HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 01282019 - PPC Agenda PktPUBLIC PROTECTION
COMMITTEE
***SPECIAL MEETING***
January 28, 2019
2:00 P.M.
651 Pine Street, Room 107, 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
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 November 13, 2018 meeting. (Page 3)
4.CONSIDER reviewing and approving the fiscal year 2019/20 AB 109 budget proposal,
as recommended by the Community Corrections Partnership-Executive Committee.
(Paul Reyes, Committee Staff) (Page 7)
5.The next meeting is to be determined.
6.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:
Paul Reyes, Committee Staff
Phone (925) 335-1096, Fax (925) 646-1353
paul.reyes@cao.cccounty.us
PUBLIC PROTECTION COMMITTEE - SPECIAL
MEETING 3.
Meeting Date:01/28/2019
Subject:RECORD OF ACTION - November 13, 2018
Department:County Administrator
Referral No.: N/A
Referral Name: RECORD OF ACTION - November 13, 2018
Presenter: Paul Reyes, Committee Staff Contact: Paul Reyes, (925)
335-1096
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 November 13, 2018
meeting.
Recommendation(s)/Next Step(s):
APPROVE Record of Action from the November 13, 2018 meeting.
Fiscal Impact (if any):
No fiscal impact. This item is informational only.
Attachments
Record of Action - November 13, 2018
Page 4 of 69
PUBLIC PROTECTION
COMMITTEE
***SPECIAL MEETING***
**RECORD OF ACTION**
November 13, 2018
1:30 P.M.
651 Pine Street, Room 107, 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: John Gioia, Chair
Federal D. Glover, Vice Chair
Staff Present:Paul Reyes, Committee Staff
Donte Blue, Deputy Director, ORJ
1.Introductions
Convene - 2.05 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 November 5, 2018 meeting.
Approved as presented.
Chair John Gioia, Vice Chair Federal D. Glover
AYE: Chair John Gioia, Vice Chair Federal D. Glover
Passed
4.CONSIDER interviewing applicants for seven seats for community based
representatives on the Racial Justice Oversight Body; and,
1.
RECOMMEND applicants for the seats identified above to the Board of
Supervisors for consideration; and,
2.
CONSIDER the Racial Justice Task Force recommendation to provide sufficient
resources to staff and facilitate the work of the Racial Justice Oversight Body
3.
PROVIDE direction on the filling of vacancies for the community based
representatives and ex-officio seats of the Racial Justice Oversight Body; and,
4.
PROVIDE any additional direction to staff regarding the establishment of a Racial5.
Page 5 of 69
Justice Oversight Body.
Approved as presented with the following direction to staff:
Recommend appointment of the following individuals to the Board of Supervisors:1.
Superior Court representative: James Paulsen, Director of Family Law and Probate
Sheriff or designee: John Lowden, Assistant Sheriff
Chief Probation Officer or designee: Mike Newton, Probation Director
Public Defender or designee: Robin Lipetzky, Public Defender
District Attorney or designee: Diana Becton, District Attorney
Local Law Enforcement representative: Bisa French, Assistant Chief, Richmond Police
Department
Contra Costa County Office of Education representative: Lynn Mackey, Superintendent Elect
Local School District representative: Debra Mason, Mount Diablo Unified School District
Health Services Department representative: Dr. William Walker
Community representatives:
Tamisha Walker
Jeff Landau
Stephanie Medley
Tammy Appling-Cabading
Chala Bonner
Ladamien Flowers
Jay LeVine
Cheryl Sudduth
Edward Williams
Chair John Gioia, Vice Chair Federal D. Glover
AYE: Chair John Gioia, Vice Chair Federal D. Glover
Passed
5.The next meeting is currently scheduled for December 3, 2018 at 10:30 A.M.
6.Adjourn
Adjourned - 3:26 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.
For Additional Information Contact:
Paul Reyes, Committee Staff
Phone (925) 335-1096, Fax (925) 646-1353
paul.reyes@cao.cccounty.us
Page 6 of 69
PUBLIC PROTECTION COMMITTEE - SPECIAL
MEETING 4.
Meeting Date:01/28/2019
Subject:FY 2019/20 CCP RECOMMENDED BUDGET
Department:County Administrator
Referral No.: N/A
Referral Name: AB109 PUBLIC SAFETY REALIGNMENT
Presenter: Paul Reyes, Committee Staff Contact: Paul Reyes,
925-335-1096
Referral History:
On September 28, 2018, budget instructions for the FY 2019/20 AB 109 budget were distributed
to the Community Corrections Partnership (CCP) subscriber list, including Committee members,
staff and interested parties, requesting formal submission no later than October 19, 2018. This
year, staff had again requested budget submissions to illustrate 1) the true "status quo" budget, (2)
the "baseline" budget (maintain the status quo funding level at the fiscal year 2018/19 Ongoing
budget level, and (2) the "baseline" budget (i.e. the cost of simply maintaining the current level of
service in 2019/20 dollars), and (3) a "program modification" budget to reflect any proposed
program additions or deletions for the upcoming year.
On November 2, 2018, the CCP held a budget workshop, giving departments and funded agencies
an opportunity to present and discuss budget proposals. Subsequently, a final vote of the
CCP-Executive Committee was held on December 7, 2018. The budget approved by the CCP has
been submitted to the Public Protection Committee for review and approval at today's meeting.
Referral Update:
On December 7, 2018, the CCP-Executive Committee approved a Recommended Budget for fiscal year 2019/20
for consideration by the Public Protection Committee. All budget submissions and a summary of the final
Recommended Budget are included in today's packet for references (Attachments D and E, respectively)
Recommendation(s)/Next Step(s):
REVIEW and APPROVE a fiscal year 2018/19 AB 109 budget proposal, as recommended by the
Community Corrections Partnership-Executive Committee.
Fiscal Impact (if any):
The fiscal year 2018/19 Ongoing Budget for AB 109 is $27,885,959, which is composed of $27,385,959 approved
Page 7 of 69
The fiscal year 2018/19 Ongoing Budget for AB 109 is $27,885,959, which is composed of $27,385,959 approved
by the CCP and an additional allocation of $500,000 authorized by the BOS to fund the Stand Together CoCo
program in the Public Defender's Office from the AB 109 fund balance. Based on the fiscal year 2018/19
Governor’s Enacted Budget, Contra Costa County is expected to receive $24,980,233 in fiscal year 2018/19 in Base
allocation funding. The County has received fiscal year 2017/18 Growth allocation (paid in fiscal year 2018/19) in
the amount of $2,375,791, 10% of which will be transferred to the Local Innovation account (pursuant to
Government Code section 30029.07(b), effectively reducing our Growth allocation by $237,579 to $2,138,212.
Since the new Growth formula is permanent for the foreseeable future and many factors are based on
year-over-year performance, future Growth allocations will continue to be difficult to estimate. A detailed
calculation of the Contra Costa Growth formula allocation is included in Attachment A.
As proposed, the FY 2019/20 CCP Recommended Budget would increase expenditure appropriations by $1.7
million, from $27,885,959 to $29,599,550. The Governor's Proposed Budget includes an estimated increase to the
County's Base allocation of $1,606,289, from $24,980,233 to $26,586,522. This figure will likely change in the
May Revision and Enacted Budgets.
Attachments
Attachment A - CSAC Historical Base & Growth Allocations by County (FY 2014-18)
Attachment B - FY 2019/20 AB109 Budget Schedule
Attachment C - FY 2019/20 Budget Request Summary
Attachment D - FY 2019/20 Budget Requests
Attachment E - FY 2019/20 CCP Recommended Budget Summary
Page 8 of 69
2014-2018 Base and Growth Allocations
County 2014-15 Base 2014-15 Growth 2015-16 Base 2015-16 Growth 2016-17 Base 2016-17 Growth 2017-18 Base 2017-18 Growth
Alameda $ 31,497,960 $ 4,100,990 $ 40,861,385 1,776,165$ 42,856,842$ 2,422,666$ 45,787,995$ 5,513,055$
Alpine $ 167,152 $ 13,366 $ 224,809 3,481$ 235,787$ 4,595$ 251,913$ 5,369$
Amador $ 1,368,104 $ 516,243 $ 1,378,795 382,541$ 1,446,128$ 75,669$ 1,545,035$ 34,647$
Butte $ 6,466,722 $ 1,697,507 $ 6,931,223 219,961$ 7,269,708$ 552,340$ 7,766,913$ 259,439$
Calaveras $ 992,402 $ 255,449 $ 1,114,713 90,663$ 1,169,150$ 54,214$ 1,249,113$ 788,456$
Colusa $ 589,667 $ 243,850 $ 693,231 20,003$ 727,085$ 49,694$ 776,813$ 61,480$
Contra Costa $ 20,669,679 $ 8,765,532 $ 20,831,204 727,382$ 21,848,491$ 1,195,045$ 23,342,798$ 2,375,791$
Del Norte $ 721,629 $ 436,564 $ 983,957 47,756$ 1,032,008$ 61,952$ 1,102,591$ 28,279$
El Dorado $ 3,586,615 $ 1,818,367 $ 3,614,643 234,813$ 3,791,163$ 222,252$ 4,050,456$ 172,912$
Fresno $ 24,164,305 $ 2,558,069 $ 32,711,894 941,281$ 34,309,372$ 2,975,703$ 36,655,930$ 1,920,436$
Glenn $ 846,022 $ 134,849 $ 1,153,582 321,454$ 1,209,917$ 100,668$ 1,292,668$ 176,369$
Humboldt $ 3,695,189 $ 806,028 $ 4,330,130 356,079$ 4,541,591$ 140,475$ 4,852,209$ 300,685$
Imperial $ 3,501,228 $ 409,231 $ 4,777,351 218,106$ 5,010,652$ 565,417$ 5,353,350$ 390,492$
Inyo $ 541,209 $ 61,046 $ 691,756 46,526$ 725,537$ 56,564$ 775,160$ 248,762$
Kern $ 31,628,367 $ 4,872,538 $ 36,104,558 3,753,017$ 37,867,716$ 1,399,164$ 40,457,643$ 3,346,246$
Kings $ 6,894,852 $ 2,618,439 $ 6,948,733 652,823$ 7,288,072$ 843,929$ 7,786,533$ 278,805$
Lake $ 1,934,887 $ 192,832 $ 2,497,419 105,656$ 2,619,380$ 112,486$ 2,798,530$ 569,592$
Lassen $ 1,080,925 $ 185,516 $ 1,358,884 152,545$ 1,425,245$ 54,397$ 1,522,723$ 220,498$
Los Angeles $ 290,538,549 $ 23,778,008 $ 344,481,162 17,755,186$ 361,303,819$ 22,298,545$ 386,014,858$ 12,317,966$
Madera $ 4,087,031 $ 640,018 $ 5,576,210 318,582$ 5,848,523$ 639,914$ 6,248,528$ 602,411$
Marin $ 4,900,330 $ 2,569,053 $ 4,938,624 182,798$ 5,179,800$ 408,743$ 5,534,068$ 260,189$
Mariposa $ 472,956 $ 92,075 $ 566,924 169,734$ 594,610$ 16,152$ 635,278$ 51,140$
Mendocino $ 2,205,821 $ 711,297 $ 2,322,880 156,857$ 2,436,317$ 79,842$ 2,602,947$ 886,932$
Merced $ 5,692,045 $ 1,444,201 $ 7,763,704 539,041$ 8,142,842$ 714,281$ 8,699,764$ 336,045$
Modoc $ 235,208 $ 45,018 $ 321,108 88,070$ 336,789$ 15,502$ 359,823$ 26,290$
Mono $ 428,294 $ 70,606 $ 584,103 44,113$ 612,628$ 64,198$ 654,528$ 37,940$
Monterey $ 8,633,838 $ 844,532 $ 11,159,775 647,463$ 11,704,760$ 756,797$ 12,505,297$ 385,741$
Napa $ 2,673,402 $ 551,811 $ 3,240,370 676,311$ 3,398,613$ 283,400$ 3,631,058$ 185,871$
Nevada $ 1,918,350 $ 783,916 $ 1,933,341 80,310$ 2,027,755$ 194,020$ 2,166,441$ 204,494$
Orange $ 63,045,168 $ 17,399,444 $ 70,813,993 2,931,181$ 74,272,178$ 6,055,331$ 79,351,954$ 4,783,418$
Placer $ 6,659,794 $ 1,930,434 $ 7,176,968 259,768$ 7,527,454$ 636,454$ 8,042,287$ 588,898$
Plumas $ 551,023 $ 197,629 $ 609,538 59,307$ 639,305$ 25,139$ 683,029$ 30,491$
Riverside $ 47,744,372 $ 5,381,263 $ 65,141,764 2,142,476$ 68,322,947$ 6,709,911$ 72,995,831$ 2,572,932$
Sacramento $ 30,485,341 $ 3,679,007 $ 41,572,174 1,337,531$ 43,602,342$ 2,532,450$ 46,584,483$ 8,597,884$
San Benito $ 1,203,382 $ 428,214 $ 1,593,050 203,766$ 1,670,846$ 143,765$ 1,785,122$ 163,847$
San Bernardino $ 68,145,357 $ 12,157,309 $ 83,729,133 4,712,958$ 87,818,026$ 5,398,263$ 93,824,259$ 2,276,500$
San Diego $ 63,164,783 $ 16,578,200 $ 68,458,956 1,518,743$ 71,802,133$ 5,740,690$ 76,712,973$ 2,411,562$
San Francisco 18,337,440$ 6,285,751$ 20,359,877$ 965,739$ 21,354,147$ 1,240,372$ 22,814,644$ 1,374,521$
San Joaquin $ 16,066,726 $ 1,771,257 $ 21,513,379 1,142,909$ 22,563,980$ 989,100$ 24,107,222$ 2,032,188$
San Luis Obispo $ 5,644,308 $ 545,788 $ 7,164,312 284,364$ 7,514,180$ 691,713$ 8,028,105$ 288,366$
San Mateo $ 14,450,429 $ 5,863,388 $ 14,563,353 885,694$ 15,274,551$ 956,884$ 16,319,240$ 987,971$
Santa Barbara $ 8,657,369 $ 1,118,182 $ 11,078,836 551,843$ 11,619,868$ 993,525$ 12,414,598$ 760,393$
Santa Clara $ 36,404,725 $ 8,409,131 $ 41,313,799 1,543,990$ 43,331,349$ 3,580,025$ 46,294,956$ 3,471,148$
Santa Cruz $ 5,637,055 $ 748,732 $ 6,832,189 612,916$ 7,165,838$ 764,181$ 7,655,938$ 643,431$
Shasta $ 6,741,871 $ 2,487,750 $ 6,794,556 342,732$ 7,126,367$ 256,950$ 7,613,768$ 1,093,649$
Sierra $ 178,831 $ 91,603 $ 231,033 5,697$ 242,315$ 16,329$ 258,888$ 35,271$
Siskiyou $ 1,110,942 $ 356,271 $ 1,296,058 52,299$ 1,359,351$ 86,398$ 1,452,322$ 427,770$
Solano $ 9,077,651 $ 3,143,755 $ 10,466,801 402,396$ 10,977,944$ 386,517$ 11,728,771$ 297,427$
Sonoma $ 9,657,516 $ 4,530,253 $ 9,732,986 371,092$ 10,208,294$ 604,266$ 10,906,481$ 496,743$
Stanislaus $ 13,899,952 $ 1,440,268 $ 17,764,873 1,180,382$ 18,632,416$ 1,530,289$ 19,906,763$ 1,126,729$
Sutter $ 2,692,639 $ 1,024,819 $ 2,713,681 287,448$ 2,846,203$ 161,826$ 3,040,867$ 225,183$
Tehama $ 2,824,325 $ 3,101,850 $ 2,846,396 46,705$ 2,985,399$ 266,558$ 3,189,582$ 1,219,295$
Trinity $ 427,173 $ 220,005 $ 580,154 26,124$ 608,486$ 27,350$ 650,103$ 62,243$
Tulare $ 12,723,594 $ 2,227,867 $ 15,875,860 587,520$ 16,651,153$ 1,502,507$ 17,789,994$ 1,030,339$
Tuolumne $ 1,389,149 $ 183,692 $ 1,776,122 133,987$ 1,862,858$ 145,887$ 1,990,266$ 123,527$
Ventura $ 16,115,645 $ 6,183,310 $ 16,300,317 439,395$ 17,096,339$ 931,118$ 18,265,628$ 468,066$
Yolo $ 6,506,453 $ 3,279,053 $ 6,689,128 221,316$ 7,015,790$ 644,623$ 7,495,628$ 347,977$
Yuba $ 2,424,248 $ 1,447,764 $ 2,443,192 126,925$ 2,562,505$ 70,526$ 2,737,765$ 206,351$
California $ 934,100,000 $ 173,428,945 $ 1,107,528,945 54,085,919$ 1,161,614,864$ 79,447,570$ 1,241,062,434$ 70,130,455$
* The 2014-15 growth numbers include an additional $64.8 million per Government Code
section 30027.9, subdivision (a), paragraph (3). Although the Governor’s May Revision
realignment estimates displays $998.9 million for base and $108.6 million for growth, this
chart reflects the restoration in the growth column as it was distributed using the growth
formula. While the display is different, the total statewide and individual county allocations
are the same.
