HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 01252021 - PPC Agenda PktPUBLIC PROTECTION
COMMITTEE
January 25, 2021
10:30 A.M.
VIRTUAL MEETING
The public may observe and participate in the virtual Zoom meeting by using this link:
https://cccounty-us.zoom.us/j/87501317689
Meeting ID: 875 0131 7689
Or by dialing: (214) 765-0478 or (888) 278-0254 (US Toll Free)
Conference code: 507994
Supervisor Candace Andersen, 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 October 26, 2020 meeting. (Page 4)
4.PRESENTATION of a summary report from the W. Haywood Burns Institute on the
progress of the 2019-20 Racial Justice Oversight Body. (W. Haywood Burns Institute)
(Page 7)
5.RECEIVE the Racial Justice Oversight Body's statement on Racial Justice related to
COVID-19 and DISCUSS related polices and practices of the Sheriff's Office and
Health Services. (Paul Reyes, Senior Deputy County Administrator; Steve
Simpkins, Assistant Sheriff; Dr. Jessica Hamilton, Medical Director-Detention
Health Services) (Page 28)
6.CONSIDER reviewing and approving the fiscal year 2021/22 AB 109 budget proposal,
as recommended by the Community Corrections Partnership-Executive Committee.
(Paul Reyes, Committee Staff) (Page 31)
7.CONSIDER approving the proposed 2021 Committee meeting schedule and work plan,
or provide direction to staff regarding any changes thereto. (Paul Reyes, Committee
Staff) (Page 81)
8.The next meeting is currently scheduled for February 22, 2021.
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 1025 Escobar St.,4th Floor,
Martinez, 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) 655-2049, Fax (925) 655-2066
paul.reyes@cao.cccounty.us
Glossary of Acronyms, Abbreviations, and other Terms (in alphabetical order):
Contra Costa County has a policy of making limited use of acronyms, abbreviations, and industry-specific language in its Board of
Supervisors meetings and written materials. Following is a list of commonly used language that may appear in oral presentations and
written materials associated with Board meetings:
AB Assembly Bill
ABAG Association of Bay Area Governments
ACA Assembly Constitutional Amendment
ADA Americans with Disabilities Act of 1990
AFSCME American Federation of State County and Municipal
Employees
AICP American Institute of Certified Planners
AIDS Acquired Immunodeficiency Syndrome
ALUC Airport Land Use Commission
AOD Alcohol and Other Drugs
ARRA American Recovery and Reinvestment Act
BAAQMD Bay Area Air Quality Management District
BART Bay Area Rapid Transit District
BCDC Bay Conservation & Development Commission
BGO Better Government Ordinance
BOS Board of Supervisors
CALTRANS California Department of Transportation
CalWIN California Works Information Network
CalWORKS California Work Opportunity and Responsibility
to Kids
CAER Community Awareness Emergency Response
CAO County Administrative Officer or Office
CCHP Contra Costa Health Plan
CCTA Contra Costa Transportation Authority
CCP Community Corrections Partnership
CDBG Community Development Block Grant
CEQA California Environmental Quality Act
CIO Chief Information Officer
COLA Cost of living adjustment
ConFire Contra Costa Consolidated Fire District
CPA Certified Public Accountant
CPI Consumer Price Index
CSA County Service Area
CSAC California State Association of Counties
CTC California Transportation Commission
dba doing business as
EBMUD East Bay Municipal Utility District
EIR Environmental Impact Report
EIS Environmental Impact Statement
EMCC Emergency Medical Care Committee
EMS Emergency Medical Services
EPSDT State Early Periodic Screening, Diagnosis and
treatment Program (Mental Health)
et al. et ali (and others)
FAA Federal Aviation Administration
FEMA Federal Emergency Management Agency
F&HS Family and Human Services Committee
First 5 First Five Children and Families Commission
(Proposition 10)
FTE Full Time Equivalent
FY Fiscal Year
GHAD Geologic Hazard Abatement District
GIS Geographic Information System
HCD (State Dept of) Housing & Community Development
HHS Department of Health and Human Services
HIPAA Health Insurance Portability and Accountability Act
HIV Human Immunodeficiency Syndrome
HOV High Occupancy Vehicle
HR Human Resources
HUD United States Department of Housing and Urban
Development
Inc. Incorporated
IOC Internal Operations Committee
ISO Industrial Safety Ordinance
JPA Joint (exercise of) Powers Authority or Agreement
Lamorinda Lafayette-Moraga-Orinda Area
LAFCo Local Agency Formation Commission
LLC Limited Liability Company
LLP Limited Liability Partnership
Local 1 Public Employees Union Local 1
LVN Licensed Vocational Nurse
MAC Municipal Advisory Council
MBE Minority Business Enterprise
M.D. Medical Doctor
M.F.T. Marriage and Family Therapist
MIS Management Information System
MOE Maintenance of Effort
MOU Memorandum of Understanding
MTC Metropolitan Transportation Commission
NACo National Association of Counties
OB-GYN Obstetrics and Gynecology
O.D. Doctor of Optometry
OES-EOC Office of Emergency Services-Emergency
Operations Center
ORJ Office of Reentry & Justice
OSHA Occupational Safety and Health Administration
Psy.D. Doctor of Psychology
RDA Redevelopment Agency
RJOB Racial Justice Oversight Body
RJTF Racial Justice Task Force
RFI Request For Information
RFP Request For Proposal
RFQ Request For Qualifications
RN Registered Nurse
SB Senate Bill
SBE Small Business Enterprise
SWAT Southwest Area Transportation Committee
TRANSPAC Transportation Partnership & Cooperation (Central)
TRANSPLAN Transportation Planning Committee (East County)
TRE or TTE Trustee
TWIC Transportation, Water and Infrastructure Committee
UCC Urban Counties Caucus
VA Department of Veterans Affairs
vs. versus (against)
WAN Wide Area Network
WBE Women Business Enterprise
WCCTAC West Contra Costa Transportation Advisory
Committee
____________________________________________________________________________________________________
PUBLIC PROTECTION COMMITTEE 3.
Meeting Date:01/25/2021
Subject:RECORD OF ACTION - October 26, 2020
Department:County Administrator
Referral No.: N/A
Referral Name: RECORD OF ACTION - October 26, 2020
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 the Committee's October
26, 2020 meeting.
Recommendation(s)/Next Step(s):
APPROVE Record of Action from the October 26, 2020 meeting.
Fiscal Impact (if any):
No fiscal impact. This item is informational only.
Attachments
Record of Action - October 26, 2020
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PUBLIC PROTECTION COMMITTEE
RECORD OF ACTION FOR
October 26, 2020
Supervisor Candace Andersen, Chair
Supervisor Federal D. Glover, Vice Chair
Present: Candace Andersen, Chair
Federal D. Glover, Vice Chair
1.Introductions
Convened - 10:31 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).
Public comment was received.
3.APPROVE Record of Action from the September 28, 2020 meeting.
Approved as presented.
AYE: Chair Candace Andersen
Vice Chair Federal D. Glover
4.CONSIDER interviewing applicants for seven (7) seats on the Racial Justice
Oversight Body that will become vacant when their terms expire on December 31,
2020, and that are collectively comprised of:
Two (2) seats for individuals with prior personal criminal or juvenile justice
system involvement,
1.
Two (2) seats for representatives of community-based organizations that
work with justice-involved populations of any age,
2.
One (1) seat for a representative from a community-based organization that
works with justice-involved youth,
3.
One (1) seat for a representative from a faith-based organization, and4.
One (1) seat for an individual that is a school aged youth or for a
representative of a community-based organization that provides services to
school aged youth; and,
5.
RECOMMEND candidates for the seats identified above to the Board of
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Supervisors for appointment consideration.
The Committee nominated the following applicants to serve on the Racial Justice Oversight
Body:
Chala Bonner
Ronell Ellis
Noe Gudino
Stephanie Medley
Michael Pierson
Cheryl Sudduth
Apollo Sulse
AYE: Chair Candace Andersen
Vice Chair Federal D. Glover
5.CONSIDER accepting an update on the impacts of recently signed public safety
bills.
This was an informational item. No action taken.
6.The next meeting is currently scheduled for November 23, 2020.
7.Adjourn
Adjourned - 11:54 am.
For Additional Information Contact:
Paul Reyes, Committee Staff
Phone (925) 335-1096, Fax (925) 646-1353
paul.reyes@cao.cccounty.us
Page 6 of 84
PUBLIC PROTECTION COMMITTEE 4.
Meeting Date:01/25/2021
Subject:REPORT on progress of the RACIAL JUSTICE OVERSIGHT BODY
Submitted For: Esa Ehmen-Krause, County Probation Officer
Department:Probation
Referral No.: N/A
Referral Name: Racial Justice Oversight Body
Presenter: Donté Blue, Acting ORJ Director Contact: Donté Blue, 925-313-4087
Referral History:
On July 24, 2018, the Board of Supervisors adopted the "Racial Justice Task Force - Final Report
and Recommendations" with the exclusion of recommendations #18 and #19, which included the
recommendation to create a Racial Justice Oversight Body. (Recommendations #18 and #19 were
referred to the Public Protection Committee for further input from the Racial Justice Task Force
and the Sheriff's Office.)
The Racial Justice Oversight Body (RJOB) is composed of the following 18 representatives:
1. A representative from the Superior Court, as a non-voting member;
2. The Sheriff or his designee;
3. The Chief Probation Officer or his designee;
4. The Public Defender or her designee;
5. The District Attorney or her designee;
6. A representative from a local law enforcement agency, nominated by the Contra Costa County
Police Chiefs’ Association;
7. A representative from the Contra Costa County Office of Education;
8. A representative from a Local School District;
9. A representative from Contra Costa County Health Services Department; and
10. Nine community-based representatives, including: two members of the Contra Costa Racial
Justice Coalition, two individuals with prior personal criminal or juvenile justice system
involvement, three representatives from community-based organizations (CBO) that work with
justice involved populations, including at least one person who works directly with youth, one
representative from a faith-based organization, and one representative that is either a school age
young person, or from a CBO who provides services to school age youth.
On December 4, 2018, the Board of Supervisors appointed members to the RJOB for its first
two-year term that began January 1, 2019 and concluded on December31, 2020. The Office of
Reentry and Justice subsequently contracted with the W. Haywood Burns Institute to help
facilitate the work of the RJOB, and the RJOB has consistently met since June 2019 to support the
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body’s implementation of the Racial Justice Task Force recommendations. To accomplish its
work, the RJOB has organized itself into three subcommittees (Diversion, Data, and Community
Engagement & Funding) that meet monthly and whose meetings are in addition to the quarterly
meetings of the full RJOB.
Referral Update:
To memorialize the RJOB’s completion of its first full two-year term of work, the W. Haywood
Burns Institute has compiled a report that summarizes the body’s accomplishments, areas for
continued focus in the coming months, and a set of recommendations to help ensure the body’s
future success. This summary report is included as Attachment A.
Recommendation(s)/Next Step(s):
ACCEPT the W. Haywood Burns Institute's summary report on the activities of the Racial Justice
Oversight Body.
Attachments
Attachment A - 2019/20 RJOB Summary Progress Report
Attachment B - Presentation Slides
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Contra Costa County
2019-20 Racial Justice Oversight Body
Summary Progress Report
Introduction
The W. Haywood Burns Institute (BI) was established to provide local jurisdictions with
practical, proven approaches for reducing racial and ethnic disparities (R.E.D.). For over 15
years, the BI has successfully worked with jurisdictions in more than 40 states to reduce R.E.D.
by leading traditional and non-traditional stakeholders through a data-driven, community-
informed, and consensus-based process. It is the BI’s experience that local jurisdictions can
implement successful and sustainable strategies that reduce R.E.D. by examining key decision-
making points within the justice system.
The purpose of this report is to provide feedback on the progress and potential of the Racial
Justice Oversight Body to promote equity and reduce R.E.D. in Contra Costa County. This report
is not intended to be a comprehensive assessment of Contra Costa County’s racial equity work
nor a full assessment of whether and to what extent R.E.D. exists within the county. Rather, this
report is intended to share observations and recommendations with Contra Costa County to guide
the RJOB’s work with an equity lens.
Structure
The Racial Justice Oversight Body (hereinafter ‘RJOB’ or ‘Body’) is comprised of 18 overall
members, including nine community representatives that include representatives of local
community-based organizations (CBOs) and nine representatives from specified local County
agencies. It is quite rare for the Burns Institute to see such an even representation of system and
community stakeholders, an approach we consistently advocate for, but which is usually not
fully executed (the court is one of the nine County agency members and hold the seat as a non-
voting member). In keeping with this composition, we encouraged the Body to elect two co-
chairs, one a community stakeholder and one a systems stakeholder. The body duly elected John
Lowden of the Contra Costa County Sheriff’s Office and Stephanie Medley of the RYSE Center
as co-chairs. The RJOB has had seven quarterly meetings to date: June 6, 2019; August 29,
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2019; November 7, 2019; February 6, 2020; May 14, 2020; August 6, 2020; and November 5,
2020.
Additionally, the RJOB has three subcommittees which meet monthly to allow for more
intensive and subject-matter specific action in their respective areas. Those subcommittees are as
follows:
• Community Engagement & Funding (CEF) Subcommittee, chaired by Jeff Landau of the
Contra Costa County Racial Justice Coalition
• Data Subcommittee, chaired by Debra Mason of the Mount Diablo Unified School
District
• Diversion Subcommittee, chaired by Chief Bisa French of the Richmond Police
Department
At the time of writing, the Community Engagement & Funding Subcommittee has met a total of
eleven times since being approved by the Body, while the Data Subcommittee has met a total of
eight times. The difference in number of meetings was primarily because the Data Subcommittee
will take the lead on making data requests, and had expected those requests to be dependent on
what data the other subcommittees may need. Thus, the Data Subcommittee elected to give the
other subcommittees time to determine what their respective data queries may entail before
resuming their meetings. Additionally, the Diversion Subcommittee was approved by the Body
at a later quarterly meeting than the other two and was not able to meet before COVID-19
suspended all RJOB activities. At the time of writing, the Diversion Subcommittee has met a
total of seven times.
Background
Virtually every aspect of life – within communities, counties, states, and nations all over the
world – has been significantly impacted by COVID-19, the outbreak of which hit a crisis point in
the United States in early March of 2020. The RJOB was no different, and saw cancellations for
a quarter of the year’s scheduled meetings. This significantly affected the Diversion
subcommittee, which was not finalized and approved by the RJOB until February 2020. This
subcommittee’s first meeting was originally scheduled for March. However, due to the COVID-
19 outbreak, the Diversion subcommittee’s first meeting was delayed for several months when
activities resumed for the Body and its subcommittees in May 2020. When meetings resumed, all
meetings were held virtually due to social distancing guidelines. This seemed to have the net
positive effect of allowing more members of the pubic to call in from home. However, it is
important to note that issues such as access to adequate computers/other electronic devices as
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well as the Internet may still have an impact on some members of the public and whether or not
they can attend meetings virtually.
In addition to overcoming the unforeseen challenges presented by the global threat of COVID-
19, the RJOB has also faced the much more local issue of securing data. It is important to note
that for many of the agencies involved in the RJOB’s work, there is no centralized data system
within which data is collected and from which data can be queried and reported. This is an issue
the RJOB alone cannot fix. While the RJOB can make recommendations to the Board of
Supervisors that data management systems be prioritized within relevant agencies, any further
action on this matter falls beyond the reach of the RJOB itself. However, the work of the RJOB
is heavily reliant on data, which should always inform decision making about where to prioritize
efforts, what specific processes/policies/practices may need to be altered, and how best to go
about developing proposed policy and practice changes. Thus, receiving data which can then be
analyzed will be a large and integral part of the RJOB’s work and will inform or impact nearly
every recommended action, making it a crucial priority of the work going forward generally and
a focal point of next year’s goals and objectives.
