HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 02282022 - PPC Agenda PktPUBLIC PROTECTION
COMMITTEE
February 28, 2022
10:30 A.M.
VIRTUAL MEETING
To slow the spread of COVID-19, in lieu of a public gathering, the meeting will be accessible
via Zoom to all members of the public as permitted by Government Code section 54953(e).
Join from PC, Mac, Linux, iOS or Android: https://cccounty-us.zoom.us/j/82314213452
Or by Telephone: (214) 765-0478 or (888)278-0254
Conference code: 507994
Meeting ID: 823 1421 3452
Supervisor Federal D. Glover, Chair
Supervisor Candace Andersen, Vice Chair
Agenda Items:Items may be taken out of order based on the business of the day and preference of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers may be
limited to three minutes).
3.APPROVE Record of Action from the December 16, 2021 meeting. (Page 4)
4.CONSIDER interviewing applicants for one (1) at-large representative seat and one (1) community based
organization representative seat on the Juvenile Justice Coordinating Council. (Esa Ehmen-Krause, Chief
Probation Officer) (Page 7)
5.CONSIDER receiving a report from the W. Haywood Burns Institute on the progress and activities of the
County’s Racial Justice Oversight Body in 2021. (Patrice Guillory, ORJ Director) (Page 36)
6.CONSIDER reviewing and approving the fiscal year 2022/23 AB 109 budget proposal, as recommended by the
Community Corrections Partnership-Executive Committee. (Paul Reyes, Senior Deputy County Administrator)
(Page 97)
7.CONSIDER approving a recruitment process to fill two (2) vacant Community-based Representative Seats 8 and
9 and nine (9) Community-based Representative Seats set to expire on December 31, 2022 on the Racial Justice
Oversight Body. (Patrice Guillory, Office of Reentry and Justice Director) (Page 161)
8.CONSIDER approving the proposed 2022 Committee meeting schedule and work plan, or provide direction to
staff regarding any changes thereto. (Paul Reyes, Senior Deputy County Administrator) (Page 165)
9.The next meeting is currently scheduled for March 28, 2022 at 10:30 am.
10.Adjourn
The Public Protection Committee will provide reasonable accommodations for persons with disabilities planning to attend
Public Protection Committee meetings. Contact the staff person listed below at least 72 hours before the meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the County to a
majority of members of the Public Protection Committee less than 96 hours prior to that meeting are available for public
inspection at 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:02/28/2022
Subject:RECORD OF ACTION - December 16, 2021
Submitted For: PUBLIC PROTECTION COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: RECORD OF ACTION - December 16, 2021
Presenter: Paul Reyes, Committee Staff Contact: Paul Reyes, (925) 655-2049
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 December 16, 2021 meeting.
Recommendation(s)/Next Step(s):
APPROVE Record of Action from the December 16, 2021 meeting.
Fiscal Impact (if any):
No fiscal impact. This item is informational only.
Attachments
Record of Action - December 16, 2021
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PUBLIC PROTECTION COMMITTEE
RECORD OF ACTION FOR
December 16, 2021
Supervisor Federal D. Glover, Chair
Supervisor Candace Andersen, Vice Chair
Present: Candace Andersen, Chair
Federal D. Glover, Vice Chair
Staff
Present:
Paul Reyes, Senior Deputy County Administrator
1.Introductions
Convened - 1:00 pm
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers
may be limited to three minutes).
No public comment.
3.APPROVE Record of Action from the October 25, 2021 meeting.
Approved as presented.
AYE: Chair Candace Andersen
Vice Chair Federal D. Glover
4.1. CONSIDER interviewing applicants for a seat on the Juvenile Justice Coordinating Council (JJCC)
reserved for Three (3) at-large representative seats and Two (2) community based organization
representative seats on the JJCC.
2. RECOMMEND candidate for the vacant seat identified above to the Board of Supervisors for
appointment consideration.
The Committee conducted interviews and recommended the following candidates for
appointment:
Trevor Arceneaux (community based organization seat)
Louise Buckingham (at-large seat)
Denise MIlls - (at-large seat)
AYE: Chair Candace Andersen
Vice Chair Federal D. Glover
5.RECEIVE an update on County criminal justice fees and the impacts of AB 1869 (Criminal Fees).
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The Committee received an update on criminal justice fees. This was an informational item only,
no action taken.
6.1. RECEIVE an update on open Committee referrals; and
2. PROVIDE direction to staff as appropriate.
Committee received a update on the ongoing referrals and requested staff to include an update
on the Stepping Up Initiative (including the A3-Anyone Anywhere Anytime initiative).
AYE: Chair Candace Andersen
Vice Chair Federal D. Glover
7.The next meeting is not currently scheduled.
8.Adjourn
Adjourned - 1:28 pm
For Additional Information Contact:
Paul Reyes, Committee Staff
Phone (925) 335-1096, Fax (925) 646-1353
paul.reyes@cao.cccounty.us
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PUBLIC PROTECTION COMMITTEE 4.
Meeting Date:02/28/2022
Subject:Juvenile Justice Coordinating Council Applicants for one (1) At-Large Representative seat and one (1)
Community Based Organization Representative seat
Submitted For: Esa Ehmen-Krause, County Probation Officer
Department:Probation
Referral No.: n/a
Referral Name: Juvenile Justice Coordinating Council
Presenter: Esa Ehmen-Krause Contact: Deborah Caldwell 925-313-4188
Referral History:
The Juvenile Justice Coordinating Council (JJCC) is a multiagency advisory body that informs the development and
implementation of a countywide juvenile justice plan composed of several critical parts, including, but not limited to an
assessment of existing law enforcement, probation, education, mental health, health, social services, drug and alcohol and youth
services resources which specifically target both at-promise as well as system-involved youth, and their families. The JJCC
also coordinates on a countywide basis the work of those governmental and non-governmental organizations engaged in
activities designed to reduce the incidence of juvenile crime and delinquency in the greater community, develop information
and intelligence-sharing systems to ensure that county actions are fully coordinated, and provide data and appropriate outcome
measures.
The Juvenile Justice Coordinating Council is composed of 20 members. Ten (10) Ex-Officio Members include the Chief
Probation Officer (Chair), District Attorney’s Office representative, Public Defender’s Office representative, Sheriff’s Office
representative, Board of Supervisors’ representative, Employment and Human Services Department representative, Behavioral
Health Services representative, Alcohol and Other Drugs Division representative, Public Health representative, Juvenile Justice
Commission Chair. Ten (10) additional JJCC members are appointed by the Board of Supervisors as follows: City Police
Department representative, County Office of Education or a School District representative, four (4) At-Large community
members, residing or working within Contra Costa County, two (2) Community-Based Organization representatives, and two
(2) At-Large youth, fourteen to twenty-five years old and residing or working within Contra Costa County.
Referral Update:
The Probation Department issued a Press Release on February 1, 2022 (Attachment A) to recruit for one (1) At-Large
Representative seat and one (1) Community Based Organization Representative seat on the Juvenile Justice Coordinating
Council (JJCC). Probation received a total of three (3) applications prior to the deadline. Three (3) applications are included as
Attachment B with personal contact information and signatures redacted. All applicants were invited to participate in public
interviews scheduled for this Public Protection Committee meeting. A summary of the information provided by the three
applicants is included as Attachment C, organized by the applicant's last name. A list of the JJCC members has been attached
as Attachment D for your information.
Recommendation(s)/Next Step(s):
1. CONSIDER interviewing applicants for a seat on the Juvenile Justice Coordinating Council (JJCC) reserved for one (1)
At-Large Representative seat and one (1) Community Based Organization Representative seat on the JJCC.
2. RECOMMEND candidate for the vacant seat identified above to the Board of Supervisors for appointment consideration.
Fiscal Impact (if any):
No Fiscal Impact
Page 7 of 167
Attachments
Attachment A-Recruitment Press Release
Attachment B-Applications
Attachment C- Applicant Summary
Attachment D-JJCC Membership
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ATTACHMENT C
JUVENILE JUSTICE COORDINATING COUNCIL APPLICANT SUMMARY
Last
Name
First
Name District
Seat
Eligibility City
Current
Employment/Volunteer Interest
Potts Sr. Dameon 4 At-Large Richmond Advance Behavioral
Technician
Would be an asset to help better our
community more. Frequently volunteers at
local youth centers to speak on education
and degrees.
Stratton Neil 4 At-Large &
CBO
Concord Retired Captain for
Walnut Creek PD;
Contra Costa Kops for
Kids
Has long -term interest in programs for
youths. Was involved with Contra Costa Kops
for Kids for 26 years. Served three four-year
terms on the Contra Costa Juvenile
Justice/Delinquency Prevention
Commissions.
VanHook Julius 5 At-Large &
CBO
Hercules Interfaith Juvenile
Chaplain
Has been a K-12 educator, college counselor,
youth pastor, and community organizer. Has
an undying and unwavering commitment to
the success of all young people.
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PUBLIC PROTECTION COMMITTEE 5.
Meeting Date:02/28/2022
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: Referral on Racial Justice Oversight Body
Presenter: Christopher James, W. Haywood Burns Institute Contact: Patrice Guillory, (925) 313-4087
Referral History:
In April 2016, the Board of Supervisors (BOS) accepted recommendations from the Public Protection Committee to form a
17-member Racial Justice Task Force and then appointed members to this Task Force in September 2016. After Resource
Developments Associates was awarded a contract by the County in February 2017 to provide facilitation and data analysis
services, the Racial Justice Task Force was convened from April 2017 through June 2018. During this time the Task Force
reviewed data on local criminal and juvenile justice systems and processes, discussed best practices and emerging practices to
address racial disparities in those systems and processes, and ultimately developed a set of recommendations that would help
the County reduce the identified disparities.
In July 2018, the Board of Supervisors adopted the "Racial Justice Task Force - Final Report and Recommendations" (see
Attachment B) with the exclusion of recommendations #18 and #19. The first recommendation called for the establishment of
a Racial Justice Oversight Body (RJOB) that would “meet on a quarterly basis” to “oversee the implementation of the
recommendations” and provide the County with a report of its activities “on an annual basis.” Based on this recommendation,
in November 2018 the Public Protection Committee nominated individuals for appointment to the RJOB, and on December 4,
2018, the Board made the appointments.
Referral Update:
After the Office of Reentry and Justice staff concluded a contractor solicitation process, on April 16, 2019, the Board of
Supervisors approved the execution of a contract with the W. Haywood Burns institute (BI) to provide committee consulting
and development services for the Racial Justice Oversight Body (RJOB).
In this role, BI was contracted to perform the following services:
Support meaningful participation by all members and efficient and effective decision making;1.
Create a structure that will allow the RJOB to achieve its objectives;2.
Assess progress toward two-year work plan for the RJOB, and facilitate RJOB meetings and activities in a way that
ensures engagement and participation among RJOB membership in order to meet the Body’s objectives;
3.
Engage and support stakeholders in their efforts to implement recommendations of the Racial Justice Task Force;4.
Provide the RJOB with research support and subject-matter expertise in areas related to racial justice, criminal and
juvenile justice reform, data and evaluation, and community engagement;
5.
Produce and present a final public report detailing the RJOB’s progress in addressing racial and ethnic disparities of the
local criminal and juvenile justice systems;
6.
In July 2019, BI convened the first quarterly RJOB meeting. Since then BI has helped the body develop Bylaws (Attachment
C ), structure itself into three subcommittees that have met monthly, and assisted each subcommittee in working toward their
objectives as identified in their work plans. The current Bylaws are still pending final approval by the Board of Supervisors.
Additionally, BI has provided a status report detailing the progress the RJOB has made to date (Attachment A). The Office of
Reentry and Justice will work with the County Administrator's Office and BI to update the workplans to align them with the
recommendations referred by the Board of Supervisors.
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In 2021, the RJOB had the following actions:
* The Sheriff's Office and Office of Education have also provided data to the Data Subcommittee.
RJOB Action Related BOS
Recommendation
Endorsement of the Miles Hall Lifeline Act #3
Request technical assistance for community capacity
fund
#11
Requested a commendation for the Probation
Department for their engagement and data
transparency*
#5
Requested creation of a Sheriff Oversight Body Not related to the referred
recommendations
Proposed updated Bylaws to address membership
and quorum issues
Administrative
Recommendation(s)/Next Step(s):
RECEIVE a report from the W. Haywood Burns Institute on the progress and activities of the County’s Racial Justice
Oversight Body in 2021, and provide direction to staff as needed.
Attachments
Attachment A - The W. Haywood Burns Institute – 2021 RJOB Final Project Report & Presentation
Attachment B - Racial Justice Task Force Recommendations
Attachment C - RJOB Amended Bylaws (Redline Copy & Clean Copy)
Attachment D - RJOB Work Plan
Attachment E - RJOB Community Engagement and Funding Subcommittee Work Plan
Attachment F - RJOB Data Subcommittee Work Plan
Attachment G - RJOB Diversion Subcommittee Work Plan
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1
Contra Costa County
Racial Justice Oversight Body
2021 Final Project 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. In 2021, the Body duly
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2
elected Ellen McDonnell of the Contra Costa County Public Defender’s Office and Tamisha
Walker of the Safe Return Project as co-chairs.
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 Rebecca Vichiquis of the County Office of Education
• Diversion Subcommittee, chaired by Stephanie Medley of the RYSE Center
Over the course of 2021, the Community Engagement & Funding Subcommittee has met a total
of eight times, while the Data Subcommittee has met a total of ten times, and the Diversion
Subcommittee has met a total of nine times.
Background
The operative word for the RJOB in 2021 was transition. From shifts within the ORJ to
unforeseen changes within the Body itself, much has changed over the course of the year. Many
of these cost the group time and momentum, often displacing continuity. Despite those setbacks,
the work has continued as much as possible, with new members joining the Body, others leaving
it, and some significant leadership changes within the Body at large as well as within the
subcommittees.
Additionally, burnout may have played a significant role in the relative lack of momentum on
some of the year’s identified objectives and goals. Many of the RJOB members work on several
other similarly situated advisory boards or other collaborative spaces working to create positive
changes within the County. This has a significant impact because much of the work requires
additional working meetings beyond the regularly scheduled meetings scheduled for each
subcommittee. Because so many of the members have a severely limited amount of time to
dedicate to ad-hoc meetings, it can be difficult to have the participation and focus required to
move some of these meetings along.
Significant progress involving data collection, analysis, and public reporting remained a central
focus throughout the year considering the fact that the RJOB is reliant on individual agencies to
agree to share data in order to meet the Body’s goals and objectives. While there is plenty of
work left to be done, the Body is beginning to hit a stride in making requests, following up, and
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making the data it has received so far available to the public. However, with many County
agencies not yet sharing data with the RJOB, and data remaining imperative to nearly every
objective, data will remain a focal point of the work as it continues in 2022.
Observations and Findings
I. Activities and Accomplishments
The RJOB has continued to work toward its identified priorities within its work plan. Much of
this work is divided among the subcommittees – Community Engagement and Funding, Data,
and Diversion. Led by the Data subcommittee, the RJOB petitioned both the Police Chiefs’
Association and Mayors’ Conference at meetings this year. Representatives made formal
requests for local police departments to share race/ethnicity data concerning local jail
admissions, which will provide greater transparency while leading to insightful analysis to
inform policy and practice changes. The RJOB also discussed background check and recruitment
processes for law enforcement agents within the County after receiving concerned public
comment. Finally, due to state legislative changes, the RJOB has asked for the creation of a
Sheriff Oversight Board pursuant to government code section 25303.7 and refer back to RJOB
for recommendations regarding its charge and composition. The complete list of Body actions
taken this year are as follows:
• 5/6/21: On behalf of the CEF Subcommittee, to strongly recommend to the BOS that they
endorse the creation of the Miles Hall Non-Police Response Unit and AB 988 (The Miles
Hall Lifeline Act).
• 5/6/21: On behalf of the CEF Subcommittee, to request initial funding from the BOS for
technical assistance with development of a proposal for a two-phase, hybrid cohort
community capacity fund.
• 5/6/21: On behalf of the Data Subcommittee, request a commendation to Probation at the
BOS for their engagement in the subcommittee and their willingness to share data and
promote transparency.
• 8/5/21: RJOB urges the BOS to create a Sheriff Oversight Board pursuant to government
code section 25303.7 and refer back to RJOB for recommendations regarding its charge
and composition.
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• 11/4/21: Approved changes to Body membership and bylaws resulting from existing
vacancies and address challenges with maintaining quorum.
Despite the numerous activities and accomplishments listed, the bulk of the RJOB’s work resides
within the subcommittees. Each subcommittee’s work is detailed below:
A. The Community Engagement and Funding Subcommittee has worked to define
guidelines for the development of a community capacity fund, ultimately leading to a
recommendation to the Board of Supervisors to enlist the services of a technical
assistance provider to assist with fund development and provide substantive support,
consultation, and financial support to participating community-based organizations. The
CEF subcommittee has also been working toward hosting a community data forum, in
partnership with the Data subcommittee, to engage and support community conversations
surrounding the publicly accessible data retrieved by the Body. The CEF was unable to
sustain the momentum it built last year on the objective of working toward a Youth
Advisory Council, which would provide youth the opportunity to be heard and make
contributions toward the recommendations regarding the criminal legal system and its
policies for those under the age of 18. These efforts will re-launch in 2022.
B. The Data Subcommittee has seen significant progress this year, spearheading efforts to
support RJOB’s leadership in presenting to both the Police Chiefs’ Association as well as
the Mayor’s Conference. In addition to developing these presentations, the Data
subcommittee has submitted written requests to the DA’s office and has received a
preliminary response. Additionally, this subcommittee has secured data on a quarterly
basis from the Sheriff’s Office, the Probation Department, and the County’s Office of
Education. Furthermore, the subcommittee has supported posting these data reports and
findings on the RJOB’s webpage, making all of the data it currently receives available to
the public. While this is not a dashboard, until logistics and content for a fully
functioning dashboard are fully executed, this is a significant step toward immediate data
transparency. The data subcommittee is also supporting the development of a community
forum to share current data and get community feedback, which will be held early 2022.
Finally, based on the disparities found in the data reporting at the point of arrest for youth
and juveniles and after further exploration with a few local law enforcement agencies,
this subcommittee has discovered that there is currently little to no training for law
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enforcement on engagement with youth and knowledge of adolescent brain development
and cognitive behavior. With this understanding and potential for reducing a disparity
among young people at arrest, the subcommittee is currently seeking to secure funding
for an evidence-based training program for local law enforcement officers across the
County.
C. The Diversion Subcommittee finalized its definition of diversion and proceeded to
invite presenters from various current and previous diversionary programs administered
by County agencies and local law enforcement, outlining details such as eligibility
criteria, utilization rates, offense types, etc. As the group continued to dig deeper into
diversionary programs, it became clear that while it hopes to develop specific,
programmatic recommendations for use in all county-led diversion programs, there are
relatively basic needs which must first be addressed. These include the collection of
race/ethnicity data for referrals and tracking data on successful completions vs.
unsuccessful referrals, among others. The diversion subcommittee continues to work
toward developing equitable and inclusive eligibility criteria to be used countywide.
Members of the subcommittee have identified transition aged youth as a priority
population due to lack of services and resources.
II. Attendance
The RJOB will have two vacancies entering the new year due to inactive participation and
changes in personal schedules impeding member involvement. This impacted quorum and
presented several challenges for the CEF subcommittee to hold and continue meeting
proceedings throughout the year. The CEF subcommittee canceled three meetings due to quorum
challenges – on February 11th, August 12th, and November 15th – and has made changes to its
roster later in the year in hopes to address the issues and ensure that quorum will be met going
forward. It will be important to ensure equity and inclusion going forward in filling vacancies
and would be a great idea to potentially bring on some relative newcomers to serve on the RJOB
to address the burnout issues mentioned above and bring new and evolving ideas and
perspectives to the work as a whole. The Diversion subcommittee has had two meeting
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cancellations this year, both due to presenters who were unable to submit their materials on time
for inclusion in the meeting agenda packets.
