HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 03112019 - PPC Agenda PktPUBLIC PROTECTION
COMMITTEE
March 11, 2019
10:30 A.M.
651 Pine Street, Room 101, Martinez
Supervisor John Gioia, Chair
Supervisor Federal D. Glover, Vice Chair
Agenda
Items:
Items may be taken out of order based on the business of the day and preference
of the Committee
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 February 4, 2019 meeting. (Page 4)
4.CONSIDER accepting a report on the County's Multi-Agency Juvenile Justice Plan and
PROVIDE direction to staff regarding the recruitment process for the community based
organization and public member seats on the Contra Costa County Juvenile Justice
Cooridinating Council. (Paul Reyes, Committee Staff) (Page 8)
5.CONSIDER accepting an update on the Board of Supervisor's letter to the Contra Costa
County Fairgrounds to ban gun shows and provide direction to staff. (Paul Reyes,
Committee Staff) (Page 80)
6.CONSIDER approving FY 2018/19 AB 109 funding for the West County EarlyRep
Program, as requested by the Public Defender. (Paul Reyes, Committee Staff)
(Page 105)
7.CONSIDER accepting the Quality Assurance Committee's recommendation to increase
Fast Eddie’s award by $37,500 and provide direction on the usage of the Local
Innovation Fund. (Donte Blue, ORJ Deputy Director) (Page 111)
8.The next meeting is currently scheduled for April 1, 2019.
9.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:03/11/2019
Subject:RECORD OF ACTION - February 4, 2019
Submitted For: PUBLIC PROTECTION COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: RECORD OF ACTION - February 4, 2019
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 February 4, 2019
meeting.
Recommendation(s)/Next Step(s):
APPROVE Record of Action from the February 4, 2019 meeting.
Fiscal Impact (if any):
No fiscal impact. This item is informational only.
Attachments
Record of Action - Feburary 4, 2019
Page 4 of 130
PUBLIC PROTECTION
COMMITTEE
February 4, 2019
10:30 A.M.
651 Pine Street, Room 101, Martinez
Supervisor John Gioia, Chair
Supervisor Federal D. Glover, Vice Chair
Agenda Items:Items may be taken out of order based on the business of the day and preference of the Committee
Present: John Gioia, Chair
Federal D. Glover, Vice Chair
Staff Present:David Twa, County Administrator
Tim Ewell, Chief Assistant County Administrator
Paul Reyes, Committee Staff
1.Introductions
Convene - 10:30 AM
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
No public comment.
3.APPROVE Record of Action from the January 28, 2019 meeting.
Approved as presented.
Vice Chair Federal D. Glover, Chair John Gioia
AYE: Chair John Gioia, Vice Chair Federal D. Glover
Passed
4.1. REVIEW and APPROVE the fiscal year 2019/20 AB 109 budget proposal from the
Sheriff's Office in the amount of $800,000 for inmate program services, as recommended
by the Community Corrections Partnership-Executive Committee.
2. ACCEPT a report on the AB 109 Community Corrections fund balance.
Approved as presented with a request to the Sheriff's Office to provide an update on
commission revenue once a new inmate telecommunications contract has been
executed.
Page 5 of 130
Chair John Gioia, Vice Chair Federal D. Glover
AYE: Chair John Gioia, Vice Chair Federal D. Glover
Passed
5.1. PROVIDE input and direction to staff on the proposed contractor solicitation process
for the AB 109 Community Programs for 2019, including but not limited to:
a. the contract period,
b. the method of solicitation,
c. the timeline of the process
d. the composition of Review Panels, and
e. the allocation of funding.
Note that the AB 109 Innovation funding solicitation for 2019 will also require a similar
solicitation process to be undertaken by the ORJ for FY 2019-2020 contracts.
2. CONSIDER increasing the AB 109 Community Programs allocation to:
support housing needs of special populations such as women, families, families
with dependents, and 290 sex offender registrant;
expand civil legal services;
provide full funding for the Salesforce licenses that contractors are required to
maintain for reentry service data. ($17,000)
3. CONSIDER the re-allocation of the FY 2018-19 funding in the amount of $50,000 for
housing for women and children that was not utilized by Reach Fellowship International.
Approved as presented with the following direction to staff:
Build into the FY 19/20 budget $50,000 in AB 109 funding for housing for
women and children that was not utilized by Reach Fellowship International.
1.
Approved $17,000 in AB 109 funding for Sales Force license.2.
The term of the contracts awarded from the RFP process will be 3 years (no
one-year renewal clauses).
3.
Included Lavonna Martin from Health, Housing, and Homelessness to
participate in housing RFP.
4.
Bring the FY 18/19 Quarter 4 AB 109 funding request for the West County
Failure to Appear program to the Community Corrections Partnership in
March 2019.
5.
Chair John Gioia, Vice Chair Federal D. Glover
AYE: Chair John Gioia, Vice Chair Federal D. Glover
Passed
6.1. APPROVE calendar year 2018 Public Protection Committee Annual Report for
submission to the Board of Supervisors;
2. PROVIDE direction to staff as appropriate.
Page 6 of 130
Approved as presented, with the following direction to staff:
Provide a report on IWF financial analysis and the new inmate telecommunications contract
when completed by the Sheriff's Office.
1.
Provide an update on the Juvenile Justice Coordinating Council, revise annual report to
continue referral to CY 2019.
2.
Provide an update on the Racial Justice Oversight Body and the implementation of the Racial
Justice Task Force recommendations.
3.
Provide an update on the Board of Supervisor's letter to ban gun shows at the County
Fairgrounds.
4.
Return to the Board to refer justice system fees to the Public Protection Committee.5.
Chair John Gioia, Vice Chair Federal D. Glover
AYE: Chair John Gioia, Vice Chair Federal D. Glover
Passed
7.The next meeting is currently scheduled for March 4, 2019.
8.Adjourn
Adjourned - 11:40 AM
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 7 of 130
PUBLIC PROTECTION COMMITTEE - SPECIAL MEETING 4.
Meeting Date:03/11/2019
Subject:REFERRAL ON JUVENILE JUSTICE COORDINATING COUNCIL
Submitted For: PUBLIC PROTECTION COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: REFERRAL ON JUVENILE JUSTICE COORDINATING COUNCIL
Presenter: Paul Reyes, Committee Staff Contact: Paul Reyes, 335-1096
Referral History:
On February 13, 2018, the Board of Supervisors referred to the Committee a review of the production of the
County's Multi-Agency Juvenile Justice Plan. The plan is due to the state on May 1 of each year, as a condition of
Contra Costa’s annual funding through the Juvenile Justice Crime Prevention Act (JJCPA) and Youthful Offender
Block Grant (YOBG). For Contra Costa County, this amounts to over $8 million in annual funding specifically for
juvenile justice activities.
Subsequent to the referral, the Juvenile Justice Coordinating Council (JJCC) met on March 6, 2018 to discuss the
revised, consolidated Multi-Agency Juvenile Justice Plan. The JJCC is staffed by the Probation Department and is
composed of the following individuals in CY 2018:
Todd Billeci, Probation Department (Chair of JJCC)1.
Supervisor Karen Mitchoff, (Current BOS Chair rotates annually)2.
Karen Moghtader, Public Defender’s Office3.
Dan Cabral, District Attorney’s Office4.
Brian Vanderlind, Office of the Sheriff5.
Lynn Mackey, Contra Costa Office of Education6.
Eric Ghisletta, Martinez Police Department7.
Shirley Lorenz, Juvenile Justice-Delinquency Prevention Commission8.
Dan Batiuchok, Behavior Health-Health Services Department9.
Kathy Marsh, Employment and Human Services Department - Children and Family Services10.
Mickie Marchetti, REACH Project11.
Ruth Barajas-Cardona, Bay Area Community Resources (BACR)12.
Fatima Matal Sol, County Alcohol and Other Drugs Director13.
A copy of the Plan, which was presented to and approved by the JJCC in March 2018 is attached to this staff report
for reference.
At the April 2018 meeting of the Public Protection Committee, staff was directed to return at a future meeting date
with information regarding the Juvenile Justice Commission (JJC), the Delinquency Prevention Commission (DPC)
and the Juvenile Justice Coordinating Council (JJCC). This information would allow the Committee to better assess
a path forward for potential changes, mergers or consolidation of juvenile justice oversight by multiple advisory
committees.
At the September 10, 2018 meeting, staff presented the following a summary of the JJC, the DPC and the JJCC:
Juvenile Justice Commission:
The Juvenile Justice Commission is a state body created by statute and is in effect part of the Superior Court. (Welf.
Page 8 of 130
& Inst., § 229.). The charge of JJCs is, among other things, to inspect detention facilities or group homes in counties
where a minor has been held in custody. In addition, a JJC may hold hearings from time-to-time and compel the
attendance of individuals to testify at such hearings.
The JJC is not subject to the Brown Act, but rather the Bagley-Keene Open Meeting Act (Gov. Code, § 11120 et.
seq.) and falls within an exemption to that Act specifically for courts. (Gov. Code, § 11121.1 (a).) The exemption
allows for the Court to choose not to post agendas or otherwise meet publicly.
The JJC does not direct any County financial resources allocated for juvenile justice.
Delinquency Prevention Commission:
The board of supervisors in each county has statutory authority to create and appoint members to a Delinquency
Prevention Commission. The charge of a DPC is to coordinate on a countywide basis activities of governmental and
non-governmental entities related to juvenile delinquency prevention. In lieu of appointing all members, a county
board may designate the JJC (the State body described above) to also serve as the DPC. In Contra Costa County, the
Board has chosen to designate members of the Court's JJC as the County's DPC by ordinance. This means that the
membership of the County DPC is appointed by the Court and not the County.
The DPC is a local body implemented in this County by an ordinance. (Welf. & Inst. Code, § 233. Ord. Code, Ch.
26-6, “Delinquency Prevention Commission.”) Thus, it is a legislative body for purposes of the Brown Act. (Gov.
Code, § 54952 (a), (b).) DPC meetings must be conducted in accordance with the Brown Act.
The DPC does not direct any County financial resources allocated for juvenile justice.
Juvenile Justice Coordinating Council:
The JJCC is created pursuant to Welfare and Institutions Code section 749.22 and is charged with creating and
maintaining a multi-agency juvenile justice plan composed of several critical parts, including, but not limited to:
(a) An assessment of existing law enforcement, probation, education, mental health, health, social services, drug and
alcohol and youth services resources which specifically target at-risk juveniles, juvenile offenders, and their families.
(b) An identification and prioritization of the neighborhoods, schools, and other areas in the community that face a
significant public safety risk from juvenile crime, such as gang activity, daylight burglary, late-night robbery,
vandalism, truancy, controlled substance sales, firearm-related violence, and juvenile alcohol use within the
council’s jurisdiction.
(c) A local action plan (LAP) for improving and marshaling the resources set forth in subdivision (a) to reduce the
incidence of juvenile crime and delinquency in the areas targeted pursuant to subdivision (b) above and the greater
community.
(d) Develop information and intelligence-sharing systems to ensure that county actions are fully coordinated, and to
provide data for measuring the success of the grantee in achieving its goals.
(e) Identify outcome measures.
The JJCC does make recommendations for the allocation of County financial resources juvenile justice.
Specifically, the multi-agency juvenile justice plan is required to received a state allocation of Youthful Offender
Block Grant (YOBG) and Juvenile Justice Crime Prevention Act (JJCPA) each year. For fiscal year 2018/19, the
County estimates receipt of $8.9 million ($4.7 million from JJCPA and $4.2 million from YOBG). For fiscal year
2017/18, the County received a combined amount of $8.2 million from both sources.
At the September 2018 meeting of the Public Protection Committee, staff was directed to return at the next meeting
to consider the next steps needed to consolidate the delinquency prevention functions of the DPC and JJCC. Staff
was also directed to return with information on the membership of the JJCC to allow the Committee to better assess
the need for additional seats.
The following information was provided on the JJCC membership:
Juvenile Justice Coordinating Council Membership: Page 9 of 130
Juvenile Justice Coordinating Council Membership:
Welfare and Institutions Code (WIC) section 749.22 establishes the minimum membership of the JJCC. Per WIC
§749.22, the JJCC "shall, at a minimum, include the chief probation officer, as chair, and one representative each
from the district attorney's office, the public defender's office, the sheriff's department, the board of supervisors, the
department of social services, the department of mental health, a community-based drug and alcohol program, a city
police department, the county office of education or a school district, and an at-large community representative. In
order to carry out its duties pursuant to this section, a coordinating council shall also include representatives from
nonprofit community-based organizations providing services to minors."
Below are the members of the JJCC as of March 2018:
Seat Incumbent Representing
Chief Probation Officer, as Chair Todd Billeci Probation Department
District Attorney's Office Dan Cabral District Attorney's Office
Public Defender's Office Karen Moghtader Public Defender's Office
Sheriff's Department Brian Vanderlind Sheriff's Office
Board of Supervisors Supevisor Mitchoff Board of Supervisors
Department of Social Services Kathy Marsh Employment and Human Services Department -
Children and Family Services
Department of Mental Health Dan Batiuchok Behavior Health - Heath Services Department
Community-based Drug and
Alcohol Program
Fatima Matal Sol County Alcohol and Other Drugs
City Police Department Eric Ghisletta Martinez Police Department
County Office of Education or a
School District
Lynn Mackey Contra Costa Office of Education
At-large Community
Representative
Shirley Lorenz Juvenile Justice - Delinquency Prevention
Commission
Nonprofit Community-based
Organization #1
Mickie Marchetti REACH Project
Nonprofit Community-based
Organization #2
Ruth
Barajas-Cardona
Bay Area Community Resources (BACR)
During the October 2018 meeting, the Committee acknowledged that two County advisory bodies, the DPC and the
JJCC, that have been charged with similar duties. To ensure that the delinquency prevention initiatives were
evaluated in tandem with other juvenile justice initiatives from a policy and funding perspective, the Committee
recommended the dissolution of the DPC and that the JJCC assume the duties of coordinating juvenile delinquency
prevention initiatives through the annual multi-agency juvenile justice planning process. To best carry out its duties,
the Committee also recommended that the JJCC’s membership be increased to nineteen (19) members by adding
one (1) representative from the County Public Health Department, three (3) additional at-large community
representatives, and two (2) at-large youth representatives.
In December 2018, the Board of Supervisors adopted Ordinance No. 2018-30 amending the County Ordinance
Code Chapter 26-6 to dissolve the Delinquency Prevention Commission and Resolution No. 2018/597 to increase
the size of the Juvenile Justice Coordinating Council to 19 members.
Referral Update:
FY 2019/2020 Consolidated Annual Plan
On March 5, 2019, the Juvenile Justice Coordinating Council approved the FY 2019/2020 Consolidated Annual
Plan. The goal of the planning process was to create a feasible Juvenile Probation Consolidated Annual Plan to
improve services for Contra Costa County's juvenile justice population. The planning process included assessing of
existing practices and resources, identifying system needs and gaps, and prioritizing and recommending solutions.
The full Annual Plan and a summarized Annual Plan have been attached for reference.
Recruitment Process Page 10 of 130
Recruitment Process
Through Board Resolution, six additional seats have been created, five of which are community based seats which
are currently vacant. The JJCC membership, as of February 2019, has been included for reference. Staff is
recommending the following recruitment schedules to the PPC for consideration:
8-Week Application Period:
April 1: Issue press release advertising vacancies
May 24: Application Deadline
June 3: PPC Committee Meeting - Interviews
June 18: Board consideration of PPC nominations
4-Week Application Period:
April 1: Issue press release advertising vacancies
April 26: Application Deadline
May 6: PPC Committee Meeting - Interviews
May 21: Board consideration of PPC nominations
Recommendation(s)/Next Step(s):
1. ACCEPT a report on the County's Multi-Agency Juvenile Justice Plan; and
2. PROVIDE direction to staff regarding the recruitment process for the community based organization and public
member seats on the Contra Costa County Juvenile Justice Coordinating Coucil.
Attachments
Board of Supervisors' Referral
JJCPA-YOBG Consolidated Plan 2018
FY 19/20 Consolidated Annual Plan
FY 19/20 Annual Plan Summary
JJCC Memebership Feb 2019
Page 11 of 130
RECOMMENDATION(S):
REFER to the Public Protection Committee consideration of producing a Multi-Agency
Juvenile Justice Plan, as recommended by Supervisor Gioia.
FISCAL IMPACT:
None.
BACKGROUND:
The Multi-Agency Plan is Contra Costa’s sole opportunity to produce a robust and
well-informed justice plan for our county’s children. It is due to the state on May 1, as a
condition of Contra Costa’s annual funding through the Juvenile Justice Crime Prevention
Act (JJCPA). For more the a decade, Contra Costa has made minimal changes in its plan.
This state-mandated annual multi-agency plan provides singular opportunities for truly
meaningful progress to support young people (including, for example, systemic issues
related to immigrant youth, disabled youth, cross-over youth, children of incarcerated
parents, school push-out, and racial justice).
It is recommended that the item be referred to the Public Protection Committee.
APPROVE OTHER
RECOMMENDATION OF CNTY
ADMINISTRATOR
RECOMMENDATION OF BOARD
COMMITTEE
Action of Board On: 02/13/2018 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I Supervisor
Candace Andersen, District II
Supervisor
Diane Burgis, District III Supervisor
Karen Mitchoff, District IV
Supervisor
Federal D. Glover, District V
Supervisor
Contact: Timothy Ewell (925)
335-1036
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: February 13, 2018
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: Timothy Ewell, Chief Assistant County Administrator
C. 66
To:Board of Supervisors
From:David Twa, County Administrator
Date:February 13, 2018
Contra
Costa
County
Subject:REFER to the Public Protection Committee
Page 12 of 130
CONTRA COSTA COUNTY
Juvenile Justice Crime Prevention Act
& Youthful Offender Block Grant
(JJCPA-YOBG)
Consolidated Annual Plan
2018
Contact: Lesha Roth
Assistant Chief Probation Officer
Lesha.Roth@prob.cccounty.us
925-313-4149
Page 13 of 130
Contra Costa County
JJCPA-YOBG Consolidated Annual Plan 2018 Page 2
CONTENTS
Part I: Countywide Service Needs, Priorities and Strategy Page
Assessment of existing services 3
Identifying and prioritizing focus area
6
Juvenile Justice action strategy
7
Part II: Juvenile Justice Crime Prevention Act Page
Information sharing and data
9
JJCPA Funded Programs, strategies and/or system enhancements
9
Part III: Youthful Offender Block Grant (YOBG) Page
Strategy for non-707(b) offenders
11
Regional agreements
12
Funded programs, placements, services, strategies and or systems
enhancements
12
Page 14 of 130
Contra Costa County
JJCPA-YOBG Consolidated Annual Plan 2018 Page 3
Part I: Countywide Service Needs, Priorities and Strategy
Assessment of Existing Services:
Contra Costa County offers a wide variety of resources to at risk and justice system involved
youth and their families within the community. These resources are provided by city, county
and state agencies as well as community based organizations.
Law Enforcement: Contra Costa County is unique in that the county is comprised of 22 distinct
law enforcement agencies which include city police, county sheriff, the District Attorney and
the Probation Department. Early intervention and prevention services such as education,
parenting, counseling, treatment and restorative justice are provided through diversion in some
jurisdictions. Examples of diversion programs are: The Reach project in Antioch, RYSE in
Richmond, and Community Court is utilized in the cities of Pittsburg, Concord, and San Ramon.
The Contra Costa County Probation Department offers opportunities for informal supervision,
Deferred Entry of Justice in collaboration with the court, and service referrals to youth and their
families prior to entry into the justice system as well as youth who are new to the justice
system. In addition to early interventions the Probation Department offers a continuum of
supervision and treatment services for youth who have become justice system involved.
Youth and Family Service Agencies: Services are offered to youth and their families by both
county agencies and community based organizations.
The Children and Family Services Department (CFS) in Contra Costa County offers
programs that include services such as Family Finding, Family Maintenance, Family
Preservation, Family Reunification and Safe and Stable Families. Foster care is provided
to justice involved youth collaboratively with the Probation Department. Youth in foster
care also become eligible for Extended Foster Care services (AB-12) after their 18 th
birthday and into young adulthood. For youth who are aged out or unable to return
home to their families, CFS provides an Independent Living Skills Program (ILSP). ILSP
works with youth to develop life skills, money management, preparation for college
applications, and housing, cooking and other skills necessary to succeed after leaving
the foster care system.
The John F. Kennedy University Community Center provides mental health services for
parent issues and child-parent conflicts, school related problems, abuse and trauma,
and anxiety and depression.
Community Violence Solutions (CVS) is part of the County wide Commercially Exploited
Youth (CSEY) steering committee and provides services for children and adults who are
victims of sexual abuse, including evaluation and therapy. CVS provides CSEY counseling
within the Juvenile Hall.
The Reach Project provides counseling, age appropriate support and peer groups, teen
and adult drug and alcohol treatment, and supports parents and grandparents.
Page 15 of 130
Contra Costa County
JJCPA-YOBG Consolidated Annual Plan 2018 Page 4
The Center for Human development offers mediation for families in conflict as well as a
spectrum of services for at-risk youth. Services are provided in the school and in the
community.
The Counseling Options Parent Education (C.O.P.E) program offers parenting classes and
counseling services.
Community Options for Families and Youth (COFY) offers therapeutic behavioral
services, educational mental health management, trauma therapy, parent education,
Multi-Systemic Therapy and Functional Family Therapy (FFT). COFY partners with the
County Mental Health Department and the Probation Department to offer FFT though
the MIOCR grant.