Observations and Findings
I. Activities
The RJOB has worked diligently to understand the various issues surrounding racial equity in the
Contra Costa County justice system. Much of this work is divided among the subcommittees –
Community Engagement and Funding, Data, and Diversion. In response to the COVID-19 crisis,
the RJOB approved language addressing emergency releases from custody – specifically asking
that the Board of Supervisors approve the immediate release of anyone with 6 months or less on
their sentence as well as those who are elderly or may have preexisting health conditions. This
language was drafted in accordance with a joint statement by elected prosecutors, including
Contra Costa County’s own Diana Becton, and was released by Fair and Just Prosecution. From
the RJOB perspective, the resolution was a result of public comment by a large number of
attendees from the public during the May 2020 RJOB Quarterly Meeting. Additionally, the
RJOB will be coordinating a request to the Police Chiefs’ Association for law enforcement data
from each individual agency represented within it. This data, if obtained, will serve as a key
point of data collection for assessment of disparities where they may begin within the justice
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system and will then drive the assessment of some past recommendations and the crafting of
future recommendations of the Body. Finally, the RJOB will continue to hear reports, make
edits, revise, and approve all activities of its subcommittees.
A. The Community Engagement and Funding subcommittee has begun to work with the Juvenile
Justice Coordinating Council (JJCC) on two important upcoming projects. The first project is to
develop a community capacity fund which will build capacity for community-based
organizations to provide reentry services to all people who are formerly incarcerated within the
County. To this end, the CEF has already reviewed funding models in other counties to
determine the best way to develop a community capacity fund which addresses local needs. The
CEF has preliminarily identified a cohort approach as a promising model, allowing for long-term
support along with the funding in an effort to develop the CBOs to the point that they can sustain
themselves and their service offerings independently. The second project is to develop a youth-
led listening session in order to incorporate the voices of youth into the RJOB and JJCC’s work.
This upcoming youth listening session’s planning began after a community listening session was
held in July which was mostly attended by adults who gave public comment for the first hour of
the CEF Subcommittee meeting. Because the RJOB is tasked with recommendations to improve
racial equity in both the youth and adult justice systems, the CEF determined that it is important
to hear directly from youth. During the first planning meeting for this upcoming listening session
(which included both RJOB and JJCC members as well as community leaders who work directly
with youth), it became clear that a more sustained space for youth to provide feedback would be
needed. The upcoming youth listening session will serve to get youth involved in the
development of a Youth Advisory Council which could operate as an ideal resource to regularly
provide feedback and direct communication to both bodies whenever youth matters are
discussed, ensuring that youth voices and needs are heard and incorporated into the County’s
relevant decision making processes, and that any concerns from local youth about any proposed
County actions are more likely to be adequately addressed before moving forward. To this end, a
small group of youth facilitators as well as members from both the CEF and JJCC has already
met once and plan to include youth participation in future meetings to incorporate youth voice
and perspective into the planning and design of the listening session and potential advisory
group. These intentions will hopefully encourage abundant youth participation and leadership
throughout this development process. The goal is for this listening session to take place during
the first or second quarter of 2021 and for the advisory group to hopefully begin convening as
needed shortly thereafter. In addition to these activities, the CEF subcommittee has engaged in a
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series of activities to educate, inform, and increase transparency to members of the public about
the RJOB and its meetings as well as its role in relationship to other advisory bodies and County
government.
B. While the Data subcommittee has secured data from Probation on an ongoing monthly basis,
the acquisition of data from other County agencies has been more elusive. The DA’s office has
declined to provide data due to staffing constraints. However, a verbal commitment from the
Sheriff’s Office to share monthly data from its Jail Management System has been provided
assuming approval from municipal law enforcement agencies wherein bookings into the County
jail may originate. With the support of the BI, the RJOB will make a presentation to the
County’s Police Chiefs’ Association in early 2021 surrounding the purpose and importance of
obtaining and sharing law enforcement data with the RJOB. The Data subcommittee will
continue to work with all relevant County agencies in attempts to secure and analyze data that
will inform a decision points matrix. The decision points matrix will examine racial and ethnic
disparities at every decision point within the criminal justice system and show where disparities
are introduced in the process of justice system involvement, where they increase or decrease, and
thus pointing to the decision points for prioritization in making policy or practice changes. This
will be a long-term undertaking and will depend upon relevant agencies having the capacity and
willingness to accurately collect, report, and share data. In addition, the Data subcommittee has
begun talks on creating a means to formally acknowledge and recognize local agencies which are
willing to provide race/ethnicity data as a means to incentivize other County agencies to join in
this process and support the efforts to develop data-informed solutions to issues of racial inequity
within the local justice systems, whatever those issues may be.
C. The Diversion subcommittee continues to identify all existing diversion programs in the
County. Yet again, the role of data cannot be overemphasized here as it is necessary to know
who participates in these programs, how many eligible people are not diverted and why, and
whether or not there are racial and ethnic disparities within the use of diversion. These data
needs largely implicate current diversion programs, many of which do not collect or report any
data at present and which may need support or tools in order to begin doing so. Data needs also
implicate the District Attorney’s office, due to its crucial role in offering diversion or other
alternatives when appropriate, which has cited staff and capacity constraints in the provision of
data at this time, or in the near future.
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Next steps include the identification of gaps within the current program offerings. These gaps
could appear in a number of ways, including regional gaps within the County (important because
this could create transportation and/or other access issues), gaps in terms of program types (e.g.
programmatic needs to address certain behaviors, offense types, etc.) or gaps in the
administration of a program and its ability to effectively address the needs of the participants
(which would require quantifying qualitative data collected directly from people who have
participated in currently offered programs). Thus, the Diversion subcommittee will likely need to
coordinate with both the Data and Community Engagement and Funding subcommittees in order
to accomplish these goals. The Diversion subcommittee has also been working diligently to
establish and agree upon a definition of diversion and guidelines for how to properly utilize and
administer diversion programs within the County.
II. Accomplishments
This year, the RJOB established its third subcommittee (Diversion) and responded to public
comment provided by community members by passing a resolution which it will submit to the
BOS in support of emergency COVID-19 releases from the local jail.
A. The CEF subcommittee has responded directly to work plan goals and objectives focused on
increased decision-making accessibility, transparency, and power to those most impacted. To this
end, the CEF began recording video of all meetings in July, which are posted to the County
website. (The CEF had identified other means of achieving accessibility goals such as changing
or staggering meeting dates, times, and locations but those efforts have been rendered
inapplicable due to COVID-19). Additionally, the CEF meetings include pre and post education
sessions to explain to members of the public who attend why the RJOB was created, what the
purpose of the subcommittee is, and how each agenda item is related to those goals. The CEF has
also developed and provided a committee chart with decision making processes and committee
members’ authority and responsibilities so that members of the public are aware of what
advisory bodies exist within the County, and what decision-making power they have. Finally, the
CEF held a community listening session during its July 9th meeting in which it took public
comment for the first hour before attending to subcommittee business within the second hour. It
is important to acknowledge that the CEF subcommittee has taken on quite a leadership role
within the RJOB, including drafting the language which was adopted by the RJOB in support of
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emergency COVID-19 releases and being the first subcommittee to begin recording each virtual
meeting for increased accessibility and transparency, which eventually led to other
subcommittees and the RJOB at large doing the same.
B. The Data subcommittee has secured data from Probation and remains engaged with the
Sheriff’s Office to obtain bookings data from the jail management system, in accordance with its
workplan and objectives. The subcommittee also agreed to develop the decision points matrix in
order to provide a robust data analysis as data from individual agencies are collected. The
subcommittee is moving forward as best it can while confronting a variety of issues, from
privacy concerns to the lack of databases or case management systems in a number of the
agencies involved.
C. The Diversion subcommittee has compiled a comprehensive list of current diversion programs
and other alternatives to detention and incarceration within the County and has developed an
operational definition of diversion as well as a series of guidelines which it will propose for
countywide adoption among relevant agencies as to how diversion should be utilized and how to
determine which alternatives are appropriate.
III. Attendance
The RJOB will have five seat changes at the end of this year because the terms of many of the
community representatives will end on December 31, 2020. These seats have all been filled by
new members, many of whom have begun attending RJOB and subcommittee meetings at the
time of this writing. Many of those who will be vacating their seats have expressed interest in
continuing to attend meetings as members of the public. As it currently stands, the RJOB has
significant diversity, although efforts should be made to increase the representation of the Latinx
and Asian communities, among others. Participation is high among the members, not just in
terms of their willingness to speak up within meetings, but also in their willingness to attend
preparation and agenda planning meetings as well as to submit documents to be included in
meeting agendas. Additionally, because the RJOB was convened as a quarterly-meeting body, as
the subcommittees were developed it became clear that each subcommittee meeting on a
monthly basis would provide the greatest opportunity for success. These monthly meetings had
been somewhat unanticipated and some of the early meetings were canceled due to inability to
meet quorum. Since that time, the Office of Reentry and Justice has worked with the RJOB to
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rectify the issues of meeting quorum on a monthly basis. This adjustment was made before the
pandemic, and at every meeting held since the change took place, quorum was met. No meetings
have been canceled due to lack of quorum since the first quarter of this year, a notable
accomplishment given that every meeting since then has been conducted virtually. The
November 2020 Diversion and December 2020 CEF meeting have been the only meetings
canceled since RJOB activities resumed in May 2020.
IV. Training
The RJOB has elected to seek other vendors for potential racial equity trainings (e.g. implicit
bias, procedural justice, etc.). In multiple meetings over the course of this year, it has become
clear that no one on the RJOB is opposed to completing training sessions on these issues.
However, what is important is which individuals or organizations are contracted to provide the
training, and what material will be covered within the curriculum. Based on conversations within
RJOB meetings on the subject, it seems that a particular focus on anti-blackness within the
curriculum would be strongly preferred and was found to be lacking in the training options
initially presented to the Body. Thus, the RJOB, after directly engaging with the vendor about
diversity among staff as well as the curriculum presented, declined to receive the training at this
time and instead has agreed to look for opportunities to engage other vendors for potential
training sessions in the future.
From a national perspective, the BI has seen that implicit bias can play a role in the organizations
or individuals selected to provide racial equity training. Specifically, people of color-led
organizations may often go overlooked during vendor selection processes for any number of
reasons. This means that people who are more likely to experience structural racism may be
underrepresented in securing contracts to provide training based on something which impacts
their life experiences. Furthermore, there may be unspoken concern that the training will be more
or less hostile or confrontational based on who is leading it, and this thinking sometimes factors
into the selection process. Having not been involved in any way in the County’s selection
process for potential training providers, it is not BI’s position that any of the scenarios described
above are at issue here, nor is there any reason to suggest that this is the case. However, the issue
is merely raised to point out that these scenarios can and have arisen in other jurisdictions
throughout the country and thus should be taken seriously. Therefore, the BI applauds the efforts
ATTACHMENT A
Page 16 of 84
475 14th St. Suite 800 CA 94612
Telephone (415) 321 – 4100 Fax (415) 321 – 4140
www.burnsinstitute.org
9
of the RJOB to directly address these concerns, as well as the County’s willingness to be patient
and flexible as the appropriate vendor is sought.
V. Proposed Work Plan/Objectives for Next Year
The RJOB’s initial work plan was created and approved for two years, so the Body will continue
to work toward the objectives laid out in its initial work plan. The RJOB has a work plan which
consists mainly of the recommendations which were developed by the Racial Justice Task Force.
Many of these recommendations will be carried out by the subcommittees on the behalf of the
RJOB. Therefore, each subcommittee also has a work plan which features more specific goals
and objectives developed to flesh out how that subcommittee should go about working to
accomplish each item. For the RJOB, specific objectives which will remain areas of focus for the
coming year include the following:
• Objective 4 – Establishing partnerships with CBOs to increase capacity for
diversion, reentry, and other alternatives
• Objective 7 – Establishing a community capacity fund to improve capacity of CBOs
to provide reentry services
• Objective 11 – Ensuring collection/reporting of accurate data in all criminal justice
and law enforcement agencies countywide.
While more of the work plan’s objectives may be accomplished than just those listed here, based
on current progress within the work plan as well as the content of current and upcoming meeting
agendas, it seems that these identified work plan objectives are the foremost among many, and
significant progress toward these objectives will be crucial to building progress for the other
objectives laid out in the work plan as it currently stands.
In addition to the RJOB’s work plan objectives, the CEF Subcommittee will continue to work
toward its stated goal of ‘Increasing meeting and decision making accessibility and transparency’
by helping to support and develop a Youth Advisory Council to review, inform, and approve
RJOB decisions – thus increasing youth voice which has been relatively scarce to date. The CEF
subcommittee is also directly implicated in RJOB Work Plan Objectives 4 and 7 as listed above.
The Diversion Subcommittee will continue to work toward two main objectives as identified in
its work plan. First is ‘Objective 2: Develop separate recommendations for adult and youth
populations’ which the subcommittee will reach by continuing to request information from
ATTACHMENT A
Page 17 of 84
475 14th St. Suite 800 CA 94612
Telephone (415) 321 – 4100 Fax (415) 321 – 4140
www.burnsinstitute.org
10
relevant agencies and organizations about eligibility criteria, program utilization, and other
relevant practices. With this information and input from those most impacted, the Diversion
subcommittee will develop a list of recommendations for both populations. The second is
‘Objective 3: Strive to ensure the broadest possible pool of eligible participants in diversion’ and
this will be completed by examining best practices nationally in terms of diversion eligibility and
comparing them to the current eligibility criteria within the County to propose recommended
changes. The Data subcommittee is not mentioned in this section because its major work plan
objective is listed earlier in this section as Objective 11.
Recommendations
The BI recognizes that many of the recommendations made earlier this year in the Progress
Report are currently in progress. In addition to any relevant recommendations included in that
earlier report, we also recommend the following:
As data needs continue to take center stage, the storage, analysis, and publication of reports will
become more and more important. These are time consuming additional considerations which
will require additional resources among staff, technical assistance providers and strategic
partners to be completed effectively. Similarly, the youth development goal identified by the
CEF subcommittee will be extremely important, and will require additional commitments of time
and resources to ensure staff, technical assistance providers, and strategic partners have capacity
to collaborate on and complete this work effectively. The BI would recommend developing a
plan to identify and secure any additional resources needed as soon as possible.
In several meetings over the course of this year, various members of the RJOB have spoken
about their level of access to data and many have expressed willingness to share data with the
RJOB. The BI would highly recommend that all agencies/agency representatives which are not
currently sharing data be directly engaged about any data that can currently be shared, what if
any processes are necessary to receive data, or any support that can be provided so that data from
those agencies can be made available as soon as possible.
Additionally, as some members of the RJOB are nearing the end of their respective terms and
will be replaced by new members, the BI would highly recommend some type of orientation
ATTACHMENT A
Page 18 of 84
475 14th St. Suite 800 CA 94612
Telephone (415) 321 – 4100 Fax (415) 321 – 4140
www.burnsinstitute.org
11
meeting in which new members are apprised of relevant information to help them understand the
context and background of the RJOB’s existence, the work plans for the RJOB and its
subcommittees, and the current progress. This report could be used to aid in this task if deemed
appropriate and helpful.
It is also recommended that any and all community listening sessions be held separate from
meetings. It is important for community members to be heard, and very difficult to keep from
rushing or cutting off community members to try to conduct regular business otherwise.