Page 9 of 69
Attachment A
May 11, 2018
Detailed Description of Growth Allocation
For the growth formula to function as an incentive system, as it is designed to be, the incentives must be clear enough
that counties know which outcomes are rewarded.
The formula is broken down into three categories in which there are sub-categories. The three are:
1. 2nd Striker Reduction= $29,632 per reduction
2. Probation= 80%
3. Incarceration= 20%
In each of these categories, the formula rewards both ongoing success and yea r-over-year success.
2nd Striker Reduction
The first step in calculating growth allocations is to determine which counties sent fewer felons to prison with second-
strike designations than in the previous year. Counties get a direct allocation of $28,726 for each one fewer second striker
than the previous year. This allocation is taken off the top, so it is not part of the portions allocated based on incarceration
or probation. Due to the low growth revenue, there will be a cap of 10% from the top for 2 nd striker reduction allocations.
Probation – 80%
Felony Probation Success – 60%: Sixty percent of growth funds are allocated by taking a county’s annual felony
probation population and subtracting the number of those revoked to prison or jail. The number of each county’s non-
revoked probationers is then calculated as a share of the number statewide and the county receives that share of these
funds.
Felony Probation Improvement – 20%: Twenty percent of growth funds are allocated to counties that improve their
felony probation failure rate from one year to the next. A county’s failure rate is determined by dividing its annual felony
probation population by the number of probationers revoked to prison or jail. If that rate decreases from one year to the
next, then the difference is multiplied by the county’s total felony probation population . This gives the number that would
have been revoked under the previous year’s higher revocation rate . That number is then calculated as a share of the
total number among all counties that qualify and the county receives that share of these funds.
Incarceration – 20%
Incarceration Reduction – 10%: Ten percent of the growth funds are allocated to counties that send fewer felons to
prison on new convictions from one year to the next. The difference is then calculated as a share of the total difference
among all counties that qualify and the county receives that share of these funds.
Low Incarceration Rate – 10%: Ten percent of the growth funds are allocated to counties that have a lower rate of
incarceration per capita than the statewide rate. The rate is calculated by taking a county’s number of felon admissions for
new convictions and dividing it by the county’s adult popu lation (those aged 18 to 64). That rate is then compared to the
statewide rate to determine how many more people would be imprisoned if the county’s rate were not lower than the
statewide rate. That number is then calculated as a share of the total number for all counties that qualify and the county
receives that share of these funds.
Page 10 of 69
Attachment A
2nd Strikers -
2016
2nd Strikers -
2015 Reduction
2nd striker
share 2nd striker $
Contra Costa 45 53 8 0 237,056$
California 9148 8,477 184 100%5,452,288$
2016 Probation
Popualtion
Revoked to Jail
or Prison Successes
Statewide
Share $
Contra Costa 3,100 82 3,018 1.18%457,574$
California 269,555 13,619 255,936 100%38,806,900$
2016 Failure
Rate
2015 Failure
Rate Improvement
# of Probationers
Improvement
Represents
Statewide
Share $
Contra Costa 2.65%2.42%0.00%- 0.00%-$
California 5.05%4.22%0.00%789 100%12,935,633$
Incarcerated
from County -
2016
Incarcerated
from County -
2015
Incarcerated
from County -
Difference
Incarceration
Reduction
Statewide
Share $
Contra Costa 376 455 -17.36%79 15.13%978,846$
California 35,712 34,450 3.66%522 100%6,467,817$
County
Population
Incarceration
Rate - 2016
Rate Below
Statewide
Prisoners Fewer
Because Lower
Statewide
Share $
Contra Costa 1,127,279 0.03%0.06%651.51 10.86%702,315$
California 39,179,627 0.09%5,999.92 100%6,467,817$
Statewide
Share Total Growth $
Contra Costa 3.3877%2,375,791$
California 100.00%70,130,455$ Monday, September 24, 2018
Total
Calculating Contra Costa County's 2017-18 Growth
2nd Striker Reduction ($29,632 per)
Felony Probation Success (60%)
Felony Probation Improvement (20%)
Incarceration Reduction (10%)
Low Incarceration Rate (10%)
Page 11 of 69
Attachment A
ATTACHMENT B
Major Activity Due Date CCP Date PPC Date BOS Date Completed?
Distribute 2019/20 CCP Budget Packet 9/28
Departments Submit Preliminary Budget Proposals 10/19
November 2018 CCP Agenda Packet Published 10/26
November 2018 CCP Meeting - Budget Workshop 11/2
December 2018 CCP Agenda Packet Published 11/30
December 2018 CCP Meeting - Budget Deliberations 12/7
Public Protection Comm. Agenda Packet Published 1/23
Public Protection Comm. - CCP Budget Discussion 1/28
County Budget Materials Due from Departments 2/8
County Recommended Budget available 4/10
Board of Supervisors Budget Hearings 4/16
County Budget Adoption 5/7
as of January 23, 2019
FY 2019/20 CCP Budget Schedule
Page 12 of 69
ATTACHMENT C
2018/19
ONGOING BASELINE +PROG. MOD.=TOTAL REQUEST
PROGRAM EXPENDITURES
Sheriff
Salaries & Benefits 7,013,256 7,321,484 - 7,321,484
Inmate Food/Clothing/Household Exp 456,250 456,250 - 456,250
Monitoring Costs 55,000 55,000 - 55,000
IT Support 40,000 40,000 - 40,000
Behavioral Health Court Operating Costs 80,500 80,500 - 80,500
"Jail to Community" Program 243,650 243,650 - 243,650
Inmate Welfare Fund re: FCC Ruling 755,000 800,000 - 800,000
Sheriff Total 8,643,656 8,996,884 - 8,996,884
Probation
Salaries & Benefits 2,695,085 2,794,803 - 2,794,803
Operating Costs 175,862 182,896 - 182,896
Salaries & Benefits-Pre-Trial Services Program 784,296 813,314 - 813,314
Operating Costs-Pre-Trial Services Program 80,872 81,083 - 81,083
Probation Total 3,736,116 3,872,096 - 3,872,096
Behavioral Health
Salaries & Benefits 1,036,027 1,055,891 (277,764) 778,127
Occupancy Costs 61,102 58,752 (20,000) 38,752
Contracts 1,343,772 1,367,801 58,832 1,426,633
Vehicle Purchase and Maintenance 23,346 22,448 2,500 24,948
Travel 10,608 10,200 (1,000) 9,200
Behavioral Health Total 2,474,855 2,515,092 (237,432) 2,277,660
Health Services--Health, Housing, & Homeless
Salaries & Benefits - - 137,432 137,432
Operating Costs - - 116,000 116,000
Health, Housing & Homeless Total - - 253,432 253,432
Health Services--Detention Health Services
Sal & Ben-Fam Nurse, WCD/MCD 195,038 235,168 - 235,168
Salaries & Benefits-LVN, WCD 306,499 316,673 30,641 347,314
Salaries & Benefits-RN, MCD 513,764 534,854 236,222 771,076
Sal & Ben-MH Clinic. Spec., WCD/MCD 126,394 134,565 - 134,565
Detention Health Services Total 1,141,696 1,221,260 266,863 1,488,123
Public Defender
Sal & Ben-Clean Slate/Client Support 413,160 472,641 191,996 664,637
Sal & Ben-ACER Program 907,698 932,866 - 932,866
Sal & Ben-Reentry Coordination 340,827 368,376 368,376
Sal & Ben-Failure to Appear (FTA) Program 354,912 365,752 175,434 541,186
Sal & Ben-Pre-Trial Services Program 295,788 317,084 317,084
Stand Together CoCo 500,000 500,000 500,000
Operating/Capital Costs - - 78,869 78,869
Public Defender Total 2,812,385 2,956,719 446,299 3,403,018
District Attorney
Salaries & Benefits-Victim Witness Prgrm 87,881 105,452 - 105,452
Salaries & Benefits-Arraignment Prgrm 682,494 703,125 - 703,125
Salaries & Benefits-Reentry/DV Prgrm 792,950 703,934 - 703,934
Salaries & Benefits-Conviction Integrity - - 553,472 553,472
Salaries & Benefits-Neighborhood Courts - - 90,000 90,000
Salaries & Benefits-ACER Clerk 72,372 69,719 - 69,719
Salaries & Benefits-Gen'l Clerk 60,399 61,883 - 61,883
Salaries & Benefits-Realignment Clerk - - 24,940 24,940
Operating Costs 92,638 67,006 - 67,006
Operating Costs - Neighborhood Courts 60,000 60,000
District Attorney Total 1,788,734 1,711,119 728,412 2,439,531
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
FY 2019/20 CCP TOTAL REQUEST SUMMARY
as of November 30, 2018
2019/20 BUDGET REQUEST
Page 13 of 69
ATTACHMENT C
2018/19
ONGOING BASELINE +PROG. MOD.=TOTAL REQUEST
PROGRAM EXPENDITURES
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
FY 2019/20 CCP TOTAL REQUEST SUMMARY
as of November 30, 2018
2019/20 BUDGET REQUEST
EHSD - Re-Entry Systems
Salaries & Benefits - - 106,966 106,966
Operating Costs - - 37,438 37,438
EHSD Total - - 144,404 144,404
EHSD-- Workforce Development Board
Salaries & Benefits 212,160 204,000 - 204,000
Travel 4,160 4,000 - 4,000
EHSD-WDB Total 216,320 208,000 - 208,000
County Administrator/Office of Reentry and Justice
Salaries & Benefits - Prog. Admin 528,580 571,378 (89,546) 481,832
Salaries & Benefits - Research and Evaluation 155,608 189,563 - 189,563
Ceasefire Program Contract 114,000 119,000 - 119,000
Data Evaluation & Systems Planning - - - -
Operating Costs 7,500 7,500 40,020 47,520
CAO/ORJ Total1 805,688 887,441 (49,526) 837,915
CCC Police Chief's Association
Salaries and Benefits-AB109 Task Force 564,596 587,180 - 587,180
Salaries and Benefits-MHET Teams (3)423,447 440,385 - 440,385
CCC Police Chiefs' Total 988,043 1,027,565 - 1,027,565
Community Programs
Employment Support and Placement Srvcs 2,000,000 2,081,275 201,725 2,283,000
Network System of Services 940,000 978,200 800 979,000
Reentry Success Center 525,000 546,335 - 546,335
Short and Long-Term Housing Access 1,030,000 1,071,855 200,145 1,272,000
Legal Services 150,000 156,095 905 157,000
Mentoring and Family Reunification 200,000 208,130 870 209,000
Connections to Resources 15,000 15,000 - 15,000
CAB Support (via ORJ)7,021 5,000 (1,969) 3,031
Salesforce Licensing - - 17,000 17,000
18/19 4% COLA - Allocation TBD 194,688 - -
Community Programs Total 5,061,709 5,061,890 419,476 5,481,366
Superior Court
Salaries and Benefits - Pretrial 216,758 225,745 - 225,745
Superior Court Total 216,758 225,745 - 225,745
TOTAL EXPENDITURES 27,885,959 28,683,811 1,971,928 30,655,739
Notes:
1. ORJ budget as listed includes costs associated with the Community Corrections subaccount only.
Page 14 of 69
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Sergeant Staff Supervision 3.1 313,471 1.00 327,366$ 1.00 327,366 1.00
Deputy Sheriff Inmate Management 3.1 5,524,337 20.00 5,763,920$ 20.00 5,763,920 20.00
Sheriff's Specialist Alternative Custody progrms 3.1 436,506 3.00 456,249$ 3.00 456,249 3.00
Senior Clerk Data and Admin Support 3.1 232,242 2.00 252,096$ 2.00 252,096 2.00
ASA III Administrative Support 5.1 177,455 1.00 182,727$ 1.00 182,727 1.00
DSW Additional Cleaning/Maintenance 3.1 208,214 2.00 214,472$ 2.00 214,472 2.00
Lead Cook Food Prep.3.1 121,031 1.00 124,654$ 1.00 124,654 1.00
- -
Subtotal 7,013,256 30.00 7,321,484 30.00 - - 7,321,484$ 30.00
OPERATING COSTS -
FOOD/CLOTHING/HOUSEHOLD Inmate Management/Welfare 3.1 456,250 456,250.00$ 456,250
MONITORING COSTS Inmate Monitoring 3.1 55,000 55,000.00$ 55,000
IT SUPPORT Tech. Support 3.1 40,000 40,000.00$ 40,000
Behavioral Health Crt. Ops.Overhead for Behavioral Health Court 3.3 80,500 80,500.00$ 80,500
Program Administration Jail-to-Communities Programs 5.3 243,650 243,650.00$ 243,650
Program Services Inmate Program Services 755,000 800,000.00$ 800,000
-
- -
- -
Subtotal 1,630,400 1,675,400 - 1,675,400$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 8,643,656$ 30.00 8,996,884$ 30.00 -$ - 8,996,884$ 30.00
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continuing programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
Department: Sheriff
Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1 2019/20 Baseline Request2 2019/20 Program
Modification Request3
2019/20 Total
Funding Request
Page 15 of 69
Attachment D
PROGRAM NARRATIVE:
The above funding requests reflect a maintenance of 18/19 staffing, operations and programs, with no request for capital costs.
DEPARTMENT: Sheriff
2018/19 Baseline Request
FY 2018-2019 SERGEANT (1)
Maintains same staffing approved for 18-19; increased personnel costs reflect a 5% rise in projected salary and benefits costs
FY 2018-2019 DEPUTY SHERIFF (16)* Facilities, (2) Transportation, (1) Classification,(1) Behaviorial Health Court
Maintains same staffing approved for 18-19; increased personnel costs reflect a 5% rise in projected salary and benefits costs
*(16) = (5) MDF + (2) MDF freetime; (5) WCDF + (2) WCDF freetime + (2) WCDF female freetime
FY 2018-2019 SPECIALIST (3)
Maintains same staffing approved for 18-19;increased personnel costs reflect a 3% rise in projected salary and benefits costs
FY 2018-2019 SENIOR CLERK (2)
Maintains same staffing approved for 18-19;increased personnel costs reflect a 3% rise in projected salary and benefits costs
FY 2018-2019 ASA III -Inmate Programs (1)
Maintains same staffing approved for 18-19;increased personnel costs reflect a 3% rise in projected salary and benefits costs
FY 2018-2019 DETENTION SERVICE WORKER -DSW (2)
Maintains same staffing approved for 18-19;increased personnel costs reflect a 3%rise in projected slary and benefits costs
FY 2018-2019 LEAD COOK (1)
Maintains same staffing approved for 18-19;increased personnel costs reflect a 3% rise in projected salary and benefits costs
FY 2018-2019 Food/Clothing/Household
Funding for food, clothing, and household expenses to meet inmates' needs and Title 15 requirements. These ongoing cost estimates
are calculated from a Food/Clothing Services budget of approximately $4.1 million.
FY 2018-2019 Monitoring Costs
These costs are primarily related to the Custody Alternative Facility and the ongoing costs associated with the monitoring through
contracts with SCRAM and 3M for alternative custody devices.This program enables defendants to remain out of physical/hard custody
while being monitored (e.g.: electronically) under provisions recommended by the Court.
FY 2018-2019 IT Support
The ongoing costs associated with the Sheriff’s Office and contracts for IT support, which includes installation and maintenance for the
alternative custody devices, Jail Management System maintenance,and other computer and elctronic requisites supported by the
Sheriff's Technical Services Division.
FY 2018-2019 Behavioral Health Court
This item is to support the ongoing costs of the Behavioral Health Court as it currently exists,to include vehicle, rent, IT support,
phones, PG&E, repairs, limited supplies, cell phones, computers, drug testing, and annual training classes for deputies
FY 2018-2019 Program Administration Costs
The Sheriff's Office was awarded $208,000 in FY 17-18 to administer "Jail to Community" programs in the detention facilities. In 18-19,
Men and Women of Purpose requested a 23% increase of $35,650 due to their expanded service to all three Sheriff's custody facilities.
This requested total reflects the new status quo of 243,650.
FY 2018-2019 Program Services
In Fiscal Years 2017-18 and 2018-19, $755,000 in AB109 funding was allocated to Inmate Services to defray costs of inmate jail
programs. Due to increased programs costs, The Office of the Sheriff is requesting an additional $45,000 in AB109 funding for FY 2019-
2020.
The Office of the Sheriff is in the final stages of contract review, with the inmate telephone service provider, Global Tel* Link (GTL). The
requested $800,000 in ab109 funds offsets the loss of revenue from commissions The Office of the Sheriff will no longer be receiving
when the new contract is in place.
CCCOE is asking for a $37,103 increase for the 2019-2020 operating budget.The following reasons justify the requested CCCOE
increase:
3% cost of living adjustment
8% health increase
Staff step and longevity increases
COPE Parenting Program hourly increase from $40 -$50 per hour
Additional $2,000 allocated for substitutes based on usage in the 2017-2018 school year.
The remaining $7,897 will be divided among the other AB109 supported programs to help defray the increased costs of materials and
supplies.
Page 16 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS
Director Field Services Post-release Community Supervision 5.1 29,159 0.10 30,238 0.10 30,238 0.10
Probation Manager Post-release Community Supervision 5.1 53,708 0.20 55,695 0.20 55,695 0.20
Probation Supervisor I Post-release Community Supervision 5.1 232,822 1.00 241,436 1.00 241,436 1.00
Deputy Probation Officer III Post-release Community Supervision 5.1 2,259,431 12.00 2,343,030 12.00 2,343,030 12.00
DPO III Overtime Post-release Community Supervision 5.1 26,435 N/A 27,413 N/A 27,413 N/A
Clerk Post-release Community Supervision 5.1 84,043 1.00 87,153 1.00 87,153 1.00
IT Support Post-release Community Supervision 5.1 9,487 0.06 9,838 0.06 9,838 0.06
-
Subtotal 2,695,085 14.36 2,794,803 14.36 - - 2,794,803$ 14.36
OPERATING COSTS
Office Expense Post-release Community Supervision 5.1 1,529 1,590 1,590
Communication Costs Post-release Community Supervision 5.1 10,811 11,243 11,243
Minor Furniture/Equipment Post-release Community Supervision 5.1 30,572 31,795 31,795
Minor Computer Equipment Post-release Community Supervision 5.1 2,523 2,624 2,624
Food Post-release Community Supervision 5.1 4,331 4,504 4,504
Client Expenses/Incentives Post-release Community Supervision 5.1 15,286 15,897 15,897
Contracts Post-release Community Supervision 5.1 - - -
Data Processing Services/Supplies Post-release Community Supervision 5.1 8,109 8,433 8,433
Travel/Training Post-release Community Supervision 5.1 16,213 16,862 16,862
Warrant Pick-up Post-release Community Supervision 5.1 - - -
Annual Vehicle Operating Expenses (Post-release Community Supervision 5.1 86,488 89,948 89,948
Subtotal 175,862 182,896 - 182,896$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 2,870,947$ 14.36 2,977,700$ 14.36 -$ - 2,977,700$ 14.36
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continung programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
Department: Probation Department
2019/20 Total
Funding Request2019/20 Baseline Request2 2019/20 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1
Page 17 of 69
Attachment D
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Probation Department
2019/20 Baseline Request
The Probation Department's proposed FY 2019/20 allocation of $2,977,700 will provide the following level of service:
Salary and Benefit costs of $2,794,803 are requested for:
· One (1) FTE Probation Supervisor
· Twelve (12) FTE Probation Officers
· The case load for each AB 109 Deputy Probation Officer (DPO) is 40 to 45 people
· This includes a dedicated DPO to process the reentry of those being released from prison and local jail. This will
include but is not limited to completion of the CAIS risk needs assessment tool, and begin the
process to ensure the most seamless transition from being in custody and returning to our communities.
· Projected Overtime for AB 109 DPOs
· One (1) FTE clerk
· Partial FTEs for additional management supervision and IT support.
Operating costs of $182,896 are requested for:
· Ongoing vehicle maintenance, equipment, travel, training, communication costs, data processing services, incentives for probation clients
including bus/BART tickets and food for weekly "Thinking for a Change" meetings.
2019/20 Program Modification Request
Probation is not requesting any modifications for FY 2019/20.
Page 18 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2018/19 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Deputy Probation Officer III Pre-Trial Services Program 1.2 705,689 4.00 731,799 4.00 731,799 4.00
Clerk Pre-Trial Services Program 1.2 78,607 1.00 81,515 1.00 81,515 1.00
Legal Assistant (Public Defender)Pre-Trial Services Program 1.2 293,313 3.00 317,084 3.00 317,084 3.00
- -
Subtotal 1,077,609 8.00 1,130,399 8.00 - - 1,130,399$ 8.00
OPERATING COSTS -
Office Expense Pre-Trial Services Program 1.2 2,002 5,000 5,000
Travel/Training Pre-Trial Services Program 1.2 10,000 25,000 25,000
Contract Pre-Trial Services Program 1.2 55,000 40,000 40,000
Annual Vehicle Operating Expenses (ISF)Pre-Trial Services Program 1.2 10,760 11,083 11,083
-
Subtotal 77,762 81,083 - 81,083$
CAPITAL COSTS (ONE-TIME)-
e.g. Vehicle Purchases (2)-
-
Subtotal - - - -
Total 1,155,371$ 8.00 1,211,482$ 8.00 -$ - 1,211,482$ 8.00
1. FY 2018/19 Status Quo Request reflects the FY 2017/18 Funding Allocation.
2. FY 2018/19 Baseline Request should reflect the cost of continuing programs in the FY 2018/19 Status Quo column in 2018/19 dollars.
3. FY 2018/19 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2018/19.
Department: Probation Pre-Trial
Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1 2019/20 Baseline Request2 2019/20 Program
Modification Request3
2019/20 Total
Funding Request
Page 19 of 69
Attachment D
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Probation Pre-Trial
2018/19 Baseline Request
The Pre-Trial Program's proposed FY 2019/20 allocation of $1,211,482 will provide the following level of service:
Salary and Benefit costs of $1,130,399 are requested for:
· Four (4) FTE Probation Officers
· One (1) FTE Clerk (Probation)
· Two (3) FTE Legal Assistants (Public Defender)
Operating costs of $81,083 are requested for:
· $11,083 for Annual Vehicle Operating Expenses.
· $25,000 for Travel & Training.
· $40,000 for Contracts.
· $5,000 for Office Expenses.
