HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 02252024 - PPC Agenda PktAGENDA
CONTRA COSTA COUNTY
Public Protection Committee
Supervisor Federal D. Glover
Supervisor John Gioia
11780 San Pablo Ave, Ste D, El Cerrito |
190 East 4th Street, Pittsburg |
https://cccounty-us.zoom.us/j/860435475
78 | Call In: (888) 278-0254 Conference
code: 985922
1:00 PMMonday, February 5, 2024
The public may attend this meeting in person at either above location . The public may also
attend this meeting remotely via Zoom or call-in.
Agenda Items: Items may be taken out of order based on the business of the day and preference of the
Committee.
1.CONSIDER electing a committee member to the offices of Chair and Vice Chair
for 2024. (Supervisor Gioia)
24-0396
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers
may be limited to two (2) minutes).
3.APPROVE the Record of Action for the August 7, 2023 Public Protection
Committee (PPC) meeting. (Enid Mendoza, PPC Staff)
24-0397
DRAFT ROA 8-7-23 PPC MeetingAttachments:
4.REVIEW and APPROVE the fiscal year 2024-25 AB 109 Local Community
Corrections budget proposal, as recommended by the Community Corrections
Partnership - Community Corrections Partnership Executive Committee, and
PROVIDE direction to staff. (Enid Mendoza, Senior Deputy County
Administrator)
24-0398
Attachment A - AB 109 CCP Base and Growth History 2014-2023 as of
Feb-23
Attachment B - AB 109 FY24-25 Dept Summary
Attachment C - CCP Approved AB 109 FY24-25 - All Requests
Attachment D - CAB AB 109 Excess Fund Discussion Summary-
Housing Priority Area
Attachment E - CAB Draft AB109 Excess Funds Planning Schedule
Attachment F - AB 109 CCP Fund Balance Tracking
Attachments:
Page 1 of 2
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Public
Protection Committee
AGENDA February 5, 2024
5.CONSIDER approving the proposed 2024 Public Protection Committee (PPC)
meeting schedule and format, or PROVIDE direction to staff regarding any
changes thereto. (Enid Mendoza, PPC Staff)
24-0399
6.The next meeting is currently scheduled for March 4, 2024.
7.Adjourn
General Information
This meeting provides reasonable accommodations for persons with disabilities planning to attend a the
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 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. Staff reports related to items on the agenda are
also accessible on line at www.co.contra-costa.ca.us.
HOW TO PROVIDE PUBLIC COMMENT:
Persons who wish to address the Committee during public comment on matters within the jurisdiction of the
Committee that are not on the agenda, or who wish to comment with respect to an item on the agenda, may
comment in person, via Zoom, or via call-in. Those participating in person should offer comments when invited
by the Committee Chair. Those participating via Zoom should indicate they wish to speak by using the “raise
your hand” feature in the Zoom app. Those calling in should indicate they wish to speak by pushing *9 on their
phones.
Public comments generally will be limited to two (2) minutes per speaker. In the interest of facilitating the
business of the Board Committee, the total amount of time that a member of the public may use in addressing the
Board Committee on all agenda items is 10 minutes. Your patience is appreciated.
Public comments may also be submitted to Committee staff before the meeting by email or by voicemail.
Comments submitted by email or voicemail will be included in the record of the meeting but will not be read or
played aloud during the meeting.
For Additional Information Contact:
Enid Mendoza, Committee Staff
Email: Enid.Mendoza@cao.cccounty.us
Phone: (925) 655-2051
Fax: 655-2066
Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:24-0396 Agenda Date:2/5/2024 Agenda #:1.
PUBLIC PROTECTION COMMITTEE
Meeting Date:February 5, 2024
Subject:SELECTION OF COMMITTEE OFFICERS
Submitted For:Monica Nino, County Administrator
Department:County Administrator’s Office
Referral No:N/A
Referral Name:N/A
Presenter:Supervisor John Gioia
Contact:Enid Mendoza
Referral History:
At the January 9, 2024, reorganization meeting of the Board of Supervisors, the Board decided that each of its
standing committees should choose its 2024 officers (chair and vice chair).
Referral Update:
The Committee is asked to elect its officers for 2024.
Recommendation(s)/Next Step(s):
CONSIDER electing a committee member to the offices of Chair and Vice Chair for 2024.
Fiscal Impact (if any):
None.
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:24-0397 Agenda Date:2/5/2024 Agenda #:3.
PUBLIC PROTECTION COMMITTEE
Meeting Date:February 5, 2024
Subject:RECORD OF ACTION - AUGUST 7, 2023, PUBLIC PROTECTION COMMITTEE
MEETING
Submitted For:Monica Nino, County Administrator
Department:County Administrator’s Office
Referral No:N/A
Referral Name:N/A
Presenter:Enid Mendoza, Committee Staff
Contact:Enid Mendoza
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 August 7, 2023,
meeting.
Recommendation(s)/Next Step(s):
APPROVE the Record of Action from the August 7, 2023, Public Protection Committee meeting.
Fiscal Impact (if any):
None.
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D R A F T
PUBLIC PROTECTION COMMITTEE
RECORD OF ACTION FOR
August 7, 2023
Supervisor Federal D. Glover, Chair
Supervisor John Gioia, Vice Chair
Present: Federal D. Glover, Chair
John Gioia, Vice Chair
1.Introductions
The meeting was called to order at 10:30 a.m.
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers
may be limited to three minutes).
The Committee heard public comment from one member of the public.
3.RECEIVE and APPROVE the Record of Action from the July 3, 2023 meeting.
The Committee approved the record of action for the July 3, 2023, meeting as presented.
AYE: Chair Federal D. Glover
Vice Chair John Gioia
4.CONSIDER applicants for existing JJCC vacancies, reserved for two (2) At-Large Representative
seats and two (2) At-Large Youth Representative seats.
a.
RECOMMEND candidates for the vacant seats identified above to the Board of
Supervisors for appointment consideration.
b.
c. PROVIDE any additional direction to staff regarding the JJCC.
Chair Glover introduced the item and each applicant introduced themselves and shared
employment and/or volunteer experience and their areas of interest. Public comment was heard
by 4 individuals.
The Committee decided to recommend to the Board of Supervisors, the appointments of Tumani
Drew to the At-Large 1 seat, Raymond Chimezie to the At-Large 2 seat, Ian Cohen to the Youth
Representative 2 seat, and Anya Ayyappan to the At-Large Youth Representative seat.
AYE: Chair Federal D. Glover
Vice Chair John Gioia
5
5.ACCEPT report from the Animal Services Department, which provides additional strategies to address the
animal shelter, clinic, and outreach concerns raised by the Public Protection Committee at its July 3, 2023
meeting, ACCEPT draft Measure X proposal prepared by the Department, and provide further direction to
staff as needed.
Animal Services Director Beth Ward presented the report and responded to Committee questions.
Vice Chair Gioia shared concerns with the timing of funding increases to the department, such as
the opportunity to propose a Measure X allocation not being available to the department until after
November, ARPA funding being a one-time capital allocation, and city and user fees being so
recent that funding has not been allocated. Concerns regarding the department's community
partner engagement were also raised, to which Director Ward responded that the last community
partner meeting lacked attendance despite the volume of community concerns. Per Director Ward,
only 2 individuals attended the community partner meeting. The duration of the meeting was
approximately four hours and included discussion and a facility tour among other activities.
The Committee heard public comment from 10 individuals.
The Committee directed the department to schedule meetings with community partners to gather
input on what issues can be addressed now with the available funding, as well as to discuss what
other funding sources are available to provide additional support and to seek opportunites where
collaborative efforts could bring in additional funding. The Committee also offered to work with
Director Ward to help with outreach communications to the community and animal service
partners.
AYE: Chair Federal D. Glover
Vice Chair John Gioia
6.ACCEPT reports from the W. Haywood Burns Institute on the progress and activities of the
County’s Racial Justice Oversight Body in 2022, as approved by the Office of Reentry and Justice;
a.
RECEIVE the Racial Justice Oversight Body Public Statment on Racial Disparities in Local
Policing; and
b.
c. Provide direction to staff as needed.
The Committee received the presentation by Christopher James from the W. Haywood Burns
Institute and Patrice Guillory, Office of Reentry & Justice Director.
The Committee accepted the reports as presented and referred the topic and reporting of the
Racial Justice Oversight Body to the Board's Equity Committee.
AYE: Chair Federal D. Glover
Vice Chair John Gioia
7.The regularly scheduled meeting for September 4, 2023 is canceled due to the County holiday, the next
meeting is to be determined.
8.Adjourn
Chair Glover adjourned the meeting at 11:59 a.m.
For Additional Information Contact: Enid Mendoza, Committee Staff
Phone (925) 655-2051, Fax (925) 646-1353
Enid.Mendoza@cao.cccounty.us
6
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:24-0398 Agenda Date:2/5/2024 Agenda #:4.
PUBLIC PROTECTION COMMITTEE
Meeting Date:February 5, 2024
Subject:PROPOSED FISCAL YEAR 2024-25 AB 109 COMMUNITY CORRECTIONS BUDGET
Submitted For:Community Corrections Partnership - Community Corrections Partnership Executive
Committee
Department:County Administrator’s Office
Referral No:N/A
Referral Name:AB 109 Public Safety Realignment
Presenter:Enid Mendoza, Committee Staff
Contact:Enid Mendoza
Referral History:
The State AB 109 Public Safety Realignment Community Corrections allocation to counties is composed of a
Base allocation and a Growth allocation. The County’s Base allocation is derived from current year funding and
is a target amount that must be achieved before funds can flow to the Growth account. The Growth allocation
received in the current year is derived from the prior year’s actual funding from the State. By the nature of this
arrangement, Growth has been observed to be more volatile than the Base allocation due to varying economic
factors. A comprehensive summary of past Base and Growth funding amounts can be found in Attachment A
for reference.
The Growth formula functions as an incentive to counties by rewarding both ongoing and year-over-year
success. Beginning with the fiscal year (FY) 2015-16 Growth allocation (paid in FY 2016-17), the Growth
formula has been based on the following:
2nd Striker Reduction.
The first part of the Growth allocation is determined by which counties sent fewer individuals with felony
charges to prison with second strike designations than the previous year. Counties receive a direct allocation of
$36,575 for each one fewer second striker than the previous year. This allocation is taken off the top and caps at
10% of the overall Growth funding. The remaining Growth funding is then allocated as follows:
1.CA Community Corrections Performance Incentives Act (SB 678) Success - 80%
a.SB 678 success rate (60%) - all counties
b.SB 678 year-over-year improvement (20%) - only those counties showing improvement.
2.Incarceration Reduction Rates - 20%
a.County’s reduction in year-over-year second strike admission (fixed dollar amount per
reduction.
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b.County’s reduction in year-over-year overall new prison admission (10%)
c.County’s success measured by per-capita rate of prison admissions (10%)
Due to the volatility of Growth funding, the CCP - CCP Executive Committee has used the conservative
strategy of not relying on these funds when basing its proposed budget recommendations to the Board of
Supervisors.
In preparation for the County’s budget development activities, which begin the first week of January annually,
the AB 109 Community Corrections budget activities begin in the fall of the prior calendar year to ensure
timely approvals. The AB 109 Community Corrections Partnership budget is included in the County’s annual
recommended budget, upon approval of the Community Corrections Partnership - Community Corrections
Partnership Executive Committee (CCP - CCP EC) in December and the Board’s Public Protection Committee
no later than mid-February.
On October 5, 2023, budget instructions for the FY 2024-25 AB 109 Public Safety Realignment budget were
distributed to the Community Corrections Partnership (CCP) subscriber list, including Committee members,
staff and interested parties, requesting formal submission no later than November 3, 2023. Departments were
asked to submit a FY 2024-25 "Baseline" budget (i.e. the cost of simply maintaining the current level of service
in 2024-25 dollars), and "program modification" budget, if needed, to reflect any proposed program additions
or deletions for the upcoming year.
At its November 17, 2023, meeting, the CCP - CCP EC held a workshop, giving departments and funded
agencies an opportunity to present and discuss their FY 2024-25 budget proposals. The total FY 2024-25
Baseline budget proposals totaled $40,226,864, which represented an approximate 7.8% increase from the
current year’s budget. The proposed modifications totaled $3,253,513, which represented an approximate
additional increase of 8.6%.
During the workshop, staff advised the CCP that should all budget proposals, including the modifications, be
recommended by the CCP - CCP EC for further approval, their recommendation would exceed the Base
funding allocation by approximately $6 million and require use of fund balance. Additionally, staff reminded
the CCP that the current year budget includes the use of approximately $1 million of fund balance due to
budgeted expenditures exceeding anticipated revenues. Though approving an operating budget slightly in
excess of the County’s projected funding allocation is a consistent practice, the recent decline in Growth
funding poses concern with future budgets. In addition, the CCP was reminded of a recent $15 million
obligation of fund balance reserves pending its CAB’s recommendations.
The CCP - CCP EC asked department staff with budget modification proposals to reconsider their requests and
submit budget proposal revisions to staff for further consideration at its December 1, 2023, meeting.
Additionally, the Committee asked staff to prepare additional information regarding the AB 109 CCP fund
balance amount, net of the $15 million obligated amount pending CAB and CCP - CCP EC recommendations.
At its December 1, 2023, meeting, the CCP - CCP EC received AB 109 CCP fund balance projections net of the
$15 million obligated amount pending CAB and CCP - CCP EC recommendations, in the FY 2023-24 First
Quarter Financial Summary Report’s Attachment E. The CCP discussed the revised budget proposals from the
Probation Department’s Pre-Trial, Post Release Community Supervision, and Office of Reentry and Justice
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File #:24-0398 Agenda Date:2/5/2024 Agenda #:4.
programs, the Public Defender’s Office, and the CAB’s Community Programs. In summary, the cost for all
department fiscal year 2024-25 Baseline program proposals totaled $40,171,864, proposed program
enhancements and modifications totaled $2,101,529, resulting in a total request of $42,273,393.
In light of the current fiscal year and fiscal year 2024-25 budget concerns and caution of the proposed program
modification budget requests not being considered sustainable shared by Committee staff, the CCP - CCP EC
approved the fiscal year 2024-25 Baseline program proposal costs of $40,171,864 for further consideration of
the Public Protection Committee. Departments with program modification requests were directed to work with
the Committee’s CAB to determine whether their program modifications were aligned with use of the $15
million fund balance proposal.
A summary of each department and program fiscal 2024-25 Baseline program proposals, as approved by the
CCP - CCP EC is included as Attachment B. A compilation of all department requests, including the revised
proposals is included as Attachment C of this report.
Included as Attachment D is the Committee’s CAB working timeline of AB 109 “Excess Funds Planning
Meeting” where further discussion on the budget modifications requests made by departments and programs are
being heard. Included as Attachment E is an overview of the CAB’s discussion, from its December 15, 2023,
meeting on the housing priority area and related AB 109 excess fund request.
Referral Update:
The following current year and FY 2024-25 budget information was provided to the CCP and is included for
reference below to this Committee.
FY 2023-24 AB 109 CCP Realignment Base and Growth Allocations
The County’s current fiscal year’s budgeted Base allocation from the State is $35,958,152 and the operating
cost expenditures for CCP funded programs are budgeted at $37,354,422. The operating budget exceeds the
Base allocation by $1,058,422. Approving an operating budget slightly in excess of the County’s Base
allocation is consistent with CCP budgeting practices since FY 2014-15.
The County’s current fiscal year Growth allocation is determined by the FY 2022-23 growth formulas and
resulted in a $1,282,896 allocation to Contra Costa. This allocation is approximately $51,880 less than the
County’s projected Growth allocation amount. Pursuant to Government Code section 30029.07(b), 10% of the
Growth funding must be transferred to the County’s Local Innovation account. The remaining balance will fund
the majority of the excess budgeted in operating costs.
Fund Balance
The County began the current fiscal year with a fund balance of approximately $38.6 million. At its May 1,
2023, meeting, the PPC approved the CCP - CCP EC’s recommendation to request Board of Supervisors
approval of the Community Advisory Body’s (CAB) one-time $15 million fund balance allocation proposal.
Though the CAB’s request has not been finalized or considered by the Board of Supervisors for allocation, the
$15 million is considered obligated, resulting in a fund balance of approximately $22.5 million.
Pursuant to the CCP reserve policy, the fund balance cannot be 50% below annual expenditures. With the
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File #:24-0398 Agenda Date:2/5/2024 Agenda #:4.
current year expenditures budgeted at $37,354,422, the fund reserve must be approximately $18.7 million or
greater.
At the CCP’s December 1, 2023, meeting, staff presented fund balance projections in relation to the fiscal year
2024-25 Baseline requests from departments and programs and separately for the fiscal 2024-25 total budget
requests including the proposed modifications. Since that meeting date, the Governor has issued his fiscal 2024
-25 Proposed Budget, and the fund balance projections have been updated and are included in this report at
Attachment F. The primary updates are reflected in the FY 23/24 Projected budget column, which include the
revised base and growth allocation amounts and the expenditures are projections based on the current year’s
quarter 1 expenditure trends.
As demonstrated in Attachment F, staff’s current fiscal year projections are expecting a fund balance of
approximately $41.7 million by year-end. Fifteen million of that is currently considered obligated pending CAB
funding recommendations, resulting in an approximate projection of $26.7 million unassigned fund balance.
This projected amount is approximately $9.7 million above the CCP’s 50% reserve policy threshold. This
excess will be necessary to ensure sufficient fund balance reserve to support future expected ongoing program
funding increases.