Big Brothers/ Big Sisters of the East Bay offer mentoring services for youth through the
age of 18 or graduation from High School.
The Contra Costa County Youth Continuum of Services (Heath Services) offers
emergency shelter, meals, showers, laundry facilities, mail service, health care,
transitional and permanent housing, case management, counseling, family reunification,
employment assistance, peer support groups, substance abuse education, links to
substance abuse and mental health treatment, school enrollment and transportation
assistance. The Youth Continuum currently partners with the Probation Department to
provide a bed at Pomona Street for a homeless youth and also will provide a bed for a
DJJ returnee in the future.
The RYSE Youth Center offers Richmond and West county youth ages 13-24 assistance
with education and justice, community health programming (case management,
counseling, Restorative Pathways Project), youth organizing and leadership through the
Richmond Youth Organizing team, as well as providing access to media, arts, and
culture. The RYSE Center also offers workforce development and job attainment
supports.
Community Works West provides Family Services and Restorative Community
Conferences.
The West Contra Costa Youth Services Bureau offers coordinated services to youth and
families that include Wraparound, kinship support for relative care givers, family
preservation support and youth development.
Bay Area Community Resources (BACR) provides assistance to youth, adults and families
in need. Services include: After school programs, workforce and education programs,
alcohol and other drug programs, national service through AmeriCorps, tobacco
cessation classes and education, counseling and mental health services, and school
based counseling.
One Day at a Time provides direct mentoring at the elementary, middle school and high
school levels, artistic outlets, educational and recreational field trips, community service
opportunities, home visits, and youth employment referrals.
Rubicon programs serve youth and their families by removing barriers to help teach
financial literacy including credit repair and household budgeting, help in finding
immediate employment, as well as on the job training and internships. Rubicon also
Page 16 of 130
Contra Costa County
JJCPA-YOBG Consolidated Annual Plan 2018 Page 5
provides adult education and literacy, wellness, community connections and restorative
circles.
Boys and Girls Clubs of Contra Costa County offer programs in sports and recreation,
education, the arts, health and wellness, career development, and character and
leadership.
The Rainbow Community Center focuses on serving the lesbian, gay, bisexual,
transgender and queer/questioning community. The center offers a youth advocacy
collaborative, LBGT and friends NA meetings, mixed AA meetings, counseling services,
HIV testing, a transgender group, men’s HIV support group, a discussion group on
gender identity, and youth programs.
The Congress of Neutrals (VORP) Victim Offender Reconciliation program applies
restorative justice techniques to juveniles without prior records. VORP receives
referrals from the Probation Department as part of the intake/informal process in an
effort to divert them from the juvenile justice system.
Community Health for Asian Americans (CHAA) provides programs in behavioral health,
community engagement, youth leadership, music programs, and early and periodic
screening, diagnostic and treatment for substance abuse in collaboration with mental
health.
Health, Mental Health, and Substance Use Disorder Programs : Contra Costa County Health
Services acts as the overall umbrella agency for Health, Mental Health and Alcohol and Other
Drug Programs.
Health services include, but are not limited to the Contra Costa Regional Medical
Center, dental clinics, the Teenage Program (T.A.P), Head Start, specialized
services for children with disabilities, public health clinics, and the Child Health
and Disability Prevention program.
Mental Health Services include but are not limited to: a 24 hour hotline for crisis
and suicide, a 24 hour behavioral health access line for mental health services,
clinic services for youth and their families, Wraparound services, evidence based
practices provided through programs such as Functional Family Therapy, Multi-
Systemic Therapy and Multi-Dimensional Family Therapy, Positive Parenting
Program (Triple P), and the Mobile Response Team.
Alcohol and other Drug Services include a youth crisis line, Behavioral Health
Access Line for screening and referrals to substance use disorder prevention and
treatment, Alateen and 12 step meetings, and minimal outpatient and
residential treatment programs. Prevention services are also offered in
collaboration with community based organizations.
Education Partners and Programs: The Contra Costa County Office of Education (CCCOE)
delivers education and services to more than 176,000 students in Contra Costa County. CCCOE
offers afterschool education and safety programs, bullying prevention, services for expelled
students, a coordinating council that provides active coordination local school districts and the
Page 17 of 130
Contra Costa County
JJCPA-YOBG Consolidated Annual Plan 2018 Page 6
CCCOE, English learner support, Science, Technology, Engineering, Arts and Mathematics
education (STEAM). CCCOE also provides adult correctional education, career technical
education, court and community schools, and special education and youth development
services. Youth Development Services specifically include the following programs: Education
for Homeless Children and Youth, Foster Youth Services, and the Workforce Innovation and
Opportunity program. Additionally, CCCOE offers the following services to justice system
involved youth: Job Tech classes for post disposition students, school staff participate in
Bridge/Multidisciplinary Referral Team (MRT)meetings, Transition and Assessment specialists
meet with students to complete Independent Learning Plans, Tutors provide intervention, Data
Technicians and Principals review credits earned and the graduation plan of each student,
students are screened for AB 167 eligibility, Special Education teachers provide transition
planning, community college liaisons provide workshops regarding financial aid and conduct
orientations, and students are given continuous positive feedback about their behavior and
receive Behavior Intervention Plans (BIP) to address needs.
Contra Costa County facilitates the dissemination of information regarding services that are
available through “211 Contra Costa” and through a published “Surviving Parenthood” resource
directory that is prepared by the Child Abuse Prevention Council. Many of the services listed
above are referenced in the 211 database which contains social service and health information
available 24 hours per day, seven days per week just by calling “211” from any phone. In
addition to the telephone, information regarding services can be accessed through a website.
As indicted on the list above, Contra Costa County offers a variety of services to youth and
families county-wide; however, improvements can be made to increase the ability of youth and
families to navigate and access the resources available. Collaboration of services is a challenge
that the Probation Department would like to address in the next year. Approaches to
collaboration include an increase in the use of multi- disciplinary team meetings, as well as
Child and Family team meetings, and transitional meetings for re-entry youth. The Probation
Department will work towards building stronger relationships with local law enforcement
diversion programs, community based organizations and our county agency partners to insure
that appropriate and effective services are provided.
Identifying and Prioritizing Focus Areas:
The Probation Department and county agencies provide core services and supervision for youth
and families that are already justice involved. Improvements can be made on the front and
back end of the local justice system, as well as by increasing the very limited Substance Use
Disorder (SUD) treatment services. Most recently, the west (Richmond) and central (Concord/
Martinez) areas of the county have experienced loss of outpatient SUD services for youth. It is
the hope that by addressing the insufficient outpatient and intensive outpatient SUD treatment
options as well as enhancing diversion and re-entry/aftercare services many youth will not
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enter the system at all and of those who do, juvenile recidivism and later entry into the adult
system will be significantly reduced.
According to the Juvenile Court and Probation Statistical System (JCPSS) the five Contra Costa
County Law Enforcement Jurisdictions with the most referrals to the Probation Department
over the last several years include Antioch, Concord, Richmond, Brentwood, and Sheriff’s
Office/Martinez. However, it should be noted that referrals from these agencies significantly
reduced in 2017. Overall referrals from all of the agencies have decreased from almost 800 in
2016 to roughly 500 in 2017.
In order to continue the trend of decreased referrals, diversion, re-entry services, and SUD
treatment have been identified as priority moving forward. The Probation Department utilizes
JJCPA funds to work collaboratively with the schools and police departments, and as such,
infusion of Probation services in the areas of the community with the most need has and
continues to be a primary focus.
Juvenile Justice Action Strategy:
The Contra Costa County Probation Department offers a continuum of services to at risk and
justice involved youth and their families. Services have varying levels of intensity ranging from
informal probation to commitment to a custodial treatment program. Most juvenile services
include referrals to county agencies and community based organizations as treatment needs
are identified through the Department’s use of evidence based risk/needs assessment tools,
the OYAS (Ohio Youth Assessment System) and the JAIS (Juvenile Assessment and Intervention
System).
The Probation Department is currently developing a Detention Risk Assessment Instrument
(DRAI) to allow for more equitable, objective, and informed intake decision making at the
Juvenile Hall.
Current Probation services include:
Referral/citation closed at intake, no action taken.
Referral to resources and referral/citation closed at intake.
Referral to a diversion program or placement on non-court involved Informal Probation
for six months.
Filing of a petition with the Juvenile Court and working with the court and the family to
recommend a disposition if the petition is sustained.
Maintaining a youth in custody at the Juvenile Hall pending court. While the youth is
housed at the Juvenile Hall services such as medical, dental, mental health care,
recreational activities, education, and evidence based programming are offered.
Home supervision with the aid of electronic monitoring that allows the youth to remain
in the community and receive services pre and post disposition.
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Community Supervision post disposition that includes Deputy Probation officers in
schools, at police departments, and providing community supervision based on
geographic location.
Non-wardship supervision for youth determined to be dependents per W&I 300.
Juvenile Placement (foster care) and re-entry supervision.
Non-Minor Dependent services and supervision post placement (AB-12).
Commitment to the Girls in Motion rehabilitative program in the Juvenile Hall and re-
entry supervision.
Commitment to the Orin Allen Youth Ranch Rehabilitation Facility for boys and re-entry
supervision.
Commitment to the Youthful Offender Treatment Program for boys at the Juvenile Hall
and re-entry supervision.
Re-entry supervision for youth who have completed their commitment to the California
Division of Juvenile Justice (DJJ).
The Probation Department is providing services primarily to youth who have entered into the
justice system. A priority moving forward and a recommendation of the Contra County Racial
Justice Task Force is to develop new and enhanced diversion services. Although juvenile
detention and probation supervision populations continue to be on the decline, more work
needs to be done to continue this trend by providing non-justice system evidence based
interventions and services to youth and their families.
The Probation Department will work with other justice partners to increase the capacity of city
and county agencies, as well as community based organizations to deliver early intervention
diversion services, re-entry services to youth who are returning to the community from
custodial programs, and outpatient SUD treatment. Probation will work with CBOs and other
justice partners to offer the following:
Diversion services:
1) An evaluation of current services and how they can be enhanced
2) Delivery of best practice and evidence based programs that include
restorative justice, intensive family therapy and services
3) Development of a methodology for tracking and reporting outcomes
Re-entry/after care services:
1) Staffing of re-entry specialists that will:
a. Actively participate in transitional or “bridge” meetings in the
custodial programs between Probation, School, Mental Health,
families, youth and other necessary providers.
b. Serve as education advocates to insure youth are properly enrolled
in their school district and receive all services due to them.
c. Provide services to all three areas of the county and during non-
traditional working hours.
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d. Provide services to families in their homes
e. Help youth and families navigate and receive the county wide services
to include housing and health.
f. Work collaboratively with the Probation Department
2) A coordinated approach across service systems to address youth’s needs
Substance Use Disorder Outpatient Treatment. Combining SUD and Probation resources to:
1) Create outpatient and intensive outpatient programs in Central and
West County that may include collaboration with existing community based
organizations and local schools.
a. If needed the Probation Department may provide training to our
partners on the use of Cognitive- Behavioral Interventions for
Substance Abuse (CBI-SA)
In addition to enhancing diversion services at the point of entry into the system, and SUD
treatment, the Probation Department will prioritize working with community based
organizations to build upon the concept of the re-entry network established by the Youth
Justice Initiative which included re-entry case management, systems navigation, and bridge
meetings narrowing the gap between custody and community release.
Part II: Juvenile Justice Crime Prevention Act
The Juvenile Justice Crime Prevention Act (JJCPA) was created to provide a stable funding
source for local juvenile justice programs aimed at curbing criminal delinquency among at risk
youth.
Information sharing and data:
Contra Costa County Probation and Courts operate on a “main frame” computer case
management system. Information is shared from the mainframe in accordance with Welfare
and Institutions Code section 827.12 and with authorization from the court. Aggregate data is
provided to the Department of Justice Juvenile Court and Probation Statistical System. The
Probation Department currently utilizes in house Access databases and Excel spreadsheets to
collect data and evaluate programs. A comprehensive case management system is currently in
development and it is anticipated to be fully functional in FY2019/2020.
JJCPA Funded Programs, Strategy, and/or System Enhancements:
FUNCTIONAL FAMILY THERAPY (FFT)
The FFT program is offered to youth who are transitioning back into the community after a
custodial commitment. FFT is a resource that will enhance the ability for Deputy Probation
Officers to insure that the transitioning youth will receive the necessary services to successfully
reintegrate into their community.
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Functional Family Therapy (FFT) is an empirically-grounded, strengths and family based
intervention program for youth. FFT is an evidence based practice known to be effective for
treating youth with conduct disorder and delinquency (Henggler and Sheidow, 2012, Journal of
Marital and Family Therapy). The goal of FFT is to improve family communication through
engagement, motivation, relational assessment, behavior change and generalization. This
intervention program that can be conducted in the home is facilitated by a clinician during 12-
14 intensive sessions over three to five months. FFT is an essential resource that the Probation
and Mental Health Department offers to youth who often find the transition from a detention
setting back into their home challenging.
FFT was funded previously by the Mentally Ill Offender Crime Reduction Grant Program
(MIOCR) which sunsets in June of 2018. Recognized as one of the most effective programs
currently offered, collaboration was agreed upon between Health Services- Mental Health and
the Probation Department to continue to fund FFT utilizing Med-Cal, Mental Health funds and
JJCPA funds.
DEPUTY PROBATION OFFICERS IN HIGH SCHOOLS
Contra Costa County Probation utilizes JJCPA funds to staff Deputy Probation Officers (DPOs) at
public high schools within several communities in the county. This collaboration between
Probation and local schools employs a variety of preventative strategies designed to keep youth
from entering or re-entering the juvenile justice system.
DPOs provide supervision for youth on informal probation or who have been adjudged wards
who attend their assigned school and provide referrals for supportive community resources to
the youth and their families. DPOs are trained to facilitate evidence based practice programs,
utilize risk assessments to identify criminogenic needs, develop case plans, complete court
reports, provide services to victims and participate in collaborative operations and projects.
School specific services are also made available by the DPOs that include the facilitation of
conflict resolution to teach the youth to use non-violent communication strategies. They also
participate in the School Attendance Review Board (SARB) which assists the schools in
preventing truancy. General assistance is provided that includes reaching out to youth who
present as high risk, but have not yet had contact with law enforcement. Many of the youth
who present as high risk have been suspended on numerous occasions and exhibit behavioral
issues in the classroom. It is the goal of the School DPO to facilitate early interventions which
divert youth from the system using appropriate behavior modification techniques and targeted
community provider referrals.
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School age youth who have been in custody or foster care placement and are returning to the
community receive assistance from the High School DPOs with their re-enrollment back into
school. The DPO meets with the family to identify any needs that they may have and develop
strategies to ensure their successful reintegration.
COMMUNITY PROBATION
Contra Costa County currently utilizes JJCPA funds to provide Deputy Probation Officers (DPOs)
to community police agencies throughout the county that focus on high risk youth and at risk
chronic youthful offenders.
Similar to the DPOs in High Schools program, DPOs assigned to police agencies provide
supervision and referrals for youth and their families, are trained to facilitate EBP programs
and conduct risk assessments, develop case plans, complete reports for the court, provide
services to victims, and participate in collaborative operations and projects. DPOs in police
agencies work on the front end at the time of arrest or citation and are a valuable resource for
an arresting officer when determining if a youth should receive diversion services, informal
probation services, or formal probation interventions. The DPOs communicate with victims,
schools, parents and the youth to inform the best course of action to address at risk behaviors.
The vetting process provided by the DPO to the police agency is a preventative tool to keep
youth out of the juvenile justice system whenever possible.
ORIN ALLEN YOUTH REHABILITATION FACILITY DEPUTIES
JJCPA funds are utilized to pay for Deputy Probation Officers to provide aftercare and re-entry
services to male youth who have successfully completed a commitment at the Orin Allen Youth
Rehabilitation Facility (OAYRF).
The OAYRF is an open setting ranch/camp facility that houses youth whose risk and needs
indicate that placement in such a setting would aid in their rehabilitation. The OAYRF provides
services for youth who have committed less serious offenses than the youth committed to the
Juvenile Hall residential program, YOTP.
OAYRF DPOs allow for continuity of care as young men reintegrate into the community. The
DPOs begin supervision during the custodial phase of the program and continue to provide
service during transition and after release. Similar to other Contra County treatment program
re-entry models, case plans are developed with the youth and their family or support system
that identify resources that continue to target the criminogenic needs identified earlier in the
youth's program. DPOs also insure that basic needs such as housing, food, ongoing education,
and employment services are met. Youth that complete the OAYRF program are connected to
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county providers such as mental health and substance use disorder services to increase their
opportunities for success.
Part III: Youthful Offender Block Grant (YOBG)
Youthful Offender Block Grant funds are used to enhance the capacity of county probation,
mental health, drug and alcohol services, and other county departments to provide appropriate
rehabilitative and supervision services to youthful offenders.
Strategy for Non 707 (b) Offenders:
The Contra Costa County Probation Department delivers services to justice system involved
youth utilizing a continuum of proactive responses that include the use of evidence based risk
assessment tools and varying levels of supervision, out of home placements and custodial
rehabilitative programs. Case plans are developed and recommendations are formulated for
the court that takes into account prevention and intervention strategies which focus on
criminogenic needs and community safety.
Youthful offenders who are not eligible for a commitment to DJJ that may have been
committed in the past are now provided an opportunity to remain locally in the Youthful
Offender Treatment Program. While in the program rehabilitative services are provided to
empower the youth to have a positive outcome upon release.
Regional Agreements:
The Probation Department and County Health Services/Mental Health have an ongoing
contract which utilizes YOBG funds to provide a full time mental health clinician for the Youthful
Offender Treatment Program.
YOBG Funded Programs, Placements, Services, Strategies and/or System Enhancements:
GIRLS IN MOTION (GIM)
The Girls in Motion program (GIM) is a residential program housed in the Juvenile Hall in which
staffing is partially supported with YOBG funds. GIM provides a safe and structured
environment in which adolescent females can achieve positive change and personal growth. As
they move through a phase system, that normally requires a five to six month commitment; the
youth benefit from individualized treatment plans, individual counseling, and evidence based
group programming focused on strengthening pro-social values/attitudes and restructuring
anti-social behaviors. Probation staff have received gender specific training and lead many of
the girl’s groups. Counseling is also provided by mental health therapists as well as community
based organizations that offer specialized services for youth on the topics of trauma,
relationship development, anger management/conflict resolution and substance abuse.
Treatment is also provided for youth who have been identified as a victim of commercial sexual
exploitation and abuse. Specific programming includes, but is not limited to, Aggression
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Replacement Training (ART), Thinking For a Change (T4C), Girl's Circle, Job Tech/Life Skills,
AA/NA, Alateen, Cognitive Behavior Intervention Substance Abuse (CBI-SA), and Dialectical
Behavioral Therapy (DBT).
In 2016, the GIM treatment dosage was enhanced with the introduction of the CBI-SA and
Advanced Practice treatment programs. The GIM youth also received enhanced services
through a Multi-Disciplinary team consisting of Mental Health, Education, Medical and
Probation staff. The team worked collaboratively on difficult cases and created individualized
behavioral intervention plans for severely aggressive and violent youth. Enhancements and
increased collaboration with our county partners allowed the GIM program to improve targeted
individualized services.
YOUTHFUL OFFENDER TREATMENT PROGRAM (YOTP)
The Youthful Offender Treatment Program (YOTP) is a residential commitment program,
housed in the Juvenile Hall, in which staffing and mental health services are funded by YOBG.
The program's mission is to serve young males by providing them with cognitive behavioral
programming and the life skills necessary to transition back into the community. The YOTP
program is a local alternative to a commitment to the Department of Juvenile Justice for youth
who have committed serious and possibly violent offenses, but can be treated at the local level.
The YOTP is a best practice model involving a four phase system. Youth committed to the YOTP
can expect to stay in the program for a minimum of nine months or longer depending on their
level of progress through each phase. While in the program youth receive Aggression
Replacement Training (ART), Thinking for a Change (T4C), The Council, Impact of Crimes on
Victims, Phoenix Gang Program, Job Tech/Life Skills, Substance Abuse Counseling that includes
Cognitive Behavior Intervention Substance Abuse (CBI-SA) treatment, and Work Experience
(wood working). All treatment is provided by trained Probation staff, County Mental Health
staff and community providers. In addition to the cognitive behavioral programming, youth
also attend school and many achieve their High School diploma.
For youth who have attained their High School diploma, the Probation Department worked
collaboratively with the Contra Costa County Office of Education (CCCOE) and Los Medanos
Community College to allow the YOTP students to enroll in online college courses. The Contra
Costa Community College District also allows qualified 12 th grade seniors the opportunity to
enroll in college courses and earn college credits prior to graduation from High School.
In 2016, YOTP treatment dosage was enhanced with the introduction of the CBI-SA and
Advanced Practice treatment programs. The YOTP youth also received enhanced services
through a Multi-Disciplinary team consisting of Mental Health, Education, Medical and
Probation staff. The team worked collaboratively on difficult cases and created individualized
behavioral intervention plans for severely aggressive and violent youth. Enhancements and
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increased collaboration with our county partners allowed the YOTP to improve targeted
individualized services.
During the residential treatment phase and after re-entry into the community, youth in the
YOTP consistently receive collaborative supervision and services from Deputy Probation
Officers (DPOs) specifically assigned to the program. The DPOs work to insure that the youth
receive the necessary assistance for a smooth transition out of the program and back into their
community.