For continuity and accountability within the RJOB and its subcommittees, the BI would
recommend inviting one member of a subcommittee who is responsible for a crucial agenda
item, document, or action item to the next planning meeting as a means of reminding that
member of the member’s commitment and receiving feedback on whether or not the
commitment will be completed by the following meeting. In the event this practice could violate
the Brown Act, committee chairs should follow up for progress on outstanding action items by
no later than two weeks after each subcommittee meeting.
Because two crucial projects are currently underway with the JJCC, it will be important to get as
much feedback, communication, and collaboration as possible between these two bodies. While
this may mean additional meetings between RJOB members and JJCC members on occasion, the
groups overlap such that a standing agenda item to report out on the most recent JJCC meeting
(only in relevant subcommittee meetings, which so far only seems to implicate the CEF) might
be enough to provide relevant updates and give insight as to how best to move forward without
too many additional steps. This would simply require coordination and knowledge of RJOB
members who also attend JJCC meetings, verifying with those members that they have attended
the most recent JJCC meeting, and that they can attend the next RJOB or subcommittee meeting
to speak to that standing agenda item.
Also, as the Youth Advisory Council continues to take shape, it may be worth revisiting having
each subcommittee specialize in Youth and Adult populations as the subcommittees continue to
work toward meeting work plan goals and objectives. Between the RJOB and the JJCC, it is best
to ensure that the youth have a reason to meet and do not go long stretches of time without being
engaged. Furthermore, this is a great way to maintain accountability toward both populations as
the work moves forward.
ATTACHMENT A
Page 19 of 84
475 14th St. Suite 800 CA 94612
Telephone (415) 321 – 4100 Fax (415) 321 – 4140
www.burnsinstitute.org
12
Finally, it is recommended that any subcommittee which will begin making recommendations
begin developing drafts as soon as possible. Some of these recommendations may begin
generally until more information is obtained, but general recommendations based on identified
issues are still very important. For instance, a general recommendation one could make now is
that more diversion programs be housed within community based organizations instead of justice
agencies and that all diversion programs collect data on the race, ethnicity, gender, geography,
and offense of each program participant. These are still valuable insights which should be
captured and documented, and as more specific insights arise those insights can take the form of
additional or revised recommendations.
Conclusion
Despite various setbacks, including a lack of incoming data and significant delays and setbacks
due to COVID-19, the RJOB has made inroads on multiple goals while remaining flexible
enough to respond to events and occurrences unforeseen by the RJTF when the
recommendations were initially drafted and subsequently adopted by the Board of Supervisors. It
is hoped that momentum will continue to build, not only within the RJOB itself, but among
various agencies throughout the County with which the RJOB will interact. As the RJOB
continues to request data and recognizes those who share it, works to develop a Youth Advisory
Council, and endeavors to expand the appropriate use of diversion and other alternatives to
incarceration Countywide, the Body must continue to center community in order to make
significant shifts within the County and strive to achieve true partnership between justice
systems and community stakeholders. The BI remains committed to supporting this work in
every way possible and believes in the potential for improved racial equity within justice systems
for youth and adults in Contra Costa County.
ATTACHMENT A
Page 20 of 84
RJOB Progress Report
Public Protection Committee Meeting
Monday, January 25, 2021
ATTACHMENT B
Page 21 of 84
RJOB Timeline
●Kick-Off Meeting - Jun 2019
●Election of Co-Chairs – August 2019
○Approval of Bylaws
○First two subcommittees established –
●Subcommittee meetings begin – October 2019
●Work planning session – November 2019
○Diversion subcommittee discussed
●Work planning session – February 2020
○Diversion subcommittee established
●Activities suspended due to COVID-19 – March/April 2020
●RJOB resumes and work plan approved – May 2020 - December 2020
○Received significant public comment on COVID-19
○Subcommittee meetings resume
ATTACHMENT B
Page 22 of 84
Activities/Accomplishments
●RJOB
○Approved resolution in support of COVID
releases
○Will approach the Police Chiefs’ Association to
request data
●Community Engagement and Funding
Subcommittee
○Working toward community capacity fund for
reentry CBOs
○Early development of Youth Advisory Council
○More accessibility to public members
○Leadership role within the RJOB
ATTACHMENT B
Page 23 of 84
Activities/Accomplishments
●Data Subcommittee
○Secured data from Probation
○Verbal commitment from Sheriff’s Office for JMS
data
○Development of decision points matrix
○Development of commendation for participating
agencies
●Diversion Subcommittee
○Completed a list of all current diversion
programs
○Developed a definition of diversion and a list of
guidelines for countywide use
○Will invite current diversion program staff to
future meetings
○Developing preliminary recommendations
ATTACHMENT B
Page 24 of 84
Work Plan Goals
●Collecting/analyzing more data from County
agencies
●Development of Youth Advisory Council
●Establishing Community Capacity Fund
●Development and Approval of Diversion
Recommendations
ATTACHMENT B
Page 25 of 84
Recommendations
In addition to all recommendations in the previous
report…
●Develop a plan and process for securing additional
resources as needed to complete objectives
●Secure data from all relevant members/agencies
within the RJOB
●Orientation meetings for new members
●Listening sessions should be held separate from
regular meetings
●Improved feedback loops between meetings
●Coordination between RJOB and JJCC as
necessary
ATTACHMENT B
Page 26 of 84
Contact Information
The W. Haywood Burns Institute
475 14th Street, Suite 800
Oakland, CA 94612
www.burnsinstitute.org
(415) 321-4100
Christopher James, Site Manager, Ext. 103
cjames@burnsinstitute.org
ATTACHMENT B
Page 27 of 84
PUBLIC PROTECTION COMMITTEE 5.
Meeting Date:01/25/2021
Subject:RJOB Statement on Racial Justice related to COVID-19
Department:County Administrator
Referral No.: n/a
Referral Name: n/a
Presenter: Paul Reyes,655-2049 Contact: Paul Reyes,655-2049
Referral History:
On July 24, 2018, the Board of Supervisors created a Racial Justice Oversight Body. The Racial
Justice Oversight Body (RJOB) is composed of the following 18 representatives:
1. A representative from the Superior Court, as a non-voting member;
2. The Sheriff or his designee;
3. The Chief Probation Officer or his designee;
4. The Public Defender or her designee;
5. The District Attorney or her designee;
6. A representative from a local law enforcement agency, nominated by the Contra Costa County
Police Chiefs’ Association;
7. A representative from the Contra Costa County Office of Education;
8. A representative from a Local School District;
9. A representative from Contra Costa County Health Services Department; and
10. Nine community-based representatives, including: two members of the Contra Costa Racial
Justice Coalition, two individuals with prior personal criminal or juvenile justice system
involvement, three representatives from community-based organizations (CBO) that work with
justice involved populations, including at least one person who works directly with youth, one
representative from a faith-based organization, and one representative that is either a school age
young person, or from a CBO who provides services to school age youth.
Referral Update:
On August 6, 2020, Racial Justice Oversight Body passed an action to request the the Board of
Supervisors to endorse a statement on racial justice related to COVID-19. The statement is
included as Attachment A.
Recommendation(s)/Next Step(s):
RECEIVE the Racial Justice Oversight Body's statement on Racial Justice related to COVID-19
and DISCUSS related polices and practices of the Sheriff's Office and Health Services.
Page 28 of 84
Attachments
Attachment A - RJOB Statement on Racial Justice related to COVID-19
Page 29 of 84
We, the members of the Contra Costa County Racial Justice Oversight Body,
recommend that the Board of Supervisors call for significant reduction of the number of
people incarcerated in our county jails. As the County continues to face unprecedented
challenges presented by COVID-19, it needs to address the underlying inequities, public
health system inadequacies, and racial biases that bring far too many people into
contact with the justice system.
To that end, we recommend the Board of Supervisors endorse the following actions
proposed in the Joint Statement from Elected Prosecutors on COVID-19 and
Addressing the Rights and Needs of Those in Custody, dated March 25, 2020.
• Implement cite and release policies for offenses which pose no immediate
physical threat to the community.
• Release all individuals who are being detained solely because they can’t afford
cash bail, unless they pose a serious risk to public safety.
• Reduce the jail population to ensure that there are sufficient medical quarantine
beds, and enough staff, to promote the health and safety of staff, those
incarcerated, and visitors.
• Identify and release the following people immediately, unless doing so would
pose a serious risk to the physical safety of the community:
o Individuals who are elderly;
o Populations that the CDC has classified as vulnerable (those with asthma,
cancer, heart disease, lung disease, and diabetes);
o People in local jails who are within 6 months of completing their sentence;
and
o People incarcerated due to technical violations of probation and parole.
• Revisit past lengthy sentences and support release for those individuals who can
safely return to the community.
These reforms are long overdue and they will help make Contra Costa County more
just, safe, and healthy.
Attachment A
Page 30 of 84
PUBLIC PROTECTION COMMITTEE 6.
Meeting Date:01/25/2021
Subject:FY 2021/22 CCP RECOMMENDED BUDGET
Department:County Administrator
Referral No.: N/A
Referral Name: AB109 PUBLIC SAFETY REALIGNMENT
Presenter: Paul Reyes, Committee Staff Contact: Paul Reyes, 925-335-1096
Referral History:
On October 2, 2020, budget instructions for the FY 2021/22 AB 109 budget were distributed to
the Community Corrections Partnership (CCP) subscriber list, including Committee members,
staff and interested parties, requesting formal submission no later than October 23, 2020. This
year’s budget submission process remains unchanged and continues to illustrate 1) the FY
2020/21 Budget, 2) the "baseline" budget (i.e. the cost of simply maintaining the current level of
service in 2021/22 dollars), and 3) a "program modification" budget to reflect any proposed
program additions or deletions for the upcoming year. All budget requests have been included in a
detailed summary (Attachment A) and each individual request has been compiled and attached to
this staff report (Attachment B).
On November 6, 2020, the CCP held a workshop, giving departments and funded agencies an
opportunity to present and discuss budget proposals. Subsequently, a final vote of the
CCP-Executive Committee was held on December 4, 2020. The budget approved by the CCP has
been submitted to the Public Protection Committee for review and approval at today's meeting.
Referral Update:
On December 4, 2020, the CCP-Executive Committee approved a Recommended Budget for fiscal year 2021/22
for consideration by the Public Protection Committee. A summary of the final Recommended Budget and all
budget submissions are included in today's packet for references (Attachments A and B, respectively).
Recommendation(s)/Next Step(s):
REVIEW and APPROVE the fiscal year 2021/22 AB 109 budget proposal, as recommended by
the Community Corrections Partnership - Executive Committee.
Fiscal Impact (if any):
Expenditures
Page 31 of 84
Expenditures
The fiscal year 2021/22 recommended AB 109 Budget is $29,949,274. of which approximately
23% ($7.0 million) of the budget is allocated to community based organizations. The 2021/22
budget represents an increase of 5.9% over the current year and is composed of $29,121,808 in
baseline budget requests and $827,466 in program modifications.
Revenue/Funding
This budget relies on approximately $26.5 million in FY 2021/22 Base allocation funding and
$3.5 million in Community Corrections fund balance. The County will not receive any Growth
revenue.
Fund Balance
Assuming a FY 2021/22 estimated beginning fund balance of $20.6 million, fund balance woudl
be reduced to $17.1 million by the end of the fiscal year.
Attachments
Attachment A - FY 21/22 CCP Budget Recommendation
Attachment B - FY 21/22 Budget Requests
Page 32 of 84
2020/21
ONGOING BASELINE PROG. MOD.
CCP
RECOMMENDED
PROGRAM EXPENDITURES
Sheriff
Salaries & Benefits 7,743,649 7,952,571 - 7,952,571
Inmate Food/Clothing/Household Exp 456,250 456,250 - 456,250
Monitoring Costs 55,000 55,000 - 55,000
IT Support 40,000 40,000 - 40,000
Behavioral Health Court Operating Costs 80,500 80,500 - 80,500
"Jail to Community" Program 274,188 274,188 274,188
Inmate Welfare Fund re: FCC Ruling 997,315 997,315 331,804 1,329,119
FY 20/21 AB 109 Cut (1,157,628) (1,182,699) (1,182,699)
Sheriff Total 8,489,274 8,673,125 331,804 9,004,929
Probation
Salaries & Benefits4 2,932,605 2,904,870 2,904,870
Operating Costs 127,657 127,657 - 127,657
Salaries & Benefits-Pre-Trial Services Program 852,349 819,841 819,841
Operating Costs-Pre-Trial Services Program 69,000 69,000 - 69,000
FY 20/21 AB 109 Cut3 (517,609) -
Probation Total 3,464,002 3,921,368 - 3,921,368
Behavioral Health
Salaries & Benefits 1,350,756 853,421 853,421
Occupancy Costs 38,752 39,589 - 39,589
Contracts 1,113,162 1,128,821 1,128,821
Vehicle Purchase and Maintenance 24,948 27,117 - 27,117
Travel 10,000 6,523 - 6,523
FY 20/21 AB 109 Cut3 (253,762)
Behavioral Health Total 2,283,856 2,055,471 - 2,055,471
Health Services--Health, Housing, & Homeless
Salaries & Benefits 141,557 145,804 - 145,804
Operating Costs 130,130 248,049 248,049
Health, Housing & Homeless Total 271,687 393,853 - 393,853
Health Services--Detention Health Services
Sal & Ben-Fam Nurse, MDF/WCDF/MCDF 282,437 222,474 - 222,474
Sal & Ben-LVN, WCDF 327,440 298,553 298,553
Sal & Ben-RN, MDF/WCDF/MCDF 556,848 504,889 504,889
Sal & Ben-MH Clinic. Spec., WCDF 143,177 126,798 126,798
FY 20/21 AB 109 Cut3 (157,188) -
Detention Health Services Total 1,152,714 1,152,714 - 1,152,714
Public Defender
Salaries & Benefits 2,759,873 2,929,593 2,929,593
Sal & Ben-Pre-Trial Services Program 329,767 356,964 356,964
Stand Together CoCo 500,000 500,000 465,662 965,662
Operating/Capital Costs 64,907 36,907 36,907
FY 20/21 AB 109 Cut2 (109,636) (109,636) (109,636)
Public Defender Total 3,544,911 3,713,828 465,662 4,179,490
District Attorney
Salaries & Benefits 1,825,246 1,891,954 - 1,891,954
Operating Costs 130,000 130,000 130,000
FY 20/21 AB 109 Cut2 (195,525) (195,525) (195,525)
District Attorney Total 1,759,721 1,826,429 - 1,826,429
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
FY 2021/22 CCP TOTAL REQUEST SUMMARY
(Approved by the Community Corrections Partnership on December 4, 2020)
2021/22 BUDGET REQUEST
Attachment A
Page 33 of 84
2020/21
ONGOING BASELINE PROG. MOD.