III. Proposed Work Plan/Objectives for Next Year
The RJOB will continue to work toward the objectives laid out in its initial work plan, which
primarily consists of the recommendations developed by the Racial Justice Task Force. Many of
these recommendations will be carried out by the subcommittees on 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 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 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 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’s work is also directly aligned with RJOB Work Plan Objective 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.’ 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.
Page 43 of 167
475 14th St. Suite 800 CA 94612
Telephone (415) 321 – 4100 Fax (415) 321 – 4140
www.burnsinstitute.org
7
The Data subcommittee, in addition to its primary goal which is captured by Objective 11 above,
has also made significant progress on Objective 2, which reads in part, “Office of Reentry and
Justice shall publish data related to the demographic, criminal justice, law enforcement, and
education patterns present within the County by race/ethnicity.” Establishing the data website
which houses all the data collected and shared with the RJOB to date is in service to this
objective from the Data subcommittee’s work plan.
Recommendations
In addition to any relevant recommendations included in earlier reports, we also recommend the
following:
Building on a previous recommendation about the development of an orientation meeting and
materials for new members (with at least two vacancies left for new members potentially joining
the RJOB, and the expiration of term for all nine CBO Representatives seats, Local Law
Enforcement Representative Seat, and Local School District Representative seat at the end of
2022), we recommend a significant and coordinated effort to bring on a few members who may
not be experienced at this level. Currently, many members have much experience and are spread
thin among several engagements at the County level. This will mean spending significant time to
build the skills and confidence of the new members as the work continues, in hopes of
developing new perspectives as well as new County advocates with potentially more time to
engage this work and play an active role within it. Additionally we recommend reaching out by
e-mail to members who miss meetings, which should include a copy of the Record of Actions or
some similar document. This could help to build continuity and accountability for members who
miss meetings and may help to establish better communication in the event of scheduling issues
or other unforeseen conflicts and has had this impact in other jurisdictions.
While meetings remain virtual, we would also recommend more expansive use of programs such
as Jamboard or other collaboration tools which allow users to work on the same document in real
time. Such tools give members time to think and respond, even if some members or public
meeting attendees do not feel comfortable speaking up in a meeting, or may not have a timely
response as an agenda item prompt is announced. Additionally, these tools are helpful in
developing more of a culture within the RJOB around working meetings, which will remain a
Page 44 of 167
475 14th St. Suite 800 CA 94612
Telephone (415) 321 – 4100 Fax (415) 321 – 4140
www.burnsinstitute.org
8
necessary part of the work, in addition to reports on agenda items. A balance between both
approaches is preferred in addition to ad-hoc working meetings between small groups of
subcommittee members which do not constitute a quorum.
Related to the previous recommendation, we may need to consider the practice of developing
and distinguishing working meetings from meetings which move along more quickly between
agenda items. This practice would alert members that they will be expected to engage at a
detailed level with materials, providing feedback and input. Such meetings may feature long
pauses and may not appear as polished or efficient as others, but these are expected parts of the
process when working on a document or providing feedback in real time and having such
meetings occur at designated times may help everyone to be comfortable with this meeting style
and to prepare to fully participate.
Questions remain within the RJOB about what the Body has the authority to do and at what point
it has reached the limit of its authority and must submit actions for approval by the Board of
Supervisors. Additionally, when and how to properly submit items which the Body has agreed
upon to the Board of Supervisors seems relatively unclear among RJOB members. We would
recommend that the RJOB meet with the Board of Supervisors at least semiannually, as this
would create direct communication between the two groups, allowing the Board of Supervisors
to hear directly not just the concerns and recommendations of the RJOB so that it can make the
appropriate actions or inquiries, but also the context and thought processes behind each one for
the best understanding. Such meetings would also allow the RJOB to follow up with the Board
of Supervisors for updates on recommendations and other items submitted to the Board for
approval, and would help to demystify the process of communicating with and working
alongside the Board of Supervisors to achieve important goals and objectives which are all
oriented toward more racially equitable outcomes in the Contra Costa County justice system.
Conclusion
While progress may sometimes appear to be slow, particularly considering the ambitious
recommendations set forth by the RJTF for the RJOB to implement, it is important to point out
the many strides the RJOB has been able to make this year. In particular, the Data subcommittee
is to be commended for its efforts which have resulted in receiving race/ethnicity data from
Probation, the Sheriff’s office, and County Office of Education in addition to submitting and
Page 45 of 167
475 14th St. Suite 800 CA 94612
Telephone (415) 321 – 4100 Fax (415) 321 – 4140
www.burnsinstitute.org
9
presenting requests to other relevant agencies within the local criminal legal system throughout
the year. These developments are the result of hard work and will impact every level of the
Body’s work going forward, as data is extremely important to help inform system decision-
making to improve outcomes.
We will also institute a practice of prioritizing a few yearly goals among the many sweeping
recommendations and moving those ahead as efficiently as possible to continue building
momentum toward some of the larger and more challenging projects within the RJOB’s charge.
As the Body moves forward with renewed commitment to this work, orienting new members and
maintaining feedback loops among the existing membership will be crucial to ensure maximum
participation. Building a closer working relationship with the Board of Supervisors will also be
an imperative development, helping to generate more action and continuity after the RJOB
agrees to take certain action steps. This will help to eliminate burnout concerns as members
begin to see their work come to fruition and have a direct line of communication, as opposed to
feeling that much is beyond their control. In turn, that relationship will build community
confidence, not only in the RJOB but in the process of engaging systems at this level to be
accountable for racially equitable outcomes. Community confidence and buy-in surrounding
these entities and processes is extremely important to building a safer, healthier, and more
racially equitable Contra Costa County.
The BI continues to believe in the potential within the County to make pragmatic policy/practice
changes as well as the larger cultural shifts necessary to achieve that vision, and we remain
committed to the work such a vision will warrant.
Page 46 of 167
RJOB Progress
Report 2021
Public Protection Committee Meeting
Monday, February 28
Page 47 of 167
Agenda
Background
Actions
Activities
Recommendations
Page 48 of 167
Background
●18 -seat Body: meets quarterly
○9 criminal legal system stakeholders
○9 CBO members
○2 co-chairs: 1 CBO, 1 system
●3 Subcommittees: meet monthly
○Diversion
○Data
○Community Engagement and Funding
Page 49 of 167
Background
●Lots of transitions:
○Leadership and Membership
●Ambitious, sweeping recommendations
●Signs of burnout:
○Ad-hoc meetings
●Data subcommittee emerged
Page 50 of 167
Actions in 2021
1.Endorsement of the Miles Hall Lifeline Act
Page 51 of 167
Actions in 2021
2.Requesting technical assistance for community capacity fund
Page 52 of 167
Actions in 2021
3.Requesting a commendation for the Probation Dept. for
engagement and data transparency
Page 53 of 167
Actions in 2021
4.Requesting creation of a Sheriff Oversight Body
Page 54 of 167
Actions in 2021
5.Changes to membership and bylaws in response to quorum issues
Page 55 of 167
Activities
Community
Engagement and
Funding
Subcommittee
●Developed guidelines for community capacity fund
●Hosted a community data forum with support from
the Data Subcommittee
●Re-launching Youth Advisory Council efforts
Page 56 of 167
Activities
Diversion
Subcommittee
●Received presentation from local officials
on active diversion programs
●Began developing eligibility criteria
●Identified Transition Aged Youth as an
area of focus
Page 57 of 167
Activities
Data
Subcommittee
●Secured data from three local agencies
○Probation
○Sheriff’s Office
○COE
●Made data requests from local
organizations/agencies
○Police Chiefs’ Association
○Mayors’ Conference
○DA’s Office
●Supporting the development of youth development
training for local law enforcement
Page 58 of 167
Recommendations
1.Recruit less experienced/obligated members to the
Body
Page 59 of 167
Recommendations
2. Use of expansive programs and apps for collaboration
between members and the public
E.g. Jamboard, Mentimeter, polls
Page 60 of 167
Recommendations
3. Institute a practice of having designated working meetings
Distinct from regular meetings
Page 61 of 167
Recommendations
4. At least two meetings per year between the BOS* and the
RJOB
*and/or PPC
Page 62 of 167
Questions?
Page 63 of 167
Thank you!
Christopher James
Racial Justice & Well Being Associate
W. Haywood Burns Institute
cjames@burnsinstitute.org
(415) 321-4100, Ext. 103
Page 64 of 167
Contra Costa County
Racial Justice Task Force – Final Report and Recommendations
June 2018 | 1
RJTF Recommendations
Oversight and Accountability
1) The Racial Justice Task Force recommends that the Board of Supervisors appoint a Racial Justice
Oversight Body (RJOB) to oversee the implementation of the recommendations made by the Task
Force, as specified by the Board of Supervisors. The RJOB would meet on a quarterly basis and
report to the Board on an annual basis. The RJOB shall be made up of the following members:
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 Board of Education
8. A representative from Contra Costa County Health Services
9. Eight community-based representatives, that include at a minimum:
a. Two members of the Racial Justice Coalition,
b. Two individuals with prior personal criminal or juvenile justice system
involvement,
c. Three representatives from community-based organizations that work with
individuals in the justice system, including at least one person who works
directly with youth
d. One representative from a faith-based organization
Any individual may meet more than one of these qualifications.
The RJTF further recommends that the work of this body be staffed by the County Office of
Reentry and Justice, and that funds for facilitation be allocated through an RFP process.
1) a. The RJOB should or a subcommittee thereof should review local criminal and juvenile justice data
in order to identify and report on racial disparities. This will include a review of use-of-force data,
as available from the California Department of Justice’s Open Justice data.
Diversion
2) With the goal of reducing racial disparities in the Contra Costa County criminal justice system,
form a committee to recommend countywide criteria and protocols for formal and informal
diversion. The recommendations shall be evidence-based and follow established best practices.
In considering what criteria and protocols to recommend, the committee shall
1. Develop separate recommendations for adult and juvenile populations.
2. Strive to ensure the broadest possible pool of eligible participants.
Attachment B
Page 65 of 167
Contra Costa County
Racial Justice Task Force – Final Report and Recommendations
June 2018 | 2
3. Strive to ensure that prior criminal justice involvement does not bar a person’s eligibility
for diversion.
4. Ensure that the inability to pay for the costs of diversion will not prohibit participation.
5. Recommend, as appropriate, partnerships between law enforcement agencies and
community-based organizations to provide diversion services and oversight.
This committee may be a subgroup of the Racial Justice Oversight Body (RJOB) and will report to
the RJOB.
3) Expand the use of crisis intervention teams, mobile crisis teams, and behavioral health assessment
teams so they are available across the County.
4) Local law enforcement agencies shall issue citations and establish non-enforcement diversion
programs as an alternative to arrests.
Data
5) All Contra Costa County criminal justice agencies and local law enforcement agencies shall
collect individual-level data on all individual encounters with criminal and juvenile justice
systems and processes. In so doing, they should consult best practices to balance data needs
with confidentiality regulations.
a. Office of Reentry and Justice shall publish race-specific data online on all of the above to
create greater transparency and accountability of the County criminal justice agencies
and local enforcement agencies.
b. All Contra Costa County criminal justice agencies and local law enforcement agencies shall
improve capacity for data collection and analysis including expanding staff with data
analysis capabilities.
c. Office of Reentry and Justice shall support analysis of interventions implemented
through the RJTF to measure efficacy and assess impact on racial disparities.
County Support for Local Agencies
6) The County shall work with local enforcement agencies to seek funds that support the integration
of de-escalation and behavioral health intervention trainings into local enforcement agency
regional academy and/or department orientations.
a. The County shall work with local enforcement agencies to seek funds to implement
improved procedural justice practices and implicit bias training.
i. Identify funding for procedural justice training utilizing the train the trainer
model.
ii. Work with the Chief’s Association to create a forum to share information and
strengthen promising practices around procedural justice and implicit bias
trainings.
7) In addition, local enforcement agencies in Contra Costa County should:
i. Ensure inclusion of de-escalation and behavioral health intervention trainings
into local enforcement agency regional academy and/or department orientations
Attachment B
Page 66 of 167
Contra Costa County
Racial Justice Task Force – Final Report and Recommendations
June 2018 | 3
ii. Provide procedural justice and implicit bias training to all staff
8) The County Office of Education shall provide resources to incentivize school districts to explore,
evaluate, implement or expand existing non-punitive discipline practices, such as Positive
Behavioral Interventions Support (PBIS) and Restorative Justice (RJ) practices.
i. Identify funding for continuous training and technical assistance to all schools in
the County to support implementation of PBIS and Restorative Justice, as well as
data collection to assess implementation and impact.
9) The County Office of Education shall work with school districts to provide behavioral health
services such as counseling, peer support, and early intervention services for youth presenting
signs of emotional, mental, and/or behavioral distress.
Community Engagement and Services
10) County criminal justice agencies shall establish formal partnerships with community-based
organizations to provide greater capacity for
i. diversion,
ii. reentry programs,
iii. alternatives to detention
iv. pretrial services
v. in custody programming
All community-based organizations receiving funding from the County shall be evaluated for
efficacy and effectiveness of program goals and objectives to ensure populations are
appropriately served. Community input shall be an integral part of this process.
11) Establish a community capacity fund to build the capacity of community-based organizations –
especially those staffed by formerly incarcerated individuals – to contract with the County and
provide services to reentry clients.
12) The County and/or RJOB shall collaborate with the Community Corrections Partnership- Executive
Committee (CCP-EC) to consider increasing realignment funding for community services.
Practices Related to Trial and Adjudication Processes
13) Encourage the Superior Court to return to the process of jury selection whereby jurors are called
to service to their local branch court for misdemeanor trials.
14) The Public Defender’s Office shall hire social workers who can assess clients’ psychosocial needs
and link them to services.
15) The Public Defender’s Office, either directly or through partnerships with community-based
organizations, should offer civil legal representation to clients. For youth, this should focus on
educational advocacy.
Confinement
16) Expand eligibility for Pre-Trial Services and increase Pre-Trial Services staffing, with a focus on
reducing racial disparities and replacing the money bail system.
Attachment B
Page 67 of 167
Contra Costa County
Racial Justice Task Force – Final Report and Recommendations
June 2018 | 4
17) Expand the current pre-release pilot to serve all individuals in custody.
18) Establish an independent grievance process for individuals in custody in County adult detention
facilities to report concerns related to conditions of confinement based on gender, race, religion,
and national origin. This process shall not operate via the Sheriff’s Office or require any review by
Sheriff’s Office staff.
19) Establish an independent monitoring body to oversee conditions of confinement in County adult
detention facilities based on gender, race, religion, and national origin and report back to the
Board of Supervisors.
Other
20) All County staff shall participate in and complete implicit bias training.
Attachment B
Page 68 of 167
1
CONTRA COSTA COUNTY
RACIAL JUSTICE OVERSIGHT BODY
BY-LAWS
(Adopted by the Racial Justice Oversight Body on November 4, 2021 - REDLINED)
Article I – Purpose
The Racial Justice Oversight Body (RJOB or Body) was established by the Contra Costa County Board of
Supervisors to oversee the implementation of the recommendations made by the Racial Justice Task
Force, and accepted, as specified, by the Board of Supervisors.1
Article II – Membership
A. Composition: The RJOB shall consist of the following 18 members2:
Ex‐Officio Members:
1. The Sheriff or his designee;
2. The Chief Probation Officer or his designee;
3. The Public Defender or her designee;
4. The District Attorney or her designee;
Other Appointed Members:
5. A representative from the Superior Court, as a non-voting member;
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;
Appointed Members (appointed by the Board of Supervisors):
10. Nine community-based representatives, including:
• two members of the Contra Costa Racial Justice Coalition,
1 Item D.8. Contra Costa County Board of Supervisors Meeting. December 4, 2018.
Link 1:
http://64.166.146.245/agenda_publish.cfm?id=&mt=ALL&get_month=12&get_year=2018&dsp=agm&seq=35972
&rev=0&ag=1165&ln=71059&nseq=35992&nrev=0&pseq=35929&prev=0#ReturnTo71059
Link 2 (pdf):
http://64.166.146.245/public//print/ag_memo_pdf_popup.cfm?seq=35972&rev_num=0&mode=CUSTOM
2 Racial Justice Oversight Body webpage. https://contra-
costa.granicus.com/boards/w/26cad49fec719903/boards/27221
Page 69 of 167
2
• 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.
B. Terms of Office: Ex‐Officio and Other Appointed members shall serve during their terms of office
or appointment. Members appointed by the Board of Supervisors shall have two-year terms
beginning on the date of appointment by the Board, but shall serve at the pleasure of the Board
of Supervisors and may be removed from office by a majority vote of the Board of Supervisors
(See Board of Supervisors Resolution No. 2011/497). Members are required to participate in all
scheduled quarterly meetings and are expected to regularly participate in at least one (1)
Subcommittee throughout the duration of their membership term.
C. Resignation: Any appointed member may resign by giving written notice to the Clerk of the
Board of Supervisors.
D. Vacancies: The Body shall comply with the system for new appointments, resignations, and
replacements for Appointed Members as specified by the Contra Costa County Board of
Supervisors. Whenever an unscheduled vacancy occurs, the Board of Supervisors will fill the
vacancy pursuant to Government Code Section 54974. The term for the incoming member will
be to fill the vacancy for the remainder of the original term.
E. Absences: Members of the Body who have two (2) consecutive unexcused absences from the
scheduled quarterly meetings or who have not fulfilled their duties for a three-month period
may be declared inactive by the Body. This inactive seat may be declared vacant and filled by
the Board of Supervisors.
F. Alternates: Ex-Officio and Other Appointed members of the Body may be represented by an
alternate if the member is: (1) a County (or other public entity) officer; and (2) authorized to
appoint deputies, pursuant to Government Code Section 24101 (or other applicable law). An
alternate has all the duties, rights, and responsibilities of the member they represent.
G. Training Requirements:
1. Members must view the following training videos within 60 days of appointment.
• Brown Act and Better Government Ordinance Training Video3
• Ethics Training4
2. Members must complete “Training Certification for Members of a County Advisory
Body”.5
3 Link https://www.contracosta.ca.gov/7632/Training-Resources
4 Link https://www.contracosta.ca.gov/7632/Training-Resources
5 Contra Costa County Advisory Body Handbook. Contra Costa County Office of the Clerk of the Board. April 2012.
Page 86. http://www.co.contra-costa.ca.us/DocumentCenter/View/7614/2102MACHandbook?bidId=
Page 70 of 167
3
3. Members must attend any future trainings deemed necessary by the Body or
required by law.
Article III – Structure
A. Officers: The Body shall have two co-chairs: one Ex-officio member and one Appointed member.
The Co-chairs shall be elected by the members of the Body. The Co-Chair(s) will preside at all
meetings and proceed with the business of the Body in a manner prescribed in these Bylaws.
The Co-chairs will also decide questions of parliamentary procedure as needed. Co-chairs shall
serve a term of two (2) years.
B. Other Committees: The Body may establish up to three Subcommittees to address specific
issues or concerns.
1. Subcommittees may only be composed of Body members.
2. Subcommittees must report back to the Body at the Body’s regularly scheduled
meetings.
3. Subcommittee decisions shall be made by vote and governed by voting and quorum
rules set forth in these Bylaws. Decisions and voting tallies will be recorded in the
meeting summary report.