YOBG funds partially provide for YOTP Deputy Probation Officers (DPOs) who begin providing
services to YOTP youth in the institutional setting and continue to supervise and provide for
aftercare in the community. After completion of three phases, youth are released to the
community on electronic monitoring (phase four). Prior to and after release, DPOs coordinate
re-entry and ongoing transition with the youth, the youth's family and/or community support
system. The DPO creates a case plan that utilizes community resources to target the youth's
criminogenic needs to insure that the appropriate community services are in place and that the
youth has a smooth transition home, as well as the best possible chance at success. To foster a
productive transitional environment, referrals are made to existing mental health and county
programs for continuity of care. Youth are also connected to services that assist with basic
needs such as housing, food, ongoing education, and employment services. Probation
supervision is provided to assist youth with compliance to court ordered terms and conditions
in order to increase their chance of success, provide for the safety of victims and mitigate risk
to the community.
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Prepared by:
Resource Development Associates
Contra Costa Cou nty Probation Department
JJCPA-YOBG Consolidated Annual Plan
Fiscal Year 2019-2020
Page 27 of 130
Contents
Section I. Background ................................................................................................................................... 3
Juvenile Justice Crime Prevention Act ...................................................................................................... 3
Youthful Offender Block Grant ................................................................................................................. 4
Juvenile Probation Consolidated Annual Plan .......................................................................................... 5
Section II. Contra Costa County Juvenile Justice System .............................................................................. 6
Juvenile Justice Stakeholders .................................................................................................................... 6
Section III. Contra Costa County Juvenile Justice Population ....................................................................... 8
Characteristics of Youth Supervised by Probation .................................................................................... 8
Referrals to Probations and Petitions Filed .............................................................................................. 9
Section IV. Assessment of Current Resources ............................................................................................ 13
Existing Services ...................................................................................................................................... 13
Identified Needs and Gaps ...................................................................................................................... 18
Section V. Juvenile Justice Action Strategy ................................................................................................. 21
Vision and Approach ............................................................................................................................... 21
Prioritized Focus Areas............................................................................................................................ 21
Section VI. Information Sharing and Data ................................................................................................... 24
Section VII. Programs Funded by JJCPA and YOBG ..................................................................................... 24
Programs Funded by JJPCA ..................................................................................................................... 24
Programs Funded by YOBG ..................................................................................................................... 26
Section IX. Strategy for Non-707 (b) Offenders .......................................................................................... 27
Appendix A. Plan Development Process ..................................................................................................... 28
Appendix B. Inventory of Faith and Community-Based Programs for Youth in Contra Costa County ....... 30
Page 28 of 130
Section I. Background
This section provides an overview of the California legislation that governs the Juvenile Justice Crime
Prevention Act (JJCPA) and the Youthful Offender Block Grant (YOBG) funding sources and the
Consolidated Annual Plan required by the California Board of State and Community Corrections (BSCC).
Juvenile Justice Crime Prevention Act
Assembly Bill 1913
The JJCPA was implemented via Assembly Bill (AB) 1913, The Schiff-Cardenas
Crime Prevention Action of 2000, and codified by Government Code §30061.
The purpose of AB 1913 is to provide California counties with funding to
implement programs for at-risk youth with the goal of early intervention and to
support the implementation of programs and approaches demonstrated to be
effective in reducing juvenile crime.
Juvenile Justice
Coordinating Council
This law established a Supplemental Law Enforcement Services Account (SLESA)
in each county to receive allocations. The SLESA funds are to be used to
implement a comprehensive multiagency Juvenile Justice Plan developed by the
local Juvenile Justice Coordinating Council (JJCC) in each county.
Juvenile Justice Plan
Members of the JJCC are required to develop and implement a continuum of
county-based responses to juvenile crime. The plan must identify the resources
and strategies for providing an effective continuum of responses for the
prevention, intervention, supervision, treatment and incarceration of male and
female justice-involved juveniles. The plan must include strategies to develop
and implement locally based or regionally based out-of-home placement
options for youth described in WIC §602. 1
As described in §749.22 of the Welfare and Institutions Code (WIC), JJCC membership includes:
❖ Chief Probation Officer (Chair)
❖ District Attorney’s Office
❖ Public Defender’s Office
❖ Sheriff’s Department
❖ Board of Supervisors
❖ Social Services
❖ Mental Health
❖ Community-Based Drug
and Alcohol Program
❖ City Police Department
❖ County Office of Education
(or school district)
❖ At-Large Community
Representative
❖ Nonprofit Organization
Providing Services to Minors
1 Youth described in WIC §602(a) are as follows: “Except as provided in Section 707, any minor who is between 12 years of age
and 17 years of age when he or she violates any law of this state or of the United States or any ordinance of any city or county of
this state defining crime other than an ordinance establishing a curfew based solely on age, is within the jurisdiction of th e juvenile
court, which may adjudge the minor to be a ward of the court.”
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To qualify for the funding on a non-competitive basis, each county’s comprehensive multiagency juvenile
justice plan must include the following components:
Youthful Offender Block Grant
Senate Bill 81
The YOBG was enacted in 2007 by Senate Bill (SB) 81. The purpose of the YOBG is to
realign the supervision of non-violent, non-sexual and non-serious justice-involved
youth from the State of California Division of Juvenile Justice (DJJ) to local
governments and to provide local governments with funding support for the
supervision of this population. The realignment of youth from state facilities to local
supervision in their counties of residence allows their connection to community and
family support systems to remain intact and undisturbed.
Juvenile Justice
Development
Plan
Since its inception, an allocation has been provided each year to enhance the
capacity of local communities to implement an effective continuum of responses to
juvenile crime. The allocation is calculated based on a formula that gives equal
weight to a county’s youth population and the number of juvenile felony
dispositions. The funds can be used to enhance the capacity of county probation,
mental health, drug and alcohol, and other services to provide supervision and
rehabilitation for youth no longer eligible to be committed to the DJJ.
Assessment of Services
An assessment of existing law enforcement,
education, mental health, health, social services,
drug and alcohol, and youth services resources that
specifically target at-risk youth, justice-involved
youth, and their families.
Prioritization of Areas at Risk
An identification and prioritization of the
neighborhoods, schools, and other areas in the
community that face a significant public safety risk
from juvenile crime, such as gang activity, burglary,
robbery, vandalism, truancy, controlled substances
sales, firearm-related violence, and youth
substance use within the council’s jurisdiction.
Juvenile Justice Action Strategy
A strategy that provides for a continuum of
responses to juvenile crime and demonstrates a
collaborative, integrated approach for
implementing a system of swift, certain and
graduated responses for at-risk and justice-
involved youth.
Program Description
A description of the programs, strategies or system
enhancements that are proposed to be funded.
Components of Multiagency Juvenile
Justice Plan
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As specified in WIC §1961, each county must submit a juvenile justice development plan to describe the
proposed programs, strategies and system enhancements for the next fiscal year. The plan shall include:
Juvenile Probation Consolidated Annual Plan
Assembly Bill 1998
AB 1998 was enacted in September of 2016 to consolidate the JJCPA and YOBG
submissions and streamline reporting requirements. AB 1998 dictates that the
juvenile justice combined plan must be developed by the local juvenile justice
coordinating council in each county with the membership described in WIC §749.22.
Consolidated Plan
The plan shall be reviewed and updated annually and does not require Board of
Supervisors approval. The plan must be submitted to the Board of State and
Community Corrections by May 1 of each year in a format specified by the board that
consolidates the form of submission of the annual comprehensive juvenile justice
multiagency plan with the form for submission of the annual YOBG plan.
Program Description
A description of the programs, placements,
services, strategies, and system
enhancements to be funded by the block
grant allocation.
Relation to Overall Strategy
A description of how the plan relates to or
supports the county’s overall strategy for
dealing with justice-involved youth who
have not committed an offense described
in WIC §707(b).
Regional Agreements
A description of any regional agreements
or arrangements to be supported by the
block grant allocation pursuant to this
chapter.
Relation to Programs
A description of how the programs,
placements, services, or strategies
identified in the plan coordinate with
multiagency juvenile justice plans and
programs.
Components of Juvenile Justice
Development Plan
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Section II. Contra Costa County Juvenile Justice System
The ninth largest county in California, Contra Costa County has a population of over 1.1 million in a variety
of urban, suburban, and rural communities.2 Three geographic regions of the county—the West, Central,
and East regions—offer a deeper glimpse into the characteristics of the area (see Figure 1).
Figure 1. The Three Regions of Contra Costa County
West County
West County is the area near or on San Francisco and San Pablo bays and includes the
cities of San Pablo, Richmond and Hercules. Approximately 250,000 individuals reside in
West County.
Central County With a population of over 500,000, Central County includes the County seat, Martinez, as
well as the county’s largest city, Concord.
East County East County has a population of nearly 300,000 and includes the county’s second largest
city, Antioch.
Juvenile Justice Stakeholders
Numerous entities perform duties and functions that either directly or indirectly support the objectives
and efforts of the local juvenile justice system. The following tables highlight key stakeholders and a brief
description of their role in Contra Costa County’s juvenile justice system.
2 Age and Sex; 2016 American Community Survey 1-Year Estimates. Retrieved from:
https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?Pid=ACS_16_1YR_S0101&prodtype=table
Page 32 of 130
Table 1. County Juvenile Justice Stakeholders
County Agency Description
Contra Costa County Probation
Department
Conduct risk and needs assessments and supervise youth based on risk level. Probation
officers support youth and their families on addressing risk and needs through service
provision and supervision.
Contra Costa County Superior
Court
Provides authority over children younger than 18 years of age (at time of offense) who
become juvenile dependents or juvenile wards.
Contra Costa County Sheriff’s
Office
Provide first response to emergencies and other threats to public safety. Deputies
investigate suspected delinquent activity and determine if juvenile suspects should be
verbally warned and released, referred to a community resource, issued a citation or
detained.
Contra Costa County, Employment
and Human Services
Offers programs that include services such as Family Finding, Family Maintenance, Family
Preservation, Family Reunification and Safe and Stable Families.
Contra Costa County Office of
Education
Delivers in-custody and community-based education and services including afterschool
education and safety programs, services for expelled students, court and community
schools, and adult correctional education.
Contra Costa County Health
Services
Provides mental health services in-custody and in the community including but not limited
to mental health screening, crisis intervention, and counseling services.
Contra Costa County Alcohol &
Other Drugs Services
Provides in-custody and community-based substance use treatment services. Prevention
services are also provided in collaboration with community-based organizations.
Office of the District Attorney Files petitions based on referrals from Probation and other agencies. The District Attorney
represents the community at all subsequent Juvenile Court delinquency hearings.
Office of the Public Defender Represents juveniles in delinquency hearings resulting from petitions filed by the District
Attorney.
Office of Reentry and Justice Aligns and advance the County’s public safety realignment, reentry, and justice programs
and initiatives.
Board of Supervisors Provide general oversight of agencies in the juvenile justice system including the Probation
Department.
Table 2. City Juvenile Justice Stakeholders
City Agency Description
Local Police Departments Provide first response to emergencies and other threats to public safety. Officers
investigate suspected delinquent activity and determine if juvenile suspects should be
verbally warned and released, referred to a community resource, issued a citation or
detained at John A. Davis Juvenile Hall (dependent on the level of offense). Antioch,
Pittsburg and Concord have Probation Officers embedded in the Police Department.
School Districts School districts facilitate referrals and services in collaboration with Probation Officers.
High schools in Contra Costa with Probation Officers include Kennedy, DeAnza, Pinole
Valley, Mt. Diablo, Ygnacio Valley, Antioch, Pittsburg and Liberty.
Table 3. Community Juvenile Justice Stakeholders
Community Description
Community Based Organizations
and Faith Based Organizations
Provide an array of services focused on the rehabilitation and reentry of justice-involved
youth in collaboration with several agencies including those listed here.
Page 33 of 130
Section III. Contra Costa County Juvenile Justice Population
Characteristics of Youth Supervised by Probation
Since 2015, there has been an overall decrease in the number of youth formally supervised
by Probation.3 Data from the Contra Costa County Probation Department from 2013 to 2018
show that the total number of youth who are supervised by the Probation Department has
declined steadily over the past three years, from 1,295 youth in 2015, to 650 youth in 2018
(Figure 2). This decline is largely due to a decrease in the number of youth who are on
probation for a misdemeanor offense.
Figure 2. Youth Formally Supervised by Probation
To determine the level of supervision and the types of services that youth on probation will receive, the
Probation Department applies a validated risk and needs assessment tool known as the Juvenile
Assessment and Intervention System (JAIS). The JAIS is an evidence-based tool that assesses the youth’s
level of risk to reoffend, as well as their treatment needs. As shown in Figure 3 on the previous page, over
half of youth supervised by Probation in Contra Costa County are assessed as moderate risk; this
percentage has remained fairly stable since 2015. Figure 4 provides an overview of the top needs
identified through the JAIS4 from 2013-2018. Emotional factors, drug abuse, and family history were the
top three indicated needs for youth in Contra Costa County.
3 Data for youth supervised by Probation is from a one-day count in 2013, 2014, 2015, 2016, 2017 and 2018. This data includes
youth formally supervised by Probation. This data does not include Non-Minor Dependents, Informal Probation, Deferred Entry
of Judgment and Non-Wardship Probation.
4 Note: Youth can demonstrate more than one need.
680
790 842
665
434
230
415 420 453 417
340
420
1,095
1,210
1,295
1,082
774
650
2013 2014 2015 2016 2017 2018
Misdemeanor Felony Total
Page 34 of 130
Figure 3. JAIS Risk Assessment Levels for Youth Supervised by Probation
Figure 4. JAIS Assessment Top Needs (n=4,773)
Referrals to Probations and Petitions Filed
This section summarizes data on juvenile cases referred to Probation (i.e., referrals), and cases petitioned
before the Juvenile Court (i.e., petitions). A referral indicates a case in which a youth is brought to the
attention of the Probation Department for alleged behavior under WIC Sections 601 or 602.5 A petition
indicates the formal presentation by the District Attorney (DA) to Juvenile Court of information
surrounding the alleged offense by a juvenile.
Data Source: The Juvenile Court and Probation Statistical System (JCPSS)
Data on juvenile referrals and petitions are drawn from the Juvenile Court and Probation Statistical System (JCPSS).
Currently, JCPSS represents the most up-to-date and accurate estimate of data on juvenile cases in Contra Costa County.
Contra Costa Probation and the Juvenile Court operate and share their information on a “main frame” computer case
management system. The Probation Department is upgrading to a comprehensive case management system, anticipated
for use in FY 2020-2021, which will improve the Probation Department’s capacity for accurate and timely reporting. Note
that one individual may have multiple cases; therefore, this section does not reflect data on unique individuals.
5 Text for WIC Sections 601 and 602 are available here:
https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?sectionNum=601.&lawCode=WIC
35%38%28%
54%51%61%
11%11%12%
2015
(n = 374)
2016
(n = 280)
2017
(n = 271)
Low Risk Moderate Risk High Risk
182
237
318
429
615
1,032
1,076
1,079
1,875
1,890
1,894
2,057
2,320
2,441
2,616
15. Basic Needs
14. Physical Safety
13. Abuse/Neglect and Trauma
12. Relationships
11. Vocational Skills
10. Alcohol Abuse
9. Isolated Situational
8. Interpersonal Manipulation
7. Social Inadequacy
6. Parental Supervision
5. Criminal Orientation
4. School Inadequacy
3. Family History
2. Drug Abuse
1. Emotional Factors
Page 35 of 130
Since 2015, the total count of juvenile cases referred to Probation decreased from 3,102 in 2015 to 2,610
in 2017. As shown in Figure 5, the decline in referrals has been the greatest for misdemeanor offenses.
Figure 5. Juvenile Cases Referred to Probation, by Offense
While law enforcement has made the highest number of referrals to the Probation Department, referrals
from police departments have greatly declined since 2015. Figure 6 shows that the number of cases
referred to Probation by law enforcement decreased from 3,102 cases in 2015 to 2,610 cases in 2017.
Figure 6. Sources of Referrals to Probation
Referrals to Probation are most often related to assault and robbery/theft. In 2017, one-third of
misdemeanor offenses were assault and battery, and 20 percent of felony offenses were robberies (see
Table 4 below).
Table 4. Most Common Offenses: Cases Referred to Probation in 2017
Misdemeanors Felony Offenses
1. Assault and Battery 426 (33%) 1. Robbery 150 (20%)
2. Other Misdemeanor6 188 (14%) 2. Assault 121 (16%)
3. Burglary 107 (8%) 3. Theft 107 (14%)
4. Petty Theft 106 (8%) 4. Weapons 88 (12%)
5. Vandalism 80 (6%) 5. Other Felonies 77 (10%)
6 The JCPSS data system does not specify what is included in the “Other Misdemeanor” category
1,584
889
629
1,564
807 668
1,302
746 562
Misdemeanor Felony Status Offenses
& Violations of Probation
2015 2016 2017
50
73
603
1084
63
100
699
1357
51
88
639
1428
Unknown
Transfer - Other County/State
Probation
Law Enforcement
2015 2016 2017
Page 36 of 130
Between 2015 and 2017, the greatest proportion of referred cases were for youth ages 14 to 17 (high
school aged youth). During this time period, approximately 72 percent of youth on probation were
between ages 14 to 17. In addition, a higher proportion of cases referred to Probation were male; from
2015 to 2017, close to 75% of youth on probation were male. Similar to referrals, the greatest proportion
of petitions filed are also for males ages 14 to 17.
Contra Costa County is a racially diverse county, with approximately 67 percent of yo uth identifying as
non-White. Juvenile cases referred to Probation reflect a different demographic makeup when compared
to the county’s youth population overall. The difference is especially stark for Black youth: in 2016,
approximately nine percent of youth in Contra Costa County were Black,7 whereas JCPSS reflects that 46
percent of cases referred to Probation were for Black youth during the same year.
Figure 7 shows the rate of referrals to Probation by race/ethnicity from 2015-2017 per 1,000 youth.8 The
data indicate that Black youth are referred to Probation at a much higher rate than any other race. For
example, in 2017, five out of every 1,000 Black youth were referred to Probation, compared to one out of
every 1,000 Latino youth, and less than one of every 1,000 White youth. While the rate of referrals for
Black youth decreased between 2015-2017, Black youth continue to be disproportionately represented in
referrals to the juvenile justice system. Although not as high as referrals for Black youth, Latino youth also
receive referrals to Probation that are higher than White and Asian youth. White and Asian youth have
comparable rates of referrals to Probation. Being that petitions before the Juvenile Court are based on
referrals, the Court petitions in Contra Costa County mirror the trends reflected in Figure 7.
Figure 7. Rate of Referrals to Probation per 1,000 Youth, by Race/Ethnicity
Between 2015 and 2017, the DA filed an average of 1,197 petitions per year with the Juvenile Court.
7 Kids Data Population, by Race/Ethnicity; data drawn from California Dept. of Finance, Race/Ethnic Population with Age and
Sex Detail, 1990-1999, 2000-2010, 2010-2060; U.S. Census Bureau, Current Population Estimates, Vintage 2015 (Jun. 2016).
Accessed at: https://www.kidsdata.org/topic/33/child-population-
race/table#fmt=140&loc=171&tf=88&ch=7,11,726,10,72,9,87&sortColumnId=0&sortType=asc
8 The rate of referrals compares the race/ethnicity of referred cases to the race/ethnicity breakdown of youth in the county
overall. Rates are calculated per 1,000 youth.
7
1.3
0.7
0.07 0.08
6
1.5
0.6
0.07 0.07
5
1.1
0.5
0.05 0.04
Black Latino/Hispanic Other White Asian
2015 2016 2017
Page 37 of 130
Figure 8. Juvenile Court Petitions by Prosecutor Action
In 2017, the most common court disposition was wardship probation.9 Wardship probation is a
disposition in which a minor is declared a ward of the Juvenile Court and placed on formal probation.
Youth on wardship probation were most often placed in their own home or in the home of a relative.
Figure 9. Juvenile Court Disposition in 2017
9 A Court Disposition is an action taken by the Juvenile Court as the result of a petition.
1,255 1,234
1,103
Petition Filed
2015 2016 2017
18
23
26
252
784
11
13
26
245
939
7
33
26
265
924
Non-Ward Probation
725(a) W&I
Informal Probation
(654.2 W&I)
Transferred
Dismissed
Wardship Probation
725(b) W&I
2015 2016 2017
Page 38 of 130
Section IV. Assessment of Current Resources
Existing Services
The Contra Costa County Probation Department, in collaboration with other public agencies and
community-based organizations (CBOs), offers a broad array of youth services and resources to at-risk
and justice-involved youth and their families. These services are provided to youth in custody and in the
community. The sections below describe the services and resources that the Probation Department and
justice system partners provide.
Contra Costa County is comprised of 22 distinct law enforcement agencies, which include police
departments, county sheriff, the District Attorney and the Probation Department. Early intervention and
prevention services such as education, parenting, counseling, treatment and restorative justice are
provided through diversion in some jurisdictions. Examples of diversion programs are: The Reach project
in Antioch and RYSE Center in Richmond. Community Court in the cities of Pittsburg, Concord, and San
Ramon serves the transition age youth population. While still in the planning phase, the DA’s Office is
designing a diversion program that is based on restorative justice principles and is intended to be piloted
in one jurisdiction and later expanded countywide.
Contra Costa County Probation Department
The Contra Costa County Probation Department offers opportunities for informal supervision, Deferred
Entry of Justice (DEJ) in collaboration with the Juvenile Court, and service referrals to youth and their
families. These services are intended to serve youth and their families prior to entry into the justice system
as well as youth who are new to the justice system. In addition to early interventions, the Probation
Department offers a continuum of supervision and treatment services for youth who have become justice
system involved. The continuum of Probation Department services includes:
• Referral/citation closed at intake, no action taken.