CCP
RECOMMENDED
PROGRAM EXPENDITURES
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
FY 2021/22 CCP TOTAL REQUEST SUMMARY
(Approved by the Community Corrections Partnership on December 4, 2020)
2021/22 BUDGET REQUEST
EHSD - Re-Entry Systems
Salaries & Benefits 110,175 142,806 142,806
Operating Costs 41,866 52,838 52,838
FY 20/21 AB 109 Cut2 (18,245) (18,245) (18,245)
EHSD Total 133,796 177,399 - 177,399
EHSD-- Workforce Development Board
Salaries & Benefits 212,000 186,061 - 186,061
Travel 4,160 4,160 - 4,160
FY 20/21 AB 109 Cut3 (25,939)
EHSD-WDB Total 190,221 190,221 - 190,221
Office of Reentry and Justice
Salaries & Benefits 719,365 841,851 841,851
Ceasefire Program Contract 119,000 - - -
Operating Costs 100,020 86,000 7,000 93,000
FY 20/21 AB 109 Cut (112,606) (112,006) (112,006)
ORJ Total3 825,779 815,845 7,000 822,845
CCC Police Chief's Association
Salaries and Benefits-AB109 Task Force 610,667 609,140 - 609,140
Salaries and Benefits-MHET Teams (3)458,000 495,257 - 495,257
FY 20/21 AB 109 Cut2 (609,140) (609,140) (609,140)
CCC Police Chiefs' Total 459,527 495,257 - 495,257
Community Programs
Employment Support and Placement Srvcs 2,283,000 2,283,000 2,283,000
Network System of Services 979,000 979,000 979,000
Reentry Success Center 580,000 580,000 23,000 603,000
Short and Long-Term Housing Access 1,272,000 1,272,000 1,272,000
Legal Services 157,000 157,000 157,000
Mentoring and Family Reunification 209,000 209,000 209,000
Connections to Resources 20,000 20,000 20,000
CAB Support (via ORJ)3,000 3,000 3,000
Community Programs Total 5,503,000 5,503,000 23,000 5,526,000
Superior Court
Salaries and Benefits - Pretrial 231,020 203,298 - 203,298
FY 20/21 AB 109 Cut3 (27,722)
Superior Court Total 203,298 203,298 - 203,298
TOTAL EXPENDITURES 28,281,786 29,121,808 827,466 29,949,274
Notes:
3. Department/Agency included the FY 20/21 budget reduction within the baseline budget, not as a separate line item.
4. Department removed their original program modification from consideration.
2. The approved budget reduction to the FY 20/21 AB 109 budget was not included in the budget request submitted by the department/agency.
However, the budget reduction has been included in the recommended CCP budget.
1. ORJ budget as listed includes costs associated with the Community Corrections subaccount only.
Attachment A
Page 34 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Sergeant Staff Supervision 3.1 331,430$ 1.00 343,146 1.00 343,146 1.00
Deputy Sheriff Inmate Management 3.1 6,127,902$ 21.00 6,344,568 21.00 6,344,568 21.00
Sheriff's Specialist Alternative Custody progrms 3.1 456,249$ 3.00 486,989 3.00 486,989 3.00
Senior Clerk Data and Admin Support 3.1 239,091$ 2.00 245,345 2.00 245,345 2.00
ASA III Administrative Support 3.1 182,727$ 1.00 184,789 1.00 184,789 1.00
DSW Additional Cleaning/Maintenance 3.1 214,472$ 2.00 219,134 2.00 219,134 2.00
Lead Cook Food Prep.3.1 124,654$ 1.00 128,600 1.00 128,600 1.00
- -
Subtotal 7,676,526 31.00 7,952,571 31.00 - - 7,952,571$ 31.00
OPERATING COSTS -
FOOD/CLOTHING/HOUSEHOLD Inmate Management/Welfare 3.1 456,250.00$ 456,250 456,250
MONITORING COSTS Inmate Monitoring 3.1 55,000.00$ 55,000 55,000
IT SUPPORT Tech. Support 3.1 40,000.00$ 40,000 40,000
Behavioral Health Crt. Ops.Overhead for Behavioral Health Court 3.3 80,500.00$ 80,500 80,500
Program Administration Jail-to-Communities Programs 5.3 274,188.00$ 274,188 274,188
Program Services Inmate Program Services 997,315.00$ 997,315 331,804 1,329,119
-
-
-
-
Subtotal 1,903,253 1,903,253 331,804 2,235,057$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal 9,579,779 9,855,824 - -
12% Reduction from Prior FY (1,149,573) (1,182,699)
Total 8,430,205$ 31.00 8,673,125$ 31.00 331,804$ - 9,004,929$ 31.00
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Department: Office of the Sheriff
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1
Attachment B
Page 35 of 84
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Office of the Sheriff
2021/22 Baseline Request
(INCLUDE NARATIVE DESCRIBING PROGRAMMING, STAFFING, AND OPERATING COSTS INCLUDED IN THE BASELINE REQUEST)
2021/22 Program Modification Request
FY 2021-2022 Food/Clothing/Household
Funding for food, clothing, and household expenses to meet inmates' needs and Title 15 requirements. These ongoing cost estimates are calculated from a
Food/Clothing Services budget of approximately $4.1 million.
FY 2021-2022 Monitoring Costs
These costs are primarily related to the Custody Alternative Facility and the ongoing costs associated with the monitoring through contracts with SCRAM and
3M for alternative custody devices. This program enables defendants to remain out of physical/hard custody while being monitored (e.g.: electronically)
under provisions recommended by the Court.
FY 2021-2022 IT Support
The ongoing costs associated with the Sheriff’s Office and contracts for IT support, which includes installation and maintenance for the alternative custody
devices, Jail Management System maintenance, and other computer and elctronic requisites supported by the Sheriff's Technical Services Division.
FY 2021-2022 Behavioral Health Court
This item is to support the ongoing costs of the Behavioral Health Court as it currently exists, to include vehicle, rent, IT support, phones, PG&E, repairs,
limited supplies, cell phones, computers, drug testing, and annual training classes for deputies.
FY 2021-2022 Program Administration Costs
In Fiscal Year 2020-2021, $274,188 in AB109 funding was allocated to Program Administration Costs. This item is to support the ongoing contractual expense
for Men and Women of Purpose. The Office of the Sheriff is requesting to continue the $274,188 in AB109 funding for Fiscal Year 2021-2022.
Attachment B
Page 36 of 84
FY 2021-2022 Program Services
In Fiscal Year 2020-2021, $997,315 in AB109 funding was allocated to Inmate Services to defray costs of inmate jail programs. In addition to increased
program costs, below is the need for an additional $352,685 in AB109 funding due to the steady decrease in IWF revenues that have occured over the past
three years. This includes decreases in both commissary and telephone revenue.
The Office of the Sheriff has signed a nonrevenue generating contract with Global Tel*Link (GTL.)The requested AB109 funds offsets the loss of revenue from
commissions The Office of the Sheriff is no longer receiving with the current GTL contract.
The following reasons justify the requested Contra Costa County Office of Education (CCCOE) increase:
1. 3% cost of living adjustment
2. 8% health increase
3. Staff step and longevity increases
4. Additional $2,000 allocated for substitutes based on usage in the 2019-2020 school year
Our average daily inmate population (ADP) has steadily decreased over the past 3 years. In FY 2020-2021, there was a more significant decrease in ADP due to
Covid-19. IWF commissary commissions have decreased commensurately.
Realized and projected commissary commissions for FY 18/19 through FY 21/22
$906,655 realized commissions in FY 18-19
$767,234 realized commissions in FY 19-20 - 15% Decrease from previous year
Based on current commissions for FY 20-21 projected to realize $658,024 – 14% Decrease from previous year
(3 months actual commissions totaling $164,506 = Average of $54,835 month)
$624,000 Projected commissions for FY 21-22 – 5% Decrease from previous year
From FY 18/19 to FY 21/22 that is an overall 31% Decrease in projected commissions from commissary sales.
With the signing of the GTL contract, and loss of inmate telephone commissions, the Office of the Sheriff receives $12,000 in maintenance cost recovery
funds monthly, or $144,000 per year. In exchange for zero commissions, GTL is supplying all the hardware and upgrades for the telephone calling platform,
Jail Management System (JMS) project, inmate tablets, and video visitation. (Hardware and infrastructure.) The $144,000 in maintenance cost recovery fees is
coded to IWF revenue.
Prior to the newly structured technology contract, we had projected approximately $1,000,000 in telephone commissions by FY 2021-2022. Our current
projection of $144,000 is a 86% Decrease in realized “revenue”.
Fiscal year 2021-2022 IWF projected revenue...$ 810,000
Fiscal year 2021-2022 projected expenditure….$2,273,405
Fiscal Year 2021-2022 projected deficit…………..$1,463,405
Attachment B
Page 37 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Director Field Services 31,750 0.10 32,580 0.10 32,580 0.10
Probation Manager 58,480 0.20 - - - -
Probation Manager - - - - 289,610 1.00 289,610 1.00
Probation Supervisor I 253,509 1.00 228,487 1.00 228,487 1.00
Deputy Probation Officer III 2,460,182 12.00 2,561,080 12.00 2,561,080 12.00
DPO III Overtime 28,784 N/A 25,000 N/A 25,000 N/A
Clerk 89,767 1.00 90,547 1.00 90,547 1.00
IT Support 10,133 0.06 10,176 0.06 10,176 0.06
AB109 Budget Reduction (43,000) - (43,000) - (43,000) -
- -
2,889,605 14.36 2,904,870 14.16 289,610 1.00 3,194,480$ 15.16
OPERATING COSTS -
Office Expense 500 500 500
Communication Costs 4,500 4,500 4,500
Minor Furniture/Equipment 8,000 1,000 1,000
Minor Computer Equipment 2,500 1,000 1,000
Food 6,000 3,000 3,000
Client Expenses/Incentives 3,500 3,000 3,000
Contracts - 15,000 15,000
Data Processing Services/Supplies 10,716 11,239 11,239
Travel/Training 8,000 5,000 5,000
Warrant Pick-up - - -
Annual Vehicle Operating Expenses (ISF)83,941 83,418 83,418
-
127,657 127,657 - 127,657$
CAPITAL COSTS (ONE-TIME)-
-
-
- - - -
3,017,262$ 14.36 3,032,527$ 14.16 289,610$ 1.00 3,322,137$ 15.16
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.-
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Department: Probation
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3Description of Item
2020/21 Funding
Allocation1
Attachment B
Page 38 of 84
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Probation
2021/22 Baseline Request
The Probation Department's 2021/22 baseline allocation of $2,904,870 will provide the following level of service:
Salary and Benefit costs of $2,904,870 are requested for:
· One (1) FTE Probation Supervisor
· Twelve (12) FTE Probation Officers
· The case load for each AB 109 Deputy Probation Officer (DPO) is 40 to 45 people
· This includes a dedicated DPO to process the reentry of those being released from prison and local jail. This will
include but is not limited to completion of the CAIS risk needs assessment tool, and to begin the
process to ensure the most seamless transition from being in custody and returning to our communities.
· Projected Overtime for AB 109 DPOs
· One (1) FTE clerk
· Partial FTEs for additional management supervision and IT support. 0.20 FTE Probation Manager, previously funded with AB109 dollars will be
funded with Probation SB678 dollars.
Operating costs of $127,657 are requested for:
· Ongoing vehicle maintenance, equipment, travel, training, communication costs, data processing services, a contract with a Community Based
Organization (TBA) to assist the needs of our returning citizens, incentives for probation clients including bus/BART tickets and food for weekly
"Thinking for a Change" meetings.
2021/22 Program Modification Request
The Probation Department's is proposing the following modification to our FY 2021/22 allocation:
Salary and Benefit costs of $289,610 are requested for:
· One (1) FTE Probation Manager
As the State continues to release AB109 clients from custody, an additional Probation Manager is needed to ensure a smooth transition from
the State to the local community.
Attachment B
Page 39 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS
Deputy Probation Officer III Pre-Trial Services Program 1.2 768,389 4.00 733,362 4.00 - - 733,362 4.00
Clerk Pre-Trial Services Program 1.2 83,960 1.00 86,479 1.00 - - 86,479 1.00
Deputy Probation Officer I Pre-Trial Services Program 1.2 - - - - 485,066 4.00 485,066 4.00
Probation Supervisor I Pre-Trial Services Program 1.2 - - - - 228,487 1.00 228,487 1.00
Subtotal 852,349 5.00 819,841 5.00 713,553 5.00 1,533,394$ 10.00
OPERATING COSTS
Office Expense Pre-Trial Services Program 1.2 - 300 300
Travel/Training Pre-Trial Services Program 1.2 6,000 5,000 5,000
Contract Pre-Trial Services Program 1.2 45,000 45,000 45,000
Annual Vehicle Operating Expenses (ISF)Pre-Trial Services Program 1.2 18,000 18,700 18,700
Subtotal 69,000 69,000 - 69,000$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 921,349$ 5.00 888,841$ 5.00 713,553$ 5.00 1,602,394$ 10.00
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Department: Probation/Pre-Trial
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1
Attachment B
Page 40 of 84
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Probation/Pre-Trial
2021/22 Baseline Request
The Pre-Trial Program's proposed FY 2020/21 allocation of $888,841 will provide the following level of service:
Salary and Benefit costs of $819,841 are requested for:
· Four (4) FTE Probation Officers
· One (1) FTE Clerk
Operating costs of $69,000 are requested for:
· $300 for Office Expenses.
· One-year contract in the amount of $45,000 for Pre-Trial program evaluation.
· $18,700 for Annual Vehicle Operating Expenses.
· $5,000 for Travel & Training.
2021/22 Program Modification Request
The Probation Department's is proposing the following modification to our FY 2021/22 allocation:
Salary and Benefit costs of $713,553 are requested for:
· One (4) FTE Probation Officers
· One (1) FTE Probation Supervisor
Established as a pilot program in 2013, the Pre-Trial program has been successful ensuring that defendants appear for their scheduled court
appearances while balancing the needs of public safety. In FY 2021/22 the Probation Department plans on expanding the exisiting Pre-Trial
program to assess a larger number of offenses. In order to accomplish this, the department needs to add four additional Probation Officers and
one Probation Supervisor.
Attachment B
Page 41 of 84
Attachment BPage 42 of 84
Attachment BPage 43 of 84
Attachment BPage 44 of 84
Attachment BPage 45 of 84
Attachment BPage 46 of 84
Attachment BPage 47 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - - - -
Case Managers Homeless 111,190 2.00 114,526 2.00 114,526 2.00
Evaluator 15,725 0.10 16,197 0.10 16,197 0.10
Program Supervisor 14,642 0.10 15,081 0.10 15,081 0.10
- - - -
- - - -
- - - -
- - - -
- - - -
Subtotal 141,557 2.20 145,804 2.20 - - 145,804$ 2.20
OPERATING COSTS - -
Homeless Shelter Beds 130,130 248,049 248,049
- -
- -
- -
- -
- -
- -
- -
-
- -
- -
Subtotal 130,130 248,049 - 248,049$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 271,687$ 2.20 393,853$ 2.20 -$ - 393,853$ 2.20
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Department: HEALTH, HOUSING AND HOMELESS SERVICES
Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1 2021/22 Baseline Request2 2021/22 Program
Modification Request3
2021/22 Total
Funding Request
Attachment B
Page 48 of 84
PROGRAM NARRATIVE:
The Health, Housing, and Homeless Services Division requests $507,520 to provide emergency shelter, case management, and housing navigations services
to individuals referred from County Probation that have been released from state prison on post release community supervision, as well as, individuals
released from county facilities on mandatory supervision. The shelters mission is to provide safe, interim housing with comprehensive services, as well as
housing navigation services, that assist homeless adults in securing permanent housing that will end their homelessness.
DEPARTMENT: Health, Housing, and Homeless Division
2021/22 Baseline Request
Salary and Benefits - $145,804
Case Manager (2 FTE)
Case Managers will provide one-on-one intensive case management services to assist to re-entry residents to successfully integrate back into the
community. Services provided include assistance 3 in securing permanent housing, linkages to education and employment services, life skills education and
development, and linkages to primary health care. In addition, AB109 dedicated shelter case managers will work closely with the Forensic Team to
coordinate case plans around their housing and other supports. Funds will also be used to offset travel expenses such as mileagereimbursement and bridge
tolls to meetings and clinical appointments on behalf of AB109 clients.