2018/19 Program Modification Request
Page 20 of 69
Attachment D
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Page 26 of 69Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Prepared on 10/24/2018
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS
Case Managers Homeless 104,807 2.00 107,951 2.00 107,951 2.00
Evaluator 14,820 0.10 15,265 0.10 15,265 0.10
Program Supervisor 13,802 0.10 14,216 0.10 14,216 0.10
Subtotal 133,429 2.20 137,432 2.20 - - 137,432$ 2.20
OPERATING COSTS
Homeless Shelter Beds 100,000 116,000 116,000
Subtotal 100,000 116,000 - 116,000$
CAPITAL COSTS (ONE-TIME)
e.g. Vehicle Purchases (2)
Subtotal - - - -
Total 233,429$ 2.20 253,432$ 2.20 -$ - 253,432$ 2.20
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continuing programs in the FY 2019/20 Status Quo column in 2018/19 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
With 2% adjustment
Department: Health, Housing, and Homeless Services Division
Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1
2019/20 Program
Modification Request3
2019/20 Total
Funding Request
With 3% COLA
2019/20 Baseline Request2
Page 27 of 69
Attachment D
PROGRAM NARRATIVE:
The Health, Housing, and Homeless Services Division requests $253,432 to provide emergency shelter and case management services to individuals referred
from County Probation that have been released from state prison on post release community supervision, as well as, individuals released from county
facilities on mandatory supervision. The shelters mission is to provide safe, interim housing with comprehensive services that assist homeless adults in
securing permanent housing that will end their homelessness.
DEPARTMENT: Health, Housing, and Homeless Division
2018/19 Baseline Request
Salary and Benefits - $137,431.82
Case Manager (2 FTE)
Case Managers will provide one-on-one intensive case management services to assist to re-entry residents to successfully integrate back into the community.
Services provided include assistance 3 in securing permanent housing, linkages to education and employment services, life skills education and development,
and linkages to primary health care. In addition, AB109 dedicated shelter case managers will work closely with the Forensic Team to coordinate case plans
around their housing and other supports. Funds will also be used to offset travel expenses such as mileagereimbursement and bridge tolls to meetings and
clinical appointments on behalf of AB109 clients.
Planner/Evaluator (.1 FTE)
The Planner/Evaluator will gather, tabulate and analyze data relative to services and provide data outcomes. The Planner/Evaluator may conduct needs
assessment, and will provide additional data tracking, including, but not limited to, SSI status, housing status, Mental Health-AOD referrals, as collaborating
with community based agencies to pull data regarding interagency service provider utilization.
Program Supervisors (.1 FTE)
The Program Supervisor attends administrators meetings, receives and processes shelter referrals from probation, reviews utilization reports, and provides
supervision to AB109 shelter case managers.
Operating Costs - $116,000
Shelter beds
Up to ten beds (for a total of 2330 bednights @ a rate of $49.78) are dedicated for homeless AB109 clients on a first come, first served basis. Shelter services
include meals, laundry, case management, healthcare, and other support services.
Capital Costs (One time) - $0
No one-time capital costs are requests for FY 19/20.
2018/19 Program Modification Request
No request for modification
Page 28 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
- -
Family Nurse Practitioner/MD MDF/WCDF/MCDF 3.3 195,038 1.00 235,168 1.00 235,168 1.00
Licensed Vocational Nurse West County Detention 3.3 306,499 2.90 316,673 2.90 30,641 0.30 347,314 3.20
Registered Nurse MDF/WCDF/MCDF 3.3 513,764 2.80 534,854 2.80 236,222 1.20 771,076 4.00
Mental Health Clinical Specialist WCDF 3.3 126,394 1.00 134,565 1.00 134,565 1.00
- -
- -
- -
Subtotal 1,141,695 7.70 1,221,260 7.70 266,863 1.50 1,488,123$ 9.20
OPERATING COSTS -
-
-
-
-
-
-
-
-
-
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 1,141,695$ 7.70 1,221,260$ 7.70 266,863$ 1.50 1,488,123$ 9.20
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continung programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request reflect proposed increased level of service needed in FY2019/20.
Department: Health Services - DETENTION
2019/20 Total
Funding Request2019/20 Baseline Request2 2019/20 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1
Page 29 of 69
Attachment D
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
Department: Health Services - DETENTION
2019/20 Baseline Request
The Health Services Department - Detention proposed FY 2019/20 Baseline allocation of $1,221,260 will provide the same level of service. These
amount includes applicable merit increases and 3% COLA and related benefit increases.
An additonal 1.5 FTE in Salary and Benefit costs (includes 3% COLA and benefits) of $228,863 is requested forFY 19/20 due to increasing patient
visits with higher accuity requiring mandated hours:
· 1.2 FTE Registered Nurse
· 0.3 FTE Licensed Vocational Nurse
Salary and Benefit costs of $1,488,123 for the following positions:
• Family Nurse Practitioner - 1 FTE - West County Detention/Marsh Creek Detention/Martinez Detention . This provider delivers assessment
and ongoing medical care to patients housed at MDF/WCDF/MCDF. Additionally, this provider assists and communicates with internal and
external agencies in coordinating discharge planning/re-entry health needs.
• Licensed Vocational Nurse - 3.2 FTE West County Detention - These FTEs provide direct and on-going medication delivery and medication
support to inmates at the West County Detention . They serve as medication nurses for both the morning and afternoon shifts, seven days a
week. Additional staffing is needed based on the direct increase of medication administration post AB 109 inmate's arrival to West County
Detention in October of 2011.
• Registered Nurse - 3.2 FTE West County Detention/Martinez Detention/Marsh Creek Detention . Detention Health Services provides
nursing coverage to patients housed at all of the County's Adult Detention Facilities. This request is based on the on-going additional
needs/services provided to the AB109 population which are housed in the County's Adult Detention Facilities - During the FY 17/18, RN staffing
at the Marsh Creek Detention was increased from 5 days a week to 7 days a week. In order to accommodate the increased services required by
the additional inmate/patients housed at the Martinez Detention, West County and the Marsh Creek Detention Facility, Detention Health
Services has had to increase its RN FTEs to be able to provide timely and appropriate medical care.
• Mental Health Clinical Specialist - 1 FTE West County Detention. This clinician assists in providing direct mental health services and care to
the inmate/patients housed at both the West County Detention Facilities. Additionally, this clinician will assist internal and external agencies in
coordinating discharge planning and medical/mental health/medication information for inmates prior to their release to the community.
Currently this Clinician is engaged with the Transitions Health
Care Team based at the West County Health Center in San Pablo assisting patients with medical/mental health care upon re-entering the
community.
The FY 19/20 CCP budget request assures Detention Health Services funding to continue the provision of medical and mental health services
to AB109 inmate/patients housed in the County's adult detention facilities. These services are provided in accordance with the Board of
State Community Corrections - Title 15, Division 1, Chapter 1, Subchapter 4, Article 11 - Minimum Standards for Local Detention Facilities -
Medical/Mental Health Services. Detention Health Services provides medical/mental health/dental services to inmate/patients housed at
the Martinez Detention Facility, West County Detention Facility and the Marsh Creek Detention Facility. The Detention Health Services
division budget is funded solely by County General Funds.
Page 30 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS ‐ ‐
Deputy Public Defender IV ACER 1.2, 2.1 535,942 2.00 568,697 2.00 568,697 2.00
Deputy Public Defender III ACER 1.2, 2.2 241,516 1.00 251,177 1.00 251,177 1.00
Legal Assistant ACER 1.2 95,329 1.00 112,992 1.00 112,992 1.00
Deputy Public Defender III Clean Slate 5.2 67,656 0.50 127,427 0.50 127,427 0.50
Legal Assistant Clean Slate 5.2 190,658 2.00 189,972 2.00 189,972 2.00
Social Worker Client Support 5.3 138,995 1.00 155,242 1.00 155,242 1.00
Clerk Experienced Level Reentry Program Support 1.2, 2.1, 5.2, 5.3, 62,137 1.00 64,622 1.00 64,622 1.00
Deputy Public Defender V Reentry Program Support 2.1‐2.3, 3.3, 4.1, 5.1 267,971 1.00 303,754 1.00 303,754 1.00
Deputy Public Defender ‐ Special Assignment FTA Reduction Program 1.2, 5.3 154,492 2.00 160,672 2.00 160,672 2.00
Legal Assistant FTA Reduction Program 1.2, 5.3 196,376 2.00 205,080 2.00 205,080 2.00
Deputy Public Defender ‐ Special Assignment FTA Reduction Program 1.2, 5.3 77,246 1.00 77,246 1.00
Legal Assistant FTA Reduction Program 1.2, 5.3 98,188 1.00 98,188 1.00
Social Worker II Client Support 5.3 95,998 1.00 95,998 1.00
Social Worker II Client Support 5.3 95,998 1.00 95,998 1.00
Subtotal 1,951,072 13.50 2,139,635 13.50 367,430 4.00 2,507,065$ 17.50
OPERATING COSTS ‐
Office Expense FTA Reduction Program 1.2,5.3 6,952 6,952
Training/Travel Reentry Programs 1.2, 2.1, 5.2, 5.3 10,000 10,000
Clean Slate event supplies Clean Slate 5.2 950 950
Mileage Reentry Programs 1.2, 2.1, 5.2, 5.3 9,379 9,379
Postage for FTA Reduction Program FTA Reduction Program 1.2, 5.3 1,205 1,205
Promotional Materials Clean Slate Clean Slate 5.2 925 925
Promotional Materials for EarlyRep FTA Reduction Program 1.2, 5.3 800 800
FTA Reduction Program Salaries Bridge
Funding (April‐June 2019)1.2, 5.3 43,858 43,858
‐
‐
Subtotal - - 74,069 74,069$
CAPITAL COSTS (ONE-TIME)‐
Laptop purchase 4,800 4,800
‐
Subtotal - - 4,800 4,800
Total 1,951,072$ 13.50 2,139,635$ 13.50 446,299$ 4.00 2,585,934$ 17.50
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continung programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
Department: Public Defender
Description of Item Program/Function Ops. Plan Item #
2019/20 Status Quo
Allocation1 2019/20 Baseline Request2 2019/20 Program
Modification Request3
2019/20 Total
Funding Request
Page 31 of 69
Attachment D
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Public Defender
2019/20 Baseline Request
1. ACER. Salary and benefits costs of $932,866 are requested for (2) FTE Deputy PD IVs, (1) FTE Deputy PD III, and (1) FTE Legal Assistant. This program
provides for early representation of in‐custody clients at arraignment. The program furthers the goals of reducing recidivism, reducing pretrial detention
rates, reducing unnecessary court appearances, and facilitating early resolution.
2. Social Worker. Salary and benefits costs of $155,242 are requested for (1) FTE Social Worker. The Public Defender Social Worker provides social histories
and needs assessments for adult clients to support appropriate case dispositions and to refer clients to services that will result in successful case outcomes
and reduce recidivism. The program furthers the goals of providing and enhancing integrated programs and services for successful reentry.
3. Clean Slate. Salary and benefits costs of $317,399 are requested for (2) FTE Clean Slate Legal Assistants and (1) .5 FTE Deputy Public Defender II. The .5 FTE
Clean Slate attorney represents clients in obtaining post‐conviction relief. One of the Clean Slate Legal Assistants is dedicated to handling Expungements and
the other Clean Slate Legal Assistant is dedicated to handling Prop 47/Prop 64 cases. The Clean Slate Program provides extensive community outreach and
record clearance services county‐wide. The program furthers the goals of reducing recidivism, providing and enhancing integrated programs and services for
successful reentry.
4. FTA Reduction Program/Early Representation Program. Salary and benefits costs of $365,752 are requested for (2) Deputy PDs – Special Assignment and
(2) FTE Legal Assistants. This program furthers the goal of reducing recidivism, reducing pretrial detention rates, reducing unnecessary court appearances,
and facilitating early disposition of cases.
5. Reentry Program Support. Salary and benefits costs of $368,376 are requested for (1) FTE Reentry Coordinator & AB109 Program Supervisor and (1) FTE
Reentry Clerk. The AB109 Program Supervisor oversees the Reentry Programs Unit and coordinates the Public Defender’s work with various reentry programs
countywide in order to continue and expand our outreach to CBOs, other county agencies, and the greater community to support reentry services for our
client population. The Reentry Clerk supports this work as well as working closely with the Reentry Programs. This program furthers the goal of reducing
recidivism, reducing pretrial detention rates, reducing unnecessary court appearances, and facilitating early disposition of cases.
2019/20 Program Modification Request
1. FTA Reduction Program/Early Representation Program. Salary and benefits costs of $175,434 are requested for (1) FTE Deputy PD – Special Assignment
and (1) FTE Legal Assistant. This Program is currently operating in East, Central, and West County and has dramatically reduced failures to appear in court and
the associated costs of arrest and incarceration systemwide. The West County Program is a partnership with Richmond Police Dept. and launched in February
of 2017 with US DOJ funding. This program furthers the goals of reducing recidivism, reducing pretrial detention rates, reducing unnecessary court
appearances, and facilitating early disposition of cases. (See attached proposal).
2. Social Worker. Salary and benefits costs of $191,996 are requested for (2) FTE Social Workers II. Our social workers will encourage releases from custody
and reduce recidivism by aiding successful pretrial release, reentry, and reintegration. The program furthers the goals of reducing recidivism, reducing pretrial
detention rates, and providing and enhancing integrated programs and services for successful reentry. (See attached proposal).