• Referral to resources and referral/citation closed at intake.
• Referral to a diversion program or placement on non-court involved informal probation for six
months.
• Filing of a petition with the Juvenile Court and working with the Court and the family to
recommend a disposition if the petition is sustained.
• Maintaining a youth in custody at the Juvenile Hall pending court. While the youth is housed at
the Juvenile Hall, services such as medical; dental, mental health care, recreational activities,
education, and evidence-based programming are offered.
• Home supervision with the aid of electronic monitoring that allows the youth to remain in the
community and receive services pre- and post-disposition.
• Community Supervision post disposition that includes Deputy Probation Officers in schools, at
police departments, and providing community supervision based on geographic location.
• Non-wardship supervision for youth determined to be dependents per W&I 300.
Page 39 of 130
• Out-of-home juvenile placement (foster care) and reentry supervision for youth determined to be
dependents per W&I 300.
• Non-Minor Dependent services and supervision post placement (AB 12).
• Commitment to the Girls in Motion rehabilitative program in the Juvenile Hall and reentry
supervision.
• Commitment to the Orin Allen Youth Ranch Rehabilitation Facility (OAYRF) for boys and reentry
supervision.
• Commitment to the Youthful Offender Treatment Program (YOTP) for boys at the Juvenile Hall
and reentry supervision.
• Reentry supervision for youth who have completed their commitment to the California DJJ.
Contra Costa Health Services (CCHS) acts as the overall umbrella agency for Health, Mental Health and
Alcohol and Other Drug Programs.
• Health services include but are not limited to the Contra Costa Regional Medical Center, dental
clinics, the Teenage Program (T.A.P.), Head Start, specialized services for children with disabilities,
public health clinics, and the Child Health and Disability Prevention program.
• Mental Health Services include but are not limited to: a 24-hour hotline for crisis and suicide; a 24-
hour behavioral health access line for mental health services; clinic services for youth and their
families; wraparound services; the Mobile Response Team; and evidence based practices provided
through programs such as Functional Family Therapy (FFT), MultiSystemic Therapy (MST) and Multi-
Dimensional Family Therapy (MDFT), and the Positive Parenting Program (Triple P).
• Alcohol and Other Drug Services (AODS) include a youth crisis line, Behavioral Health Access Line
for screening and referrals to substance use disorder prevention and treatment, Alateen and 12
step meetings, and minimal outpatient and residential treatment programs. Prevention services
are also available for middle school and high school aged youth. Many of these services are school-
based and are provided in collaboration with CBOs.
Family focused services provided by Contra Costa County Children and Family Services (CFS) include Family
Finding, Family Maintenance, Family Preservation, Family Reunification and Safe and Stable Families..
Youth in foster care also become eligible for Extended Foster Care services (AB 12) after their 18th birthday
and into young adulthood. For youth who have aged out of foster care or unable to return home to their
families, CFS provides an Independent Living Skills Program (ILSP). ILSP works with youth to develop life
skills, money management, preparation for college applications, and housing, cooking and other skills
necessary to succeed after leaving the foster care system.
Page 40 of 130
The Contra Costa County Office of Education (CCCOE) delivers education and services to more than
176,000 students in Contra Costa County. CCCOE offers afterschool education and safety programs;
bullying prevention; services for expelled students; a coordinating council that provides active
coordination to local school districts and the CCCOE; English learner support; and Science, Technology,
Engineering, Arts and Mathematics education (STEAM). CCCOE also provides adult correctional education,
career technical education, court and community schools, and special education and youth development
services. Youth development services specifically include the following programs:
• Education for Homeless Children and Youth
• Foster Youth Services
• Workforce Innovation and Opportunity
Additionally, CCCOE offers the following services to justice system involved youth:
• Job Tech classes for post disposition students
• Bridge/Multidisciplinary Referral Team (MRT) meetings with school staff
• Tutors
Education staff throughout the county work collaboratively with youth, families, and other service
providers to ensure youth returning to the community are able to continue their education and meet their
educational needs. Staff includes:
• Transition and assessment specialists that meet with students to complete Independent
Learning Plans;
• Data technicians and principals that review credits earned and the graduation plan of each
student;
• Special education teachers that provide transition planning; and
• Community college liaisons that provide workshops regarding financial aid and conduct
orientations.
AB 167 exempts students in foster care from local graduation requirements under certain conditions. All
students that are removed from their home are screened for AB 167 eligibility to ensure eligible youth
remain on track for high school graduation. All students are also given continuous positive feedback about
their behavior and receive Behavior Intervention Plans (BIP) to address their individual needs.
The Contra Costa County Youth Continuum of Services is part of the Health, Housing, and Homeless
Services (H3) division in CCHS and offers emergency shelter, meals, showers, laundry facilities, mail
service, health care, transitional and permanent housing, case management, counseling, family
reunification, employment assistance, peer support groups, substance use prevention education, links to
substance use and mental health treatment, school enrollment and transportation assistance. The Youth
Page 41 of 130
Continuum currently partners with the Probation Department to provide a bed at Pomona Street or
Appian House for a DJJ returnee. Services are available in Richmond and Antioch.
Services are offered to youth and their families by both County agencies and CBOs. The map on the
following page (Figure 10) illustrates the services provided by CBOs. A detailed description of each
program/service is provided in Appendix B.
Contra Costa County facilitates the dissemination of information regarding services that are available
through “211 Contra Costa” and through a published “Surviving Parenthood” resource directory that is
prepared by the Child Abuse Prevention Council.
Page 42 of 130
Figure 10. Faith and Community-Based Organizations
Map Key
This map offers a snapshot of
locations for the various
organizations that provide
resources and services to justice-
involved youth in Contra Costa
County.
The following section offers
detailed descriptions of the
general resources offered in the
county. See section VII for the full
description of programs funded by
JJCPA and YOBG.
= Programs funded by JJCPA and
YOBG*
= General Community Resources
not funded by JJCPA and YOBG
West Central East JJCPA & YOBG Programs 1) RYSE Center
2) Community Options for Families and Youth (COFY)
2) COFY
3) Bay Area Community Resources (BACR)
2) COFY
3) BACR
General Resources 4) West Contra Costa Youth Service Bureau
5) Girls Inc. of West Contra Costa
6) Rubicon Programs
7) Center For Human Development
8) Boys & Girls Clubs of Contra Costa
9) Community Violence Solutions
10) Getting Out of Dodge
11) Congress of Neutrals
12) Community Health for Asian Americans (CHAA)
13) Community Works West
14) Rainbow Community Center
6) Rubicon Programs
7) Center For Human Development
8) Boys & Girls Clubs of Contra Costa
9) Community Violence Solutions
10) Getting Out of Dodge
15) Youth Employment Services
14) Rainbow Community Center
16) John F. Kennedy University Community Center
17) C.O.P.E. Family Support Center
7) Center for Human Development
9) Community Violence Solutions
10) Getting Out of Dodge
11) Congress of Neutrals
13) Community Works West
18) REACH Project Inc.
19) One Day At A Time
Page 43 of 130
Identified Needs and Gaps
This section identifies needs and gaps in the available system of services for youth who are involved in or
at risk of involvement in the juvenile justice system, based on a review of quantitative data (Probation
Department, JCPSS, and JAIS data) and a series of interviews and focus groups with juvenile justice
stakeholders, including youth and families involved in the justice system. See Appendix I for a description
of the methodology and data sources used in the assessment conducted by independent consulting firm
Resource Development Associates (RDA). The assessment identified the following needs and gaps in
services that affect successful rehabilitation and reentry for youth in Contra Costa County. The findings
are organized in the categories below:
Results from the Probation Department’s JAIS tool indicate that emotional factors (i.e., emotional needs),
drug abuse, and family history are the top three needs identified for youth on probation. Probation staff
and service providers also described that the majority of youth receiving their services have emotional
and/or substance use challenges, which staff observed are often rooted in trauma that youth have
experienced in their homes and/or communities. Identified mental health and substance use needs are
described below. Stakeholders also observed that access to behavioral health services varies according to
individuals’ place of residence, as described below in 3) Geographic Access to Services.
Insufficient capacity and availability of mental health services that are both culturally and gender
responsive. In focus groups and interviews, stakeholders observed that there is a need for greater capacity
and availability of community-based mental health services that are both culturally and gender
responsive. Both youth and families as well as service providers shared that while mental health services
do exist in the community, they often have long waiting lists (e.g., up to six months for MDFT and MST).
Those involved in programming also shared that while current programs, such as the Girls in Motion
program offered in juvenile hall (see description in Section VI), do provide gender-specific services, there
is a desire to expand curricula to include services such as comprehensive sexual and reproductive health
education. Families and youth also explained that the cost of counseling services can be prohibitive (i.e.,
co-pays or out of pocket expenses).
Limited youth-appropriate substance use treatment services. Stakeholders such as parents and service
providers expressed that there are limited youth-appropriate substance use treatment services in the
county. While current efforts seek to embed substance use counselors in County mental health clinics,
and substance use prevention services are delivered in traditional middle and high schools, stakeholders
expressed the need to expand the availability of youth-tailored substance use treatment services beyond
what is currently available.
1) Behavioral
Health
Services
2) Housing
3) Geographic
Service
Accessibility
4) Prosocial
Supports and
Personal
Development
5) Diversion
Services
6) System-
wide
Coordination
7) Systemic
Barriers
Page 44 of 130
Limited affordable housing for youth/families and transitional housing for transitional-aged youth
(TAY). Across all interviewees, affordable housing was identified as a critical need. Stakeholders expressed
the challenge many families face with not only securing but also maintaining affordable housing in the
county. TAY were also identified as a population with critical housing needs. In particular, stakeholders
shared that there are a limited number of transitional housing options for TAY reentering the community
from custody, including housing options for dual-system (child welfare and juvenile justice) youth and TAY
with complex behavioral health needs.
Disparities in services by region. According to interviewees including youth, families, and service
providers, there are limited services for youth residing in East County. While several CBOs offer services
in East County, stakeholders observed that the level of need in East County exceeds the number and type
of services offered. Additionally, a number of the services provided in East County are satellite services
offered by organizations based in other parts of the county, which may mean that staff are only available
in East County on certain days or times. Access to services in East County also tends to be more difficult
than other areas of the county due to the geographic spread of this part of the county and the resulting
need to travel to services even within East County. The need to pay for and/or take lengthy bus/BART
rides or car rides can be a barrier for some youth to partake in services. Stakeholders shared that there is
a greater variety of services and resources available in Central and West County; however, youth and their
families are unable to readily access these services due to transportation barriers and distance.
Limited number of and access to prevention programs for youth. In focus groups and interviews,
representatives from County agencies, service providers, and families expressed the need to not only
increase the number of but also the type of prevention programs and access to such programs for youth,
particularly for services with a focus on trauma. Juvenile justice stakeholders spoke of a desire to be more
proactive and prevent youth from coming into contact with the justice system by increasing the focus on
treating trauma and engaging youth in supportive programs and activities at an earlier age.
Limited mentoring and peer support opportunities for youth. Mentoring programs and peer support
groups for youth who are involved or at risk of involvement in the justice system were cited as a gap in
services across all interviews. Youth specifically spoke about the need for safe spaces to share their
experiences and learn from peers while in custody and in the community. Youth voiced that such services
need to be culturally and gender responsive and expressed the desire for mentors that not only provide
healthy development and guidance into adulthood, but also relate to their experiences and backgrounds.
Page 45 of 130
Limited county-wide approach to informally and formally divert youth. Countywide diversion programs
are at the front end of the justice system to limit youth’s formal entry into the justice system. As described
earlier, diversion programs are currently offered in some jurisdictions in the county including through
police departments, and the DA’s Office is designing a diversion program that is based on restorative
justice principles. Given that the DA’s Office program is in the planning stages and may take time to scale
up to all regions of the county, stakeholders identified countywide access to diversion programs as a
current gap. Furthermore, some justice system stakeholders noted that the County could explore
diversion programs specifically for violations of probation.
Limited service coordination and information sharing among juvenile justice system partners. County
agencies acknowledged the current lack of shared information about available services among youth-
serving agencies. They explained that not being up to date about each other’s services affects service
referrals for youth and impedes their ability to provide a comprehensive service plan for youth.
Stakeholders mentioned a need to improve communication mechanisms to increase awareness of current
services.
Limited data collection at the County and program level. Throughout the assessment, it was noted that
there is limited collection and reporting of outcome data from County systems and youth-serving
programs due to antiquated data systems. To this end, it was a challenge to cross-check some qualitative
data with quantitative data. As described in Section VI, the Probation Department is in the process of
updating its data system.
Youth experience barriers to employment opportunities. Youth shared that despite the existing services
in the county, they encounter systemic barriers that impact their ability to achieve stability during and
after their time on probation. Youth and other stakeholders cited barriers to employment opportunities
that include but are not limited to being on electronic monitoring (as it presents logistical barriers to
obtaining and maintaining employment), having an adult record as a TAY, and stigma toward youth on
probation. County agencies noted how stigma may affect employers’ willingness to collaborate with them
to provide employment and training opportunities for justice-involved youth.
Re-entering youth experience barriers enrolling into traditional schools. Stakeholders noted that youth
face difficulties returning to traditional schools after being incarcerated. While the Public Defender and
CCCOE provide support, stakeholders shared that it requires extensive effort to connect students back to
traditional schools. Many stakeholders attributed this challenge to stigma.
Racial disparities exist at various points in the juvenile justice system. It is important to reiterate that
from 2015-2017, Black youth were overrepresented in referrals to Probation and petitions filed. While the
County is currently making efforts to address racial disparities, there is an ongoing need for continued
efforts to address racial and ethnic disparities across all points of the juvenile justice system.
Page 46 of 130
Section V. Juvenile Justice Action Strategy
Vision and Approach
The Juvenile Justice Action Strategy seeks to strengthen the juvenile justice continuum of services by
addressing the barriers, gaps, and prioritized focus areas through a collaborative, youth developmental
approach. Two pillars underlie the Juvenile Justice Action Strategy: an evidence-based continuum of
services and a collaborative approach to services.
Prioritized Focus Areas
While each of the needs and gaps identified in the earlier section are important, it is not feasible to address
all of the identified needs at once. The Probation Department, with input from the JJCC and other key
stakeholders, prioritized five focus areas where there is a high level of need and where there are current
opportunities for partnership to address the need. These are:
The Juvenile Justice Action Strategy discusses how these focus areas will be addressed in the context of
the County’s existing juvenile justice strategy. The existing services that are provided by the Probation
Department and juvenile justice partners, as described in Section IV, will continue as part of the Juvenile
•The Contra Costa County Probation Department and justice system partners are not only
committed to the successful rehabilitation and reentry of justice-involved youth, but also to the
prevention and diversion of first and further contact with the juvenile justice system. The County
aims to support a continuum of services from prevention to intervention ranging in intensity
based on structured decision-making tools.
Continuum of Services
•The Contra Costa County Probation Department believes in a collaborative approach to
supporting youth who are involved in or at risk of involvement in the juvenile justice system. The
Probation Department is committed to building and maintaining strong relationships with local
law enforcement diversion programs, CBOs, and other County partners to ensure that
appropriate and effective services are provided. Probation will continue to engage CBOs as the
providers of reentry and other supportive services for justice-involved youth, and will support
the capacity and development of CBOs as needed.
Collaborative Approach
1) Behavioral Health: Increase the availability of and access to behavioral health services for justice-
involved youth;
2) Housing: Support increased housing options and services for justice-involved youth and their families;
3) Education Reentry: Continue to support reenrollment in school following incarceration or placement;
4) Diversion: Support the development of a countywide diversion program; and
5) Structured Decision Making Tools: Continue to reduce racial disparities.
Page 47 of 130
Justice Action Strategy. In addition, below is a description of how the Probation Department and juvenile
justice system partners plan to address the five prioritized focus areas.
The Probation Department will work with the Mental Health Services division of Contra Costa Behavioral
Health Services (BHS) to establish a case manager position that will focus on bridging the gap of services
and supports for youth who are waiting to receive mental health services. The position will be designed
to incorporate a gender-responsive approach and follow a home-based program model which will address
some of the transportation barriers while helping to alleviate barriers youth face while trying to access
mental health services. Probation will work with Mental Health Services on collaborative programs in
which Mental Health Services Act (MHSA) funding can possibly be leveraged to enhance mental health
services for justice-involved youth. The Probation Department will also increase support as needed for
community-based substance use services in collaboration with AODS.
The Probation Department is committed to supporting housing options through collaboration with the
County Health, Housing, and Homeless Services (H3). Currently, Probation supports a Flexible Housing
Fund. The Flexible Housing Fund provides adults (18 years or older) who are at risk of losing their housing
the opportunity to apply for supplemental funding to alleviate the loss of housing and/or eviction.
Probation plans to partner with H3 to expand the Flexible Housing Fund to families of youth on probation
to further support families who are struggling with stable housing. Probation will also partner with CBOs
to enhance CBO services in the area of case management and housing navigation services for the youth
they serve.
To promote education reentry after incarceration or placement, the Probation Department will continue
to support reentry services provided by CBOs, with a focus on services that are offered in youth’s
communities by providers that also have lived experiences with the justice system. The Probation
Department will continue to support the CCCOE, which provides staff to facilitate youth’s reenrollment in
their school districts after a period of incarceration. The Probation Department will also support the Public
Defender’s Office with juvenile education advocacy.
In a collaborative approach with other justice system partners and with community and youth input, the
Probation Department will support the DA in its creation of a countywide diversion program. This strategy
will focus on building consistency in diversion programming countywide, and will occur in addition to
already existing diversion programs operated by local police departments.
The Probation Department will continue to provide evidence-based interventions and services to youth
and their families in custody and in the community based on the continuum of services described in
Page 48 of 130
Section IV. The Probation Department is also currently undertaking several efforts to support more racially
equitable, objective, and informed intake decision making, including:
• Working with University of Cincinnati to use the Ohio Youth Assessment System (OYAS), a Risk
Need Responsivity tool;
• Working on piloting a Detention Risk Assessment Instrument (DRAI); and
• Working with University of Cincinnati Corrections Institute (UCCI) on a graduated response matrix
for youth behavior that includes sanctions, rewards, and interventions.
Page 49 of 130
Section VI. Information Sharing and Data
The Contra Costa County Probation Department and Juvenile Court operate on “main frame” computer
case management systems. Information is shared from the mainframe in accordance with WIC section
827.12 and with authorization from the Court. Aggregate data is provided to the Department of Justice
JCPSS. The Probation Department currently utilizes in-house Access databases and Excel spreadsheets to
collect data and evaluate programs. A comprehensive case management system is anticipated to be
implemented in FY 2020-2021.
Section VII. Programs Funded by JJCPA and YOBG
Table 5 below provides an overview of the name and type of programs that are funded by JJCPA and
YOBG. Each program is described in detail in Table 6.
Table 5. Overview of JJCPA and YOBG Funded Programs
Program Funding Source Type of Service
JJCPA YOBG Prevention/
Intervention
In-Custody Aftercare/
Reentry
DPOs at High Schools
DPOs at Police Departments
Girls in Motion (GIM)
Youthful Offender
Treatment Program (YOTP)
DPOs at Orin Allen Youth
Rehabilitation Facility
(OAYRF)
Community Options for
Families and Youth (COFY)
Bay Area Community
Resources (BACR)
RYSE
Contra Costa County Office
of Education (CCCOE)
Programs Funded by JJPCA
JJCPA was created to provide a stable funding source for local juvenile justice programs aimed at curbing
criminal delinquency among at-risk youth. Table 6 below describes the JJCPA-funded programs.
Page 50 of 130
Table 6. Contra Costa County Programs Funded by JJCPA
Program
Name
Description
JJCPA Funded Programs
DPOs at High
Schools
Contra Costa County Probation utilizes JJCPA funds to staff Deputy Probation Officers (DPOs)
at public high schools within several communities in the county. This collaboration between
Probation and local schools employs a variety of preventative strategies designed to keep
youth from entering or re-entering the juvenile justice system. DPOs provide supervision for
youth on informal probation or who have been adjudged wards and attend their assigned
school and provide referrals for supportive community resources to the youth and their
families. DPOs facilitate evidence-based practice programs, utilize risk assessments to
identify criminogenic needs, develop case plans, complete court reports, provide services to
victims and participate in collaborative operations and projects.
DPOs at
Police
Departments
Similar to the DPOs in High Schools program, DPOs assigned to police agencies provide
supervision and referrals for youth and their families, are trained to facilitate evidence-based
programs and conduct risk assessments, develop case plans, complete reports for the
Juvenile Court, provide services to victims, and participate in collaborative operations and
projects. DPOs in police agencies work on the front end at the time of arrest or citation and
are a valuable resource for an arresting officer when determining if a youth should receive
diversion services, informal probation services, or formal probation interventions. The DPOs
communicate with victims, schools, parents and the youth to inform the best course of action
to address at risk behaviors. The vetting process provided by the DPO to the police agency is
a preventative tool to keep youth out of the juvenile justice system whenever possible.
Orin Allen
Youth
Rehabilitation
Facility
(OAYRF)
Deputies.