Attachment B
Page 49 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
- -
Family Nurse Practitioner/MD MDF/WCDF/MCDF 3.3 222,474 1.00 222,474 1.00 222,474 1.00
Licensed Vocational Nurse West County Detention 3.3 298,553 2.90 298,553 2.90 298,553 2.90
Registered Nurse MDF/WCDF/MCDF 3.3 504,889 2.80 504,889 2.80 504,889 2.80
Mental Health Clinical Specialist WCDF 3.3 126,798 1.00 126,798 1.00 126,798 1.00
- -
- -
- -
Subtotal 1,152,714 7.70 1,152,714 7.70 - - 1,152,714$ 7.70
OPERATING COSTS -
-
-
-
-
-
-
-
-
-
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 1,152,714$ 7.70 1,152,714$ 7.70 -$ - 1,152,714$ 7.70
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Department: HEALTH SERVICES - DETENTION HEALTH SERVICES
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1
Attachment B
Page 50 of 84
PROGRAM NARRATIVE:
The FY 21/22 CCP budget request assures Detention Health Services funding to continue the provision of medical and mental health services to
AB109 inmate/patients housed in the County's adult detention facilities. These services are provided in accordance with the Board of State
Community Corrections - Title 15, Division 1, Chapter 1, Subchapter 4, Article 11 - Minimum Standards for Local Detention Facilities -
Medical/Mental Health Services. Detention Health Services provides medical/mental health/dental services to inmate/patients housed at the
Martinez Detention Facility, West County Detention Facility and the Marsh Creek Detention Facility. The Detention Health Services division
budget is funded solely by County General Funds.
DEPARTMENT: HEALTH SERVICES - DETENTION HEALTH SERVICES
2021/22 Baseline Request
The Health Services Department - Detention proposed FY 2021/22 Baseline allocation of $1,152,714 will provide the same level of service.
These amounts include applicable merit increases and 3% COLA and related benefit increases.
2021/22 Program Modification Request
Attachment B
Page 51 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Deputy Public Defender IV ACER 1.2, 2.1 591,445 2.00 597,335 2.00 597,335 2.00
Deputy Public Defender III ACER 1.2, 2.2 261,224 1.00 263,055 1.00 263,055 1.00
Legal Assistant ACER 1.2 117,511 1.00 119,781 1.00 119,781 1.00
Deputy Public Defender IV Clean Slate 5.2 132,524 0.50 140,910 0.50 140,910 0.50
Legal Assistant Clean Slate 5.2 197,571 2.00 205,228 2.00 205,228 2.00
Social Work Supervisor II Client Support 5.3 161,451 1.00 165,080 1.00 165,080 1.00
Social Worker II Client Support 5.3 199,676 2.00 223,373 2.00 223,373 2.00
Clerk Experienced Level Reentry Program Support 1.2, 2.1, 5.2, 5.3, 67,207 1.00 68,829 1.00 68,829 1.00
Asst. Public Defender Reentry Program Support 2.1-2.3, 3.3, 4.1, 5.1 264,029 0.75 313,017 1.00 313,017 1.00
Deputy Public Defender II Early Representation Program 1.2, 5.3 451,836 3.00 492,005 3.00 492,005 3.00
Legal Assistant Early Representation Program 1.2, 5.3 315,399 3.00 340,980 3.00 340,980 3.00
Legal Assistant Pre-Trial Services Program 1.2 329,767 3.00 356,964 3.00 356,964 3.00
- -
Subtotal 3,089,640 20.25 3,286,557 20.50 - - 3,286,557$ 20.50
OPERATING COSTS -
Office Expense Early Representation Program 1.2,5.3 6,952 6,952 6,952
Training/Travel Reentry Programs 1.2, 2.1, 5.2, 5.3 10,000 10,000 10,000
Clean Slate event supplies Clean Slate 5.2 950 950 950
Mileage Reentry Programs 1.2, 2.1, 5.2, 5.3 15,880 15,880 15,880
Postage for FTA Reduction Program Early Representation Program 1.2, 5.3 1,400 1,400 1,400
Promotional Materials Clean Slate Clean Slate 5.2 925 925 925
Promotional Materials for EarlyRep Early Representation Program 1.2, 5.3 800 800 800
-
-
-
Subtotal 36,907 36,907 - 36,907$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 3,126,547$ 20.25 3,323,464$ 20.50 -$ - 3,323,464$ 20.50
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Department: PUBLIC DEFENDER
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3Description of Item Program/Function Ops. Plan Item #
2020/21 Funding
Allocation1
Attachment B
Page 52 of 84
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: PUBLIC DEFENDER
2020/21 Baseline Request
1. ACER. Salary and benefits costs of $980,171 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. Client Support. Salary and benefits costs of $388,453 are requested for (1) FTE Social Work Supervisor II and (2) FTE Social Worker II. Public Defender
Social Workers provide 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. Our social workers encourage releases from custody and reduce recidivism by aiding
successful pretrial release, reentry, and reintegration.The program furthers the goal of providing and enhancing integrated programs and services for
successful reentry.
3. Clean Slate. Salary and benefits costs of $346,138 are requested for (2) FTE Clean Slate Legal Assistants and (1) .5 FTE Deputy Public Defender IV. 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. Early Representation Program. Salary and benefits costs of $832,985 are requested for (3) Deputy PD II Attorneys and (3) 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. EarlyRep is now functioning countywide and has successfully reduced FTAs in arraignment court in all 3 regions. We recently launched
the Holistic Intervention Partnership (HIP), a state funded JAG grant to expand our holistic array of EarlyRep services to include housing, treatment, reentry
community navigation, and civil legal aid in collaboration with a broad array of government and community-based partners.
5. Reentry Program Support. Salary and benefits costs of $381,846 are requested for (1.0) FTE 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.
6. Public Defender Legal Assistants. Salary and benefits costs of $356,964 are requested for (3) FTE Public Defender Legal Assistants. These Legal
Assistants will continue their work in conducting intake interviews for Public Defender clients, and gathering information critical to support release,
placement in residential treatment, and connection to community-based services for those who come through our arraignment courts.
7. Operating costs. Ongoing operating costs of $36,907 are requested for: office expenses (incl. technology), training and travel for Reentry Unit attorneys
and Legal Assistants, Clean Slate event supplies, mileage for Reentry Unit staff, postage for the Early Representation Program, and promotional materials
for the Clean Slate and Early Representation Programs, etc.
2021/22 Program Modification Request
None
Attachment B
Page 53 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Department: Public Defender - Stand Together Contra Costa (STCC)
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Deputy Public Defender III STCC - Removal defense 226,760 1.00 263,055 1.00 263,055 1.00
Administrative Services Asst. III STCC - Project Management 143,140 1.00 146,777 1.00 146,777 1.00
Immigration Attorney STCC - Consultations Contractor 32,948 0.40 34,303 0.40 34,303 0.40
Immigration Attorney Supervisor STCC - Removal defense Contractor 27,376 0.20 28,472 0.20 28,472 0.20
Immigration Attorney STCC - Removal defense Contractor 173,661 2.00 177,632 2.00 177,632 2.00
Immigration Legal Assistants STCC - Removal defence Contractor 110,869 2.50 142,264 2.50 142,264 2.50
Immigration Legal Assistant STCC - Consultations Contractor 30,302 0.35 31,514 0.35 31,514 0.35
- -
Subtotal 745,056 7.45 824,017 7.45 - - 824,017$ 7.45
OPERATING COSTS -
Website (PD)Updates, design, domain, host 1,500 2,000 2,000
Hotline (PD)Infrastructure, domain, host 2,100 2,500 2,500
Services and supplies (PD)Comm., Lang. Access, Misc. 6,400 7,000 7,000
Community Response Hotline Coverage 12,000 15,000 15,000
Indirect - Contractors Indirect costs for contractors 42,537 55,643 55,643
Services and supplies - Contractors Office Supplies & Photocopying 6,855 10,819 10,819
Liability Insurance, Professional Dev -
Travel - Contractors Mileage Reimbursement 1,400 2,600 2,600
Communication - Contractors Cell phones 1,414 1,762 1,762
Facilities - Contractors Facilities & Shared Space 28,311 34,321 34,321
Flexible Legal Defense (PD)Expert Witness 5,000 10,000 10,000
Subtotal 107,517 141,645 - 141,645$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 852,573$ 7.45 965,662$ 7.45 -$ - 965,662$ 7.45
1. FY 2019/20 Funding Allocation reflects the FY 2019/20 Board of Supervisor's approved AB 109 budget.
2. FY 2020/21 Baseline Request should reflect the cost of continuing FY 2019/20 programs in FY 2020/21 dollars.
3. FY 2020/21 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY2020/21.
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1
Attachment B
Page 54 of 84
ATTACHMENT D
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
Department: Public Defender - Stand Together Contra Costa (STCC)
2020/21 Baseline Request
Salary and Benefits: Salary and benefits costs of $824,017 are requested for: (1) FTE Deputy PD III, and (1) FTE Administrative Services Assistant
III within the Public Defender's Office. Jewish Family and Community Services East Bay (JFCS) (.2) FTE Supervision for Immigration Attorneys and
Legal Assistants, (2) FTE Immigration Attorneys, (2.5) FTE Immigration Legal Assistants at JFCS, International Institute of the Bay Area (IIBA) (0.4)
FTE Immigration Attorney for Consultations, and (.35) FTE Legal Assistant for Consultations for the contractors.
Operating Costs: Ongoing Operating Costs of $141,645 are requested for: Maintenance and support for the STCC website and hotline
dashboard, language access, communications, office expenses (incl. technology), postage, promotional materials, expert witnesses, etc. (PD).
Hotline coverage (Bay Area Community Resources) for community response, office supplies, photocopying, liability insurance, professional
development, mileage for travel, cell phones, office space and indirect (JFCS & IIBA).
STCC provides removal defense, legal services and rapid response to support safety and justice for immigrant families in Contra Costa County
that is supported by both county and philanthropic funds.
2021/22 Program Modification Request
Attachment B
Page 55 of 84
STAND TOGETHER CONTRA COSTA
AB109 Funding Request for FY21/22
October 23, 2020
I. EXECUTIVE SUMMARY
A. PROJECT OVERVIEW
Since March 2018, Stand Together Contra Costa continues an innovative partnership between Contra Costa
County, philanthropy, and community-based organizations to ensure that all people in Contra Costa County,
regardless of citizenship or immigration status, are afforded the rights established by the United States
Constitution and are protected from actions or policies that result in disparate, discriminatory, o r unlawful
treatment. In the face of continuous threats posed by the federal government’s discriminatory and anti-
immigrant policies and actions, Stand Together Contra Costa represents the commitment of Contra Costa
County’s elected officials, nonprofit organizations, faith leaders, funding partners, and community leaders to
collectively demonstrate extraordinary support to the immigrant community. The members of this community
are our neighbors, teachers, students, friends, family, coworkers, supervisors, leaders, health professionals,
first responders, dreamers, and hard-working people who make our Contra Costa County unique, diverse, and
vibrant. They are not a separate community, but they are us! We are pleased to submit this report to highlight
the accomplishments of this important project and to request continued funding for these essential services.
Stand Together Contra Costa provides no-cost rapid-response support, civil deportation defense legal services
and clinics, immigrant rights education and training, and direct-service support for immigrant individuals and
families in Contra Costa County. First launched as a public-private initiative managed by the Office of the Public
Defender in partnership with nonprofit organizations and community members, Stand Together Contra Costa
will be going into our fifth year starting July 1, 2021, and significant changes have impacted how the project
will function and be funded going forward.
The County has been making a commitment of $500,000 per year from AB109 during the first 4 years of the
program. Due to severe cuts in philanthropic funding going into FY21/22, the program has been streamlined
to protect ongoing deportation defense legal services for immigrant families in Contra Costa County . Simply
maintaining legal staffing at current levels such that we can continue to represent our clients will require 1 FTE
ASAIII, 1 FTE Deputy Public Defender III Removal Defense Attorney at the Office of the Public Defender and
the following FTEs at our CBO partner agencies: 2 FTE Removal Attorneys, 0.2 FTE Managing Removal Defense
Attorney, and 2.5 FTE Legal Assistants at Jewish Family Community Services in Concord; and 0.4 FTE
Immigration Attorney and 0.35 Legal Assistant at Immigration Institute of the Bay Area in Brentwood. Total
budget to maintain current operations in FY21/22 is $965,662 a reduction of over 20% of our operating budget
from the pilot phase (~$1.2 million).
KEY COMPONENTS
B. COMMUNITY VERIFICATION AND RESPONSE
The backbone of Stand Together Contra Costa is the Rapid Response Hotline, which has been staffed 24 hours
a day, seven days a week to provide a single point of contact for people who need immigration legal services.
Hotline staff verify ICE activity or dispel rumors, dispatch legal observers, provide accompaniment to family
members to gather information to support legal defense for a person detained by ICE, and coordinate with the
project’s deportation-defense attorneys for individuals in bond and removal proceedings.
However, Hotline usage has gone down significantly since the COVID -19 pandemic began. Early in the
pandemic, U.S. immigration authorities announced that they would temporarily halt enforcement across the
United States, except for efforts to deport foreign nationals who have committed crimes or who pose a threat
to public safety. As a result, enforcement in the community has decreased, and it is reflected in the low
numbers of Hotline calls.
Attachment B
Page 56 of 84
Nevertheless, one of the community
members of the Stand Together Contra Costa
Steering Committee reminded all of us that
despite low numbers, having the Hotline
available provides reassurance to a
community that is constantly living in the
shadows and in fear. This is only exacerbated
by the pandemic. Thus, integrating our legal
services with a hotline will remain an integral
mechanism to ensure utilization of our
immigration rapid response and legal removal defense services. Moving forward, we are reducing costs and
hotline operations to focus on legal intakes while we wait for the emergence of a regional hotline model
hopefully spearheaded by Centro Legal de La Raza which would include coverage for Contra Costa County
residents.
C. LEGAL SERVICES (CLINICS, CONSULTATIONS, AND REMOVAL-DEFENSE REPRESENTATION)
Stand Together Contra Costa conducts no-cost
legal clinics in safe and familiar community
settings to provide immigrants and their
families with individualized legal consultations
and structured and customized referrals.
Individuals detained by ICE are eligible to
receive no-cost legal representation in pursuing bond or release, and to receive legal representation in removal
defense and applications for relief before the Executive Office of Immigration Review (immigration court).
Before the COVID-19 pandemic began, and Contra Costa County Health Officials declared a shelt er-in-place,
there were many community events scheduled that would have afforded access to immigration legal
consultations. Because of the shelter-in-place, these events moved to an online format, which proved to be
challenging.
It is important to keep in mind that four years ago there were absolutely no free legal immigration removal
defense services available in Contra Costa county. Because of the Contra Costa County Board of Supervisors ’
clear commitment to immigrant families in our community by funding these crucial services, there is now
capacity in the County for free removal defense services, provided by the Office of the Public Defender as well
as three of the leading non-profit agencies in the County – Catholic Charities East Bay, Jewish Family
Community Services East Bay, and the Immigration Institute of the East Bay. We are very proud of this
accomplishment!
D. CAPACITY-BUILDING, EDUCATION, AND OUTREACH
Stand Together Contra Costa continued to provide a wide array of no -cost informational presentations, public
forums, direct-service workshops (such as Clean Slate and Public Charge), and leadership development
opportunities, along with public communications about immigration-related issues to expand knowledge,
dispel myths, and enhance both individual and collective capacity. We continued our efforts to promote and
execute our county’s Census Complete Count 2020 strategy and strongly feel that our community engagement
efforts during the past four years have paid off in successful census education and engagement with immigrant
families in Contra Costa County. We are proud to have built improved trust with immigrant families on behalf
of the County through our responsive and flexible community education and outreach efforts.