4. Subcommittees shall not engage in activities that are not within the purpose and
responsibilities outlined in these Bylaws and the BOS approved recommendations
from the Racial Justice Taskforce.
5. The Subcommittees may recommend policies and decisions falling within their
scope of authority to the full Body for approval, however the Subcommittees have
no authority to establish policy, make decisions, or hold non‐public meetings.
6. Each Subcommittee will function with a Subcommittee Chair(s). The Subcommittees
Chair(s) shall be responsible for conducting the Subcommittee’s meetings,
developing and distributing agendas, convening any necessary working groups, and
ensuring compliance with the Bylaws of the Body. Subcommittee chairs will be
elected by the Subcommittee.
Article IV – Meetings
A. Regular Meetings: Regular meetings of the Body and each Subcommittee shall be held at least
once during each calendar year quarter based on a schedule adopted by the Body and that
schedule may be changed as needed. In addition, regularly scheduled meetings may be canceled
by a majority vote of the Body or, for lack of business or lack of a quorum, by the Chair(s).
B. Special Meetings: Special meetings of the Body or any other committees may be called by the
Chair(s) at any time. Such meetings shall be called in accordance with the provisions of the
Brown Act and the Contra Costa County Better Government Ordinance.
C. Quorum: A quorum of the Body shall be a majority of the members or their alternates. A
quorum of a Subcommittee shall be a majority of the Body members or alternates assigned to
the Subcommittee. A “majority” of the members means more than half of the authorized
members, including any authorized alternates present for an absent member, whether or not all
Page 71 of 167
4
of the positions have been filled. No action shall be taken unless a quorum of members is
present for a meeting. If a quorum is not present, the meeting must be adjourned to the next
regular meeting. If a quorum is lost during the course of a meeting, following the loss of the
quorum the remaining members present must adjourn to the next regularly scheduled meeting.
D. Voting: Each member of the Body or any Subcommittee has one vote, and a majority vote of the
members present at a meeting is needed to pass a motion. No action can be taken without
quorum.
E. Conflict of Interest: A member of the Body must6
1. Avoid even the appearance of a conflict of interest.
2. Serve the needs and wishes of all citizens equally without regard for wealth.
3. Perform duties fairly, free from bias caused by financial interests of one’s self or
supporters.
4. As a general rule, no member shall participate as a member in any discussion or
voting if doing so would constitute a conflict of interest.
F. Order of Business: The regular order of business of the Body or any other Subcommittee shall
be:
1. Call to order
2. Public comment on unagendized items within the Body’s (or Subcommittee’s)
jurisdiction
3. Approve Record of Action from prior meeting
4. Consideration and action on agenda items
5. Adjournment
G. Public Access: All meetings of the Body and its Subcommittees shall be open and accessible to
the general public and held in accordance with the Ralph M. Brown Act and the Contra Costa
County Better Government Ordinance. Opportunity for public comment will be included in each
agenda item. In the interest of facilitating the business of the Body or standing committee, the
Chair(s) may set in advance of the presentation of public input reasonable time limits for oral
presentation.
Article V – Administration
The Body shall obtain staff support from the County Administrator’s Office of Reentry and Justice. The
staff will be responsible for the compilation and distribution of Body and Subcommittee meeting notices
and agendas. All records shall be maintained by appropriate staff.
Members of the Body shall serve without compensation and shall not receive reimbursement for any
expenses incurred while conducting official business.
Article VI – Changes to Bylaws
6 Resolution No. 2002/376: Board Policies Concerning Conflicts of Interest and Open Meeting Requirements
(Appendix 5 of the Advisory Body Handbook)
Page 72 of 167
5
The provisions of these Bylaws may be altered, amended or repealed by the Body, within the limitations
imposed by the Brown Act, the Contra Costa County Better Government Ordinance and the policies of
the Contra Costa County Board of Supervisors. No such alteration, amendment or repeal shall be
effective unless and until the change has been approved by the Board of Supervisors.
Page 73 of 167
1
CONTRA COSTA COUNTY
RACIAL JUSTICE OVERSIGHT BODY
BY-LAWS
(Adopted by the Racial Justice Oversight Body on November 4, 2021)
Article I – Purpose
The Racial Justice Oversight Body (RJOB or Body) was established by the Contra Costa County Board of
Supervisors to oversee the implementation of the recommendations made by the Racial Justice Task
Force, and accepted, as specified, by the Board of Supervisors.1
Article II – Membership
A. Composition: The RJOB shall consist of the following 18 members2:
Ex‐Officio Members:
1. The Sheriff or his designee;
2. The Chief Probation Officer or his designee;
3. The Public Defender or her designee;
4. The District Attorney or her designee;
Other Appointed Members:
5. A representative from the Superior Court, as a non-voting member;
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;
Appointed Members (appointed by the Board of Supervisors):
10. Nine community-based representatives, including:
• two members of the Contra Costa Racial Justice Coalition,
1 Item D.8. Contra Costa County Board of Supervisors Meeting. December 4, 2018.
Link 1:
http://64.166.146.245/agenda_publish.cfm?id=&mt=ALL&get_month=12&get_year=2018&dsp=agm&seq=35972
&rev=0&ag=1165&ln=71059&nseq=35992&nrev=0&pseq=35929&prev=0#ReturnTo71059
Link 2 (pdf):
http://64.166.146.245/public//print/ag_memo_pdf_popup.cfm?seq=35972&rev_num=0&mode=CUSTOM
2 Racial Justice Oversight Body webpage. https://contra-
costa.granicus.com/boards/w/26cad49fec719903/boards/27221
Page 74 of 167
2
• 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.
B. Terms of Office: Ex‐Officio and Other Appointed members shall serve during their terms of office
or appointment. Members appointed by the Board of Supervisors shall have two-year terms
beginning on the date of appointment by the Board, but shall serve at the pleasure of the Board
of Supervisors and may be removed from office by a majority vote of the Board of Supervisors
(See Board of Supervisors Resolution No. 2011/497). Members are required to participate in all
scheduled quarterly meetings and are expected to regularly participate in at least one (1)
Subcommittee throughout the duration of their membership term.
C. Resignation: Any appointed member may resign by giving written notice to the Clerk of the
Board of Supervisors.
D. Vacancies: The Body shall comply with the system for new appointments, resignations, and
replacements for Appointed Members as specified by the Contra Costa County Board of
Supervisors. Whenever an unscheduled vacancy occurs, the Board of Supervisors will fill the
vacancy pursuant to Government Code Section 54974. The term for the incoming member will
be to fill the vacancy for the remainder of the original term.
E. Absences: Members of the Body who have two (2) consecutive unexcused absences from the
scheduled quarterly meetings or who have not fulfilled their duties for a three-month period
may be declared inactive by the Body. This inactive seat may be declared vacant and filled by
the Board of Supervisors.
F. Alternates: Ex-Officio and Other Appointed members of the Body may be represented by an
alternate if the member is: (1) a County (or other public entity) officer; and (2) authorized to
appoint deputies, pursuant to Government Code Section 24101 (or other applicable law). An
alternate has all the duties, rights, and responsibilities of the member they represent.
G. Training Requirements:
1. Members must view the following training videos within 60 days of appointment.
• Brown Act and Better Government Ordinance Training Video3
• Ethics Training4
2. Members must complete “Training Certification for Members of a County Advisory
Body”.5
3 Link https://www.contracosta.ca.gov/7632/Training-Resources
4 Link https://www.contracosta.ca.gov/7632/Training-Resources
5 Contra Costa County Advisory Body Handbook. Contra Costa County Office of the Clerk of the Board. April 2012.
Page 86. http://www.co.contra-costa.ca.us/DocumentCenter/View/7614/2102MACHandbook?bidId=
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3
3. Members must attend any future trainings deemed necessary by the Body or
required by law.
Article III – Structure
A. Officers: The Body shall have two co-chairs: one Ex-officio member and one Appointed member.
The Co-chairs shall be elected by the members of the Body. The Co-Chair(s) will preside at all
meetings and proceed with the business of the Body in a manner prescribed in these Bylaws.
The Co-chairs will also decide questions of parliamentary procedure as needed. Co-chairs shall
serve a term of two (2) years.
B. Other Committees: The Body may establish up to three Subcommittees to address specific
issues or concerns.
1. Subcommittees may only be composed of Body members.
2. Subcommittees must report back to the Body at the Body’s regularly scheduled
meetings.
3. Subcommittee decisions shall be made by vote and governed by voting and quorum
rules set forth in these Bylaws. Decisions and voting tallies will be recorded in the
meeting summary report.
4. Subcommittees shall not engage in activities that are not within the purpose and
responsibilities outlined in these Bylaws and the BOS approved recommendations
from the Racial Justice Taskforce.
5. The Subcommittees may recommend policies and decisions falling within their
scope of authority to the full Body for approval, however the Subcommittees have
no authority to establish policy, make decisions, or hold non‐public meetings.
6. Each Subcommittee will function with a Subcommittee Chair(s). The Subcommittees
Chair(s) shall be responsible for conducting the Subcommittee’s meetings,
developing and distributing agendas, convening any necessary working groups, and
ensuring compliance with the Bylaws of the Body. Subcommittee chairs will be
elected by the Subcommittee.
Article IV – Meetings
A. Regular Meetings: Regular meetings of the Body and each Subcommittee shall be held at least
once during each calendar year quarter based on a schedule adopted by the Body and that
schedule may be changed as needed. In addition, regularly scheduled meetings may be canceled
by a majority vote of the Body or, for lack of business or lack of a quorum, by the Chair(s).
B. Special Meetings: Special meetings of the Body or any other committees may be called by the
Chair(s) at any time. Such meetings shall be called in accordance with the provisions of the
Brown Act and the Contra Costa County Better Government Ordinance.
C. Quorum: A quorum of the Body shall be a majority of the members or their alternates. A
quorum of a Subcommittee shall be a majority of the Body members or alternates assigned to
the Subcommittee. A “majority” of the members means more than half of the authorized
members, including any authorized alternates present for an absent member, whether or not all
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of the positions have been filled. No action shall be taken unless a quorum of members is
present for a meeting. If a quorum is not present, the meeting must be adjourned to the next
regular meeting. If a quorum is lost during the course of a meeting, following the loss of the
quorum the remaining members present must adjourn to the next regularly scheduled meeting.
D.Voting: Each member of the Body or any Subcommittee has one vote, and a majority vote of the
members present at a meeting is needed to pass a motion. No action can be taken without
quorum.
E.Conflict of Interest: A member of the Body must6
1.Avoid even the appearance of a conflict of interest.
2.Serve the needs and wishes of all citizens equally without regard for wealth.
3.Perform duties fairly, free from bias caused by financial interests of one’s self or
supporters.
4.As a general rule, no member shall participate as a member in any discussion or
voting if doing so would constitute a conflict of interest.
F.Order of Business: The regular order of business of the Body or any other Subcommittee shall
be:
1.Call to order
2.Public comment on unagendized items within the Body’s (or Subcommittee’s)
jurisdiction
3.Approve Record of Action from prior meeting
4.Consideration and action on agenda items
5.Adjournment
G.Public Access: All meetings of the Body and its Subcommittees shall be open and accessible to
the general public and held in accordance with the Ralph M. Brown Act and the Contra Costa
County Better Government Ordinance. Opportunity for public comment will be included in each
agenda item. In the interest of facilitating the business of the Body or standing committee, the
Chair(s) may set in advance of the presentation of public input reasonable time limits for oral
presentation.
Article V – Administration
The Body shall obtain staff support from the County Administrator’s Office of Reentry and Justice. The
staff will be responsible for the compilation and distribution of Body and Subcommittee meeting notices
and agendas. All records shall be maintained by appropriate staff.
Members of the Body shall serve without compensation and shall not receive reimbursement for any
expenses incurred while conducting official business.
Article VI – Changes to Bylaws
6 Resolution No. 2002/376: Board Policies Concerning Conflicts of Interest and Open Meeting Requirements
(Appendix 5 of the Advisory Body Handbook)
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5
The provisions of these Bylaws may be altered, amended or repealed by the Body, within the limitations
imposed by the Brown Act, the Contra Costa County Better Government Ordinance and the policies of
the Contra Costa County Board of Supervisors. No such alteration, amendment or repeal shall be
effective unless and until the change has been approved by the Board of Supervisors.
Page 78 of 167
Racial Justice Oversight Body Work Plan
RJOB
Goal: Oversee the implementation of the recommendations made by the Racial Justice Task Force (RJTF).
Objective Activity Lead & Team Completion
Date
Deliverable
Objective 1: Seek funding to
implement improved
procedural justice practices
and implicit bias training
Objective 2: Ensure inclusion
of de-escalation and
behavioral health
intervention trainings into
local enforcement regional
academy and/or dept.
orientations
1. Identify and apply/ask for
funding for procedural justice
and implicit bias training –
recommendations reported out
to the RJOB and BOS
2. Identify trainers/agencies to
deliver procedural justice and
implicit bias training –
recommendations reported out
to the RJOB and BOS
3. Work with the Chief’s
Association to create a forum to
share information and
strengthen procedural justice
and implicit bias practices
4. Provide procedural justice and
implicit bias training to all staff
1. Identify best de-escalation,
behavioral health intervention
training(s), and similar or
related programs available
within the area
2. Recommend the best training(s)
from this list
RJOB, Office of
Reentry and Justice
(ORJ)
RJOB, ORJ
ORJ has identified
funding and
contractor
(Fogbreak Justice)
to provide
Procedural Justice
and Implicit Bias
trainings for
justice-related
department staff
and RJOB in FY 18-
19, 19-20.
Required Deliverables 1: Agenda item
at RJOB and BOS meetings to discuss
potential sources of funds (including
the county itself); finalized applications
as approved by the BOS for outside
funding sources (grants, etc.); list of
potential trainers and
recommendation on which can deliver
training in the most robust and
impactful way within budget; create a
planned/publicized forum on
improving police practices;
certification from all hired law
enforcement staff that they completed
the training(s)
Required Deliverables 2: List of
possible trainings/trainers;
recommendation selecting a trainer;
contract to provide this training;
agenda item/application for funding
for training; contract with training
organization.
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Objective 3: Provide
resources to
incentivize/provide schools
with non-punitive discipline
practices such as PBIS and RJ
as well as behavioral health
and early intervention
services for youth
Objective 4: County criminal
justice agencies shall
establish formal partnerships
with community-based
organizations to provide
greater capacity for
i. diversion
ii. reentry programs
iii. alternatives to detention
iv. pretrial services
v. in-custody programming
3. Ask/apply for necessary funds
to hire training staff
4. Contract with training
organizations to provide this
training
5. Monitor police contacts for
signs of
effectiveness/improvement
1. Identify funding to provide
resources to schools which are
implementing or expanding
non-punitive discipline practices
2. Apply for identified funding
sources as approved by the BOS
3. Identify and agree upon schools
and programs to be funded
1. Identification of program needs
within the county, including
location needs
2. Identification of community
based organizations with the
potential or capacity to fill the
program needs
3. Identification of county justice
system or enforcement agency
requirements for each type of
program listed in Objective 4
4. Formal recommendations about
changes to agency requirements
as well as trainings, funding, etc.
necessary to support compliant
program development by CBOs.
Diversion
Subcommittee, ORJ
CEF Subcommittee,
Diversion
Subcommittee
Partnerships are
underway in ORJ,
Probation, Public
Defender, Sheriff’s
Office, and the
District Attorney’s
Office.
Required Deliverables 3: List of
identified funding sources; completed
funding applications; funds
delivered/distributed to participating
schools and programs which are highly
publicized
Required Deliverables 4: lists of
identified and demonstrated needs;
lists of identified CBOs/programs to fill
the program needs; lists of criteria and
requirements for programs to partner
with county agencies; list of
recommendations about current
requirements for county partnership
Page 80 of 167
Objective 5:
The Public Defender’s Office
shall hire social workers who
can assess clients’
psychosocial needs and link
them to services
Objective 6: All CBOs shall be
evaluated for efficacy and
effectiveness of program
goals and objectives to
ensure populations are
appropriately served.
Community input shall be an
integral part of this process
Objective 7: Establish a
community capacity fund to
build the capacity of
community-based
organizations – especially
those staffed by formerly
incarcerated individuals – to
contract with the County and
provide services to reentry
clients
Objective 8: Encourage the
Superior Court to return to
the process of jury selection
whereby jurors are called to
1. Support the data
subcommittee’s work to
evaluate program effectiveness
1. Reach out to the BOS for
funding to help endow/support
the community capacity fund
AND identify and apply for other
funding sources (grants, RFPs,
etc.)
2. Develop list of qualifications and
application process for the fund.
3. Establish meeting structure to
support CBOs and allocate funds
as necessary
1. Review research material done
on the issue by area students
Public Defender’s
Office
ORJ, CEF
Subcommittee
CEF Subcommittee,
ORJ
RJOB, ORJ
Accomplished in
2019
The ORJ has
undertaken
program
evaluation of
reentry programs
since 2014.
A Capacity
Building project
was launched by
the ORJ in FY 18-
19 with one-time
funding of $125k.
Required Deliverable 5: additional
social workers were hired to assess
clients’ psychosocial needs and link
them to services.
Required Deliverables 5: data
template for CBOs; training on data
collection/capacity building; regularly
collected data reports by
race/ethnicity for CBOs
Required Deliverable 6: agenda item
with BOS; list of other sources,
completed applications for funds; list
of qualifications for fund, formalized
application process; calendared
meetings to allocate funds
Required Deliverables 7: Formal
request for agreed upon changes
based on research, potential meeting
with Superior Court to further discuss
Page 81 of 167
service to their local branch
court for misdemeanor trials
as well as general equitable
jury pool selection/inclusion.
Objective 9:
The Public Defender’s Office,
either directly or through
partnerships with
community-based
organizations, should offer
civil legal representation to
clients as well as immigration
representation and services.
For youth, this should focus
on educational advocacy.
Objective 10:
Expand eligibility for Pre-Trial
Services and increase Pre-
2. Determine/prioritize potential
areas for impact, examples
include:
• Transportation
• Funding
• Childcare
• Parking
1. Exploring partnerships with
community based organizations
to these ends
2. Exploring new positions/staffing
for education advocacy as well
as immigration defense
1. Review current eligibility criteria
for Pre-Trial Services with a
racial equity lens
RJOB, Public
Defender’s Office
RJOB
The Public
Defender has
secured grant
funding to
contract with a
CBO to provide
some civil legal
services to a
limited population.
Stand Together
Contra Costa
provides
immigration
related services.
