighter Beginnings Partnership Barbara, Wayne, Ignacio - BB, Diana, Joyce, Marcy - JFK REAL and IEL Input on Plan Design Planning Team Meeting 12/5/13 19 in attendance Operations Team Operations Planning Meeting Planning Team Meeting 12/19/13 60 in attendance Core Planning Team Planning Update Attachment E Emerald  HPC  International,  LLC      3   Meetings Completed in November Organization Names if One-on-One or Small Group Grouping Status Planning Team Meeting 11/7/13 25 in attendance Operations Team Planning Meeting Supervisor Federal Glover’s Office Federal Glover, Ed Diokno, David Fraser Steering Committee Operations Planning Meeting Supervisor Candace Anderson’s Office Donna Maxwell Steering Committee Operations Planning Meeting Supervisor Mary Piepho’s Office Karyn Cornell Steering Committee Operations Planning Meeting Contra Costa County Lara DeLaney, Interim Senior Deputy Steering Committee Operations Planning Meeting Antioch Probation Elvin Baddley Core Planning Team Operations Planning Meeting Antioch Probation Melvin Russell Core Planning Team Operations Planning Meeting City of Antioch PD Allan Cantando, Chief Core Planning Team Operations Planning Meeting City of Antioch PD Gary Lowther, AB 109 Officer Core Planning Team Operations Planning Meeting City of Pittsburg PD Tom Kessler, AB 109 Officer Core Planning Team Operations Planning Meeting CC Sheriff’s Office Chrystine Zermeño - Robbins, AB109 Admin Analyst Core Planning Team Operations Planning Meeting CC DA’s Office Steve Bolen Core Planning Team Operations Planning Meeting County Behavioral Health Homeless Arturo Castillo Core Planning Team Operations Planning Meeting CCC Zero Tolerance for Domestic Violence Devorah Levine Core Planning Team Operations Planning Meeting Los Medanos College David Wahl Core Planning Team Operations Planning Meeting CC Workforce Development Board Donna Van Wert Core Planning Team Operations Planning Meeting The Williams Group Vernon Williams Core Planning Team Operations Planning Meeting CCISCO East County Clergy Caucus Rev. Eugene Jackson, Pastor Tuma Johnson, Pastor Felix Golden, Rev. Pamela Abbey, Pastor Paul Taylor, Mohammad Chaudry, Pastor Linda Vogelgesang, Pastor Mario Howell, Rev. Will McGarvey Broad Stakeholders Operations Planning Update and Feedback Former Juvenile Probation Officer Michael Pitt Broad Stakeholders Operations Planning Meeting Business Owner, Entrepreneur, Trainer Rudy Hernandez Broad Stakeholders Operations Planning Meeting Goodwill Industries Garry Grady, DeVonn Tjader Core Planning Team Operations Planning Meeting New Life Dream Center - Brentwood Pastor Jonathan Gee Core Planning Team Operations Planning Meeting Buchanan Road Ctr - Antioch Pastor Israel Marrone Core Planning Team Operations Planning Meeting Attachment E Emerald  HPC  International,  LLC      4   Meetings Completed in October Organization Names if One-on-One/Small Group Grouping Status New Life Dream Center - Brentwood Pastor Jonathan Gee Core Planning Team Review and Provide Input on Conceptual Framework Center for Human Development Paul Taylor, Pastor Antioch Christian Center Core Planning Team Review and Provide Input on Conceptual Framework Supervisor Federal Glover’s Office Federal Glover, Ed Diokno, David Fraser Steering Committee Review and Provide Input on Conceptual Framework Intentional Integration Team Pamela Singh Core Planning Team Review and Provide Input on Conceptual Framework Reach Fellowship Edwina Perez-Santiago Core Planning Team Review and Provide Input on Conceptual Framework Antioch Probation Elvin Baddley Core Planning Team Review and Provide Input on Conceptual Framework County Mental Health David Seidner Core Planning Team Review and Provide Input on Conceptual Framework Reentry and Reintegration Forum Chrisfino Kenyatta Leal, returning citizen Community Input on roles of police & returning citizens, mentors Supervisor Karen Mitchoff’s Office Karen Mitchoff, Mara Gold Steering Committee Review and Provide Input on Conceptual Framework East County African Am Health Nav. Anthony Benjamin Core Planning Team Review and Provide Input on Conceptual Framework Folsom re-entry best practices Jim Hyde, Matt Powers, Ed Johnson, Warren Murphy, Jim and Peggy Davis Community Review and Provide Input on Conceptual Framework County Probation Paula Hernandez, Chief Deputy Broad Stakeholders Review and Provide Input on Conceptual Framework CCISCO East County Clergy Caucus Rev. Eugene Jackson Broad Stakeholders Review and Provide Input on Conceptual Framework Planning Team Meeting 10/17/13 45 in attendance Core planning Team Input on Conceptual Framework in Small Groups Attachment E Emerald  HPC  International,  LLC      5   Meetings Completed in September Organization Names if One-on-One/Small Group Grouping Status Planning Team Meeting 9/5/13 38 in attendance Core planning Team Share Conceptual Framework Planning Team Meeting 9/19/13 45 in attendance Core planning Team In-depth Discussion of Conceptual Framework City of Concord PD Guy Swanger, Chief Core Planning Team Review and Provide Input on Conceptual Framework City of Pittsburg PD Brian Addington, Chief Core Planning Team Review and Provide Input on Conceptual Framework City of Antioch PD Allan Cantando, Chief Core Planning Team Review and Provide Input on Conceptual Framework City of Brentwood PD Mark Everson, Chief Core Planning Team Review and Provide Input on Conceptual Framework City of Martinez, PD Gary D. Peterson, Chief Core Planning Team Review and Provide Input on Conceptual Framework CC Sheriff’s Office Chrystine Zermeño, AB109 Admin Analyst Core Planning Team Review and Provide Input on Conceptual Framework Contra Costa County Lara DeLaney, Interim Senior Deputy Steering Committee Review and Provide Input on Conceptual Framework County Probation Jesse Warner, Reentry Coordinator Steering Committee Review and Provide Input on Conceptual Framework New Life Dream Center - Brentwood Pastor Jonathan Gee Core Planning Team Review and Provide Input on Conceptual Framework Center for Human Development Paul Taylor, Pastor Core Planning Team Review and Provide Input on Conceptual Framework Supervisor Federal Glover’s Office Federal Glover, Ed Diokno, David Fraser Steering Committee Review and Provide Input on Conceptual Framework Supervisor Mary Piepho’s Office Mary Piepho Steering Committee Review and Provide Input on Conceptual Framework Goodwill Industries Garry Grady, DeVonn Tjader Core Planning Team Review and Provide Input on Conceptual Framework Anka Karen Wise, Shayne Kaleo, Adeel Ahmad Core Planning Team Review and Provide Input on Conceptual Framework Intentional Integration Team Pamela Singh Core Planning Team Review and Provide Input on Conceptual Framework Reach Fellowship Edwina Perez-Santiago Core Planning Team Review and Provide Input on Conceptual Framework Los Medanos College David Wahl Core Planning Team Review and Provide Input on Conceptual Framework Rubicon Industries Jennifer Costa Core Planning Team Review and Provide Input on Conceptual Framework Shelter Inc. Jennifer Baha Core Planning Team Review and Provide Input on Conceptual Framework Brighter Beginnings Barbara McCullough Core Planning Team Review and Provide Input on Conceptual Framework CC Workforce Development Board Donna Van Wert Core Planning Team Review and Provide Input on Conceptual Framework CC Probation Chief Phil Kader, Melvin Russell, Todd Billeci Core Planning Team Review and Provide Input on Conceptual Framework Antioch Probation Elvin Baddley Core Planning Team Review and Provide Input on Conceptual Framework CC Public Defender Robin Lipetzky Core Planning Team Review and Provide Input on Conceptual Framework CC DA’s Office Tom Kensok Core Planning Team Review and Provide Input on Conceptual Framework CC DA’s Office Steve Bolen Core Planning Team Review and Provide Input on Conceptual Framework Attachment E Emerald  HPC  International,  LLC      6   Meetings Completed in August Organization Names if One-on-One Grouping Status New Life Dream Center - Brentwood Pastor Jonathan Gee Core Planning Team On board with planning in East Buchanan Road Ctr - Antioch Pastor Israel Marrone, Willie Moffett Core Planning Team On board with planning in East Interfaith Council of CC County Rev. Will McGarvey Core Planning Team On board with planning in East Contra Costa County Lara DeLaney Steering Committee County Coordination County Probation Jesse Warner Steering Committee County Coordination Antioch Econ Dev Commission Rhoda Parham Core Planning Team On board with planning in East Antioch City Council Monica Wilson Core Planning Team On board with planning in East Supervisor Federal Glover’s Office David Fraser Steering Committee County Coordination Antioch PD Allan Cantando Core Planning Team Update on planning in East HPC Training 8/9/13 44 in attendance Core planning Team Team Building and Training on Planning Process Meetings Completed in July Organization Names if One-on-One Grouping Status LMC David Wahl Core Planning Team On board with planning in East & Central Los Medanos College Bob Kratochvil, President Core Planning Team On board with planning in East & Central The Williams Group Vernon Williams Core Planning Team On board with planning in East & Central The Williams Group Jeffrey Terry Core Planning Team On board with planning in East & Central One Day At A Time Johnny Rodriguez Broad Stakeholders On board with process in East & Central One Day At A Time Dee Reyes Broad Stakeholders On board with process in East & Central Compass Mentoring Alphonso Guerrero Broad Stakeholders On board with process in East & Central Further The Work Rebecca Brown West County Planner Sharing Information and Learning City of Pittsburg Brian Addington, Police Chief Core Planning Team On board with planning in East City of Pittsburg Joe Sbranti, City Manager Broad Stakeholders On board with process in East City of Pittsburg Pete Longmire, City Council Broad Stakeholders On board with process in East Antioch Crime Prev Commission Over 120 in attendance Broad Stakeholders Clarity on AB109 and process in East City of Brentwood Paul Eldredge, City Manager Broad Stakeholders On board with process in East City of Brentwood Mark Everson, Police Chief Core Planning Team On board with planning in East City of Brentwood Casey McCann, Community Dev Dir Broad Stakeholders On board with process in East CCISCO EC Clergy Caucus Approx. 15 in attendance Broad Stakeholders Update on planning in East County Supervisor Federal Glover Core Planning Team On board with planning in East and Central City of Antioch Wade Harper Core Planning Team On board with planning in East Antioch Rotary Approx. 30 in attendance Broad Stakeholders Clarity on AB109 and process in East Antioch City Council Approx. 150 in attendance Broad Stakeholders Clarity on AB109 and process in East Attachment E Emerald  HPC  International,  LLC      7   Meetings Completed in June Organization Names if One-on-One Grouping Status City of Antioch Police Chief Allan Cantando Core Planning Team On board with planning in East & Central Brentwood Rotary Approx. 40 in attendance Broad Stakeholders On board w/process & possible volunteers in East Pittsburg Rotary Approx. 24 in attendance Broad Stakeholders On board w/process & possible volunteers in East Antioch/Delta Rotary Approx. 25 in attendance Broad Stakeholders Generally skeptical WDB Chuck Carpenter Core Planning Team On board with planning in East & Central CCISCO EC Clergy Caucus Approx. 12 in attendance Core Planning Team Planning, possible volunteers, programs in East City of Oakley Mayor Kevin Romick Core Planning Team On board with planning in East City of Oakley Chief Bani Kollo Core Planning Team On board with planning in East & Central City of Oakley City Mgr. Brian Montgomery Core Planning Team On board with Planning in East City of Oakley Asst. to City Mgr. Nancy Marquez On board with Planning in East REACH Dr. Edwina Perez-Santiago Core Planning Team On board with planning in East & Central Rubicon Programs Rhody Mc Coy Core Planning Team On board with planning in East & Central Rubicon Industries Jennifer Costa Core Planning Team On board with planning in East & Central Rubicon Industries Graham Thomas Core Planning Team On board with planning in East & Central CCC Courts Sara Felicia Moore-Jordan Core Planning from SF Will stay connected & exchange ideas CCC Courts - Re-entry Coord Vanessa Balinton-White Core Planning Team On board with planning in East & Central JFK Community Center Lori Hill Core Planning Team Services, space, & planning in East & Central Intentional Integration Team Pamela Singh Core Planning Team Planning in Central & Int Intg Team Coordination First Hope Mental Health Richard Hanzy TBD Extremely skeptical Antioch Kiwanis Approx. 25 in attendance Broad Stakeholders On board and enthusiastic in East City of Martinez City Mgr. Philip A. Vance Core Planning Team On board with planning in Central City of Martinez Chief Gary D. Peterson Core Planning Team On board with planning in East & Central City of Concord PD Chief Guy Swanger Core Planning Team On board with planning in East & Central City of Concord City Mgr. Valerie Barone Core Planning Team On board with planning in Central City of Concord Econ Dev. Victoria Walker Core Planning Team On board with planning in Central City of Concord Mayor Dan Helix Core Planning Team On board with planning in Central Opportunity Junction Alissa Friedman Not sure yet Considering what is best role for Op Junction Retired PD Comilas Robertson Broad Stakeholders On board w/process & possible volunteers in East Retired PD Ron Bennett Broad Stakeholders On board w process & possible volunteers in East Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     Appendix  IV.     Sole  Source  Justification   East  &  Central  Networked  System  of  Services  for  Returning  Citizens       1.    Why  were  the  particular  product  and/or  vendors  selected?   In  a  2007  webinar,  the  National  Institute  of  Corrections  reported:  “Collaboration  between   faith-­‐based  organizations,  community  organizations,  and  corrections  has  proven  to  be  a   cost-­‐effective  way  to  meet  agency  needs  and  bring  much  needed  services  to  offenders.  This   unique  partnership  also  helps  to  promote  social  justice,  reduce  recidivism,  and  increase   public  safety.”     In  our  efforts  to  design  a  plan  for  reducing  recidivism  within  the  county’s  AB  109   population,  we  have  reached  out  to  organizations  that  we  have  identified  through  best   practice  research  as  well  as  through  input  from  a  broad-­‐based  planning  team.       We  then  brought  groups  to  the  table  that  have  been  willing  to  engage  in  the  process  of   designing  a  unique  service  delivery  model.    In  order  to  do  so,  in  every  case,  we  have  had  to   innovate  processes  associated  with  services  and  create  interlocking  relationships  that  had   not  yet  existed.    We  further  had  to  work  with  these  groups  to  make  service  delivery   sustainable  within  very  tight  budget  parameters.    Each  of  these  providers  have  added   newly  designed  services  and  restructured  their  service  delivery  models  to  accommodate   this  specific  initiative.     What  we  have  created  is  so  uniquely  packaged,  that  it  is  unimaginable  that  another  vendor   or  provider  would  have  a  matching  service  model.    Further,  it  is  very  unlikely  that  another   vendor  would  be  able  to  deliver  our  service  model  within  the  budget  we  must  operate   under.    Moreover,  there  is  no  other  vendor  or  service  provider  that  has  utilized  the  specific   and  necessary  collaborative  building  process  and  in-­‐depth  collective  planning  approach   that  has  resulted  in  this  interlocking  service  delivery  model.     2.    What  are  the  unique  performance  factors  of  the  selected  product/services?   We  have  built  a  detailed  and  tiered  system  of  engaging  AB-­‐109  returning  citizens  at  pre-­‐ sentencing,  and  ending  after  a  period  of  successful  reintegration.    The  engagement  and   handoff  process  has  been  uniquely  designed  by  interlocking  providing  roles.    Some   components,  like  the  mentor/navigator  training,  and  Kennedy’s  IEL  Program  are  based  on   proprietary  methodological  frameworks.    But,  more  important,  the  system  design,  with  the   providers  named  in  the  Network  is  a  result  of  more  than  100  meetings  and  hundreds  of   hours  of  research  and  design  time.         3.    