3. Operating costs. Ongoing operating costs of $30,211 are requested for: training and travel for Reentry Unit attorneys and Legal Assistants, Clean Slate
event supplies, mileage for Reentry Unit staff, postage for the Early Representation Program, and promotional materials for the Clean Slate and Early
Representation Programs, etc. One time costs for $43,858 bridge funding for salary for the FTA Reduction Program and $4800 for 4 laptops (2 for Clean Slate
and 2 for the EarlyRep Program staff) are requested.
Page 32 of 69
Attachment D
Early Representation Program West County Proposal
Submitted to the Community Corrections Partnership by the Office of the Public Defender
October 19, 2018
1. Request
The Office of the Public Defender (CCPD) is requesting funding for 1 FT Special Assignment
Attorney and 1 FT Legal Assistant to continue our existing innovative and cost-saving Early
Representation program (EarlyRep) in West County. This program began as a partnership with the
Richmond Police Department in February 2017 and has been funded by a U.S. Department of Justice
grant, which will lapse in March 2019.
2. Background and Context
EarlyRep is a pilot program, which due its success has now been expanded to all three regions of the
county. Each site partners with law enforcement agencies in the region and employs one attorney and
one Legal Assistant. EarlyRep’s purpose is to alleviate the burdens felt by all criminal justice partners
caused by high failure to appear (FTA) rates in misdemeanor cases, which are often the result of a
simple lack of understanding of the court process and timing delays between the incident and
arraignment. The program gives individuals access to an attorney from the time of police contact to
help them navigate the criminal justice process and ensure that they make their court dates.
Prior to EarlyRep, more than 50% of those with a misdemeanor case in Contra Costa FTA’ed at their
court dates. FTAs are costly and burdensome for all criminal justice partners. When an individual
misses court, an arrest warrant is issued. As a result, courts expend resources processing warrants, and
police agencies expend resources in finding and arresting individuals and booking them into jail, where
they may remain for several days before seeing a judge. Many of these cases involve low-level
misdemeanor charges that would not normally involve jail time, absent an FTA. The costs of arrest
and incarceration also carry a host of collateral consequences that can be devastating to arrestees and
their families. Reducing FTAs also helps police agencies by shortening the duration of a criminal case
so that officers are less likely to have to testify many years after an incident occurred.
EarlyRep has proven that the FTA problem can be improved substantially by giving individuals who
are accused of misdemeanor offenses information about their court dates and access to due process
resources. As shown below, the effectiveness of the EarlyRep program is dramatic:
County
Region
Law Enforcement Agency Launch Date No. of
Participants
FTA Rate
Reduction
East Antioch Police & Calif. Hwy. Patrol July 2016 2,424 57% to 17%
West Richmond Police & Calif. Hwy. Patrol Feb. 2017 1,272 52% to 20%
Central Calif. Hwy. Patrol & others pending Sept. 2018 TBD TBD
This program has garnered statewide and national attention, including the award of a Smart Defense
grant from the US DOJ. The EarlyRep team has presented about the program at various conferences
around the country, including the Right to Counsel Conference at the US DOJ, the American Society
of Criminology, and the Judicial Council of California. The program has attracted media attention
from the East Bay Times, the American Bar Association Journal, KQED Radio, and others.
Page 33 of 69
Attachment D
3. Program Design and Outcomes
The West County EarlyRep Program is a partnership between CCPD and the Richmond Police
Department. After police contact for a misdemeanor incident, EarlyRep staff immediately attempt to
reach individuals to offer assistance using request for prosecution forms provided by RPD. Officers
also distribute an information card with the EarlyRep phone number to each individual following the
incident. The court clerks’ office and partnerships with community-based organizations provide
additional outreach. Utilizing innovative technology by Uptrust, individuals can text message the
program for help, and multilingual automated reminder texts are sent in advance of their court dates.
The EarlyRep team provides various levels of assistance to participants, including:
• Explaining the criminal justice process and case filing timelines;
• Practicing early intervention by connecting clients with social services and community resources;
• Consulting on the specific offense, potential case resolutions, and probation or diversion terms;
• Negotiating with the District Attorney’s Office prior to charges being filed;
• Preparing individuals for their first court appearance; and
• Appearing at arraignment court dates with participants.
In Richmond, the EarlyRep program has been especially successful at resolving cases pre-filing. The
EarlyRep attorney meets regularly with the District Attorney’s office to discuss individual cases.
These “pre-filing” conferences have proven very successful at reducing unnecessary filings in some
cases and achieving early resolutions at arraignment in others.
The East and West County EarlyRep programs have dramatically reduced FTA rates since inception.
Identifying the trends and causes of FTAs encourages all justice partners to collaborate in identifying
more efficient practices that avoid costly FTAs, streamline filing practices, and reduce unnecessary
arrests and the resulting costs. The EarlyRep model engages all criminal justice system partners in
establishing better practices and benefits all involved stakeholders.
4. Budget for FY 19/20
Employee Classification Salary & Benefits
1 FT Deputy PD, Special Assignment Attorney $77,246
1 FT Legal Assistant $98,188
Total annual salary cost $175,434
*Salaries for April-June 2019 $43,858
*This request is for one additional quarter of bridge funding as the US DOJ funding lapses in March of
2019, before the beginning of FY 19-20.
Page 34 of 69
Attachment D
Public Defender AB109 Funded Social Worker Proposal
Submitted to the Community Corrections Partnership by the Office of the Public Defender
October 19, 2018
1. Request
The Office of the Public Defender (CCPD) is requesting funding for 2 FT Public Defender Social Workers to assist
individuals with pretrial release and reentry support needs.
2. Background and Context
The use of social workers as part of a “holistic” defense team is widely recognized as a best practice and is
essential for connecting justice-involved individuals with the reentry resources available throughout the county.
Public Defender social workers help address the root causes of incarceration and system involvement, which are
complex and often include mental health, substance use disorders, poverty, homelessness, trauma and abuse. To
be effective, defense attorneys must collaborate with social workers, who have subject matter expertise in mental
health, and integrate them into the defense team. Studies show that the use of social workers for alternative
sentencing and reentry needs yields a high return on the dollar 1 and is an extremely effective tool at providing
alternatives to incarceration, improving outcomes for those going through the system, and reducing recidivism.2
In 2013, CCPD hired an AB109-funded Social Work Supervisor (SWS). During her time at CCPD, the SWS has
worked with nearly 500 individuals and has supervised 15 Social Work MSW interns. She has excelled at
working to help clients meet a range of needs and to achieve better outcomes. The SWS has directly contributed
to release from jail by providing alternatives to incarceration and practicing crisis intervention techniques for
many individuals. In 2018, CCPD still has just 1 FT Public Defender Social Worker to work with 86 attorneys in
3 branches of the department (Martinez, Richmond, and the Alternate Defender’s Office). Despite the diligence of
the CCPD Social Worker, the need for additional social work services for CCPD clients is great.
This gap in services was highlighted by the Contra Costa Racial Justice Task Force, which recommended in its
recent report to the BOS that “[t]he Public Defender’s Office shall hire social workers who can assess clients’
psychosocial needs and link them to services.”3 Additionally, Contra Costa’s commitment to the Stepping Up
Initiative - to reducing the number of mentally ill individuals in our jails - cannot be realized without trained
mental health professionals, such as Social Workers, working closely with mentally ill individuals who are
incarcerated, or at risk of incarceration, to find and secure alternatives to jail.
Contra Costa County currently lags far behind other larger county Bay Area Public Defender’s Offices and conflict
panels in the number of Social Workers on staff:
County Population Number of Social Workers
San Francisco 874,228 10
Alameda (PD and Conflict Panel) 1,645,359 7.5
Santa Clara (PD and Alternate Defender) 1,938,180 4
Solano 436,023 2
San Mateo Defender Program 770,203 1
Contra Costa 1,139,513 1
1 Kentucky Department of Public Advocacy Alternative Sentencing Work Program (Sept. 2017), citing a return on investment of $3.76 for
every $1 of program cost and an 80% reduction in days incarcerated through use of “alternative sentencing worker” program. (See
https://dpa.ky.gov/who_we_are/ASW/Documents/DPA%20ASW%20Outcome%20Study%20FY%202015.pdf).
2 A study to assess the impact of the SF Public Defender’s Office reentry social work program found that alternatives to incarceration,
reduced sentencing, and avoided jail days saved over $5,000,000 in CDCR costs and over $1,000,000 to SF County. (See
http://sfpublicdefender.org/wp-content/uploads/sites/2/2009/05/reentry-unit-program-evaluation.pdf).
3 Contra Costa Racial Justice Task Force Final Report and Recommendations, June 2018, Attachment A, xiv. (See
http://64.166.146.245/docs/2018/BOS/20180724_1121/34430_FINAL%20CCC-RJTF_BoS-memo_20180710_STC.pdf).
Page 35 of 69
Attachment D
3. Program Design & Outcomes
The current need for additional Public Defender social workers is especially acute given the number of recent
legal reforms in California that require additional services be offered by CCPD. These include dramatic changes
in the pretrial release law stemming from the In Re Humphrey decision, the imminent implementation of SB 10,
and the new Mental Health Diversion law. To support the need due to these recent reforms, as well as the existing
need to provide additional alternatives to incarceration for a large number of individuals, CCPD will have one
social worker designated to the Bail/Pretrial Release Team and the other assigned to Reentry Support.
Bail/Pretrial Release Social Worker:
Our Bail/Pretrial Release social worker will work closely with the Bail/Pretrial Release team at CCPD to address
the new legal obligation to handle in depth bail hearings and to draft intensive court appearance plans for those
who are in custody pretrial. This social worker will identify housing options, mental health and substance use
disorder placements, secure those placements, and formulate intensive reentry plans to meet each individual’s
needs.
In January of 2018, the Court of Appeal issued a groundbreaking legal decision In Re Humphrey which holds that
when courts set bail, courts must set bail according to one’s ability to pay and must consider “nonmonetary
alternatives.” In response, CCPD formed a Bail Unit and added 2 attorneys to address the expanded legal obligation
to litigate in depth pretrial release hearings. Although many individuals have been granted release through the
efforts of the Bail/Pretrial Release team, we are still lacking additional support in many cases where individuals
have complex placement needs and are not released due to lack of placement options. The need for additional
support will increase shortly with the implementation of SB 10 next year. SB 10 changes the pretrial release
system from a money-based system to risk-based release system and assumes that individuals will be released with
the least restrictive nonmonetary condition(s) that ensure public safety and return to court.
Fortunately, Contra Costa has invested in a pilot Pretrial Services (PTS) program and has been using an evidence-
based risk assessment tool to author release recommendations to our local court since 2014. However, without a
court appearance plan and the appropriate resources for those who are arrested, individuals who would otherwise be
released stay in jail. To be successful, pretrial release plans must include details about housing, mental health
treatment options, drug/alcohol treatment plans, and much more. A social worker is needed to leverage existing
community-based resources to increase the number of people released pending trial in Contra Costa’s jails.
Reentry Support Social Worker
CCPD handles approximately 19,000 cases a year, the majority of the people we represent have mental health or
substance use disorder needs. However, even for those without mental health and SUD issues, the majority, if not
all of our clients, suffer from problems of poverty, homelessness, trauma and other related complications that
require reentry service connections in order to reduce recidivism. A reentry social worker would work with CCPD
clients to develop individualized service plans, provide ongoing case management and to connect clients to
appropriate services, such as housing, treatment and benefits.
Various legal reforms and pilot programs have necessitated additional social worker resources at CCPD.
The Reentry Support social worker will work closely with CCPD clients on mental health and reentry needs,
including those that arise under the new Mental Health Diversion law AB 1810. This new law was
designed to divert cases from the criminal justice system and reduce the number of mentally ill individuals
in our jails and hospitals. This will only happen if defense attorneys are able to successfully develop a
detailed and comprehensive mental health treatment plan. In order to develop such plans, CCPD needs
additional social work resources.
Page 36 of 69
Attachment D
4. Budget for FY 19/20
Employee Classification Salary & Benefits
1 FT Social Worker II $95,998
1 FT Social Worker II $95,998
Total annual salary cost $191,996
Page 37 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS
DDA-Advanced Level Realignment Coordinator Attorney 317,842 1.00 310,315 1.00 310,315 1.00
DDA-Advanced Level Arraignment Court/Realignment Attorney 596,289 2.00 625,557 2.00 625,557 2.00
Senior Level Clerk Clerical/file support-Arraign. Court 86,205 1.00 77,568 1.00 77,568 1.00
Experienced Level Clerk Clerical/file support-Arraign. Court 72,372 1.00 69,719 1.00 69,719 1.00
Experienced Level Clerk Clerical/file support 60,399 1.00 61,883 1.00 61,883 1.00
V/W Assist. Prog Specialist Reentry Notification Specialists 87,881 1.00 105,452 1.00 105,452 1.00
V/W Assist. Prog Specialist Reentry Notification Specialists 180,658 2.00 178,867 2.00 178,867 2.00
DDA-Basic Level Violence Reduction/Recidivism Attorney 294,450 1.00 214,752 1.00 214,752 1.00
Senior Level Clerk - Part Time 960 Realignment - - 24,940 1.00 24,940 1.00
Subtotal 1,696,096 10.00 1,644,113 10.00 24,940 1.00 1,669,053$ 11.00
OPERATING COSTS -
Office Expense 3,516 6,219 6,219
Postage 1,561 1,982 1,982
Communication Costs 3,557 3,121 3,121
Minor Furniture/Equipment 1,383 1,521 1,521
Minor Computer Equipment 678 5,668 5,668
Clothing & Supply 14 61 61
Memberships 592 165 165
Computer Software Cost - 361 361
Auto Mileage 5,052 4,493 4,493
Other Travel Employees 3,789 553 553
Occupancy Costs 56,048 28,147 28,147
Data Processing Services/Supplies 14,836 14,450 14,450
Other Interdepartmental Charges 105 105 105
Other Special Dept. Charges - 160 160
Books-Periodicals-Subscription 1,132 - -
Non Cnty Prog Speclzd Svcs 375 - -
-
Subtotal 92,638 67,006 - 67,006$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 1,788,734$ 10.00 1,711,119$ 10.00 24,940$ 1.00 1,736,059$ 11.00
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continung programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
Department: District Attorney's Office
2019/20 Total
Funding Request2019/20 Baseline Request2 2019/20 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1
Page 38 of 69
Attachment D
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: District Attorney's Office
2019/20 Baseline Request
The District Attorney's Office proposed FY 2019/20 Baseline allocation of $ 1,711,119. The realignment team will continue to address the new
responsibilities presented by the realignment of our criminal justice system pursuant to Cal. Penal Code § 1170(h).