To highlight this need, the column entitled “FY 24-25 CCP EC Approved Baseline” in Attachment F, projects
the anticipated fund balance by the end of fiscal year 2024-25 with the CCP - CCP EC’s approved fiscal year
2024-25 baseline budget for Community Corrections Partnership programs. Expenditures increasing from the
projected $34 million in current year to the approximate $40.2 million approved for the upcoming fiscal year
requires a fund balance allocation of approximately $2.1 million while also raising the 50% reserve policy
threshold to $20 million. This combination results in a projected fiscal year 2024-25 projected fund balance of
approximately $4.5 million. This projection assumes the proposed fiscal year 2024-25 CCP - CCP EC proposed
baseline expenditures are realized as budgeted. Though AB 109 CCP expenditures typically do not exceed
revenues, it has occurred and is worth noting.
Projected FY 2024-25 Allocation
As of the Governor’s Proposed Budget for fiscal year 2024-25, the County’s estimated AB 109 Community
Corrections Realignment Base allocation is approximately $39 million, which includes a Growth allocation
estimate of $1,088,125 that is based on the current fiscal year actuals and formulas. Pursuant to Government
Code section 30029.07(b), 10% of the Growth funding must be transferred to the County’s Local Innovation
account. Due to the volatility of this allocation, the estimated decline from prior year, and the current fiscal year
actuals and formulas not being known at this time, it is prudent to not rely upon the Growth allocation to fund
ongoing operations.
Proposed FY 2024-25 Baseline Budget Proposals as Approved by the CCP - CCP EC
As detailed in Attachment B, the FY 2024-25 Baseline budget proposals total $40,171,864, which is an
approximate increase of $2.8 million (7.8%) compared to the current fiscal year budget. Should the Governor’s
Proposed Budget Growth allocation be realized, fiscal year 2024-24 AB 109 CCP budget, as approved by the
CCP - CCP EC, would rely on approximately $1-2 million in fund balance. This request is considered
reasonable and aligned with prior budgeting practices. As discussed in the Fund Balance section above,
reserves are continuing to decline and departments would need to work closely with the County Administrator’s
Office during fiscal year 2024-25 to ensure prudent program spending.
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File #:24-0398 Agenda Date:2/5/2024 Agenda #:4.
Recommendation(s)/Next Step(s):
1.REVIEW and APPROVE the fiscal year 2024-25 AB 109 budget proposal totaling $40,171,864 as
outlined in Attachment B, as recommended by the Community Corrections Partnership - Community
Corrections Partnership Executive Committee and the County Administrator’s Office; and
2.PROVIDE direction to staff.
Fiscal Impact (if any):
The County is estimated to recieve approximately $39 million in fiscal year 2024-25 Base allocation funding
and approximately $1 million in Growth funding. A moderate use of fund balance would be necessary to fund
the Community Corrections Partnership recommended budget. Additional impact details are included in the
staff report above.
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2014-15 - 2022-23
Community Corrections Base and Growth Allocations
(As of 2022-23 Governor's Budget)
County 2014-15 Base 2014-15 Growth 2015-16 Base 2015-16 Growth 2016-17 Base 2016-17 Growth 2017-18 Base 2017-18 Growth 2018-19 Base 2018-19 Growth 2019-20 Base 2020-21 Base* 2020-21 Growth 2021-22 Base 2021-22 Growth 2022-23 Base 2022-23 Growth* 2023-24 Base*
Alameda $ 31,497,960 $ 4,100,990 $ 40,861,385 1,776,165$ 42,856,842$ 2,422,666$ 45,787,995$ 5,513,055$ 48,375,402$ 1,979,224$ 49,643,687$ 50,397,466$ 18,542,309$ 58,770,787$ 11,172,439$ 69,849,967$ 508,282$ 70,591,319$
Alpine $ 167,152 $ 13,366 $ 224,809 3,481$ 235,787$ 4,595$ 251,913$ 5,369$ 266,149$ 11,982$ 273,126$ 277,274$ 9,155$ 323,341$ 21,233$ 384,296$ 798$ 388,375$
Amador $ 1,368,104 $ 516,243 $ 1,378,795 382,541$ 1,446,128$ 75,669$ 1,545,035$ 34,647$ 1,632,342$ 124,585$ 1,675,138$ 1,700,573$ 1,059,997$ 1,983,116$ 229,681$ 2,356,963$ 133,078$ 2,381,979$
Butte $ 6,466,722 $ 1,697,507 $ 6,931,223 219,961$ 7,269,708$ 552,340$ 7,766,913$ 259,439$ 8,205,809$ 280,488$ 8,420,945$ 8,548,807$ 1,201,404$ 9,969,154$ 1,593,435$ 11,848,490$ 40,846$ 11,974,244$
Calaveras $ 992,402 $ 255,449 $ 1,114,713 90,663$ 1,169,150$ 54,214$ 1,249,113$ 788,456$ 1,319,699$ 32,586$ 1,354,298$ 1,374,861$ 880,626$ 1,603,288$ 195,361$ 1,905,533$ 32,667$ 1,925,757$
Colusa $ 589,667 $ 243,850 $ 693,231 20,003$ 727,085$ 49,694$ 776,813$ 61,480$ 820,710$ 15,558$ 842,227$ 855,015$ 975,422$ 997,072$ 78,594$ 1,185,035$ 38,392$ 1,197,613$
Contra Costa $ 20,669,679 $ 8,765,532 $ 20,831,204 727,382$ 21,848,491$ 1,195,045$ 23,342,798$ 2,375,791$ 24,661,862$ 1,152,872$ 25,308,436$ 25,692,714$ 3,882,261$ 29,961,447$ 5,066,248$ 35,609,632$ 375,387$ 35,987,575$
Del Norte $ 721,629 $ 436,564 $ 983,957 47,756$ 1,032,008$ 61,952$ 1,102,591$ 28,279$ 1,164,897$ 20,396$ 1,195,437$ 1,213,589$ 77,101$ 1,415,221$ 244,449$ 1,682,012$ 7,221$ 1,699,864$
El Dorado $ 3,586,615 $ 1,818,367 $ 3,614,643 234,813$ 3,791,163$ 222,252$ 4,050,456$ 172,912$ 4,279,341$ 257,539$ 4,391,535$ 4,458,215$ 440,803$ 5,198,928$ 860,802$ 6,179,004$ 71,619$ 6,244,585$
Fresno $ 24,164,305 $ 2,558,069 $ 32,711,894 941,281$ 34,309,372$ 2,975,703$ 36,655,930$ 1,920,436$ 38,727,298$ 912,709$ 39,742,633$ 40,346,077$ 9,492,284$ 47,049,403$ 10,306,916$ 55,918,925$ 353,816$ 56,512,420$
Glenn $ 846,022 $ 134,849 $ 1,153,582 321,454$ 1,209,917$ 100,668$ 1,292,668$ 176,369$ 1,365,715$ 34,461$ 1,401,521$ 1,422,801$ 145,678$ 1,659,193$ 261,751$ 1,971,976$ 156,762$ 1,992,906$
Humboldt $ 3,695,189 $ 806,028 $ 4,330,130 356,079$ 4,541,591$ 140,475$ 4,852,209$ 300,685$ 5,126,400$ 103,323$ 5,260,801$ 5,340,680$ 5,668,747$ 6,228,011$ 996,485$ 7,402,085$ 39,337$ 7,480,647$
Imperial $ 3,501,228 $ 409,231 $ 4,777,351 218,106$ 5,010,652$ 565,417$ 5,353,350$ 390,492$ 5,655,860$ 424,651$ 5,804,143$ 5,892,271$ 4,459,783$ 6,871,247$ 3,345,338$ 8,166,581$ 70,220$ 8,253,257$
Inyo $ 541,209 $ 61,046 $ 691,756 46,526$ 725,537$ 56,564$ 775,160$ 248,762$ 818,963$ 33,376$ 840,434$ 853,195$ 591,662$ 994,950$ 192,668$ 1,182,513$ 9,861$ 1,195,064$
Kern $ 31,628,367 $ 4,872,538 $ 36,104,558 3,753,017$ 37,867,716$ 1,399,164$ 40,457,643$ 3,346,246$ 42,743,840$ 1,333,016$ 43,864,479$ 44,530,508$ 3,619,875$ 51,929,059$ 7,428,394$ 61,718,470$ 632,993$ 62,373,518$
Kings $ 6,894,852 $ 2,618,439 $ 6,948,733 652,823$ 7,288,072$ 843,929$ 7,786,533$ 278,805$ 8,226,538$ 663,267$ 8,442,218$ 8,570,402$ 795,859$ 9,994,338$ 1,287,904$ 11,878,421$ 508,514$ 12,004,493$
Lake $ 1,934,887 $ 192,832 $ 2,497,419 105,656$ 2,619,380$ 112,486$ 2,798,530$ 569,592$ 2,956,670$ 56,977$ 3,034,187$ 3,080,257$ 374,249$ 3,592,029$ 616,251$ 4,269,180$ 25,003$ 4,314,491$
Lassen $ 1,080,925 $ 185,516 $ 1,358,884 152,545$ 1,425,245$ 54,397$ 1,522,723$ 220,498$ 1,608,770$ 249,388$ 1,650,948$ 1,676,016$ 156,911$ 1,954,479$ 99,799$ 2,322,927$ 2,425$ 2,347,582$
Los Angeles $ 290,538,549 $ 23,778,008 $ 344,481,162 17,755,186$ 361,303,819$ 22,298,545$ 386,014,858$ 12,317,969$ 407,827,941$ 9,641,642$ 418,520,199$ 424,874,915$ 56,848,048$ 495,466,047$ 89,502,202$ 588,868,870$ 4,654,586$ 595,118,823$
Madera $ 4,087,031 $ 640,018 $ 5,576,210 318,582$ 5,848,523$ 639,914$ 6,248,528$ 602,411$ 6,601,622$ 314,987$ 6,774,701$ 6,877,566$ 1,441,008$ 8,020,244$ 3,227,586$ 9,532,181$ 140,104$ 9,633,351$
Marin $ 4,900,330 $ 2,569,053 $ 4,938,624 182,798$ 5,179,800$ 408,743$ 5,534,068$ 260,189$ 5,846,790$ 457,849$ 6,000,078$ 6,091,182$ 1,311,466$ 7,103,206$ 1,177,459$ 8,442,267$ 73,014$ 8,531,869$
Mariposa $ 472,956 $ 92,075 $ 566,924 169,734$ 594,610$ 16,152$ 635,278$ 51,140$ 671,176$ 113,240$ 688,773$ 699,231$ 79,848$ 815,405$ 128,234$ 969,121$ 3,125$ 979,407$
Mendocino $ 2,205,821 $ 711,297 $ 2,322,880 156,857$ 2,436,317$ 79,842$ 2,602,947$ 886,932$ 2,750,035$ 137,047$ 2,822,134$ 2,864,985$ 1,017,003$ 3,340,990$ 616,824$ 3,970,817$ 30,068$ 4,012,961$
Merced $ 5,692,045 $ 1,444,201 $ 7,763,704 539,041$ 8,142,842$ 714,281$ 8,699,764$ 336,045$ 9,191,374$ 262,041$ 9,432,350$ 9,575,568$ 1,294,048$ 11,166,508$ 2,396,896$ 13,271,563$ 92,037$ 13,412,420$
Modoc $ 235,208 $ 45,018 $ 321,108 88,070$ 336,789$ 15,502$ 359,823$ 26,290$ 380,156$ 38,251$ 390,123$ 396,047$ 34,225$ 461,848$ 86,012$ 548,913$ 2,371$ 554,739$
Mono $ 428,294 $ 70,606 $ 584,103 44,113$ 612,628$ 64,198$ 654,528$ 37,940$ 691,514$ 26,130$ 709,644$ 720,419$ 164,354$ 840,114$ 109,374$ 998,488$ 4,320$ 1,009,085$
Monterey $ 8,633,838 $ 844,532 $ 11,159,775 647,463$ 11,704,760$ 756,797$ 12,505,297$ 385,741$ 13,211,951$ 453,955$ 13,558,336$ 13,764,203$ 3,194,144$ 16,051,066$ 2,606,917$ 19,076,934$ 118,280$ 19,279,406$
Napa $ 2,673,402 $ 551,811 $ 3,240,370 676,311$ 3,398,613$ 283,400$ 3,631,058$ 185,871$ 3,836,243$ 494,904$ 3,936,820$ 3,996,596$ 478,404$ 4,660,613$ 1,048,017$ 5,539,209$ 45,372$ 5,598,000$
Nevada $ 1,918,350 $ 783,916 $ 1,933,341 80,310$ 2,027,755$ 194,020$ 2,166,441$ 204,494$ 2,288,864$ 256,550$ 2,348,872$ 2,384,537$ 512,260$ 2,780,717$ 379,721$ 3,304,924$ 23,684$ 3,340,001$
Orange $ 63,045,168 $ 17,399,444 $ 70,813,993 2,931,181$ 74,272,178$ 6,055,331$ 79,351,954$ 4,783,418$ 83,836,006$ 4,943,222$ 86,033,983$ 87,340,303$ 12,746,138$ 101,851,518$ 20,542,799$ 121,052,065$ 3,341,412$ 122,336,850$
Placer $ 6,659,794 $ 1,930,434 $ 7,176,968 259,768$ 7,527,454$ 636,454$ 8,042,287$ 588,898$ 8,496,744$ 252,022$ 8,719,508$ 8,851,903$ 1,365,334$ 10,322,608$ 2,095,449$ 12,268,575$ 153,967$ 12,398,787$
Plumas $ 551,023 $ 197,629 $ 609,538 59,307$ 639,305$ 25,139$ 683,029$ 30,491$ 721,626$ 44,947$ 740,545$ 751,790$ 119,847$ 876,696$ 90,093$ 1,041,967$ 1,004,887$ 1,053,026$
Riverside $ 47,744,372 $ 5,381,263 $ 65,141,764 2,142,476$ 68,322,947$ 6,709,911$ 72,995,831$ 2,572,932$ 77,120,709$ 1,975,146$ 79,142,627$ 80,344,311$ 11,990,294$ 93,693,171$ 18,414,839$ 111,355,747$ 792,503$ 112,537,620$
Sacramento $ 30,485,341 $ 3,679,007 $ 41,572,174 1,337,531$ 43,602,342$ 2,532,450$ 46,584,483$ 8,597,884$ 49,216,898$ 4,519,457$ 50,507,246$ 51,274,136$ 8,409,738$ 59,793,112$ 15,013,008$ 71,065,016$ 562,463$ 71,819,264$
San Benito $ 1,203,382 $ 428,214 $ 1,593,050 203,766$ 1,670,846$ 143,765$ 1,785,122$ 163,847$ 1,885,997$ 143,408$ 1,935,443$ 1,964,830$ 1,165,673$ 2,291,278$ 334,216$ 2,723,219$ 174,404$ 2,752,122$
San Bernardino $ 68,145,357 $ 12,157,309 $ 83,729,133 4,712,958$ 87,818,026$ 5,398,263$ 93,824,259$ 2,276,500$ 99,126,118$ 1,682,258$ 101,724,964$ 103,269,533$ 8,122,773$ 120,427,319$ 16,235,898$ 143,129,685$ 636,503$ 144,648,791$
San Diego $ 63,164,783 $ 16,578,200 $ 68,458,956 1,518,743$ 71,802,133$ 5,740,690$ 76,712,973$ 2,411,562$ 81,047,901$ 1,856,503$ 83,172,780$ 84,435,656$ 7,147,539$ 98,464,276$ 20,005,775$ 117,026,277$ 1,167,780$ 118,268,334$
San Francisco 18,337,440$ 6,285,751$ 20,359,877$ 965,739$ 21,354,147$ 1,240,372$ 22,814,644$ 1,374,521$ 24,103,864$ 2,555,802$ 24,735,808$ 25,111,391$ 6,557,447$ 29,283,540$ 6,628,944$ 34,803,929$ 387,263$ 35,173,320$
San Joaquin $ 16,066,726 $ 1,771,257 $ 21,513,379 1,142,909$ 22,563,980$ 989,100$ 24,107,222$ 2,032,188$ 25,469,483$ 1,653,065$ 26,137,231$ 26,534,093$ 3,098,875$ 30,942,617$ 3,546,918$ 36,775,767$ 373,134$ 37,166,087$
San Luis Obispo $ 5,644,308 $ 545,788 $ 7,164,312 284,364$ 7,514,180$ 691,713$ 8,028,105$ 288,366$ 8,481,761$ 254,652$ 8,704,132$ 8,836,293$ 773,135$ 10,304,405$ 1,426,586$ 12,246,941$ 206,809$ 12,376,924$
San Mateo $ 14,450,429 $ 5,863,388 $ 14,563,353 885,694$ 15,274,551$ 956,884$ 16,319,240$ 987,971$ 17,241,414$ 1,654,467$ 17,693,442$ 17,962,095$ 2,891,924$ 20,946,420$ 5,683,045$ 24,895,135$ 184,649$ 25,159,360$
Santa Barbara $ 8,657,369 $ 1,118,182 $ 11,078,836 551,843$ 11,619,868$ 993,525$ 12,414,598$ 760,393$ 13,116,127$ 590,980$ 13,460,000$ 13,664,374$ 2,446,292$ 15,934,650$ 3,657,475$ 18,938,572$ 89,067$ 19,139,577$
Santa Clara $ 36,404,725 $ 8,409,131 $ 41,313,799 1,543,990$ 43,331,349$ 3,580,025$ 46,294,956$ 3,471,148$ 48,911,010$ 1,593,405$ 50,193,338$ 50,955,462$ 8,588,774$ 59,421,492$ 13,963,444$ 70,623,340$ 634,551$ 71,372,900$
Santa Cruz $ 5,637,055 $ 748,732 $ 6,832,189 612,916$ 7,165,838$ 764,181$ 7,655,938$ 643,431$ 8,088,563$ 775,738$ 8,300,626$ 8,426,661$ 4,011,478$ 9,826,714$ 2,466,531$ 11,679,198$ 147,641$ 11,803,155$
Shasta $ 6,741,871 $ 2,487,750 $ 6,794,556 342,732$ 7,126,367$ 256,950$ 7,613,768$ 1,093,649$ 8,044,010$ 193,179$ 8,254,904$ 8,380,245$ 879,833$ 9,772,586$ 2,394,966$ 11,614,866$ 75,602$ 11,738,140$
Sierra $ 178,831 $ 91,603 $ 231,033 5,697$ 242,315$ 16,329$ 258,888$ 35,271$ 273,517$ 3,225$ 280,688$ 284,950$ 138,246$ 332,293$ 18,883$ 394,936$ 1,009,690$ 399,127$
Siskiyou $ 1,110,942 $ 356,271 $ 1,296,058 52,299$ 1,359,351$ 86,398$ 1,452,322$ 427,770$ 1,534,390$ 57,783$ 1,574,618$ 1,598,527$ 1,301,556$ 1,864,115$ 598,262$ 2,215,529$ 24,594$ 2,239,044$
Solano $ 9,077,651 $ 3,143,755 $ 10,466,801 402,396$ 10,977,944$ 386,517$ 11,728,771$ 297,427$ 12,391,545$ 490,823$ 12,716,421$ 12,909,504$ 3,494,812$ 15,054,363$ 2,031,422$ 17,892,337$ 85,596$ 18,082,237$
Sonoma $ 9,657,516 $ 4,530,253 $ 9,732,986 371,092$ 10,208,294$ 604,266$ 10,906,481$ 496,743$ 11,522,789$ 3,457,472$ 11,824,888$ 12,004,435$ 4,662,774$ 13,998,919$ 2,473,154$ 16,637,927$ 145,967$ 16,814,513$