The fifth year of Stand Together Contra Costa will focus very heavily on growing and sustaining the immigration
legal removal defense services of the project, while still partnering with CBOs in Contra Costa that interface
most directly with our immigrant residents.
E. SERVICES IN THE AGE OF COVID-19
In March 2020, when the County Health Officer issued an Order directing all individuals to shelter in place, this
“My wife and I have no words to express our gratitude to
STCC for saving our and our children’s lives. I was attacked
and threatened with death if I returned to Mexico. We
thank God that Helio was placed in our path to help my
family and I live safely in the United States!” -STCC Client
"Thanks for connecting my husband and I to an attorney close to
us in El Sobrante, CA. After paying a Notary Public in San Francisco
so much money to help with our case, she only made it worse,
and we're out of a lot of money we had to borrow to pay her. The
attorneys you referred us to were knowledgeable and patient
with our financial situation. I feel more comfortable knowing that
they have a good reputation in town and have been working with
us. Thank you". – Hotline Caller (Translated to English from
Spanish)
Attachment B
Page 57 of 84
included our project suspending all
upcoming community immigration
forums and consultation events to
comply with the prohibition of all
public and private gatherings of any
number of people occurring
outside a single household or living
unit. However, Stand Together
Contra Costa remained committed
to serving the community during this pandemic. To do this, we had to be innovative and transition to new
strategies such as using social media, online tools, and other creative solutions to continue to provide critical
services and education to immigrant families in Contra Costa County.
Some of the activities we provided included: outreach to the immigrant community using social media
platforms such as Facebook, Instagram and Twitter. We shared information on Census as well as information
and resources regarding COVID-19. The Community Engagement Team continued to offer virtual workshops
for topics including Clean Slate, Cal-Fresh, Census 2020, Family Preparedness Plan, Know Your Rights, Public
Charge and Unemployment. The community was also reminded that they could call the Hotline at any time
for information and assistance with any of these topics.
Additionally, we planned and held a telephone consultation day where callers could speak to an immigration
specialist regarding their issue and discuss options for resolution. W e had five clients released from custody
due to COVID-19 concerns (as ordered by a Federal District Judge after a lawsuit was filed). Our partner
agencies (Bay Area Community Resources, Jewish Family & Community Services and Monument Impact)
assisted families that were struggling with finances, food, and with finding work.
II. PROGRESS IN YEAR 3 (JULY 1, 2019 – JUNE 30, 2020)
In our last full fiscal year (FY19/20), Stand Together Contra Costa achieved all the following deliverables:
i. Hotline
• Maintained Rapid Response & Legal Services Hotline 925-900-5151 and fielded 427 calls.
• For the current year and moving forward, we have plans to reduce costs and improve efficiency
by exploring collaboration with other networks to ensure that the Rapid Response hotline
services remain available to Contra Costa residents. We are phasing out the direct staffing of
dispatch shifts and are awaiting news about whether an emerging east bay immigrant hotline
(proposed by Centro Legal de la Raza and the Alameda County Immigrant Legal and Education
Partnership) could potentially provide consolidated services to Contra Costa County immigrant
families without being staffed by STCC-funded partners.
ii. Governance and Communications
• Maintained website: https://standtogethercontracosta.org, with a repository of videos,
downloadable documents in multiple languages, along with a calendar of upcoming events
• Maintained social media pages including:
o Facebook: https://www.facebook.com/StandTogetherContraCosta
o Instagram: https://www.instagram.com/standtogethercontracosta
o Twitter: https://twitter.com/StandTogetherCC
• Designed, printed, and distributed thousands of bi-lingual Know Your Rights “green” cards
• Produced Know Your Rights documents in Arabic, English, Persian, Punjabi, Spanish, traditional
Chinese, Vietnamese, and Urdu
• Convened regular Steering Committee governance meetings to steward program through pilot
phase, including three members of the community as leader from the Local Leadership Councils
representing West, Central and East
• Concluded Steering Committee governance meetings through pilot phase
"Thank you for helping me find resources for myself and my family. I'm
a day worker and couldn't find work after the shelter in place. I didn't
know how I was going to feed my family or if we even had options. I
spoke to you guys and you helped us apply for food stamps. You even
gave us a list to pick up food from the Food Bank so our benefits would
stretch. 1000 Thank yous." - Hotline Caller (Translated to English from
Spanish)
Attachment B
Page 58 of 84
iii. Education, Leadership Development, and Capacity-Building
• Conducted 64 workshops and presentations, including Know Your Rights workshops,
informational presentations about immigration and the program, educating 2,222 people in
immigration rights, services and information.
• Supported all three Local Leadership Councils in all three geographic regions of the County,
leading monthly meetings and actively participating in Steering Committee functions.
• Once the health orders were initiated, we were considered an essential service allowing our
partner agencies to continue the work remotely.
iv. Outreach
• Established a single point of contact with 19 schools within multiple County school districts
(elementary, high school, and community colleges) and six faith -based organizations, provided
information, resources, links to additional information, and collaborated to host events.
o In addition, provided informational materials to all 36 Catholic parishes in Contra Costa
County, and
o Provided informational materials to Muslim mosques, Jewish temples, and ecumenical
faith-based organizations in Contra Costa County.
• Continued in the development of a comprehensive plan with community college district to
increase information and direct services for their students and families.
• Provided information about Stand Together Contra Costa, including but not limited to the
distribution of flyers and cards, to over 2,000 community members at various outreach events in
community organizations, faith-based communities, and schools. The chart below shows the
breakdown of outreach efforts in the geographic regions of the County:
• In addition to the above outreach, our team participated in several media events on Univision
and Telemundo, with an estimated 100,000 viewers during the local news broadcasts.
• The chart above also illustrates the challenges we have faced given the recent shelter-in-place
orders, resulting in our cancelling of all events from March 2020 to the present. We have had to
pivot to find ways to still be able to meet the need, b y using social media and online tools to
achieve this deliverable.
v. Legal Services and Consultation
• Conducted 1,189 free immigration attorney consultations
• Completed 139 intakes for legal representation on the Hotline
• Represented/representing 128 cases in bond and removal proceeding
• As a result of COVID-19 and shelter in place orders, our team made a pivot to hold an event via
our Hotline so that we could still connect with the community for their needs
877
152
1193
2222
23
15
26
64
0 500 1000 1500 2000 2500
West
East
Central
Total
Number of Events and Participants by
Region
# of Events Total Participants
Attachment B
Page 59 of 84
III. EMERGING LESSONS
A. THE NEED FOR STAND TOGETHER CONTRA COSTA IS REAL AND ONGOING
In July 2019, we received 149 calls on the Hotline. In the months following we noticed a decline in the number
of calls being received. With the perception of a reduced threat of direct and widespread ICE enforcement
activity in the County, community members were now calling the Hotline to ask for other services, such as how
to apply for public benefits, how to request post-conviction relief in criminal court, requests for immigration
legal services for those not-detained, and accompaniment support for families, such as accompanying to
appointments or advocacy with government agencies. These requests encouraged our project leaders to look
at a possible pivot of our use of dispatchers on the Hotline, from having them solely report and record ICE
activity, to consider functioning in a community service navigator role.
However, in the most recent months, even with reduced threats of ICE activity, we still saw a steady call volume
because people need to feel reassured that the service is still there . This demonstrates that being available
and responsive, when the federal government will once again resume and escalate the threat of ICE raids
rhetoric, makes it clear that Stand Together Contra Costa is here for the community. We are here to continue
to provide rapid, responsive, reliable, trustworthy, and culturally appropriate services to an underrepresented
and vulnerable population while building the county’s capacity to recognize and respond to the needs of our
county’s immensely valuable immigrant families.
In addition, given the ongoing horrifying policies and actions being executed by the federal government –
tearing families apart with no regard for their safety or reunification, even during an ongoing global pandemic
– Stand Together Contra Costa has served as a beacon of hope for the tens of thousands of immigrant residents
who are inextricably woven into the fabric of our County.
B. PUBLIC/PRIVATE PARTNERSHIP IS POWERFUL. PUBLIC MANAGEMENT IS VALUABLE
Per the plan presented to and approved by the Board of Supervisors, the Office of the Public Defender serves
as the administrative authority and
manager for Stand Together Contra
Costa. In the years since the Board’s
approval of the plan, the value of
locating this initiative inside the
County’s administrative structure
has been unmistakable.
Stand Together Contra Costa is a complex undertaking: Born of grassroots advocacy, it is funded by both the
public sector and philanthropic entities, authorized by the County’s leadership, administratively managed by
the Public Defender’s Office, conducted in integral partnership with community-based organizations, and
stewarded by government representatives and community advocates alike.
It is certainly not easy to design, launch, or manage such a complex structure; having fewer moving parts makes
a machine easier to run. But the success of Stand Together Contra Costa is a product of the commitment,
capacity, and connections brought to the project by its many constituent members. By embedding
management of this complex structure into the institutional framework intrinsic to a public department, the
County Board of Supervisors offered the project a level of legitimacy, rigor, visibility, impact, and accountability
that might otherwise have taken far longer to achieve. The philanthropic partners provided funding for the
pilot phase of the program and continuing through FY20/21 in order to test the model and to allow room for
learning and refining of the program as a bridge to moving to a program funded completely by public dollars
to reflect our county’s collective investment in due process and justice for immigrant families.
C. COLLECTIVE STEWARDSHIP BRINGS VOICES TO THE TABLE
Stand Together Contra Costa is a testament to the power of dedication, partnership, and inclusion, embodied
in the project’s Steering Committee of representative leaders who volunteer their time to support this work.
The Steering Committee for the Pilot Phase met regularly and provided stewardship, critical inquiry, and
collective wisdom to explore what’s working, what needs adjustment, and what it takes to accomplish the
project’s important and ambitious mission. We had three Local Leadership Councils (West, Central, East)
“I want to thank STCC for helping me not be deported to my home
country where I would surely be tortured and killed.” -STCC Client
Attachment B
Page 60 of 84
actively participating in the Steering Committee meetings. Interpretation and translation services are provided
at every meeting, and we have consistently been meeting at the Family Justice Center offices in Richmond and
Concord. This unique approach of providing both a phy sical meeting space and using technology to link the
two offices during the meeting, especially during the shelter-in-place, facilitates access to those community
members who may be traveling from farther parts of the County, specifically East County. Before the
pandemic, we would have also utilized the Antioch office of the Family Justice Center to afford community
members access to that office as well. In the meantime, all our meetings will remain virtual.
Members of the Local Leadership Councils who have attended the Steering Committee meetings have shared
that they feel empowered and that their voices have been heard. In one session, where a discussion was held
to determine whether we should continue a 24/7 Hotline given the fact that the call volume was going down,
the Local Leadership Council members strongly supported maintainin g a 24/7 Hotline. It reassures the
community, one member said, to know that they can call at any time and speak to a live person.
D. LOOKING AHEAD TO YEAR FIVE: ADJUSTMENTS FOR FUTURE SUSTAINABILITY
In reviewing Year 1-3, the Steering Committee and project leaders have identified several opportunities for
adjustment:
i. Legal Staffing: Having access to quality legal services is paramount to community members being able
to be successful in any immigration proceeding, especially complex proceedings such as removal
defense. As mentioned earlier, only three years ago there was very little if any removal defense
support to the community being offered in Contra Costa County. Now there is capacity in the County
for removal defense services, provided by the Public Defender’s Office as well as three of the leading
non-profit agencies in the County – Catholic Charities East Bay, Jewish Family Community Services
East Bay, and the Immigration Institute of the East Bay. All agencies have hired competent, caring and
compassionate attorneys and legal assistants and have built an infrastructure that is conducive to
long term sustainability of this work.
If funding for FY21/22 is not secured to support our legal team, there will be a direct disruption of
ongoing services to the many Contra Costa immigrant families who currently have ongoing
deportation proceedings as clients of Stand Together Contra Costa. Although the majority of the
funding for our pilot phase came from philanthropy, we no longer have funding commitments for
beyond the pilot phase into FY21/22 and need to have the entire budget covered by public dollars in
order to avoid the tragedy of having to abandon the legal representation of immigrant families
midstream during their deportation proceedings.
ii. Community Engagement:
• Partner with a wider array of CBO partners in order to facilitate improved outreach and
community engagement with immigrant families throughout Contra Costa County, with a focus
on establishing new collaborations with East County and South County organizations serving
immigrant families.
• Determine improved digital and virtual tools and strategies for community outreach given COVID -
19 pandemic by strengthening our social media footprint, maintaining contact with constituents
via monthly newsletters and periodic social media and email upd ates and by continuing legal
presentations on topics requested by immigrant residents.
Attachment B
Page 61 of 84
IV. SUPPORT STAFFING/HOTLINE COVERAGE
The staffed 24/7 rapid-response hotline is a cornerstone of Stand Together Contra Costa, serving as the hub
for information, verification, and service dispatch. Yet staffing such a line 24 hours a day and seven days a week
through both peak periods and slow times is challenging in terms of both cost and shift -coverage. Given this
fact, the Steering Committee last year directed the project leads to explore options for ensuring adequate and
appropriate coverage while reducing both cost and staff burden. To this end, the project leads explored
options to partner with another network, the Alameda County Immigrant Legal & Education Partnership
(ACILEP). ACILEP, led by Centro Legal de la Raza, absorbed the evening and weekend shifts. Conversations are
ongoing to determine if ACILEP will support the Hotline fully, thus consolidating the immigrant hotline services
throughout the East Bay. This type of inter-regional planning and resource-sharing can enhance collective
capacity while providing useful leverage to each of the partner agencies. In Year 5, we will continue to
strengthen the relationship with ACILEP in the hopes of ensuring that Contra Costa County residents continue to
have access to essential immigration hotline services.
V. BUDGET
Sources FY18-19 FY19-20 FY20-21
FY21-22
Nonprofit Philanthropies $500,000 $675,000 $352,573 $0
Contra Costa County (AB109) $500,000 $500,000 $500,000 $965,662
Total sources $1,000,000 $1,175,000 $852,573 $965,662
For our fifth year (July 1, 2021-June 30, 2022), Stand Together Contra Costa is operating on a total budget
projection of $965,662. Of this, the Office of the Public Defender, as the project’s adminis trative manager,
would retain $431,332 to cover the costs for one full-time Program Manager (Administrative Services Assistant
III) and one full-time Senior
Attorney/Legal Coordinator
(Deputy Public Defender III), and a
set of operational items, including
the Hotline infrastructure, website
design, contract supervision, legal
services coordination, translation
services, and communications.
The balance of the project’s fifth year budget – $534,330 – funds the Immigration Institute of the Bay Area and
Jewish Family & Community Services East Bay for the provision of removal defense and immigration legal
services. This will provide for 2 FTE Removal Defense Attorneys, 2.85 FTE Legal Assistants, and 0.4 FTE
Immigration Attorney (for free consultations). Due to the drastic reduction in available funding, Stand
Together Contra Costa will no longer be able to fund community engagement and dispatch staffing, meaning
we will no longer be able to fund the staffing costs of the four Community Engagement Specialists and
dispatchers at our partner CBOs. We are grateful for the incredible work of our community engagement
partners and Stand Together Contra Costa will forever be indebted to them for truly making this a program
that is dedicated to being community-centered. Although we will no longer be able to fund community
engagement work due to a steep decline in philanthropic contributions , Bay Area Community Resources will
continue to do the important work of community engagement an d public education and we will continue to
collaborate on bringing immigrant legal defense services to the community in trusted and innovative settings .