Why  are  the  specific  factors  required?   AB  109  Realignment  is  a  response  to  overcrowded  prisons,  primarily  caused  by  a  statewide   failure  to  reduce  recidivism.    Contra  Costa  County  chooses  to  aggressively  use  national  and   global  best  practice  to  inform  a  process  of  successful  reentry  and  to  be  widely  recognized   as  having  a  highly  professionalized  and  sustainable  collaborative  system  of  reentry  service   provision;  resulting  in  an  above-­‐average  reduction  in  recidivism,  marked  increase  in   public-­‐safety,  successful  family  reunification,  and  new  pathways  to  living  whole,  healthy   and  productive  lives  for  returning  citizens.         Attachment E Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved         Attainment  of  this  vision  mandates  innovation.     Innovation  is  a  willful  act,  and  not  one  that  comes  from  the  typical  process  of  gathering   random  or  disconnected  providers  to  offer  segmented  services  in  an  atmosphere  that  has   not  been  developed  through  extensive  collective  thinking  and  collaborative  commitment.     Innovation  would  have  been  impossible  without  a  very  specifically  crafted  approach  that   utilizes  the  right  mix  of  best  practice,  service  delivery,  and  service  providers  who  have   been  willing  to  participate  in  an  extensive  design  process  which  has  included,  in  most   cases,  a  willingness  on  the  part  of  each  provider  to  come  up  with  independent  resources   necessary  to  develop  and  sustain  new  and  additional  capacity.         4.    What  other  products  and  services  have  been  examined  and  rejected?   The  County  went  though  an  extensive  RFP  process  in  2013  that  resulted  in  the  selection  of   service  providers  in  the  areas  of  Housing,  Mentoring,  and  Employment.    It  was  a  recent  and   competitive  process,  where  many  proposals  were  evaluated.    The  challenge  this  RFP   process  presented  is  that  it  was  conducted,  and  service  providers  were  awarded  contracts,   without  the  structure  or  context  of  a  service  provision  plan.    The  planning  consultants  were   brought  on  board  at  the  same  time  as  the  service  providers.         Further,  the  new  service  providers  were  required  to  be  engaged  in  a  referral  system   planning  process  led  by  the  county’s  Reentry  Coordinator  that  was  completely  separate   from  the  service  delivery  planning  process.     For  example,  the  County  Office  of  Education  was  the  agency  selected  to  provide  mentoring   services.    They  in  turn  contracted  with  Men  and  Women  of  Purpose,  Brighter  Beginnings,   Center  for  Human  Development,  and  REACH  Fellowship  to  deliver  the  services.         It  became  very  apparent  after  a  while  that  the  process  of  bringing  in  providers  outside  of   the  context  of  a  comprehensive  plan  for  the  County  minimized  the  ability  of  the  contractors   and  sub-­‐contractors  to  operate  within  their  particular  areas  of  brilliance.  It  became  clear   that  there  was  a  need  to  make  adjustments  and  supplement  the  efforts  of  current   contractors  with  other  untapped  community  partners  including  the  faith  community.           Therefore,  most  of  the  original  intent  with  respect  to  how  service  providers  and  sub-­‐ contractors  would  be  used  has  been  rejected  and  restructured  with  the  inclusion  of  newly   crafted  relationships  discussed  in  the  plan.     5.    Why  are  other  sources  providing  like  goods  or  services  unacceptable?   Because  we  have  created  an  interlocking  system  of  services  that  is  unique  in  its  design  and   completely  interdependent,  it  is  impossible  to  find  a  “like”  collaborative  system  to  import.     This  is  not  simply  a  set  of  service  providers.    We  have  built  a  system  and  no  one  part  could   be  removed  and  replaced  without  seriously  compromising  the  effectiveness  of  the  whole.   Attachment E PUBLIC PROTECTION COMMITTEE 6. Meeting Date:03/24/2014   Submitted For: PUBLIC PROTECTION COMMITTEE,  Department:County Administrator Referral No.: N/A   Referral Name: DRAFT REQUEST FOR QUALIFICATION (RFQ) FOR WEST COUNTY REENTRY PLAN IMPLEMENTATION  Presenter: Lara DeLaney, (925) 335-1097 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 in the amount of $120,000 ($40k per region). The proposal that was recommended for funding to the Board of Supervisors for the planning of a West County Reentry Resource Center was provided by “Further The Work (FTW).” A contract was awarded by the Board of Supervisors to FTW on May 21, 2013 in the amount of $40,000. The CAO’s office developed a contract with FTW, which was executed mid-June 2013. Further The Work conducted their extensive planning process on budget, on schedule and submitted the proposed plan to the County Administrator’s Office on January 27, 2014. The CCP recommended that the Public Protection Committee approve the Plan and recommend its adoption by the Board of Supervisors at its March 25, 2014 meeting. Please note that the final plan for the West County Reentry Resource Center was distributed to the CCP at their Feb. 14, 2014 meeting in binder form. Subsequent to the CCP meeting on February 21, 2014, at which the Plans were presented and voted on by the CCP, an error was discovered with respect to the Sample Budget included in the document (Section 2.7: Budget, Pages 1-2). The Sample Budget mistakenly included the Fiscal Years of 14-15 and 15-16, rather than the intended years of 13-14 and 14-15. The complete plan is available on the County’s website at: http://www.contracosta.ca.gov/index.aspx?nid=2366 Implementation of the plan, as proposed, will require the establishment of a Steering Committee, which includes two members of the CCP Executive Committee (one representing a public safety agency and one representing health/behavioral health agency), and the issuance by the County Administrator’s Office of a Request for Qualifications (RFQ) to identify a “host organization.” Referral Update: A Draft RFQ has been prepared and is attached for your consideration as Attachment A. Note that A Draft RFQ has been prepared and is attached for your consideration as Attachment A. Note that text in the document that is highlighted in yellow are still in development and require further editing. Recommendation(s)/Next Step(s): ACCEPT the Draft Request for Qualifications (RFQ) for the Implementation of the Plan for the establishment of a West County Reentry Resource Center. 1. PROVIDE direction to staff on the RFQ process, timeline and contents of the Draft RFQ as needed. 2. AUTHORIZE the issuance of an RFQ for the Implementation of the Plan for the establishment of a West County Reentry Resource Center. 3. Attachments Staff Report Attachment A - "West County Reentry Resource Center for AB 109 Program" County of Contra Costa OFFICE OF THE COUNTY ADMINISTRATOR MEMORANDUM DATE: March 24, 2014 TO: PUBLIC PROTECTION COMMITTEE FROM: LARA DeLANEY, Senior Deputy County Administrator SUBJECT: Agenda Item No. 6: RFQ Process for the Implementation of the Plan for the West County Reentry Resource Center ______________________________________________________________________________ RECOMMENDATION: 1. ACCEPT the Draft Request for Qualifications (RFQ) for the Implementation of the Plan for the establishment of a West County Reentry Resource Center. 2. PROVIDE direction to staff on the RFQ process, timeline and contents of the Draft RFQ as needed. 3. AUTHORIZE the issuance of an RFQ for the Implementation of the Plan for the establishment of a West County Reentry Resource Center. BACKGROUND: As directed by the Public Protection Committee at their March 8, 2013 meeting, a Request for Proposals (RFPs) for the AB 109 Community Programs was issued on March 15, 2013 for the following: Planning for Reentry Resource Centers in the amount of $120,000 ($40k per region). The proposal that was recommended for funding to the Board of Supervisors for the planning of a West County Reentry Resource Center was provided by “Further The Work (FTW).” A contract was awarded by the Board of Supervisors to FTW on May 21, 2013 in the amount of $40,000. The CAO’s office developed a contract with FTW, which was executed mid-June 2013. Further The Work conducted their extensive planning process on budget, on schedule and submitted the proposed plan to the County Administrator’s Office on January 27, 2014. The CCP recommended that the Public Protection Committee approve the Plan and recommend its adoption by the Board of Supervisors at its March 25, 2014 meeting. Please note that the final plan for the West County Reentry Resource Center was distributed to the CCP at their Feb. 14, 2014 meeting in binder form. Subsequent to the CCP meeting on February 21, 2014, at which the Plans were presented and voted on by the CCP, an error was discovered with respect to the Sample Budget included in the document (Section 2.7: Budget, Pages 1-2). The Sample Budget mistakenly included the Fiscal Years of 14-15 and 15-16, rather than the intended years of 13-14 and 14-15. The complete plan is available on the County’s website at: http://www.contracosta.ca.gov/index.aspx?nid=2366 Public Protection Committee – Mar. 24, 2014 Meeting March 20, 2014 Agenda Item No. Page 3 Implementation of the plan, as proposed, will require the establishment of a Steering Committee, which includes two members of the CCP Executive Committee (one representing a public safety agency and one representing health/behavioral health agency), and the issuance by the County Administrator’s Office of a Request for Qualifications (RFQ) to identify a “host organization.” RFQ PROCESS A Draft RFQ has been prepared and is attached for your consideration as Attachment A. Note that text in the document that is highlighted in yellow are still in development and require further editing. The Draft RFQ posits the availability of up to $800,000 for “Implementation of a West County Reentry Resource Center” to serve as a central, site-based gathering place for learning, capacity-development and access to information and services for returning citizens, for the period June 1, 2014 through June 30, 2015. ($400,000 is allocated in the FY 13-14 AB 109 Public Safety Realignment Program Budget for implementation of a reentry resource center in West County, and $400,000 is proposed for allocation in the FY 14-15 AB 109 budget as well.) When approved for issuance, the RFQ will be posted on BidSync, the website the County utilizes for contracting opportunities, and distributed directly via email to contacts developed by the County’s Reentry Coordinator, Jessie Warner, and staff of the CAO’s office. A Press Release will be issued and a legal notice will be posted in the Contra Costa Times regarding the RFQ opportunity. After its release, an optional responders conference will be hosted, via conference call, by the Senior Deputy CAO, the Reentry Coordinator, and FTW. Questions and answers arising from the responders conference and received in writing will be posted to the County’s website and distributed to all attendees on the call. Proposed RFQ Timeline:    Implementation of West County Reentry Resource Center    Event 2 month process    Draft RFQ & Timeline to PPC March 24, 2014    RFQ Issued April 1, 2014 Tuesday  Responder's Conference April 3, 2014 Thursday, 2:00 to 3:00 p.m. via conference call  Written Questions Due from bidders April 10, 2014 Thursday  Addendum Issued April 14, 2014 Monday  Responses Due April 21, 2014 3 weeks  Evaluation Period April 23‐25    Results Letter Issued April 28, 2014    Appeal Period April 28‐May 1, 2014    CCP Reviews Results May 2, 2014    Public Protection Reviews Results Special Meeting May meeting cancelled due to Memorial Day holiday  Board Award Date May 13, 2014 Only available date in May after May 6 meeting  Contract Start Date June 1, 2014    Public Protection Committee – Mar. 24, 2014 Meeting March 20, 2014 Agenda Item No. Page 4 The Draft RFQ is modeled on prior RFP/RFQs developed for the AB 109 program. The proposed timeline contemplates a response period of 3 weeks. The RFQ requires the submittal of a 20 page response narrative (excluding cover statement, table of contents, responder overview, budget, timeline, MOUs/letters of support, and required attachments). The Draft RFQ was developed in consultation with Ms. Rebecca Brown. Due to time constraints, it is not recommended that the RFQ be reviewed by the CCP, whose next meeting is scheduled for April 4, 2014, as that would further delay its issuance. However, the CCP will be expected to act at its April meeting on the recommendation in the Plan to select two members of the Center Steering Committee, and these two members are proposed to serve on the Review Panel that is charged with reviewing responses and recommending the “host” organization for the Center. RFQ Review Panel The recommended composition of a 7-member review panel is: • CAO staff, • the County Reentry Coordinator, • the 2 members of the CCP designated as representatives to the Steering Committee, • a person with direct experience of incarceration and reentry into West Contra Costa County, • staff person of a CBO performing reentry related services, and • a member of the Community Advisory Board Attachments Attachment A – Draft RFQ for Implementation of West County Reentry Resource Center Plan 3/20/14 Page 1 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS (RFQ) # 1403-059 West County Reentry Resource Center for AB 109 Program The Contra Costa County Administrator’s Office is pleased to announce, on behalf of the Board of Supervisors, the availability of up to $800,000 for “Implementation of a West County Reentry Resource Center” to serve as a central, site-based gathering place for learning, capacity- development and ready access to information and services for returning citizens, for the period June 1, 2014 through June 30, 2015. This RFQ is a process by which the County solicits qualifications of qualified responders who may be selected to enter into a contract with the County. Please read this entire packet carefully. Final responses will be due at 651 Pine Street, 10th floor, Martinez, CA 94553 by 5:00 PM on April 21, 2014. Written questions about the RFQ can be submitted to lara.delaney@cao.cccounty.us by 5:00 PM on Thursday, April 10, 2014. An Optional Responders Conference will be conducted on Thursday, April 3, 2014 from 2:00 PM – 3:00 PM via conference call. To participate, please call 1-888-278-0254, participant code 677509# If you would like to participate in the conference call, you are requested to return the Responders Conference RSVP on page 37. Thank you in advance for your efforts in preparing your response. Contra Costa County Attachment A 3/20/14 Page 2 of 45 Draft RFQ Table of Contents LEGAL CLASSIFIED NOTICE ......................................................... Error! Bookmark not defined. RFQ TIMELINE ...................................................................................................................... 4 PROJECT DESCRIPTION .............................................................. Error! Bookmark not defined. RFQ REQUIREMENTS AND INSTRUCTIONS FOR RESPONDERS .............................................. 14 RESPONSE PREPARATION INSTRUCTIONS ........................................................................... 19 RESPONSE REVIEW AND SELECTION .................................................................................... 24 EVALUATION PROCESS/RATING SHEET ............................................................................... 25 RATING SHEET .................................................................................................................... 26 REQUIRED ATTACHMENTS AND RESPONDER CHECKLIST ..................................................... 28 FORM #1: RESPONSE COVER STATEMENT ........................................................................... 30 FORM #2: RESPONDER'S STATEMENT OF QUALIFICATIONS ................................................. 32 FORM #3: CONTRACTS AND GRANTS .................................................................................. 35 RESPONDERS CONFERENCE RSVP FORM ............................................................................. 36 COUNTY CONTRACT REQUIREMENTS .................................................................................. 38 GENERAL CONDITIONS ....................................................................................................... 