Salary and Benefit costs of $ 1,644,113 are requested for Four (4) FTE Deputy District Attorneys, One (1) Senior Level Clerk, Two (2) Experienced
Level Clerk, and Three (3) Victim/Witness Assistance Program Specialists. Benefits includes FICA, Medical Insurance, Workers Compensation,
SUI, Deferred Compensation, Other Post Employee Benefits (OPEB), Paulson Cost, Retiree Health Cost, Benefits Administrative Fee, etc.
Operating costs of $ 67,006 includes: Office Expense $ 6,219, Postage $ 1,982, Communication Costs $ 3,121, Minor Furniture Equipment $
1,521, Minor Computer Equipment $ 5,668, Clothing and Supply $ 61, Membership $165, Computer Software Cost$361, Auto Mileage $
4,493, Other Travel Employees $ 553, Occupancy Costs $ 28,147, Data Processing Services/Supplies $ 14,450, Other Interdepartmental Charges
$ 105, Other Special Dept. Charges $ 160
2019/20 Program Modification Request
The District Attorney's Office is seeking a $24,940.21 increase in provide for one part time 960 senior level clerk in FY2019/20:
Salary and Benefit costs of $24,940.21 are requested for:
· One part time 960 Senior Level Clerk to solely assist our Realignment Program Specialist.
Page 39 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
DDA-Advanced Perm - Top (level 4)295,713 295,713 -
Sr. Inspector Perm - Top 257,759 257,759 -
- -
- -
- -
- -
- -
- -
Subtotal - - - - 553,472 - 553,472$ -
OPERATING COSTS -
-
-
-
-
-
-
-
-
-
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total -$ - -$ - 553,472$ - 553,472$ -
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continung programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
Department: District Attorney's Office
2019/20 Total
Funding Request2019/20 Baseline Request2 2019/20 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1
Page 40 of 69
Attachment D
PROGRAM NARRATIVE:
Creation of the first Conviction Integrity Unit in the District Attorney's Office. See attached memo for further information.
DEPARTMENT: District Attorney's Office
2019/20 Baseline Request
2019/20 Program Modification Request
The Distritct Attorney;s Office is seeking a $553,472 increase in to augment programming for the creation of a Conviction Integrity Unit in
FY2019/20:
Salary and Benefit costs of $553,472 are requested for:
· An additional 1 full time level 4 attroney and 1 senior inspector for the Conviction Integrity Unit.
Page 41 of 69
Attachment D
Conviction Integrity Unit Proposal
The purpose of this proposal is to seek funding to establish the first ever Conviction
Integrity Unit (“CIU”) in the Contra Costa County District Attorney’s Office. The unit, which at
its inception will be comprised of one full time experienced attorney and one full time inspector,
will investigate wrongful conviction claims of actual innocence based on new evidence. While
claims of actual innocence will be the main priority for the unit, it will also review cases where
there is evidence of a significant integrity issue. The CIU will also assist in reviewing and
developing practices and policies related to training, case assessment, investigations and
disclosure obligations with the goal of preventing wrongful convictions in the first place. After a
thorough review of each case, where appropriate, the CIU will make recommendations to the
Contra Costa County District Attorney outlining the appropriate remedy.
The unit will also seek advice from and engage with external experts to assist in the
design and overall operation of the unit. We have already met with representatives from the
Northern California Innocence Project at Santa Clara University to begin fostering a working
relationship. The unit will also have an external advisory board to offer an outside lens on each
reviewed case, which will also provide an additional layer of credibility and transparency during
the review process.
Page 42 of 69
Attachment D
Advisory Board
Hon. John Burton
Hon. Nancy Pelosi
Hon. Cruz Reynoso
Board of Directors
Cynthia Alvarez
Richard Boswell
W. Hardy Callcott
Eva Grove
Bill Ong Hing
Lisa P. Lindelef
Anita I. Martinez
Michelle Mercer
Toni Rembe
Rudy Ruano
Guadalupe Siordia-Ortiz
Lisa Spiegel
Reginald D. Steer
Alan Tafapolsky
Mawuena Tendar
Hon. James L. Warren
(Ret.)
Allen S. Weiner
Roger Wu
General Counsel
Bill Ong Hing
Of Counsel
Don Ungar
Executive Director
Eric Cohen
San Francisco
1663 Mission Street
Suite 602
San Francisco, CA 94103
t: 415.255.9499
f: 415.255.9792
Washington D.C.
1016 16th Street, NW
Suite 100
Washington, DC 20036
t: 202.777.8999
f: 202.293.2849
ilrc@ilrc.org
www.ilrc.org
October 31, 2018
Community Corrections Partnership
c/o Contra Costa County District Attorney’s Office
900 Ward Street
Martinez, CA 94553
Dear Community Corrections Partnership:
The Immigrant Legal Resource Center (ILRC) writes to express our enthusiastic
support for the Contra Costa County District Attorney’s Office (CCCDA)
application for funding to establish a Conviction Integrity United.
For nearly forty years, the ILRC has stood on the forefront of protecting and
advancing immigrant rights to continue to build a democratic society that values
diversity and the rights of all people.
The ILRC has unique expertise about the immigration consequences of crimes. As
the U.S. Supreme Court has noted, “deportation is an integral part—indeed,
sometimes the most important part—of the penalty that may be imposed on
noncitizen defendants who plead guilty to specified crimes. Padilla v. Kentucky,
559 U.S. 356, 364 (2010).1
Deportation is indiscriminate: it can separate longtime lawful permanent residents
from their innocent U.S. citizen family members as well as deprive undocumented
parents of the opportunity to raise their U.S. citizen children. For refugees deported
to their homelands, deportations can be, quite literally, the equivalent to a death
sentence.
Because of the outsized immigration consequences that can attach to even low-level
convictions, it is critically important that those convictions comply with the
constitutional and legal standards that underpin our criminal justice system. For
this reason, in 2017, the California Legislature enacted Cal. Pen. C. § 1473.7, a
post-custodial legal vehicle that allows U.S. citizens and noncitizens to file a
motion to vacate a conviction if there is newly discovered evidence of actual
innocence; or for noncitizens who failed to meaningfully understand, knowingly
accept, or defend against, the immigration consequences of a criminal conviction.
Since its inception, many noncitizens have availed themselves of the Cal. Pen. C. §
1473.7 motion to challenge old convictions. District Attorneys’ offices have felt
1 In 2017, 83% of all “interior removals”—i.e., removals of people not at the border—occurred as a
result of contact with the criminal justice system. See ICE Removal Statistics, available at:
https://www.ice.gov/removal-statistics/2017.
Page 43 of 69
Attachment D
2
the brunt of this impact as they have had to revisit old cases to assess whether to stipulate or
oppose a defendant’s motion to vacate.
Funding to help the CCCDA establish a CIU will help the CCCDA comply with their legal
mandate to “consider the immigration consequences of convictions,” Cal. Pen. C. § 1016.3(a).
The CIU will help ensure that no person with a Contra Costa County conviction is deported on
the basis of an unconstitutional conviction and that immigrant families are not needlessly and
unlawfully separated.
We applaud the CCCDA’s leadership and its commitment to ensuring that innocent people do
not face continued punishment, from inside or outside the criminal justice system. We have
reviewed their proposal and are confident that the CCCDA has the expertise and thoughtfulness
to become a leader for CIUs in California and throughout the country.
Sincerely,
Rose Cahn
Director, Immigrant Post-Conviction Relief Project
Criminal and Immigrant Justice Attorney
Immigrant Legal Resource Center
Rose Cahn
Page 44 of 69
Attachment D
500 El Camino Real, Santa Clara, CA 95053-0001 tel: 408.554.4790 fax: 408.554.5440 www.ncip.org
October 29, 2018
Community Corrections Partnership
c/o Contra Costa County District Attorney’s Office
900 Ward St
Martinez, CA 94553
Dear Community Corrections Partnership:
The Northern California Innocence Project (NCIP) supports the Contra Costa County District
Attorney’s Office (CCCDA) application for grant funding to create a Conviction Integrity Unit
(CIU) in Contra Costa County.
NCIP’s mission is to promote a fair, effective and compassionate criminal justice system and
protect the rights of the innocent. Since our founding in 2001, NCIP has helped win the freedom
of 24 wrongly convicted people, sponsored and supported legislative change that has improved
our criminal justice system, and become an important voice in the criminal justice community,
both in this state and in the nation. In the painstaking work that we do to exonerate the innocent
throughout the state, we have seen how a District Attorney’s Office can be our ally as an
advocate for justice. We support and commend CIUs dedicated to a fair investigation and
resolution of a claim of wrongful conviction rather than those that exist simply to defend a
conviction.
Best practices are vital to the success and credibility of CIUs, and at a minimum should provide a
neutral, inclusive, and collaborative process in order to effectively investigate possible wrongful
convictions, exonerate innocent people, learn from mistakes, and highlight the need for state-
wide reforms. The CCCDA’s application incorporates these best practices into its proposed CIU.
Neutral review is necessary to give the case an untainted view, free of any confirmation and
hindsight bias in order to view the new evidence independently of the previous outcome. A
CIU’s goal should be to objectively evaluate the evidence to determine if the conviction was
proper, not simply to defend a conviction. It can be impossible for a prosecutor to be objective in
reviewing cases they previously worked on when so much work, time, resources, and support to
victims and their families went into the original prosecution. Having a detached, neutral unit
will allow for a more objective and just review of cases. The CCCDA’s proposal allows for
neutral review, calling for one full-time experienced attorney and one-full time inspector who
were not involved with the original conviction.
Conviction review programs also need to be expansive in the types of cases they consider.
Programs with limited case criteria exclude convictions that might warrant review. CIUs that
only review cases where there is a claim of new evidence of innocence, overlook innocence
claims based on faulty science, incentivized informants, false confession, ineffective assistance
of counsel, or government misconduct—the factors that have contributed to the majority of
Page 45 of 69
Attachment D
500 El Camino Real, Santa Clara, CA 95053-0001 tel: 408.554.4790 fax: 408.554.5440 www.ncip.org
California’s wrongful convictions. The CCCDA’s proposal describes a commitment to forming a
CIU that will conduct an expansive review, looking not only at cases of new evidence of
innocence, but also cases where there is evidence of another significant integrity issue.
Finally, successful CIUs collaborate with prosecutors, defense attorneys, innocence
organizations and other stakeholders who can offer expert insight into the causes of wrongful
convictions. Open exchange of case information and easy access to files increases collaboration,
facilitates timely review, and improves the objectivity of the case review process. Before drafting
their proposal, the CCCDA met with NCIP to learn about CIU best practices and to establish a
working relationship to assist one another in the review of wrongful conviction cases.
The CCCDA’s proposed program includes all of the best practices — neutral, expansive, and
collaborative review — which will lead to just results. I believe the CCCDA has the leadership
and expertise to carry out the work needed to make their CIU a success and I strongly endorse
their application.
Sincerely,
Linda Starr
Executive Director
Northern California Innocence Project
Cc: Diana Becton, District Attorney
Contra Costa County District Attorney’s Office
900 Ward St
Martinez, CA 94553
Page 46 of 69
Attachment D
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Attachment D
Page 48 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS $90,000 1.00 90,000 1.00
Neighborhood Courts Director Non-violent misdemeanor diversion - -
- -
- -
- -
- -
- -
- -
- -
Subtotal - - - - 90,000 1.00 90,000$ 1.00
OPERATING COSTS -
Training & TA for Adjudicators Non-violent misdemeanor diversion $60,000 60,000
-
-
-
-
-
-
-
-
-
Subtotal - - 60,000 60,000$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total -$ - -$ - 150,000$ 1.00 150,000$ 1.00
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continung programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
Department: District Attorney's Office
2019/20 Total
Funding Request2019/20 Baseline Request2 2019/20 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1
Page 49 of 69
Attachment D
PROGRAM NARRATIVE:
Contra Costa County Dsitrict Attorney Neighborhood Courts Pilot Program. Please see atatched memo for further information.