Stanislaus $ 13,899,952 $ 1,440,268 $ 17,764,873 1,180,382$ 18,632,416$ 1,530,289$ 19,906,763$ 1,126,729$ 21,031,663$ 512,256$ 21,583,062$ 21,910,774$ 2,095,776$ 25,551,154$ 4,778,599$ 30,367,932$ 190,811$ 30,690,242$
Sutter $ 2,692,639 $ 1,024,819 $ 2,713,681 287,448$ 2,846,203$ 161,826$ 3,040,867$ 225,183$ 3,212,701$ 737,851$ 3,296,930$ 3,346,990$ 2,752,776$ 3,903,078$ 722,854$ 4,638,867$ 31,739$ 4,688,102$
Tehama $ 2,824,325 $ 3,101,850 $ 2,846,396 46,705$ 2,985,399$ 266,558$ 3,189,582$ 1,219,295$ 3,369,821$ 352,296$ 3,458,169$ 3,510,677$ 2,314,401$ 4,093,961$ 733,222$ 4,865,734$ 64,990$ 4,917,377$
Trinity $ 427,173 $ 220,005 $ 580,154 26,124$ 608,486$ 27,350$ 650,103$ 62,243$ 686,839$ 12,094$ 704,846$ 715,549$ 164,052$ 834,434$ 134,066$ 991,737$ 23,978$ 1,002,263$
Tulare $ 12,723,594 $ 2,227,867 $ 15,875,860 587,520$ 16,651,153$ 1,502,507$ 17,789,994$ 1,030,339$ 18,795,278$ 1,060,021$ 19,288,044$ 19,580,910$ 4,440,664$ 22,834,193$ 3,974,058$ 27,138,783$ 205,576$ 27,426,820$
Tuolumne $ 1,389,149 $ 183,692 $ 1,776,122 133,987$ 1,862,858$ 145,887$ 1,990,266$ 123,527$ 2,102,733$ 676,050$ 2,157,862$ 2,190,626$ 289,023$ 2,554,589$ 626,228$ 3,036,168$ 20,800$ 3,068,392$
Ventura $ 16,115,645 $ 6,183,310 $ 16,300,317 439,395$ 17,096,339$ 931,118$ 18,265,628$ 468,066$ 19,297,789$ 2,647,900$ 19,803,730$ 20,104,426$ 1,614,659$ 23,444,689$ 4,483,393$ 27,864,367$ 91,743$ 28,160,105$
Yolo $ 6,506,453 $ 3,279,053 $ 6,689,128 221,316$ 7,015,790$ 644,623$ 7,495,628$ 347,977$ 7,919,194$ 132,618$ 8,126,816$ 8,250,212$ 3,952,578$ 9,620,949$ 1,599,375$ 11,434,643$ 53,914$ 11,556,004$
Yuba $ 2,424,248 $ 1,447,764 $ 2,443,192 126,925$ 2,562,505$ 70,526$ 2,737,765$ 206,351$ 2,892,472$ 57,246$ 2,968,306$ 3,013,376$ 707,652$ 3,514,035$ 307,553$ 4,176,484$ 17,782$ 4,220,811$
California $ 934,100,000 $ 173,428,945 $ 1,107,528,945 54,085,919$ 1,161,614,864$ 79,447,570$ 1,241,062,434$ 70,130,455$ 1,311,192,889$ 54,768,879$ 1,345,569,182$ 1,366,000,000$ 226,992,997$ 1,592,954,995$ 300,258,045$ 1,893,251,042$ 20,093,997$ 1,913,345,039$
Note: The 2014-15 growth numbers include an additional $64.8 million per Government Code section 30027.9, subdivision (a), paragraph (3). Although the Governor’s May Revision
realignment estimate displays $998.9 million for base and $108.6 million for growth, this chart reflects the restoration in the growth column as it was distributed using the growth
formula. While the display is different, the total statewide and individual county allocations are the same.
*Estimate per the Department of Finance
ATTACHMENT A
* $71M updated figure
*
12
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
FY2024-25 CCP TOTAL REQUEST SUMMARY - Feb 2024 PPC Meeting Attachment B
FY2023-24
ONGOING
FY2024-25
BASELINE
FY2024-25
PROG. MOD.
FY2024-25
TOTAL REQUEST
PROGRAM EXPENDITURES
Sheriff
Salaries & Benefits 8,763,104 9,683,607 9,683,607
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 324,996 324,996 324,996
Inmate Program Services 1,360,460 1,421,419 1,421,419
Sheriff Total 11,080,310 12,061,772 - 12,061,772
Probation
Salaries & Benefits - PRCS 3,032,432 3,259,375 (10,073) 3,249,302
Operating Costs - PRCS 380,000 405,000 100,000 505,000
Salaries & Benefits - Pre-Trial Services Program 1,018,051 1,068,954 447,959 1,516,913
Operating Costs - Pre-Trial Services Program 70,635 81,000 81,000
Probation Total 4,501,118 4,814,329 537,886 5,352,215
Probation - Office of Reentry and Justice
Salaries & Benefits 968,913 1,045,145 1,045,145
Operating Costs 130,000 154,250 1,000 155,250
Probation ORJ Total 1,098,913 1,199,395 1,000 1,200,395
Behavioral Health
Salaries & Benefits 1,920,109 2,105,726 199,338 2,305,064
Operating Costs 1,087,809 1,347,554 1,347,554
Behavioral Health Total 3,007,918 3,453,280 199,338 3,652,618
Health Services--Health, Housing, & Homeless
Salaries & Benefits 157,702 164,010 205,317 369,327
Operating Costs 382,330 382,330 80,393 462,723
Health, Housing & Homeless Total 540,032 546,340 285,710 832,050
Health Services--Detention Health Services
Sal & Ben - LVN (WCDF)304,823 320,064 320,064
Sal & Ben - MH Clinical Spec (WCDF)137,132 143,989 143,989
Sal & Ben - Physician, FNP (MDF/WCDF/MCDF)245,278 257,542 257,542
Sal & Ben - RN (MDF, WCDF, MCDF)572,544 601,171 601,171
Sal & Ben - Substance Abuse Couns (MDF)18,063 18,966 18,966
Operating Costs - Pharmacy 250,000 250,000
Detention Health Services Total 1,277,840 1,341,732 250,000 1,591,732
Public Defender
Salaries & Benefits 5,160,785 5,418,824 182,897 5,601,721
Additional Sal & Ben AB 109 Legal Team 880,000 880,000 880,000
Operating & Capital Costs 201,130 64,630 108,144 172,774
Stand Together Contra Costa (STCC)180,000 189,000 189,000
Public Defender Total 6,421,915 6,552,454 291,041 6,843,495
District Attorney
Salaries & Benefits 2,066,014 2,169,315 261,054 2,430,369
Operating Costs 130,000 130,000 65,500 195,500
District Attorney Total 2,196,014 2,299,315 326,554 2,625,869
EHSD - Re-entry Systems
Salaries & Benefits 144,600 151,830 151,830
Operating Costs 50,218 53,120 53,120
EHSD Re-entry Total 194,818 204,950 - 204,950
EHSD - Workforce Development Board
Salaries & Benefits 203,179 208,246 208,246
Travel 4,160 4,160 4,160
EHSD WDB Total 207,339 212,406 - 212,406
Page 1 of 2
13
AB 109 PUBLIC SAFETY REALIGNMENT PROGRAM
FY2024-25 CCP TOTAL REQUEST SUMMARY - Dec. 1 CCP Meeting Attachment C
FY2023-24
ONGOING
FY2024-25
BASELINE
FY2024-25
PROG. MOD.
FY2024-25
TOTAL REQUEST
PROGRAM EXPENDITURES
CCC Police Chief's Association
Salaries & Benefits- MHET officers 492,246 516,858 516,858
CCC Police Chiefs' Total 492,246 516,858 - 516,858
Community Programs
Employment Support and Placement Srvcs 2,543,877 2,848,877 2,848,877
Short and Long-Term Housing Access 1,417,351 1,465,257 1,465,257
Mentoring and Family Reunification 232,883 289,755 289,755
Legal Services 174,941 231,081 231,081
Network System of Services 1,090,870 1,219,231 60,000 1,279,231
Reentry Success Center 633,150 663,150 150,000 813,150
Connections to Resources 20,000 20,000 20,000
Operating Costs 3,000 3,000 3,000
Community Programs Total 6,116,072 6,740,351 210,000 6,950,351
Superior Court
Salaries & Benefits - Pretrial 219,887 228,682 228,682
Superior Court Total 219,887 228,682 - 228,682
TOTAL EXPENDITURES 37,354,422 40,171,864 2,101,529 42,273,393
Page 2 of 2
14
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
- - -
Sergeant Staff Supervision 3.1 360,740 1.00 386,666 1.00 386,666 1.00
Deputy Sheriff Inmate Management 3.1 6,342,091 20.00 6,793,664 20.00 6,793,664 20.00
Deputy Sheriff MHET 3.1 634,209 3.00 1,019,050 3.00 1,019,050 3.00
Sheriff's Specialist Alternative Custody progrms 3.1 542,795 3.00 565,041 3.00 565,041 3.00
Senior Clerk Data and Admin Support 3.1 272,102 2.00 287,771 2.00 287,771 2.00
ASA II Administrative Support 3.1 210,172 1.00 210,172 1.00 210,172 1.00
DSW Additional Cleaning/Maintenance 3.1 254,246 2.00 265,916 2.00 265,916 2.00
Lead Cook Food Prep.3.1 146,748 1.00 155,327 1.00 155,327 1.00
- - -
- -
Subtotal 8,763,104 33.00 9,683,607 33.00 - - 9,683,607$ 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 5.3 324,996 324,996 324,996
Program Services Inmate Program Services 5.3 1,360,460 1,421,419 1,421,419
-
-
-
Subtotal 2,317,206 2,378,165 - 2,378,165$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 11,080,310$ 33.00 12,061,772$ 33.00 -$ - 12,061,772$ 33.00
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
Department: Sheriff
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding
Allocation1
Attachment C
1
15
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
Department: Sheriff
PROGRAM NARRATIVE:
FY 2024-2025 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 2024-2025 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 2024-2025 IT Support
The ongoing costs associated with the Sheriff’s Office and contracts for IT support, which includes installation and maintenance for the alternative custody devices, Jail Management
System maintenance, and other computer and elctronic requisites supported by the Sheriff's Technical Services Division.
FY 2024-2025 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 2024-2025 Program Administration Costs
This item is to support the ongoing contractual expense for the Jail to Community Programs. Expanded program services to include women in the jail to community contract.
FY 2024-2025 Program Services
This item is to support the ongoing program costs within the three detention facilities. The main program contract is with the Contra Costa County Office of Education to provide
both reentry and education based services within the facilities. CCCOE has a negotiated 8.5% salary adjustment per their MOU.
FY 2024/25 Baseline Request
Budget increase reflects negotiated salary adjustments with all contracts and associated MOUs. The previous fiscal year included grant funding to partially offset the cost of the
MHET deputies. That was one-time funding and now the budget reflects the full salary for the MHET deputies.
FY 2024/25 Program Modification Request
No modification request
Attachment D
2
16
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 List of All Budgeted Contracts (no minimum)
Contractor Name Program/Function 2023/24 Contract Amount (if
applicable)
2024/25 Proposed Contract
Amount
Variance between 2023/24
and 2024/25 Amounts
Contra Costa County Office of Education Education and Reentry Services 902,960 999,402 96,442
Jail to Community Reentry Services 324,996 324,996 -
-
-
1,227,956$ 1,324,398$ 96,442$
Department: Sheriff
Attachment D
3
17
Contra Costa County Community Corrections Partnership *Updated based on CCP direction
FY 2024/25 AB109 Budget Proposal Form
Department: Probation Post Release Community Supervision (PRCS)
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 37,011 0.10 37,920 0.10 37,920 0.10
Probation Supervisor I Post-release Community Supervision 5.1 213,840 1.00 283,548 1.00 283,548 1.00
Deputy Probation Officer III Post-release Community Supervision 5.1 2,600,278 12.00 2,730,292 12.00 2,730,292 12.00
DPO III Overtime Post-release Community Supervision 5.1 45,000 N/A 65,000 - 65,000 -
Clerk Post-release Community Supervision 5.1 126,231 1.00 132,542 1.00 132,542 1.00
IT Support Post-release Community Supervision 5.1 10,073 0.06 10,073 0.06 (10,073) (0.06) - -
- - -
- - -
- - -
- -
Subtotal 3,032,432 14.16 3,259,375 14.16 (10,073) (0.06) 3,249,302$ 14.10
OPERATING COSTS -
Office Expense Post-release Community Supervision 5.1 10,000 10,000 10,000
Communication Costs Post-release Community Supervision 5.1 5,000 5,000 5,000
Minor Furniture/Equipment Post-release Community Supervision 5.1 5,000 5,000 5,000
Minor Computer Equipment Post-release Community Supervision 5.1 10,000 10,000 10,000
Food Post-release Community Supervision 5.1 3,000 5,000 5,000
Client Expenses/Incentives Post-release Community Supervision 5.1 5,000 10,000 10,000
Contracts Post-release Community Supervision 5.1 35,000 35,000 35,000
Data Processing Services/Supplies Post-release Community Supervision 5.1 12,000 15,000 15,000
Travel/Training Post-release Community Supervision 5.1 5,000 10,000 10,000
Annual Vehicle Operating Expenses (ISF)Post-release Community Supervision 5.1 100,000 110,000 110,000
New Vehicles Post-release Community Supervision 5.1 140,000 140,000 140,000
Stabilization Resources Post-release Community Supervision 5.1 50,000 50,000 50,000
Mobile Offices Post-release Community Supervision 100,000 100,000
-
Subtotal 380,000 405,000 100,000 505,000$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 3,412,432$ 14.16 3,664,375$ 14.16 89,927$ (0.06) 3,754,302$ 14.10
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding
Allocation1
Attachment D
4
18
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
Department: Probation Post Release Community Supervision (PRCS)
PROGRAM NARRATIVE:
The elements of Public Safety Realignment include the Post-Release Community Supervision (PRCS) of clients released from prison. Those sentenced to local commitments for crimes
that would have previously resulted in prison sentences are released from jail and placed on Mandatory Supervision, supervised by the Probation Department. Those clients released
from prison and jail after completing a term for violating their parole are also placed on probation supervision. Systems to coordinate and ensure services are available have been
developed and continue to be refined. The goal is to ensure clients have the best possible chance to avoid further negative contact with the justice system. This could not occur without
proper staffing and effective interventions developed in the community with enhanced partnerships.
FY 2024/25 Baseline Request
The baseline allocation will provide for 12 DPOs, 1 Clerk, 1 Supervisor, and partial Director oversight. The operating costs of $405,000 account for office expenses, county IT
communication and data costs, minor computer and furniture, food, client expenses, travel/training, annual vehicle expenses and stabilization resources. The current contract for
restorative circles is expected to remain the same, therefore there is no change in that amount. The vehicles will remain in the budget as the County's purchasing department has
communicated difficulty in procuring vehicles.