40 Attachment A 3/20/14 Page 3 of 45 Draft RFQ Legal Classified Notice CONTRA COSTA COUNTY REQUEST FOR QUALIFICATIONS # 1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER The Contra Costa County Administrator’s Office announces, on behalf of the Board of Supervisors, the issuance of Request for Qualifications (RFQ) #1403-059 making available up to $800,000 for qualified individuals and agencies to site and manage the implementation of a West County Reentry Resource Center for the period June 1, 2014 to June 30, 2015. Responses are due by 5:00 p.m. on April 21, 2014, without exception. Additional information and RFQ copy is available at website: http://www.co.contra-costa.ca.us/index.aspx?NID=2366 or by calling (925) 335-1097. Attachment A 3/20/14 Page 4 of 45 Draft RFQ RFQ TIMELINE 1. RFQ announced Tuesday, April 1, 2014 2. Written Questions Due from Responders 5:00 p.m., April 10, 2014 3. Addendum Issued April 14, 2014 4. Response Submission Deadline 5:00 p.m., April 21, 2014 County Administrator’s Office 651 Pine Street, 10th Floor Martinez, CA 94553 No response will be accepted after this date and time. Postmarked, facsimiled, or e-mail submissions will not be accepted. 5. Review and rating process April 23-25, 2014 6. Notification of award recommendations April 28, 2014 7. Appeal period April 28- May 1, 2014 8. Deadline to submit appeal letters 5:00 PM, May 1, 2014 9. Community Corrections Partnership Review May 2, 2014 10. Public Protection Committee Review To Be Determined Board of Supervisors approval and authorization to award contracts is tentatively scheduled for the May 13, 2014 Board of Supervisors’ agenda Attachment A 3/20/14 Page 5 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS #1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER Project Description Attachment A 3/20/14 Page 6 of 45 Draft RFQ I. Introduction The Contra Costa County Administrator’s Office (CAO), on behalf of the Board of Supervisors, is issuing this Request for Qualifications (RFQ) #1403-059 to receive qualifications from individuals and agencies to site and manage the implementation of a West County Reentry Resource Center in Contra Costa County. Based on the response to this solicitation for qualifications, Contra Costa County (County) plans to contract with service providers for an initial period of June 1, 2014 to June 30, 2015. The County will retain the discretion to renew any contract issued, contingent on availability of funding and demonstrated successful performance by funded entities during the initial contract period. Private, not-for-profit organizations, for-profit organizations, public agencies, individuals, and not-for-profit institutions of education with experience in developing and implementing resource centers are invited to submit Responses. If you are or your organization is interested in and capable of providing the requested services by contract with the County, please carefully review the Request for Qualifications (RFQ) and submit your response as directed in the "Response Preparation Instructions." This solicitation is not in any way to be construed as an agreement, obligation, or contract between the County and any party submitting a response, nor will the County pay for any costs associated with the preparation of any response. II. Synonymous Terms As used throughout this bid and its attachments, the following terms are synonymous: a. Supplier, Vendor, Contractor, Successful Responder, Consultant b. Purchase Order, Contract, Agreement c. Services, Work, Scope, and Project d. Proposer, Responder e. “The County” refers to the County of Contra Costa, California. III. Background In 2011, the California Legislature passed the Public Safety Realignment Act (AB 109), which transferred responsibility for supervising specific low-level inmates and parolees from the California Department of Corrections and Rehabilitation to counties. This Act tasked local government at the county level with developing a new approach to reducing recidivism among certain low-level felony criminal offenders. AB 109 took effect October 1, 2011 and realigned three major areas of the criminal justice system. Attachment A 3/20/14 Page 7 of 45 Draft RFQ On a prospective basis, the legislation:  Transferred the location of incarceration for lower-level offenders (specified non- violent, non-serious, non-sex offenders) from state prison to local county jail pursuant to Penal Code 1170 (h) and provides for an expanded role for post-release Mandatory Supervision for these offenders;  Transferred responsibility for post-release supervision of lower-level offenders (those released from prison after having served a sentence for a non-violent, non-serious, and non-sex offense) from the state to the county level by creating a new category of supervision called Post-Release Community Supervision (PRCS);  Transferred the housing responsibility for parole and PRCS revocations to local jail custody. AB 109 also tasked the local Community Corrections Partnership (CCP) with recommending to the County Board of Supervisors a plan for implementing public safety Realignment. The Contra Costa County Board of Supervisors adopted the Contra Costa County Realignment Plan on October 4, 2011 (Agenda Item D.5), as recommended by the Executive Committee of the CCP. The Executive Committee of the CCP is composed of the County Probation Officer (Chair), Sheriff-Coroner, a Chief of Police (represented on a rotating appointment by a Chief of Police of a city within the County), District Attorney, Public Defender, Presiding Judge of the Superior Court or designee (represented by the Court Executive Officer), and the County Behavioral Health Director. A Community Advisory Board (CAB) was formed by the community in January 2012 and formally recognized by the CCP Executive Committee in December 2012 to provide input on community needs; assess implementation of the realignment plan; review data on realignment outcomes; advise the CCP on community engagement strategies; offer recommendations for ongoing realignment planning; advise County agencies regarding programs for implementation in the County; and encourage outcomes that are consistent with the County’s Reentry Strategic Plan. On August 24, 2012 the Executive Committee of the CCP unanimously agreed that the goals established by the Contra Costa County Reentry Strategic Plan1 would guide the planning for Public Safety Realignment. These goals are:  Use a holistic, systemic, and inclusive approach that involves federal, state and local government stakeholders, community organizations, advocates, the formerly incarcerated, and family and community members;  Adopt strategies that draw on evidenced-based approaches and practices; 1 Available at http://www.cccounty.us/DocumentCenter/View/25650 Attachment A 3/20/14 Page 8 of 45 Draft RFQ  Target high- to moderate-risk probationers and parolees through the use of evidence- based tools;  Emphasize geographic areas from which a disproportionate number of formerly incarcerated people are drawn and to which they return;  Incorporate assessment and case management tools targeting continuous reentry planning, beginning at the point of admission to the criminal justice system, and working through pre- and post-release;  Embrace a commitment to the continuous and appropriate delivery of drug treatment, medical care, job training and placement, educational services, cognitive behavioral therapy and/or other service essential to reentry;  Provide for independent evaluations of reentry programs using, when feasible, random assignment and controlled studies to determine effectiveness of programs and services provided; and  Reduce crime, increase public protection, and protect people from further victimization. For FY 2012-13, the CCP-Executive Committee recommended and the Board of Supervisors approved a Public Safety Realignment budget of $20,689,520, comprised of $16,665,069 in ongoing and $4,024,451 in one-time funding for various AB 109 implementation efforts and programming. For fiscal year 2013-14, Contra Costa County anticipates the receipt of $22,854,832 of AB 109 Public Safety Realignment revenue. On May 16, 2013, the Public Protection Committee accepted the CCP-Executive Committee's budget recommendations and added $200,000 to the Sheriff's Office allocation for support of "Jail to Community" programs. On May 21, 2013, the Board of Supervisors approved the FY 2013-14 AB 109 Public Safety Realignment budget (Agenda Item D.3) in the amount of $23,072,666; $21,435,766 in ongoing and $1,636,900 in one-time funding. Of this amount, $900,000 was reserved for the establishment of a Pre-Trial services program. In addition to the FY 2013-14 budget allocations for County departments, at its May 21, 2013 meeting the Board of Supervisors also approved the award of contracts to community based organizations to provide the following reentry related services for the period June 1, 2013 through June 30, 2014: Employment Support and Placement Services $2,000,000 Planning of (3) One-Stop Centers $120,000 Short and Long-Term Housing Access $500,000 Peer and Mentoring Services $200,000 Attachment A 3/20/14 Page 9 of 45 Draft RFQ Implementation of (3) One-Stop Centers $1,200,000 AB 109 Service Delivery Model in Contra Costa County The service delivery model developed by the CCP will involve multiple organizations working in collaboration to provide services to address the specific criminogenic risks and needs of the AB 109 population. Service providers are directed to incorporate the evidence-based practice of service delivery prior to community release, whenever possible. A dedicated unit of AB 109 Probation Officers serve as lead case managers to coordinate and track services provided by County and community-based partner organizations. The AB 109 Probation Officers interview clients using the Correctional Assessment and Intervention System (CAIS)2, a comprehensive assessment tool that combines validated risk and needs assessments with suggested supervision strategies for case planning. Areas of criminogenic risk and need are identified and prioritized in developing an individualized case plan that addresses specific goals and needed services. Throughout the past year, AB 109 Probation Officers have worked closely with the County Behavioral Health Division’s “Forensic Team” to coordinate service referrals. The Forensic Team was formed to address the needs of criminal justice involved individuals with co- occurring mental health and substance abuse disorders. In addition to mental health counseling and medication management, clients can access residential and outpatient substance abuse treatment, short term housing through homeless shelters, as well as assistance with enrollment in state and federal benefits including health care and income supports. This innovative partnership between County agencies will be further supported by AB 109 funded community-based employment, housing, mentoring services as well as access to the Reentry Resource Centers/Networks in each region of Contra Costa County. In addition, the Employment and Human Services Department has received AB 109 funding for two designated employment specialists to work at the County One-Stop employment centers to coordinate with County and community providers. For Penal Code 1170(h) individuals sentenced to Mandatory Supervision, a designated AB 109 Probation Officer will initiate case management pre-release, including completing CAIS risk and needs assessments and developing a transition plan. Where appropriate, AB 109 individuals will access comprehensive Forensic Team services. AB 109 individuals who are not dually diagnosed with co-occurring disorders can still access the AB 109 designated shelter beds and substance abuse programs with Probation Officer referral to the County Behavioral Health Division. Both AB 109 Probation Officers and Forensic Team staff make direct referrals and coordinate services with agencies funded to provide employment, mentoring and housing services. In addition to the coordinated care system described above, County allocated AB 109 funding to the Public Defender and District Attorney (DA) for staff to provide Arraignment Court Early 2 National Council on Crime and Delinquency. (2009). CAIS System Manual. (Madison, WI: NCCD) Attachment A 3/20/14 Page 10 of 45 Draft RFQ Representation (ACER), which provides for representation at arraignment for indigent clients; a full-time Clean Slate paralegal to aid County residents seeking expungement; an additional Assistant District Attorney and Assistant Public Defender for Domestic Violence filings; three additional Victim Witness Advocates; and a Reentry Attorney in the DA’s office to research and implement alternative sentencing strategies. In addition to funds for operational expenses, Sheriff’s Office staffing expanded through AB 109 to include 19 additional sheriff deputies and a sergeant to oversee corrections, several support staff, and an AB 109 Program Analyst to coordinate jail-based and community programs. Additional funds for facility updates and renovations were secured in FY 2012-13 and 2013-14. Approximately $3 million dollars is currently held in reserve for potential expansion at the West County Detention Facility. Through the FY 13-14 AB 109 Public Safety Realignment budget, Detention Health Services has also expanded nursing staff at West County and Marsh Creek Detention Facilities and added a Mental Health Clinician as well. In recognition of the impacts of Realignment on local law enforcement, the cities of Richmond, Concord, Pittsburg and Antioch received funding for 4 additional officers as the cities most impacted by crime in order to coordinate more closely with County Probation. Finally, the County is developing a pre-trial program that is expected to launch in March 2014 that will incorporate interviews by Probation staff using the Virginia Pretrial Risk Assessment Instrument3 to develop reports/recommendations available at arraignment to aid in increased pretrial release for individuals based upon a manageable risk to public safety and likelihood of court appearance. Data collection and evaluation efforts are intended to aid in measuring the efficacy of the County and community services and programs over time. IV. Overview of AB 109 Population in Contra Costa County The AB 109 population includes individuals released from state prison on or after October 1, 2011 who are placed on PRCS provided by the Probation Department, as well as people convicted of non-violent, non-serious, non-sex offenses pursuant to Penal Code 1170(h) who are incarcerated in County jail and/or assigned to Mandatory Supervision by Probation. Demographic Highlights The County is partnering with organizations that have expertise in delivering reentry services to a diverse population assessed as moderate or high risk to re-offend. Successful responders will demonstrate understanding of the demographics and criminogenic risks and needs of justice- 3 VanNostrand, M. & Rose, K. J. (2009). The Virginia Pretrial Risk Assessment Instrument. Retrieved from http://www.dcjs.virginia.gov/corrections/riskAssessment/assessingRisk.pdf. Attachment A 3/20/14 Page 11 of 45 Draft RFQ involved individuals and articulate a track record of experience providing commensurate evidence-based services and interventions. Since October 1, 2011, the AB 109 unit of the Contra Costa County Probation Department has supervised 738 clients, 425 under Post-Release Community Supervision and 313 on Mandatory Supervision under Penal Code 1170(h)(5)(b). A majority (90%) of AB 109 clients are male. Even so, services that are gender-responsive to the needs of female clients are encouraged. While clients range in age from 18 to over 65, the average age is 37 and the majority of clients are 18 to 45 years old. Ninety-two (92) percent of currently supervised AB 109 clients are assessed as moderate to high-risk for recidivism using the CAIS tool. CAIS determines risk through a semi-structured interview that identifies gender-specific risks, strengths, and needs in a number of domains including mental illness, substance abuse, antisocial behavior history, antisocial-procriminal attitudes and associations, personality patterns, and familial factors. As of February 1, 2013, the AB 109 unit actively supervised 465 clients residing in Contra Costa County. Approximately 200 (43%) reside in East County (Antioch, Bay Point, Brentwood, Discovery Bay, Oakley, Pittsburg), approximately 145 (30%) reside in West County (Crockett, El Sobrante, Hercules, Pinole, Richmond, Rodeo, San Pablo), approximately 