DEPARTMENT: District Attorney's Office
2019/20 Baseline Request
2019/20 Program Modification Request
The District Attorney's Office is seeking a $150,000 increase in to augment programming for the Neighborhood Courts program in FY2019/20:
Salary and Benefit costs of $90,000 are requested for:
· An additional 1.0 FTE for a director for the Neighborhood Courts program.
Operating costs of $60,000 is requested for:
· Increased revenue to cover additional program costs and training for the Neighborhood Courts program. Please see attached memo for
additional details.
Page 50 of 69
Attachment D
Neighborhood Community Courts Proposal
In an effort to offer smart and safe alternatives for low level non-violent misdemeanors,
the Contra Costa County District Attorney’s Office proposes the creation of the District
Attorney’s Neighborhood Courts Program. In lieu of filing criminal charges, this community
based pre-charging diversion program will use a restorative justice lens to resolve low-level
misdemeanors and quality of life crimes. Modeled after a similar District Attorney lead program,
adjudicators – comprised primarily of residents who live and work in the community where the
incident occurred – hear the case and create plans that enable the participant to address harms
caused to the community and parties affected by the incident.
The Neighborhood Court will seek to accomplish five main goals. The first goal is
efficient case resolution. The goal will be for each participant to have their case heard within
weeks of arrest and have their diversion program fully complete within six months of arrest.
Second, the focus of the program will be community driven solutions. The goal is to launch the
pilot in three locations throughout the county (fill in). The community that was affected by the
crime will have the chance engage with the offender and direct the plan for repairing the harm
caused to the victim, the community and the offender. The third goal is to reduce the burden on
the criminal courts. This program has the potential to reduce the number of cases making their
way through the criminal justice system, saving both time and money for the courts and impacted
county agencies. Lastly, this program aims to reduce recidivism. By keeping low-level non-
violent offenders out of the criminal justice system, and keeping convictions off their record, this
program will aid in preventing obstacles to obtaining employment, education, housing, and
meaningful participation in the community. Additionally, we will be tracking recidivism rates
through the collection of data to ensure the program is fulfilling its goals.
Program Overview
Neighborhood Courts is a pre-filing diversion program for low level non-violent
misdemeanors that emphasizes community participation and restorative justice. Contra Costa
County District Attorney (CCCDA) prosecutors will review all misdemeanor cases to identify
those that are suitable for Neighborhood Courts. Suitable cases are those that (1) are legally
eligible, per Neighborhood Courts guidelines (provided below) and (2) would otherwise be
charged for prosecution.
Participation in Neighborhood Courts is voluntary. Potential participants are contacted
by the CCCDA program coordinator and will be provided information about the program,
including their legal rights and program requirements.
A panel of volunteer “adjudicators” (or panelists) trained in restorative justice and
problem solving, hear misdemeanor cases at a Neighborhood Court located in (FILL IN). There
are no prosecutors or defense counsel in the hearings, as this is not a criminal proceeding. This
process is completely confidential. If an individual agrees to participate, nothing said in the
hearing will be used against them for criminal prosecution. Supported by staff from the
CCCDA’s nonprofit partners, panels of 3-4 adjudicators hear each case separately to dialogue
with the participant, assess the harm caused by the incident, and issue “directives” to address the
Page 51 of 69
Attachment D
harm caused to the victim, the community, and the participant him/herself. Once the participant
completes his/her directives, the CCCDA discharges the case (e.g. does not file it in criminal
court).
While participation in Neighborhood Courts is voluntary, the individual must take
responsibility for their role in the incident. If candidates fail to respond to the invitation to
participate, opt out, or fail to appear at Neighborhood Courts or complete their directive, their
case will be referred back to the CCCDA for traditional criminal case processing.
Initial Implementation
The CCCDA’s Office will consult with office team members, community stakeholders, and
consultants about how best to roll out the model in a thoughtful and methodical way.
Additionally, the office will reach out to merchants, community based organizations, schools,
faith based leaders, as well as other civic and social groups. Simultaneously, we will be speaking
with local law enforcement agencies and county agencies to inform the implementation and look
for creative ways to partner and provide services to the participants where appropriate.
Proposed Eligible Cases
All misdemeanor offenses are eligible for Neighborhood Courts, with the following exceptions:
o Moving violations
o Gun cases
o Domestic violence
o Child assault
o Stalking
o Sex assault / 290 registration
o Hate crimes
o Elder abuse, whether physical, mental or financial
o Assault on an officer
o Witness / victim intimidation
The following individuals are also excluded:
o 290 registrant
o Juvenile
o Anyone under any form of community supervision in any jurisdiction, except that the
following probationers are Neighborhood Courts eligible:
o Individuals on court probation for NC-eligible offenses.
o Individuals who are on probation in cases where their charged offense is NC-
eligible.
o Anyone with pending open case(s), including pending co-defendant case(s).
o Individuals with prior convictions are assessed on a case-by-case basis, taking into
consideration the severity of the offenses, number of prior convictions and length of time
from the last conviction to the present case.
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Attachment D
o Individuals who have previously participated in Neighborhood Courts.
o Individuals who are unwilling to pay documented restitution.
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Attachment D
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Attachment D
Page 57 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
One Stop Administrator
Coordination with One-Stop/America Job Center of
California system 46,000 46,000 46,000 -
Workforce Services Specialist Engagement with public & private partners 55,000 55,000 55,000 -
Business Service Representative Recruitment & engagement of businesses 70,000 70,000 70,000 -
SBDC Director Small business & entrepreneurship linkages 5,000 5,000 5,000 -
SBDC Advisors Small business & entrepreneurship linkages 10,000 10,000 10,000 -
Workforce Board Executive Director Oversight & coordination with workforce system 10,000 10,000 10,000 -
17/18 4% Floor Allocation 8,000 8,000 8,000
18/19 4% Floor Allocation 8,160
- -
Subtotal 212,160 - 204,000 - - - 204,000$ -
OPERATING COSTS -
Training/Travel 4,000 4,000 4,000
18/19 4% Floor Allocation 160 -
-
-
Subtotal 4,160 4,000 - 4,000$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 216,320$ - 208,000$ - -$ - 208,000$ -
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continuing programs in the FY 2019/20 Status Quo column in 2018/19 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20
Department: Workforce Development Board of Contra Costa County
Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1 2019/20 Baseline Request2 2019/20 Program
Modification Request3
2019/20 Total
Funding Request
Page 58 of 69
Attachment D
PROGRAM NARRATIVE:
Please provide a narrative describing the programming that will be provided on the AB 109 Budget Proposal Form.
DEPARTMENT: Workforce Development Board of Contra Costa County
2019/20 Baseline Request
The Contra Costa Workforce Development Board (WDB) is seeking status quo level funding of $208,000 for the fiscal year 2019-2020. The
budget reflects the amount of time key staff will devote to AB109 in order to continue to provide linkages to the One-Stop/AJCC system,
business engagement and small buisiness and entrepreneurship connections. In accordnace with the WDB's orginal submittal the WDB will us
AB109 funds to leverage other funds to provide services to previously incarcerated individuals.
2019/20 Program Modification Request
The Workforce Development Board is not seeking new funding at this time. While labor agreements resulting in wage increases will increase
staffing costs by about 4%, through working with CCP partner agencies and other organizations, the WDB is committed to pursuing and securing
additional resources that can further support, link, align and leverage related work to serve AB109 participants and concurrerntly expand efforts
to serve other populations that are returning to communitites in Contra Costa County and help them with employment and training needs.
Page 59 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB 109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
- -
Senior Deputy County Administrator Program Administration 6.2 152,075 0.75 168,531 0.75 168,531 0.75
ORJ Deputy Director Program Administration 6.2 185,136 1.00 190,690 1.00 190,690 1.00
Research & Evaluation Manager Research & Evaluation 6.3 155,608 1.00 189,563 1.00 189,563 1.00
Senior Management Analyst Program Administration 6.2 148,632 1.00 165,765 1.00 (165,765) (1.00) - -
Advanced Secretary Program Administration 6.2 42,737 0.50 46,392 0.50 (46,392) (0.50) - -
Management Analyst Program Administration 6.2 122,611 1.00 122,611 1.00
Subtotal 684,188 4.25 760,941 4.25 (89,546) (0.50) 671,395$ 3.75
OPERATING COSTS -
-
Ceasefire Program Coordinator 5.1 114,000 119,000 119,000
Communications, office supplies, travel/transp.6.2 7,500 7,500 5,500 13,000
SAFE, Skuid Database Licenses; SPSS subscription 6.3 8,520 8,520
Intern 6.3 8,000 8,000
Occupancy Costs 6.2 12,000 12,000
County Counsel charges 6.2 6,000 6,000
-
-
-
Subtotal 121,500 126,500 40,020 166,520$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 805,688$ 4.25 887,441$ 4.25 (49,526)$ (0.50) 837,915$ 3.75
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continung programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
Department: County Administrator--Office of Reentry & Justice
2019/20 Total
Funding Request2019/20 Baseline Request2 2019/20 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1
Page 60 of 69
Attachment D
PROGRAM NARRATIVE:
DEPARTMENT: County Administration--Office of Reentry & Justice
2019/20 Baseline Request
The ORJ's proposed FY 2019/20 Baseline allocation of $837,915, a 4% increase from FY 18-19, will provide the following level of service:
Salary and Benefit costs of $671,395 are requested (a 2% decrease over the FY 18/19 allocation) to implement the Work Plan of the ORJ. The
cost projections include salary step increases and a 4% COLA for the following positions:
· 0.75 FTE Senior Deputy County Administrator, acting as Director of the ORJ
· One (1.0) FTE Deputy Director
· One (1.0) FTE Research & Evaluation Manager
· One (1) FTE Management Analyst
The reduction in Salary and Benefit costs comes from the elimination of the (0.5) FTE Advanced Secretary position and the retirement of the 1.0
FTE Senior Management Analyst . A 1.0 FTE Management Analyst position is added.
Operating costs of $166,520 are requested for:
· $119,000 for ongoing Ceasefire Program Coordination services, which represents a 4% increase over FY 18-19;
· $13,000 for Office expenses including: Communications, Office Supplies, Travel/transportation;
· $8,520 for Salesforce (reentry database), Skuid (interface for SAFE), and SPSS (statistical software) administrative licenses;
· $8,000 for an Intern to support evaluation and research, (as proposed in the original ORJ development proposal);
· $12,000 for Occupancy Costs at the Morrow House (not previously budgeted );
· $6,000 for County Counsel charges for services (not previously budgeted ).
2019/20 Program Modification Request
The modification of a reduction of -$49,526 from Baseline stems from the elimination of the Advanced Secretary position ($46,392) and the
Senior Management Analyst position ($165,765), which results in a net reduction despite Operating Cost increases, as noted above.
Page 61 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Antioch Police Officer AB 109 Officer 5.1 141,149 1.00 146,795 1.00 - - 146,795 1.00
Concord Police Officer AB 109 Officer 5.1 141,149 1.00 146,795 1.00 - - 146,795 1.00
Pittsburg Police Officer AB 109 Officer 5.1 141,149 1.00 146,795 1.00 - - 146,795 1.00
Richmond Police Officer AB 109 Officer 5.1 141,149 1.00 146,795 1.00 - - 146,795 1.00
Richmond Police Officer (West)MHET Officer 5.1 141,149 1.00 146,795 1.00 - - 146,795 1.00
Walnut Creek Police Officer (Central)MHET Officer 5.1 141,149 1.00 146,795 1.00 - - 146,795 1.00
Pittsburg Police Officer (East)MHET Officer 5.1 141,149 1.00 146,795 1.00 - - 146,795 1.00
Subtotal 988,043 7.00 1,027,565 7.00 - - 1,027,565$ 7.00
OPERATING COSTS -
e.g. Training/Travel -
Small Equipment Purchase -
computer, printer, etc.-
IT Support -
Vehicle Operating -
Office Supplies -
Communication Costs -
Outfitting Costs
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
e.g. Vehicle Purchases (2)-
-
Subtotal - - - -
Total 988,043$ 7.00 1,027,565$ 7.00 -$ - 1,027,565$ 7.00
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continung programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
Department: CCC Police Chief's Association
Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1 2019/20 Baseline Request2 2019/20 Program
Modification Request3
2019/20 Total
Funding Request
Page 62 of 69
Attachment D
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: CCC Police Chief's Association
2019/20 Baseline Request
The Contra Costa County Police Chief's Association has requested $587,180 to fund four (4) postions. These officers participate in coordinated
monitering, compliance checks, and drug testing within the County. This collaborative approach is consistent with the Contra Costa County
AB109 Operation Plan. Each Police Officer maintains a current knowledge of County AB109 programs to ensure County AB109 probationers are
referred to services, if deemed appropriate.
Baseline Request also includeds $440,385 to fund three (3) MHET postions. These officers participate in coordinated efforts of handling referrals
of potentially "high risk" dangerous persons with mental health issues and combative behaviors towards police and others including AB109 and
Prop 47 clients within the County. This collaborative approach is consistent with the Contra Costa County MHET Operation Plan. Each Police
Officer maintains a current knowledge of MHET programs to ensure countywide potentially "high risk" dangerous persons with mental health
issues and combative behaviors are referred to services, if deemed appropriate. The goal is to reduce potential conflicts or confrontations
between police and citizens.