FY 2024/25 Program Modification Request
There is a change in the IT support costs as the Department plans to absorb these minimal costs as it is time consuming to track costs.
Probation would like to add one mobile office to it's PRCS unit similar to the mobile pretrial office with the purchase of sprinter vans. With this mobile office, the department would be
able to do more community outreach and better serve it's clients by being able to travel throughout the County. The current mobile offices are utilized daily for Pretrial Services
purposes at Martinez court. At the request of the Bench, daily utilization is anticipated to increase next quarter as all three mobile offices will be deployed to serve clients in both East
and West county courthouses. Mobile offices have been utilized for multiple College/Career Fairs through with the Re-entry Success Center, community outreach events, department
social events and occasional task force/operational endeavors as well. This occurs approximately 10-15 times per quarter.
Mobile offices are also utilized in partnership with County Mental Health two times a month to deliver mental health services to clients placed on PRCS and Formal probation. The
Mental Health Department has been a strong advocate for continuing this type of engagement.
Benefits to having mobile offices assigned to PRCS AB109 units are
- CASE Team Use
- Human Trafficking Involvement
- Mental Health Outreach
- Special Operations
- Community outreach
Attachment D
5
19
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 List of All Budgeted Contracts (no minimum)
Contractor Name Program/Function 2023/24 Contract Amount (if
applicable)
2024/25 Proposed Contract
Amount
Variance between 2023/24
and 2024/25 Amounts
Rubicon Programs, Inc. (Reentry Success Center)Restorative Circles for Reentry Clients 35,000 35,000 -
-
-
35,000$ 35,000$ -$
Department: Probation Post Release Community Supervision (PRCS)
Attachment D
6
20
Contra Costa County Community Corrections Partnership *Updated based on CCP direction
FY 2024/25 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 1.2 908,818 4.00 954,259 4.00 447,959 2.00 1,402,218 6.00
Clerk Pre-Trial Services Program 1.2 109,233 1.00 114,695 1.00 114,695 1.00
- - -
- -
Subtotal 1,018,051 5.00 1,068,954 5.00 447,959 2.00 1,516,913$ 7.00
OPERATING COSTS -
Office Expense Pre-Trial Services Program 1.2 1,000 5,000 5,000
Travel/Training Pre-Trial Services Program 1.2 5,000 10,000 10,000
Contract Pre-Trial Services Program 1.2 45,000 45,000 45,000
Annual Vehicle Operating Expenses (ISF)Pre-Trial Services Program 1.2 19,635 21,000 21,000
Stabilization Resources -
-
-
Subtotal 70,635 81,000 - 81,000$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 1,088,686$ 5.00 1,149,954$ 5.00 447,959$ 2.00 1,597,913$ 7.00
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
Department: Pre-Trial Probation
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding
Allocation1
Attachment D
7
21
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
Department: Pre-Trial Probation
PROGRAM NARRATIVE:
The Pretrial Program utilizes an evidence-based risk assessment tool to guide release decisions for adult defendants. The Pretrial Unit works collaboratively with
the Office of Re-entry & Justice, the Public Defender, the District Attorney, and the Sheriff’s Office to provide information for Own Recognizance Pretrial release
for defendants at arraignment. Upon release of a defendant, the Pretrial program also provides community supervision for approximately 500 pretrial
defendants per year.
FY 2024/25 Baseline Request
The Pre-Trial Program's proposed budget will provide the following level of service:
- Four (4) FTE Probation Officers
- One (1) FTE Clerk
- Operating costs totaling $81,000 to include funding for office expenses, travel/training, a contract and vehicle expenses
FY 2024/25 Program Modification Request
With the additional asks of the Court regarding pretrial as well as additional contracts/services to manage with clients, Probation is requesting to add two
additional Deputy Probation Officers to this budget.
Attachment D
8
22
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 List of All Budgeted Contracts (no minimum)
Contractor Name Program/Function 2023/24 Contract Amount (if
applicable)
2024/25 Proposed Contract
Amount
Variance between 2023/24
and 2024/25 Amounts
To Be Determined Pretrial Program Evaluator 45,000 45,000 -
-
-
45,000$ 45,000$ -$
Department: Pre-Trial Probation
Attachment D
9
23
Contra Costa County Community Corrections Partnership *Updated based on CCP direction
FY 2024/25 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
ORJ Director ORJ Administration 6.2 238,362 1.00 250,280 1.00 250,280 1.00
ORJ Deputy Dir.ORJ Administration 6.2 206,355 1.00 216,672 1.00 216,672 1.00
Research and Eval. Manager Research and Evaluation 6.3 222,527 1.00 233,653 1.00 233,653 1.00
Projects/Program Coordinator ORJ Administration 6.2 157,750 1.00 183,188 1.00 183,188 1.00
Projects/Program Coordinator ORJ Administration 6.2 90,985 0.50 91,594 0.50 91,594 0.50
Planner/Evaluator- Level B ORJ Administration 6.2 52,935 0.50 69,757 0.50 69,757 0.50
Administrative Services Assistant II ORJ Administration 6.2 - - -
Administrative Services Assistant III ORJ Administration 6.2 - - -
- - -
- - -
- -
Subtotal 968,914 5.00 1,045,145 5.00 - - 1,045,145$ 5.00
OPERATING COSTS -
Communication & Office Supplies 6.2 15,000 20,000 20,000
Data and Evaluation Software 6.3 85,000 89,250 89,250
Minor Furniture/Equipment 6.3 15,000 5,000 5,000
Cross-system Partner Trainings on EBPs 6.3 15,000 15,000 15,000
ORJ Staff Development & Trainings 6.3 15,000 25,000 25,000
County Counsel Support 6.3 - 1,000 1,000
Student Internship Program 6.3 (15,000) -
-
-
-
Subtotal 130,000 154,250 1,000 155,250$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 1,098,914$ 5.00 1,199,395$ 5.00 1,000$ - 1,200,395$ 5.00
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
Department: Probation Office of Reentry & Justice (ORJ)
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding
Allocation1
Attachment D
10
24
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
Department: Probation Office of Reentry & Justice (ORJ)
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 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.
FY 2024/25 Baseline Request
The baseline request includes the current staffing of 5FTEs.
The operational costs include a slight increase from last year for IT communication costs and office supplies. There is an increase in software costs to account for
potential increases from the vendor. The minor furniture and equipment line has decreased as the office modification for additional staff is no longer needed. A
small amount is still listed for costs that may come up. Trainings for partners remain the same. However, staff trainings have increased to account for additional
trainings, travel for the upcoming year.
FY 2024/25 Program Modification Request
Probation would also like to add County Counsel support costs to this budget as this is where the department journals money from for their oversight on contracts
Attachment D
11
25
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Department: Behavioral Health Division
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
MH Patient Financial Specialist 222,042 2.00 252,998 2.00 - - 252,998 2.00
Registered Nurse 202,086 0.75 209,576 0.75 - - 209,576 0.75
Mental Health Clinical Specialist 771,083 5.00 792,268 5.00 - - 792,268 5.00
Community Health Worker 180,572 2.00 194,650 2.00 - - 194,650 2.00
Psychiatrist 61,969 0.20 65,067 0.20 260,269 0.80 325,337 1.00
Clerk 82,620 1.00 101,943 1.00 - - 101,943 1.00
Evaluators/Planners 19,551 0.10 29,098 0.10 - - 29,098 0.10
Program Supervisors 90,035 0.40 94,537 0.40 - - 94,537 0.40
Subs Abuse Counselor 290,150 2.20 365,589 2.20 (60,931) (0.20) 304,658 2.00
- -
- -
Subtotal 1,920,108 13.65 2,105,726 13.65 199,338 0.60 2,305,064$ 14.25
OPERATING COSTS -
Transitional Housing 219,322 205,304 - 205,304
Residential Drug Facility 426,484 510,805 - 510,805
OutPatient/Non-Residential 89,204 257,250 - 257,250
Drug Medi-Cal Match 157,321 157,321 - 157,321
Lab & Pharmacy 130,000 120,000 - 120,000
Vehicle Operating - Fleet EQ Charge 24,884 44,874 - 44,874
Travel Expenses 2,000 - 2,000
Occupancy 39,589 50,000 - 50,000
-
Subtotal 1,086,804 1,347,554 - 1,347,554$
CAPITAL COSTS (ONE-TIME)-
-
-
- - - -
Total 3,006,912$ 13.65 3,453,281$ 13.65 199,338$ 0.60 3,652,619$ 14.25
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item
2023/24 Funding
Allocation1Ops. Plan
Item #Program/Function
Attachment D
12 26
Contra Costa Health Services AB109 Services
Behavioral Health Division FY 2024-2025
PROGRAM BUDGET NARRATIVE
2024/2025 Funding Request
The Behavioral Health Division requests $3,652,619 to provide forensic services, Substance Use Disorder (SUD) treatment, 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 five percent (5%) Cost of Living Adjustment (COLA) and budget modification requests in staffing costs. The justification for
the additional staff is provided in the narrative below.
SALARY AND BENEFITS - $ 2,305,064
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, intensive forensic case management/ group and
individual therapy, including interventions addressing criminogenic factors, coordination and information sharing with County Probation. Assessment
and evaluations are completed for the court as requested. WRAP, Seeking Safety and CBSST groups are offered in probation offices and throughout the
county.
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 D
13 27
Contra Costa Health Services AB109 Services
Behavioral Health Division FY 2024-2025
Psychiatrist (1 FTE)
The Forensic Nurse Practitioner (NP) provides medication evaluations and prescriptions for clients referred to us from the Probation Department, Local
Law Enforcement agencies working with our MHET program, as well as court ordered MH Diversion clients. As the FMH programs continue to expand
the need for quality medication assessments and management has increased. The NP works as an active member of the FMH multidisciplinary team.
This has shown to be very valuable in the team’s success to help stabilize individuals and then provide services to support them in building a successful
pro social life in the community, with the goal to reduce recidivism and psychiatric hospitalizations. In addition, the NP provides consultation to the
Forensic RN, the Mental Health Clinical Specialists, AOD counselors, and our justice involved partners regarding ongoing treatment options and
prognosis for psychiatric disorders and effectiveness of medications in relation to substance use for individuals with dual diagnosis. Increasing this
position to full time allows more individuals to be seen within the FMH clinic, rather than the larger county clinics, and benefit from the full
multidisciplinary team that has specialized training.
Substance Abuse Counselors (2 FTE)
The Substance Abuse Counselors (SAC) conduct the 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 and recovery support 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 is
integrated with Detention Health for two days only to meet with clients inside the MTZ detention facility and prepare pre-release plans for clients with
regards to BH needs. This counselor is embedded at the West County Reentry Success Center and facilitate groups. Both counselors provide Recovery
Support Services (Recovery Coaching) 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. Salaries for the counselors working inside the jail include a 5% hazard pay
differential.
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 and work in coordination with the MHCSs
and RN.
Attachment D
14 28
Contra Costa Health Services AB109 Services
Behavioral Health Division FY 2024-2025
Administration/Support Staff
Senior Clerk (1 FTE)
The Senior Clerk will provide administrative unit support, including monthly Medi-Cal verification, Medi-Cal billing, , 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 D
15 29
Contra Costa Health Services AB109 Services
Behavioral Health Division FY 2024/2025
OPERATING COSTS - $1,347,554
Recovery Residences (Sober Living Environment)
No less than four 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 6 months and receive a variety of self-sufficiency services, recovery support and required to
continue outpatient services while residing at Uilkema House. In FY22-23, we added funds to Oxford Houses as an alternative option for AB109 clients.
Oxford Houses are resident-managed sober living environments for individuals in SU remission. Clients residing at an Oxford House are also adhere to
the same eligibility requirements of continuing outpatient treatment, working towards self-sufficiency and communicating with a recovery coach on
ongoing basis.
SUD 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 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. Because of the CalAIM changes, there has been further recognition that justice involved populations may
require extra time in residential treatment and recovery residences.
SUD Outpatient Treatment
Outpatient treatment will be available for up to 24 clients. Outpatient services will be provided through DMC certified Community-Based Organizations
(CBO) under a contract with Behavioral Health’s AODS. In September 2022, AOD added Options for Recovery in the Concord area. Options became DMC
Certified in September 2023, but they are still working towards establishing stability in Contra Costa. Options for Recovery is an Alameda-based provider
with expertise in justice involved and unhoused populations. 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 D
16 30
Contra Costa Health Services AB109 Services
Behavioral Health Division FY 2024-2025
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. Since 2019 AODS has been monitoring Medi-Cal eligibility for all AB109 admissions and it
has consistently demonstrated that approximately 98% of AB109 clients referred to SUD treatment are in fact Medi-Cal eligible. Every year however,
AOD analyzes DMC data claims and a large percentage of claims are disallowed due to various reasons mostly related to the State. As a result, some of
the AB109 funded allocated to AODS is used to cover the cost incurred by SU providers for services rendered for AB109 clients who were not approved
by Medi-Cal. Similarly, AB109 funding supports non-DMC eligible (undocumented and out of county) 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 FY21-22. Additionally, in FY23-24 Contra Costa was required to comply
with the CalAIM initiative which included payment reform under the new payment provisions, CBO rates were increased .
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) - $0
No one-time capital costs are requests for FY 24/25.
Attachment D
17 31
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 List of All Budgeted Contracts (no minimum)
Contractor Name Program/Function 2023/24 Contract Amount (if
applicable)
2024/25 Proposed
Contract Amount
Variance between 2023/24
and 2024/25 Amounts
Bi-Bett Substance Use Disorder Treatment 190,000 199,500 9,500
Bi Bett Transitional/Recovery Residence 185,528 194,804 9,276
J Cole House Residential Treatment 170,000 178,500 8,500
Options Recovery Services Substance Use Disorder Prevention and Treatment 200,000 210,000 10,000
Oxford Houses Substance Use Disorder Prevention and Treatment 10,000 10,500 500
Ujima Family Recovery Substance Use Disorder Services for Pregnant and Parenting Women 45,000 47,250 2,250
WestCare California Substance Use Disorder Services for Incarcerated Population 45,000 47,250 2,250
-
-
845,528$ 887,804$ 42,276$
Department: Behavioral Health Division
Attachment D
18 32
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Shelter Case Managers 123,871 2.00 128,826 2.00 128,826 2.00
Evaluator 17,519 0.10 18,220 0.10 18,220 0.10
Program Supervisor 16,312 0.10 16,964 0.10 16,964 0.10
Outreach Specialist - 115,500 2.00 115,500 2.00
Program Manager - 12,012 0.13 12,012 0.13
Coordinator - 21,000 0.25 21,000 0.25
Overtime - 3,105 0.04 3,105 0.04
Double Time - 1,035 0.01 1,035 0.01
FT Fringe Benefits 34.50%- 52,665 52,665 -
- - -
- -
Subtotal 157,702 2.20 164,010 2.20 205,317 2.43 369,327$ 4.63
OPERATING COSTS -
Homeless Shelter Beds 382,330 382,330.00$ 382,330
Vehicle Expenses (rental,gas,etc)22,180 22,180
Phone & IT Expenses 4,040 4,040
Client Expenses (Transit tickets,water,
food emergency supplies, etc.)720 720
Other Costs (office supplies, employee
uniforms, storage unit etc.)4,870 4,870
Admin Indirect Expense 10%25,587 25,587
Heluna F&A 11.20%22,996 22,996
-
-
Subtotal 382,330 382,330 80,393 462,723$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 540,032$ 2.20 546,340$ 2.20 285,710$ 2.43 832,050$ 4.63
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
Department: Health Services - Health, Housing & Homeless (H3)
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding
Allocation1
Attachment D
19 33
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
DEPARTMENT: Health Services - Health, Housing & Homeless (H3)
PROGRAM NARRATIVE:
The Health, Housing, and Homeless Services Division requests $832,050 to provide emergency shelter, case management, housing navigation, and outreach 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. The Coordinated Outreach Referral, Engagement (C.O.R.E.) program works to engage
and stabilize homeless individuals living outside through consistent outreach to facilitate and/or deliver health and basic need services and secure permanent housing. C.O.R.E. teams serve as an entry point into Contra Costa's
coordinated entry system for unsheltered persons and work to locate, engage, stabilize and house chronically homeless individuals and families. The outreach teams identify individuals living on the streets, assess their housing
and service needs, and facilitate connection to shelter and services.
FY 2024/25 Baseline Request
Salary and Benefits-$164,010 (4% increase over 23-24)
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 - $382,330
Shelter beds
Up to 6.11 beds (for up to a total of 2230 bednights @ a rate of $164.09) are dedicated for homeless AB109/Non-AB109 Supervised clients on a first come, first served basis. Shelter services include meals, laundry, case
management, healthcare, housing navigation and other support services. The baseline request for 2024-25 ensures access for AB109 client placement at the Brookside and Concord Shelters.
FY 2024/25 Program Modification Request
Salary and Benefits-$205,317
Outreach Specialist (2 FTE)
Outreach Specialists will provide intensive outreach services to assist re-entry residents with access to shelter and housing placements. The outreach specialists work as a mobile based team and are capable of engaging
individuals experinging homelessness or housing insecurities where ever needed to ensure sucesfull intergration into a housing destination. Services also include benefit support, assistance with food and emergency supplies,
transportation to/from appointments, and support with accessing medical/dental services.
Manager (.1 FTE)
The Manager will provid oversite to the Coordinator, field complex requests from the Probation Office and provide general oversite of the program.
Coordinator (.1 FTE)
The Coordinator attends administrators' meetings, receives and processes referrals from Probation, reviews utilization reports, and provides supervision to the Outreach Specialist.