120 (25%) reside in Central County (Clayton, Concord, Lafayette, Pacheco, Martinez, Pleasant Hill, Walnut Creek), and 2% of AB 109 clients reside in other counties (Alameda, Sacramento, Solano, Yolo). In East County, 88% of AB 109 clients reside in Antioch, Pittsburg and Bay Point. In West County, 83% reside in the cities of Richmond and San Pablo. In Central County, 80% reside in Concord and Martinez. Table 1: County AB 109 Population Demographics (October 1, 2011 to February 1, 2013)* PRCS 1170(h) Total Total Clients 425 313 738 Gender Male 393 271 90% Female 31 42 10% Other 1 0 < 1% Age Average Age 38 37 37 18-25 12% 8% 10% 26-35 33% 43% 37% 36-45 29% 29% 29% 46-55 22% 15% 19% 56-65 4% 5% 4% 66+ < 1% 0% 0% Race/Ethnicity White 32% 42% 36% Attachment A 3/20/14 Page 12 of 45 Draft RFQ Black 45% 27% 37% Hispanic 19% 15% 17% Asian < 1% NA < 1% Pacific Islander NA NA NA Filipino < 1% < 1% < 1% Samoan < 1% NA < 1% Native American NA NA NA Other < 1% NA < 1% Unknown 3% 16% 7% *Percentages may not total 100% due to rounding V. Funding Up to $800,000 (eight hundred thousand dollars) is allocated in the AB 109 Public Safety Realignment Budget in Fiscal Years 13-14 and 14-15 to fund the implementation of a West County Reentry Resource Center, and the contract period is from June 1, 2014 through June 30, 2015. The Contra Costa County Administrator’s Office will administer these funds. The contract(s) resulting from this RFQ may potentially be renewable at the sole discretion the Board of Supervisors. VI. Purpose, Services, and Outcomes of RFQ A. Purpose: The Contra Costa Board of Supervisors has directed the County Administrator’s Office to issue this Request for Qualifications to identify outstanding candidates to implement the Plan developed for a West County Reentry Resource Center. B. Services and Desired Outcomes: Consistent with the implementation plan (the Plan) that is available [how] and that is incorporated into this RFQ by reference, the Contractor will open and operate a Reentry Resource Center (the Center) in West Contra Costa County to serve formerly incarcerated adult men and women (“Clients”). The Center’s Clients will include but not be limited to individuals on AB 109 status. It is expected that the Center will also serve Clients who are not or are no longer on probation; who are about to be released or have just been released from prison or jail; who are on parole; and/or who were previously incarcerated but who have been free from incarceration for an extended time. In accordance with and reflecting the Plan, the Contractor will operate the Center as a collective impact initiative, partnering with multiple public agencies and private nonprofit organizations (the Partners) to provide co-located, integrated, on-site services to support Clients’ successful reintegration into the community and increase public safety by reducing Attachment A 3/20/14 Page 13 of 45 Draft RFQ recidivism. Consistent with this model, the Center will be managed by an administrative staff that will serve as the “backbone” to operate the Center and to support, coordinate, and oversee the work of the Partners. Partners will place staff on-site, on schedules to be determined by the Center and the Partners, to provide accessible, appropriate, and responsive services. It is expected that the Partners will provide their staff as in-kind donations and will not be directly compensated through the Center’s budget. As explained in the Plan, the Center’s work will be governed by a Steering Committee comprised of public, nonprofit, and community representatives. The Contractor is expected to collaborate with the Steering Committee to guide the Center’s work to achieve collective impact, achieve its mission, and ensure sustainability. Operating as one element within a larger system of care, the Center is expected to work with multiple stakeholders to accomplish its work and advance excellence, efficiency, and effectiveness across West County. The Center is also expected to collaborate with the office of the Reentry Coordinator and with Network or Center managers in other regions of the County, to advance the system’s integration, efficiency, and excellence. VII. Contract Monitoring and Evaluation The County Administrator’s Office will actively monitor services provided through these contracts. At a minimum, contractors will be expected to: a. Perform all services without material deviation from an agreed-upon Service Plan. b. Complete progress report forms supplied by County. c. Maintain adequate records of service provision to document compliance with Service Plan and complete forms supplied. d. Cooperate with the collection of other fiscal/administrative/service data as requested by the County. The CAO will: a. Monitor subcontracts written by and entered into by the contractor; b. Provide information to contractors concerning additional State or County data requirements not provided herein. Attachment A 3/20/14 Page 14 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS #1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER RFQ Requirements and Instructions Attachment A 3/20/14 Page 15 of 45 Draft RFQ RFQ REQUIREMENTS AND INSTRUCTIONS FOR RESPONDERS The responder requirements in this section are mandatory. Contra Costa County reserves the right to waive any nonmaterial variation. 1. All responders shall submit one original response package and eight (8) complete copies of the response, under sealed cover, by mail or hand-delivery to the CAO at 651 Pine Street, 10th Floor, Martinez, CA 94553 to be received no later than 5:00 p.m. on Monday, April 21, 2014. Each submission must be marked on the outside with the Responder’s name and RFQ #1403-059. Any response received after the deadline will be rejected. Postmarks and faxed submissions are not acceptable. 2. The CAO will review all received responses to make sure they are technically compliant with formatting and submission guidelines as per the RFQ. Proposers that are non- compliant with technical requirements will not move forward to the Review Panel. 3. Responses and required attachments shall be submitted as specified and must be signed by officials authorized to bind the responder to the provisions of the RFQ. All costs incurred in the preparation of a response will be the responsibility of the responder and will not be reimbursed by the County. 4. A response may be withdrawn in person by a responder’s authorized representative prior to 12:00 Noon on April 22, 2014. If withdrawing a response, the responder’s authorized representative must provide appropriate identification (i.e. driver’s license) and sign a receipt attesting to his/her withdrawal of the response. 5. An optional conference for prospective responders will be held on April 3, 2014 at 2:00 p.m. via conference call to answer questions about the RFQ process. To participate in the Responders Conference, please call 1-888-278-0254, code 675509. 6. Prospective proposers are requested to return the Responders Conference RSVP on page 37. 7. Any questions regarding this RFQ should be emailed to Lara.DeLaney@cao.cccounty.us on or before 5:00 p.m. on April 10, 2014. Please include RFQ #1403-059 in the subject line. 8. The CAO may amend this RFQ, if needed, to make changes or corrections to specifications or provide additional data. Amendments will be posted at http://www.co.contra-costa.ca.us/index.aspx?NID=2366 and, if after the optional bidders conference, emailed to all those attending. The CAO may extend the RFQ submission date, if necessary, to allow responders adequate time to consider additional information and submit required data. 9. The RFQ process may be canceled in writing by the CAO prior to awards if the Contra Costa County Board of Supervisors determines that cancellation is in the best interest of the County. Attachment A 3/20/14 Page 16 of 45 Draft RFQ 10. With respect to this RFQ, the County reserves the right to reject any, some, or all responses. The County reserves the right to negotiate separately in any manner to serve the best interests of the County. All responses become property of the County, without obligation to any responder. 11. Responses will be judged on overall quality of content and responsiveness to the purpose and specifications of this RFQ. Responses should be without expensive artwork, unusual printing, or other materials not essential to the utility and clarity of the response. Evaluation criteria and weight factors are described below. 12. A Review Panel will evaluate all responses received. The panel will be composed of CAO staff, the County Reentry Coordinator, the 2 members of the CCP designated as representatives to the Steering Committee, a person with direct experience of incarceration and reentry into West Contra Costa County, staff person of a CBO performing reentry related services, and a member of the Community Advisory Board. On the basis of panel ratings recommendations, the Public Protection Committee will make recommendations to the Contra Costa County Board of Supervisors. Responders will be notified of this recommendation in writing. Award of a contract by the Board of Supervisors will constitute acceptance of a response. 13. Only responders submitting a response in accordance with RFQ #1403-059 may appeal the RFQ process. Appeals must be submitted in writing and should be addressed to Lara DeLaney, Senior Deputy County Administrator; County Administrator’s Office and received at 651 Pine Street, 10th Floor, Martinez, CA 94553, no later than 5:00 PM on May 1, 2014. Notification of a final decision on the appeal shall be made in writing to the responder. When submitting, an appellant must clearly state the action appealed, the harm to the appellant, and the action sought. Appeals shall be limited to the following grounds:  Failure of the County to follow the selection procedures and adhere to requirements specified in the RFQ or any addenda or amendments.  There has been a violation of conflict of interest as provided by California Government Code Section 87100 et seq.  A violation of State or Federal law.  Notification of a final decision on the appeal by the CAO shall be made in writing to the responder within five (5) days, and the decision of the CAO shall be final and not subject to further review. 14. Successful responders will be expected to promptly enter contract negotiation with the CAO. This may result in mutually agreed upon changes in plans or activities identified in the response. As a result of this negotiation, actual contract(s) may include other agreements and clarifications of activities, consistent with the intent of this RFQ. Attachment A 3/20/14 Page 17 of 45 Draft RFQ 15. Services will begin upon the signing of a contract according to a mutually agreed upon start-up schedule. The County is not liable for any cost incurred by the contractor prior to the effective date of any contract. 16. Selected contractor(s) will be responsible for all services offered in their response, whether or not contractor(s) perform them directly or through subcontractors in multiple agency collaboration. 17. The CAO will actively monitor service implementation and delivery and provide contract monitoring. Any material breach of contract requirements will constitute grounds for terminating the contract. 18. Contracts from this RFQ will be for the June 1, 2014 through June 30, 2015 period, with satisfactory performance as a condition of any future contract renewal. 19. All contracted parties must agree to implement the County's alcohol/drug abuse prevention/treatment policy and comply with related monitoring and evaluation procedures. Attachment A 3/20/14 Page 18 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS #1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER RESPONSE PREPARATION INSTRUCTIONS Attachment A 3/20/14 Page 19 of 45 Draft RFQ RESPONSE PREPARATION INSTRUCTIONS For the purposes of this RFQ, responses should address the following key concepts and goals: RESPONSE INSTRUCTIONS 1. Responses must be in the form of a package containing a complete response and all required supporting information and documents. 2. Each responder must submit one (1) original package and eight (8) complete copies with attachments included, unless otherwise noted on Respondent's Checklist. 3. Response materials are to be double-spaced on 8 1/2" x 11" paper (recycled preferred) with no less than 1" margins on all sides using an easy to read 12-point font. Total response should not exceed 20 pages excluding cover statement, table of contents, responder overview, budget, timeline, MOUs/letters of support, and required attachments. 4. Pages must be stapled together and numbered consecutively with each section identified by an appropriate Roman numeral. 5. Forms 1-3 (attached to this RFQ) are to be fully completed and attached in the order indicated on the Responder's Checklist. 6. All information in the response package must be presented in the following sequence. (This listing shall comprise the Response Table of Contents.) RESPONSE OUTLINE I. Cover Statement (Form #1) A. The Cover Statement with original signatures, in blue ink, of the responder's Authorized Representative attached to the original of the response must precede the narrative. Copies of the form must also serve as a cover page to the remaining eight (8) response copies submitted. II. Responder Overview A. Your organization’s history, years in operation, and number of years providing services described herein. B. Your organization’s primary areas of expertise and current core services. C. Your organization’s qualifications (including resources and capabilities) as they relate to the scope of services described herein. D. Proposed staffing for this project, including their roles on this project, their Attachment A 3/20/14 Page 20 of 45 Draft RFQ qualifications and their credentials (CVs or job descriptions may be included as an attachment that will not count against the page limit). III. Response Narrative (not to exceed 20 pages) A. Approach to the Scope of Work 1. Describe your approach to developing, opening, and operating the Center, including methods, activities, anticipated service array and structure, and phases of implementation. 2. Describe your plan to identify, prepare, and open the physical facilities. Describe the site’s anticipated hours of operation, geographic location, access to public transportation, parking, ADA compliance, and anticipated facilities use, including reception & waiting areas, individual and group service rooms, administrative areas, and records management. 3. Describe your approach to fostering collective impact among Partners, cultivating consistent practices and attitudes, and managing both administrative and programmatic operations involving multiple partners with diverse skill sets, responsibilities, values, and attitudes. 4. Describe your approach to supporting ongoing quality improvement among Partners and to advancing professional capacities and effective practices for local nonprofit/public stakeholders connected to the Center’s work. Include information on your systems of internal training, programmatic review and quality improvement, clinical design (including curriculum selection and fidelity procedures). B. Technical Expertise 1. Service-related expertise:  Discuss your expertise as it relates to developing and implementing programs to address risks and needs as they relate to the criminal-justice population, criminal justice systems and other systems of care, AB 109 Public Safety Realignment, and incarceration and reentry in Contra Costa County.  Describe your experience in developing and managing peer-based services, including mentoring or coaching programs.  Describe your experience in implementing start-up projects.  Describe your experience in operating multi-service centers. 2. Subject-specific expertise:  Discuss your expertise as it relates to cultural competency, evidence-based Attachment A 3/20/14 Page 21 of 45 Draft RFQ practices, trauma-informed care, and client-centered service approaches.  Describe your experience and expertise in meeting the needs of diverse sub- populations, including transitional age youth, women, parents, LGBTQ, Veterans, dually-diagnosed, and 290 status individuals.  Describe your experience in developing, operating, or participating in Jail to Community initiatives. 3. Partnership experience:  Describe your experience and capacity as they relate to developing and managing multi-sector partnerships, including co-located and integrated services to advance successful reentry for criminal-justice-involved populations.  