JJCPA funds are utilized to pay for three DPOs to provide aftercare and reentry services to
male youth who have successfully completed a commitment, which could range from six
months to a year, at the OAYRF. The OAYRF is an open setting ranch/camp facility that houses
youth whose risk and needs indicate that placement in such a setting would aid in their
rehabilitation. OAYRF DPOs allow for continuity of care as young men reintegrate into the
community. The DPOs begin supervision during the custodial phase of the program and
continue to provide service during transition and after release. Similar to other Contra
County treatment program reentry models, case plans are developed with the youth and
their family or support system that identify resources that continue to target the
criminogenic needs identified earlier in the youth's program. DPOs also ensure that basic
needs such as housing, food, ongoing education, and employment services are met. Youth
who complete the OAYRF program are connected to County providers such as mental health
services to increase their opportunities for success.
Bay Area
Community
Resources
(BACR) and
RYSE, Inc.
Bay Area Community Resources (BACR) and RYSE, Inc. provide reentry to youth who have
been or will soon be released from custody and participated in either YOTP or Girls in Motion.
Reentry services include individualized case plans, case management, peer support groups,
support for youth as they enter and navigate college, and transportation to services as
needed. BACR provides assistance to youth and their families in East and Central County.
RYSE offers Richmond and West County youth ages 13-25 assistance and services through
the RYSE Center, a safe space dedicated for youth.
Page 51 of 130
Programs Funded by YOBG
YOBG funds are used to enhance the capacity of county probation, mental health, drug and alcohol
services, and other county departments to provide appropriate rehabilitative and supervision services to
justice-involved youth.
Table 7. Contra Costa County Programs funded by YOBG
Program
Name
Description
YOBG Funded Programs
Girls in
Motion
program
The Girls in Motion program (GIM) is a residential program housed in the Juvenile Hall with
staffing partially supported by YOBG funds. GIM provides a safe and structured environment
for adolescent females to achieve positive change and personal growth. As they move
through a phase system, which normally requires a five- to six-month commitment, the
youth benefit from individualized treatment plans, individual counseling, and evidence-
based group programming focused on strengthening prosocial values/attitudes and
restructuring antisocial behaviors. Probation staff have received gender specific training and
lead many of the girls’ groups. Counseling is also provided by mental health therapists as
well as CBOs that offer specialized services for youth on the topics of trauma, relationship
development, anger management/conflict resolution and substance use. Treatment is also
provided for youth who have been identified as victims of commercial sexual exploitation
and abuse. Probation staff provide programming such as Aggression Replacement Training
(ART), Thinking for a Change (T4C), Girl's Circle, Job Tech/Life Skill, and Cognitive Behavior
Intervention Substance Abuse (CBI-SA). Mental health staff provide AA/NA, Alateen, and
Dialectical Behavioral Therapy (DBT) services.
Youthful
Offender
Treatment
Program
(YOTP)
YOTP is a residential commitment program, housed in the Juvenile Hall, in which staffing and
mental health services are funded by YOBG. The program's mission is to serve young males
ages 16 to 21 by providing them with cognitive behavioral programming and the life skills
necessary to transition back into the community. The YOTP program is a local alternative to
a commitment to the DJJ for youth who have committed serious or violent offenses, but can
be treated at the local level. Probation staff provide cognitive behavioral therapy (CBT)
services, mental health staff provide therapy, and CBOs provide non-CBT services. YOTP
works in conjunction with CBOs (BACR and RYSE) to provide a continuum of services upon
reentry including life skills, FFT, substance use treatment, and/ or other mental health
services.
Community
Options for
Families and
Youth (COFY)
COFY offers therapeutic behavioral services, educational mental health management,
trauma therapy, parent education, MST, and FFT.
Contra Costa
County Office
of Education
(CCCOE)
CCCOE provides reentry educational and career services in East County and referrals to
services in Central and West County. CCCOE works collaboratively with DPOs and reentry
service providers with in-custody or out-of-custody case planning and facilitates referrals
and linkages (“warm hand-offs”) to the Central and West County Youth Development
Specialist. Additionally, CCCOE provides case management services including navigating the
educational system, advocacy in school enrollment, and post high school career
development.
Page 52 of 130
Section IX. Strategy for Non-707 (b) Offenders
The Contra Costa County Probation Department delivers services to justice system involved youth utilizing
a continuum of proactive responses that include the use of evidence-based risk assessment tools and
varying levels of supervision, out of home placements and custodial rehabilitative programs. Case plans
are developed and recommendations are formulated for the Court that takes into account prevention and
intervention strategies which focus on criminogenic needs and community safety. Justice-involved youth
who are not eligible for a commitment to DJJ that may have been committed in the past are now provided
an opportunity to remain locally in the YOTP. While in the program, rehabilitative services are provided
to empower the youth to have a positive outcome upon release.
The Probation Department and County Health Services/Mental Health Services division have an ongoing
contract that utilizes YOBG funds to provide a full-time mental health clinician for YOTP.
Page 53 of 130
Appendix A. Plan Development Process
Contra Costa County contracted Resource Development Associates (RDA), an Oakland-based consulting
firm, to support the development of the Juvenile Probation Consolidated Annual Plan to improve services
for youth who are involved in or at risk of involvement in the juvenile justice system. As part of this
process, the Juvenile Justice Coordinating Council (JJCC) convened with RDA from September 2018 to
March 2019 to provide expertise and strategic direction to the RDA team. The Probation Department and
Contra Costa County Office of Reentry and Justice (ORJ) leadership worked closely with RDA. This section
provides an overview of the methods applied for this year’s plan development process including a
description of the JJCC meetings and the needs assessment conducted.
The JJCC convened five times to provide input and feedback on the Consolidated Annual Plan
development. The table below describes the purpose of each meeting.
Table 8. JJCC Meetings and Purpose
Meeting Description
Meeting 1. October 2018 Introduced project to JJCC, established meeting structure and process,
and validated data collection and outreach methods.
Meeting 2. November 2018 Presented an overview of juvenile justice frameworks to foster shared
understanding of best practices in juvenile justice systems and services
to inform the needs assessment.
Meeting 3. December 2018 Presented findings from data collection activities to inform
development of initial priority areas for the Consolidated Annual Plan.
Meeting 4. February 2019 Presented the draft Consolidated Annual Plan to validate and identify
points to further refine.
Meeting 5. March 2019 Presented the final Consolidated Annual Plan.
With support and information from the JJCC and Probation Department, RDA facilitated a countywide
needs assessment to understand how JJCPA funds are utilized and the population receiving those services,
and identify any gaps, barriers, and/or needs within the current juvenile justice system. To do so, RDA
collected and analyzed quantitative and qualitative data related to 1) the current juvenile justice system,
2) the current population of youth receiving services through JJCPA and YOBG, and 3) the needs of youth
on probation and youth at risk of juvenile justice system involvement in Contra Costa County.
With the support and direction of the JJCC, RDA identified key stakeholders to inform the needs
assessment, including County officials, service providers, justice-involved youth, family members, and
advocates. The following table provides an overview of all stakeholders engaged in the needs assessment.
Page 54 of 130
Table 9. Focus Groups and Interviews Conducted
Affiliation Participants
Interviews
Alcohol and Other Drugs
Department
Chief Director (1)
Probation Department Chief Probation Officer (1)
Assistant Chief Probation Officer (1)
District Attorney’s Office Assistant District Attorney
JJCPA-funded Community-based
Organizations
Leadership (3)
Community Options for Families and Youth (COFY), Bay Area
Community Resources (BACR), and RYSE, Inc.
Local Police Departments Police Chiefs (2)
Antioch and Richmond Police Department
Mental Health Services Program Managers (2)
Public Defender’s Office Deputy Public Defenders (2)
Superior Court Presiding Judge (1)
Schools
Office of Education Deputy Superintendent (1)
Office of Education Youth Development Services Manager (1)
School Principal (1)
Mt. Diablo High School
Focus Groups
Community-based Organizations
Includes parents, caregivers, and staff
Bay Area Community Resources (4)
RYSE (6)
Probation Department
Field Deputy Probation Officers (3)
Police department-based Deputy Probation Officers (2)
School-based Probation Officers (3)
Supervisors and Management Staff (5)
Youth on Probation
Bay Area Community Resources (3)
Liberty High School (6)
Mt. Diablo High School (8)
RYSE (10)
RDA also collected and analyzed quantitative data to support and cross-check findings from qualitative data.
The following table provides an overview of the data analyzed as well as documents reviewed by RDA.
Table 10. Quantitative Data
Data Source
Demographic Data
• Race, ethnicity, gender, zip code Probation Department
JAIS Risk and Needs Assessment
• Risk levels and top needs Probation Department
Program and Service Inventory
• Programs and services currently available for youth Multiple Agencies
Page 55 of 130
Appendix B. Inventory of Faith and Community-Based Programs for Youth
in Contra Costa County
Region
East Central West
Funded Programs10
1) Bay Area Community Resources (BACR) provides assistance to youth, adults
and families in need. Services include: After school programs, workforce and
education programs, alcohol and other drug programs, national service
through AmeriCorps, tobacco cessation classes and education, counseling and
mental health services, and school based counseling.
x x
2) The RYSE Youth Center offers Richmond and West County youth ages 13-24
assistance with education and justice, community health programming (case
management, counseling, Restorative Pathways Project), youth organizing and
leadership through the Richmond Youth Organizing team, as well as providing
access to media, arts, and culture. The RYSE Center also offers workforce
development and job attainment supports.
x
3) Community Options for Families and Youth (COFY) offers therapeutic behavioral
services, educational mental health management, trauma therapy, parent
education, Multi-Systemic Therapy and Functional Family Therapy (FFT). COFY
partners with the County Mental Health Department and the Probation
Department to offer FFT.
x x x
Other Community Based Programs
4) The West Contra Costa Youth Services Bureau offers coordinated services to
youth and families that include Wraparound, kinship support for relative care
givers, family preservation support and youth development.
x
5) Girls Inc. Of West Contra Costa County's goal is to inspire all girls to be strong,
smart and bold. Girls Inc. provides school and community based programming
that serves the unique needs of girls, ages 5-18, living in West Contra Costa
County. Through community partnerships, they help girls achieve their full
potential, brightening their futures along the way. Girls Inc. is dedicated to the
advocacy of gender equity for all girls in all areas of their lives.
x
6) Rubicon programs serve youth and their families by removing barriers to help
teach financial literacy including credit repair and household budgeting, help in
finding immediate employment, as well as on the job training and internships.
Rubicon also provides adult education and literacy, wellness, community
connections and restorative circles.
x x x
7) The Center for Human Development offers mediation for families in conflict as
well as a spectrum of services for at-risk youth. Services are provided in the
school and in the community.
x x
x
8) Boys and Girls Clubs of Contra Costa County offer programs in sports and
recreation, education, the arts, health and wellness, career development, and
character and leadership.
x x
10 The services described here are those funded by JJCPA/YOBG. Several of these programs provide additional
services in the county.
Page 56 of 130
Region
East Central West
9) Community Violence Solutions (CVS) is part of the County wide Commercially
Exploited Youth (CSEY) steering committee and provides services for children
and adults who are victims of sexual abuse, including evaluation and therapy.
CVS provides CSEY counseling within the Juvenile Hall.
x x x
10) Getting out of Dodge (GOD)- Getting out of Dodge (GOD) is a program
administered by Reverend Charles Tinsley, that focuses on the successful
rehabilitation and reentry of youth in Contra Costa County through
mentorship. GOD provides college readiness supports such as college campus
visits, referrals to vocational programs and tattoo removal services. Youth are
referred to GOD by Probation, local pastors, caregivers, or self-referrals. GOD
also refers youth to other services and agencies as needed. Additionally, the
Interfaith Council of Contra Costa County Juvenile Detention Chaplaincy
ministers to young people in the facilities in Martinez and Byron.
x x x
11) The Congress of Neutrals (VORP) Victim Offender Reconciliation program
applies restorative justice techniques to juveniles without prior records. VORP
receives referrals from the Probation Department in an effort to divert them
from the juvenile justice system.
x x
12) Community Health for Asian Americans (CHAA) provides programs in
behavioral health, community engagement, youth leadership, music programs,
and early and periodic screening, diagnostic and treatment for substance use
in collaboration with mental health.
x
13) Community Works West provides Family Services and Restorative Community
Conferences.
x x
14) The Rainbow Community Center focuses on serving the lesbian, gay, bisexual,
transgender and queer/questioning community. The center offers a youth
advocacy collaborative, LBGT and friends NA meetings, mixed AA meetings,
counseling services, HIV testing, a transgender group, men’s HIV support
group, a discussion group on gender identity, and youth programs.
x x
15) Youth Employment Services (YES) x
16) John F. Kennedy University Community Center provides mental health services
for parent issues and child-parent conflicts, school related problems, abuse
and trauma, and anxiety and depression
x
17) The Counseling Options Parent Education (C.O.P.E) program offers parenting
classes and counseling services.
x
18) The Reach Project provides counseling, age appropriate support and peer
groups, teen and adult drug and alcohol treatment, and supports parents and
grandparents.
x
19) One Day at a Time provides direct mentoring at the elementary, middle school
and high school levels, artistic outlets, educational and recreational field trips,
community service opportunities, home visits, and youth employment
referrals.
x
Page 57 of 130
March 2019
Contra Costa County Probation Department
JJCPA-YOBG Consolidated Annual Plan
Fiscal Year 2019-2020
Page 58 of 130
Agenda
Introductions
Overview of Planning Process
Findings
Juvenile Justice Action Strategy
Page 59 of 130
About RDA
Mission driven consulting firm founded in 1984 in Oakland, California
RDA works across social service spectrum and offers cross -systems support
RDA has worked on a number of justice -related projects in Contra Costa
Child Welfare
Behavioral Health
Justice Systems
Public Health
Early Childhood and Education
Adult Education and
Workforce Development
Housing
Page 60 of 130
Background: JJCPA-YOBG
Consolidated Annual Plan
JJCPA-YOBG
Consolidated
Annual
Plan
AB 1913
JJCPA
SB 81
YOBG
AB 1998
Consolidate
reporting
requirements
Legislation BSCC Required Plan Components
•Assessment of existing services
•Identify and prioritize focus areas
•Juvenile Justice Action Strategy
Part I. Countywide Service Needs,
Priorities and Strategy
•Information sharing and data collection
•Funded programs, strategies, and/or system
enhancements
Part II. Juvenile Justice Crime
Prevention Act (JJCPA)
•Strategy for non-707(b) offenders
•Regional Agreements
•Funded programs, placements, services,
strategies, and/or system enhancements
Part III. Youth Offender Block Grant
(YOBG)
Page 61 of 130
Project Goal
JJCPA-YOBG
Consolidated
Annual Plan
Create a feasible Juvenile Probation Consolidated
Annual Plan to improve services for Contra Costa
County’s juvenile justice population
Assess Existing Practices
and Resources
Identify System Needs
and Gaps
Prioritize and Recommend
Solutions
What is currently in place? What
supports exist in the community that
support youth rehabilitation?
What is missing that can support
youth with a safe and successful
reentry? What is needed to prevent
initial/ further system contact?
What are the greatest needs? How
can we build on existing assets to
better serve youth? What best
practices can stakeholders employ?
PROJECT OBJECTIVES QUESTIONS
Page 62 of 130
Overview of Planning Process
Planning
Process
Needs
Assessment
Currently
Funded
Resources
Strategy
Development
JJCC
Meetings
Page 63 of 130
Planning Process Overview
Todd Billeci, Chief Probation Officer
Fatima Mata Sol, AODS
Eric Hunn, Juvenile Justice Commission
Karen Moghtader, Public Defender
Mickie Marchetti, REACH
Dan Batiuchok, Behavioral Health
Diana Becton, District Attorney’s Office
Todd Lenz, Children & Family Services
David Hartman, Office of the Sheriff
Lynn Mackey, County Office of Education
Aaron Roth, Martinez P.D
Ruth Barajas-Cardona, BACR
Colleen Isenberg, District IV
Meeting Description
Meeting #1
October
2018
•Introduced project
•Established meeting structure
•Validated data collection
Meeting #2
November
2018
•Reviewed framework for analysis to
inform the needs assessment
Meeting #3
December
2018
•Presented findings from data
collection activities
•Identified initial priority areas for the
Consolidated Annual Plan
Meeting #4
February
2019
•Presented draft Consolidated Annual
Plan to validate and refine
Meeting #5
March 2019
•Voted to approve the final
Consolidated Annual Plan
JJCC Members
Page 64 of 130
Assessment of Current Resources
=Programs funded by JJCPA and YOBG
=General Community Resources not funded by
JJCPA and YOBG
A descriptive overview of existing services and resources for at-risk and justice-
involved youth and their families, in-custody and in the community
Law Enforcement
Health, Mental
Health, &
Substance Use
Services
Children & Family
Services
Education
Partners and
Programs
Housing
Faith and
Community-Based
Organizations
Faith & Community Based Organizations
Page 65 of 130
FY18-19 Funded Programs
Program Funding Source Type of Service
JJCPA YOBG Prevention/
Intervention
In-Custody Aftercare/
Reentry
DPOs at High Schools
DPOs at Police Departments
Girls in Motion (GIM)
Youthful Offender Treatment
Program (YOTP)
DPOs at Orin Allen Youth
Rehabilitation Facility (OAYRF)
Community Options for Families
and Youth (COFY)
Bay Area Community Resources
(BACR)
RYSE
Contra Costa County Office of
Education (CCCOE)
Page 66 of 130
Youth on Probation in Contra Costa County
680
790 842
665
434
230
415 420 453 417 340 420
1,095
1,210
1,295
1,082
774
650
2013 2014 2015 2016 2017 2018
Juveniles Supervised by Probation
Misdemeanor Felony Total
Source: Contra Costa Probation Department
Since 2015, there has been an overall decline in
the number of youth on Probation. This is due to a
decline in the number of youth on Probation for a
misdemeanor offense.
Page 67 of 130
Data Collection Activities-Interviews
Affiliation Role
Alcohol and Other Drugs Department Chief Director
Probation Department
Chief Probation Officer
Assistant Chief Probation Officer
District Attorney’s Office Assistant District Attorney
JJCPA-funded Community-based
Organizations
Leadership
•Community Options for Families and Youth (COFY),Bay Area Community
Resources (BACR),and RYSE,Inc.
Local Police Departments Police Chiefs
•Antioch and Richmond Police Department
Mental Health Services Program Managers (2)
Public Defender’s Office Deputy Public Defenders (2)
Superior Court Presiding Judge
Schools
Office of Education Deputy Superintendent
Office of Education Youth Development Services Manager
High School Principal (1)
•Mt.Diablo High SchoolPage 68 of 130
Affiliation Participants #
Community-based
Organizations
Bay Area Community Resources
Parents,caregivers,and staff
4
RYSE
Parents,caregivers,and staff
6
Probation Department
Field Deputy Probation Officers 3
Police department-based Deputy Probation Officers 2
School-based Probation Officers 3
Supervisors and Management Staff 5
Youth on Probation
Bay Area Community Resources 3
Liberty High School 6
Mt.Diablo High School 8
RYSE 10
Data Collection Activities-Focus Groups
Page 69 of 130
Quantitative Data
Data Source
Demographic Data
•Race, ethnicity, gender, zip code
Probation Department
JAIS Risk and Needs Assessment
•Risk levels and top needs
Probation Department
Program and Service Inventory
•Programs and services currently available for youth
Multiple Agencies
Page 70 of 130
Juvenile Justice Best Practices as Standards
to Assess Continuum of Services for Youth
Framework for Analysis and Planning
Page 71 of 130
Juvenile Justice Best Practices
Continuum of
Prevention to
Intervention
Services
Youth Development
Family and
Community
Focused/
Administered
Services
Trauma-Informed
Services and
Systems
Pre-Adjudication
Juvenile Diversion
Racial Equity and
Cultural
Responsiveness
Page 72 of 130
Identified Needs: Service Types
•Insufficient capacity and availability of mental health services that are
culturally and gender responsive
•Limited youth-appropriate substance abuse treatment and services
Behavioral Health
Services
•Limited affordable housing for youth/families and transitional housing
for transitional-aged youth (TAY)
Affordable
Housing
•Disparities in services by regionGeographic
Access to Services
•Limited number of and access to prevention programs for youth
•Limited mentoring and peer support opportunities for youth
Prosocial Supports
and Personal
Development
Page 73 of 130
Identified Needs: System Capacity
•Limited county-wide approach to informally and
formally divert youth
Diversion
Services
•Limited service coordination and information sharing
among juvenile justice system partners
•Limited data collection at the County and program
level
Systemic
Coordination
•Barriers to employment opportunities for youth
•Barriers to re-enrolling into traditional schools
•Racial disparities at various points in the juvenile
justice system
Systemic
Barriers
Page 74 of 130
Juvenile Justice Action Strategy
Continuum of Services: The County aims to support a continuum of services from
prevention to intervention ranging in intensity based on structured decision -making tools
Collaborative Approach: Probation is committed to building and maintaining strong
relationships with local law enforcement diversion programs, CBOs, and other County
partners to ensure that appropriate and effective services are provided
Behavioral Health: Increase the availability of and access to behavioral health services for
justice-involved youth
Housing: Support increased housing options and services for justice-involved youth and
their families
Education Reentry: Continue to support reenrollment in school following incarceration or
placement
Diversion: Support the development of a countywide diversion program
Structured Decision Making Tools: Continue to reduce racial disparities
Vision
and
Approach
Prioritized
Focus
Areas
Page 75 of 130
Juvenile Justice Action Strategy
The Probation Department
will work with the Mental
Health Services division of
Contra Costa Behavioral
Health Services (BHS) to
establish a case manager
position that will focus on
bridging the gap of services
and supports for youth who
are waiting to receive mental
health services. The Probation
Department will also increase
support as needed for
community-based substance
use services in collaboration
with AODS.