Operating Costs - $80,393
Attachment D
20 34
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Licensed Vocational Nurse WCDF 3.3 304,823 2.80 320,064 2.80 320,064 2.80
Mental Health Clinical Specilist WCDF 3.3 137,132 1.00 143,989 1.00 143,989 1.00
Physician (MD)/Family Nurse Practitioner MDF/WCDF/MCDF 3.3 245,278 1.00 257,542 1.00 257,542 1.00
Registered Nurse MDF/WCDF/MCDF 3.3 572,544 2.80 601,171 2.80 601,171 2.80
Substance Abuse Counselor MDF 3.3 18,063 0.20 18,966 0.20 18,966 0.20
- -
Subtotal 1,277,840 7.80 1,341,732 7.80 - - 1,341,732$ 7.80
OPERATING COSTS -
Pharmacy Sublocade 250,000 250,000
-
-
Subtotal - - 250,000 250,000$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 1,277,840$ 7.80 1,341,732$ 7.80 250,000$ - 1,591,732$ 7.80
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
Department: Contra Costa Health - Detention Health
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding
Allocation1
Attachment D
21 35
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
Department: Contra Costa Health - Detention Health
PROGRAM NARRATIVE:
Please provide a narrative describing the programming being proposed on the AB 109 Budget Proposal Form.
The FY 24/25 CCP budget request assures Detention Health funding to continue providing medical and mental health services to AB109 patients housed in the County's adult detention facilities. These services
are provided per 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 provides medical, mental health, and dental services to incarcerated patients housed at the Martinez Detention Facility, West County Detention Facility, and the Marsh Creek Detention Facility.
The Health Services Department - Detention proposed FY 2024/25 Baseline allocation of $1,341,732 will provide the same level of service. These amounts include applicable merit increases and 5% COLA and
related benefit increases.
FY 2024/25 Baseline Request
Licensed Vocational Nurse (2.8 FTE)
LVNs provide direct and ongoing medication delivery and support to West County Detention patients. They serve as medication nurses for the morning and afternoon shifts, seven days a week.
Mental Health Clinical Specialist (1FTE)
The Mental Health Clinical Specialist (MHCS) position is assigned to the three adult detention facilities. The MHCS’s assignments may include but are 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, developing safety plans, developing treatment and care plans for patients, facilitating treatment groups, collaborating with detention health providers, psychiatrists, and custody staff, participating in
improvement projects, collaborating with patients to develop discharge and reentry plans, and collaborating with community partners, outpatient providers, and the patients support system and family members.
The MHCSs will participate in ongoing and mandatory training and administrative and clinical meetings for detention health, CCRMC, and clinics. This clinician is part of a multi-disciplinary team that offers
psychiatric treatment at the three adult detention facilities.
Physician (MD)/Family Nurse Practitioner (FNP) (1FTE)
Under the direction of the Medical Director, a physician and/or family nurse practitioner provides direct patient assessments, initiates diagnostic tests, evaluates findings, prescribes comprehensive
multidisciplinary treatment plans, and delivers 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 (2.8FTE)
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 chart review; checking and recording vital signs, alcohol/opiate withdrawal monitoring; and providing inmate patient education and/or discharge planning.
Substance Abuse Counselor (.2FTE) - The Substance Abuse Counselor assigned to MDF duties include AODS screening of incarcerated individuals for community-based AODS programs, AODS counseling support
for the Medication Assisted Treatment program (MAT), AODS groups, and individual AODS services including relapse prevention planning. The Substance Abuse Counselor will follow patients to improve their
treatment while in detention.
Attachment D
22 36
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
Department: Contra Costa Health - Detention Health
FY 2024/25 Program Modification Request
The Health Services Department - Detention Health requests a program modification of $250,000 to cover pharmacy costs for medication to treat incarcerated patients with opioid use disorders (OUD).
Specifically, funds would be used to purchase Sublocade, an injectable buprenorphine. Having an option for a monthly injection improves outcomes and prevents withdrawals, as some incarcerated patients
refuse daily doses of oral buprenorphine. Offering injectable buprenorphine provides opportunities to,
1) Increase patient adherence to medication-assisted treatment (MAT).
2) Eliminate the risk of misuse/unintended use (diversion) of the prescribed pill form of buprenorphine within the detention setting.
3) Redistribute the nursing workload to cover additional patients' needs. The daily administration of oral buprenorphine is very labor intensive. It requires crushing the sublingual tablets and observing the patient
for 5 to 10 minutes every day, for every dose, and for every patient. The monthly injection would greatly reduce the time spent administering oral buprenorphine that could be applied to other nursing activities.
According to a recently published article, not treating OUD while someone is incarcerated leads to poor outcomes at release, such as a higher risk of overdose and death. In fact, the risk of overdose death is 50
times that of the general public within the first two weeks after release [1]. The addition of Sublocade as a medication-assisted treatment option for incarcerated patients who have not experienced success with
other medications, along with the support of the substance abuse counselor, will enhance the opioid use disorder treatment outcomes of patients while in detention.
[1] Medications for Opioid Use Disorder (MOUD) in Jail or Prison: Know Your Rights June 2023.
Attachment D
23 37
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Current
Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS
ACER 1,363,040$ 7.00 1,431,192$ 7.00 1,431,192$ 7.00
Deputy Public Defender IV ACER 982,825$ 3.00 1,031,966$ 3.00 1,031,966$ 3.00
Legal Assistant ACER 125,425$ 1.00 131,697$ 1.00 131,697$ 1.00
Case Preparation Assistant ACER 254,790$ 3.00 267,530$ 3.00 267,530$ 3.00
Clean Slate 687,515$ 4.50 721,891$ 4.50 721,891$ 4.50
Deputy Public Defender IV Clean Slate 163,804$ 0.50 171,994$ 0.50 171,994$ 0.50
Legal Assistant Clean Slate 523,711$ 4.00 549,897$ 4.00 549,897$ 4.00
Client Support 467,498$ 3.00 490,873$ 3.00 182,897$ 1.00 673,770$ 4.00
Client Services Unit Manager Client Support 182,897$ 1.00 182,897$ 1.00
Forensic Social Work Supervisor Client Support 176,646$ 1.00 185,478$ 1.00 185,478$ 1.00
Forensic Social Worker Client Support 138,524$ 1.00 145,451$ 1.00 145,451$ 1.00
Senior Forensic Social Worker Client Support 152,328$ 1.00 159,944$ 1.00 159,944$ 1.00
Reentry Program Support 460,667$ 2.00 483,701$ 2.00 483,701$ 2.00
Clerk Experienced Level Reentry Program Support 70,881$ 1.00 74,425$ 1.00 74,425$ 1.00
Asst. Public Defender Reentry Program Support 389,786$ 1.00 409,275$ 1.00 409,275$ 1.00
Early Representation Program 1,225,644$ 6.00 1,286,926$ 6.00 1,286,926$ 6.00
Deputy Public Defender III Early Representation Program 849,368$ 3.00 891,836$ 3.00 891,836$ 3.00
Legal Assistant Early Representation Program 376,276$ 3.00 395,090$ 3.00 395,090$ 3.00
Pre-Trial Services Program 389,802$ 3.00 409,292$ 3.00 409,292$ 3.00
Legal Assistant Pre-Trial Services Program 389,802$ 3.00 409,292$ 3.00 409,292$ 3.00
Front End Advocacy Team 566,618$ 4.00 594,949$ 4.00 594,949$ 4.00
Deputy Public Defender II Front End Advocacy Team 214,534$ 1.00 225,261$ 1.00 225,261$ 1.00
Investigator I Front End Advocacy Team 155,778$ 1.00 172,913$ 1.00 172,913$ 1.00
Legal Assistant Front End Advocacy Team 125,425$ 1.00 131,696$ 1.00 131,696$ 1.00
Clerk Experienced Level Front End Advocacy Team 70,881$ 1.00 74,425$ 1.00 74,425$ 1.00
AB109 Legal Team 880,000$ 3.50 880,000$ 3.50 880,000$ 3.50
Deputy Public Defender III AB109 Legal Team 880,000$ 3.50 880,000$ 3.50 880,000$ 3.50
Subtotal 6,040,784$ 33.00 6,298,824$ 33.00 182,897$ 1.00 6,481,721$ 34.00
Department: PUBLIC DEFENDER
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding Allocation1
Public Defender's Office, Page 1 of 2
Attachment D
24
38
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Current
Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
Department: PUBLIC DEFENDER
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding Allocation1
OPERATING COSTS -$
Office Expense 23,300$ 23,300$ -$ 23,300$
Office Expense & Supplies Reentry Program Support 15,000$ 15,000$ 15,000$
Promotional Material Reentry Program Support 5,000$ 5,000$ 5,000$
Clean Slate Supplies Clean Slate 1,500$ 1,500$ 1,500$
Postage Early Representation Program 1,800$ 1,800$ 1,800$
Travel 30,880$ 29,880$ -$ 29,880$
Training & Travel Reentry Program Support 15,000$ 20,000$ 20,000$
Mileage Reentry Program Support 15,880$ 9,880$ 9,880$
Food Clean Slate 1,500$ 1,500$ 500$ 2,000$
Membership 4,950$ 4,950$ -$ 4,950$
Bar Membership Dues/Fees Reentry Program Support 4,950$ 4,950$ 4,950$
Bldg Occupancy Cost Reentry Program Support 52,644$ 52,644$
Travel & Registration Reentry Program Support 5,000$ 5,000$ 5,000$
Contracted Service - Uptrust Reentry Program Support 45,500$ -$ -$
-$
Subtotal 111,130$ 64,630$ 53,144$ 117,774$
CAPITAL COSTS (ONE-TIME)-$
Electronic Equipment/Devices Reentry Program Support 20,000$ 20,000$ 20,000$
Vehicles FEAT 70,000$ 35,000$ 35,000$
Subtotal 90,000$ -$ 55,000$ 55,000$
Stand Together Contra Costa (STCC)
STCC 180,000$ 189,000$ 189,000$
Subtotal 180,000$ 189,000$ -$ 189,000$
Total 6,421,914$ 33.00 6,552,454$ 33.00 291,041$ 1.00 6,843,495$ 34.00
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
Public Defender's Office, Page 2 of 2
Attachment D
25
39
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
DEPARTMENT: Public Defender
FY 2024/25 Baseline Request
1.ACER. Salary and benefits costs of $1,431,192 are requested for (3) FTE Deputy PD IV Attorneys, (3) Case Preparation Assistants, 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.
2.Client Support. Salary and benefits costs of $490,873 are requested for (1) Forensic Social Work Supervisor, (1) Senior Forensic Social Worker, and
(1) Forensic Social Worker. Our Forensic Social work team provides 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 forensic 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.
3.Clean Slate. Salary and benefits costs of $721,891 are requested for (4) FTE Clean Slate Legal Assistants and (.5) FTE Deputy Public Defender IV. The
.5 FTE Clean Slate attorney represents clients in obtaining post-conviction relief. 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 $1,286,926 are requested for (3) 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. EarlyRep services are supplemented by services from the Holistic Intervention Partnership (HIP) team, HIP is funded by a new BSCC Propositon
47 grant award. 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.
5.Reentry Program Support. Salary and benefits costs of $483,701 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
Public Defender's Office Narrative Page 1 of 2
Attachment D
26
40
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
DEPARTMENT: Public Defender
7. Front End Advocacy Team (FEAT). Salary and benefits costs of $594,949 are requested for (1) FTE Deputy Public Defender II Attorney, (1) FTE
Investigator I, (1) FTE Legal Assistant, and (1) FTE Clerk Experienced Level. Our FEAT team provides those recently arrested and incarcerated with access
to legal representation, early investigation, and case management in order to reduce pretrial detention and to increase community stability. The
program furthers the goals of reducing recidivism, providing and enhancing integrated programs and services for successful reentry.
8. AB109 Legal Team: Salary and benefit costs of $880,000 are requested for (3.5) FTE Deputy Public Defender III Attorneys. These attorney positions
will provide critical legal representation to our AB109 client population.
9. Operating Cost: Ongoing operating costs of $$64,630 are requested for: office expenses, training and travel for Reentry Unit attorneys and Legal
Assistants, Clean Slate event supplies, mileage for Reentry Unit staff, postage for Early Representation Program, and promotional materials and virtual
outreach for the Clean Slate and Early Representation Programs.
10. Stand Together Contra Costa (STCC): 17% of STCC's budget is funded through AB 109, as 17% of the individuals served by the STCC program are
sytem impacted.
FY 2024/25 Program Modification Request
1. Client Services Unit Manager. Salary and benefits costs of $182,897 are requested for (1) Client Services Unit Manager to direct and coordinate
the activities of the department's Client Services Unit. (Please see attached proposal for additional detail).
2. Operating Costs. We are requesting an additional $500 for food for Clean Slate events (community outreach and trainings).
3. Operating Costs. We are requesting an additional $52,644 for office expenses for various AB109 staff who utilize our Martinez office annex due to
impacted office space within our department.
4. Operating Costs. We are requesting a one-time cost of $20,000 to upgrade our aging electronic equipment and devices.
5.Operating Costs. We are also requesting $35,000 for a vehicle for our FEAT investigator to use in the field. This will allow our FEAT team to
transport clients to reentry-related programs and other community-based services.
Public Defender's Office Narrative Page 2 of 2
Attachment D
27
41
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
DDA-Advanced Level Post Release Community Supervision Attorney 366,098 1.00 384,403 1.00 384,403 1.00
DDA-Advanced Level Arraignment Court/Realignment Attorney 738,016 2.00 774,917 2.00 774,917 2.00
DDA-Basic Level Violence Reduction/Recidivism Attorney 253,227 1.00 265,888 1.00 265,888 1.00
Experienced Level Clerk Clerical/file support-Arraign. Court 81,141 1.00 85,198 1.00 85,198 1.00
Experienced Level Clerk Clerical/file support 71,975 1.00 75,573 1.00 75,573 1.00
Senior Level Clerk Clerical/file support-Arraign. Court 90,322 1.00 94,838 1.00 94,838 1.00
Legal Assistant Neighborhood Restorative Partnership Coordinator 104,865 1.00 110,108 1.00 110,108 1.00
Chief of Inspectors Neighborhood Restorative Partnership Program Supervision - - - - 19,000 0.05 19,000 0.05
Case Preparation Assistant Neighborhood Restorative Partnership Program Assistance - - - - 94,500 1.00 94,500 1.00
Senior Level Clerk - Part Time 960 Neighborhood Restorative Partnership Admin Support 29,028 0.50 30,479 0.50 30,479 0.50 60,958 1.00
V/W Assist. Prog Specialist Reentry Notification Specialists 208,403 2.00 218,824 2.00 218,824 2.00
V/W Assist. Prog Specialist Reentry Notification Specialist 122,940 1.00 129,087 1.00 129,087 1.00
V/W Assist. Prog Supervisor Restorative Justice Specialist - - - - 117,075 1.00 117,075 1.00
Subtotal 2,066,014 11.50 2,169,315 11.50 261,054 2.55 2,430,369$ 14.05
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 20,000 20,000 20,000 40,000
Neighborhood Courts Development 32,000 32,000 20,500 52,500
Interpretation Services - - 25,000 25,000
Subtotal 130,000 130,000 65,500 195,500$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 2,196,014$ 11.50 2,299,315$ 11.50 326,554$ 2.55 2,625,869$ 14.05
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
Department: District Attorney's Office
2024/25 Total
Funding Request
2024/25 Baseline
Request2
2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding
Allocation1
Attachment D
28 42
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
Department: District Attorney's Office
PROGRAM NARRATIVE:
The District Attorney’s Office is requesti ng $2,625,869 for FY 2024/25. The baseline request will continue the programs approved in the FY 2023/24 budget. The realignment team will address
the responsibilities presented by the realignment of our criminal justice system pursuant to Penal Code section 1170(h). The FY2024/25 program modification request will support the expansion of
the Neighborhood Restorative Partnership program.
FY 2024/25 Baseline Request
The realignment team includes (4) FTE Deputy District Attorneys, (1) Legal Assistant (Neighborhood Restorative Partnership Coordinator), (1) Senior Level Clerk, (2) Experienced Level Clerk, (3)
Victim/Witness Assistance Program Specialists, and (1) Part Time Senior Level Clerk.
$2,169,315 Salary and Benefits. Benefits Costs include FICA, medical, workers' compensation, SUI, deferred compensation, Paulson costs, benefits administration, and retiree health.
$130,000 Operating costs.
Neighborhood Restorative Partnership
In an effort to offer smart and safe alternatives for low level non-violent misdemeanors, the Contra Costa County District Attorney’s Office has implemented the Neighborhood Restorative
Partnership (NRP). In lieu of filing criminal charges, this community based pre-charging diversion program utilizes a restorative justice lens to resolve low-level misdemeanors and quality of life
crimes. The NRP engagement reaches east, central and west Contra Costa County. 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 aids 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 Strategic Re-entry Plan Development, Pre-Release Planning
Pilot, Pre-trial Services, and the Racial Justice Oversight Body.
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
Attachment D
29 43
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
Department: District Attorney's Office
FY 2024/25 Program Modification Request
The FY2024/25 program modification request includes the following items:
- Additional allocation of $94,500 to fund a Case Preparation Assistant (CPA) to assist with the NRP program. The CPA will assist the Legal Assistant with the recruitment and retention of
panelists allowing the Department to further expand the NRP program throughout the County. The CPA will also assist with outreach efforts to participants informing them of the benefits of the
program.