Public Defender
also has a fulltime
attorney doing
education
advocacy for
juvenile clients,
paid for through
the Juvenile Block
Grant.
the justifications for the proposed
changes
Required Deliverables 8: Meetings
with community based organizations
to discuss partnerships, MOUs
between partner organizations and the
Public Defender’s Office, relevant job
postings
Required Deliverables 9: Formal
written recommendations for Pre-Trial
Services eligibility criteria and for bail
Page 82 of 167
Trial Services staffing, with a
focus on reducing racial
disparities and replacing the
money bail system
Objective 11: Ensure
collection/reporting of
accurate data in all criminal
justice and law enforcement
agencies countywide
2. Make recommendations for
new eligibility criteria which
reduce racial and ethnic
disparities
3. Review bail policies in
comparison to other
jurisdictions with new
approaches, make
recommendations for new bail
policy
1. Development of excel
spreadsheet to be used as data
template among all criminal
justice and law enforcement
agencies in the county
2. Development of memorandum
of understanding (MOU) setting
forth countywide data collection
and reporting practices to be
agreed upon by all relevant
agencies
3. Supporting development of data
capacity and recommending
practice changes to ensure that
all requested fields and
categories of data are
accurately recorded and
reported by each agency after
the template has been finalized
(reported out to and
approved/supported by the
RJOB)
4. Addressing any and all privacy
concerns and other issues raised
by county agencies through
Data
Subcommittee,
Burns Institute, ORJ
policies/practices, potential meeting
with Pre-Trial Services to present these
recommendations and hear feedback
Required Deliverables 10:
Spreadsheet template with all relevant
fields that will be required to be
reported by each agency; finalized
MOU document signed by agency
executives for each relevant agency in
the county; recommendations for
improving data capacity as necessary;
training materials to support improved
data collection practices as necessary;
data reports from countywide
agencies in compliance with the MOU
and data template
Page 83 of 167
Objective 12: Provide analysis
of interventions implemented
through the RJTF and RJOB to
measure efficacy and assess
impact on racial disparities
training, recommendations and
negotiations (if necessary) with
county agencies (reported out
to and approved/supported by
the RJOB)
5. Collection/review and
monitoring of data collected via
the processes listed above and
sharing of that data with the
RJOB
6. Development of countywide
training on ethnicity data
collection best practices to
improve the accuracy of data
regarding the Latinx population
1. Assessment of current data
capacity for relevant CBOs and
other agencies to report
relevant data showing impact of
RJTF/RJOB alternatives and
interventions
2. Support of the development of
capacity in relevant agencies to
collect/report relevant data
showing impact of reforms
3. Regular review/monitoring of
that data and the development
of recommendations to improve
programs and/or practices as
necessary
Data
Subcommittee,
Burns Institute, ORJ
Required Deliverable 11: Regular
reports by race/ethnicity measuring
the effectiveness of programs and
interventions; lists of
recommendations from the RJOB to
improve programs and practices as
necessary
Page 84 of 167
Objective 13: The County
and/or RJOB shall collaborate
with the Community
Corrections Partnership-
Executive Committee (CCP-
EC) to consider increasing
realignment funding for
community services.
Objective 14: Expand the
current pre-release pilot to
serve all individuals in
custody
CEF Subcommittee,
ORJ
County Office of
Education
Already
accomplished in
Sept 2019
Required Deliverable 14: Pre-release
planning programs available at all
detention facilities in the County.
Page 85 of 167
Community Engagement and Funding Subcommittee Work Plan DRAFT
Goal: Racial justice reform and reinvestment led by community members most directly impacted by systemic racial injustice in Contra Costa County.
Objective
Activity
Lead & Team
Completion
Date
Deliverable
1
Increased decision-
making accessibility
for persons most
directly impacted
Hold RJOB meetings at more accessible times and
places for impacted community members
Targeted outreach to persons most directly impacted
to participate in RJOB meetings and decisions
• Prioritizing efforts in areas with most persons
of color, poverty, and non-English speakers
• Going to accessible spaces for persons with
disabilities in outreach
Jeff + TBD
TBD
2/29/2020
3/31/2020
8/1/2020
8/1/2020
8/1/2020
6/1/2020
6/1/2020
Specifying relevant accessibility criteria
to be adopted by RJOB
Creating a detailed list of top options
for upcoming RJOB meeting times and
places
Holding an RJOB meeting at a top
option time and place in east county
Holding an RJOB meeting at a top
option time and place in west county
Holding an RJOB meeting at a top
option time and place in central county
Attend local municipal council meetings
and give public comment about RJOB
Attend local community group meetings
and introduce RJOB
Page 86 of 167
Community Engagement and Funding Subcommittee Work Plan DRAFT
Goal: Racial justice reform and reinvestment led by community members most directly impacted by systemic racial injustice in Contra Costa County.
Objective
Activity
Lead & Team
Completion
Date
Deliverable
2
Increased decision-
making transparency
for persons most
directly impacted
Hold pre/post-RJOB meeting welcome and education
sessions
Provide committee chart with decision-making process
and committee members’ authority and responsibilities
Simplified language in RJOB meeting materials and
discussions
Increased opportunities for community questions at
RJOB meetings
Jeff + TBD
2/29/2020
Hold first session at upcoming CEF
subcommittee meeting in February
Increased decision-
making power for
persons most directly
impacted
Additional opportunities for community input and
feedback at RJOB meetings
Adopt diversity representation goals/requirements for
RJOB
Propose diversity representation goals/requirements
for county- appointed committees
Adopt and implement recruitment, retention, and
promotion policies for diversity representation on
county-appointed committees
2/29/2020
Add invitation for public comment after
each agenda item
Page 87 of 167
Community Engagement and Funding Subcommittee Work Plan DRAFT
Goal: Racial justice reform and reinvestment led by community members most directly impacted by systemic racial injustice in Contra Costa County.
Objective
Activity
Lead & Team
Completion
Date
Deliverable
3
County criminal justice
agencies shall establish
formal partnerships
with community-based
organizations to
provide greater
capacity for
i. diversion
ii. reentry programs
iii. alternatives to
detention
iv. pretrial services
v. in-custody
programming
Identification of program needs within the county,
including location needs
• Solicit community and CJ system actor input
regarding existing resources identifying
program needs, as well as program needs
insufficiently addressed by existing resources
Identification of community-based organizations with
the potential or capacity to fill the program needs
CEF SC, Burns
Institute
Including community and CJ system
actor input on program needs as
agenda items at priority time and place
RJOB meetings in east, west, and
central
One-on-one/small group meetings
between CEF members and key
community members on program needs
One-on-one/small group meetings
between CEF members and key CJ
system actors on program needs
Creating lists of identified and
demonstrated needs prioritized by
community and CJ system actor input
Including community and CJ system
actor input on ideal CBOs as agenda
items at priority time and place RJOB
meetings in east, west, and central
One-on-one/small group meetings
between CEF members and key
community members on ideal CBOs
One-on-one/small group meetings
between CEF members and key CJ
system actors on ideal CBOs
Page 88 of 167
Community Engagement and Funding Subcommittee Work Plan DRAFT
Goal: Racial justice reform and reinvestment led by community members most directly impacted by systemic racial injustice in Contra Costa County.
Objective
Activity
Lead & Team
Completion
Date
Deliverable
4
Identification of county justice system or enforcement
agency requirements for each type of program listed i-v
Formal recommendations about changes to agency
requirements as well as trainings, funding, etc.
necessary to support compliant program development
by CBOs
Creating lists of identified CBOs to fill
the program needs
Including CJ system actor info on agency
requirements as agenda items at
priority time and place RJOB meetings
in east, west, and central
Lists of criteria and requirements for
programs to partner with county
agencies
Including community, CBOs, and CJ
system actor input on changes to
support compliant program
development by CBOs as agenda items
at priority time and place RJOB
meetings in east, west, and central
Interviews with key community
members, CBOs, and CJ system actors
regarding necessary changes
Interviews with CJ system actors and
CBOs in other jurisdictions regarding
appropriate requirements and
necessary changes
List of recommendations about current
requirements for county partnership
Page 89 of 167
Community Engagement and Funding Subcommittee Work Plan DRAFT
Goal: Racial justice reform and reinvestment led by community members most directly impacted by systemic racial injustice in Contra Costa County.
Objective
Activity
Lead & Team
Completion
Date
Deliverable
5
All CBOs shall be
evaluated for efficacy
and effectiveness of
program goals and
objectives to ensure
populations are
appropriately served.
Community input shall
be an integral part of
this process
Support the data subcommittee’s work to evaluate
program effectiveness
Data template for CBOs; training on
data collection/capacity building;
regularly collected data reports by
race/ethnicity for CBOs
Establish a community
capacity fund to build
the capacity of CBOs –
especially those
staffed by formerly
incarcerated
individuals – to
contract with the
County and provide
services to reentry
clients
Reach out to the BOS for funding to help
endow/support the community capacity fund AND
identify and apply for other funding sources (grants,
RFPs, etc.)
Develop list of qualifications and application process for
the fund
Establish meeting structure to support CBOs and
allocate funds as necessary
Agenda item with BOS; list of other
sources, completed applications for
funds; list of qualifications for fund,
formalized application process;
calendared meetings to allocate funds
The RJOB shall
collaborate with the
CCP-EC to consider
increasing realignment
funding for community
services.
Page 90 of 167
1
RJOB Data Subcommittee Work Plan
Goal: Improve racial and ethnic equity in justice systems by developing standard practices for data collection and reporting and im proving capacity for county
agencies and programs (including those administered by CBOs) to report accurate individual level data disaggregated by race and ethnicity
Objective Activity Lead & Team Completion
Date
Deliverable
Objective 1: Support the
collection/reporting of
accurate data in all criminal
justice and law enforcement
agencies countywide
1. Provide links to publicly available
data at the national, state and
local level (as available)
surrounding social justice related
factors within the population.
These links would include
demographic data as well as
criminal justice, law enforcement,
education and other data sources
that are relevant to racial
disparities.
2. Identify and disseminate a
prioritized list of additional
countywide and/or agency
specific data that will support
meeting the objectives of the
RJOB and Racial Justice Task
Force.
Activities when additional
resources become available to
the ORJ or a Contra Costa Racial
Equity Office opens:
3. Implement a marketing and
advertising initiative to
acknowledge and publicly praise
Data Subcommittee,
Burns Institute,
Office of Reentry
and Justice
Required Deliverables 1: ORJ or other
county entity identified by the BOS shall
maintain an up-to-date web site or web
page with information about and links to
publicly available data related to the
demographic, criminal justice, law
enforcement, and education patterns
present within the jurisdiction of interest
(local, state, national). These would be
sources of data where data could be
viewed by race/ethnicity.
Page 91 of 167
2
government agencies (e.g. LEAs,
CBOs) voluntarily collecting and
providing additional requested
data. Initiative can also include
publicizing agencies not collecting
and sharing requested data.
4. Support development of data
capacity and practice changes to
ensure that all requested data
points and categories of data are
accurately recorded and reported
by each participating agency.
5. Respond to any and all privacy
concerns and other issues raised
by county agencies through
training, recommendations and
negotiations (if necessary) with
county agencies (reported out to
and approved/supported by the
RJOB)
6. Provide consultation and
recommendations to law
enforcement and criminal justice
agencies on best practices
surrounding the collection of data
related to ethnicity in an effort to
improve the accuracy of the data
for the Latinx population.
7. Develop a countywide training on
ethnicity data collection best
practices to improve the accuracy
of data regarding the Latinx
population.
Page 92 of 167
3
Objective 2: In an effort to
create greater transparency
and accountability of County
criminal justice and law
enforcement agencies, the
Office of Reentry and Justice
shall publish data related to
the demographic, criminal
justice, law enforcement,
and education patterns
present within the County
by race/ethnicity.
Objective 3: Office of
Reentry and Justice shall
support analysis of
interventions implemented
through the RJTF to measure
efficacy and assess impact
on racial disparities
All activities under this
objective to be reported to
the RJOB and any other
bodies/collectives identified
by the Board of Supervisors.
Activities when additional
resources become available to
the ORJ or a Contra Costa Racial
Equity Office opens:
1. Develop an online format or
dashboard to be easily accessed
by the public, public agencies and
non-profit organizations.
1. Conduct annual review of
criminal justice and law
enforcement outcomes to assess
the presence of racial disparities.
2. Make recommendations to
improve programs and practices
related to the
elimination/reduction of any
racial disparities.
Activities when additional
resources become available to
the ORJ or a Contra Costa Racial
Equity Office opens:
3. Conduct assessment of any
interventions designed to reduce
racial disparities.
Required Deliverables 2: As resources and
public agency and law enforcement
participation allows, develop local web-
based data dashboards for public access.
Data should be presented by race and
ethnicity, easily accessible to the public and
updated annually.
Required Deliverable 3: As resources
become available, develop annual reports
surrounding criminal justice, law
enforcement, and educational outcomes by
race/ethnicity. Pending data availability,
these reports would also assess
programmatic outcomes and interventions
by race/ethnicity and provide
recommendations to improve programs
and practices, as necessary.
Page 93 of 167
4
4. Conduct comprehensive
assessment of current data
capacity for relevant CBOs and
other agencies to report data that
allows for an assessment of
impact on RJTF/RJOB alternatives
and interventions
5. Support, through consultation
and training, the development of
capacity in relevant agencies to
collect/report relevant data
showing impact of reforms.
Page 94 of 167
1
Diversion Subcommittee Work Plan
Goal: Improve racial and ethnic equity in Contra Costa County youth and adult justice systems by developing more diversion opportun ities and monitoring
race/ethnicity data for all current and future diversion programs
Objective Activity Lead & Team Completion
Date
Deliverable
Objective 1: Form a committee
to make diversion
recommendations countywide
Objective 2: Develop separate
recommendations for adult
and youth populations
Objective 3: Strive to ensure
the broadest possible pool of
eligible participants in
diversion
1. Agree upon and formalize
membership of committee
2. Set future committee meeting
dates, frequency, meeting
locations, etc.
3. Develop standing agenda item for
report out to RJOB
1. Review of all existing county
diversion programs/policies for
youth and adults
2. Review of best practices and
successful examples of programs
and policies in other jurisdictions
which may be followed
3. Development/finalization of
recommendations for countywide
changes to diversion
1. Formal request for data from all
county agencies, including law
enforcement, which administer
diversion programs
2. Regular review of race/ethnicity
data in diversion programs to
ensure equity
RJOB Full Body
Diversion
Subcommittee,
Burns Institute,
ORJ
Diversion
Subcommittee,
Burns Institute
Required Deliverable 1: A committee with
members, designated meeting frequency,
location, and other relevant details
Required Deliverables 2: Separate countywide
recommendations for adult and youth
diversion programs and the policies which
govern them
Required Deliverable 3: Recommendations for
policy changes to ensure broadest possible
pool
Page 95 of 167
2
Objective 4: Strive to ensure
that prior criminal justice
involvement does not bar a
person’s eligibility for diversion
Objective 5: Provide resources
to incentivize/provide schools
with non-punitive discipline
practices such as PBIS and RJ as
well as behavioral health and
early intervention services for
youth
Objective 6: County criminal
justice agencies shall establish
formal partnerships with
community-based
organizations to provide
greater capacity for diversion
3. Development of recommendations
for policy changes to ensure
broadest possible pool of
participants
1. Development of formal
recommendation that prior
involvement does not make a
person ineligible
2. Development and delivery of a
presentation/training on eligibility
criteria for diversion
1. Define “resources” and
“incentivize” as stated in the
objective
2. Identification of training and grant
funding resources for schools
1. Compile a list of community-based
organizations which provide
programming in one of the listed
areas OR which have the potential
to do so with greater capacity
2. Explore what partnerships will look
like between the justice agencies
and CBOs.
Diversion
Subcommittee,
Burns Institute
Diversion
Subcommittee,
Burns Institute
Diversion
Subcommittee,
Burns Institute,
ORJ
Required Deliverable 4: Recommendations for
policy changes to ensure prior involvement
does not bar a person’s eligibility for diversion
Deliverable Required 5: Recommendations for
trainings, grants and other forms of resources
and incentives to be provided to schools for
them to adopt non-punitive discipline practices
such as PBIS and RJ as well as behavioral health
and early intervention services for youth
Deliverable Required 6: Recommendations for
the establishment of formal partnerships
between County criminal justice agencies and
community-based organizations to provide
greater capacity for diversion
Page 96 of 167
PUBLIC PROTECTION COMMITTEE 6.
Meeting Date:02/28/2022
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 1, 2021, budget instructions for the FY 2022/23 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 29, 2021. This year’s budget submission process remains unchanged and continues to illustrate 1) the FY
2021/22 Budget, 2) the "baseline" budget (i.e. the cost of simply maintaining the current level of service in 2022/23 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 12, 2021, 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 3, 2021. 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 3, 2021, the CCP-Executive Committee approved a Recommended Budget for fiscal year 2022/23
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). Also during
this meeting the Community Advisory Board presented their 2021 Policy Brief to the CCP which included CAB's
policy and budget recommendations (included as Attachment C).
Recommendation(s)/Next Step(s):
1. REVIEW and APPROVE the fiscal year 2022/23 AB 109 budget proposal, as recommended by the Community Corrections
Partnership - Executive Committee.
2. PROVIDE direction to staff.
Fiscal Impact (if any):
Expenditures
The fiscal year 2022/23 recommended AB 109 Budget is $34.1 million of which approximately 25% ($8.6 million) of the
budget is allocated to community based organizations or other governmental agencies (such as County Office of Education).
The FY 2022/23 budget represents an increase of 13.9% over the current year and is composed of $33.2 million in baseline
budget requests and $0.9 million in program modifications.
Revenue/Funding
The County is estimated to recieve $35,7 million; approximately $33.1 million in FY 2022/23 Base allocation funding and $2.6
million in Growth funding. Use of fund balance should not be necessary to fund the Community Corrections recommended
budget.
Page 97 of 167
Attachments
Attachment A - FY 22/23 CCP Budget Recommendation
Attachment B - FY 22/23 Budget Requests
Attachment C - 2021 CAB Policy Brief
Attachment D - FY 22/23 AB 109 Presentation
Page 98 of 167
Attachment A
2021/22
ONGOING BASELINE PROG. MOD. TOTAL
PROGRAM EXPENDITURES
Sheriff
Salaries & Benefits 7,952,571 8,318,284 359,740 8,678,024
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 1,329,119 1,101,280 1,101,280
FY 21/22 AB 109 Cut (1,182,699) -
Sheriff Total 9,004,929 10,325,502 359,740 10,685,242
Probation
Salaries & Benefits 2,904,870 3,096,999 3,096,999
Operating Costs 127,657 145,739 - 145,739
Salaries & Benefits-Pre-Trial Services Program 819,841 859,103 859,103
Operating Costs-Pre-Trial Services Program 69,000 69,000 - 69,000
Probation Total 3,921,368 4,170,841 - 4,170,841
Behavioral Health
Salaries & Benefits 1,144,025 1,195,853 571,594 1,767,447
Operating Costs 911,446 1,087,809 - 1,087,809
Behavioral Health Total 2,055,471 2,283,662 571,594 2,855,256
Health Services--Health, Housing, & Homeless
Salaries & Benefits 145,804 151,636 - 151,636
Operating Costs 248,049 382,330 382,330
Health, Housing & Homeless Total 393,853 533,966 - 533,966
Health Services--Detention Health Services
Sal & Ben-Fam Nurse, MDF/WCDF/MCDF 222,474 233,598 - 233,598
Sal & Ben-LVN, WCDF 298,553 307,510 307,510
Sal & Ben-RN, MDF/WCDF/MCDF 504,889 530,133 530,133
Sal & Ben-MH Clinic. Spec., WCDF 126,798 130,602 130,602
Detention Health Services Total 1,152,714 1,201,843 - 1,201,843
Public Defender
Salaries & Benefits 2,929,593 3,263,940 3,263,940
Sal & Ben-Pre-Trial Services Program 356,964 365,400 365,400
Stand Together CoCo 965,662 1,060,087 1,060,087
Operating/Capital Costs 36,907 87,532 87,532
FY 21/22 AB 109 Cut (109,636) -
Public Defender Total 4,179,490 4,776,959 - 4,776,959
District Attorney
Salaries & Benefits 1,891,954 1,967,632 - 1,967,632
Operating Costs 130,000 130,000 130,000
FY 21/22 AB 109 Cut (195,525) -
District Attorney Total 1,826,429 2,097,632 - 2,097,632
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
FY 2022/23 CCP TOTAL REQUEST SUMMARY
AS APPROVED BY THE COMMUNITY CORRECTIONS PARTNERSHIP EXECUTIVE COMMITTEE
2022/23 BUDGET REQUEST
Page 99 of 167
Attachment A
2021/22
ONGOING BASELINE PROG. MOD. TOTAL
PROGRAM EXPENDITURES
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
FY 2022/23 CCP TOTAL REQUEST SUMMARY
AS APPROVED BY THE COMMUNITY CORRECTIONS PARTNERSHIP EXECUTIVE COMMITTEE
2022/23 BUDGET REQUEST
EHSD - Re-Entry Systems
Salaries & Benefits 142,806 113,659 113,659
Operating Costs 52,838 39,781 39,781
FY 21/22 AB 109 Cut (18,245) -
EHSD Total 177,399 153,440 - 153,440
EHSD-- Workforce Development Board
Salaries & Benefits 186,061 193,503 - 193,503
Travel 4,160 4,160 - 4,160
EHSD-WDB Total 190,221 197,663 - 197,663
Office of Reentry and Justice
Salaries & Benefits 841,851 841,129 841,129
Ceasefire Program Contract - - - -
Operating Costs 93,000 93,000 93,000
FY 21/22 AB 109 Cut (112,006) -
ORJ Total 822,845 934,129 - 934,129
CCC Police Chief's Association
Salaries and Benefits-MHET Teams (3)495,257 492,246 - 492,246
CCC Police Chiefs' Total 495,257 492,246 - 492,246
Community Programs
Employment Support and Placement Srvcs 2,283,000 2,422,740 2,422,740
Network System of Services 979,000 1,038,924 1,038,924
Reentry Success Center 603,000 603,000 603,000
Short and Long-Term Housing Access 1,272,000 1,349,858 1,349,858
Legal Services 157,000 166,610 166,610
Mentoring and Family Reunification 209,000 221,793 221,793
Connections to Resources 20,000 20,000 20,000
CAB Support (via ORJ)3,000 3,000 3,000
Community Programs Total 5,526,000 5,825,925 - 5,825,925
Superior Court
Salaries and Benefits - Pretrial 203,298 211,430 - 211,430
Superior Court Total 203,298 211,430 - 211,430
TOTAL EXPENDITURES 29,949,274 33,205,238 931,334 34,136,572
Notes:
1. The budget modification amounts differ from what was presented to the CCP in December 2021. As discussed during that meeting, some
requests included amounts as a program modifcations, but were not for new functions or programs and should have been included in the baseline
request. Baseline as been adjusted to include these amounts. The total CCP Recommended Budget remains unchanged.