Behavioral
Health
Services
Probation will partner with
H3 to expand the Flexible
Housing Fund to families of
youth on probation to
further support families
who are struggling with
stable housing. Probation
will also partner with
CBOs to enhance CBO
services in the area of
case management and
housing navigation services
for the youth they serve.
Housing
Page 76 of 130
Juvenile Justice Action Strategy
Probation will continue to
support reentry services
provided by CBOs, with a focus
on services offered in youth’s
communities by providers with
lived experience. The Probation
Department will continue to
support the CCCOE, which
provides staff to facilitate
youth’s reenrollment in their
school districts after a period of
incarceration. The Probation
Department will also support the
Public Defender’s Office with
juvenile education advocacy.
.
In a collaborative approach
with other justice system
partners and with community
and youth input, the
Probation Department will
support the DA in its creation
of a countywide diversion
program. This strategy will
focus on building consistency
in diversion programming
countywide, and will occur in
addition to already existing
diversion programs operated
by local police departments.
Probation Department is currently
undertaking several efforts to
support more racially equitable,
objective, and informed intake
decision making, including:
•Ohio Youth Assessment System
(OYAS)
•Detention Risk Assessment
Instrument (DRAI); and
•Working with University of
Cincinnati Corrections Institute
(UCCI) on a behavior response
matrix that includes
Sanctions/Rewards/
Interventions
Education
Reentry
Services
Diversion
Structured
Decision
Making
Page 77 of 130
THANK YOU!
Resource Development Associates
2333 Harrison Street │Oakland, CA 94612
510.488.4345
www.resourcedevelopment.net
Page 78 of 130
Contra Costa County
Juvenile Justice Coordinating Council Membership
As of February 2019
Seat Incumbent Representing
Chief Probation Officer, as Chair Todd Billeci Probation Department
District Attorney's Office Jean Skilling District Attorney's Office
Public Defender's Office Karen Moghtader Public Defender's Office
Sheriff's Department David Hartman Sheriff's Office
Board of Supervisors Sonia Bustamante Board of Supervisors - District I
Department of Social Services Todd Lenz Employment and Human Services Department - Children and Family Services
Department of Mental Health Dan Batiuchok Behavior Health - Health Services Department
Community-based Drug and Alcohol Program Fatima Matal Sol County Alcohol and Other Drugs
City Police Department Aaron Roth Martinez Police Department
County Office of Education or a School District Lynn Mackey Contra Costa Office of Education
Public Health*Vacant Public Health - Health Services Department
At-large Community Representative #1 Eric Hunn Juvenile Justice Commission
At-large Community Representative #2*Vacant
At-large Community Representative #3*Vacant
At-large Community Representative #4*Vacant
Nonprofit Community-based Organization #1 Mickie Marchetti REACH Project
Nonprofit Community-based Organization #2 Ruth Barajas-Cardona Bay Area Community Resources (BACR)
At-large Youth Representative #1*Vacant
At-large Youth Representative #2*Vacant
* Denotes a new seat created by Resolution 2018/597
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PUBLIC PROTECTION COMMITTEE - SPECIAL
MEETING 5.
Meeting Date:03/11/2019
Subject:REVIEW OF BANNING GUN SHOWS AT THE COUNTY
FAIRGROUNDS
Submitted For: PUBLIC PROTECTION COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: REVIEW OF BANNING GUN SHOWS AT THE COUNTY
FAIRGROUNDS
Presenter: Paul Reyes, Committee Staff Contact: Paul Reyes,
925-335-1096
Referral History:
On October 9, 2018, the Board of Supervisors referred to the Public Protection Committee the
topic of banning gun shows at the Contra Costa County Fairgrounds and a review of regulations
governing the purchase and sale of guns at gun shows. A copy of the Board's referral is attached.
On November 5, 2018, the Committee received an introduction to the referral and received a
correction that the Board referral had incorrectly stated that Senate Bill 221 was signed into law
by the Governor. Although Senate Bill 221 passed the legislature, the bill was actually vetoed by
the Governor on September 28, 2018. (A copy of the Governor's Veto Message is attached.) The
Committee acknowledged that there are limited options to pursue in prohibiting the possession or
sales of firearms on the County fairgrounds due to it being owned and operated by a state
institution. The Committee directed staff to forward to the full Board of Supervisors a letter to the
Board of the Contra Costa County Fairgrounds outlining the County's concerns of hosting gun
shows at the fairgrounds, including a request to ban gun shows at the fairgrounds.
On December 4, 2018, the Board of Supervisors authorized the Chair of the Board of Supervisors
to sign a letter to the 23rd Agricultural Association to convey the Contra Costa County Board of
Supervisors' support of a policy prohibiting the possession and sale of firearms on the Contra
Costa County Fairgrounds.
Referral Update:
On January 9, 2019 the Board of Directors of the 23rd District Agricultural Association (DAA)
Page 80 of 130
On January 9, 2019 the Board of Directors of the 23rd District Agricultural Association (DAA)
reviewed and discussed the letter from the County Board of Supervisors. The 23rd DAA Board
approved a motion to continue gun shows at the Fairgrounds. A copy of the meeting minutes is
attached.
There is continued local interest in eliminating gun shows at the Cow Palace. As previously
discussed, the Cow Palace is owned by Agricultural District 1-A, also a state institution. On
Feburary 13, 2019, Senator Scott Weiner and Assemblymember Phil Ting introduced legislation
(SB 281) to ban the sale of guns and ammunition at the Cow Palace. In addition to banning gun
and ammunition sales, SB 281 would also transfer the state-owned venue’s entire 68-acre
property from the hands of the California Department of Food and Agriculture to a locally
controlled joint powers authority. The proposed Cow Palace Joint Powers Authority would then
have full control over the site. Attached is a copy of the SB 281.
Recommendation(s)/Next Step(s):
1. ACCEPT an update on the Board of Supervisor's letter requesting the Contra Costa County
Fairgrounds to ban gun shows; and
2. PROVIDE direction to staff on next steps.
Attachments
BOS Referral
Governor's Veto Message
BOS Letter
Fair Board January Meeting Minutes
SB 281
Page 81 of 130
RECOMMENDATION(S):
REFER the issue of banning gun shows at the Contra Costa County Fairgrounds and a
review of regulations governing the purchase and sale of guns at gun shows to the Public
Protection Committee.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
The Contra Costa County Fairgrounds are owned and operated by the 23rd District
Agricultural Association. The 23rd District is a “state institution” under section 3953 of the
Food and Agricultural Code. Because the Fairgrounds are owned and operated by a state
institution, the County is not authorized to prohibit gun shows held on state property. A few
other counties have banned gun shows at county fairgrounds, but these bans have been at
fairgrounds owned by counties themselves, rather than by the state.
There was local interest in eliminating gun shows at the Cow Palace (which occurred 5
times annually according to media reports). The Cow Palace is owned by Agricultural
APPROVE OTHER
RECOMMENDATION OF CNTY
ADMINISTRATOR
RECOMMENDATION OF BOARD
COMMITTEE
Action of Board On: 10/09/2018 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I Supervisor
Candace Andersen, District II
Supervisor
Diane Burgis, District III Supervisor
Karen Mitchoff, District IV Supervisor
Federal D. Glover, District V Supervisor
Contact: Supervisor Federal D.
Glover, (925) 608-4200
I hereby certify that this is a true and correct copy of an action taken and entered on
the minutes of the Board of Supervisors on the date shown.
ATTESTED: October 9, 2018
, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
C. 79
To:Board of Supervisors
From:Federal D. Glover, District V Supervisor
Date:October 9, 2018
Contra
Costa
County
Subject:REFERRAL TO PUBLIC PROTECTION COMMITTEE TO REVIEW BANNING GUN SHOWS AT THE
COUNTY FAIRGROUNDS
Page 82 of 130
District 1-A, also a state institution. That effort resulted in the need for special legislation to
be carried
Page 83 of 130
BACKGROUND: (CONT'D)
by Senator Scott Weiner and Assemblymember Phil Ting to disallow gun shows on the
Cow Palace property. The bill was signed into law by the Governor earlier this month.
Attached is a copy of the bill (SB 221).
This referral to the Public Protection Committee will assist with facilitating a public
discussion as to whether or not Contra Costa should similarly pursue an effort to disallow
gun shows at the state-owned County Fairgrounds property, which happens to be located
directly across the street from Antioch High School and is in the vicinity of several other
school and a Headstart facility (see attached map). This referral also seeks to determine
whether facilitating gun shows on public property is an appropriate message to be
sending as the nation continues to grapple with mass shootings, which seem to have
become more commonplace in our society. Specifically, rules and regulations governing
the purchase and sale of guns at these shows are different than those governing similar
transactions at brick and mortar gun dealer storefronts.
CONSEQUENCE OF NEGATIVE ACTION:
The referral will not be made to the Public Protection Committee.
ATTACHMENTS
Map of Fairgrounds Property
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December 4, 2018
Robert Hoffner, President
23rd District Agricultural Association
1201 West 10th St.
Antioch, CA 94509
Subject: Firearm Possession and Sale on Contra Costa County Fairgrounds’ Property
Dear Mr. Hoffner,
In 1996, the Contra Costa County Board of Supervisors passed a resolution requesting the Contra Costa County
Fair Board discontinue gun shows at the Contra Costa County Fairgrounds. In 2004, the Board of Supervisors
conveyed to the 23rd District Agricultural Association the support of a policy prohibiting the sale of firearms and
ammunition. However, gun shows continue to be allowed at the Contra Costa County Fairgrounds
Gun violence and gun-related injuries and deaths continue to be critical public health concerns. The Board of
Supervisors continues to support a policy that would prohibit the Contra Costa County Fairgrounds from being
used in the proliferation of this critical public health hazard. As the nation grapples with the effects of mass
shootings, the 23rd District Agricultural Association has the responsibility to determine if facilitating guns shows
on public property is the message to be sending to the public.
Accidental discharge of a firearm is always a risk when handling firearms. Located near the Fairgrounds are a
number of sensitive public areas, including a Head Start facility (a kindergarten readiness program) that is located
on the Fairground property. Within 500 feet of the Fairgrounds property is Antioch High School and Fairview
Park. Also nearby is Live Oak High School, Antioch Middle School, and Fremont Elementary School.
Alameda, Marin, Sonoma, San Mateo, and Santa Clara counties have banned the possession of firearms and
ammunition at their county-owned fairgrounds, and Los Angeles County has banned firearm and ammunition
sales on its county-owned fairgrounds. The Board of Supervisors does recognize that the Contra Costa County
Fairgrounds is on state property governed by the 23rd Agricultural District Association whereas the
aforementioned counties own and control their respective fairgrounds. However, in September 2018, the 22nd
Agricultural District governing the Del Mar Fairgrounds recently voted to postpone gun shows for up to a year,
while it studies this same issue.
The Board of Supervisors respects the right of Contra Costa County residents to lawfully possess and use
firearms, but is also committed to supporting policies that promote the health and safety of all county residents.
On behalf of the Contra Costa County Board of Supervisors, I am requesting the Board of Directors of the 23rd
District Agricultural Association to consider prohibiting the possession of firearms and ammunition, including
the purchase, sale, and discharge of firearms and ammunition, on the Contra Costa County Fairgrounds’ property.
Page 87 of 130
Sincerely,
Karen Mitchoff, Chair
Contra Costa County Board of Supervisors
Supervisor, District IV
Enclosure
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Page 93 of 130
SENATE BILL No. 281
Introduced by Senator Wiener
(Principal coauthors: Assembly Members Chiu and Ting)
(Coauthor: Senator Hill)
(Coauthors: Assembly Members Berman and Mullin)
February 13, 2019
An act to add Sections 4132 and 4133 to the Food and Agricultural
Code, and to add Section 6539.7 to the Government Code, relating to
joint powers.
legislative counsel’s digest
SB 281, as introduced, Wiener. Cow Palace Joint Powers Authority.
(1) Existing law authorizes 2 or more public agencies, by agreement,
to form a joint powers authority to exercise any power common to the
contracting parties, as specified. Existing law authorizes the agreement
to set forth the manner by which the joint powers authority will be
governed.
Existing law divides the state into district agricultural associations
for the purposes of, among other things, holding fairs and expositions
exhibiting all of the industries and industrial enterprises, resources, and
products of every kind or nature of the state with a view toward
improving, exploiting, encouraging, and stimulating those industries.
Existing law provides that the 1-A District Agricultural Association
governs the agricultural district that encompasses the County of San
Mateo and the City and County of San Francisco.
This bill would require, on or before January 1, 2020, the City and
County of San Francisco, the City of Daly City, and the County of San
Mateo to enter into a joint powers agreement to form the Cow Palace
Joint Powers Authority for the purposes of managing, developing, or
disposing of the real property known as the Cow Palace. This bill would
Page 94 of 130
transfer the real property known as the Cow Palace from the 1-A District
Agricultural Association to the Cow Palace Joint Powers Authority,
and would provide that the Cow Palace Joint Powers Authority is the
successor in interest to any contact entered into by the 1-A District
Agricultural Association on or before December 31, 2019. This bill
would make findings and declarations that this transfer constitutes a
public purpose. This bill would authorize the Cow Palace Joint Powers
Authority to, among other things, enter into contracts or agreements
for the development of the property for affordable and market-rate
mixed-use housing and establish minimum local zoning standards,
including but not limited to, standards for height, density, parking, and
floor area ratio, that apply to a project on the property that are different
from those adopted by any other affected local jurisdiction. By
increasing the duties of local officials, this bill would establish a
state-mandated local program.
(2) Existing law generally regulates the transfer of firearms. A
violation of the statutes governing agricultural districts is generally a
misdemeanor.
Existing law provides that it is an offense to bring or possess, among
other things, a firearm within any state or local public building. Among
other exceptions, existing law provides an exception for guns brought
to a gun show conducted pursuant to specified provisions of law,
including the Gun Show Enforcement and Security Act of 2000. A
violation of this provision is a felony.
Existing law, the Gun Show Enforcement and Security Act of 2000,
generally regulates gun shows and requires all firearms transfers at a
gun show or event to be in accordance with applicable state and federal
laws. A violation of the act is a misdemeanor or infraction, as specified.
This bill would prohibit the sale of firearms and ammunition on any
property owned, occupied, operated, or controlled by the 1-A District
Agricultural Association, or by another state agency, for district or
association purposes, and, on and after January 1, 2020, on the real
property known as the Cow Palace, as specified. The bill would exclude
from its provisions a gun buy-back event held by a law enforcement
agency. A violation of this prohibition could be a felony, misdemeanor,
or infraction pursuant to the provisions described above.
(3) This bill would make legislative findings and declarations as to
the necessity of a special statute for the City and County of San
Francisco, the City of Daly City, and the County of San Mateo.
2
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By creating a new crime, this bill would impose a state-mandated
local program.
(4) The California Constitution requires the state to reimburse local
agencies and school districts for certain costs mandated by the state.
Statutory provisions establish procedures for making that reimbursement.
This bill would provide that with regard to certain mandates no
reimbursement is required by this act for a specified reason.
With regard to any other mandates, this bill would provide that, if the
Commission on State Mandates determines that the bill contains costs
so mandated by the state, reimbursement for those costs shall be made
pursuant to the statutory provisions noted above.
Vote: majority. Appropriation: no. Fiscal committee: yes.
State-mandated local program: yes.
The people of the State of California do enact as follows:
line 1 SECTION 1. Section 4132 is added to the Food and
line 2 Agricultural Code, to read:
line 3 4132. (a) (1) The real property known as the Cow Palace is
line 4 hereby transferred to the Cow Palace Joint Powers Authority
line 5 formed pursuant to Section 6539.7 of the Government Code.
line 6 (2) For purposes of this section, and Section 6539.7 of the
line 7 Government Code, “the real property known as the Cow Palace”
line 8 means all of the following parcels:
line 9 Parcel 1. Beginning at the point of intersection of the
line 10 southeasterly line of Carter Street and the southwesterly line of
line 11 Walbridge Street, now Geneva Boulevard; thence southeasterly,
line 12 along the southwesterly line of Walbridge Street, 260 feet; thence
line 13 at a right angle southwesterly 660 feet; thence at a right angle
line 14 northwesterly 260 feet; thence at a right angle northeasterly 660
line 15 feet to the point of beginning.
line 16 Parcel 2. Beginning at a point on the southerly line of Geneva
line 17 Boulevard, formerly Walbridge Street, distant thereon 310 feet
line 18 easterly from the easterly line of Carter Street; running thence
line 19 easterly, along said line of Geneva Boulevard, 150 feet; thence at
line 20 right angles southerly and parallel with said easterly line of Carter
line 21 Street, 150 feet; thence at a right angle westerly and parallel with
line 22 said southerly line of Geneva Boulevard, 100 feet; thence at a right
line 23 angle northerly, 50 feet; thence at a right angle westerly, 50 feet;
line 24 thence at a right angle northerly 100 feet to the point of beginning.
3
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line 1 Also, excepting therefrom the following described parcel:
line 2 beginning at a point on the southwesterly line of Geneva
line 3 Boulevard, formerly Walbridge Street, distant thereon 260 feet
line 4 southeasterly from the southeasterly line of Carter Street; running
line 5 thence southeasterly along said line of Geneva Boulevard, 50 feet;
line 6 thence at a right angle southwesterly parallel with the southeasterly
line 7 line of Carter Street, 100 feet; thence at a right angle northwesterly,
line 8 parallel with the southwesterly line of Geneva Boulevard, 50 feet;
line 9 thence at a right angle northeasterly, parallel with the said line of
line 10 Carter Street, 100 feet to the point of beginning.
line 11 Parcel 3. Beginning at a point on the southerly line of Geneva
line 12 Boulevard, formerly Walbridge Street, distant thereon 310 feet
line 13 easterly from the easterly line of Carter Street; running thence
line 14 easterly, along said line of Geneva Boulevard, 150 feet; thence at
line 15 right angles southerly and parallel with said easterly line of Carter
line 16 Street, 150 feet; thence at a right angle westerly and parallel with
line 17 said southerly line of Geneva Boulevard, 100 feet; thence at a right
line 18 angle northerly 50 feet; thence at a right angle westerly 50 feet;
line 19 thence at a right angle northerly 100 feet to the point of beginning.
line 20 Parcel 4. Beginning at a point on the southwesterly line of
line 21 Geneva Boulevard, formerly Walbridge Street, distant thereon 260
line 22 feet southeasterly from the southeasterly line of Carter Street;
line 23 running thence southeasterly along said line of Geneva Boulevard,
line 24 50 feet; thence at a right angle southwesterly, parallel with the
line 25 southeasterly line of Carter Street, 100 feet; thence at a right angle
line 26 northwesterly, parallel with the southwesterly line of Geneva
line 27 Boulevard, 50 feet; thence at a right angle northeasterly, parallel
line 28 with the said line of Carter Street, 100 feet to the point of
line 29 beginning.
line 30 Parcel 5. Beginning at a point on the southerly line of Walbridge
line 31 Street, now Geneva Boulevard, distant thereon easterly 520 feet
line 32 from the intersection of the easterly line of Carter Street with the
line 33 southerly line of Walbridge Street; thence easterly and along the
line 34 southerly line of Walbridge Street, 200 feet; thence at a right angle
line 35 southerly 600 feet; thence at a right angle westerly 200 feet; thence
line 36 at a right angle northerly 600 feet to the southerly line of Walbridge
line 37 Street and the point of beginning.
line 38 Parcel 6. Beginning at a point on the southerly line of Walbridge
line 39 Street, now Geneva Boulevard, distant thereon 720 feet easterly
line 40 from the point of intersection of said southerly line of Walbridge
4
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line 1 Street with the easterly line of Carter Street; thence running easterly
line 2 and along said southerly line of Walbridge Street, 30 feet; thence
line 3 at a right angle southerly 600 feet; thence at a right angle westerly
line 4 30 feet; thence at a right angle northerly 600 feet to the southerly
line 5 line of Walbridge Street and the point of beginning.
line 6 Parcel 7. Beginning at a point in the centerline of what was
line 7 formerly known as Cabrillo Street, sometimes called Wieland
line 8 Street, said point being distant the following courses and distances
line 9 from the intersection of the southerly line of Walbridge Street,
line 10 now Geneva Boulevard, with the easterly line of Carter Street;
line 11 south 70° 25' east 750 feet, on and along said southerly line of
line 12 Walbridge Street; and thence south 19° 35' west 384 feet to said
line 13 point of beginning; thence south 19° 35' west 216 feet; thence
line 14 south 70° 25' east 88 feet; thence north 8° 50' east 219.8 feet;
line 15 thence north 70° 25' west 47 feet to said point of beginning.
line 16 Parcel 8. Beginning at a point on the southerly line of Walbridge
line 17 Street, now Geneva Boulevard, distant thereon 750 feet easterly
line 18 from the intersection of the easterly line of Carter Street with the
line 19 southerly line of Walbridge Street; thence easterly, along the
line 20 southerly line of Walbridge Street, 230 feet; thence at right angles
line 21 southerly 600 feet; thence at right angles westerly 142 feet; thence
line 22 north 8° 50' east 219.8 feet; thence north 70° 25' west 47 feet to
line 23 the centerline of Wieland Street, sometimes called Cabrillo Street;
line 24 and thence north 19° 35' east 384 feet to the southerly line of
line 25 Walbridge Street and the point of beginning.
