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SANTA CLARA COUNTY ADULT REENTRY STRATEGIC PLAN Ready to Change: Promoting Safety and Health for the Whole Community 1.

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Presentation on theme: "SANTA CLARA COUNTY ADULT REENTRY STRATEGIC PLAN Ready to Change: Promoting Safety and Health for the Whole Community 1."— Presentation transcript:

1 SANTA CLARA COUNTY ADULT REENTRY STRATEGIC PLAN Ready to Change: Promoting Safety and Health for the Whole Community 1

2 WELCOME Ready to Change: Promoting Safety and Health for the Whole Community 2

3 AGENDA 8:30Continental Breakfast & Check In 8:45Welcome 8:50Introduction 9:15Overview – Adult Reentry Strategic Plan 9:30Reentry in Santa Clara County Q & A 10:15BREAK 10:30Workgroup Discussion 11:30Reconvene & Next Steps 3

4 Introduction Activity Almost everyone has wished at some point that they had taken a different path in life. We get started in one direction, and before long, there's no turning back. Sometimes this isn't that big of a deal, but what a tragedy it is when a life so full of promise gets off track and derails. It can seem like there's no way to change direction. Wouldn't it be wonderful if simply stating the desire for a new path could inspire it to action? At your table: Share your name and affiliation What path would you choose today if you could do it all over, knowing what you know today? 4

5 Adult Reentry Strategic Plan: Vision/Mission Vision Build safer communities and strengthen families through successful reintegration and reentry of formerly incarcerated individuals back into Santa Clara County. Mission To reduce recidivism by using evidence-based practices in implementing a seamless system of services, supports, and supervision. 5

6 Guiding Principles & Values Reentry and reintegration begin while the individual is incarcerated. Evidence-based practices are utilized when developing programs and policies. Collaboration, coordination, information, and communication are critical to the success and sustainability of the Reentry Network. High- to moderate-risk formerly incarcerated individuals are targeted through the use of validated assessment tools. Assessment and case management tools targeting continuous reentry planning are incorporated at the point of admission to the criminal justice systems and continue to be used through pre- and post- release. The strategic plan is gender-responsive, trauma-informed, and culturally competent. 6

7 Current Process: Booking to In-Custody Program 7 Remanded by Court Picked Up for on-view charges Self Surrender ENTRY Medical Screening Mental Health Assessment Classification Screening BOOKING Placed in housing unit based on classification assessment CLASSIFICATON Referred to Classification for program placement REFER TO PROGRAMS Placement in an in- custody program Inmate attends classes RO case manages Develops transition plan PLACEMENT Transitions inmate to out of custody program TRANSITION

8 Proposed Process: Booking to In-Custody Program 8 BOOKING -Medical Screening -Mental Health Assessment -Classification Screening CLASSIFICATION -For individuals staying in County Facility for 2 weeks or longer -RO completes initial assessment and places individual in an in-custody program via classification TRANSITION PLAN -Inmate places in an in-custody program -RO case manages -Determine needs via CAIS Needs Assessment Tool -Develops transition place PREPARATION FOR RELEASE RO communicates transition plan with Reentry Unit Transition participants to Reentry Resource Center

9 Implementation Infrastructure Re-Entry Governance TeamRe-Entry Oversight CouncilStrategic Priorities Workgroups HousingEmploymentEducation Family Reunification & Support Health & Wellbeing 9

10 Implementation Infrastructure (cont) Roles & Responsibilities REENTRY GOVERNANCE TEAM (8-Members) Initiates policies, recommends resources, and provides support to ensure goals and objectives of the reentry plan are met. REENTRY OVERSIGHT COUNCIL (CEO, Probation, Sheriff/DOC, Faith Reentry Collaborative, Reentry Resource Center, Board Aides, and Workgroup Co-Chairs) Coordination and communication hub of reentry efforts and initiatives; provides technical assistance for operations, services, budget analysis, and evaluation. STRATEGIC PRIORITIES WORKGROUPS Compile and analyze data on reentry needs; identify the highest need populations; recommend pilot projects to enhance existing reentry services Membership: 20% of workgroup will come from CBOs; 20% will represent formerly incarcerated population 10

11 Strategic Priorities Workgroup: Education Conduct educational assessments of moderate- and high-risk offenders to determine their educational capabilities. Offer targeted remedial and supportive educational programs to boost basic skill proficiency levels of inmates and formerly incarcerated individuals. Provide access to college-level courses during and after incarceration, financial aid, and support services. Offer supportive programs to prepare formerly incarcerated individuals for the necessary discipline and focus required for long-term commitment to educational goals. Education To increase educational opportunities for moderate- and high- risk offenders in-custody and in the community. 11