- Additional allocation of $30,479 to convert the 0.5 FTE Senior Clerk to a 1.0 FTE to provide increased level of administrative support to the NRP program once expanded countywide.
- Additional allocation of $19,000 for 0.05 FTE to account for the time the DA Chief of Inspectors spends providing outreach, oversight and supervision for the NRP program.
- Additional allocation of $117,075 for adding 1.0 FTE to serve as the Restorative Justice Specialist for the Victim Witness Assistance Program Unit. The new position will reach out to victims
regarding the NRP program, inform victims of options for participation, assist with other supportive services for victims, and supervise other AB 109 funded Victim Witness Specialists. The
position will also work with victim notification and assist on post-conviction matters where individuals may be found suitable for early release and reentry.
- Additional allocation of $40,500 to provide training and NRP development for 3 new panelists cohorts to include 3 more cities under the NRP program.
- Additional allocation of $25,000 for providing interpretation services for NRP sessions when requested.
Attachment D
30 44
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Current
Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Social Service Program Assistant Re-Entry Systems Coordination 144,600 1.00 151,830 1.00 151,830 1.00
- -
Subtotal 144,600 1.00 151,830 1.00 - - 151,830$ 1.00
OPERATING COSTS -
Travel Re-Entry Systems Coordination 1,144 1,444 1,444
Space Re-Entry Systems Coordination 4,795 5,131 5,131
Space CCAP Re-Entry Systems Coordination 8,367 8,786 8,786
Maintenance Re-Entry Systems Coordination 8,389 8,808 8,808
Communication Re-Entry Systems Coordination 3,336 3,502 3,502
Minor Furniture/Equipment Re-Entry Systems Coordination 246 310 310
Contracted Services Re-Entry Systems Coordination 4,037 4,239 4,239
Interdepartmental Charges Re-Entry Systems Coordination 6,392 6,711 6,711
Other Operating Costs Re-Entry Systems Coordination 2,789 2,928 2,928
Public/Private Direct Billed Re-Entry Systems Coordination 10,723 11,259 11,259
-
Subtotal 50,218 53,120 - 53,120$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 194,818$ 1.00 204,950$ 1.00 -$ - 204,950$ 1.00
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
Department: EHSD Reentry Systems
Description of Item Program/Function
Ops.
Plan
Item #
2023/24 Funding
Allocation1
2024/25 Baseline
Request2
2024/25 Program
Modification Request3
2024/25 Total
Funding Request
Attachment D
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45
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
PROGRAM NARRATIVE:
DEPARTMENT: EHSD WFS Re-Entry Systems
FY 2024/25 Baseline Request
The EHSD -Reentry Systems proposed FY2024/2025 Baseline Request of $204,950 includes:
- Salary and Benefit cost of $151,830 for one (1) FTE Social Service Program Assistant (SSPA).
- Operating Costs (34% estimated overhead) is based on salary and benefits for 1 FTE SSPA. Operating cost includes expenses for Travel, Space
per Contra Costa Allocation Plan, Maintenance, Communication, Minor Furniture/Equipment, Contracted Services, Interdepartmental Charges,
Other Operating Costs, Public/Public Direct Billed.
FY 2024/25 Program Modification Request
No modification request
Attachment D
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46
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
One Stop Administrator Coordination with One-Stop/America Job Center of California system 48,048 49,970 49,970 -
Workforce Services Specialist Engagement with public & private partners 54,600 56,784 56,784 -
Business Service Representative Recruitment & engagement of businesses 76,507 76,507 76,507 -
Workforce Board Executive Director Oversight & coordination with workforce system 24,024 24,985 24,985 -
- -
Subtotal 203,179 - 208,246 - - - 208,246$ -
OPERATING COSTS -
-
Training/Travel 4,160 4,160 4,160
-
Subtotal 4,160 4,160 - 4,160$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 207,339$ - 212,406$ - -$ - 212,406$ -
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
Department: EHSD WORKFORCE DEVELOPMENT BOARD OF CONTRA COSTA COUNTY
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding
Allocation1
Attachment D
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47
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
Department: EHSD WORKFORCE DEVELOPMENT BOARD OF CONTRA COSTA COUNTY
PROGRAM NARRATIVE:
FY 2024/25 Baseline Request
The Workforce Development Board of Contra Costa County (WDBCCC) is seeking status quo level funding of $208,246 for the fiscal year 2024-2025. The
budget reflects the amount of time key staff will devote to AB109 in order to continue to provide linkages to the One-Stop/AJCC system, business engagement,
and small business and entrepreneurship connections. WDB are committed to collaborating with small businesses development organizations and training
opportunities to provide entrepreneurial support to the AB109 and broader reentry community. In accordance with the WDBCCC's original submittal, we will
use AB109 funds to leverage other funding such as Prision to Employment and Breaking Barries in an effort to increase our capacity to provide services to
justice involved and those returning from incarceration.
FY 2024/25 Program Modification Request
The Workforce Development Board is not seeking increased funding at this time. The WDB is committed to partnering with the CCP and other
agencies/organizations working in this space, with a goal of pursuing and securing additional resources that can further support, align, and leverage related
work to serve AB109 participants and concurrently expand efforts to serve other justice involved populations that are returning to communities in Contra Costa
County and help them with employment and training needs.
Attachment D
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48
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Department: MHET Behavioral Health Division
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Richmond Police Officer (West)MHET Officer 164,082 1.00 - - - - -
Walnut Creek Police Officer (Central)MHET Officer 164,082 1.00 - - - - - -
Pittsburg Police Officer (East)MHET Officer 164,082 1.00 172,286 1.00 - - 172,286 1.00
San Ramon (Central)MHET Officer 172,286 1.00 - 172,286 1.00
TBD 172,286 1.00 - - 172,286 1.00
Totals 492,246$ 3.00 516,858$ 3.00 -$ - 516,858$ 3.00
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3Description of Item Program/Function
2023/24 Funding
Allocation1
Attachment D
35
49
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Narrative
Department: MHET Behavioral Health Division
PROGRAM NARRATIVE:
The Mental Health Evaluation Team (MHET) is a coresponding model in which law enforcement and behavorial health partner to respond county wide, in the
community, for individuals/families who are having multiole contacts with law enforcement due to behavorial health needs. MHET started with three local police
departments as host agencies in each region of the county. This has expanded to include a MHET deputy sheriff in each region. There are currently 6 MHET teams
consisting of a law enforcement officer/deputy and a mental health clinician, all of which have specialized training in deescaltion techniques and crisis intervention, as
well as behavorial heatlh and clinical training. There are two teams in each area of the county, which will continue to allow MHET to increase the number of contacts
made in the community. The police departments and sheriff's department work closely with each other and mental health clincians in each reagion. MHET's goal is to
link individuals/families to long term services needed to decrease, if not prevent, contacts with law enforcement, psychiatiric hosptializations, and/or time in custody.
MHET has consistently seen these numbers decrease for individuals served by the MHET teams.
Richmond Police Officer (West) - Funding will probably be transferred from Richmond to San Pablo PD because cannot designate a full time officer to MHET due to
being short staffed. Transfer process is pending.
Walnut Creek Police Officer (Central) - Funding transferred from Walnut Creek to San Ramon because WCPD did not want to continue with the program.
Pittsburg Police Officer (East) - Funding for Pittsburg will continue.
San Ramon (Central) -Transfer from Walnut Creek.
TBD - Transfer is pending.
Attachment D
36
50
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 List of All Budgeted Contracts (no minimum)
Contractor Name Program/Function 2023/24 Contract Amount (if
applicable)
2024/25 Proposed
Contract Amount
Variance between 2023/24
and 2024/25 Amounts
Richmond Police Officer (West)Mental Health Evaluation Team (MHET)164,082 - (164,082)
Walnut Creek Police Officer (Central)Mental Health Evaluation Team (MHET)164,082 - (164,082)
Pittsburg Police Officer (East)Mental Health Evaluation Team (MHET)164,082 172,286 8,204
San Ramon Police Officer (Central)Mental Health Evaluation Team (MHET)- 172,286 172,286
TBD (West)Mental Health Evaluation Team (MHET)- 172,286 172,286
-
-
492,246$ 516,858$ 24,612$
Department: MHET Behavioral Health Division
Attachment D
37
51
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form (Rev 12-1-23)
Department: Community Advisory Board (CAB) - AB 109 Community Programs
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
- -
Subtotal - - - - - - -$ -
OPERATING COSTS -
Contracts See contracts budget for details 6,093,072 6,717,351 210,000 6,927,351
Voice Quarterly Newsletters 20,000 20,000 20,000
CAB Operating Expenses 3,000 3,000 3,000
-
-
-
Subtotal 6,116,072 6,740,351 210,000 6,950,351$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 6,116,072$ - 6,740,351$ - 210,000$ - 6,950,351$ -
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding
Allocation1
Attachment D
38
52
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form (Rev 12-1-23)
Department: Community Advisory Board (CAB) - AB 109 Community Programs
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).
FY 2024/25 Baseline Request
In FY 2021/22, the ORJ put each of the contracts for the community programs out for public bidding, except the Reentry Success Center (Center) contract.
The Center's contract was later extended to expire within the same sequence of all other Community Program contracts. In FY 2019/20 the ORJ executed
three-year contracts for the first time with each of agencies selected through the County's competitive bidding process, and these contracts expired at the
end of FY 2021/22. ORJ issued a second competitive bidding process for the community programs in order to issue a subsequent three-year contract cycle
for the period of FY 2022/23 - FY 2024/25.
The recommended amounts of ongoing funding are as follows:
Center/Network Joint Communications Strategy $20,000
CAB expenses $3,000
FY 2024/25 Program Modification Request
The requested program modification increases include:
1) Expanding Centerforce housing services to add 5 additional beds for its reentry/SUD participants; and
2) A one-time allocation to Rubicon, Inc. for capital improvements of the Reentry Success Center.
Attachment D
39
53
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 List of All Budgeted Contracts (no minimum) (Rev 12-1-23)
Department: Community Advisory Board (CAB) - AB 109 Community Programs
Contractor Name Program/Function 2023/24 Contract
Amount (if applicable)
2024/25 Proposed
Baseline
2024/25 Program
Modification Request3
24/25 Total Funding
Request
Variance between
2023/24 and 2024/25
Amounts
Rubicon Programs Employment 2,543,877 2,848,877 2,848,877 305,000
Lao Family Community Development Housing 1,417,351 1,465,257 1,465,257 47,906
Men and Women of Purpose Peer Mentoring 128,141 179,776 179,776 51,635
Centerforce Family Reunification 104,742 109,979 109,979 5,237
Bay Area Legal Aid Legal Services 174,941 231,081 231,081 56,140
HealthRIGHT 360 Network System of Services 1,090,870 1,219,231 60,000 1,279,231 188,361
Rubicon Programs Reentry Success Center 633,150 663,150 150,000 813,150 180,000
-
-
-
-
6,093,072$ 6,717,351$ 210,000$ 6,927,351$ 834,279$
10.25%13.69%
Attachment D
40
54
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Proposal Form
Current Allocation FTEs Funding Request FTEs Funding Request FTEs Total Funding
Request FTEs
SALARY AND BENEFITS - -
Courtroom clerk II Pretrial Release Calendar support 219,887 2.00 228,682 2.00 228,682 2.00
- - -
- -
Subtotal 219,887 2.00 228,682 2.00 - - 228,682$ 2.00
OPERATING COSTS -
-
Subtotal - - - -$
CAPITAL COSTS (ONE-TIME)-
-
-
Subtotal - - - -
Total 219,887$ 2.00 228,682$ 2.00 -$ - 228,682$ 2.00
1. FY 2023/24 Funding Allocation reflects the FY 2023/24 Board of Supervisor's approved AB 109 budget.
2. FY 2024/25 Baseline Request should reflect the cost of continuing FY 2023/24 programs in FY 2024/25 dollars.
3. FY 2024/25 Program Modification Request should reflect proposals for the cancellation of existing programs and/or funding of new programs for FY 2024/25.
Department: Superior Court
2024/25 Total
Funding Request2024/25 Baseline Request2 2024/25 Program
Modification Request3
Description of Item Program/Function Ops. Plan
Item #
2023/24 Funding
Allocation1
Attachment D
41
55
Contra Costa County Community Corrections Partnership
FY 2024/25 AB109 Budget Program Narrative Form
Department: Superior Court
PROGRAM NARRATIVE:
FY 2024/25 Baseline Request
The Contra Costa Superior Court respectfully requests one-time funding from the County’s FY 2023-2024 AB 109 allocation in the amount of
$228,682. 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.
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.
Attachment D
42
56
Overview Of Housing Priority Area Discussion
Invited Presenters
•H3 – Health, Housing & Homelessness Services
•Hope Solu�ons
•LFCD – Lao Family Community Development
Ques�ons for all Presenters
1.Please provide a summary of your housing services and their funding sources and amounts to
date. Also, please include the total number of unduplicated clients utilizing these services.
a.Which of these services are commonly accessed/utilized by justice-involved individuals?
(If possible, please provide total number of justice-involved individuals accessing your
services)
2.Of the housing model(s) currently implemented by your agency, what is the annual program
budget to operate these services? What is the average cost per client in each of these models?
3.What additional services could your organization provide with additional funding to address the
housing needs of the reentry population? Has your agency considered implementing immediate
bridge housing to reentry? Why or why not? If so, please provide specific details on potential
challenges or barriers to establishing immediate bridge housing for reentry populations.
4.What specific housing models and/or services would you recommend the CAB consider applying
AB 109 funds to increase placement in permanent housing for reentry population? And why? (If
possible, please provide additional data to support this recommendation)
ATTACHMENT D
57
Summary of housing services and their funding sources
The Contra Costa Continuum of Care (CoC) and Contra Costa Health (CCH) provide a wide spectrum of
housing services to households at-risk of or experiencing homelessness. In calendar year 2022, 7,725
unique households or 10,600 people accessed services through one or more of the 89 Continuum of
Care programs. The following seven program models were adopted by the Council on Homelessness in
2022 after several months of community engagement:
1. Prevention/Diversion: prevent households
from experiencing literal homelessness for
the first time or returning to it after being
permanently housed through direct financial
assistance, case management, and housing
problem solving.
2. Street Outreach: Serves as a Coordinated
Entry access point to connect people
experiencing unsheltered homelessness to
the system of care, address their immediate
health and safety needs, and assist them to
move indoors. CORE teams are mobile and go
where clients are, providing food, hygiene
kits, blankets, rain gear and information and
referral.
3. Rapid Exit: To assist those who are literally
homeless to exit the homeless services
system to temporary or permanent housing
(can be independent or with family/friends),
using housing problem solving and one-time
financial assistance if needed.
4. CARE Centers: serve as a Coordinated Entry
access point for people experiencing
unsheltered homelessness by providing a
safe, accessible place for people to access
basic needs such as showers, laundry, mail,
meals, hygiene kits, information, and referral.
5. Interim Housing/Emergency Shelter:
provides Trauma-Informed, safe interim
housing for people experiencing literal
homelessness while supporting their access
to permanent housing opportunities.
6. Rapid Rehousing: Permanently houses
vulnerable individuals and families by
providing housing location and move-in
assistance, medium-term subsidy of rents
that taper down over time, and trauma
informed supportive services.
7. Permanent housing: Permanently house
individuals and families with long histories of
homelessness by providing permanently
subsidized housing that can include
supportive services to ensure housing
retention and improved quality of life for
participants.
In 2022, the Continuum of Care received $17,318,215 from the US Department of Housing and Urban
Development with $15.2 million or 88% of funding dedicated to permanent supportive housing projects.
Remaining CoC funds support one rapid rehousing project and system infrastructure like the
Coordinated Entry System and Homeless Information Management System (HMIS) database. Aside from
CoC funding, the County receives a wide variety of federal, state, local, and private funding sources that
are leveraged with the goal of maximizing funding and delivering services to the most vulnerable in
Contra Costa. The County reports detailed funding landscape analysis to the State via the Homeless
Housing, Assistance and Prevention Program (HHAP). The state makes this information publicly available
58
online. The table below shows the number served in each program model in calendar year 2022 and the
funding sources that support programs delivering services.
Model Funding Source Households
served in
CY 2022
Households Served in
CY2022 with justice-
involvement
Prevention/Diversion Federal, State 1,170 70
Street Outreach Federal, State, Local 3,379 487
Rapid Exit Federal 102
CARE Center Federal 2,122 361
Interim Housing/Emergency Shelter Federal, State, Local 1,417 226
Rapid Rehousing Federal, State, Local 1,101 226
Permanent Housing Federal, State, Local 1,166 97
Annual program budget
Program budgets vary based on the needs of each service provider, location of services, needs of
individual clients, and available funding. Below is a table provided to the Board of Supervisors that
reflects funding recommendations made by CCH and the Department of Conservation and Development
through the Measure X RFP process CCH and DCD administered in January 2023. These investments are
a mix of federal, state, and local funds that range from ongoing allocations to one-time funds.