line 26 Parcel 9. Beginning at a point on the southerly line of Walbridge
line 27 Street, distant thereon 100 feet westerly from the intersection of
line 28 the westerly line of Rio Verde Street and the southerly line of
line 29 Walbridge Street, said point of beginning being the northwesterly
line 30 corner of block 21 of “Subdivision No. 1 of Schwerin Addition,
line 31 Visitacion Valley,” as per map filed October 5, 1908, in Book 6
line 32 of Maps at page 42 in the office of the County Recorder of San
line 33 Mateo County, California; running thence westerly along the said
line 34 southerly line of Walbridge Street, 1191.6 feet, more or less, to a
line 35 point distant 1040 feet southeasterly from the easterly line of Carter
line 36 Street (measured along said line of Walbridge Street); thence at a
line 37 right angle southerly 1935 feet, more or less, to the northerly line
line 38 of Martin Street, extended northwesterly from said “Subdivision
line 39 No. 1 of Schwerin Addition;” thence at a right angle easterly
line 40 1191.6 feet, more or less, to a point perpendicularly distant 100
5
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line 1 feet westerly from the westerly line of Rio Verde Street, as shown
line 2 on said map of “Subdivision No. 1;” thence northerly, along a line
line 3 parallel to said line Rio Verde Street and distance therefrom 100
line 4 feet, measured perpendicularly, a distance of 1585 feet, more or
line 5 less, to a point distant thereon 350 feet from the southerly line of
line 6 Walbridge Street; thence at a right angle westerly a distance of
line 7 100 feet; thence at a right angle northerly a distance of 50 feet;
line 8 thence at a right angle easterly a distance of 100 feet and thence
line 9 northerly a distance of 300 feet to the point of beginning. Excepting
line 10 therefrom so much thereof as was conveyed to Foxhall Investments
line 11 Ltd. by that certain deed recorded on November 14, 1988, as
line 12 Document No. 88154781, Official Records of San Mateo County,
line 13 California.
line 14 Parcel 10. Commencing at a point on the southerly line of
line 15 Walbridge Street, distant therefrom 100 feet westerly from the
line 16 intersection of the westerly line of Rio Verde Street and the
line 17 southerly line of Walbridge Street, said point of commencement
line 18 being the northwesterly corner of Block 21 of “Subdivision No. 1
line 19 of Schwerin Addition, Visitacion Valley,” as per map filed October
line 20 5, 1908, in Book 6 of Maps at page 42 in the office of the County
line 21 Recorder of San Mateo County, California; running thence westerly
line 22 along the said southerly line of Walbridge Street, 1191.6 feet, more
line 23 or less, to a point distant 1040 feet southeasterly from the easterly
line 24 line of Carter Street (measured along said line of Walbridge Street);
line 25 thence at a right angle southerly 1935 feet, more or less, to the
line 26 northerly line of Martin Street, extended northwesterly from said
line 27 “Subdivision No. 1 of Schwerin Addition” for a point of beginning,
line 28 thence southerly along the easterly line of Santos Street 100 feet;
line 29 thence at right angles easterly 1161 feet, thence at right angles
line 30 northerly 100 feet, and thence at right angles westerly 1161 feet
line 31 to said point of beginning. Excepting therefrom so much thereof
line 32 as was conveyed to Foxhall Investments Ltd. by that certain deed
line 33 recorded on November 14, 1988, as Document No. 88154781,
line 34 Official Records of San Mateo County, California. Further
line 35 excepting therefrom so much thereof as was conveyed to the City
line 36 of Daly City, a California municipal corporation, by that certain
line 37 deed recorded on October 3, 1985, as Document No. 85102739,
line 38 Official Records of San Mateo County, California.
line 39 Parcel 11. Commencing at a point on the southerly line of
line 40 Walbridge Street, distant thereon 100 feet westerly from the
6
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line 1 intersection of the westerly line of Rio Verde Street and the
line 2 southerly line of Walbridge Street, said point of commencement
line 3 being the northwesterly corner of Block 21 of “Subdivision No. 1
line 4 of Schwerin Addition, Visitacion Valley,” as per map filed October
line 5 5, 1908, in Book 6 of Maps at page 42 in the office of the County
line 6 Recorder of San Mateo County, California; running thence westerly
line 7 along the said southerly line of Walbridge Street, 1191.6 feet, more
line 8 or less, to a point distant 1040 feet southeasterly from the easterly
line 9 line of Carter Street (measured along said line of Walbridge Street);
line 10 thence at a right angle southerly 1935 feet, more or less, along the
line 11 easterly line of Santos Street, to the northerly line of Martin Street,
line 12 extended northwesterly from said “Subdivision No. 1 of Schwerin
line 13 Addition,” thence continuing southerly along the easterly line of
line 14 Santos Street 100 feet to the true point of beginning, thence
line 15 westerly 60 feet to the westerly line of Santos Street; thence
line 16 northerly along said westerly line Santos Street 2035 feet to the
line 17 southerly line of Walbridge Street; thence easterly along the
line 18 southerly line of Walbridge Street 60 feet to the easterly line of
line 19 Santos Street; thence southerly along said easterly line of Santos
line 20 Street, 2035 feet to said true point of beginning. Excepting
line 21 therefrom so much thereof as was conveyed to Foxhall Investments
line 22 Ltd. by that certain deed recorded on November 14, 1988, as
line 23 Document No. 88154781, Official Records of San Mateo County,
line 24 California.
line 25 Parcel 12.Beginning at the northwest corner of lot 17 in block
line 26 21 “Subdivision No. 1 of Schwerin Addition, Visitacion Valley,”
line 27 San Mateo County, California, as recorded in the office of the
line 28 County Recorder of said County October 5, 1908, in Book 6 of
line 29 Maps at page 42. Thence running west 100 feet parallel with the
line 30 northerly line of lot 17, thence running southerly 50 feet and
line 31 parallel with the westerly rear line of lots 17 and 18. Thence 100
line 32 feet easterly and parallel with the southerly line of lot 18, thence
line 33 northerly 50 feet along the westerly and rear lines of lots 18 and
line 34 17 to the point of beginning.
line 35 Parcel 13. Beginning at a point on the southerly line of Walbridge
line 36 Street, distant thereon easterly 460 feet from the point of
line 37 intersection of the easterly line of Carter Street with the said
line 38 southerly line of Walbridge Street, now known as Geneva
line 39 Boulevard; running thence easterly and along said southerly line
line 40 of Walbridge Street, a distance of 60 feet; thence at right angles
7
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line 1 southerly, a distance of 600 feet; thence at right angles westerly,
line 2 a distance of 60 feet and thence at right angles northerly, a distance
line 3 of 600 feet to the southerly line of Walbridge Street and the point
line 4 of commencement.
line 5 (b) The Cow Palace Joint Powers Authority shall be the
line 6 successor in interest to any contracts relating to the real property
line 7 described in subdivision (a) pursuant to subparagraph (B) of
line 8 paragraph (3) of subdivision (c) of Section 6539.7 of the
line 9 Government Code.
line 10 SEC. 2. Section 4133 is added to the Food and Agricultural
line 11 Code, to read:
line 12 4133. (a) For purposes of this section, the following terms
line 13 shall have the following meanings:
line 14 (1) “Ammunition” includes assembled ammunition for use in
line 15 a firearm and components of ammunition, including smokeless
line 16 and black powder, and any projectile capable of being fired from
line 17 a firearm with deadly consequence.
line 18 (2) “Firearm” has the same meaning as defined in Section 12001
line 19 of the Penal Code.
line 20 (b) Notwithstanding any other law, no officer, agent, or
line 21 employee of the 1-A District Agricultural Association or other
line 22 state agency that owns, occupies, operates, or controls association
line 23 property or other property in District 1a, as defined in Section
line 24 3853, used for district or association purposes, and no lessee or
line 25 sublessee of, or licensee for use of, that property, may conduct,
line 26 contract for, authorize, or allow the sale of any firearm or
line 27 ammunition on any property owned, occupied, operated, controlled,
line 28 leased, subleased, or licensed as described in this subdivision.
line 29 (c) This section does not apply to a gun buy-back event held by
line 30 a law enforcement agency.
line 31 SEC. 3. Section 6539.7 is added to the Government Code, to
line 32 read:
line 33 6539.7. (a) On or before January 1, 2020, the City and County
line 34 of San Francisco, the City of Daly City, and the County of San
line 35 Mateo shall enter into a joint powers agreement to form the Cow
line 36 Palace Joint Powers Authority for the purposes of managing,
line 37 developing, or disposing of the real property known as the Cow
line 38 Palace.
line 39 (b) The CPJPA shall be governed by a board of eight appointed
line 40 members as follows:
8
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line 1 (1) Three members appointed by the board of supervisors of
line 2 the City and County of San Francisco.
line 3 (2) Three members appointed by city council of the City of Daly
line 4 City.
line 5 (3) One member appointed by the board of supervisors of the
line 6 County of San Mateo.
line 7 (4) One member representing the state who shall be appointed
line 8 by the Governor.
line 9 (c) The CPJPA shall receive the property and may take any of
line 10 the following actions:
line 11 (1) Enter into contracts or agreements for the demolition of
line 12 existing structures on the property.
line 13 (2) (A) Enter into contracts or agreements for the development
line 14 of the property for affordable and market-rate mixed-use housing.
line 15 (B) (i) The CPJPA may establish minimum local zoning
line 16 standards, including but not limited to, standards for height,
line 17 density, parking, and floor area ratio, that apply to a project on the
line 18 property that are different from those adopted by any other affected
line 19 local jurisdiction. In adopting those standards, the CPJPA shall
line 20 follow standards set forth by the Legislature to promote robust
line 21 transit-oriented, mixed-use development on the property. These
line 22 standards shall include, but are not limited to, wages and labor
line 23 protections for construction workers, affordability of onsite housing
line 24 units, minimum density for the site, and minimum residential
line 25 threshold.
line 26 (ii) The CPJPA shall be serve as the lead agency for any
line 27 California Environmental Quality Act (Division 13 (commencing
line 28 with Section 21000) of the Public Resources Code) review of
line 29 standards adopted pursuant to this paragraph.
line 30 (iii) Zoning in effect as a result of this section shall be
line 31 considered the same as locally approved zoning for all purposes,
line 32 including the density bonus law (Chapter 4.3 (commencing with
line 33 Section 65915) of Division 1 of Title 7) and the Housing
line 34 Accountability Act (Section 65589.5).
line 35 (3) (A) Continue to operate the property as it was being operated
line 36 on January 1, 2020.
line 37 (B) This section shall not be interpreted to interfere with any
line 38 contract entered into by 1-A District Agricultural Association on
line 39 or before December 31, 2019. The CPJPA shall be the successor
line 40 in interest to any contract related to the property that was entered
9
Page 102 of 130
line 1 into by the 1-A District Agricultural Association on or before
line 2 December 31, 2019.
line 3 (C) (i) Notwithstanding any other law, on and after January 1,
line 4 2020, except as provided in any contact entered into on or before
line 5 December 31, 2019 by the 1-A District Agricultural Association,
line 6 the CPJPA shall not conduct, contract for, authorize, or allow the
line 7 sale of any firearm or ammunition on the property or in the
line 8 buildings that comprise the property, or on any successor or
line 9 additional property owned, occupied, operated, controlled, leased,
line 10 subleased, or licensed by the CPJPA.
line 11 (ii) This subparagraph does not apply to a gun buy-back event
line 12 held by a law enforcement agency.
line 13 (d) The CPJPA shall be the successor to all powers, functions,
line 14 and duties formerly held by the 1-A District Agricultural
line 15 Association with regard to the property.
line 16 (e) The Legislature finds and declares that there currently is a
line 17 housing crisis in California and it is essential to utilize available
line 18 spaces for the development of affordable housing. Therefore, the
line 19 Legislature finds and declares that the transfer of property pursuant
line 20 to this section and Section 4132 of the Food and Agriculture Code
line 21 for purposes of developing affordable and market-rate mixed-use
line 22 housing constitutes a public purpose and does not constitute a gift
line 23 of public funds within the meaning of Section 6 of Article XVI of
line 24 the California Constitution.
line 25 (f) For purposes of this section, the following terms have the
line 26 following meanings:
line 27 (1) “Ammunition” includes assembled ammunition for use in
line 28 a firearm and components of ammunition, including smokeless
line 29 and black powder, and any projectile capable of being fired from
line 30 a firearm with deadly consequence.
line 31 (2) “CPJPA” means the Cow Palace Joint Powers Authority
line 32 formed pursuant to this section.
line 33 (3) “Firearm” has the same meaning as defined in Section 12001
line 34 of the Penal Code.
line 35 (4) “Local jurisdiction” means a city, including a charter city,
line 36 a county, or a city and county.
line 37 (5) “Property” means the property known as the Cow Palace
line 38 transferred to the CPJPA pursuant to Section 4132 of the Food
line 39 and Agriculture Code.
10
Page 103 of 130
line 1 SEC. 4. The Legislature finds and declares that a special statute
line 2 is necessary and that a general statute cannot be made applicable
line 3 within the meaning of Section 16 of Article IV of the California
line 4 Constitution because of the unique needs facing the City and
line 5 County of San Francisco, the City of Daly City, and the County
line 6 of San Mateo in providing affordable housing within their
line 7 jurisdictions.
line 8 SEC. 5. No reimbursement is required by this act pursuant to
line 9 Section 6 of Article XIIIB of the California Constitution for certain
line 10 costs that may be incurred by a local agency or school district
line 11 because, in that regard, this act creates a new crime or infraction,
line 12 eliminates a crime or infraction, or changes the penalty for a crime
line 13 or infraction, within the meaning of Section 17556 of the
line 14 Government Code, or changes the definition of a crime within the
line 15 meaning of Section 6 of Article XIIIB of the California
line 16 Constitution.
line 17 However, if the Commission on State Mandates determines that
line 18 this act contains other costs mandated by the state, reimbursement
line 19 to local agencies and school districts for those costs shall be made
line 20 pursuant to Part 7 (commencing with Section 17500) of Division
line 21 4 of Title 2 of the Government Code.
O
11
Page 104 of 130
PUBLIC PROTECTION COMMITTEE - SPECIAL
MEETING 6.
Meeting Date:03/11/2019
Subject:FY 2018/19 AB 109 Bridge Funding for West Count EarlyRep
Submitted For: PUBLIC PROTECTION COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: AB109 PUBLIC SAFETY REALIGNMENT
Presenter: Paul Reyes, Committee Staff Contact: Paul Reyes,
355-1096
Referral History:
On December 7, 2018, the Community Corrections Partnership (CCP) met to consider approving
the FY 19/20 AB 109 budget. During that meeting, it was noted that the Public Defender's budget
request included a request for FY 18/19 funding for the West County Early Representation
Program (EarlyRep, as known as the Failure to Appear Reduction Program). Since the December
7, 2018 CCP meeting was not publicly noticed to consider FY 18/19 AB 109 funding, the CCP
did not consider approving this funding request. The CCP did fully approve the FY 19/20 funding
request for West County EarlyRep. A copy of the original AB 109 funding request and proposal
memo have been attached.
Referral Update:
The West County EarlyRep 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. The bridge funding request of $43,858 will fund salary and benefit costs
for April to June 2019.
Recommendation(s)/Next Step(s):
APPROVE the fiscal year 2018/2019 AB 109 funding for the Public Defender's West County
EarlyRep program in the amount of $43,858.
Fiscal Impact (if any):
If approved, this action will increase FY 18/19 AB 109 apppropriations by $43,858, or 0.1%, to
$29,429,817.
Attachments
Page 105 of 130
FY 19/20 Public Defender AB 109 Budget Request
EarlyRep West County Proposal
Page 106 of 130
Contra Costa County Community Corrections Partnership
2019/20 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Deputy Public Defender IV ACER 1.2, 2.1 535,942 2.00 568,697 2.00 568,697 2.00
Deputy Public Defender III ACER 1.2, 2.2 241,516 1.00 251,177 1.00 251,177 1.00
Legal Assistant ACER 1.2 95,329 1.00 112,992 1.00 112,992 1.00
Deputy Public Defender III Clean Slate 5.2 67,656 0.50 127,427 0.50 127,427 0.50
Legal Assistant Clean Slate 5.2 190,658 2.00 189,972 2.00 189,972 2.00
Social Worker Client Support 5.3 138,995 1.00 155,242 1.00 155,242 1.00
Clerk Experienced Level Reentry Program Support 1.2, 2.1, 5.2, 5.3, 62,137 1.00 64,622 1.00 64,622 1.00
Deputy Public Defender V Reentry Program Support 2.1-2.3, 3.3, 4.1, 5.1 267,971 1.00 303,754 1.00 303,754 1.00
Deputy Public Defender - Special Assignment FTA Reduction Program 1.2, 5.3 154,492 2.00 160,672 2.00 160,672 2.00
Legal Assistant FTA Reduction Program 1.2, 5.3 196,376 2.00 205,080 2.00 205,080 2.00
Deputy Public Defender - Special Assignment FTA Reduction Program 1.2, 5.3 77,246 1.00 77,246 1.00
Legal Assistant FTA Reduction Program 1.2, 5.3 98,188 1.00 98,188 1.00
Social Worker II Client Support 5.3 95,998 1.00 95,998 1.00
Social Worker II Client Support 5.3 95,998 1.00 95,998 1.00
Subtotal 1,951,072 13.50 2,139,635 13.50 367,430 4.00 2,507,065$ 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 107 of 130
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 108 of 130
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 109 of 130
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 110 of 130
PUBLIC PROTECTION COMMITTEE - SPECIAL
MEETING 7.
Meeting Date:03/11/2019
Subject:Quality Assurance Committee & Local Innovation Fund
Submitted For: PUBLIC PROTECTION COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: Quality Assurance Committee & Local Innovation Fund
Presenter: Donte Blue, ORJ Deputy Director Contact: Donte Blue,
707-335-1977
Referral History:
With the passage of SB 1020 in 2012, the County was required to create a Local Innovation
Subaccount intended to promote local innovation and county decision making. Revenue
deposited in this “Local Innovation Fund” must be used to support local needs, and the law
provides the Board of Supervisors with the authority to fund any activity that is otherwise
allowable for any of the underlying accounts that fund the innovation subaccount. Beginning with
fiscal year 2015-16, any revenue deposited in the Local Innovation Fund each year will come
from transferring 10% of the revenue received from the State in the form of growth allocations for
the 1) Community Corrections, 2) Trial Court Security, 3) District Attorney and Public Defender,
and 4) Juvenile Justice Subaccounts (these are the four source accounts for the Local Innovation
Fund).
Because each year’s growth revenue is allocated to the County in the subsequent fiscal year, in
fiscal year 2016-17 the County’s first deposit of $119,186 was made into the Local Innovation
Fund from the requisite 2015-16 growth allocations. This fiscal year the County expects another
$186,607 to be deposited in the Local Innovation Subaccount based on the 2016-17 growth
allocation projections. This additional deposit means the County’s expected Local Innovation
Fund balance for the current fiscal year is $305,793.
In September 2016, the Quality Assurance Committee (QAC) of the Community Corrections
Partnership (CCP) discussed the development of recommendations for the use of Local
Innovation Fund revenue. This matter was then forwarded to the CCP Community Advisory
Board (CAB) for their input on the recommendations. The matter was considered once more by
the QAC in November 2016 as CAB continued to formulate its input on the recommendations.
After the County Administrator’s Office of Reentry and Justice (ORJ) was created in January
2017, the ORJ began working with CAB to determine recommendations for the use of revenue in
the Local Innovation Fund. In June 2017 CAB recommended that this revenue be used to fund a
Page 111 of 130
capacity building project. CAB recommended a project where a cohort of AB 109 funded
community based service providers would be guided through a self-assessment of needs related to
organizational development. The cohort would then be provided individualized assistance to help
participating agencies build capacity in the critical areas identified through the self-assessment
process.
The ORJ received CAB’s input, developed additional considerations, and returned to the QAC in
September 2017 where it was agreed that the ORJ would conduct a Request for Proposals (RFP)
process for the allocation of up to $250,000 to be split between a capacity building project as
envisioned by CAB, and an innovative reentry program to compliment the array of reentry
services currently offered. On October 4, 2017, the ORJ published RFP #1709-252 for “Local
Innovation Fund Projects.” The RFP provided up to $75,000 in funding for a “Capacity Building
Project” to be implemented from January 2017 – December 2017, and for up to $175,000 for an
“Innovative Reentry Program” that would start in January 2017 and could end as late as
December 2018. A Bidder’s Conference was then held on October 17, 2017, and streamed online
as a webinar. Final responses to the RFP were due November 8, 2017, and Panels were convened
the week of November 12, 2017 to review the submitted responses and provide the County with
contract award recommendations.
In December 2017 the ORJ returned to this Committee and it endorsed staff recommendations to
endorse the RFP review panel’s recommendations that a contract be awarded to Fast Eddie’s
Auto Tech Training for $75,000 and to the Richmond Workforce Development Board for
$175,000. The Richmond Workforce Board Contract is set to expire December 31, 2019, and the
contract with Fast Eddies contract expired December 31, 2018 with $36,297 in unspent revenue.
Subsequently, after an RFQ process, Jeweld Legacy Group was awarded a $75,000 contract in
May 2018 for Capacity Building Services.
Referral Update:
Through October 2018 Fast Eddies had spent $38,703 of their original award, and In November
2018 the Quality Assurance Committee met and recommended that Fast Eddies contract be
extended through June 30, 2019 and increased by $37,500 to $112,500. Because this addition put
the contract over $100,000, the amendment required approval from the Board of Supervisor. This
item was unable to make a Board agenda prior to the contract’s expiration in December 2018.
After consultation, County Counsel determined that the easiest route to add the additional revenue
to this project now that the original contract has expired would be to execute a new contract with
Fast Eddies for $73,797 that would be effective as of November 2018 and include $36,297 in
unspent revenue from the previous contract and $37,500 in additional revenue. If this Committee
were agreeable to this course of action this new contract would have a termination date of
December 31, 2019.