Page 100 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
- - -
Sergeant Staff Supervision 3.1 343,146 1.00 346,154 1.00 346,154 1.00
Deputy Sheriff Inmate Management 3.1 6,042,440 20.00 6,402,273 20.00 6,402,273 20.00
Deputy Sheriff MHET 3.1 302,122 1.00 304,870 1.00 359,740 2.00 664,610 3.00
Sheriff's Specialist Alternative Custody progrms 3.1 486,989 3.00 487,476 3.00 487,476 3.00
Senior Clerk Data and Admin Support 3.1 245,345 2.00 243,665 2.00 243,665 2.00
ASA II Administrative Support 3.1 184,789 1.00 168,520 1.00 168,520 1.00
DSW Additional Cleaning/Maintenance 3.1 219,134 2.00 230,844 2.00 230,844 2.00
Lead Cook Food Prep.3.1 128,600 1.00 134,481 1.00 134,481 1.00
- - - -
- -
Subtotal 7,952,565 31.00 8,318,284 31.00 359,740 2.00 8,678,024$ 33.00
OPERATING COSTS -
-
FOOD/CLOTHING/HOUSEHOLD Inmate Management/Welfare 3.1 456,250 456,250 456,250
MONITORING COSTS Inmate Monitoring 3.1 55,000 55,000 55,000
IT SUPPORT Tech. Support 3.1 40,000 40,000 40,000
Behavioral Health Crt. Ops.Overhead for Behavioral Health Court 3.3 80,500 80,500 80,500
Program Administration Jail-to-Communities Programs 5.3 274,188 274,188 274,188
Program Services Inmate Program Services 1,329,119 1,101,280 1,101,280
-
-
-
Subtotal 2,235,057 2,007,218 - 2,007,218$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
AB109 Cut (12%)(1,182,699)
Total 9,004,923$ 31.00 10,325,502$ 31.00 359,740$ 2.00 10,685,242$ 33.00
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: Contra Costa County Office of The Sheriff
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 101 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Sheriff's Office
FY 2022/23 Baseline Request
Budget increase reflects negotiated salary adjustments with all contracts and associated MOUs
FY 2022/23 Program Modification Request
Addition of 2 MHET deputies. This cost reflects a reduction of $250,000 from already secured grant funding. The full cost of the two deputies
would be borne in the next FY.
FY 2022-2023 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 2022-2023 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 2022-2023 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 electronic requisites supported by the Sheriff's Technical Services Division.
Attachment B
Page 102 of 167
FY 2022-2023 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 2022-2023 Program Administration Costs
In Fiscal Year 2021-2022, $274,188 in AB109 funding was allocated to Program Administration Costs. This item is to support the ongoing contractual
expense for the Jail to Community Programs. The Office of the Sheriff is requesting to continue the $274,188 in AB109 funding for Fiscal Year 2022-2023.
FY 2022-2023 Program Services
In Fiscal Year 2021-2022, $1,329,119 in AB109 funding was allocated to Inmate Services to defray costs of inmate jail programs. In comparison to the
previous year's request, program costs have been reduced by $227,839 in response to reductions in both incarcerated individuals in the facilities and
supplies needed for in person programs due to the COVID 19 pandemic. All other associated costs are due to a steady decrease in IWF revenues that have
occured over the past four 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. Cost of living adjustment
2. Health and welfare increase
3. Staff step and longevity increases
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.
Attachment B
Page 103 of 167
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 $144,000 in maintenance cost recovery fees
is coded to IWF revenue.
Fiscal year 2022-2023 IWF projected revenue...$ 982,697
Fiscal year 2022-2023 projected expenditure….$2,083,977
Fiscal Year 2022-2023 projected deficit…………..$1,101,280
Attachment B
Page 104 of 167
Contractor Name Program/Function 2021/22 Contract Amount (if
applicable)
2022/23 Proposed Contract
Amount
Variance between 21/22
and 22/23 Amounts
Contra Costa County Office of Education Education and Reentry Services 750,955 805,480 54,525
-
-
-
-
-
-
-
-
-
-
-
750,955$ 805,480$ 54,525$
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 List of All Budgeted Contracts (no minimum)
Department: Sheriff
Attachment B
Page 105 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Director Field Services Post-release Community Supervision 5.1 32,580 0.10 34,209 0.10 34,209 0.10
Probation Supervisor I Post-release Community Supervision 5.1 228,487 1.00 239,911 1.00 239,911 1.00
Deputy Probation Officer III Post-release Community Supervision 5.1 2,561,080 12.00 2,689,134 12.00 2,689,134 12.00
DPO III Overtime Post-release Community Supervision 5.1 25,000 N/A 30,000 N/A 30,000 N/A
Clerk Post-release Community Supervision 5.1 90,547 1.00 93,263 1.00 93,263 1.00
IT Support Post-release Community Supervision 5.1 10,176 0.06 10,481 0.06 10,481 0.06
AB109 Budget Reduction Post-release Community Supervision 5.1 (43,000) -
Subtotal 2,904,870 14.16 3,096,999 14.16 - - 3,096,999$ 14.16
OPERATING COSTS -
Office Expense Post-release Community Supervision 5.1 500 4,000 4,000
Communication Costs Post-release Community Supervision 5.1 4,500 4,500 4,500
Minor Furniture/Equipment Post-release Community Supervision 5.1 1,000 1,000 1,000
Minor Computer Equipment Post-release Community Supervision 5.1 1,000 1,000 1,000
Food Post-release Community Supervision 5.1 3,000 3,000 3,000
Client Expenses/Incentives Post-release Community Supervision 5.1 3,000 3,000 3,000
Contracts Post-release Community Supervision 5.1 15,000 35,000 35,000
Data Processing Services/Supplies Post-release Community Supervision 5.1 11,239 11,239 11,239
Travel/Training Post-release Community Supervision 5.1 5,000 3,000 3,000
Annual Vehicle Operating Expenses (ISF)Post-release Community Supervision 5.1 83,418 80,000 80,000
Subtotal 127,657 145,739 - 145,739$
CAPITAL COSTS (ONE-TIME)
-
Subtotal - - - -
Total 3,032,527$ 14.16 3,242,738$ 14.16 -$ - 3,242,738$ 14.16
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: Probation
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 106 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: Probation
FY 2022/23 Baseline Request
The Probation Department's 2022/23 baseline allocation of $3,250,738 will provide the following level of service:
Salary and Benefit costs of $3,096,999 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.
Operating costs of $145,739 are requested for:
· Ongoing vehicle maintenance, equipment, travel, training, communication costs, data processing services, a contract with a Rubicon Programs
Inc. for Restorative Circles, incentives for probation clients including bus/BART tickets and food for weekly "Thinking for a Change" meetings.
FY 2022/23 Program Modification Request
Attachment B
Page 107 of 167
Contractor Name Program/Function 2021/22 Contract Amount (if
applicable)
2022/23 Proposed Contract
Amount
Variance between 21/22
and 22/23 Amounts
Rubicon Programs, Inc. (Reentry Success Center)Restorative Circles for Reentry Clients 33,752 35,000 1,248
-
-
-
-
-
-
-
-
-
-
-
33,752$ 35,000$ 1,248$
1. 2021/22 Contract Amount was budgeted at $15,000. Actual Contract Amount is $33,752
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 List of All Budgeted Contracts (no minimum)
Department: Probation
Attachment B
Page 108 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Deputy Probation Officer III Pre-Trial Services Program 1.2 733,362 4.00 770,030 4.00 770,030 4.00
Clerk Pre-Trial Services Program 1.2 86,479 1.00 89,073 1.00 89,073 1.00
Subtotal 819,841 5.00 859,103 5.00 - - 859,103$ 5.00
OPERATING COSTS -
Office Expense Pre-Trial Services Program 1.2 300 1,000 1,000
Travel/Training Pre-Trial Services Program 1.2 5,000 4,300 4,300
Contract Pre-Trial Services Program 1.2 45,000 45,000 45,000
Annual Vehicle Operating Expenses (ISF)Pre-Trial Services Program 1.2 18,700 18,700 18,700
-
Subtotal 69,000 69,000 - 69,000$
CAPITAL COSTS (ONE-TIME)-
-
Subtotal - - - -
Total 888,841$ 5.00 928,103$ 5.00 -$ - 928,103$ 5.00
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: Pre-Trial - Probation
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 109 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
FY 2022/23 Baseline Request
The Pre-Trial Program's proposed FY 2022/23 allocation of $928,103 will provide the following level of service:
Salary and Benefit costs of $859,103 are requested for:
· Four (4) FTE Probation Officers
· One (1) FTE Clerk
Operating costs of $69,000 are requested for:
· $1,000 for Office Expenses.
· One-year contract in the amount of $45,000 for Pre-Trial program evaluation.
· $18,700 for Annual Vehicle Operating Expenses.
· $4,300 for Travel & Training.
FY 2022/23 Program Modification Request
DEPARTMENT: Pre-Trial - Probation
Attachment B
Page 110 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 List of All Budgeted Contracts (no minimum)
Contractor Name Program/Function 2021/22 Contract Amount (if
applicable)
2022/23 Proposed Contract
Amount
Variance between 21/22
and 22/23 Amounts
To Be Determined Pretrial Program Evaluator 45,000 45,000 -
-
-
-
-
-
-
-
-
-
-
-
45,000$ 45,000$ -$
Department: Pre-Trial - Probation
Attachment B
Page 111 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Department: Behavioral Health
Current
Allocation FTEs Funding
Request FTEs Funding
Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
- -
Patient Financial Specialist 202,705 2.00 211,469 2.00 211,469 2.00
Registered Nurse 152,907 0.75 184,217 0.75 8,246 192,463 0.75
Mental Health Clinical Specialists 308,240 2.00 279,758 2.00 419,637 3.00 699,395 5.00
Community Support Workers 145,535 2.00 171,973 2.00 171,973 2.00
Psychiatrist 63,331 0.20 59,018 0.20 59,018 0.20
Clerk 44,032 0.50 39,343 0.50 39,343 0.50 78,686 1.00
Evaluators/Planners (MH)- - 18,620 0.10 18,620 0.10
Program Supervisors (MH & AOD)- - 85,748 0.40 85,748 0.40
Substance Abuse Counselor (AODS)227,274 2.00 250,075 2.00 250,075 2.00
- -
1,144,025 9.45 1,195,853 9.45 571,594 4.00 1,767,447$ 13.45
OPERATING COSTS -
-
Transitional Housing (AODS)178,374 178,374 40,948 219,322
Residential Drug Facility (AODS)157,321 157,321 269,163 426,484
Outpatient (AODS)182,363 182,363 (93,159) 89,204
Drug Medi-Cal Federal Financial Participation157,321 157,321 - 157,321
Lab & Pharmacy 162,838 162,838 (32,838) 130,000
Deputy Sheriff - - -
Vehicle Operating (ISF Fee)27,117 27,117 (2,233) 24,884
Travel Expenses 6,523 6,523 (5,518) 1,005
Occupancy Costs 39,589 39,589 (0) 39,589
911,446 911,446 176,363 1,087,809$
CAPITAL COSTS (ONE-TIME)-
-
-
- - - -
2,055,471$ 9.45 2,107,300$ 9.45 747,957$ 4.00 2,855,256$ 13.45
2022/23 Total
Funding Request
2022/23 Baseline
Request2
2022/23 Program
Modification Request3
Description of Item
2021/22 Funding
Allocation1
Attachment B
Page 112 of 167
Contra Costa Health Services AB109 Services
Behavioral Health Division FY 2022-2023
PROGRAM BUDGET NARRATIVE
2022/2023 Funding Request
The Behavioral Health Division requests $2,855,256 to provide forensic services, Substance Use Disorder (SUD) treatment options, assistance with
establishing a medical/health home, emergency and transitional housing, and benefits assistance to individuals referred from County Probation who
have been released from state prison on post release community supervision, as well as, individuals released from county facilities on mandatory
supervision. This funding request includes a three percent (3%) Cost of Living Adjustment (COLA) and budget modification requests in staffing and
operating costs. The staffing modification requests include additional staff needed and a justification is provided in the narrative below. Additionally,
operating costs modification requests was to align budget allocation to reflect actual expenditures and the needs of the community.
SALARY AND BENEFITS - $ 1,767,447
Direct Service Staff
Registered Nurse (0.75 FTE)
The Registered Nurse with psychiatric background provides single point access for medication evaluations, assessments for adherence and effectiveness,
medication education, and linkage to medical care. The Forensic Services nurse coordinates with the Mental Health Clinical Specialist, Psychiatrist and
Probation Officers to address the individual needs of the criminal-justice involved consumer. As the population is increasing, there is a need for
additional nursing hours for comprehensive coordination to navigate multiple systems of care.
Mental Health Clinical Specialist (5 FTE)
Mental Health Clinical Specialists conduct mental health assessments for co-occurring disorders, forensic case management, including interventions
addressing criminogenic factors, coordination and information sharing with County Probation, and co-facilitation of Thinking for a Change probation
groups. Three Mental Health Clinical Specialist positions (3 FTE) will be added to provide services with the Mental Health Evaluation Team – MHET. The
MHET clinicians will partner with the Sheriff’s department to provide mental health services to individuals with mental illness who engage frequently
with the Sheriff’s department and have frequent contact with Psychiatric Emergency Services; each MHET clinician will be partnered with a Sheriff’s
deputy in each region, East, Central, and West. MHET clinicians will provide mental health assessments, short-term case management, post crisis
intervention, and linkage to services.
Attachment B
Page 113 of 167
Contra Costa Health Services AB109 Services
Behavioral Health Division FY 2022-2023
Psychiatrist (0.2 FTE)
The Forensic Nurse Practitioner is a substitute for the psychiatrist. The NP provides medication evaluations and prescriptions for psychotropic
medications for probation referred clients who are not currently connected to a county mental health clinic. The NP is able to provide services while the
Forensic team works to stabilize probation clients and lower their risk in the community. In addition, the NP provides consultation to the Forensic RN,
the Mental Health Clinical Specialists, and Probation Officers regarding ongoing treatment options and prognosis for psychiatric disorders and
effectiveness of medications in relation to substance use for individuals with dual diagnosis. This position is a 12 hour/week position.
Substance Abuse Counselor (2 FTE)
The Substance Abuse Counselors (SAC) conduct American Society of Addiction Medicine (ASAM) Criteria in-custody screenings to determine the best
level of care ; provide individual and group counseling; engage individuals in treatment; develop and implement action plans related to substance use
(SU) intervention and rehabilitation; instruct clients and the community on theories and treatment of SUD; support and collaborate with the Forensic
Team members and coordinate with other alcohol and other drugs system of care providers to support transitions of levels of care; enter data and
report on utilization of services; maintain a client case load of 30 monthly direct counseling contacts. The second Counselor meets with clients inside the
MTZ detention and co-facilitates groups with Detention Mental Health Clinicians. This counselor is embedded at the West County Reentry Success
Center and facilitate groups. Both counselors provide Recovery Support Services at Homeless Shelters, Probation offices and anywhere in the community
as needed by AB109 clients while working with the Behavioral Health Access Line to ensure timely access to services.
Patient Financial Specialist (formerly the SSI Coordinator/Benefits Specialist – (2 FTE)
The SSI Coordinator/Benefits Specialist performs duties that include completing and submitting SSI/SSDI applications for those who may be eligible,
assisting clients in submitting Medi-Cal, General Assistance or other benefits in which they may be entitled; and linking them to emergency housing. The
Benefits Specialist works with AB109 clients residing in the shelter or referred directly through Probation who may be living in the community. This
position also operates as a key member of the Forensic Services team.
Community Support Workers (2 FTE)
The Community Support Workers (CSW) collaborate with the consumers to encourage community engagement from a peer perspective. The CSWs
support consumers through Health Care Navigation activities, Seeking Safety and individual WRAP sessions.
Attachment B
Page 114 of 167
Contra Costa Health Services AB109 Services
Behavioral Health Division FY 2022-2023
Administration/Support Staff
Senior Clerk (1 FTE)
The Senior Clerk will provide administrative unit support, including monthly Medi-Cal checks, reviewing various pharmacy reports, database
management, coordinating scheduling, and outreach contact on behalf of the Forensic Team. Due to increase in referrals to this program, increased
outreach and coordination with justice partners, and the added administrative support needed for supporting the MHET staff, we are requesting an
increase in funding for this position from .50 FTE to 1 FTE.
Planner/Evaluator (0.1 FTE)
The Planner/Evaluator will gather, tabulate and analyze data relative to services and provide data outcomes. The Planner/Evaluator may conduct needs
assessment, and will provide additional data tracking, including, but not limited to, SSI status, housing status, Mental Health-AOD-Homeless Referrals, as
collaborating across Homeless, AOD, and Mental Health to pull data regarding interagency service provider utilization.
Program Supervisors (0.4 FTE)
The Program Supervisor attends administrators meetings, receives and processes shelter referrals from probation, reviews utilization reports, and
provides supervision to AB109 shelter case managers.
Attachment B
Page 115 of 167
Contra Costa Health Services AB109 Services
Behavioral Health Division FY 2022-2023
OPERATING COSTS - $1,087,809
Recovery Residences (Sober Living Environment)
Five beds are dedicated to AB109 clients who are homeless, have recently graduated from residential and outpatient SUD treatment programs at
Uilkema House. Residents may stay for up to 24 months and will receive a variety of self-sufficiency services, recovery support and as a result of the
DMC-ODS may continue to receive outpatient services, if needed while residing at Uilkema House. In FY21-22, we added funds to Oxford Houses as an
option for AB109 clients. Oxford Houses are resident-managed sober living environments for individuals in SU remission.