2019/20 Program Modification Request
Page 63 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
REGIONAL SERVICES
Employment 5.3b 2,081,275 201,725 2,283,000
West/East County Rubicon Programs 1,144,700 8.74
Central/East County Goodwill Industries 936,575 8.30
Housing 5.3c 1,071,855 200,145 1,272,000
Countywide Housing Shelter Inc.1,019,825 6.85
Gender Responsive Housing (unallocated)52,030
Peer Mentoring 5.4a 114,470 530 115,000
West County Service Men and Women of Purpose 114,470
Family Reunification 5.4b 93,660 340 94,000
Countywide Service Center for Human Development 93,660
Legal Services 5.4c 156,095 905 157,000
Countywide Service Bay Area Legal Aid 156,095
One Stops 5.2b
East/Central County Network System of Services see below 6.00
West County Reentry Success Center see below 3.22
CAB Support (countywide)Via Office of Reentry & Justice 5,000 5,000 (1,969) 3,031
subtotal 3,522,355 33.11 3,522,355 - 401,676 - 3,924,031$
NETWORK SYSTEM OF SERVICES
Network Management 3.3, 4.1, 5.1 978,200 800 979,000
Network Staff & Operations HealthRIGHT360 629,585
Contracted Services
Sober Living Homes Mz. Shirliz 156,095
Auto Repair Training Fast Eddie's Auto Services 67,640
In-Custody Engagement (men)Men and Women of Purpose 62,440
Transition Planning (women)Centerforce 62,440
subtotal 978,200 978,200 800 979,000
REENTRY SUCCESS CENTER
Operation and Management Rubicon Programs 3.3, 4.1, 5.1 546,335 546,335 546,335
subtotal 546,335 546,335 - 546,335
OTHER EXPENSES
4% COLA Increase 5 202,476 (202,476) -
Salesforce Licensing 17,000 17,000
Connections to Resources Rubicon Programs 15,000 15,000 15,000
TOTAL 5,061,890$ 33.11 5,264,366$ - 217,000$ - 5,481,366$
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continung programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
4. CAB Support line used to create round numbers to be used in RFP process.
5. $202,100 from the COLA is to be dedicated to Employment Services in FY 2019-20, and the rest to CAB Support.
Department: Community Advisory Board
2019/20 Total
Funding Request42019/20 Baseline Request2 2019/20 Program
Modification Request3Description of Item 2018-19 CONTRACTED PROVIDER Ops. Plan
Item #
2019/20 Status Quo
Allocation1
Page 64 of 69
Attachment D
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Probation Department
2019/20 Baseline Request
CAB continues to recommend that CCP invest significant funds in community programs to continue development of the local non-profit
services sector. The CCP should therefore continue to support community based programs. Funding these programs is consistent with the
nationwide effort of justice reinvestment. Staying this course will ensure our communities gain the capacity to provide reentry services with
high levels of quality and fidelity, and is the best way to achieve lasting reductions in recidivism and long term enhanced public safety outcomes.
As CAB submits this 2019/2020 AB109 Budget Request, we present status quo request with a modest increase as described below. As part of
this status quo budget request, CAB recommends that the CCP Executive Committee fund each of the funded reentry service areas at an amount
that is no less than what was allocated for each program during the current fiscal year. CAB further recognizes that the County will put all
services out for bid through an RFP process this year and recommends that CCP endorse a plan to award five year contracts through that
process. CAB would also recommend that include CAB in both the RFP development and selection processes. Furthermore, CAB recommends
that the RFP for the Network Management contract be for a single entity to manage both the operations, and any additional services provide
through the Network by way of subcontract.
The recommended amounts of ongoing funding for FY 2019-20 are as follows:
Reentry Success Center: $543,384
Center/Network Joint Communications Strategy $15,000
CAB support through ORJ $2,384
The following amounts should be offered for these services through the impending RFP process:
Employment Support and Placement Services: $2,280,000
Housing: $1,269,000
Peer Mentoring: $114,000
Family Reunification: $94,000
Civil Legal Services: $156,000
Network System of Services: $973 000
2019/20 Program Modification Request
Additional Funding Increase of Community-Based Housing Services - $1,269,000
The relationship between housing and employment is increasingly evident. A living wage is required to qualify for and maintain permanent housing through
rental assistance or other programs. Stable housing is critical to individuals seeking to secure and maintain employment. CAB therefore strongly recommends
that the County increase funding for community-based housing services, and design the next RFP process in a way that encourages bidders to propose
integrated approaches to housing and employment. This could be done by giving preferential scoring to bidders that propose innovative approaches to linking
employment and housing support and/or that have partnered with other organizations to offer an integrated and holistic approach.
Additional Funding for Salesforce Licensing: The County has mandated that all funded service providers use the Salesforce datasystem known as the Safe.
During fiscal year 2017/2018, CCP approved a $75,000 allocation for the transfer of this database from the direct control of the Reentry Success Center to the
ORJ. Through this process costs for the system went from the reduced non-profit rate for licensing to the increased rates charged to enterprises such as
county government. This increase license costs from about $350 to nearly $1,200 each. In the transition has taken on much of this cost increase. However,
going forward their plan is to reduce contract amounts based on these costs. Because approximately $17, 000 was deducted from contractors in fiscal year
2018/2019, CAB is recommending this amount be provided to the ORJ to cover these costs to avoid the complication and confusion involved in reducing and
tracking contract allocation decreases acrossed the many AB109 funded providers.
Additional Funding Increase of 4%: COLAThe Community Advisory Board (CAB) continues to recommend that CCP invest significant funds in community
programs to continue development of the local non-profit services sector. CAB therefore requests a 4% COLA increase in funding for community programs that
amounts to $202,476. A total of $202,100 from this amount was added to employment services, and the remaining $376 added to the CAB Support item.
Funding these programs is consistent with the nationwide effort of justice reinvestment. Staying this course will ensure our communities gain the capacity to
provide reentry services with high levels of quality and fidelity, and is the best way to achieve lasting reductions in recidivism and long term enhanced public
safety outcomes. In setting the amounts to be released to RFP, CAB then reduced its own support line by an amount that would ensure each service's
recommended RFP award amount could be rounded up to the nearest thousand from its most recent allocation.
Page 65 of 69
Attachment D
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Courtroom Clerk II Step 6 208,421 2.00 225,745 2.00 225,745 2.00
18/19 4% Floor Allocation 8,337 N/A - -
- -
- -
- -
- -
- -
- -
Subtotal 216,758 2.00 225,745 2.00 - - 225,745$ 2.00
OPERATING COSTS -
-
-
-
-
-
-
-
-
-
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 216,758$ 2.00 225,745$ 2.00 -$ - 225,745$ 2.00
1. FY 2019/20 Status Quo Request reflects the FY 2018/19 Funding Allocation.
2. FY 2019/20 Baseline Request should reflect the cost of continung programs in the FY 2018/19 Status Quo column in 2019/20 dollars.
3. FY 2019/20 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2019/20.
Department: Superior Court
2019/20 Total
Funding Request2019/20 Baseline Request2 2019/20 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2019/20 Status Quo
Allocation1
Page 66 of 69
Attachment D
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Superior Court
2019/20 Baseline Request
The Contra Costa Superior Court respectfully requests one-time funding from the County’s FY 2019-20 AB 109 allocation in the amount of
$225,745. The funding continues to address the extra workload associated with PRCS cases, parole violation petitions, and the Pretrial Release
Program by funding two dedicated courtroom clerks whose sole focus is on capturing court proceedings, and entering the appropriate case
information timely.
The Court calendars many cases involving the supervision of “non-non-non” offenders. This workload continues to exceed that which could
reasonably be handled by a single courtroom clerk. In response, the court allocated a second clerk to each of the high volume calendars at all
times.
The additional clerk serves as a primary resource for the Judge, Justice Partners and the Attorneys in answering questions and receiving
paperwork. The second clerk also preps calendars, answers incoming phone calls, responds to faxes and enters data in case management while
the primary clerk records matters on the record. The two clerk team works together in departments creating a more efficient process for each
case.
Page 67 of 69
Attachment D
2018/19
Budget Budget FTE Change
PROGRAM EXPENDITURES
Sheriff
Salaries & Benefits 7,013,256 7,321,484 -
Inmate Food/Clothing/Household Exp 456,250 456,250 -
Monitoring Costs 55,000 55,000 -
IT Support 40,000 40,000 -
Behavioral Health Court Operating Costs 80,500 80,500 -
"Jail to Community" Program 243,650 243,650 -
Inmate Welfare Fund re: FCC Ruling 755,000 800,000 -
Sheriff Total 8,643,656 8,996,884 -
Probation
Salaries & Benefits 2,695,085 2,794,803 -
Operating Costs 175,862 182,896 -
Salaries & Benefits-Pre-Trial Services Program 784,296 813,314 -
Operating Costs-Pre-Trial Services Program 80,872 81,083 -
Probation Total 3,736,116 3,872,096 -
Behavioral Health
Salaries & Benefits 1,036,027 778,127 (4.2)
Occupancy Costs 61,102 38,752 -
Contracts 1,343,772 1,426,633 -
Vehicle Purchase and Maintenance 23,346 24,948 -
Travel 10,608 9,200 -
Behavioral Health Total1 2,474,855 2,277,660 (4.2)
Health Services - Health, Housing, & Homeless
Salaries & Benefits - 137,432 2.2
Operating Costs - 116,000 -
Health, Housing & Homeless Total1 - 253,432 2.2
Health Services - Detention Health Services
Sal & Ben-Fam Nurse, WCD/MCD 195,038 235,168 -
Salaries & Benefits-LVN, WCD 306,499 316,673 -
Salaries & Benefits-RN, MCD 513,764 534,854 -
Sal & Ben-MH Clinic. Spec., WCD/MCD 126,394 134,565 -
Detention Health Services Total 1,141,696 1,221,260 -
Public Defender
Sal & Ben-Clean Slate/Client Support 413,160 472,641 -
Sal & Ben-ACER Program 907,698 932,866 -
Sal & Ben-Reentry Coordination 340,827 368,376 -
Sal & Ben-Failure to Appear (FTA) Program 354,912 541,186 2.0
Sal & Ben-Pre-Trial Services Program 295,788 317,084 -
Stand Together CoCo 500,000 500,000 -
Operating/Capital Costs - 35,011 -
Public Defender Total 2,812,385 3,167,164 2.0
District Attorney
Salaries & Benefits-Victim Witness Prgrm 87,881 105,452 -
Salaries & Benefits-Arraignment Prgrm 682,494 703,125 -
Salaries & Benefits-Reentry/DV Prgrm 792,950 703,934 -
Salaries & Benefits-Conviction Integrity - - -
Salaries & Benefits-Neighborhood Courts - 90,000 1.0
Salaries & Benefits-ACER Clerk 72,372 69,719 -
Salaries & Benefits-Gen'l Clerk 60,399 61,883 -
Salaries & Benefits-Realignment Clerk - 24,940 0.5
Operating Costs 92,638 67,006 -
Operating Costs - Neighborhood Courts 60,000 -
District Attorney Total 1,788,734 1,886,059 1.5
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
FY 2019/20 CCP TOTAL REQUEST SUMMARY
(Approved by the Community Corrections Partnership on December 7, 2018)
2019/20 CCP RECOMMENDED
ATTACHMENT E
Page 68 of 69
2018/19
Budget Budget FTE Change
PROGRAM EXPENDITURES
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
FY 2019/20 CCP TOTAL REQUEST SUMMARY
(Approved by the Community Corrections Partnership - Executive Committee on December 7, 2018)
2019/20 CCP RECOMMENDED
EHSD - Re-Entry Systems
Salaries & Benefits - 106,966 1.0
Operating Costs - 37,438 -
EHSD Total - 144,404 1.0
EHSD - Workforce Development Board
Salaries & Benefits 212,160 204,000 -
Travel 4,160 4,000 -
EHSD-WDB Total 216,320 208,000 -
County Administrator/Office of Reentry and Justice
Salaries & Benefits - Prog. Admin 528,580 481,832 (0.5)
Salaries & Benefits - Research and Evaluation 155,608 189,563 -
Ceasefire Program Contract 114,000 119,000 -
Data Evaluation & Systems Planning - - -
Operating Costs 7,500 47,520 -
CAO/ORJ Total2 805,688 837,915 (0.5)
CCC Police Chief's Association
Salaries and Benefits-AB109 Task Force 564,596 587,180 -
Salaries and Benefits-MHET Teams (3)423,447 440,385 -
CCC Police Chiefs' Total 988,043 1,027,565 -
Community Programs
Employment Support and Placement Srvcs 2,000,000 2,283,000 -
Network System of Services 940,000 979,000 -
Reentry Success Center 525,000 546,335 -
Short and Long-Term Housing Access 1,030,000 1,272,000 -
Legal Services 150,000 157,000 -
Mentoring and Family Reunification 200,000 209,000 -
Connections to Resources 15,000 15,000 -
CAB Support (via ORJ)7,021 3,031 -
Salesforce Licensing - 17,000 -
18/19 4% COLA - Allocation TBD 194,688 - -
Community Programs Total 5,061,709 5,481,366 -
Superior Court
Salaries and Benefits - Pretrial 216,758 225,745 -
Superior Court Total 216,758 225,745 -
TOTAL 27,885,959 29,599,550 2.0
Notes:
1. Health, Housing, and Homeless funding was included in Behavior Health's allocation in FY 18/19.
2. ORJ budget as listed includes costs associated with the Community Corrections subaccount only.
ATTACHMENT E
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