H3/DCD Request for Proposal Recommendation Table by Project Types - rev. 11/21/2023
Measure X Recommendations Distribution Other Funding Sources Total
Rapid Rehousing (rental assistance) $808,866.00 23% $6,268,233.37 60% $7,077,099.37
Tenant Protections/Legal Services $1,060,000.00 30% $1,060,000.00
Prevention/Diversion $806,134.00 23% $3,613,038.80 35% $4,419,172.80
Basic Needs (food, hygiene supplies,
etc.) $250,000.00 7% $400,000.00 4% $650,000.00
Emergency Shelter $200,000.00 6% $150,000.00 1% $350,000.00
Permanent Supportive Housing $200,000.00 6% - $200,000.00
Capacity Building $175,000.00 5% $175,000.00
Total $3,500,000.00 100% $10,431,272.17 100% $13,931,272.17
Additionally, many services have guidelines on per-household financial assistance. In the CoC program
models, Prevention/Diversion and Rapid Exit have capped levels of direct financial assistance per
household. Without additional approval from the Coordinated Entry Manager, individuals accessing
prevention/diversion or rapid exit services receive a maximum of $3,000 and a household with minor
children receive a maximum of $5,000. Permanent housing rental assistance is generally capped at fair
market rent (FMR), as established by HUD. In Contra Costa, FMR for a one-bedroom apartment in 2024
is $2,131.
59
Additional Services
Funding and housing availability are the main barriers to consistently implementing additional services,
including bridge housing. Permanent, affordable housing options are extremely limited across the
country and according to the National Low Income Housing Coalition, for every 100 extremely low-
income households, there are 24 affordable housing units available in California. In high-cost areas like
Contra Costa, available affordable housing is a very precious resource.
Across all program models, we see wide gaps in capacity and need. The 2023 Point-In-Time Count
showed 1,653 people experiencing unsheltered homelessness and 719 people experiencing sheltered
homelessness on January 24, 2023. About 12% of those counted report spending at least one night in jail
or prison in the past year. At the same time, the 2023 Housing Inventory Count, shows there are too few
resources to serve the number of people experiencing homelessness on any given night with permanent
housing programs operating at an average 96% utilization rate. In short, with current supply of
temporary and permanent housing options nearly fully utilized every night, it is desperately challenging
to find resources for households entering homelessness.
CCH has partnered with Contra Costa County Probation to provide housing navigation, rental assistance,
and case management services to households referred by the Probation Department and identified as
experiencing homelessness or at-risk of homelessness. This program serves about 100 clients each year.
Bridge housing could complement existing services by provide stability to reentry clients while they
obtain necessary documentation, engage in housing location, and work to develop a housing stability
plan with on-site support services staff.
Under AB109, CCH is contracted to provide up to 10 shelter beds per night at the Concord and Brookside
shelters for the re-entry community. Referrals are made by AB109 Probation Officers and General
Probation. Services at the shelter include case management and housing navigation that supports
individuals in moving into permanent housing solutions. The Brookside and Concord shelters also have
access to onsite Mental Health clinicians, as well as primary care services from Healthcare for the
Homeless. For those individuals who are resistant to coming to shelter, bridge housing could be an
alternative to transitioning them off the streets while they work with a case manager to develop a
housing stabilization plan.
CCH has a contract with County Probation to provide Transitional Living Program services to youth re-
entering the community after release from the Briones Youth Academy, and justice involved youth. This
contract funds up to 3 youth per night at either of H3’s Transitional Living Programs, Pomona Street
Apartments or Mary McGovern. Youth accessing either Transitional Living Program can stay for up to
two years. Services include case management, housing navigation, access to onsite mental health
services, connections to healthcare, education and employment services. Between both Transitional
Living Programs, we can house 26 youth. Given the limited number of beds available in relation to the
number of youth who need this housing type, there is a need to further expand Transitional Living
Program beds, specifically for the youth and youth adult population.
As noted above, the barriers to establishing bridge housing are ongoing funding and permanent housing.
Securing a long-term lease for a bridge housing facility like a hotel could cost anywhere from $1.4
million to $2.0 million per year for 50 units plus ongoing costs for staffing, food, transportation, and
other services. Exits from bridge housing programs are also dependent on available permanent housing
options. In addition to the high cost of housing, the reentry population faces additional barriers such as
60
disqualification from certain government programs (particularly for people with lifelong sex offender
status), background check screening at the discretion of individual landlords, and credit histories
impacted by histories of incarceration.
Specific housing models and/or services recommendations
In alignment with the Board of Supervisors, CCH recommends utilizing the All Home Regional Action
Plan’s 1-2-4 framework. The 1-2-4 framework states that for every 1 unit of interim housing funded,
there should be 2 units of permanent housing and 4 units of homelessness prevention to achieve rapid
response to households entering homelessness. To that end, below are specific recommendations for
program models to increase investment through AB109 funds.
1. Street Outreach – from July 1, 2022 to June 30, 2023, CORE street outreach served 619 unique
individuals who indicated justice system involvement. This data shows a growing number
compared to calendar year data and a 46% increase compared to the same time period in 2021.
CORE teams meet unsheltered clients in the field and build relationships with those most
vulnerable in the community. Annually, each CORE team costs about $300,000.
2. Prevention/Diversion – Prevention/Diversion services are an extremely cost effective way to
support households experiencing housing instability and prevent entry into the homelessness
response system. In calendar year 2022, 76% of households with justice system involvement
who received prevention services obtained or maintained permanent housing. Per every $1
million invested in prevention programs, it’s estimated that 200 individuals could access
services.
3. Bridge housing – in conjunction with investments in permanent housing, bridge housing creates
flow throughout the homelessness response system by freeing up emergency shelter beds and
creating units for households with a pathway to housing. An annual investment of $3 million
could provide up to 50 units of Bridge Housing.
4. Rapid Rehousing with increased support services – to support exits to permanent housing and
assist reentry clients in building self-sufficiency, rapid rehousing funding could create additional
resources. In calendar year 2022, 52% or 119 households with justice system involvement exited
to permanent housing which is a similar outcome to all households served in rapid rehousing.
Due to the increased cost of programming, per every $1 million invested in prevention
programs, it’s estimated that 40 individuals could receive housing through rapid rehousing.
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399 Taylor Boulevard, Suite 115 | Pleasant Hill, CA 94523| P: 925.944.2244 | F: 925.944.2248 | hopesolutions.org
Page | 1
1. Please provide a summary of your housing services and their funding sources and amounts to date. Also, please
include the total number of unduplicated clients utilizing these services.
a. Which of these services are commonly accessed/utilized by justice-involved individuals? (If possible,
please provide total number of justice-involved individuals accessing your services)
2. Of the housing model(s) currently implemented by your agency, what is the annual program budget to operate
these services? What is the average cost per client in each of these models?
Funding Sources
Hope Solutions’ mission is to heal the effects of poverty and homelessness by providing permanent
housing solutions and vital support services to vulnerable families and individuals. We currently
have over 30 single and multi-year contracts totaling over $26 million, including 17 county contracts,
5 federal grants, 5 private funders, 4 state grants, and the city of Concord.
These contracts fund many kinds of housing programs and services, including permanent supportive
housing, rapid rehousing, eviction prevention, housing navigation, mental health services, education
and employment services, case management, housing vouchers, and support services for people in
low-income and affordable housing. In 2024, we will finish construction of the first of many cottage
communities, which will create new housing opportunities for those in need. Hope Solutions will
provide both property management and supportive services to these communities.
Clients Served
Last fiscal year, we served over 3,500 Contra Costa County residents, including people who are
involved with the justice system; survivors of domestic abuse; young adults aging out of the foster
care system; people living with disabilities, mental health issues, or HIV/AIDS; families on CalWORKs;
and people in danger of being evicted.
For Hope Solutions’ Probation Housing Program (PHP), a rapid-rehousing and prevention program,
there were 547 justice-involved people referred to us from 2021 to 2023. Of those, 310 received
services, and 127 were housed. The clients are referred to us by the Contra Costa County Probation
Department, and receive housing location support, time-limited subsidies for up to 6 months, case
management, and education and employment services.
In our PHP program, 78% of the housed clients exited to permanent housing, 11% to temporary
housing, and 11% to homelessness/institutions. For our rapid rehousing programs that have more
funding for longer lasting subsidies and more employment specialist support, 95% of those clients
exit to permanent housing and 5% exit to temporary housing.
Budgets/Cost Per Client
We are open to speaking more with the CAB in detail about our multiple program budgets, as it
would take too much space to list them all here. Please let us know what specific programs and
models you want to learn more about from us.
In our rapid rehousing programs (including PHP), costs per client range between $9,380 and $16,780
(includes all program costs, staffing, subsidies, etc.). The wide range is due to the different contract-
determined length of subsidies, personnel costs, and challenges that uniquely impact different
populations (for example, private landlords who are resistant to renting to young adults and justice-
involved people). For our cottage communities, we estimate that the annual cost per client will be
about $17,000 (after construction costs).
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399 Taylor Boulevard, Suite 115 | Pleasant Hill, CA 94523| P: 925.944.2244 | F: 925.944.2248 | hopesolutions.org
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3. What additional services could your organization provide with additional funding to address the housing needs
of the reentry population? Has your agency considered implementing immediate bridge housing to reentry?
Why or why not? If so, please provide specific details on potential challenges or barriers to establishing
immediate bridge housing for reentry populations.
4. What specific housing models and/or services would you recommend the CAB consider applying AB 109 funds
to increase placement in permanent housing for reentry population? And why? (If possible, please provide
additional data to support this recommendation)
Bridge Housing
We have not yet considered applying for bridge housing funding because we are focused on
permanent housing solutions. We have not researched who funds this model, nor have we
researched the costs involved. We are open to learning more about how this model would be
funded and implemented in Contra Costa County.
Our Probation Housing Program works with Sober Living Environments (SLEs), which play an
important role as a temporary housing solution for justice involved individuals. SLEs are often the
only stable, affordable, and safe steppingstone to support successfully re-entering society and
maintaining sobriety. An SLE challenges the temptation to revisit past poor decisions and
relationships, and provides a positive environment to prepare for permanent housing.
We have utilized master-leased units, which can be used as a form of bridge housing. This housing
model needs full time property management staff which can be cost-prohibitive but can help to
provide housing placements for “290” clients (sexual offenders). We are open to exploring operating
a Transitional Living Placement (TLP) for re-entry clients as a temporary/master-leased housing
option to help them get ready to sustain permanent housing.
Additional Funding/Services/Recommendations
We believe that rapid rehousing models would be a very successful investment, if the subsidies are
designed to last up to 24 months (depending on need), and if clients work with a navigator to help
locate and secure housing, a case manager to support the client to reach their goals and connect
with external resources, and an employment specialist to help them increase their income. We have
found that having the housing and services provided by the same agency vastly improves outcomes.
The three drivers of homelessness are rising rents, low wages, and a shortage of affordable housing.
For example, rents in Contra Costa County have risen 50% in the last 10 years, while wages have not.
The average rent for a two-bedroom apartment is now $2,200 per month, and $1,800 for a one
bedroom. Someone working full time making minimum wage would make about $2,600 a month, so
a one-bedroom would be 70% of their income, and just splitting a two-bedroom with a roommate
would be 43% (HUD considers housing to be affordable if it is 30% or less of a person’s income).
Increasing client income is key to maintaining stable housing. We know from experience that it takes
some clients longer than others to acclimate to society and engage in the demanding processes in
employment readiness/workforce development programs. We have found that people need more
financial assistance for rent for more time, not only to adjust back to living in the community, but
also to pay off debt, enroll in vocational and educational programs, and solidify employment.
With additional funding we would provide clients with rental subsidies for a longer time and hire
more employment specialists to work with clients/employers to increase client incomes so they can
afford to live independently after the program. We would also provide eviction prevention subsidies
and services to prevent justice-involved people from falling back into homelessness.
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1.Please provide a summary of your housing services and their funding sources and amounts to
date.Also,please include the total number of unduplicated clients utilizing these services.
a.Which of these services are commonly accessed/utilized by justice-involved
individuals?(If possible,please provide total number of justice-involved individuals
accessing your services)
LFCD offers an extensive menu of housing services and housing inventory (internal supplies and
from a carefully cultivated network of third-party inventory and supply.)Thus,we are able to
offer options and offerings for our justice-involved community of housing seekers,our
colleagues’clients who need housing,and other populations we serve in need of safe and
affordable housing (they otherwise would not be able to secure due to blemished credit,
insufficient income to meet the required ratio and past evictions and collections etc).The funding
sources and amounts vary.
Since 2019,we have been developing transitional and permanent housing using primarily private
and philanthropic equity and conventional debt using below-market rate special-purpose debt
financing.We have also focused on rehabs instead of ground-up construction and leasing of
properties and having third parties lease to our clients.
This allows us to rapidly and efficiently secure vacant housing supply for our clients.Ground-up
affordable housing development is extremely inefficient and expensive given the market
conditions we are faced with in the Bay Area and the coordinated care entry homeless housing
route is not a good option.
Our housing services and inventory discussed here are commonly accessed by and utilized by
490 unduplicated justice-involved East Bay clients annually and approximately 300 unduplicated
non-justice-involved clients annually in need of housing in the East Bay.
We offer housing in safe,high quality of life environments,adjacent and within walking distance
to local parks,public bus-BART-rail,personal shopping and banking center conveniences,job
centers,and good public schools.
We typically have already secured case management dollars.We constantly submit new funding
and program applications for service and operational dollars to support the housing program and
work with our partners for more sources for additional case management and care plans for
clients in the housing properties.
The housing offerings include:
a.In-house transitional housing inventory (370 units in the East Bay that we train and rotate
clients into,through,and out to their own permanent housing)($3.7m private equity and
debt-financed $22.2m);
b.In-house permanent housing inventory (32 units with CCC Home/CDBG;Former SP
Redevelopment Agency,4%Tax Credit,conventional debt remaining of $1.5m loan;45
units is private equity and $2.6m conventional debt outstanding)and 34 new units in
February 2024 in the East Bay and Northern Cal region:private equity and private debt
$2m);
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c.Third-party roommate housing (individual rooms)option (57 units in the East Bay);
d.Third-party Single Room Occupancy furnished options (19 units East Bay);
e.Third-party Airbnb furnished options (18 units Northern Cal);
f.Third-party scattered site permanent housing (241 units in the East Bay);
g.Third-party motel extended stay housing (601 units of studios and 1 bedrooms East Bay);
h.Third-party clean and sober housing options (24 units @ East Bay);
i.Third-party 24 hour residential treatment program options (20 units East Bay)
We offer a broad menu of housing choices throughout the various geographic areas so the
housing is convenient for our clients in a variety of ways.We are able secure the following:
a)Get the credit score waived or reduced,the income requirement vis a vis the rent cost
from 3x down to 1.5 to 2x.
b)We are able to get waivers of past evictions,blemished credit,etc.from the landlord’s
evaluation and consideration.
c)We are able to use proof of consistent work income over the course of 6m to 12m and the
training we provide them as a form of benchmark for consideration of the
justice-involved clients’creditworthiness.This helps our clients secure the housing they
need.
The primary goal of our LFCD Housing Service and strategy is to create extensive and rapid
access to transitional and permanent housing.Furthermore,we stay with the client and the
landlord for several years as part of our retention and post-service benefits in our supportive
housing model,which leads to permanent self-sufficiency and housing outcomes.
This housing and service model also includes Cognitive Behavior Therapy (CBT)intervention
strategies,and a multi-layered care plan with housing,primary health-mental health-behavior
health,jobs and consistent income strategies,credit development improvements-savings-
budgeting-second chance bank accounts for the clients as part of our pre,during,and
post-graduation of our program into the permanent housing.
This service model ultimately leads to self-sufficiency,reduced recidivism and rearrest
outcomes,improved wellbeing,community and public safety improvements,engaged restored
human beings and reunified families,decreased pressure and cost to the healthcare,emergency,
public safety police-fire-ambulance,public works,homeless,and affordable housing system.We
exit our families primarily into marketplace housing that is appropriate and affordable to their
specific income and family structure situation.
We enhance our service for the clients with comprehensive wraparound support and care to meet
the participants’diverse needs.Furthermore,it facilitates reducing PIT homelessness and
increases the rate of economic,social,and permanent housing self-sufficiency among the
criminal justice population.
LFCD is well-positioned to secure at least 500 additional units of permanent housing from
private landlords and property owners who are looking to offload their assets in 2024.We have
developed these relationships over the course of the last 10 years.We are positioned to continue
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to serve the reentry population with quality transitional and permanent housing options.Our
team works closely with the participants and partners to identify resources and support services
each client needs to ensure the participants are on schedule to meet their target goals while
extending our supportive services.Therefore,they increase engagement,bonding,rebuilding
trust and connections to their family members and community support and work towards family
reunification and thus develop ties back to a support network.
These activities are essential to help clients break the cycle of returning to jail and/or prison.
Their self-esteem,pride,sense of commitment,accountability,and motivation to become
self-sufficient and successful human beings with a sense of purpose in their daily lives are
evident in our model.
Third-party landlord partners play a critical and important role as external partners while we
support our participants'access to and use of job readiness,education,training,banking and
budgeting,savings goals,critical support services,healthcare,behavioral health care and peer
support throughout their transition to permanent housing.
Our partner CBO agencies are side-by-side with us to provide intensive services such as free cell
phones and tablets with access to Wi-Fi,food pantry,training partners for different certificates
(truck driving,CTE training,forklift certification,HS diploma),and local banks that offer second
chance accounts for program clients.
Outcomes:Fiscal year of 7/1/2022 –6/30/2023,we received a total of 270 referrals.We enrolled
176 participants (65%)and provided case management from entry to graduation to permanent
housing and jobs and retention services.Approximately,176 participants received subsidized
housing assistance and they all completed Pre-employment workshops,Landlord rights/Tenant
rights workshops,Financial education workshops,and CBT coaching.129 participants secured
employment (73%),121 participants (69%)reached 180-day retention,and 119 participants
(68%)successfully completed the program.