Residential Treatment
Residential SUD treatment will be provided for up to 250 clients with an estimated number of 15,000 bed days. These services will be provided in the
community by Discovery House -a county operated program and through other SUD DMC certified Community-Based Organizations (CBO) under a
contract with Behavioral Health’s Alcohol and Other Drug Services (AODS). With the implementation of the Drug Medi-Cal Organized Delivery System
(DMC-ODS), AOD has experienced an increase on the number of clients. We have transitioned from 90-days length of stays to a client-centered
treatment approach in alignment with the ASAM Criteria. Moreover, the Centers for Medicare and Medicaid (CMS) eliminated the restriction on the
number of admissions to residential treatment per year.
Outpatient Treatment
Outpatient treatment will be available for up to 24 clients. Outpatient services will be provided through DMC certified community-based SUD providers
under a contract with Behavioral Health’s AODS. Outpatient services consist of individual and group counseling sessions and determined by the ASAM
Criteria based on individual needs. Accordingly, the duration of treatment is driven by medical necessity rather than a fixed length of stay. Outpatient
treatment accompanied by Recovery Residences, promote client self-sufficiency, health and recovery.
Attachment B
Page 116 of 167
Contra Costa Health Services AB109 Services
Behavioral Health Division FY 2022-2023
Drug Medi-Cal Federal Financial Participation (FFP)
While DMC allows counties to draw down Federal funding, a non-federal match is required. AB109 funding is used by AODS to cover the match for every
AB109 client and criminal justice-involved client. Additionally, because DMC only covers treatment and excludes the cost for room and board at
residential facilities, AB109 funds are used for each bed day. In 2019, approximately 95% of AB109 client referred to SUD treatment were Medi-Cal
eligible. In 2020, we did a DMC data claim pull and due to various reasons, a large percentage of claims were disallowed. AB109 is used to cover the cost
incurred by SU providers for services rendered for AB109 clients that were not approved. Similarly, AB109 funding supports non-DMC eligible
(undocumented) criminal justice involved clients. While the number of admissions into residential treatment are no longer restricted, AB109 clients will
still continue to receive extensions and additional admissions through AB109 funding. The figures used in this budget correspond to service utilization in
FY20-21. Additionally, one of the many benefits of the DMC-ODS is that all Community Based Organizations (CBO) were able to renegotiate
reimbursement rates, resulting in higher rates across modalities and already captured in FY19-20, there are no changes this year.
Pharmacy/Lab
Includes medication and lab fees for AB109 clients who are not covered by insurance.
ISF Fee
ISF is an annual fee for vehicle maintenance, insurance, and replacement. ISF charge will allow for replacement of the vehicle at the end of the vehicle
life (90,000 miles) at no cost to the department.
Occupancy
Occupancy costs will provide office and meeting space for Forensic Services staff to meet with clients. Occupancy costs include rent and tenant
improvements. It does not include other items such as utilities, telephone or data lines.
Travel Expenses
Funds will be used to offset travel expenses such as mileage reimbursement and bridge tolls to meetings and clinical appointments on behalf of AB109
clients.
CAPITAL COSTS (ONE-TIME) - $0
No one-time capital costs are requests for FY 22/23.
Attachment B
Page 117 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Shelter Case Managers 114,526 2.00 119,107 2.00 119,107 2.00
Evaluator 16,197 0.10 16,845 0.10 16,845 0.10
Program Supervisor 15,081 0.10 15,685 0.10 15,685 0.10
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- -
Subtotal 145,804 2.20 151,636 2.20 - - 151,636$ 2.20
OPERATING COSTS -
Homeless Shelter Beds 248,049 382,330 382,330
-
-
-
-
-
-
-
-
-
Subtotal 248,049 382,330 - 382,330$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 393,853$ 2.20 533,966$ 2.20 -$ - 533,966$ 2.20
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: Health, Housing, and Homeless Division
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 118 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
The Health, Housing, and Homeless Services Division requests $533,966 to provide emergency shelter, case management, and housing
navigation 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
FY 2022/23 Baseline Request
Salary and Benefits - $151,636 (4% increase over 21-22)
Shelter Case Managers (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 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 mileage reimbursement and bridge
tolls to meetings and clinical appointments on behalf of AB109 clients.
Planner/Evaluator (.1 FTE)
The Planner/Evaluator will gather, tabulate and analyze data relative to services and provide data outcomes. The Planner/Evaluator may conduct needs
assessments, and will provide additional data tracking, including, but not limited to, SSI status, housing status, Mental Health-AOD referrals, as well as
collaborating with community based agencies to pull data regarding interagency service provider utilization.
Program Supervisor (.1 FTE)
The Program Supervisor attends administrators' meetings, receives and processes shelter referrals from Probation, reviews utilization reports, and provides
supervision to AB109 shelter case managers.
Operating Costs - $248,049
Shelter beds
Up to ten beds (for up to a total of 2330 bednights @ a rate of $164.09) are dedicated for homeless AB109 clients on a first come, first served basis. Shelter
services include meals, laundry, case management, healthcare, housing navigation and other support services. Structural changes at shelter sites in
response to the COVID-19 pandemic have reduced shelter capacity to 56% of previous years, however, we have added capacity in Pittsburg to serve the east
county population. The structural changes were necessary to accommodate social distancing and other health and safety measures required by the County
Health Officer for occupancy in a congregate living environment. The loss of overall occupancy capacity at the Concord and Brookside shelters results in an
increase in the daily bednight rate per person as ongoing operating cost line items remain static, and are succeptible to annual inflation. The baseline
request for 2022-23 ensures the same level of access for AB109 client placement as in the previous year, with an additional site, providing geographical
access throughout the county as well.
Capital Costs (One time) - $0
No one-time capital costs are requesed for FY 22/23.
FY 2022/23 Program Modification Request
No modifications to the program are being requested at this time.
Attachment B
Page 119 of 167
Contractor Name Program/Function 2021/22 Contract Amount (if
applicable)
2022/23 Proposed Contract
Amount
Variance between 21/22
and 22/23 Amounts
-
-
-
-
-
-
-
-
-
-
-
-
-$ -$ -$
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 List of All Budgeted Contracts (no minimum)
Department: H3
Attachment B
Page 120 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Physician (MD)/Family Nurse Practitioner MDF/WCDF/MCDF 3.3 222,474 1.00 233,598 1.00 233,598 1.00
Licensed Vocational Nurse WCDF 3.3 298,553 2.90 307,510 2.90 307,510 2.90
Registered Nurse MDF/WCDF/MCDF 3.3 504,889 2.80 530,133 2.80 530,133 2.80
Mental Health Clinical Specialist WCDF 3.3 126,798 1.00 130,602 1.00 130,602 1.00
- - -
- - -
- - -
- - -
- - -
- - -
- -
Subtotal 1,152,714 7.70 1,201,843 7.70 - - 1,201,843$ 7.70
OPERATING COSTS -
-
-
-
-
-
-
-
-
-
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 1,152,714$ 7.70 1,201,843$ 7.70 -$ - 1,201,843$ 7.70
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: HEALTH SERVICES - DETENTION HEALTH SERVICES
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 121 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
The FY 22/23 CCP budget request assures Detention Health Services funding to continue the provision of medical and mental health services to
AB109 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 incarcerated patients housed at the Martinez Detention
Facility, West County Detention Facility and the Marsh Creek Detention Facility.
FY 2022/23 Baseline Request
The Health Services Department - Detention proposes FY 2022/23 Baseline allocation of $1,201,843 and will sustain the same level of
service. These amounts include applicable merit increases and a 3% or 5% COLA (depending on bargaining unit) and related benefit
increases.
Physician (MD)/Family Nurse Practitioner (FNP) (1FTE)
Under the direction of the Medical Director, a physician and/or family nurse practitioner (at the direction of a physician) provides direct patient
assessments, initiating diagnostic tests, evaluating findings, prescribing comprehensive multidisciplinary treatment plans, and delivering primary
care, including but not limited to patients with acute and chronic conditions, complicated mental health conditions, and behavioral disorders
within the county jail facilities. The Physician will also evaluate and diagnose patients and prescribe appropriate psychotropic medications as
needed in collaboration with the healthcare team.
Registered Nurse (2.9FTE)
Registered Nurses provide health intake, screening, and assessment of all persons entering detention. RNs collaborate with primary care
providers, dentists, and behavioral health care providers at all three detention sites to ensure continuity, timeliness, and appropriateness of
care to inmate patients. Care may include administration of medication, therapeutic agents, and treatments to incarcerated patients; chronic
care management and follow up including the chart review; check & record vital signs, including alcohol/opiate withdrawal monitoring; and
provide inmate patient education and/or discharge planning
Department: HEALTH SERVICES - DETENTION HEALTH SERVICES
Attachment B
Page 122 of 167
Mental Health Clinical Specialist (1FTE)
The Mental Health Clinical Specialist (MHCS) position is assigned to the three adult detention facilities. The MHCS’s assignments at detention
may include but not limited to, providing mental health screenings and diagnostic behavioral health assessments to patients at intake, providing
follow up sick call visits to patients in custody placements, providing suicide assessments and crisis de-escalation interventions to patients in
crisis, develop safety plans, develop treatment and care plans for patients, facilitate treatment groups, collaborate with detention health
providers, psychiatrists, and custody staff, participate in improvement projects, collaborate with patients to develop discharge and reentry
plans, collaborate with community partners, outpatient providers, the patients support system and family members. The MHCSs will
participate in ongoing and mandatory training, administrative and clinical meetings for detention health, CCRMC and clinics. This clinician is a
part of a multi-disciplinary team that offers psychiatric treatment at the three adult detention facilities.
Licensed Vocational Nurse (2.8FTE)
Under the general supervision of registered nurses or physicians, licensed vocational nurses (LVNs) provide basic level, general nursing care
including applying dressing and bandages, collect lab specimens, and provide emergency first aid care. LVNs prepare and administer medication
including injections, perform wound care, record vital signs, diabetic check & insulin. LVNs may assist rehabilitation therapists in occupational,
recreational, and industrial therapy programs for inmates at the West County Detention facility.
FY 2022/23 Program Modification Request
Not Applicable
Attachment B
Page 123 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 List of All Budgeted Contracts (no minimum)
Contractor Name Program/Function 2021/22 Contract Amount (if
applicable)
2022/23 Proposed Contract
Amount
Variance between 21/22
and 22/23 Amounts
Not Applicable -
-
-
-
-
-
-
-
-
-
-
-
-$ -$ -$
Department: HEALTH SERVICES - DETENTION HEALTH SERVICES
Attachment B
Page 124 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 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, 2.1 597,335 2.00 917,177.00 3.00 917,177 3.00
Deputy Public Defender III ACER 1.2, 2.2 263,055 1.00 - -
Legal Assistant ACER 1.2 119,781 1.00 122,723.00 1.00 122,723 1.00
Deputy Public Defender IV Clean Slate 5.2 140,910 0.50 160,843.00 0.50 160,843 0.50
Legal Assistant Clean Slate 5.2 205,228 2.00 218,857.00 2.00 218,857 2.00
Social Work Supervisor II Client Support 5.3 165,080 1.00 176,868.00 1.00 176,868 1.00
Social Worker II Client Support 5.3 223,373 2.00 119,138.00 1.00 119,138 1.00
Social Worker III Client Support 5.3 - 135,163.00 1.00 135,163 1.00
Clerk Experienced Level Reentry Program Support 1.2, 2.1, 5.2, 5.3, 68,829 1.00 63,017.00 1.00 63,017 1.00
Asst. Public Defender Reentry Program Support 2.1-2.3, 3.3, 4.1, 5.1 313,017 1.00 313,017.00 1.00 313,017 1.00
Deputy Public Defender II Early Representation Program 1.2, 5.3 492,005 3.00 179,088.00 1.00 179,088 1.00
Deputy Public Defender III Early Representation Program 1.2, 5.3 - - 516,482.00 2.00 516,482 2.00
Legal Assistant Early Representation Program 1.2, 5.3 340,980 3.00 341,568.00 3.00 341,568 3.00
Legal Assistant Pre-Trial Services Program 1.2 356,964 3.00 365,399.00 3.00 365,399 3.00
Subtotal 3,286,557 20.50 3,629,340 20.50 - - 3,629,340$ 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 1,100 1,100
Promotional Materials for EarlyRep Early Representation Program 1.2, 5.3 800 800 800
Contracted Service - Uptrust Text
Messaging
Reentry Program Support
1.2, 2.1, 5.2, 5.3, - - 45,500 45,500
Bar Membership Dues/Fees Reentry Program Support 1.2, 2.1, 5.2, 5.3, - 4,950 4,950
-
Subtotal 36,907 37,082 50,450 87,532$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 3,323,464$ 20.50 3,666,422$ 20.50 50,450$ - 3,716,872$ 20.50
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: PUBLIC DEFENDER
Description of Item Program/Function Ops. Plan Item #
2021/22 Funding
Allocation1 2022/23 Baseline Request2 2022/23 Program
Modification Request3
2022/23 Total
Funding Request
Attachment B
Page 125 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: PUBLIC DEFENDER
FY 2022/23 Baseline Request
1.ACER. Salary and benefits costs of $1,039,900 are requested for (3) FTE Deputy PD IV Attorneys and (1) FTE Legal Assistant. This program
provides for early representation of in-custody clients at arraignment. ACER furthers the goals of reducing recidivism, reducing pretrial
detention rates, reducing unnecessary court appearances, and facilitating early resolution of cases. All three of our ACER attorneys are now
classfied as Deputy Public Defender IVs which is consistent with the need for experienced attorney staff who have the necessary expertise to
represent individuals on a range of criminal cases in arraignment court.
2.Client Support. Salary and benefits costs of $431,169 are requested for (1) FTE Social Work Supervisor II, (1) FTE Social Worker II, and (1) FTE
Social Worker III. Public Defender Social Workers provide social histories and needs assessments for adult clients to support case dispositions
and connect clients with critical services that result in successful case outcomes in order to reduce recidivism. Our social workers facilitate
releases from our local jails, aid successful pretrial release, and support successful reentry and reintegration. The program furthers the goal of
providing and enhancing integrated programs and services for successful reentry. This year, one of our AB109 funded Social Worker II
employees was promoted to the Social Worker III level.
3.Clean Slate. Salary and benefits costs of $379,700 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 county-wide record clearance services. 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 $1,037,138 are requested for (1) Deputy Public Defender II Attorney, (2) Deputy
Public Defender III 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 a countywide program which has
successfully reduced FTAs in arraignment court in all 3 regions of the county. We have also piloted the Holistic Intervention Partnership (HIP)
which is funded by JAG funding from the BSCC. HIP expands the array of EarlyRep services to include funding for housing, treatment, reentry
community navigation, and civil legal aid in collaboration with a broad array of government and community-based partners. Two of the
EarlyRep attorneys are classified at the Deputy Public Defender III experience level, which is consistent with the level of expertise necessary for
the EarlyRep assignment.
Attachment B
Page 126 of 167
5. Reentry Program Support. Salary and benefits costs of $376,034 are requested for (1) 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 on an administrative level by 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 $365,399 are requested for (3) FTE Public Defender Legal Assistants. This
program furthers the goals of reducing recidivism, reducing pretrial detention rates, reducing unnecessary court appearances, and facilitating
early resolution of cases. These Legal Assistants conduct 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 $37,082 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.
FY 2022/23 Program Modification Request
1.Operating Costs: Annual administrative cost share for (1) VISTA member placed at the Public Defender's office ($5,000).
The Public Defender's Office serves as a host site for the National Legal Aid and Defender Association (NLADA) Defending Communities in Service VISTA
Program. NLADA has partnered with the Corporation for National and Community Service (CNCS) to create an innovative program that trains AmeriCorps
VISTA members in best practices in Community-Oriented Defense and places them in public defense agencies. Our VISTA member will focus on measuring
the impact of our AB109 funded programs and will continue developing data systems and analytics to better understand outcomes for our AB109 funded
programs. In 2019, the CAB voted to utilize AB109 funding to support our VISTA member's administrative dues for that year given that their work was
aligned with AB109 goals.
2.Operating Costs: Text messaging system Services ($40,500). Uptrust is a customized text messaging service that sends court date notification text
messages to those with upcoming court dates. This service has been instrumental for clients participating in the Pretrial Services program who are released
before trial to attend their court dates from the community with supervision and support. Uptrust services have contributed to a reduction of failure to
appear (FTA) rates in local court and the Uptrust app is now being customized to link individuals to local community-based services.
3.Operating Costs: California State Bar Association annual dues and California Public Defender's Association (CPDA) annual membership dues ($4950). This
funding is for the annual State Bar dues for attorneys assigned to AB109-funded programs as well as the annual CPDA dues for those attorneys.
Attachment B
Page 127 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 List of All Budgeted Contracts (no minimum)
Contractor Name Program/Function 2021/22 Contract Amount (if
applicable)
2022/23 Proposed Contract
Amount
Variance between 21/22
and 22/23 Amounts
Uptrust, Inc.
Text messaging services for court date
reminders and connections to community-
based services. 40,500 40,500
Cost share with VISTA member through National Legal Aid Defenders Association (MOU)VISTA member to improve data collection
capacity for AB109 funded programs.
5,000 5,000
-
-
-
-
-
-
-
-
-
-$ 45,500$ 45,500$
Department: PUBLIC DEFENDER
Attachment B
Page 128 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Deputy Public Defender III STCC - Removal Defense 263,055 1.00 273,577 1.00 273,577 1.00
Administrative Services Asst. III STCC - Project Management 146,777 1.00 152,648 1.00 152,648 1.00
Immigration Attorney STCC - Consultations Contractor 34,303 0.40 35,675 0.40 35,675 0.40
Immigration Attorney Supervisor STCC - Removal Defense Contractor 28,472 0.20 29,611 0.20 29,611 0.20
Immigration Attorney STCC - Removal Defense Contractor 177,632 2.00 184,737 2.00 184,737 2.00
Immigration Legal Assistants STCC - Removal Defense Contractor 142,264 2.50 147,955 2.50 147,955 2.50
Immigration Legal Assistant STCC - Consultations Contractor 31,514 0.35 32,775 0.35 32,775 0.35
- - -
- - -
- - -
- -
Subtotal 824,017 7.45 856,978 7.45 - - 856,978$ 7.45
OPERATING COSTS -
Website (PD)Updates, design, domain, host 2,000 2,260 2,260
Hotline (PD)Infrastucture, domain, host 2,500 2,825 2,825
Services and Supplies (PD)Comm., Lang. Access, Misc.7,000 7,910 7,910
Community Response Hotline Coverage Contractor 15,000 16,950 43,050 60,000
Services and Supplies - Contractors Office Supp., Photocopies, Liability Ins.,10,819 12,225 12,225
Professional Development - -
Travel - Contractors Mileage Reimbursement 2,600 2,938 2,938
Communication - Contractors Cell Phones 1,762 1,991 1,991
Facilities - Contractors Facilities and shared space 34,321 38,783 38,783
Flexible Legal Defense (PD)Expert Witness 10,000 11,300 11,300
Indirect - Contractors Indirect costs for contractors 55,643 62,877 62,877
Subtotal 141,645 160,059 43,050 203,109$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 965,662$ 7.45 1,017,037$ 7.45 43,050$ - 1,060,087$ 7.45
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: Stand Together Contra Costa (Public Defender)
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 129 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: NAME OF DEPARTMENT
FY 2022/23 Baseline Request
Salary and Benefits: Salary and benefits costs of $856,978 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 $203,109 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.