Describe your experience and expertise in working with public agencies, particularly those that are central to this project, including the district attorney, public defender, Sheriff’s department, and behavioral health. 4. Data and information management:  Describe your experience and expertise with selecting, developing, and utilizing web-based data systems, including Record Management Systems (RMS), Case Management Systems, data warehouses, Constituent Relationship Management (CRM) and other data-base approaches and options. Include information related to intake procedures, data security issues and regulations, and information- sharing.  Discuss your expertise with various state and federal laws mandating varying levels of confidentiality. Include discussion of issues related to anonymized data, inter-agency MOUs regarding information access, sharing, use, and privacy. C. Experience with Similar Programs/Projects 1. Describe any similar past projects including the scope of the project, relevance, stakeholders, and a brief summary of the approach and services provided. If relevant, indicate any collaborative partners engaged to complete the project. In addition, indicate any challenges encountered and how they were addressed. IV. Proposed Budget & Budget Narrative (not to exceed 4 pages, including narrative) A. Estimate the cost for the program. Identify both one-time and ongoing costs. If you anticipate supporting the Center’s operations through additional funds (in-kind or hard- dollar), identify the sources and uses of those funds within the budget. Attachment A 3/20/14 Page 22 of 45 Draft RFQ B. If you anticipate using subcontractors or partners, explain the proposed scope and costs anticipated for their services; include MOUs to substantiate your plan. C. In your budget narrative, provide supporting detail to ensure clear understanding of funding uses, including administrative staff, start-up costs, contractors, and in-kind service providers. V. Timeline (no more than 2 pages) A. Provide a Gantt chart or similar structure to outline the project’s activities, phases, and milestones. For each identified action and task, the chart should show responsibilities (persons, organizations, agencies), dependencies (actions and tasks which must be completed before subsequent actions and tasks may be initiated or completed), and milestones (significant dates in the implementation process). VI. Memoranda of Understanding (no more than 10 MOUs) A. Provide MOUs or letters of support reflecting the interest, role, and potential commitments of key service partners, with particular attention to potential Partners. Attachment A 3/20/14 Page 23 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS #1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER RESPONSE REVIEW AND SELECTION Attachment A 3/20/14 Page 24 of 45 Draft RFQ RESPONSE REVIEW AND SELECTION All responses submitted in compliance with the RFQ requirements will be eligible for review and selection. Response Selection Methodology: A. CAO staff will review each response's adherence to RFQ specifications, including: 1. Response Cover Statement 2. Response Narrative 3. Agency Information (including required attachments) B. All responses deemed responsive will be referred to the RFQ Review Panel. 1. The panel will be composed of CAO staff, the County Reentry Coordinator, the 2 members of the CCP designated as representatives to the Steering Committee, a person with direct experience of incarceration and reentry into West Contra Costa County, staff person of a CBO performing reentry related services, and a member of the Community Advisory Board. 2. The Review Panel will review all qualified responses and evaluate and score all service elements utilizing the evaluation criteria outlined on page 27. C. The Public Protection Committee will make recommendations for contract awards to the Board of Supervisors after considering the recommendations of the Review Panel. Attachment A 3/20/14 Page 25 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS #1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER EVALUATION PROCESS/RATING SHEET Attachment A 3/20/14 Page 26 of 45 Draft RFQ RATING SHEET Program elements will be weighted as follows with a maximum score of 100: Program Elements and Possible Score I. Response Cover Statement - required but not weighted II. Responder Overview (0-10 points total) A. Relevancy of responder’s overall services/history (3 pts.) B. Responder’s qualifications as they relate to scope of work (3 pts.) C. Overall agency and specified staff with relevant experience and expertise (4 pts.) III. Approach to the Scope (0-40 points total) A. Approach to developing the Center (15 pts.) B. Approach to fostering collective impact (5 pts.) C. Approach to ongoing service quality (5 pts.) D. Plan to locate and open the facility (15 pts.) IV. Technical Expertise (0-30 points total) A. Service-related expertise (10 pts.) B. Subject-specific expertise (10 pts.) C. Partnership expertise (5 pts.) D. Data and information management expertise (5 pts.) V. Responder’s Experience with Similar Projects (0-10 points total) A. Relevance of responder's current or past experience and demonstrated ability of applicant to implement Plan VI. Cost Estimate (0-10 points total) A. Project costs are reasonable. Cost explanations are clear and demonstrate roles of proposed staffing. Total: 100 pts. Attachment A 3/20/14 Page 27 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS # 1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER REQUIRED ATTACHMENTS AND RESPONDER CHECKLIST Attachment A 3/20/14 Page 28 of 45 Draft RFQ REQUIRED ATTACHMENTS AND RESPONDER CHECKLIST Each respondent must submit a response in the following order with documents as described (unless otherwise noted). Duplicate enclosed forms as necessary.  A. Response Cover Statement (Form #1) attached as cover to each response  B. Table of Contents  C. Response Narrative  D. Curriculum Vitae/Resumes of key staff  E. Responder's Statement of Qualifications (Form #2) completed and signed by an Authorized Representative such as the Executive Director. (Form #2 with original signatures must accompany original response.)  F. Responder's Contracts and Grants (Form #3) completed and signed by an Authorized Representative such as the Executive Director. (Form #3 with original signatures must accompany original response.)  G. Responders Conference RSVP Attachment A 3/20/14 Page 29 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS #1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER FORM #1 RESPONSE COVER STATEMENT Attachment A 3/20/14 Page 30 of 45 Draft RFQ FORM #1: RESPONSE COVER STATEMENT IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER Responder Business Address Phone: Email: Year Founded: Contact Person & Title: 501(c)3 Yes No Exemption Expiration Date Other (explain): Federal Employer Number List Collaborative Partners, if applicable: We submit the attached response and attachments in response to Contra Costa County’s Request for Qualifications #1403-059 and declare that: If the Board of Supervisors of Contra Costa County accepts this response, we will enter into a standard contract with Contra Costa County to provide all work specified herein as proposed or in accordance with modifications required by Contra Costa County. Funds obtained through this contract will not be used for other programs operated by the responder/contractor unless stipulated within the response and accepted by the County. Authorized representatives: (two signatures required) Name & Title: Signature: Date: Executive Director (or equivalent) Name & Title: Signature: Date: Board President (or equivalent) This form must accompany the response package when submitted and should be attached to each copy. Only one copy with original signatures is required. Attachment A 3/20/14 Page 31 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS #1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER FORM #2 RESPONDER’S STATEMENT OF QUALIFICATIONS Attachment A 3/20/14 Page 32 of 45 Draft RFQ FORM #2: RESPONDER'S STATEMENT OF QUALIFICATIONS 1. List any licenses or certifications held by the responder, with expiration dates. 2. Financials and Fiscal Management A. Who administers your fiscal system? Name: Phone: Title: Work Schedule: B. What CPA firm maintains or reviews your financial records and annual audit, if applicable? Name: Phone: Email: Address: 3. Business Identity A. Number of years responder operated under the present business name. B. List related prior business names, if any, and timeframe for each. 4. Number of years providing services described in this response or related services 5. Has responder failed or refused to complete any contract? Yes No If yes, briefly explain: 6. Is there any past, present, or pending litigation in connection with contracts for services involving the responder or any principal officer of the agency? Yes No If yes, briefly explain: Attachment A 3/20/14 Page 33 of 45 Draft RFQ FORM #2, CONTINUED 7. Does responder have a controlling interest in any other firm(s)? Yes No If yes, please list: 8. Does responder have commitments or potential commitments that may impact assets, lines of credit or otherwise affect agency's ability to fulfill this RFQ? Yes No If yes, please explain: Responder attests, under penalty of perjury, that all information provided herein is complete and accurate. Responder agrees to provide to County other information the County may request as necessary for an accurate determination of responder's qualifications to perform proposed services. _____________________________________________________ ______________ Name and Title Date (Executive Director or equivalent) _____________________________________________________ ______________ Name and Title Date (Board President or equivalent) Note: When more than one agency will collaborate in providing services(s), each agency involved must complete this form. Attachment A 3/20/14 Page 34 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS #1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER FORM #3 CONTRACTS AND GRANTS Attachment A 3/20/14 Page 35 of 45 Draft RFQ FORM #3: CONTRACTS AND GRANTS 1. List current contracts and subcontracts including government contracts and/or grants: A. Contact Name & Phone for Contractor/Grantor B. Services Provided C. Contract Dates 2. List key contracts/grants completed in the last five years, including government contracts/grants: Responder agrees to allow County to contact contractors for information relative to responder's performance. (Sign below) _____________________________________________________ ______________ Name and Title Date (Executive Director or equivalent) _____________________________________________________ ______________ Name and Title Date (Board President or equivalent Note: When more than one agency will collaborate in providing services(s), each agency involved must complete this form. Attachment A 3/20/14 Page 36 of 45 Draft RFQ RESPONDERS CONFERENCE RSVP FORM To: Lara DeLaney, Senior Deputy County Administrator County Administrator’s Office Attention: RFQ #1403-059 Lara.delaney@cao.cccounty.us Re: Attendance at Responders Conference for RFQ #1403-059 I/We plan to participate in the Responders Conference: Name(s): Organization: Email: Phone: Please return the completed form to the above email address by 5:00 pm, Wednesday, April 2, 2014. Attachment A 3/20/14 Page 37 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS #1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER County Contract Requirements Attachment A 3/20/14 Page 38 of 45 Draft RFQ COUNTY CONTRACT REQUIREMENTS Upon acceptance of a response and award of a contract by the Board of Supervisors, the successful responder will enter into a standard County contract that specifies: 1. Parties to the Contract 2. Effective Dates 3. Legal Authority 4. Signatories to the Contract 5. Service Specifications and Provisions for Reporting, Monitoring, and Evaluation 6. Fiscal Provisions A. Method of payment to contractor. Either a fee-for-services contract or a cost reimbursement contract may be negotiated with responder at County's option. B. Program budget segregated into personnel and operating costs, indirect costs and revenue (if any) to allow determination of reasonableness and allocability of line items. C. Provisions for audit. 7. General Conditions Contractors must comply with standard County Contract General Conditions, included below. 8. Special Conditions, as required. Contractors may have to satisfy additional insurance requirements prior to contract effective date. No contractor will be reimbursed for service until insurance requirements are met. Attachment A 3/20/14 Page 39 of 45 Draft RFQ REQUEST FOR QUALIFICATIONS #1403-059 IMPLEMENTATION OF A WEST COUNTY REENTRY RESOURCE CENTER Contract General Conditions Attachment A 3/20/14 Page 40 of 45 Draft RFQ GENERAL CONDITIONS 1. Compliance with Law. Contractor shall be subject to and comply with all applicable federal, state and local laws and regulations with respect to its performance under this Contract, including but not limited to, licensing, employment and purchasing practices; and wages, hours and conditions of employment, including nondiscrimination. 2. Inspection. Contractor's performance, place of business and records pertaining to this Contract are subject to monitoring, inspection, review and audit by authorized representatives of the County, the State of California, and the United States Government. 3. Records. Contractor shall keep and make available for inspection and copying by authorized representatives of the County, the State of California, and the United States Government, the Contractor's regular business records and such additional records pertaining to this Contract as may be required by the County. 4. Retention of Records. Contractor shall retain all documents pertaining to this Contract for five years from the date of submission of Contractor's final payment demand or final Cost Report; for any further period that is required by law; and until all federal/state audits are complete and exceptions resolved for this contract's funding period. Upon request, Contractor shall make these records available to authorized representatives of the County, the State of California, and the United States Government. A. Access to Books and Records of Contractor, Subcontractor. Pursuant to Section 1861(v)(1) of the Social Security Act, and any regulations promulgated thereunder, Contractor shall, upon written request and until the expiration of four years after the furnishing of services pursuant to this Contract, make available to the County, the Secretary of Health and Human Services, or the Comptroller General, or any of their duly authorized representatives, this Contract and books, documents, and records of Contractor necessary to certify the nature and extent of all costs and charges hereunder. Further, if Contractor carries out any of the duties of this Contract through a subcontract with a value or cost of $10,000 or more over a twelve-month period, such subcontract shall contain a clause to the effect that upon written request and until the expiration of four years after the furnishing of services pursuant to such subcontract, the subcontractor shall make available to the County, the Secretary, the Comptroller General, or any of their duly authorized representatives, the subcontract and books, documents, and records of the subcontractor necessary to verify the nature and extent of all costs and charges thereunder. This special condition is in addition to any and all other terms regarding the maintenance or retention of records under this Contract and is binding on the heirs, successors, assigns and representatives of Contractor. B. Reporting Requirements. Pursuant to Government Code Section 7550, Contractor shall include in all documents or written reports completed and submitted to County in accordance with this Contract, a separate section listing the numbers and dollar amounts Attachment A 3/20/14 Page 41 of 45 Draft RFQ of all contracts and subcontracts relating to the preparation of each such document or written report. This section shall apply only if the payment limit under this Contract exceeds $5,000. 