"I am very thankful for everything you did for us. We had to leave
Nicaragua because my wife, daughter and I could no longer be safe,
and we arrived here not knowing what was going to happen. The help
you provided us was beyond anything we expected, and we are
forever grateful for you helping us win asylum and start a new life in
the United States." -STCC Client
"I originally spoke to Ms. Adriana when I called the hotline. She was so nice and helpful. She connected me with a nice
attorney that said he would be helping my son that was detained while on his way to work. It has been nothing but
blessings with all the resources she gave my daughter in law and myself. Thank you. – Hotline Caller (Translated to
English from Spanish)
Attachment B
Page 62 of 84
VI. FINAL THOUGHTS: WHERE DO WE GO FROM HERE?
Contra Costa County has accomplished an extraordinary collective achievement. Given the intensifying
measures being deployed by the federal administration, marked by anti-immigrant rhetoric, confusion,
reversals, national debate, and cancellation of Temporary Protected Status for over 300,000 immigrants, the
existence of Stand Together Contra Costa is even more important than ever before.
As we enter Year 5 of this collective endeavor, we are deeply committed to excellence, transparency, and
ongoing partnership among the county’s grassroots coalitions, nonprofit and faith -based partners, public
agencies, and elected leaders. It is with gratitude, humility, and unwavering dedication that we submit to the
Contra Costa County Board of Supervisors, the Community Corrections Partnership, and the AB109 Community
Advisory Board this request for ongoing funding
for FY 2021/2022.
We look forward to continuing to provide no-
cost immigration legal services to immigrant
families in Contra Costa County and will
continue serving as a key point of contact
between Contra Costa County and the
thousands of immigrant families in our
community. We have built trusted relationships
throughout the County and will continue to provide excellent immigration legal services as well as innovative
and responsive community engagement partnerships. We hope to continue to build on the many success es
of our pilot phase and to continue to serve the community by providing excellent no-cost immigration legal
services and community education through Stand Together Contra Costa.
"My family will always trust and be grateful for the work
done by Stand Together. With your help, we won our
asylum case in 2020, and our lives changed forever. We
will never forget that you always remember us and
support us. I'm thankful with all of my heart for your
constant help." - STCC Client
Attachment B
Page 63 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
DDA-Advanced Level Realignment Coordinator Attorney 322,360 1.00 335,254 1.00 335,254 1.00
DDA-Basic Level Violence Reduction/Recidivism Attorney 222,974 1.00 231,893 1.00 231,893 1.00
V/W Assist. Prog Specialist Reentry Notification Specialists 185,287 2.00 190,846 2.00 190,846 2.00
DDA-Advanced Level Arraignment Court/Realignment Attorney 649,845 2.00 675,839 2.00 675,839 2.00
Senior Level Clerk Clerical/file support-Arraign. Court 80,303 1.00 82,712 1.00 82,712 1.00
V/W Assist. Prog Specialist Reentry Notification Specialists 109,303 1.00 112,582 1.00 112,582 1.00
Legal Assistant Non-violent misdemeanor diversion 93,233 1.00 96,030 1.00 96,030 1.00
Experienced Level Clerk Clerical/file support-Arraign. Court 72,141 1.00 74,305 1.00 74,305 1.00
Experienced Level Clerk Clerical/file support 63,991 1.00 65,911 1.00 65,911 1.00
Senior Level Clerk - Part Time 960 Realignment 25,808 1.00 26,582 1.00 26,582 1.00
- -
Subtotal 1,825,245 12.00 1,891,954 12.00 - - 1,891,954$ 12.00
OPERATING COSTS -
Office Expense 7,000 8,000 8,000
Postage 2,000 2,000 2,000
Communication Costs 3,000 5,000 5,000
Minor Furniture/Equipment 2,000 4,000 4,000
Minor Computer Equipment 6,000 9,000 9,000
Auto Mileage 5,000 5,000 5,000
Occupancy Costs 30,000 30,000 30,000
Data Processing Services/Supplies 15,000 15,000 15,000
Training 60,000 52,000
-
-
Subtotal 130,000 130,000 - 130,000$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 1,955,245$ 12.00 2,021,954$ 12.00 -$ - 2,021,954$ 12.00
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Department: District Attorney's Office
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1
Attachment B
Page 64 of 84
PROGRAM NARRATIVE:
The District Attorney’s Office is requesting $2,021,954 for FY 2020/21. This baseline request will continue the programs approved in the FY
2020/21 budget. The realignment team will address the responsibilities presented by the realignment of our criminal justice system pursuant to
Penal Code section 1170(h).
DEPARTMENT: District Attorney's Office
2021/22 Baseline Request
The realignment team includes (4) FTE Deputy District Attorneys, (1) Legal Assistant (Neighborhood Courts Director), (1) Senior Level Clerk, (2)
Experienced Level Clerk, (3) Victim/Witness Assistance Program Specialists, and (1) PT Senior Level Clerk.
• $1,891,954 Salary and Benefits. Benefits Costs include FICA, medical, workers' compensation, SUI, deferred compensation, Paulson costs,
benefits administration, retiree health, and OPEB pre-pay.
• $130,000 Operating costs are requested.
Neighborhood Community Courts
In an effort to offer smart and safe alternatives for low level non-violent misdemeanors, the Contra Costa County District Attorney’s Office is
implementing the Neighborhood Courts Program. In lieu of filing criminal charges, this community based pre-charging diversion program will
use a restorative justice lens to resolve low-level misdemeanors and quality of life crimes. Modeled after a similar District Attorney lead
program, adjudicators – comprised primarily of residents who live and work in the community where the incident occurred – hear the case and
create plans that enable the participant to address harms caused to the community and parties affected by the incident. This program has the
potential to reduce the number of cases making their way through the criminal justice system, saving both time and money for the courts and
impacted county agencies. By keeping low-level non-violent offenders out of the criminal justice system, and keeping convictions off their
record, this program will aid in preventing obstacles to obtaining employment, education, housing, and meaningful participation in the
community.
2021/22 Program Modification Request
None.
Attachment B
Page 65 of 84
Attachment B
Page 66 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs
Total Funding
Request FTEs
SALARY AND BENEFITS - -
Social Service Program Assistant Re-Entry Systems Coordination 110,175 1.00 142,806 1.00 142,806 1.00
- -
- -
- -
- -
- -
- -
- -
Subtotal 110,175 1.00 142,806 1.00 - - 142,806$ 1.00
OPERATING COSTS -
Travel Re-Entry Systems Coordination 954 1,204 1,204
Space Re-Entry Systems Coordination 3,998 5,046 5,046
Space CCAP Re-Entry Systems Coordination 6,976 8,804 8,804
Maintenance Re-Entry Systems Coordination 6,994 8,827 8,827
Communication Re-Entry Systems Coordination 2,781 3,510 3,510
Minor Furniture/Equipment Re-Entry Systems Coordination 205 259 259
Contracted Services Re-Entry Systems Coordination 3,366 4,248 4,248
Interdepartmental Charges Re-Entry Systems Coordination 5,329 6,725 6,725
Other Operating Costs Re-Entry Systems Coordination 2,325 2,934
Public/Private Direct Billed Re-Entry Systems Coordination 8,940 11,282 11,282
-
Subtotal 41,868 52,838 - 52,838$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 152,043$ 1.00 195,644$ 1.00 -$ - 195,644$ 1.00
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget. This budget was cut by 12%. The numbers do not reflect the 12% cut.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Department: Employment and Human Services Department (EHSD)
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1
prepared by: Tracy Story, Fiscal Analyst (925) 608-4836
Attachment B
Page 67 of 84
PROGRAM NARRATIVE:
Please see Attachment A
DEPARTMENT: Employment and Human Services Department (EHSD)
2021/22 Baseline Request
(INCLUDE NARATIVE DESCRIBING PROGRAMMING, STAFFING, AND OPERATING COSTS INCLUDED IN THE BASELINE REQUEST)
The EHSD -Reentry Systems proposed FY 2021/2022 Baseline Request of $195,644 includes:
- Salary and Benefit cost of $142,806 for one (1) FTE Social Service Program Assistant (SSPA).
- Operating Costs (37% estimated overhead) is based on salary and benefits for 1 FTE SSPA. Operating cost includes expenses for Travel,
Space per Contra Costa Allocation Plan, Maintenance, Communication, Minor Furniture/Equipment, Contracted Services, Interdepartmental
Charges, Other Operating Costs, Public/Public Direct Billed.
2021/22 Program Modification Request
N/A
prepared by: Tracy Story, Fiscal Analyst (925) 608-4836
Attachment B
Page 68 of 84
Community Corrections Partnership (AB 109)
Budget Request Attachment
1
ATTACHMENT A
Program Narrative – SSPA (Reentry Systems Specialist/Expert)
Introduction
The following is a budget request to continue funding one (1) full-time Social Services Program Assistant
(SSPA) position within the Contra Costa County Employment and Human Services Department (EHSD)
for FY 2021-2022. This SSPA will serve as our systems expert on the AB 109 reentry population. This
SSPA will ensure timely access to needed public benefits and coordinate with community agencies.
Justification
EHSD works in partnership with a broad range of community organizations to promote self-sufficiency
and reduce poverty in Contra Costa County. We value collaboration and meeting client needs through
coordination of services across programs and agencies. Our goal is to comprehensively meet clients’
needs and ensure access to needed public benefits by having a dedicated staff member coordinate
services for the AB 109 reentry population and act as a client liaison between different county and
community-based programs.
For individuals re-entering the community from incarceration, it can be challenging to integrate into
their communities while also trying to re-enter the labor force. Members of the reentry population who
are served by EHSD face substantial obstacles to establish stability and self-sufficiency. Understanding
and navigating available services, including making appointments and obtaining proper verification
documents, can be daunting during a time of drastic transition. Many of these vulnerable clients also
experience isolation, with little to no social support.
For a number of years, the County has been implementing programs to support the reentry population.
Some of these initiatives are legislation-based, while others are county-initiated strategic efforts.
Strengthening prerelease connections to applications for benefits was a priority noted in the County
Reentry System Strategic Plan. Most recently, EHSD committed to a Memorandum of Understanding
with other county agencies and community organizations to collaborate in the Pre-Release Planning
Project at the West County Detention Facility. Stable employment and public benefits ensure a secure
economic foundation, which acts as a prerequisite to establishing and maintaining self-sufficiency and
pro-social behavior.
EHSD requests continued funding for this SSPA position as part of our resolve to tackle immediate
barriers - navigation for the client and the client’s family. Better coordination between county agencies
and the community will result in an inter-generational, holistic approach to insure point of access to
services to address the needs of returning residents and their families. This aligns with EHSD’s objective
of ensuring that all returning residents eligible for public benefits receive them.
Attachment B
Page 69 of 84
Community Corrections Partnership (AB 109)
Budget Request Attachment
2
Scope of Work
The SSPA within EHSD will be responsible for the following:
• Perform liaison services with EHSD eligibility staff to facilitate timely processing of applications
and renewals for public assistance benefits for reentry; this will include trouble-shooting
breaks-in-aid, in particular pre-release enrollment to Medi-Cal
• Perform liaison services with eligibility staff of other county departments, state, and federal
agencies to facilitate applications and renewals for public benefit programs administered by
other agencies
• Perform liaison services with community organizations who are working with reentry clients.
• Provide information and assistance and/or refer clients to appropriate county or community
services and work with other agencies to develop community resources
• Conduct educational outreach activities to ensure, to the extent possible, clients maintain
their eligibility to public benefits and services
• Conduct telephonic and in person field visits with clients as needed
• Provide follow through and support for this hard-to-serve group, which may increase the
likelihood of clients achieving stability after release
• Carry a caseload of AB109 clients who have recently been released from incarceration
Milestones for Success for the Reentry SSPA will include:
• Learns processes for coordinating services between agencies serving the reentry population and
relays what is working (and what is not) to EHSD staff and managers
• Establishes connections to the Workforce Development Board for the reentry population,
focusing on education and job training and reporting back to Workforce Services
• Successfully reports to supervisors and community partners on learned best practices for
serving the reentry population and ensuring continued eligibility to public benefits as
appropriate
Performance and Service Outcomes will include:
• Reduced rates of benefits lapsing for AB 109 reentry clients
• Increased access to healthcare for AB 109 reentry clients
• Reduced rates of homelessness among AB 109 reentry clients
• Increased number of AB109 reentry clients receiving benefits
Attachment B
Page 70 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
One Stop Administrator
Coordination with One-Stop/America Job Center of
California system 48,000 44,000 44,000 -
Workforce Services Specialist Engagement with public & private partners 57,000 50,000 50,000 -
Business Service Representative Recruitment & engagement of businesses 70,000 70,061 70,061 -
SBDC Director Small business & entrepreneurship linkages 5,000 - - -
SBDC Advisors Small business & entrepreneurship linkages 10,000 - - -
Workforce Board Executive Director Oversight & coordination with workforce system 22,000 22,000 22,000 -
17/18 4% Floor Allocation - -
18/19 4% Floor Allocation - -
Subtotal 212,000 - 186,061 - - - 186,061$ -
OPERATING COSTS -
Training/Travel 4,160 4,160 4,160
18/19 4% Floor Allocation -
-
-
-
-
-
-
-
-
Subtotal 4,160 4,160 - 4,160$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 216,160$ - 190,221$ - -$ - 190,221$ -
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Department: Workforce Development Board of Contra Costa County
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1
Attachment B
Page 71 of 84
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: ENTER DEPARMENT NAME: Workforce Development Board of Contra Costa County
2021/22 Baseline Request
The Workforce Development Board of Contra Costa County (WDBCCC) is seeking status quo level funding of $190,221 for the fiscal year 2021-
2022. The budget reflects the amount of time key staff will devote to AB109 in order to continue to provide linkages to the One-Stop/AJCC
system, business engagement, and small buisiness and entrepreneurship connections. Although we are no longer hosting the SBDC, we are
committed to collaborating with small businesses development organizations and training opportunities to provide enterpreniual support to
the AB109 and broader renentry community. In accordance with the WDBCCC's orginal submittal, we will use AB109 funds to leverage other
funding in an effort to increase our capacity to provide services to previously incarcerated individuals. The WDBCC has received state Prison to
Employment funding through March 2022, these funds will be leveraged to augment/increase the current level of support the WDBCCC is
dedicating toward our AB109 and greater reentry engagement, as well as provide direct services to individuals on supervision.
2021/22 Program Modification Request
The Workforce Development Board is not seeking increaed funding at this time. The WDB is committed to partnering with the CCP and other
agencies/organizations working in this space, with a goal of pursuing and securing additional resources that can further support, align, and
leverage related work to serve AB109 participants and concurrerntly expand efforts to serve other justice involved populations that are
returning to communitites in Contra Costa County and help them with employment and training needs.