FY 2022/23 Program Modification Request
Community Response is pivotal to the program. Granting an increase of $43,050, as shown in the total for operating cost above, will allow for
expansion of outreach to include the southern areas of Contra Costa which will garner better outcomes for the program. Stand Together
Contra Costa's community engagement efforts are essential to providing meaningful access to due process and building relationships and trust
with immigrant families on behalf of all county service providers. Given the climate around immigration and the mass influx of immigrants to
Contra Costa this request is in keeping with the important services provided by Stand Together Contra Costa.
Attachment B
Page 130 of 167
Contractor Name Program/Function 2021/22 Contract Amount (if
applicable)
2022/23 Proposed Contract
Amount
Variance between 21/22
and 22/23 Amounts
Jewish Family & Community Resources Immigration Removal Defense Support 441,129 463,185 22,056
Immigration Institute of the Bay Area Immigration Consultations 88,000 92,400 4,400
Bay Area Community Resources Community Response 30,000 60,000 30,000
-
-
-
-
-
-
-
-
-
559,129$ 615,585$ 56,456$
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 List of All Budgeted Contracts (no minimum)
Department: Public Defender
Attachment B
Page 131 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 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 335,254 1.00 348,665 1.00 348,665 1.00
DDA-Basic Level Violence Reduction/Recidivism Attorney 231,893 1.00 241,169 1.00 241,169 1.00
V/W Assist. Prog Specialist Reentry Notification Specialists 190,846 2.00 198,479 2.00 198,479 2.00
DDA-Advanced Level Arraignment Court/Realignment Attorney 675,839 2.00 702,872 2.00 702,872 2.00
Senior Level Clerk Clerical/file support-Arraign. Court 82,712 1.00 86,021 1.00 86,021 1.00
V/W Assist. Prog Specialist Reentry Notification Specialists 112,582 1.00 117,085 1.00 117,085 1.00
Legal Assistant Non-violent misdemeanor diversion 96,030 1.00 99,871 1.00 99,871 1.00
Experienced Level Clerk Clerical/file support-Arraign. Court 74,305 1.00 77,277 1.00 77,277 1.00
Experienced Level Clerk Clerical/file support 65,911 1.00 68,547 1.00 68,547 1.00
Senior Level Clerk - Part Time 960 Realignment 26,582 1.00 27,646 1.00 27,646 1.00
- -
Subtotal 1,891,954 12.00 1,967,632 12.00 - - 1,967,632$ 12.00
OPERATING COSTS -
Office Expense 8,000 8,000 8,000
Postage 2,000 2,000 2,000
Communication Costs 5,000 5,000 5,000
Minor Furniture/Equipment 4,000 4,000 4,000
Minor Computer Equipment 9,000 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 52,000 20,000 20,000
Neighborhood Courts Development - 32,000 32,000
-
Subtotal 130,000 130,000 - 130,000$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 2,021,954$ 12.00 2,097,632$ 12.00 -$ - 2,097,632$ 12.00
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: District Attorney's Office
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 132 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
The District Attorney’s Office is requesting $2,097,632 for FY 2022/23. This baseline request will continue the programs approved in the FY
2021/22 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
FY 2022/23 Baseline Request
The realignment team includes (4) FTE Deputy District Attorneys, (1) Legal Assistant (Neighborhood Courts Coordinator), (1) Senior Level Clerk, (2) Experienced Level Clerk,
(3) Victim/Witness Assistance Program Specialists, and (1) PT Senior Level Clerk.
• $1,967,632 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 implements 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 reduces 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.
Realignment/Re-entry Coordinator Attorney
This position is the office point person on all issues involving the implementation of prevention, realignment and re-entry. They attend Community Corrections Partnership
meetings to provide information to the CCP when requested and to keep the office informed as to the CCP’s policy decisions. They also participate in the CoCo LEAD+ (Law
Enforcement Assisted Diversion), Strategic Re-entry Plan Development, Pre-Release Planning Pilot, Pre-trial Services, and the Racial Justice Task Force.
ACER Attorneys
These attorneys staff the Superior Court’s in-custody arraignment courts and their early disposition calendars. This includes appearances at arraignments, weighing in on
bail motions, interaction with the court on pre-trial release and attempts at disposition of cases early in the judicial process, before additional resources are used.
• Appear at felony arraignments
• Review all pre-release reports.
FY 2022/23 Program Modification Request
None.
Attachment B
Page 133 of 167
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Social Service Program Assistant Re-Entry Systems Coordination 142,806 1.00 113,659 1.00 113,659 1.00
- - -
- -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- -
Subtotal 142,806 1.00 113,659 1.00 - - 113,659$ 1.00
OPERATING COSTS -
Travel Re-Entry Systems Coordination 1,204 906 906
Space Re-Entry Systems Coordination 5,046 3,799 3,799
Space CCAP Re-Entry Systems Coordination 8,804 6,628 6,628
Maintenance Re-Entry Systems Coordination 8,827 6,645 6,645
Communication Re-Entry Systems Coordination 3,510 2,642 2,642
Minor Furniture/Equipment Re-Entry Systems Coordination 259 195 195
Contracted Services Re-Entry Systems Coordination 4,248 3,198 3,198
Interdepartmental Charges Re-Entry Systems Coordination 6,725 5,063 5,063
Other Operating Costs Re-Entry Systems Coordination 2,934 2,209
Public/Private Direct Billed Re-Entry Systems Coordination 11,282 8,494 8,494
-
Subtotal 52,838 39,781 - 39,781$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 195,644$ 1.00 153,440$ 1.00 -$ - 153,440$ 1.00
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Department: EHSD
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 134 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: EHSD
FY 2022/23 Baseline Request
The EHSD -Reentry Systems proposed FY 2022/2023 Baseline Request of $153,440 includes:
- Salary and Benefit cost of $113,659 for one (1) FTE Social Service Program Assistant (SSPA).
- Operating Costs (35% estimated overhead) is based on salary and benefits for 1 FTE SSPA. Operating cost includes expenses for Travel, Space
per Contra Costa Allocation Plan, Maintenance, Communication, Minor Furniture/Equipment, Contracted Services, Interdepartmental Charges,
Other Operating Costs, Public/Public Direct Billed.
FY 2022/23 Program Modification Request
N/A
Attachment B
Page 135 of 167
Contractor Name Program/Function 2021/22 Contract Amount (if
applicable)
2022/23 Proposed Contract
Amount
Variance between 21/22
and 22/23 Amounts
-
N/A -
-
-
-
-
-
-
-
-
-
-
-$ -$ -$
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 List of All Budgeted Contracts (no minimum)
Department: EHSD
Attachment B
Page 136 of 167
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 44,000 45,760 45,760 -
Workforce Services Specialist Engagement with public & private partners 50,000 52,000 52,000 -
Business Service Representative Recruitment & engagement of businesses 70,061 72,863 72,863 -
Workforce Board Executive Director Oversight & coordination with workforce system 22,000 22,880 22,880 -
17/18 4% Floor Allocation - - -
18/19 4% Floor Allocation - - -
- - -
- - -
- - -
- - -
- -
Subtotal 186,061 - 193,503 - - - 193,503$ -
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 190,221$ - 197,663$ - -$ - 197,663$ -
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Department: EHSD - Workforce Development Board
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 137 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: NAME OF DEPARTMENT
FY 2022/23 Baseline Request
The Workforce Development Board of Contra Costa County (WDBCCC) is seeking status quo level funding of $197,663 for the fiscal year 2022-
2023. The budget reflects the amount of time key staff will devote to AB109 in order to continue to provide linkages to the One-Stop/AJCC
system, business engagement, and small business and entrepreneurship connections. Although we are no longer hosting the SBDC, we are
committed to collaborating with small businesses development organizations and training opportunities to provide entrepreneurial support to
the AB109 and broader reentry community. In accordance with the WDBCCC's original submittal, we will use AB109 funds to leverage other
funding in an effort to increase our capacity to provide services to previously incarcerated individuals.
FY 2022/23 Program Modification Request
The Workforce Development Board is not seeking increased funding at this time. The WDB is committed to partnering with the CCP and other
agencies/organizations working in this space, with a goal of pursuing and securing additional resources that can further support, align, and
leverage related work to serve AB109 participants and concurrently expand efforts to serve other justice involved populations that are
returning to communities in Contra Costa County and help them with employment and training needs.
Attachment B
Page 138 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS
ORJ Director ORJ Administration 6.2 251,121 1.00 253,792 1.00 253,792 1.00
ORJ Deputy Dir.ORJ Administration 6.2 215,671 1.00 203,774 1.00 203,774 1.00
Research and Eval. Manager Research and Evaluation 6.3 209,681 1.00 213,769 1.00 213,769 1.00
ORJ Program Coordinator ORJ Administration 6.2 165,378 1.00 169,794 1.00 169,794 1.00
AB 109 10% Reduction from FY 2020-21 (112,606) -
Subtotal 729,245 4.00 841,129 4.00 - - 841,129$ 4.00
OPERATING COSTS
Communication, Office Supplies and Travel 6.2 13,000 13,000 13,000
Data and Evaluation Software 6.3 65,000 65,000 65,000
Student Internship Program 6.3 15,000 15,000 15,000
-
Subtotal 93,000 93,000 - 93,000$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 822,245$ 4.00 934,129$ 4.00 -$ - 934,129$ 4.00
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
Department: Office of Reentry & Justice
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 139 of 167
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 continues to grow 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 enhance reentry service delivery, program coordination, data collection, and
overall understanding of the effectiveness of the County's local justice reform efforts.
DEPARTMENT:
Probation Department's Office of Reentry & Justice
FY 2022/23 Baseline Request
As ORJ's office operations and administrative functions continue to be integrated within the Probation Department structure, it will retain the
FY 2021/22 costs which include the following staffing pattern and operational expenditures unique from the rest of the Department.:
» ORJ Director - (1.0 FTE)
» ORJ Deputy Director - (1.0 FTE)
» Research and Evaluation Manger - (1.0 FTE)
» ORJ Program Coordinator (1.0 FTE) - *NOTE - While transitioning from CAO to the Probation Department, the formerly approved Senior
Program Analyst position (commonly classified in the CAO's office) was adjusted and reclassified as Program Coordinator with similar
classification and corresponding duties more appropriately aligned with the Probation Department's workforce structure.
The ORJ's operational costs that will not be absorbed by the Probation department are expected to be $93,000 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
» $15,000 will cover the costs for stipends or temporary wages towards ORJ's student intern program
FY 2022/23 Program Modification Request
ORJ is requesting a status quo budget request for FY 22-23 and have no modification requests at this time.
Attachment B
Page 140 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Richmond Police Officer (West)MHET Officer 157,771 1.00 164,082 164,082 -
San Ramon Police Officer (Central)MHET Officer 157,771 1.00 164,082 164,082 -
Pittsburg Police Officer (East)MHET Officer 157,771 1.00 164,082 164,082 -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- -
Subtotal 473,313 3.00 492,246 - - - 492,246$ -
OPERATING COSTS -
-
-
-
-
-
-
-
-
-
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 473,313$ 3.00 492,246$ - -$ - 492,246$ -
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: CCC Police Chief's Association
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 141 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
Each police agency assigns an 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. In addition, individually funded police departments assign an officer to serve as a
member of regional based Mental Health Evaluation Teams in partnership with Behavioral Health Services - Forensics Mental Health Unit.
DEPARTMENT: CCC Police Chief's Association
FY 2022/23 Baseline Request
The Contra Costa County Police Chief's Association has requested to fund three (3) MHET postions. These officers participate in coordinated
efforts with licensed mental health clinicians in response to referrals involving potentially "high risk" individuals with mental health issues in the
County. This collaborative approach is consistent with the Contra Costa County MHET Operation Plan. Each Police Officer maintains a current
knowledge of MHET-related programs to ensure individuals with severe and acute mental health challenges are referred to services, if deemed
appropriate. The goal is to reduce potential conflicts or confrontations between police and citizens.
FY 2022/23 Program Modification Request
Attachment B
Page 142 of 167
Contractor Name Program/Function 2021/22 Contract Amount (if
applicable)
2022/23 Proposed Contract
Amount
Variance between 21/22
and 22/23 Amounts
Richmond Police Department MHET Officer (West County)157,771 164,082 6,311
San Ramon Police Department MHET Officer (Central County)157,771 164,082 6,311
Pittsburg Police Department MHET Officer (East County)157,771 164,082 6,311
-
-
-
-
-
-
-
-
-
473,313$ 492,246$ 18,933$
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 List of All Budgeted Contracts (no minimum)
Department: Police Chiefs' Association
Attachment B
Page 143 of 167
Contra Costa County Community Corrections Partnership
2022/23 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Funding Request FTEs Funding Request FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
REGIONAL SERVICES - -
Employment 5.3b 2,283,000 - 2,351,490 2,422,035 - 2,494,696 - 7,268,220 - 139,740 2,422,740 -
Countywide Rubicon Programs 2,283,000 21.41
- -
Housing 5.3c 1,272,000 - 1,310,160 1,349,465 - 1,389,949 - 4,049,574 - 77,858 1,349,858 -
Countywide Shelter, Inc.842,000 4.88
Countywide Lao Family Community Development 430,000 2.35
Peer Mentoring 5.4a 115,000 - 118,450 122,004 - 125,664 - 366,117 - 7,039 122,039 -
West County Men and Women of Purpose 115,000 #####
Family Reunification 5.4b 94,000 - 96,820 99,725 - 102,716 - 299,261 - 5,754 - 99,754 -
Countywide Centerforce 94,000 #####
Legal Services 5.4c 157,000 - 161,710 166,561 - 171,558 - 499,829 - 9,610 - 166,610 -
Countywide Bay Area Legal Aid 157,000 1.37
One Stops 5.2b - - - - -
East/Central County Network System of Services see below 6.00 see below see below
West County Reentry Success Center see below 3.22 see below see below
Subtotal 3,921,000 41.39 3,921,000 - 4,038,630 - 4,159,789 - 4,284,583 - 12,483,001 - 240,000 - 4,161,000$ -
NETWORK SYSTEM OF SERVICES 3.3, 4.1, 5.1 979,000 1,008,370 1,038,621 1,069,780 3,116,771 59,924 1,038,924
Operations and Management HealthRIGHT 360 654,400 -
-
Contracted Services -
Transitional Housing Mz. Shirliz 175,000 -
Specialized Vocational Training Fast Eddie's Auto Services 67,600 -
Transition Planning (women)Centerforce 82,000 -
REENTRY SUCCESS CENTER 3.3, 4.1, 5.1 -
Operations and Management Rubicon Programs 603,000 603,000 N/A N/A N/A N/A 603,000
Subtotal 1,582,000 1,582,000 1,008,370 1,038,621 1,069,780 3,116,771 59,924 1,641,924$
OTHER EXPENSES -
Voice Quarterly Newsletters 20,000 20,000 N/A N/A N/A N/A 20,000
CAB Support (countywide)Via Office of Reentry and Justice 3,000 3,000 N/A N/A N/A N/A 3,000
Subtotal 23,000 23,000 - - - - - 23,000
Total 5,526,000$ 41.39 5,526,000$ - N/A - N/A - N/A - N/A - 299,924$ - 5,825,924$ -
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars. FTEs were intentionally left blank since they are subject to change.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: COMMUNITY ADVISORY BOARD
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3Description of Item 2021-22 CONTRACTED PROVIDER Ops. Plan
Item #
2021/22 Funding
Allocation1 2023/24 COLA 3%2024/25 COLA 3%2022/23 COLA 3%2022/25 Total Contract
Attachment B
Page 144 of 167
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 2022/23, CAB submits a largely status quo budget to the County for approval with a modest increase to include a 3% COLA increase overall for each
year of the programs' (3) year contract.
DEPARTMENT: Community Advisory Board
2022/23 Baseline Request
In 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.
The recommended amounts of ongoing funding for FY 2022-23 are as follows:
Reentry Success Center: $603,000
Center/Network Joint Communications Strategy $20,000
CAB support through ORJ $3,000
Current baseline amounts for services up for competitive bidding this fiscal year:
Employment Support and Placement Services: $2,283,000
Housing: $1,272,000
Peer Mentoring: $115,000
Family Reunification: $94,000
Civil Legal Services: $157,000
Network System of Services: $979 000
The contract for the Center is expected to be put out for competitive bidding in the second half of FY 2024/25 to align with competitive bidding of the other
programs.
2022/23 Program Modification Request
CAB recommends that the County allocate the following for the impending RFP process:
Employment Support and Placement Services: $2,422,740
Housing: $1,349,858
Peer Mentoring: $122,039
Family Reunification: $99,754
Civil Legal Services: $166,610
Network System of Services: $1,038,924
This total funding level was calculated by providing a roughly 3% COLA increase in each of the next three years from the program's current
baseline amount. The three-year contracted amounts were then divided equally among each of the next three years to get an annual funding
level.
Attachment B
Page 145 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Courtroom Clerk II Step 6 203,298 2.00 211,430 2.00 211,430 2.00
- - -
- -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- -
Subtotal 203,298 2.00 211,430 2.00 - - 211,430$ 2.00
OPERATING COSTS -
-
-
-
-
-
-
-
-
-
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 203,298$ 2.00 211,430$ 2.00 -$ - 211,430$ 2.00
1. FY 2021/22 Funding Allocation reflects the FY 2021/22 Board of Supervisor's approved AB 109 budget.
2. FY 2022/23 Baseline Request should reflect the cost of continuing FY 2021/22 programs in FY 2022/23 dollars.
3. FY 2022/23 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2022/23.
Department: Superior Court, County of Contra Costa
2022/23 Total
Funding Request2022/23 Baseline Request2 2022/23 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2021/22 Funding
Allocation1
Attachment B
Page 146 of 167
Contra Costa County Community Corrections Partnership
FY 2022/23 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
Please provide a narrative describing the programming is being proposed on the AB 109 Budget Proposal Form.
DEPARTMENT: NAME OF DEPARTMENT
FY 2022/23 Baseline Request
The Contra Costa Superior Court respectfully requests one-time funding from the County’s FY 2022-23 AB 109 allocation in the amount of
$211,430. 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.
FY 2022/23 Program Modification Request
Attachment B
Page 147 of 167
2021 CAB Policy Memorandum – Page 1 of 4
MEMORANDUM
FY 2022-2023 Policy & Budget Recommendations
Community Advisory Board to the Contra Costa County Community Corrections Partnership
Introduction
The Community Advisory Board (CAB) would like to submit the following memorandum to the
Community Corrections Partnership (CCP) for consideration and request public discussion of CAB’s
proposed policy and budget recommendations for fiscal year 2022-2023. CAB recognizes CCP for its
ongoing support and attention to CAB’s recommendations over the years and will continue to work in
partnership with CCP members and members of the Board of Supervisors to refine, enhance, and
improve our local criminal justice system.
CAB also commends the CCP, the Public Protection Committee, and CAO staff for their thoughtful and
serious review of our FY 21-22 policy recommendations. We plan to continue working with all relevant
stakeholders to see through the implementation of our prior year’s recommendations as well as build
upon them for FY 22-23.
Building from CAB’s policy platform, which states:
As County residents and representatives of the community, we want a fair and effective justice
system in Contra Costa County. Our approach to policy rests on four pillars:
▪We want to invest in what works.
▪We believe that true justice requires social justice.
▪We believe that incarceration should serve as a last resort.
▪We believe that safety for all depends on justice for all.