For the participants who are interested in CTE training,job readiness,and placement programs,
we have an extensive menu of MOUs and Operating Agreements with our partners in addition to
our internal offerings.Thus,we can co-enroll them in the AJCC program to offer benefits from
the job training for free.This helps our clients with financial assistance towards career training,
transportation,uniform support,etc.
Our clients can choose from these offerings:
a)First Aid/CPR,2)forklift training,3)Class A truck driving or Class B commercial bus
training,4)physical therapy or therapeutic massage,cosmetology or barbering,5)A+
certification,Cisco or Salesforce Administrator,Working Waterfront Commercial Vessel
,Shipping and Passenger ferries,logistics,healthcare sector including our own inhouse
CNA academy and more.
b)The local workforce development funded America’s Job Career Center -WIOA program
can also partially fund childcare and award financial aid for Technical Education
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programs at Contra Costa College.Weekly financial education workshops,IDA saving
account workshops,and credit repair workshops are provided weekly,and all attendees
receive a stipend (gift card),as well as transportation support.
We have cultivated over 1000+Northern California employers that meet the broad array of job
skills and backgrounds of our justice-involved clients.
We provide employers and reentry job seekers with culturally competent,grassroots outreach,
and comprehensive specialized services to empower disadvantaged high-need,high-barrier,
low-income individuals and families to achieve financial independence and self-sufficiency.
Housing Outreach Strategies:We are engaging with many third-party housing facilities for our
clients to live in temporarily as part of our transitional housing service or permanent homes
option.These include duplexes,apartments,or reconnecting them to their family network with
appropriate housing.
We have found success in working with SJC Homes,a sober living housing community in
Antioch and Oakley.SJC homes offer deliverance from addictions,support for good-paying jobs,
education,and financial training.SJC Homes offers our clients a second chance for housing after
incarceration.
On top of monthly job fairs for job seekers,we continually engage and cultivate our existing and
potential landlords through community events,on-site recruitment,and stay-connected events
with our alumni.We continuously collect feedback once they exit the program (when
participants move to permanent housing and/or once they exit from subsidized housing).
Annual feedback indicates we are known as “a trusted community resource”by the
justice-involved community,landlords,employers,and neighbors.
Success Stories:
Mr.K was referred to the AB109 Housing for Strong Reentry program by the CCC
Probation Department for employment and housing assistance.Mr.K entered our housing
program on 2/6/2023,and he was eager to make a positive change in his life and had a great
attitude.We provided program information,completed orientation,and conducted an intake and
assessment evaluation.We created a care case plan (MAP)with him which he followed through
with making positive changes in his life.Mr.K also took advantage and attended all the
pre-employment workshops.
After attending our on-site recruitment with the employer,he was offered a job with Napa Auto
Warehouse.Mr.K took a job located in Ukiah for 36 days as a warehouse automotive
tool assistant.Upon his return after 60 days of employment,he was able to obtain a job
with $21 per hour but he still is not enough to get his own apartment.We assisted him with
subsidized housing and followed through and engaged daily so he could enter and graduate from
the program.While he was in the program,Mr.K got a second job at Protective Guard LLC with
$19 per hour.He enrolled in one-on-one therapy sessions with COPE by LFCD’s Case Manager
and then incorporated family therapy sessions with his wife and children through their
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reunification program.He also engaged in a Cognitive Behavioral Therapy peer support group at
LFCD.He moved into an apartment with his family and was able to help the family financially.
Mr.K completed our financial workshop increasing his credit score by 24 points from 479 to
503 with room for growth.Mr.K also participates in our IDA saving program with the
goal of purchasing a car (he saved $1500 and we matched him $1000)since he currently
carpooling with his coworker to work.As a direct result of participating in our program,
Mr.K check-in with CCC Probation has decreased,and he is reunited with his family.We
are happy to see him transitioning in his life and proud of his progress.
Ms.G was referred to LFCD San Pablo because she was charged with DUI.She is a single
mother of two sons because she struggles with co-parenting,mental disorders,and
alcoholism.During this time,she had no direction in her life and was concerned about
being homeless.Ms.G worked with LFCD’s case manager and staff to regain control of her life.
She was assisted with transitional housing (rental assistance)from LFCD,weekly CBT coach
sessions,and employment readiness while living with her mother.
With LFCD’s staff referral and warm introduction,she eventually enrolled in C.O.P.E.(Kaiser
Funded program for Mental Health Services)and attended A.A.meetings to deal with her
sobriety and her well-being.We helped her create a resume,cover letter,and find a job.She got
hired by two companies;Amazon and Cleaning Services.But,it was not suitable for her
schedule for taking care of her children.As she was jumping jobs,she finally landed a job with
International Spa.Inc.which she loves to do.She became financially stable,moved out from her
mom,and found an affordable apartment for her and her two sons.While working at the Spa,
Ms.G was interested in Massage Therapy School and we referred her to the San Pablo Economic
Development Community with financial assistance to pursue her goals.She graduated from her
Massage Therapy Program and is currently working as a Massage Therapist.She is
self-sufficient in providing for herself and her two sons.
2.Of the housing model(s)currently implemented by your agency,what is the annual program
budget to operate these services?What is the average cost per client in each of these models?
Our Housing Model provides fully furnished transitional housing opportunities with rapid
response and a concrete path to permanent housing.This program serves the entire CC County.
The physical locations are in the West and Central and East Contra Costa County locations.
Immediate bridge to housing for reentry clients is a crucial service and to help meet their
challenging needs.Reentry clients such as individuals who are leaving incarceration and
reintegrating into society often face significant barriers to finding stable housing.Some
strategies for providing an immediate bridge to housing for reentry clients that Lao Family
Community Development,Inc.currently implements include:
-Providing transitional housing:collaborating with local organizations these programs
offer temporary housing,in a community living environment.
-Rapid Rehousing:Implement rapid rehousing that provides short-term rental assistance
to help reentry clients secure and maintain housing in the private rental market.Rapid
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Rehousing moves individuals from homelessness or unstable housing situations to
permanent housing (rapidly).
In most cases,after the client moves from short-term rental assistance,we help them secure
work for earned income and train and support them how to budget,save,get second chance
accounts,and get in the habit of prioritizing the importance of rent and a new behavior and
value system,so they can pay their own rent once they are on their own.We have found that
this is successful because the client continues to live there.This becomes their permanent
housing for the client (they sign a 1-year lease.)Our results show an 86%success rate from
implementing this model.
The housing in Oakland has an annual operating budget of about $6m.The annual housing
budget in CCC is approximately $2.3m.The annual housing budget for Sacramento programs
varies ($2m and $2.9m)
3.What additional services could your organization provide with additional funding to address
the housing needs of the reentry population?Has your agency considered implementing
immediate bridge housing to reentry?Why or why not?If so,please provide specific details on
potential challenges or barriers to establishing immediate bridge housing for reentry
populations.
We are in a strong position to secure 581 new units of transitional and permanent housing,of
which 319 units are in CCC (140 vacant units in Richmond,10 units new housing in San
Pablo and 69 units existing in Martinez and Concord,69 units existing in Walnut Creek,31
units existing in Lafayette and Orinda).
We seek one-time funding support in the amount of at least $6 million to secure and address
the housing supply and need of justice-involved clients (secure 110 unit vacant property-20%
can be transitioned and 80%permanent)in Richmond in a convenient location with freeway
access,good jobs in the East Bay,Solano,Marin,San Francisco and Sonoma County.)These
units offer transitional and permanent housing supply and over 5,000 SF of multi-purpose
space for service and a gated community.The property has already been updated and in good
condition.We have existing employer program relationships with over two dozen “good jobs”
employers in the region that we have cultivated for over 20 years.While we need $19 million
at least,we can secure the difference of $13 million.We can serve up to 200 clients a year
from transitional out to permanent housing.Many want to live ultimately where it is most
convenient and best for their families as the 110 units are all furnished studios with
kitchenettes.
We have been developing a trusting working relationship with this property owner for the last
3 years.They have multiple sites across the Bay Area and the Sacramento region.
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In addition,we can also secure additional permanent housing through a good working
relationship with an owner with 1,000 units in the East Bay.They offer a 20%discount to our
client base on our programming.By collaborating with sellers,landlords and property
management to build partnerships with this type of community program,we are able to create
opportunities for reentry clients to access safe and affordable housing.We abide by good
neighbor policies whether there is a written or no written requirements.
The landlords call us before they list the units or when there is an issue that needs to be
resolved so the clients can maintain their housing.By being able to offer them a program that
guarantees the rental payments and support services to tenants and them as the landlord for a
specific period of time,showing the participants have a consistent job and earned income
source,they have a support network,they consistently show up and communicate,understands
the rules of the housing community and abides by them and the culture and expectation of the
landlord and neighbors,it creates more opportunities for the justice-involved housing seeker.
Through our wraparound support services,Family Reunification is essential to our program
and that includes case management,employment assistance,and behavioral health supportive
services to help maintain stable housing.
We recognize the importance of supportive family members.This process recognizes the
importance of family support and stability in the successful reintegration of formerly
incarcerated individuals and aims to strengthen familial bonds and relationships as a means of
promoting positive outcomes for the reentry population.
Potential challenges and barriers to establishing immediate bridge housing for reentry
populations would be a lack of income at release,childcare services,restitution,vital
documents,benefits,and transportation.Previous or no rental history makes it difficult to
qualify for rental properties because of criminal records and restrictions on living in public
housing with a family member when you are not on the lease.It is particularly difficult to
secure housing for individuals with known or perceived mental health and substance abuse
challenges.
Additional services,LFCD can provide with additional funding to address the needs of the
reentry population include:
-Subsidized child care for a specified amount of time after the client has established
earned employment wages to continue on their own.
-Transitional housing for women and children-through the linkage of services with
specified beds or units for LFCD clients.
-Post-release services-housing supportive services before release of incarceration.
-Mobile medical services up to 2 times a month per client for 6 months.
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-Transportation-Subsidized Uber/Lyft specific to court,employment,health care needs
-Parenting and Relationship Support.
We sought a budget of $500,000 for additional services for the clients.
By implementing these strategies,we can work to create a more supportive and accessible
pathway to housing for reentry clients ultimately enhancing their chances of successful
reintegration and reducing the risk of homelessness and recidivism.
4.What specific housing models and/or services would you recommend the CAB consider
applying AB 109 funds to increase placement in permanent housing for reentry population?
And why?(If possible,please provide additional data to support this recommendation)
We request that the CAB support and adopt policies that embrace the use of AB109 funds as
private equity for providers (as a down payment for purchasing an existing vacant property that
is zoned and can be used for transitional/multifamily housing or master lease payment source
towards the same properties if it is not available for sale).
City,County,and State departments and public officials have put too much emphasis on
ground-up new construction and the Coordinated Care Entry-Housing First-No Harm Practices.”
This has severely and negatively affected the justice-involved community and anyone else who
does not score the highest in the Vulnerability Index Assessment.This has resulted in inequities
towards practitioners who embrace rehab projects,which are more cost-efficient and offer
expedited housing opportunities (as long as we can secure vacant properties such as motels and
hotels and other types of vacant assets that are already used for housing including large homes,
former care homes and assisted living and dormitory type of housing or SROs).
New ground-up affordable housing development should not be the primary focus as far as a
homeless and housing strategy.What we offer is a disrupter and can be an effective solution for
housing for the justice-involved population.We have 6 years of data to prove this in Alameda,
Contra Costa,and Sacramento counties.LFCD has been able to secure our housing supply from
33 units in 2020,to 521 units in 2023.
We seek the CAB’s leadership to prioritize policies that secure and create housing supplies for
the justice-involved population.This one-time investment will pay dividends by offering housing
that leads to permanent housing and reduced recidivism and more inclusion,diversity,equity and
access for CCC’s justice-involved community members.
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ATTACHMENT D
Timeline of AB109 Excess Funds Planning Meeting - UPDATED
Date Time Priority Area Activity Providers/Presenters
Friday, December
15,2023
11AM – 1PM Housing Discuss Housing Priority
Area for AB109 Excess
Funds
H3, Hope Solutions,
LFCD
Friday, January 19,
2024 (CANCELED)
11AM – 1PM Behavioral
Health
Discuss Behavioral Health
Priority Area for AB109
Excess Funds
Behavioral Health
Teams, Mental
Health, AOD, Cal-Aim
Tuesday, January 30,
2024 (Special
Meeting)
12PM –
1:30PM
Housing Debrief Housing Discussion
on 12/15
Subcommittee
Members
February 2024 TBD TBD PPC Update Update to PPC on AB109
Excess Funds Proposal
Friday, February 16,
2024
11AM – 2PM Employment
Behavioral
Health
Discuss Employment and
Behavioral Health Priority
Areas for AB109 Excess
Funds
EHSD, Rubicon,
Workforce
Development Board,
County HR
Behavioral Health
Teams, Mental
Health, AOD, Cal-AIM
Justice Initiative
Friday, March 15,
2024
11AM – 1PM Pre/ Post
Release
Engagement
Discuss Pre/Post Release
Engagement Area for
AB109 Excess Funds
Sheriff’s Office, GPS,
H3, GI Presentations
Thursday, April 11,
2024
10AM – 12 PM Planning
Update at
CAB General
Meeting
Discuss/Finalize Planning
Proposal
Friday, April 19, 2024 11AM – 1PM Final Review
of Priority
Areas
Discuss/Finalize Planning
Proposal
April/May 2024 TBD TBD Final
Presentation
to CCP
Final Presentation of
AB109 Excess Funds
72
BUDGETED
FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 *FY 23/24 Projected
*FY 24/25 CCP EC
Approved Baseline FY 24/25 Projected
Base 24,478,846 24,262,199 30,539,954 30,370,562 30,729,194 35,958,152 35,987,575 38,053,403 38,091,379
Growth 2,375,791 1,152,872 - 3,882,254 5,066,248 375,387 1,282,896 - 1,088,125
10% Innovation Fund Set Aside (237,579) (115,287) - (388,225) (506,625) (37,539) (128,290) - (108,813)
Net Revenue 26,617,058 25,299,784 30,539,954 33,864,590 35,288,818 36,296,000 37,142,181 38,053,403 39,070,692
Expenditure 26,715,332 27,181,716 25,945,784 27,583,150 30,833,771 37,354,422 34,027,988 40,171,864 40,171,864
FY Fund Balance (98,274) (1,881,932) 4,594,170 6,281,440 4,455,047 (1,058,422) 3,114,193 (2,118,461) (1,101,173)
TOTAL FUND BALANCE 25,146,370 23,264,438 27,858,608 34,140,049 38,595,095 37,536,673 41,709,288 39,590,827 40,608,116
Obligated Reserves 15,000,000 15,000,000 15,000,000 15,000,000
Reserve Balance 22,536,673 26,709,288 24,590,827 25,608,116
Mandatory Reserves:13,357,666 13,590,858 12,972,892 13,791,575 15,416,886 18,677,211 17,013,994 20,085,932 20,085,932
Over/Under Mandatory Reserve 3,859,462 9,695,294 4,504,895 5,522,184
*Projections based on Governor's FY24-25 Proposed Budget
ACTUALS
PROJECTION BASED ON
GOVERNOR'S FY2024-25 PROPOSED BUDGET
73
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:24-0399 Agenda Date:2/5/2024 Agenda #:5.
PUBLIC PROTECTION COMMITTEE
Meeting Date:February 5, 2024
Subject:2024 COMMITTEE MEETING SCHEDULE AND FORMAT
Submitted For:Monica Nino, County Administrator
Department:County Administrator’s Office
Referral No:N/A
Referral Name:N/A
Presenter:Enid Mendoza, Committee Staff
Contact:Enid Mendoza
Referral History:
At the January 9, 2024 reorganization meeting of the Board of Supervisors, the Board approved its 2024
Committee assignments. Both Supervisor Glover and Gioia were approved as members of the Public Protection
Committee.
Referral Update:
After the January 9, 2024 meeting, the Clerk of the Board issued the proposed committee schedules, which
included the Public Protection Committee with a proposed 2024 monthly schedule of the first Monday of the
month from 1:00 - 2:30 p.m.
The following remaining dates in 2024 fall within the proposed monthly schedule:
February 5, 2024
March 4, 2024
April 1, 2024
May 6, 2024
June 3, 2024
July 1, 2024
August 5, 2024
September 2, 2024
October 7, 2024
November 4, 2024
December 2, 2024
Staff recommends calendaring all meeting dates above, with the exception of the September 2, 2024 date due to
it falling on a County holiday. Cancellation of the September 2, 2024 meeting will be noticed on the Board’s
Committee meeting calendar. In the event Committee business needs to be conducted in the month of
September, a special meeting can be scheduled.
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File #:24-0399 Agenda Date:2/5/2024 Agenda #:5.
The membership of this Committee has not changed, and prior year meetings were held in a hybrid format
where both members attended virtually in their District Office as a noted meeting location. If the Committee
desires to continue to hold meeting in this format, the scheduled meeting dates will be noted as hybrid with
both Committee member’s offices being listed as meeting locations where the public may attend in person.
Recommendation(s)/Next Step(s):
1.APPROVE the proposed 2024 Public Protection Committee meeting schedule and format; and
2.PROVIDE direction to staff as appropriate.
Fiscal Impact (if any):
None.
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