5. Termination and Cancellation A. Written Notice. This Contract may be terminated by either party, in its sole discretion, upon thirty-day advance written notice thereof to the other, and may be cancelled immediately by written mutual consent. B. Failure to Perform. County, upon written notice to Contractor, may immediately terminate this Contract should Contractor fail to perform properly any of its obligations hereunder. In the event of such termination, County may proceed with the work in any reasonable manner it chooses. The cost to County of completing Contractor's performance shall be deducted from any sum due Contractor under this Contract, without prejudice to County's rights to recover damages. C. Cessation of Funding. Notwithstanding Paragraph 5.a. above, in the event that federal, state, or other non-County funding for this Contract ceases, this Contract is terminated without notice. 6. Entire Agreement. This Contract contains all the terms and conditions agreed upon by the parties. Except as expressly provided herein, no other understanding, oral or otherwise, regarding the subject matter of this Contract shall be deemed to exist or to bind any of the parties hereto. 7. Further Specifications for Operating Procedures. Detailed specifications of operating procedures and budgets required by this Contract, including but not limited to, monitoring, evaluating, auditing, billing, or regulatory changes, may be developed and set forth in a written Informal Agreement between Contractor and County. Informal Agreements shall be designated as such and shall not be amendments to this Contract except to the extent that they further detail or clarify that which is already required hereunder. Informal Agreements may not enlarge in any manner the scope of this Contract, including any sums of money to be paid Contractor as provided herein. Informal Agreements may be approved and signed by the head of the county department for which this Contract is made or its designee. 8. Modifications and Amendments. A. General Amendments. This Contract may be modified or amended by a written document executed by Contractor and the Contra Costa County Board of Supervisors or, after Board approval, by its designee, subject to any required state or federal approval. B. Administrative Amendments. Subject to the Payment Limit, the Payment Provisions and the Service Plan may be amended by a written administrative amendment executed by Contractor and the County Administrator (or designee), subject to any required state or federal approval, provided that such administrative amendment may not materially change the Payment Provisions or the Service Plan. 9. Disagreements between County and Contractor concerning the meaning, requirements, or performance of this Contract shall be subject to final written determination by the head of the county department for which this Contract is made, or his designee, or in accordance Attachment A 3/20/14 Page 42 of 45 Draft RFQ with the applicable procedures (if any) required by the state or federal government. 10. Choice of Law and Personal Jurisdiction. A. This Contract is made in Contra Costa County and shall be governed and construed in accordance with the laws of the State of California. B. Any action relating to this Contract shall be instituted and prosecuted in the courts of Contra Costa County, State of California 11. Conformance with Federal and State Regulations and Laws. Should federal or state regulations or laws touching upon the subject of this Contract be adopted or revised during the term hereof, this Contract shall be deemed amended to assure conformance with such federal or state requirements. 12. No Waiver by County. Subject to Paragraph 9. (Disputes) of these General Conditions, inspections or approvals, or statements by any officer, agent or employee of County indicating Contractor's performance or any part thereof complies with the requirements of this Contract, or acceptance of the whole or any part of said performance, or payments therefore, or any combination of these acts, shall not relieve Contractor's obligation to fulfill this Contract as prescribed; nor shall the County be thereby estopped from bringing any action for damages or enforcement arising from any failure to comply with any of the terms and conditions of this Contract. 13. Subcontract and Assignment. This Contract binds the heirs, successors, assigns and representatives of Contractor. Prior written consent of the County Administrator or his designee, subject to any required state or federal approval, is required before the Contractor may enter into subcontracts for any work contemplated under this Contract, or before the Contractor may assign this Contract or monies due or to become due, by operation of law or otherwise. 14. Independent Contractor Status. This Contract is by and between two independent contractors and is not intended to and shall not be construed to create the relationship between the parties of agent, servant, employee, partnership, joint venture or association. 15. Conflicts of Interest. Contractor, its officers, partners, associates, agents, and employees, shall not make, participate in making, or in any way attempt to use the position afforded them by this Contract to influence any governmental decision in which they know or have reason to know they have a financial interest under California Government Code Sections 87100, et seq., or otherwise. 16. Confidentiality. Contractor agrees to comply and to require its officers, partners, associates, agents and employees to comply with all applicable state or federal statutes or regulations respecting confidentiality, including but not limited to, the identity of persons served under this Contract, their records, or services provided them, and assures that: A. All applications and records concerning any individual made or kept by Contractor or any public officer or agency in connection with the administration of or relating to services provided under this Contract will be confidential, and will not be open to examination for any purpose not directly connected with the administration of such service. Attachment A 3/20/14 Page 43 of 45 Draft RFQ B. No person will publish or disclose or permit or cause to be published or disclosed, any list of persons receiving services, except as may be required in the administration of such service. Contractor agrees to inform all employees, agents and partners of the above provisions, and that any person knowingly and intentionally disclosing such information other than as authorized by law may be guilty of a misdemeanor. 17. Nondiscriminatory Services. Contractor agrees that all goods and services under this Contract shall be available to all qualified persons regardless of age, sex, race, religion, color, national origin, ethnic background, disability, or sexual orientation, and that none shall be used, in whole or in part, for religious worship or instruction. 18. Indemnification. Contractor shall defend, indemnify, save, and hold harmless County and its officers and employees from any and all claims, costs and liability for any damages, sickness, death, or injury to person(s) or property, including without limitation all consequential damages, from any cause whatsoever arising directly or indirectly from or connected with the operations or services of Contractor or its agents, servants, employees or subcontractors hereunder, save and except claims or litigation arising through the sole negligence or sole willful misconduct of County or its officers or employees. Contractor will reimburse County for any expenditure, including reasonable attorneys' fees, County may make by reason of the matters that are the subject of this indemnification, and, if requested by County, will defend any claims or litigation to which this indemnification provision applies at the sole cost and expense of Contractor. 19. Insurance. During the entire term of this Contract and any extension or modification thereof, Contractor shall keep in effect insurance policies meeting the following insurance requirements unless otherwise expressed in the Special Conditions: A. Liability Insurance. For all contracts where the total payment limit of the contract is $500,000 or less, Contractor shall provide comprehensive liability insurance, including coverage for owned and non-owned automobiles, with a minimum combined single limit coverage of $500,000 for all damages, including consequential damages, due to bodily injury, sickness or disease, or death to any person or damage to or destruction of property, including the loss of use thereof, arising from each occurrence. Such insurance shall be endorsed to include County and its officers and employees as additional insureds as to all services performed by Contractor under this agreement. Said policies shall constitute primary insurance as to County, the state and federal governments, and their officers, agents, and employees, so that other insurance policies held by them or their self-insurance program(s) shall not be required to contribute to any loss covered under Contractor's insurance policy or policies. For all contracts where the total payment limit is above $500,000, the aforementioned insurance coverage to be provided by Contractor shall have a minimum combined single limit coverage of $1,000,000, and Contractor shall be required to provide County with a copy of the endorsement making the County an additional insured on all general liability, worker’s compensation, and, if applicable, all professional liability insurance policies as required herein no later than the effective date of this Contract. B. Workers' Compensation. Contractor shall provide workers' compensation insurance coverage for its employees. Attachment A 3/20/14 Page 44 of 45 Draft RFQ C. Certificate of Insurance. The Contractor shall provide the County with (a) certificate(s) of insurance evidencing liability and worker's compensation insurance as required herein no later than the effective date of this Contract. If the Contractor should renew the insurance policy(ies) or acquire either a new insurance policy(ies) or amend the coverage afforded through an endorsement to the policy at any time during the term of this Contract, then Contractor shall provide (a) current certificate(s) of insurance. D. Additional Insurance Provisions. The insurance policies provided by Contractor shall include a provision for thirty (30) days' written notice to County before cancellation or material change of the above specified coverage. 20. All notices provided for by this Contract shall be in writing and may be delivered by deposit in the United States mail, postage prepaid. Notices to County shall be addressed to the head of the county department for which this Contract is made. Notices to Contractor shall be addressed to the Contractor's address designated herein. The effective date of notice shall be the date of deposit in the mails or of other delivery, except that the effective date of notice to County shall be the date of receipt by the head of the county department for which this Contract is made. 21. Primacy of General Conditions. Except for Special Conditions that expressly supersede General Conditions, the Special Conditions (if any) and Service Plan do not limit any term of the General Conditions. 22. Nonrenewal. Contractor understands and agrees that there is no representation, implication, or understanding that the services provided by Contractor under this Contract will be purchased by County under a new contract following expiration or termination of this Contract, and waives all rights or claims to notice or hearing respecting any failure to continue purchasing all or any such services from Contractor. 23. Possessory Interest. If this Contract results in Contractor having possession of, claim or right to the possession of land or improvements, but does not vest ownership of the land or improvements in the same person, or if this Contract results in the placement of taxable improvements on tax exempt land (Revenue & Taxation Code Section 107), such interest or improvements may represent a possessory interest subject to property tax, and Contractor may be subject to the payment of property taxes levied on such interest. Contractor agrees that this provision complies with the notice requirements of Revenue & Taxation Code Section 107.6, and waives all rights to further notice or to damages under that or an y comparable statute. 24. No Third-Party Beneficiaries. Notwithstanding mutual recognition that services under this Contract may provide some aid or assistance to members of the County's population, it is not the intention of either County or Contractor that such individuals occupy the position of intended third-party beneficiaries of the obligations assumed by either party to this Contract. 25. Copyrights and Rights in Data. Contractor shall not publish or transfer any materials produced or resulting from activities supported by this agreement without the express written consent of the County Administrator. If any material is subject to copyright, County reserves the right to copyright, and Contractor agrees not to copyright, such material. If the material is copyrighted, County reserves a royalty-free, nonexclusive, and irrevocable Attachment A 3/20/14 Page 45 of 45 Draft RFQ license to reproduce, publish, and use such materials, in whole or in part, and to authorize others to do so. 26. Endorsements. Contractor shall not in its capacity as a contractor with Contra Costa County publicly endorse or oppose the use of any particular brand name or commercial product without the prior approval of the Board of Supervisors. In its County contractor capacity, Contractor shall not publicly attribute qualities or lack of qualities to a particular brand name or commercial product in the absence of a well-established and widely accepted scientific basis for such claims or without the prior approval of the Board of Supervisors. In its County contractor capacity, Contractor shall not participate or appear in any commercially produced advertisements designed to promote a particular brand name or commercial product, even if Contractor is not publicly endorsing a product, as long as the Contractor's presence in the advertisement can reasonably be interpreted as an endorsement of the product by or on behalf of Contra Costa County. Notwithstanding the foregoing, Contractor may express its views on products to other contractors, the Board of Supervisors, County officers, or others who may be authorized by the Board of Supervisors or by law to receive such views. 27. Required Audit. (A) If Contractor is funded by $500,000 or more in federal grant funds in any fiscal year ending after December 31, 2003 from any source, Contractor shall provide to County at Contractor's expense an audit conforming to the requirements set forth in the most current version of Office of Management and Budget Circular A-133. (B) If Contractor is funded by less than $500,000 in federal grant funds in any fiscal year ending after December 31, 2003 from any source, but such grant imposes specific audit requirements; Contractor shall provide to County an audit conforming to those requirements. (C) If Contractor is funded by less than $500,000 in federal grant funds in any fiscal year ending after December 31, 2003 from any source, Contractor is exempt from federal audit requirements for that year, however, Contractor's records must be available for and an audit may be required by, appropriate officials of the federal awarding agency, the General Accounting Office (GAO), the pass-through entity and/or the County. If any such audit is required, Contractor shall provide County with such audit. With respect to the audits specified in (A), (B) and (C) above, Contractor is solely responsible for arranging for the conduct of the audit, and for its cost. County may withhold the estimated cost of the audit or 10 percent of the contract amount, whichever is larger, or the final payment, from Contractor until County receives the audit from Contractor. 