Our membership recommends the following:
RECOMMENDATION #1:
Continue investments in housing services by expanding the pool of reentry-specific housing
Due to the impending effects and challenges of the COVID-19 pandemic, CAB recognizes the importance
of sustaining safe and stable housing for vulnerable populations. We wish to reassert our previously
recommended policy solution involving the expansion of housing services and options to address the
ever growing and evolving housing needs of the reentry population, particularly as they are exacerbated
by the pandemic, including streamlining transitions from jail to community by providing access to
immediate housing at the point of release. We continue to highlight our concerns with utilizing one
predominant housing model – transitional housing through sober living environments (SLE) as the
primary source of housing for the reentry population. We are proposing that AB 109 investments be
Attachment C
Page 148 of 167
2021 CAB Policy Memorandum – Page 2 of 4
prioritized for services that utilize a housing first approach, as this is best practice within the housing
field, and offer flexible housing options in addition to transitional living.
More flexible funding would provide people with the support needed at the first hint of housing
instability unique to their individual housing needs and prevent them from nearing the point of crisis to
provide a pathway to permanent housing.
RECOMMENDATION #2:
Expand the use of alternatives to incarceration including diversion and restorative justice
programs, and ensure equitable access to these programs
CAB recognizes the significance of improving our local justice system and reducing incarceration through
the use of alternative programming that provide individuals who have committed low to moderate level
offenses, opportunities to course correct and receive access to critical resources at important decision
points along the criminal justice system continuum. Diversion and restorative justice programs have
been widely used internationally as proven solutions for decarceration and reintegrating individuals
back into society successfully.
We commend our County’s various law enforcement agencies and reentry service providers who have
adopted these practices either as agencywide policy or as formal programs. CAB recommends the CCP
consider introducing expanding diversion and restorative justice opportunities countywide by reviewing
an inventory of existing programs and policies, implement programs where needed, and establish a
policy that ensures that any adopted diversionary and/or restorative justice practice and program make
every effort to ensure equitable access to these opportunities across race/ethnicity, gender, age, ability,
etc. To ensure and monitor the accessibility to these types of programs, we are also recommending
ongoing public discussions and reporting of the demographic breakdowns of referrals, admissions, and
completions of individuals participating in these programs.
CAB also recommends offering restorative justice programming for individuals serving time in custody at
Marsh Creek and West County Detention Facilities.
RECOMMENDATION #3:
Ensure all reentry programs and services are adaptable to a racial equity lens, are trauma-
informed, and are culturally competent and responsive to the communities being served.
With the county’s growing effort to codify racial justice and equity across all facets of the county
government structure, CAB believes similar attention such be given to AB 109 funded programs and
services. CAB recommends that all reentry programs and services demonstrate racial inclusion and
equity and are responsive to the population’s trauma histories and cultural backgrounds.
Attachment C
Page 149 of 167
2021 CAB Policy Memorandum – Page 3 of 4
We are encouraging the CCP to have public discussions on how this can be done in conjunction with the
work of the Racial Justice Oversight Body and the creation of the Office of Racial Equity and Social
Justice. CAB supports all efforts to ensure equitable access to and outcomes of funded services that are
sensitive and responsive to the historical and unique needs of the communities these programs are
intended to serve.
RECOMMENDATION #4:
Support the development of a data strategy coordinated by the Office of Reentry and Justice
to improve data collection, analysis and evaluation of programs and services, and the impact
of AB 109 funding on the reentry population.
CAB commends the CCP and Board of Supervisors’ continuous support of the expansion of the Office of
Reentry and Justice’s operations and stewardship of important partnerships and collaborations with our
local justice system actors and stakeholders. CAB also commends the Probation Department for
supporting ORJ’s integration within its agency and its continuous support for bringing the community’s
vision of this Office into fruition. With ORJ’s growing research and evaluation team and CAB recognizing
the increasing demand and call for more analysis of the AB 109’s impact in our community, we support
ORJ’s effort to establish a data strategy that will strive to address the data needs of the AB 109
collaborative involving every AB 109 funded county agency and CBO partner. This is a major undertaking
and will require ongoing and long-standing partnerships across multiple stakeholders to begin answering
questions relating to impact and long-term outcomes of the communities served through AB 109
resources. We recommend the CCP’s full support of this effort through membership participation where
needed.
RECOMMENDATION #5:
Increase targeted support and expand community-based resources for individuals with
disabilities that are also justice-system involved, to include persons with physical and
developmental disabilities, as well as those experiencing co-occurring mental health and
substance use disorders.
CAB acknowledges the growing need for specialized supports for individuals with disabilities that are
also impacted by the justice-system. Presently, services for those with disabilities are availability and
accessible, no reentry specific resources have been allocated to address this need outside of AB 109
funded behavioral health services. CAB recommends CCP engage in public discussions on areas where
accessibility and coordination of resources can be improved for those who are justice-involved and living
with disabling conditions. Disability can come in many forms and without having a clear understanding
of how many individuals among this population are in need of services and how these services can be
coordinated and integrated to better respond to their needs is a missed opportunity to support
successful reintegration and reducing recidivism. CAB welcomes more discussion and an opportunity to
work in partnership with CCP members to look at this issue more in depth.
Attachment C
Page 150 of 167
2021 CAB Policy Memorandum – Page 4 of 4
RECOMMENDATION #6:
Expand county employment opportunities and hiring among justice-involved population
It is of no surprise that gainful employment with livable wages and benefits is a cornerstone for reducing
recidivism and ensuring anyone with a history of justice-involvement can take care of their families and
sustain disengagement from the justice system long-term. Public sector jobs have traditionally served as
the backbone for job security and income stability among the general workforce. Because of this
recognition, ensuring equitable access to public sector jobs for those in reentry can lift whole families
and communities out of poverty and on track to a stable life. CAB recommends the county develop an
initiative to expand employment opportunities and hire among the reentry population similar to other
efforts in neighboring counties such as Alameda and San Francisco counties who have exercised policy
actions and invested in outreach to these communities as the need for public sector workers continue to
grow. CAB welcomes public discussions on the ways in which the county can streamline opportunities
for hiring and job placement among the justice-involved population.
Attachment C
Page 151 of 167
1
Page 152 of 167
2
Page 153 of 167
3
•On December 3, 2021, the Community Corrections Partnership (CCP) –Executive
Committee approved a FY 22/23 Community Corrections Budget:
•The CCP approved budget totaled approximately $34.1 million, including $33.2
million in baseline funding and $931,000 in budget modifications.
2021/22 2022/23
ONGOING BASELINE PROG. MOD. TOTAL Contract Funding
PROGRAM EXPENDITURES
Sheriff 9,004,929 10,325,502 359,740 10,685,242 805,480
Probation 3,921,368 4,170,841 - 4,170,841 80,000
Behavioral Health 2,055,471 2,283,662 571,594 2,855,256 400,000
Health, Housing & Homeless 393,853 533,966 - 533,966 382,330
Detention Health Services 1,152,714 1,201,843 - 1,201,843
Public Defender 4,179,490 4,776,959 - 4,776,959 615,585
District Attorney 1,826,429 2,097,632 - 2,097,632 -
EHSD 177,399 153,440 - 153,440 45,500
EHSD-WDB 190,221 197,663 - 197,663 -
Office of Rentry and Justice 822,845 934,129 - 934,129 -
CCC Police Chiefs 495,257 492,246 - 492,246 492,246
Community Programs 5,526,000 5,825,925 - 5,825,925 5,802,925
Superior Court 203,298 211,430 - 211,430
TOTAL EXPENDITURES 29,949,274 33,205,238 931,334 34,136,572 8,624,066
2022/23 BUDGET REQUEST
Page 154 of 167
Sheriff’s Office -$359,740 for two (2) Mental Health
Evaluation Team (MHET) Officers.
Behavioral Health -$571,594
◦$419,637 for three (3) Mental Health Clinical Specialist to partner with
the Sheriff’s Office to provide mental health services to individuals with
mental illness who engage frequently with the Sheriff’s department and
have frequent contact with Psychiatric Emergency Services
◦$151,957 for increased nursing hours, clerical support,
planning/evaluation, and program supervision.
4
Page 155 of 167
5
Total Revenue -$35.7 million
◦FY 22/23 Base Revenue -$33.1 million
Based on the January Governor’s Budget, statewide base is estimated at $1.76 billion, Contra Costa County receives 1.88% of the statewide base revenue
◦FY 21/22 Growth Revenue –$2.6 million (net of a 10% transfer to the Local Innovation Fund)
Statewide FY 21/22 Growth is estimated at $167.7 million; the County estimate assumes the allocation rate of 1.71% remains the same as the previous year.
Total revenue exceeds the CCP Recommended budget by $1.6 million.
Page 156 of 167
6
The Fund Balance is expected to increase from $28.9 million
to $34.3 million by the end of FY 21/22.
FY 21/22
Budgeted
FY 21/22
Projected Actuals Diff.
REVENUES:
FY 2021/22 Base Allocation 26,488,323 29,962,259 3,473,936
FY 2020/21 Growth Revenue 1,446,951 3,494,029 2,047,078
FY 2020/21 Base Restoration - 409,125 409,125
TOTAL REVENUE 27,935,274 33,865,413 5,930,139
EXPENDITURES:
Reimbursements To Depts 29,949,274 28,451,810 (1,497,464)
TOTAL EXPENDITURES 29,949,274 28,451,810 (1,497,464)
NET CHANGE IN FUND BALANCE (2,014,000) 5,413,603 7,427,603
FUND BALANCE, BEGINNING 28,896,194 28,896,194 -
FUND BALANCE, ENDING 26,882,194 34,309,797 7,427,603
Page 157 of 167
7
At the November 2021 CCP meeting, the Community Advisory
Board (CAB), presented the 2021 Policy Brief.
CAB Recommendations:
1.Continue investments in housing services by expanding the pool of
reentry-specific housing.
2.Expand the use of alternatives to incarceration including diversion
and restorative justice programs and ensure equitable access to these
programs.
3.Ensure all reentry programs and services are adaptable to a racial
equity lens, are trauma-informed, and are culturally competent and
responsive to the communities being served.
Page 158 of 167
4.Support the development of a data strategy coordinated by the Office
of Reentry and Justice to improve data collection, analysis and
evaluation of programs and services, and the impact of AB 109
funding on the reentry population.
5.Increase targeted support and expand community-based resources
for individuals with disabilities that are also justice-system involved,
to include persons with physical and developmental disabilities, as
well as those experiencing co-occurring mental health and substance
use disorders.
6.Expand county employment opportunities and hiring among justice-
involved population.
8
Page 159 of 167
1. CONSIDER approving the FY 2022/23 AB 109 budget
proposal as recommended by the Community Correction
Partnership-Executive Committee.
2. CONSIDER directing staff to coordinate with certain funded
programs or departments to report back to the Committee.
9
Page 160 of 167
PUBLIC PROTECTION COMMITTEE 7.
Meeting Date:02/28/2022
Subject:Racial Justice Oversight Body Vacancy and Recruitment
Submitted For: Esa Ehmen-Krause, County Probation Officer
Department:Probation
Referral No.: N/A
Referral Name: Referral on Racial Justice Oversight Body – 2022 Recruitment Plan
Presenter: Patrice Guillory Contact: Nicole Popczuk, (925) 313-4139
Referral History:
On July 24, 2018, the Board of Supervisors adopted the "Racial Justice Task Force - Final Report and Recommendations",
which included the recommendation to create a Racial Justice Oversight Body tasked with the periodic review and reporting of
racial and ethnic disparities in the local criminal and juvenile justice systems, as well as the ongoing support and monitoring of
efforts to implement recommendations to reduce the disparities.
Based on this action, the Racial Justice Oversight Body is composed of the following 18 representatives:
A representative from the Superior Court, as a non-voting member;1.
The Sheriff or his designee;2.
The Chief Probation Officer or his designee;3.
The Public Defender or her designee;4.
The District Attorney or her designee;5.
A representative from a local law enforcement agency, nominated by the Contra Costa County Police Chiefs’
Association;
6.
A representative from the Contra Costa County Office of Education;7.
A representative from a Local School District (Rotation: Mt. Diablo/West Contra Costa/Antioch)8.
A representative from Contra Costa County Health Services Department; and9.
Nine community-based representatives, including:
Community-based Representative, Seat 1 & 2: two members nominated by the Contra Costa Racial Justice
Coalition
Community-based Representative, Seat 3 & 4: two individuals with prior personal criminal or juvenile justice
system involvement
Community-based Representative, Seat 5, 6 & 7: three representatives from community-based organizations
(CBO) that work with justice involved populations, including at least one person who works directly with youth
Community-based Representative, Seat 8: one representative from a faith-based organization
Community-based Representative, Seat 9: one representative that is either a school age young person, or from a
CBO who provides services to school age youth
10.
On September 29, 2020, a three-week recruitment process was initiated by the County to fill the seven (7)
community-based seats. The Racial Justice Coalition selected their two nominations. The deadline for submissions
was October 19, 2020 and the County received a total of 25 applications.
On October 26, 2020, the PPC interviewed and approved the nominations for appointment to the Racial Justice
Oversight Body. On January 19, 2021, the Board of Supervisors appointed the individuals identified in Attachment
A to serve on the Racial Justice Oversight Body.
Referral Update:
On November 4, 2021, Apollo Sulse, the Community-based Representative (Seat 8), was declared inactive by the
Page 161 of 167
On November 4, 2021, Apollo Sulse, the Community-based Representative (Seat 8), was declared inactive by the
Racial Justice Oversight Body.
On November 15, 2021, Noe Gudiño, the Community-based Representative (Seat 9), notified staff of his desire to
resign from the Racial Justice Oversight Body.
On December 7, 2021, the Board of Supervisors accepted the resignation of Noe Gudiño and motion by full body
declaring Apollo Sulse inactive, declared a vacancy of the Community Representative Seat 8 and 9 on the Racial
Justice Oversight Body, and directed the Clerk of the Board to post the vacancies.
Staff recommends the following recruitment schedule options to fill current vacancies on the RJOB:
OPTION 1: 3-Week Application Period – Spring 2022 (NOTE: Recruitment for Community-based Representative
Seats #8 & #9 Vacancies ONLY):
Mar 21: Issue press release advertising vacancies
Apr 11: Application Deadline (3-week application period)
Apr 25: PPC Meeting: Interviews
May 10: BOS consideration of PPC nominations
OPTION 2: 7-Week Application Period – Spring 2022 (NOTE: Recruitment for Community-based Representative
Seats #8 & #9 Vacancies ONLY):
Mar 21: Issue press release advertising vacancies
May 9: Application Deadline (7-week application period)
May 23: PPC Meeting: Interviews
Jun 7: BOS consideration of PPC nominations
In preparation for all Community-based Representative seats with terms expiring on December 31st, 2022, Staff also
recommends initiating an additional recruitment process scheduled for Fall 2022. The following recruitment schedule options
would include:
OPTION 1: 3-Week Application Period – Fall 2022 (NOTE: Recruitment for ALL 9 Community-based Representative
Seats):
Sep 19: Issue press release advertising vacancies
Oct 10: Application Deadline (3-week application period)
Oct 24: PPC Meeting: Interviews
Nov 8: BOS consideration of PPC nominations
OPTION 2: 7-Week Application Period – Fall 2022 (NOTE: Recruitment for ALL 9 Community-based Representative
Seats):
Aug 22: Issue press release advertising vacancies
Oct 10: Application Deadline (7-week application period)
Oct 24: PPC Meeting: Interviews
Nov 8: BOS consideration of PPC nominations
Attachment A includes a full roster of Members for the Racial Justice Oversight Body including term expiration dates and
current vacancies for Community-based Representative Seats 8 and 9.
Recommendation(s)/Next Step(s):
PROVIDE direction to staff regarding the recruitment process to immediately fill (2) vacant Community-based
Representative Seats 8 and 9 of the Racial Justice Oversight Body.
PROVIDE direction to staff regarding a recruitment process for Fall 2022 to fill all (9) Community-based
Representative Seats of the Racial Justice Oversight Body scheduled to expire on December 31st, 2022.
Attachments
Page 162 of 167
Attachment A - 2022 Racial Justice Oversight Body Member Roster
Page 163 of 167
2021-22 Racial Justice Oversight Body
Seat
The Sheriff or designee
The Chief Probation Officer or designee
The Public Defender or designee
The District Attorney or designee
Superior Court representative (Non-Voting)
Local Law Enforcement representative (Nominated by CCC PCA)
Contra Costa County Office of Education representative
Local School District representative (Mt. Diablo/West Contra Costa/Antioch)
Health Services Department representative
Community-based Representative, Seat 1 (Nominated by Racial Justice Coalition)
Community-based Representative, Seat 2 (Nominated by Racial Justice Coalition)
Community-based Representative, Seat 3 (Prior personal criminal justice involvement)
Community-based Representative, Seat 4 (Prior personal criminal justice involvement)
Community-based Representative, Seat 5 (CBO work w/ justice involved youth)
Community-based Representative, Seat 6 (CBO work w/ justice involved of any age)
Community-based Representative, Seat 7 (CBO work w/ justice involved of any age)
Community-based Representative, Seat 8 (Faith-based organization)
Community-based Representative, Seat 9 (School age youth or CBO of youth services)
Appointee
Melissa Klawuhn
Esa Ehmen-Krause
Ellen McDonnell (Co-Chair)
Diana Becton
Matthew Malone
Bisa French
Lynn Mackey
LaShante Smith
Dr. William Walker
Tamisha Walker (Co-Chair)
Jeff Landau
Michael Pierson
Chala Bonner
Stephanie Medley
Ronell Ellis
Cheryl Sudduth
Vacant
Vacant
Term Expiration
ex-officio
ex-officio
ex-officio
ex-officio
other appointed
December 31, 2022
other appointed
December 31, 2022
other appointed
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
Page 164 of 167
PUBLIC PROTECTION COMMITTEE 8.
Meeting Date:02/28/2022
Subject:CY 2022 Workplan
Submitted For: PUBLIC PROTECTION COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: N/A
Presenter: Paul Reyes, Senior Deputy County Administrator 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 Oversight Body
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
Other items that will be included are:
1. Stepping Up Initiative, including the Anyone Anywhere Anytime (A3) program
2. Holistic Intervention Partnership from the Public Defender's Office The Committee members have selected the fourth
Monday of each month at 10:30 a.m. as the standing meeting date and time for 2022.
Referral Update:
Attached for the Committee's review is the proposed meeting schedule and the proposed work plan for hearing each of the
2022 referrals (Attachment A).
Recommendation(s)/Next Step(s):
1. APPROVE the proposed 2022 Public Protection Committee meeting schedule and workplan;
2. PROVIDE direction to staff as appropriate.
Attachments
Attachment A - Draft 2022 Committee Workplan
Page 165 of 167
Attachment A
2022 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
February 28, 2022 JJCC Appoint Interviews and
recommendation
FY 22/23 Community Corrections
Budget Recommendation
Racial Justice Oversight Body (RJOB)
Status Update
2022 Workplan
March 28, 2022 Juvenile Justice Coordinating Council
update
Appointment recommendations as
needed
April 25, 2022 Stepping Up Initiative
Holistic Intervention Partnership from
the Public Defender’s Office
Appointment recommendations as
needed
May 23, 2022 Racial Equity Action Plan
Welfare Fraud Investigation and
Prosecution
Appointment recommendations as
needed
June 27, 2022 Adult Criminal Justice Fees
Appointment recommendations as
needed
July 25, 2022 Update on the Multi -Language
Capability of County’s emergency
warning systems
Disaster Response Coordination
Appointment recommendations as
needed
August 22, 2022 Update on County Law Enforcement
Participation and Interaction with
Federal Immigration Authorities
Appointment recommendations as
needed
September 26, 2022 Inmate Welfare
Fund/Telecommunications/Visitations
Issues
Page 166 of 167
Attachment A
Appointment recommendations as
needed
October 24, 2022 2022 Legislative Impacts
JJCC Update
Appointment recommendations as
needed
November 28, 2022 Appointment recommendations as
needed
December 26, 2021
Holiday
Holiday - No meeting
Page 167 of 167