Capacity Building Program
In September 2018 Jeweld Legacy Group began working with 5 non-profit agencies that provide
a variety of reentry services with the intent to help these agencies improve operationally and in
their ability to provide more effective reentry services. This will be done through and assessment,
creation of a capacity development plan, and support making progress on that plan through both
group and individual consultation sessions. In November 2018 a project update was provided to
the Quality Assurance Committee and a copy is included in this report.
The agencies participating in the capacity building project are:
Page 112 of 130
Back on Track Expungement Services & Back on Track Community Services
Building Opportunities for Self-Sufficiency (BOSS)
FAST Automotive Technician Training
Goodwill Industries of the Greater East Bay
Bay Area Community Resources (BACR)
Jeweld legacy group has worked with each of these agencies to develop their capacity
development plan and in October 2018 held their first group consultation session. Since then
Jeweld has met independently with program participants to make further progress on elements of
their capacity development plans. Through this process, Jeweld Legacy Group made a written
request to the ORJ that further revenue be committed to this project in the form of “micro-grants”
to the participating agencies to incentivize and support the organizations commitment to make
progress on their capacity development plans. A copy of this request and its attachment has been
included with this report
The next group session is planned for April 18, 2019 and will be themed “Characteristics of
Thriving Organizations.” This event will also be open for attendance by other local service
providers, and will be one of ORJ’s featured events in recognition of April as Second Chance
Month.
Innovation Fund Accounting
To date the county has received a total of $601,725 in Innovation Fund revenue (FY 15-16
through FY 17–18), and it is estimated that in October 2019 the County will receive an additional
$289,054 in Innovation Fund revenue for FY 18–19. The County’s Innovation Fund balance is
estimated to be $478,279 in FY 19–20.
FY 17-18 FY 18-19 FY 19-20
Project Allocations
Richmond WDB ACES
Project $ (43,750)$ (87,500)$ (43,750)
FAST In-Custody
Automotive Training
Prep
$ (37,500)$ (37,500)$ (37,500)1
Jewld Legacy
Capacity Building $ (75,000)$ (50,000)
Revenue Sources
Forwarded Fund
Balance $ 119,186
New Revenue $ 186,607 $ 295,932
Projected Revenue $ 289,054
FUND BALANCE $ 224,543 $ 320,475 $ 478,279
1 This assumes approval from this Committee to allocate this revenue
Recommendation(s)/Next Step(s):
ACCEPT the recommendation by the QAC to increase Fast Eddie’s award by $37,500 to be1.
Page 113 of 130
ACCEPT the recommendation by the QAC to increase Fast Eddie’s award by $37,500 to be
executed as a new contract for $73,797 with a term of November 1, 2018 through December
31, 2019.
1.
DIRECT the ORJ to award up to $50,000 from the Local Innovation Fund through “micro –
grants” in amounts ranging from $3,000 - $10,000 to the five agencies currently
participating in the County’s Capacity Building Project.
2.
DIRECT staff to conduct an RFP process to utilize remaining revenue of the Local
Innovation Fund.
3.
Attachments
Attachment A - Jeweld Legacy Newsletter
Attachment B - Capacity Building Report
Attachment C - Jeweld Legacy Group Recommendations
Page 114 of 130
Jewels for Nonprofits
Jeweld Legacy Group Newsletter
The first quarter is an excellent
time to review, evaluate and
plan for the rest of the calendar
year. At Jeweld Legacy Group
we incorporate this critical
business practice numerous
times throughout the year. As
non profit leaders it is also
necessary for you to pause and
reflect. The pressure to work
without pause is real, to achieve
the organizational mission by
addressing the circumstances
and inequities that impact the
communities that you serve.
January/February 2019
After all, they are relying on the ability of leaders such as
yourself to sustain and grow these vital community
programs. Although your best efforts are required and
considered noble by some, it can leave one depleted,
feeling as if your best just isn’t good enough. In this issue
Dr. Frank Omowale Satterwhite directs us to something
greater than one organization or leader to address social
change.
He suggests that real social change occurs when a critical
mass of stakeholders come together. In my opinion, this is
not about working harder, it requires strategic
engagement that demonstrates the rights and
responsibilities of residents who live in communities most
affected by poverty and mass incarceration. We hope that
you will find Dr. Satterwhite’s article beneficial and
consider joining us at one of these upcoming events below.
Take care,
Carol F. Burton, LMSW
Page 115 of 130
The United States of America is a diverse society with many noteworthy accomplishments and, as well, many challenging
problems. On the one hand, we are living in an era of astonishing achievement in science, technology, medicine,
communications and numerous other fields. On the other, we are experiencing a profound social crisis in communities of
color as a result of pervasive institutional racism and poverty.
While it’s true that communities of color have major economic and social problems, it’s also true that they can become
resilient villages with the internal capacity to address their complex problems in positive ways.
Social change occurs when a critical mass of community stakeholders comes together to define and implement community-
building strategies with a single sense of purpose. Such change is more likely to happen when there is a shared vision (ideas),
strong resident leadership (people), stable organizations (infrastructure), viable community programs (action) and high
levels of civic involvement (engagement). Thus, to bring about social change, one must work on multiple levels and in
multiple ways to inform, engage and empower community residents.
For the past three decades, I have worked as a social change consultant in communities of color across the nation. From this
experience, I have learned that community engagement is an essential part of a comprehensive social change strategy. In my
view, authentic community engagement is more likely to occur when there is understanding of and a strong commitment to
the following basic rights of community residents.
THOUGHTS ON RESIDENT ENGAGEMENT
By Frank J. Omowale Satterwhite, Ph.D.
•RIGHT TO KNOW: Residents must be informed about community issues if they are to play active and meaningful roles
in the social change process. With this right comes the responsibility to seek information, ask questions and challenge
the status quo.
•RIGHT TO LEARN: Residents must have linguistically and culturally relevant training, mentoring, coaching and peer
exchange opportunities to participate effectively as informed partners and practitioners. With this right comes the
responsibility to state learning needs and engage in continuous learning activities to increase knowledge, skills and
confidence.
•RIGHT TO PARTICIPATE: Residents must have leadership roles and participate in all phases of the community-
building process. With this right comes the responsibility to be actively involved and stay at the table through good
times and bad.
•RIGHT TO DECIDE: Residents must define their own goals and develop their own plan for future development of the
community (often in partnership with external stakeholders). With this right comes the responsibility to listen to other
voices, carefully consider the options and make the best decisions for the community.
•RIGHT TO CULTURAL RESPECT: Residents must engage in the community-building process in their own culturally
authentic ways. With this right comes the responsibility to share information about one’s culture, learn about other
cultures and value the cultural diversity of the community.
•RIGHT TO TELL THIER OWN STORY: Residents must be empowered share their story with others in their own voice
and in culturally appropriate ways. With this right comes the responsibility to document the work and lift up the lessons
for others to see.
When communities of color are engaged in this way, there is much greater potential for active and
sustained community participation in every aspect of the social change process.
RESIDENT’S RIGHTS AND RESPONSIBILITIES
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Jeweld Legacy Group has unparalleled knowledge of capacity
building and leadership training to help clients make better-
informed decisions when it comes to program development
and their company’s growth potential.
carol@jeweldlegacy.com
www.jeweldlegacy.com
April 14-17, 2019
National Children of Incarcerated Parents Annual Conference
Renaissance Downtown Phoenix Hotel
https://www.eiseverywhere.com/ehome/373747?&t=bd6c1ffeb893a9c87a5d2ac8f0924957
April 18, 2019
Capacity Building Symposium for Organizations Serving the Criminal Justice Community
500 Ellinwood Way - Board Rooms A & B
Pleasant Hill, CA
11:00am - 4:00pm
Email Summer Jackson @ legacyta2016@gmail.com to RSVP
SAVE THE DATE
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Prepared for
Carol F. Burton, LMSW
Prepared by
Katie Kramer, MSW, MPH
November 2018
PRE-IMPLEMENTATION AND
KICKOFF ORIENTATION
Evaluation Summary Report
Contra Costa County Capacity Builders Network
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Part 1: Capacity Building Readiness Assessment
Upon assignment to Jeweld Legacy Group (JLG), participating agencies were asked to complete a Capacity Building
Readiness Checklist to assist agencies and consultants in determining the organization’s level of readiness to utilize
capacity building and technical assistance services though the Contra Costa County Capacity Builders Network. Five
agencies completed the readiness checklist. Table 1 presents a summary of their responses.
Table 1: Results of Capacity Building Readiness Checklist (Number of Agencies = 5)
Area Readiness Criteria Strongly
agree
Agree Disagree Strongly
disagree
Organizational
Culture
Organizational culture promotes openness to
change and the type of entrepreneurism need
to successfully engage in an organizational
capacity building process.
80% 20% 0% 0%
Readiness for
Change
Organization is comfortable questioning the
status quo and exploring new ways of doing
things to fulfill its mission.
60% 40% 0% 0%
Engaged
Leadership
The organization will involve executive
leaders, program managers, field staff, and
board members in developing, implementing
and evaluating the capacity-building plan.
40% 40% 20% 0%
Investment of
Resources
The organization will invest an adequate
amount of resources (talent, time and money)
to successfully implement a capacity building
plan.
40% 40% 20% 0%
Roles and
Expectations
The organizational leaders are committed to
clarifying roles and expectations for all
participants in the capacity building process,
including who will have input and who will
hold decision-making authority.
60% 20% 20% 0%
Financial Stability The organization is financially stable (i.e.,
business model, fiscal management, revenue
reliability, annual budget surplus and
manageable debt).
40% 40% 20% 0%
Operational
Stability
There is no upcoming event that might affect
the organization’s ability to successfully
complete a capacity building plan on a timely
basis (for example, de-funding of a program,
executive leadership transition, or
reorganization).
40% 60% 0% 0%
Timing This is the appropriate time for our
organization to initiate a capacity building
process.
100% 0% 0% 0%
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In summary, all of the participating organizations reported that they have a high state of readiness to
undertake a capacity-development program.
Part 2: Pre-Implementation Survey
Capacity Development Goals
Prior to offering any technical assistance services with agencies, JLG asked participants to complete a pre-
implementation survey. Participants were asked what goals they planned for their capacity development project. Figure
1 presents a comparison of goals across participating agencies.
In summary, the participating organizations stated that training, technical assistance and networking were the three
most important goals.
83%
67%
50%
50%
33%
Receive training to increase CBA knowledge
Network & partner with other agencies
Receive TA to increase CBA knowledge
Carry out all capacity development goals
Finalize capacity development plan
Figure 1: Organizational Capacity Development Goals
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Organizational Needs
During the pre-planning survey, participating agencies were also asked what they thought were their agency’s highest
area(s) of organizational need. Participants were able to select multiple areas of need for their organization. Table 2
presents these needs in order of greatest to lowest as identified by participating agencies.
Table 2: Agency’s Highest Area(s) of Organizational Need
Pre-Implementation
Organizational Needs
External Relations 83%
Identifying and Implementing Evidence-Based Practices 83%
Fiscal Management and Sustainability 67%
Planning and Evaluation 67%
Agency Structure and Operations 50%
Understanding Criminogenic Needs and Recidivism Risk 33%
The Responsivity Principle 33%
Effective Use of Electronic Records 33%
Sector-specific Best Practices 33%
In summary, the participating organizations stated that their main needs were external relations, evidence -based
practices, fiscal management/sustainability and planning/evaluation were their most important needs.
Participants also rated how confident they were in their ability to carry out their capacity building activities. On a scale
from 1 (not confident at all) to 5 (very confident), participants reported 4.4 in confidence to carry out their capacity
building activities.
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Organizational Challenges
Finally, participating agencies were asked to list any challenges they foresaw their agency might have in meeting their
capacity development goals. Participants were able to select as many as apply to their agency. Table 3 presents these
challenges in order of greatest to lowest (or non-existent) as identified by participating agencies.
Table 3: Areas of Potential Challenges in Meeting Capacity Development Goals
Pre-Implementation
Organizational Challenges
Lack of money or resources 60%
Lack of staff time 20%
Lack of agency Board of Directors time or commitment 20%
We won’t have any challenges 20%
Change in organizational need or priority area 20%
Staff resistance or lack of staff support 0%
Agency leadership resistance or lack of support 0%
Challenges connecting with TA provider or professional services
consultant to support the work 0%
In summary, the participating organizations stated that the lack of money/resources is the biggest challenge in meeting
their capacity-development goals.
Part 3: Contra Costa Capacity Builders Network Kickoff Orientation Training
On October 26, 2018, JLG co-hosted with Contra Costa County Office of Reentry and Justice, a kickoff orientation and
training for all agencies participating in the Contra Costa Capacity Builders Network. Five agencies participated in the
kickoff: Goodwill Industries, Fast Eddy’s, Bay Area Community Resources (BACR), Building Opportunities for Self-
Sufficiency (BOSS), and Back on Track Expungement Services & Community Services. Of the agencies participating, three
of five or 60% currently hold a contract with a County Agency. Individuals participating in the kickoff were asked to
complete an evaluation at the end of the day. Seven individuals completed the survey.
Figure 2 presents an overview of the results of questions related to overall experience with the kickoff orientation
training.
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Overall Participant Satisfaction
In summary, the participating organizations indicated a high level of satisfaction with the kickoff training.
New Skills Gained and Intention to Use New Skills
Participants rated how many new skills and/or knowledge they gained for assessing their organizational needs and
developing a Capacity Building Plan as a result of the orientation training. On a scale from 1 (learned no new skills) to 5
(learned many new skills), participants reported 4.0 in “learned many new skills.”
Participants also rated the extent to which they plan to use the skills and/or knowledge they learned at their workplace.
On a scale from 1 (won’t use at all) to 5 (plan to use often), participants reported 4.29 in “plan to use new skills.”
4.86
5
4.86
4.86
4.86
4.86
4.86
Overall satistication with TA provider
Overall satistication with today's event
Felt supported in completing org assessment
Structure and length of training was adequate
Training materials were helpful
Speakers encouraged participation
Speakers were knowledgable & prepared
Figure 2: Experience in Today's Training (n=7)
scale: 1 = very dissatisfied to 5 = very satisfied
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Training Strengths and Areas of Improvement
Finally, participants were asked to share both overall strengths and areas for improvement for the Orientation and
Training. Table 4 presents major themes that emerged from these questions.
Table 4: Training Strengths and Areas of Improvement
A. Best Part of Training/Orientation Number of Responses
Hearing speakers share personal stories/experts in the field are
very knowledgeable 4
Dieudonné Brou’s presentation/testimonial 2
Speakers were very willing to answer questions 1
Liked that the group is fairly small 1
Networking opportunities 1
Organizational assessment 1
Hearing about upcoming opportunities 1
B. Areas for Training Improvement Number of Responses
County input is very valuable – would like more time for that. 1
More input from Dr. Omo. 1
“THE LEVEL OF SUPPORT WAS
OUTSTANDING. JLG MADE SURE WE FULLY
UNDERSTOOD AND WERE WILLING TO
EXPLAIN WHEN NEEDED.“
- Capacity Builders Network Kickoff Participant
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Page 125 of 130
To: Donté Blue, Contra Costa County Office of Reentry and Justice
From: Carol F. Burton and Summer Jackson, Jeweld Legacy Group
Date: January 4, 2019
Re: Recommendations to Support CBP plan
Jeweld Legacy Group contracted with the Contra Costa County Administrator’s Office of
Reentry & Justice (ORJ) to provide Management Consulting Services as part of a Capacity
Building project.To date, the following organizations have completed received technical
assistance to draft and complete organizational Capacity Development Plans:
• Back on Track Expungement Services & Back on Track Community Services
• Building Opportunities for Self-Sufficiency (BOSS)
• FAST Automotive Technician Training
• Goodwill Industries of the Greater East Bay
• Bay Area Community Resources (BACR)
We have attached a summary of the technical assistance requests from the group. This memo
serves to share our reflections and recommendations on how we can work together to ensure the
success of the organizations above.
As shared in our recent meeting, we believe the success of these organizations will be enhanced
with additional resources to compensate for the staff time they are using to attend trainings and
engage in their organizational developmental efforts. The organizations are eager to engage but
are unable to prioritize the level of support needed to successfully implement the activities
outlined in their capacity development plans due to limited staff capacity and access to resources
to support basic operational needs.
Based on experience, working with more than 1,200 organizations of various sizes, we would
like you to consider offering a grant to these organizations. The “capacity grant” which could
range from a stipend of $3,000 or a grant of $10,000 per organization which can be allocated to
cover staff time (to think about and focus on the Capacity Building Plans), consultants, materials,
equipment and a combination of all four. We have included a matrix of capacity building
activities and their costs for reference. Additionally, below are some thoughts about equipment,
materials and consultants that a monetary award could support:
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Equipment:
• Information Management Systems
• Accounting Software
• Computers
• Fundraising Software
• Website
Materials:
• Brochure
• Annual Report
Consultants:
• Financial Analysis
• Strategic Planning
• Board Development
• Fundraising PlN
• Training Staff on Sector Based Knowledge
• Program Evaluation
• Annual Report
• Website Designer
We will continue to work with organizations by providing up to 2 hours of support through the
original terms our contract. However, we strongly believe that limiting support in this way will
impact the progress of the organizations above. We hope our input will help inform your next
steps and remain open in helping you design a responsive program that promote the goals for the
Office of Reentry Justice.
Sincerely,
Carol F. Burton and Summer N. Jackson
Jeweld Legacy Group
Enclosures:
Summary of Technical Assistance Needs
Capacity- Building Activity Fee Matrix: April 27, 2016
Page 127 of 130
Table: 1 Summary of TA Needs outlined by the Contra Costa Capacity Builders Network
Applicants
Priority Area Technical Assistance Requested
External
Relationships*
A Strategic Plan that facilitates
development of organizational
collaboration opportunities and
strong relationships across the diverse
organizations/entities within Contra
Costa’s reentry community.
To develop and nurture
cross-sector collaborations
and strong relationships
within the diverse criminal
justice, governmental
entities, nonprofit, for profit
and philanthropic
organizations and other
entities within Contra Costa
County’s reentry and
broader community.
Sector-Specific Best
Practices*
To design, train staff and implement
programs/services that are sector-
specific best-practices to serve our
reentry clients.
Identifying &
Implementing
Evidence-Based
practices
To design and implement programs
that use generally accepted Evidence-
based strategies and best-practice
services in the reentry.
To identify and implement
evidence-based best
practices into our programs
and services.
Understanding
Criminogenic Needs
and Recidivism Risk
To develop an understanding of
Criminogenic needs and Recidivism
Risk and incorporate core principles
into reentry services.
The Responsivity
Principle
Training to allow staff to develop
skill and capacity to integrate
Responsivity Principles into 1)
individual and agency-wide program
planning and 2) evaluation of
programs/services
Effective Use of
Electronic Records*
To develop an electronic information
management system
Fiscal Management
and Sustainability*
To develop sound budgeting,
financial management and
administrative practices; increase and
diversify revenues and maintain the
financial health and integrity of the
organization.
Page 128 of 130
SAMPLE CAPACITY-BUILDING ACTIVITY FEE MATRIX: April 27, 2016
7 CAPACITY-BUILDING PRIORITY AREAS SMALL, LOW-
BUDGET
ORGANIZATIONS
MID-SIZE,
STABLE
ORGANIZATIONS
SUSTAINABLE
ORGANIZATIONS
1. Mission, Vision and Strategy
A. Strategic Planning $10k - $15k $15k - $25k $25k - $35k+
2. Organizational Structure
A. Nonprofit, tax-exempt status (application or
reinstatement)
$3k - $5k $3 - $5k N/A
B. Internal structuring/restructuring $5k - $10k $10k - $15k $15k - $20k+
3. Governance and Leadership
A. Board Development $5k -$10k $10k - $15k $10k - $15k
B. Executive Search N/A $10k - $15k $15k - $25k
4. Partnerships, External Relations & Networking
A. Partnerships/Collaboratives $5k - $10k $10k - $15k $15k - $20k
B. Marketing & Positioning $10k - 15k $15k - $20k $20k - $25k
5. Management Systems & Operations
A. Fiscal Management (management audit, annual
audit/financial review, QuickBooks technology, MIS
$20k - $25k $25k - $30k $30k - $35k+
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7 CAPACITY-BUILDING PRIORITY AREAS SMALL, LOW-
BUDGET
ORGANIZATIONS
MID-SIZE,
STABLE
ORGANIZATIONS
SUSTAINABLE
ORGANIZATIONS
technology/application or written fiscal management
policies/procedures)
B. Personnel Policies (written personnel policies,
volunteer management program or operations manual)
$5k - $10k $10k – $15k $15k - $20k
C. General Administration (insurances, risk
management assessment)
$5k - $15k $15k - $20k $20k - $25k
6. Fundraising, Revenue Generation & Fiscal
Sustainability (plans, technology-based individual donor
program)
A. Planning $5k - $10k $10k - $15k $15k - $20k
B. Grantwriting $10k - $20 $20k - $35k $35k - $50k
C. Donor Development $10k - $15k $15 - $25k $25k - $45k
D. Event Planning $5k - $10k $10k - $20k $20 - $30k
7. Sector-Specific Knowledge & Best Practices
A. Assets/Needs Assessment $10k - $15k $15k - $20k $20k - $35k
B. Planning/Evaluation $10k - $15 $15k -S25k $25k - $40k
C. Thought Leadership/Sustainability N/A $10k - $20k $10k - $20k
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