28. Authorization. Contractor, or the representative(s) signing this Contract on behalf of Contractor, represents and warrants that it has full power and authority to enter into this Contract and perform the obligations herein. Attachment A PUBLIC PROTECTION COMMITTEE 7. Meeting Date:03/24/2014   Submitted For: PUBLIC PROTECTION COMMITTEE,  Department:County Administrator Referral No.: N/A   Referral Name: RFQ Process for the Implementation of the Plan for the Central and East County Networked System of Services  Presenter: Lara DeLaney, (925) 335-1097 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 in the amount of $120,000 ($40k per region). The proposal that was recommended for funding to the Board of Supervisors for the planning of an East and Central County network of services was provided by “Emerald HPC International, LLC (Emerald HPC).” A contract was awarded by the Board of Supervisors to Emerald HPC on May 21, 2013 in the amount of $80,000. The CAO’s office developed a contract with Emerald HPC, which was executed mid-June 2013. Emerald HPC conducted their extensive planning process on budget, on schedule and submitted the proposed plan to the County Administrator’s Office on January 27, 2014. The complete plan is available on the County’s website at:  http://www.contracosta.ca.gov/index.aspx?nid=2366 The Community Corrections Partnership (CCP) at its February 21, 2014 meeting recommended that the Public Protection Committee approve the Plan except with respect to its recommendation to “sole source” the contracts for service provision. Subsequent to its submittal to the CCP, Emerald HPC revised the Plan to include an “Affiliation Disclosure” statement and to amend the proposed Budget to remove the funding for “Mentor-Navigator Supervision, to accommodate a countywide proposal for Mentor/navigator supervision. Referral Update: The Community Corrections Partnership (CCP) at its February 21, 2014 meeting recommended that the Public Protection Committee approve the Plan except with respect to its recommendation to “sole source” the contracts for service provision. Subsequent to its submittal to the CCP, Emerald HPC revised the Plan to include an “Affiliation Disclosure” statement and to amend the proposed Budget to remove the funding for “Mentor-Navigator Supervision, to accommodate a countywide proposal for Mentor/navigator supervision. Recommendation(s)/Next Step(s): ACCEPT the plan for issuance of Request for Qualifications (RFQs) for the Implementation of the Plan for the Central and East County Networked System of Services. 1. PROVIDE direction to staff on the RFQ process, timeline and contents of the RFQs as needed.  2. AUTHORIZE the issuance of RFQs to implement the Proposed Plan for an East &Central Networked System of Services for Returning Citizens. 3. Attachments Staff Report Attachment A - AB109 Networked System of Services Implementation Budget County of Contra Costa OFFICE OF THE COUNTY ADMINISTRATOR MEMORANDUM DATE: March 24, 2014 TO: PUBLIC PROTECTION COMMITTEE FROM: LARA DeLANEY, Senior Deputy County Administrator SUBJECT: Agenda Item No. 7: RFQ Process for the Implementation of the Plan for the Central and East County Networked System of Services ______________________________________________________________________________ RECOMMENDATION: 1. ACCEPT the plan for issuance of Request for Qualifications (RFQs) for the Implementation of the Plan for the Central and East County Networked System of Services. 2. PROVIDE direction to staff on the RFQ process, timeline and contents of the RFQs as needed. 3. AUTHORIZE the issuance of RFQs to implement the Proposed Plan for an East &Central Networked System of Services for Returning Citizens. BACKGROUND: As directed by the Public Protection Committee at their March 8, 2013 meeting, a Request for Proposals (RFPs) for the AB 109 Community Programs was issued on March 15, 2013 for the following: Planning for Reentry Resource Centers in the amount of $120,000 ($40k per region). The proposal that was recommended for funding to the Board of Supervisors for the planning of an East and Central County network of services was provided by “Emerald HPC International, LLC (Emerald HPC).” A contract was awarded by the Board of Supervisors to Emerald HPC on May 21, 2013 in the amount of $80,000. The CAO’s office developed a contract with Emerald HPC, which was executed mid-June 2013. Emerald HPC conducted their extensive planning process on budget, on schedule and submitted the proposed plan to the County Administrator’s Office on January 27, 2014. The complete plan is available on the County’s website at: http://www.contracosta.ca.gov/index.aspx?nid=2366 The Community Corrections Partnership (CCP) at its February 21, 2014 meeting recommended that the Public Protection Committee approve the Plan except with respect to its recommendation to “sole source” the contracts for service provision. Subsequent to its submittal to the CCP, Emerald HPC revised the Plan to include an “Affiliation Disclosure” statement and to amend the proposed Budget to remove the funding for “Mentor-Navigator Supervision, to accommodate a countywide proposal for Mentor/navigator supervision. Public Protection Committee – Mar. 24, 2014 Meeting March 20, 2014 Agenda Item No. Page 3 Implementation of the plan, as proposed by the CCP, will require the issuance by the County Administrator’s Office of Request for Qualifications (RFQs) to identify contractors to provide network management and reentry related services identified in the plan. PROPOSED RFQ PROCESS The Plan prepared by Emerald HPC contemplates the availability of up to $800,000 for implementation of the Plan from funding allocated in the FY 13-14 AB 109 Public Safety Realignment Budget for this purpose. There is also $800,000 included for implementation of the Plan in the proposed FY 14-15 Budget ($400,000 per region). The Plan includes a budget for both fiscal years in Appendix I. (See Attachment A.) The Plan Budget allocates $361,600 in FY 13-14 for “Management and Administration” of the Networks by 1.0 FTE Network Manager, 3.0 Field Operations Coordinators, 1.0 FTE Administrative Assistant, and 1.0 Database Administrator. These are proposed to be contracted positions, and the Network Manager position would be supervised by the Chief Probation Officer or his designee. The Network Manager would supervise the Field Operations Coordinators. The Database Administrator contractor position would work in collaboration with the Behavioral Health Division Homeless Program on the development of the ServicePoint system for use by the network service providers. The Plan Budget allocates $275,342 in FY 13-14 funds for the provision of “Network Services,” which include housing, transitional employment, leadership and entrepreneurialism programs, women’s services, pre-release education and employment preparation, and training/certification and job placement services. The Plan Budget also allocates $5,000 for training for AB 109 police officers and volunteers, and $18,000 for implementation support from the Plan developers, Emerald HPC. Finally, the Plan Budget includes a reserve to support implementation of the Networks in the amount of $140,058, which could be used for unexpected costs related to project development, administration, training, or other related expenses. Due to time constraints, Draft Requests for Qualifications (RFQs) are not available at this time, although they are in development. Staff proposes that three RFQs be issued that make available the funding identified in the Plan: one for “Network Management and Administration,” another for “Network Services,” and one for “Training.” (If the Plan is approved as submitted, the existing contract with Emerald HPC would be amended to extend the term through June 30, 2014 and increase the payment limit by $18,000 for implementation support services.) In order to begin implementation of the proposed Plan, and to ensure that funds allocated in the FY 13-14 AB 109 Public Safety Realignment Budget for implementation are utilized, an aggressive timeline for the RFQ process must be adhered to. The consolidation of the Management and Administrative Services contractor positions into one RFQ and the consolidation of the Network Services into another RFQ will not only be more time efficient, but it will facilitate collaboration among community based organizations. The proposed Timeline for the RFQ process follows the timeline proposed for the West County Center RFQ. It anticipates an RFQ process that takes approximately 2 months to complete, so that contracts are issued June 1, 2014. Public Protection Committee – Mar. 24, 2014 Meeting March 20, 2014 Agenda Item No. Page 4 Proposed Timeline for RFQ Process:    Implementation of Networks of Service for East & Central County    Event 2 month process    RFQ plan & Timeline to PPC March 24, 2014    RFQs Issued April 1, 2014 Tuesday  Responders Conference April 3, 2014 Thursday, 2:00 to 3:00 p.m. via conference call  Written Questions Due from responders April 10, 2014 Thursday  Addendum Issued April 14, 2014 Monday  Responses Due April 21, 2014 3 weeks  Evaluation Period April 23‐25    Results Letter Issued April 28, 2014    Appeal Period April 28‐May 1, 2014    CCP Reviews Results May 2, 2014    Public Protection Reviews Results Special Meeting May meeting cancelled due to Memorial Day holiday  Board Award Date May 13, 2014 Only available date in May after May 6 meeting  Contracts Start Date June 1, 2014    RFQ Review Panel The recommended composition of a 7-member review panel is: • CAO staff, • a County Reentry Coordinator from a neighboring jurisdiction • Chief Probation Officer or his designee, • a person with direct experience of incarceration and reentry into Central or East Contra Costa County, • a representative of Emerald HPC, and • 2 staff persons from CBOs performing reentry related services in neighboring counties. Attachments Attachment A – Implementation Budget included in East and Central County Plan Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     AB-­‐109  Networked  System  of  Services     East  and  Central  Contra  Costa  County   Appendix  I.  A.  Implementation  Budget         Categories  and   Budget  Items   2013-­‐14   Amount   Comments  2014-­‐15   Funding   Recs   Management   and  Admin         Network   Manager   $90,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $22,500   Pittsburg  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Concord  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Antioch  Field   Operations  Cord   $70,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $17,500   Administrative   Assistant   $50,000  1  FTE  Contracted  April  1,  2014  –March  30,  2015  and   recommendation  for  remainder  of  2014-­‐15   $12,500   Database   Administrator   $10,400  .5  FTE  Contracted  April  1  –  June  30,  2014  and   recommended  1  FTE  Contracted  July  1,  2014  –March   30,  2015   $83,200   Field  Operations   Cellular  Costs     $1,200  April  1  –  June  30,  2014:  Cellular  service  for  3  Field   Operations  Coordinators  and  recommended  2014-­‐15   $3,600   Network   Services           Brighter   Beginnings   $43,202  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $123,180   John  F.  Kennedy   University   $14,126  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $52,130   Goodwill   Industries   $45,360  April  1  –  June  30,  2014:  then  based  on  proven   capacity  and  expanded  role  within  network,   recommend  14/15  budget  increase  to  provide   transitional  employment  services  to  East     Goodwill   will   submit  a   budget   Reach   Fellowship   $70,000  April  1,  2014  –  March  30,  2015  and  recommended   2014-­‐15   $107,360   Men  and  Women   of  Purpose   $40,000  April  1  –  June  30,  2014  and  recommended  2014-­‐15  $80,000   Prepare  My   Sheep   $32,654  April  1  –  December  31,  2014  and  recommended   January  1,  2015    -­‐  June  30,  2015   $32,654   Dream  Center  $30,000  April  1  –  June  30,  2014  and  recommended  January  1,   2015    -­‐  June  30,  2015   $85,000   Regnum  Group  $0  April  1  –  June  30,  2014:  Recommend  awarding  one  -­‐ time  grant  to  increase  the  number  of  available  AB-­‐109   housing  units  in  Antioch  for  men  and  women   $174,000   Training  $5,000  1  Training  for  Police:  April  1  –  June  30,  2014  and  4   Trainings  for  Volunteers  recommended  2014-­‐15   $30,000   Emerald  HPC   International     $18,000  April  1  –  June  30,  2014:  Stabilize  transition  to  full   implementation  with  training  of  Network   Management  Team   $0   Reserve  $140,  058  April  1  –  June  30,  2014:  To  be  used  at  the  discretion  of   the  Network  Manager  for  Implementation     Total  $800,000    $858,624       Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved       AB-­‐109  Networked  System  of  Services     East  and  Central  Contra  Costa  County   Appendix  I.  B.  Implementation  Budget  Narrative           The following describes the 2013-14 Budget plan for the $800,000 in funds allocated to East and Central for Networked System of Services implementation, with recommendations for 2014-15 where applicable. A. Management $361,600 for 2013-14 The Networked System of Services requires a comprehensive and cohesive management structure. We recommend that these roles be contracted for the first full year of implementation and that the Probation Chief and CCP make decisions to continue or replace persons in these roles before making them permanent positions. 1. Network Manager $90,000 Provides for full time contracted position reporting to Probation, for the period: April 1, 2014 –March 30, 2015. See page 40 of Proposed Plan for job description. * 2014-15 Recommended Funding: $22,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 2. Pittsburg Field Operations Coordinator $70,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 41 of Proposed Plan for job description. * 2014-15 Recommended Funding: $17,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 3. Concord Field Operations Coordinator $70,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 41 of Proposed Plan for job description. * 2014-15 Recommended Funding: $17,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 4. Antioch Field Operations Coordinator $70,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 41 of Proposed Plan for job description. * 2014-15 Recommended Funding: $17,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     5. Administrative Assistant $50,000 Provides for full time contracted position reporting to Network Manager, for the period: April 1, 2014 – March 30, 2015. See page 42 of Proposed Plan for job description. * 2014-15 Recommended Funding: $12,500 To provide for remainder of the fiscal year for full time contracted position, for the period: April 1, 2015 –June 30, 2015 6. Database Administrator $10,400 Provides for 50% time contracted position reporting to Network Manager, for the period: April 1, 2014 – June 30, 2014. See page 43 of Proposed Plan for job description. * 2014-15 Recommended Funding: $83,200 To provide for full time contracted position, for the period: July 1, 2014 –March 30, 2015 7. Field Operations: Cellular Costs $1,200 Provides for cellular service for 3 Field Operations Coordinators, for the period: April 1 – June 30, 2014 * 2014-15 Recommended Funding: $3,600 To provide for cellular service for 3 Field Operations Coordinators, for the period: July 1, 2014 –June 30, 2015 B. Network Services $275,342 for 2013-14 The Networked System of Services requires partnering with multiple sites and service providers in East and Central Contra Costa. We recommend funding for these collaborative partnerships that will provide multiple entry points and varied opportunities for engagement and access for returning citizens. 1. Brighter Beginnings $43,202 Provides for a portion of staff and operating costs related to the Leadership and Entrepreneurialism partnership with JFK University for the period: April 1, 2014 –June 30, 2014. See page 33 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $123,180 To provide for all staff and operating costs related to the Leadership and Entrepreneurialism partnership with JFK University, for the period: July 1, 2014 –June 30, 2015. 2. John F. Kennedy University $14,126 Provides for scholarships for returning citizens and for program co-facilitator and adjunct faculty related to the Leadership and Entrepreneurialism partnership with Brighter Beginnings for the period: April 1, 2014 – June 30, 2014. See page 33 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding $52,130 Provides for scholarships for returning citizens and for program co-facilitator and adjunct faculty related to the Leadership and Entrepreneurialism partnership with JFK University, for the period: July 1, 2014 –June 30, 2015. 3. Mentor Navigator Supervision - RFP Deleted Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     4. Goodwill Industries $45,360 Provides for designated staff time for the development of transitional employment opportunities in East County for the long-term, while providing immediate transitional employment in East County for the period: April 1, 2014 –June 30, 2014. See page 31 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding Goodwill will submit budget for 2014-15 Based on proven capacity and expanded role within Network, recommend 2014-15 funding to provide transitional employment services to East Contra Costa. 