Attachment B
Page 72 of 84
Current
Allocation FTEs Funding
Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Sr. Deputy County Admin.ORJ Administration 6.2 183,566 0.75 - -
ORJ Deputy Dir.ORJ Administration 6.2 204,368 1.00 215,671 1.00 215,671 1.00
Research and Eval. Manager Research and Evaluation 6.3 189,563 1.00 209,681 1.00 209,681 1.00
Senior Mngt. Analyst ORJ Administration 6.2 141,868 1.00 - -
Reentry & Justice Senior Program Analyst ORJ Administration 6.2 165,378 1.00 165,378 1.00
ORJ Director ORJ Administration 6.2 251,121 1.00 251,121 1.00
- -
Subtotal 719,365 3.75 841,851 4.00 - - 841,851$ 4.00
OPERATING COSTS -
Ceasefire Coordinator 5.1 119,000 -
Communication, Office Supplies and Travel 6.2 13,000 13,000 13,000
Data and Evaluation Software 6.3 61,020 65,000 65,000
Student Internship Program 6.3 8,000 8,000 7,000 15,000
Occupancy 6.2 14,000 -
County Counsel 6.2 4,000 -
-
-
Subtotal 219,020 86,000 7,000 93,000$
Revenue Reductions -
10% Reduction from FY 2020-21 (112,606) (112,006) (112,006)
-
Subtotal (112,606) - (112,006) (112,006)
Total 825,779$ 3.75 927,851$ 4.00 (105,006)$ - 822,845$ 4.00
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Department: Office of Reentry and Justice
2021/22 Total
Funding Request
2021/22 Baseline
Request2
2021/22 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1
Attachment B
Page 73 of 84
PROGRAM NARRATIVE:
The ORJ will continue to provide administrative support to the community programs funded by AB 109 and various other efforts related to public
safety and social justice. As the ORJ grows into its new permanent home in the Probation department, it does so with a perspective of its work
that has matured beyond its days as a pilot project and is regularly involved in matters that extend beyond AB 109. Nonetheless, the ORJ
continues to prioritize partnerships that enhave reentry service delivery, program coordination, data collection, and overall understanding of the
effectiveness of the County's local justice reform efforts.
DEPARTMENT: ENTER DEPARMENT NAME
Probation Department's Office of Reentry and Justice
2021/22 Baseline Request
With its move into the Probation Department for FY 2020/21, the ORJ retained Research and Evaluation Manger, created a Director position,
and converted a prior postion into a Senior Program Analyst. The ORJ will continue with this personnel complement and will require $841,851
to cover anticipated salaries and benefits costs for:
» ORJ Director - (1.0 FTE)
» ORJ Deputy Director - (1.0 FTE)
» Research and Evaluation Manger - (1.0 FTE)
» ORJ Senior Program Analyst - (1.0 FTE)
The ORJ's anticipated operational costs that will not be absorbed by the Probation department are expected to be $86,000 allocated as follows:
» $13,000 for office costs related to travel, communication and supplies
» $65,000 for licensing and other costs related to data collection, program evaluation, and data system management
» $8,000 will cover the costs for stipends or temporary wages towards ORJ's student intern program
2021/22 Program Modification Request
Positions for the Senior Deputy CAO and Senior Management Analyst will no loger be part of the Office of Reentry and Justice. Similarly, ORJ
does not intend to solicit a new vendor to provide the County with the services of a Ceasefire Coordinator and will discontinue this program.
Lastly the ORJ will seek to add the following modificaiton:
» $7,000 for stipends, temporary wages, or other costs related to ORJ's student intern program
Attachment B
Page 74 of 84
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Antioch Police Officer AB 109 Officer 5.1 139,524 1.00 157,771 1.00 157,771 1.00
Concord Police Officer AB 109 Officer 5.1 139,524 1.00 157,771 1.00 157,771 1.00
Pittsburg Police Officer AB 109 Officer 5.1 139,524 1.00 157,771 1.00 157,771 1.00
Richmond Police Officer AB 109 Officer 5.1 139,524 1.00 157,771 1.00 157,771 1.00
Richmond Police Officer (West)MHET Officer 5.1 153,175 1.00 157,771 1.00 157,771 1.00
Walnut Creek Police Officer (Central)MHET Officer 5.1 153,175 1.00 157,771 1.00 157,771 1.00
Pittsburg Police Officer (East)MHET Officer 5.1 153,175 1.00 157,771 1.00 157,771 1.00
- -
Subtotal 1,017,621 7.00 1,104,397 7.00 - - 1,104,397$ 7.00
OPERATING COSTS -
-
-
-
-
-
-
-
-
-
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 1,017,621$ 7.00 1,104,397$ 7.00 -$ - 1,104,397$ 7.00
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Department: ENTER DEPARTMENT NAME
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1
Attachment B
Page 75 of 84
PROGRAM NARRATIVE:
Each police agency assigns one (1) full-time Police Officer to participate in a countywide AB109 joint operation team coordinated by the
respective police agencies and the Contra Costa County Police Chief's Association.
The Contra Costa County Police Chief's Association has requested to fund three (3) MHET postions. These officers participate in coordinated
efforts of handling referrals of potentially "high risk" dangerous persons with mental health issues and combative behaviors towards police and
others including AB109 and Prop 47 clients within the County. This collaborative approach is consistent with the Contra Costa County MHET
Operation Plan. Each Police Officer maintains a current knowledge of MHET programs to ensure countywide potentially "high risk" dangerous
persons with mental health issues and combative behaviors are referred to services, if deemed appropriate. The goal is to reduce potential
conflicts or confrontations between police and citizens.
Attachment B
Page 76 of 84
Current Allocation FTEs Funding Request FTEs Funding Request FTEsTotal Funding RequestFTEsREGIONAL SERVICES‐ ‐ Employment5.3b2,283,000 21.41 2,283,000 21.41 CountywideRubicon Programs2,283,000 21.41 ‐ ‐ Housing5.3c1,272,000 7.23 1,272,000 7.23 CountywideShelter, Inc.842,000 4.88 Countywide Lao Family Community Development430,000 2.35 Peer Mentoring5.4a115,000 1.36 115,000 1.36 West CountyMen and Women of Purpose115,000 1.36 Family Reunification5.4b94,000 0.80 94,000 0.80 CountywideCenterforce94,000 0.80 Legal Services5.4c157,000 1.37 157,000 1.37 CountywideBay Area Legal Aid157,000 1.37 One Stops5.2b 9.22 9.22 East/Central CountyNetwork System of Servicessee below6.00 West CountyReentry Success Centersee below3.22 Subtotal 3,921,000 41.39 3,921,000 41.39 ‐ ‐ 3,921,000$ 41.39 NETWORK SYSTEM OF SERVICES3.3, 4.1, 5.1979,000 979,000 Operations and ManagementHealthRIGHT 360654,400 ‐ ‐ Contracted Services‐ Transitional HousingMz. Shirliz175,000 ‐ Specialized Vocational Training Fast Eddie's Auto Services67,600 ‐ Transition Planning (women) Centerforce82,000 ‐ REENTRY SUCCESS CENTER3.3, 4.1, 5.1580,000 23,000 603,000 Operations and Management4Rubicon Programs580,000 ‐ Subtotal 1,559,000 1,559,000 23,000 1,582,000$ OTHER EXPENSES‐ Voice Quarterly Newsletters520,000 20,000 20,000 CAB Support (countywide)Via Office of Reentry and Justice3,000 3,000 3,000 Subtotal 23,000 23,000 ‐ 23,000 Total 5,503,000$ 41.39 5,503,000$ 41.39 23,000$ ‐ 5,526,000$ 41.39 1.FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.2.FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.3.FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.4. $580,000 was approved by the BOS, although only $546,335 was contracted for during FY 2020-21 at the direction of the CCP5. $20,000 was approved by the BOS, although only $15,000 was contracted for during FY 2020-21 at the direction of the CCPContra Costa County Community Corrections Partnership 2021/22 AB109 Budget Proposal FormDepartment: COMMUNITY ADVISORY BOARD2021/22 Total Funding Request2021/22 Baseline Request22021/22 Program Modification Request3Description of Item 2020‐21 CONTRACTED PROVIDEROps. Plan Item #2020/21 Funding Allocation1Attachment BPage 77 of 84
PROGRAM NARRATIVE:The Community Advisory Board budget represents a vital component of the County's effort to reduce recidivism. Investments in the community programs included in CAB's budget have not only emerged as essential elements of the County's reentry system, but the programs that they fund have become beacons of hope and opportunity for the County residents that participate in these programs. Furthermore, the County's support of the programs and initiatives included in the CAB Budget have paved the way for the development of innovative approaches to improving public safety (Reentry Success Center and Reentry Network), communication to stakeholders regarding the County's reentry efforts (seasonal VOICE newsletter), and information sharing and tracking among partners (Salesforce based data system). For FY 2021/22, CAB submits a largely status quo budget to the County for approval with modifications that amount to a modest net increase of $23,000, due to an increase in funding for the West County Reentry Resource Center as described below. Given this fiscal prudence, CAB recommends the CCP approve its budget as presented, including any COLA the County Administrator's Office deems appropriate for the entire array of community corrections programs.DEPARTMENT: Community Advisory Board2021/22 Baseline RequestIn FY 2018/19, the ORJ put each of the contracts for the community programs in out for public bidding, except the Reentry Success Center (Center) contract. In FY 2019/20 the ORJ executed three‐year contracts with each of agencies selected through the County's competitive bidding process, and these contracts are expected to expire at the end of FY 2021/22. Given this, CAB is recommending each of these programs be funded at the same level they were funded at in FY 2020/21. While both the contract for the Center, and the Voices newsletter were funded for less than their approved amounts in FY 2020‐21 due to COVID‐19, CAB recommends their baseline funding amounts remain at the level approved by the Board of Supervisors.The contract for the Center is expected to be put out for competitive bidding in the second half of FY 2020/21 after prematurely ending the previous bidding process due to COVID‐19. This change puts the contract for a West County Reentry Resource Center further out of step with the contracting cycle for the rest of the community programs. As the ORJ puts this contract out to bid CAB urges that it does so with the modifications expressed below.2021/22 Program Modification RequestThe contract for Reentry Resource Center in West County is expected to be released for competitive bidding in the current fiscal year. Because the first year of this contract will be the final year for the other contracted services, CAB is first recommending that the County look to enter into a four‐year agreement for this service so that contracts for all services will be aligned by 2025. In support of this, CAB recommends that the County allocate $2,412,000 over the next four years to support a Reentry Resource Center in West County. This total funding level was calculated by providing a roughly 4% COLA increase in each of the next four years from the program's current single year contract amount of $546,335. This four‐year contract amount of $2,412,000 was then divided equally among each of the next four years to get an annual funding level of $603,000 that is included in CAB's FY 2021/22 budget for the operation and management of a Reentry Resource Center in West County. Attachment BPage 78 of 84
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Courtroom Clerk 11 Step 6 203,298 2.00 203,298 2.00 203,298 2.00
- -
- -
- -
- -
- -
- -
- -
Subtotal 203,298 2.00 203,298 2.00 - - 203,298$ 2.00
OPERATING COSTS -
-
-
-
-
-
-
-
-
-
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 203,298$ 2.00 203,298$ 2.00 -$ - 203,298$ 2.00
1. FY 2020/21 Funding Allocation reflects the FY 2020/21 Board of Supervisor's approved AB 109 budget.
2. FY 2021/22 Baseline Request should reflect the cost of continuing FY 2020/21 programs in FY 2021/22 dollars.
3. FY 2021/22 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2021/22.
Contra Costa County Community Corrections Partnership
2021/22 AB109 Budget Proposal Form
Department: Superior Court
2021/22 Total
Funding Request2021/22 Baseline Request2 2021/22 Program
Modification Request3Description of Item Program/Function Ops. Plan
Item #
2020/21 Funding
Allocation1
Attachment B
Page 79 of 84
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Suprior Court
2021/22 Baseline Request
The Contra Costa Superior Court respectfully requests one-time funding from the County’s FY 2021-22 AB 109 allocation in the amount of
$203,298. The funding continues to address the extra workload associated with PRCS cases, parole violation petitions, and the Pretrial Release
Program by funding two dedicated courtroom clerks whose sole focus is on capturing court proceedings, and entering the appropriate case
information timely.
The Court calendars many cases involving the supervision of “non-non-non” offenders. This workload continues to exceed that which could
reasonably be handled by a single courtroom clerk. In response, the court allocated a second clerk to each of the high volume calendars at all
times.
The additional clerk serves as a primary resource for the Judge, Justice Partners and the Attorneys in answering questions and receiving
paperwork. The second clerk also preps calendars, answers incoming phone calls, responds to faxes and enters data in case management while
the primary clerk records matters on the record. The two clerk team works together in departments creating a more efficient process for each
case.
2021/22 Program Modification Request
(INCLUDE NARATIVE DESCRIBING ANY PROPOSED PROGRAM ADDITIONS OR DELETIONS)
Attachment B
Page 80 of 84
PUBLIC PROTECTION COMMITTEE 7.
Meeting Date:01/25/2021
Subject:CY 2021 Workplan
Submitted For: PUBLIC PROTECTION COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: CY2019 Annual Report
Presenter: Paul Reyes, Committee Staff Contact: Paul Reyes, 655-2049
Referral History:
The Board of Supervisors has made the following referrals to the Public Protection Committee:
1. Opportunities to Improve Coordination of Response to Disasters and Other Public Emergencies
2. Welfare Fraud Investigation and Prosecution
3. Multi-Language Capability of the Telephone Emergency Notification System
(TENS)/Community Warning System (CWS) Contracts
4. County Support and coordination of non-profit organization resources to provide re-entry
services, implementation of AB 109 Public Safety Realignment, and appointment
recommendations to the Community Corrections Partnership
5. Inmate Welfare Fund/Telecommunications/Visitations Issues
6. Racial Justice Task Force/Racial Justice Oversight Body
7. Review of Juvenile Fees assessed by Probation
8. County Law Enforcement Participation and Interaction with Federal Immigration Authorities
9. Juvenile Justice Coordinating Council
10. Adult Criminal Justice Fees
11. Racial Equity Action Plan
The Committee members have selected the fourth Monday of each month at 10:30 a.m. as the
standing meeting date and time for 2021.
Referral Update:
Attached for the Committee's review is the proposed meeting schedule and the proposed work
plan for hearing each of the 2021 referrals (Attachment A).
Recommendation(s)/Next Step(s):
1. APPROVE the proposed 2021 Public Protection Committee meeting schedule and workplan;
2. PROVIDE direction to staff as appropriate.
Page 81 of 84
Attachments
Attachment A- Draft 2021 Committee Workplan
Page 82 of 84
Attachment A
2021 Public Protection Committee Schedule and Workplan
Meetings are held virtually on the 4 th Monday of the month at 10:30 am – 12:00 pm unless
otherwise noted.
Meeting Date Agenda Items
January 25, 2021 Racial Justice Oversight Body (RJOB)
Status Update
Community Corrections Budget
Recommendation
RJOB Statement on Racial Justice
related to COVID-19
Appointment recommendations as
needed
February 22, 2021 Review of Community Advisory Board
Policy Brief
Appointment Recommendations as
needed
March 22, 2021 Juvenile Justice Coordinating Council
update
Appointment recommendations as
needed
April 26, 2021 Update on Inmate Welfare
Fund/Telecommunications/Visitations
Issues
Appointment recommendations as
needed
May 24, 2021 Juvenile Fees Update
Adult Criminal Justice Fees
Appointment recommendations as
needed
June 28, 2021 Disaster Response Coordination
Update on the Multi-Language
Capability of County’s emergency
warning systems
Appointment recommendations as
needed
July 26, 2021 RJOB Update
Appointment recommendations as
needed
Page 83 of 84
Attachment A
August 23, 2021 Update on County Law Enforcement
Participation and Interaction with
Federal Immigration Authorities
Appointment recommendations as
needed
September 27, 2021 Welfare Fraud Investigation and
Prosecution
Appointment recommendations as
needed
October 25, 2021 2021 Legislative Impacts
JJCC Update
Appointment recommendations as
needed
November 22, 2021
Recommend Cancelation
December 27, 2021
Recommend Cancelation
Page 84 of 84