5. Reach Fellowship $70,000 Provides for staffing, operations, equipment, training, and administrative support for comprehensive women’s services for East and Central Contra Costa for the period: April 1, 2014 –March 30, 2015. See pages 35 and 32 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $107,360 To provide for remainder of the fiscal year for continued staffing, operations, equipment, training, and administrative support and provide additional full time position to support comprehensive women’s services for East and Central Contra Costa for the period: July 1, 2014 –June 30, 2015. 6. Men and Women of Purpose $40,000 Provides for a redistribution of staff resources to accommodate the organization’s new and expanded role in pre release Education/Employment preparation: April 1, 2014 –June 30, 2014. See page 32 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $80,000 To create an additional position to serve as point person for the Education/Employment Team and to cover additional operating expenses relating to pre and post release activity with the Network Education/Employment Team and with Reach Fellowship for the period: July 1, 2014 –June 30, 2015. 7. Prepare My Sheep $32,654 Provides designated trainers, materials, equipment, and operating expenses for the training, certification, and job placement of two cohorts of 12 returning citizens each: April 1, 2014 –December 31, 2014. See page 34 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $32,654 To provide for remainder of the fiscal year for the training, certification, and job placement of two additional cohorts of 12 returning citizens each for the period: January 1, 2015 –June 30, 2015. 8. Dream Center $30,000 Provides for an initial supervisory staff position to work directly with Goodwill Industries, County Probation, and Brighter Beginnings to identify the first cohort of residents at the Dream Center for the period: April 1, 2014 –June 30, 2014. See page 27 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $85,000 To provide for two additional residential staff members and housing costs for 50 AB109 residents at $500 per resident to cover all housing and food expenses for a minimum of one calendar year. 9. Regnum Group $0 * 2014-15 Recommended Funding: $174,000 Provides for the cost of completing renovation and making available AB-109 housing for 50 men and 25 women for the period: July 1, 2014 –June 30, 2015. See page 28 of Proposed Plan for more information. Attachment A Emerald  HPC  International,  LLC  ©  2014    •    All  Rights  Reserved     C. Training $5,000 for 2013-14 Provides for the initial training of AB109 Officers and other officers designated by Police Chiefs on effective strategies for partnering with community and employing restorative justice best practice in the context of the East and Central County Network for the period: April 1, 2014 –June 30, 2014. See pages 48 and 49 of Proposed Plan for more detailed information. * 2014-15 Recommended Funding: $30,00 Provides a Jail Etiquette Training to pre-release teams countywide by Angela Hatter of CCCOE for all service providers offering pre release services and Three 40-hour Volunteer Trainings with Certification for Mentor/Navigators in addition to periodic content based training related to Network service delivery for the period: July 1, 2014 –June 30, 2015. D. Emerald HPC International $18,000 for 2013-14 Provides for Comprehensive Network Training and Consultation with Network Management, Service Teams, and relevant County departments to stabilize transition to full implementation of the Network for the period: March 1, 2014 –June 30, 2014 See page 49 of Proposed Plan for more information. * 2014-15 Recommended Funding: $0 E. Reserve $140,058 for 2013-14 Provides a reserve pool of funds to be used at the discretion of the Network Manager for unanticipated implementation expenses for the period: April 1, 2014 –June 30, 2014. * 2014-15 Recommended Funding: $0 Attachment A PUBLIC PROTECTION COMMITTEE 8. Meeting Date:03/24/2014   Submitted For: PUBLIC PROTECTION COMMITTEE,  Department:County Administrator Referral No.: N/A   Referral Name: STATUS REPORT ON 2013/14 AB109 COMMUNITY PROGRAMS  Presenter: Lara DeLaney, (925) 335-1097 Contact: Lara DeLaney, (925) 335-1097 Referral History: At the February 24, 2014 Public Protection Committee meeting, during discussion of the fiscal year 2014/15 AB 109 Public Safety Realignment budget, the Committee requested a status report on the funding allocation to community programming. Specifically, how the recommended 2014/15 and 2013/14 budgets differed by line-item and what the reasoning was for any changes. Referral Update: This report was still in development at the time of publishing. Once available, the staff report will be attached and distributed to the Committee mailing list. UPDATE: The staff report has been completed and attached to this agenda item. (3/21/2014) Recommendation(s)/Next Step(s): ACCEPT a status report on Community Programs funded by AB 109 Public Safety Realignment Attachments Staff Report - Updated 3/21/2014 Attachment A - Community Programs Financial Summary Report - Updated 3/21/2014 County of Contra Costa OFFICE OF THE COUNTY ADMINISTRATOR MEMORANDUM DATE: March 24, 2014 TO: PUBLIC PROTECTION COMMITTEE FROM: LARA DeLANEY, Senior Deputy County Administrator SUBJECT: Agenda Item No. 8: Status Report on the AB 109 Community Programs ______________________________________________________________________________ RECOMMENDATION: 1. ACCEPT the report on the status of the AB 109 Community Programs. 2. PROVIDE direction to staff, as needed. BACKGROUND: As directed by the Public Protection Committee of the Board of Supervisors at their March 8, 2013 meeting, the final RFPs for the AB 109 Community Programs were issued on March 15, 2013 for the following: • Employment Support and Placement Services $2,000,000 • Short and Long-Term Housing Access $500,000 • Peer and Mentoring Support $200,000 • Planning for (3) Reentry Resource Centers $120,000 Upon the conclusion of the procurement process, the following contracts were awarded by the Board of Supervisors at their May 21, 2013 meeting: 1. Rubicon Programs Inc., in an amount not to exceed $1,400,000, to provide employment support and placement services in West and East County for the AB 109 population, for the period June 1, 2013 through June 30, 2014. 2. Goodwill Industries of the Greater East Bay in an amount not to exceed $600,000, to provide employment support and placement services in Central County for the AB 109 population, for the period June 1, 2013 through June 30, 2014 3. Shelter Inc., in an amount not to exceed $500,000, to provide short and long-term housing access countywide for the AB 109 population, for the period June 1, 2013 through June 30, 2014. 4. Contra Costa County Office of Education in an amount not to exceed $200,000, to provide peer and mentoring services countywide for the AB 109 population, for the period June 1, 2013 through June 30, 2014 5. Further The Work, LLC., in an amount not to exceed $40,000, to provide planning services for a Reentry Resource Center for West County. Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 8 Page 3 6. Emerald HPC, International in an amount not to exceed $80,000, to provide planning services for a Reentry Resource Center for Central and East County. Contracts were developed with the above contractors during the months of June and July 2013. A follow-on contract with the Contra Costa Crisis Center to provide for the development and update of a Reentry Resource Guide was also developed for FY 13-14 in the amount of $15,000. In addition, the final FY 2013-14 budget for AB 109 Public Safety Realignment included an allocation in the amount of $80,000 for reentry legal services for the Central County AB 109 population. Subsequent to the budget authorization, the County Administrator’s Office issued an RFQ for Reentry Legal Services for Central County AB 109 Program. Following the procurement process, the Board of Supervisors authorized a contract with Bay Area Legal Aid on September 17, 2013. FINANCIAL SUMMARY A financial summary report of the FY 13-14 AB 109 Community Programs is Attachment A. Through January 2014, $1,044,132 of the authorized $2,915,000 in AB 109 funding has been expended, which represents 36% of the total authorized amount at 58% of the fiscal year. Several contractors have experienced unanticipated start-up delays, staffing issues (recruiting and retaining qualified staff with experience working with formerly incarcerated individuals), and/or billing problems, which has impacted anticipated expenditures and, in some cases, service delivery. (However, both contractors performing planning work for the development of reentry resource centers/networks concluded their contracts on budget and on schedule.) PROGRAM IMPLEMENTATION The County Reentry Coordinator and the Senior Deputy CAO assigned to the Community Programs project have held AB 109 Administrator meetings, met one-on-one with contractors, and participated in Case Conference meetings facilitated by Probation and Behavioral Health in order to assist with the management and performance of the contractors. In addition, contractors have been required to provide Quarterly Summary Reports; all contractors have submitted the two required reports to date. A template for Quarterly Reports was provided to contractors in February 2014, so the reports will have more standardized content and formatting in the future. Issues of concern that have been identified by staff and contractors include: a) Implementation of the service referral process: The process by which referrals are made to the contracted service providers has required the development of information technology solutions, in consultation with service providers, and the training of AB 109 Probation Officers, both of which require time and staff resources. The implementation Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 8 Page 4 of the Plans for the West County Reentry Resource Center and the Central/East Networks will undoubtedly impact the established processes and require additional time and resources for development. b) Lower than anticipated number of referrals in some cases: Contracts were developed with client referral numbers that have not met expectations. In a few cases, client referrals were duplicated among service providers. Improved communication is addressing the duplication problem. Staff will be analyzing the AB 109 client population numbers and service utilization estimates for future contract development purposes. c) The need to improve or increase client engagement strategies: Contractors are working closely with Probation and CAO staff to increase client “engagement” by developing strategies to better “market” available services. Strategies in progress include the development of brochures and flyers, hosting “service fairs,” increasing the presence of service providers at Probation offices, and facilitating AB 109 Probation Officer knowledge of program content and capacity. There is also an increased emphasis on Pre- release relationship building and service delivery, so that clients are more familiar with programs and program staff and interested in engagement. d) The need to improve data management services across/among providers: Contractors have identified a need for client case management resources, effective intake and assessment forms, and the ability to exchange information more easily. The work that our program evaluation consultants, Resource Development Associates, are currently performing is anticipated to address this issue more fully. In addition, there is an expectation that the implementation of the Central/East network and the West County Reentry Resource Center will facilitate this issue by providing resources for database management support and aligning expectations around performance reporting. e) Insufficient resources provided for housing: As anticipated, the amount of funds provided for the establishment of transitional housing has proven to be insufficient to the demand. The Plan for the Central/East network has identified additional housing resources, which will be explored through an RFQ process. f) Insufficient resources provided for mentoring services supervision/administration: The contract for peer and mentoring support services provides approximately $29k of the $200,000 to the Contra Costa County Office of Education (CCCOE) for the administrative/supervision costs associated with over-seeing the mentoring program and acting as the fiscal agent for the subcontractors providing the mentoring/family reunification/leadership development services. CCCOE has indicated that they are not interested in performing these functions after the expiration of the contract. g) The need to plan for service provision in FY 14-15: Contractors have expressed a need to know whether contracts will be extended for FY 14-15 so that they can adequately prepare their budgets and allocate required resources. While the AB 109 program evaluation services are currently underway, the current program of services with RDA does not include individual program evaluation data to inform staff and decision-makers Public Protection Committee – Mar. 24, 2014 Meeting March 21, 2014 Agenda Item No. 8 Page 5 about the efficacy of particular programs or contractors. However, it is clear that housing, employment and mentoring services are critical components of any successful reentry process. More time is needed to evaluate the existing community programs. Program Successes • Contra Costa Adult School (CCAS) opened a Reentry Class in November 2013 at West County Detention Facility. • Men and Women of Purpose started a reentry class at Marsh Creek Detention Facility in December 2013. • An AB 109 Peer and Mentoring database has been developed by CCCOE. • Mentoring agencies have received more than 14 hours of training by Insight Prison Project • Goodwill initiated its Job Readiness and Cognitive Behavior workshops during the 4th quarter of 2013. • 18 clients have participated in Goodwill’s 90-day Transitional Employment program and 2 have become employed in a full-time position. • All Rubicon program staff has been trained in Trauma Informed Care. All Rubicon reentry case coordinators are becoming Registered Addiction Specialists. • Rubicon has partnered with Henkels & McCoy in East County to provide occupational skills training in three fields: Introduction to computers; Food handling; and Customer service. • Rubicon has also partnered with Future Build, and two clients are enrolled and attending pre-apprenticeship classes. • Rubicon has finalized an MOU with the City of Pittsburg’s Maintenance and Recreation Department, and are in final stages of developing a transitional employment program with American Iron and Lumber in Antioch. • 20 clients have completed Rubicon’s employment readiness workshops. 15 clients have found unsubsidized employment. • Shelter Inc.’s master leased facility is going well. All 12 units fully occupied. RECOMMENDATIONS 1. Consider extending the Employment, Housing, and Legal Services Contracts so that the contractors have sufficient time to perform on the contracted amounts and sufficient performance data is developed to evaluate program efficacy. 2. With regard to the Mentoring contract, there is an allocation in the proposed FY 14-15 AB 109 Public Safety Realignment Budget for Mentoring ($100k) and Family Reunification ($100k). Consider authorizing the issuance of RFPs or RFQs for these services. Attachments Attachment A – Financial Summary Report AB 109 Community Programs FY 13-14AmountExpended Jan. 2014 BudgetEmploymentAwardedYear to Date 58% BalanceGoodwill Industries $600,000Central183,641$        31% 416,359$      Rubicon Progams, Inc.$1,400,000West & East485,853$        35% 914,147$      2,000,000$            AmountHousingAwardedSHELTER, Inc.500,000$                All regions142,849$        29% 357,151$      500,000$                AmountMentoringAwardedCCC Office of Education200,000$                All regions88,764$          44% 111,236$      200,000$                AmountPlanningAwardedFurther The Work40,000$                  West40,000$          100% 0$                   Emerald HPC, International80,000$                  Central & East80,000$          100%‐$                    120,000$                AmountReentry Resource GuideAwardedContra Costa Crisis Center15,000$                  All regions7,500$             50% 7,500$           15,000$                  AmountCentral County Legal Services AwardedBay Area Legal Aid80,000$                  Central County15,525$          19% 64,475$        80,000$                  Total 2,915,000$            1,044,132$     36% 1,870,868$   Attachment A