12 Strategic Priorities Workgroup: Employment Develop targeted services and programs to increase the employment rate of formerly incarcerated individuals. Specifically, develop support for workforce services that address the impact of a criminal record on access to employment opportunities. Develop and enhance job-specific training and certification programs during incarceration. Work to remove questions about criminal history from county employment applications used during the initial application stage. Exceptions might include sensitive positions in public safety and childrens services or as determined by the agency. Encourage use of available financial incentives for hiring people with criminal records through outreach to businesses/employers. Create an efficient process for accessing employment history records during incarceration from the California Department of Correction and Rehabilitation (CDCR) and county correction. Employment To increase the number and percentage of formerly incarcerated individuals successfully participating in and completing job training/preparation programs that will lead to gainful employment. 12

13 Strategic Priorities Workgroup: Family Reunification & Support Strengthen family relationships for offenders to help reduce risk of repeat incarceration. Enhance communication skills through hands-on training sessions in order to foster a creative atmosphere for trust. Provide tangible tools to equip families to handle everyday life events. Present parenting and childhood developmental education. Develop strategies to monitor and increase compliance of child support obligations for moderate- and high-risk offenders in Santa Clara County. Family Reunification & Support To promote familial support and reunification for moderate- and high-risk offenders and reduce the impact of incarceration on their children. 13

14 Strategic Priorities Workgroup: Health & Well-Being Mental Health: Identify moderate- and high-risk offenders with mental health issues prior to release. Mental Health: Develop a seamless transition into mental health services from county correction and state prison. Substance Abuse: Improve the coordination of and access to available alcohol and other substance abuse services for the reentry population with other health services providers, including public health, mental health, homeless and employment services. Substance Abuse: Coordinate development of pre-release substance abuse assessments to identify clients in need of extensive services to support recovery and full reintegration into their communities. Substance Abuse: Assess clients eligibility for public benefits. Substance Abuse: Determine the most appropriate level of care for each individual after release, based on alcohol and substance abuse assessment and clients response to treatment while incarcerated. Health: Develop a coordinated mechanism for providing formerly incarcerated individuals with needed health services. Health: Develop formal systems for handling health, mental health, and substance abuse needs of moderate- and high- risk offenders. Health & Well Being MENTAL HEALTH To enhance the accessibility of mental health treatment services and medications for all ex-offenders after release. SUBSTANCE ABUSE To enhance the accessibility of substance abuse treatment services for all ex-offenders after release. HEALTH To enhance accessibility to needed health care services for all ex-offenders after release by enrolling ex- offenders in Medicaid or other health benefits, if they meet eligibility criteria. 14

15 Strategic Priorities Workgroup: Housing Ensure housing-focused discharge planning prior to release. Develop pre-release plans that realistically address the housing needs of individuals. Offer peer-driven case management and support to facilitate transition process. Remove any barrier to affordable housing. Housing To improve short- and long-term affordable housing for formerly incarcerated individuals who are moderate or high risk of recidivating in Santa Clara County 15

16 Workgroup Co-Chairs EDUCATION Brian McGarry Lori Ramos Ehrlich EMPLOYMENT Pastor Tony Williams Esther Peralez-Dieckmann FAMILY REUNIFICATION & SUPPORT Jolene Smith Bruce Wagstaff HOUSING Ky Le Kevin Zwick HEALTH & WELL-BEING Aimee Reedy Reymundo Espinoza 16

17 Workgroup Members: Roles & Responsibilities Continually hold the vision, mission, and guiding principles of the Reentry Network as the foundation to developing the implementation plan. Participate in all meetings and provide subject matter expertise. Participate in off-line work as needed (follow-up on action items, solicit input and communicate back to constituents, etc.). Review information distributed in advance of each meeting. Work collaboratively to develop work group deliverables 17

18 Deliverables Conduct an asset/barrier/gap analysis of the need domain (housing, education, employment, family reunification and support, and health and well-being) to determine the priorities and appropriate plan. Identify the highest need population to serve in Year 1. Examine service areas and identify issues, problems, and promising practices/policies for addressing the challenges for formerly incarcerated transitioning back into the community. Draft Year 1 Implementation Plan based on the needs domain. 18

19 Timeline & Key Activities TIMELINEKEY ACTIVITIES JANUARY 25, 2013 (8a.m. to 12p.m.)Kick-Off Event to launch implementation process FEBRUARY-MARCH 2013Engage workgroups in formulating activities and pilot projects APRIL 24, 2013Present implementation plan to Reentry Network Governance Team MAY 2013Present implementation plan to Public Safety & Justice Committee for consideration JUNE 2013Present implementation plan to Board of Supervisors for consideration JULY 1, 2013 – JUNE 30, 2014Implementation of Reentry Work Plan 19

20 Contact Information Buu Thai, Reentry Policy Coordinator County Executives Office 70 W. Hedding St., 11 th Fl, East Wing San Jose, CA Phone: (408) Countys Reentry Website: 20

21 Reentry in Santa Clara County Public Safety Realignment Program – AB 109 One Year Retrospective PROGRAM OVERVIEW FOR FY 2012 September 27, 2011 Board of Supervisors approved both AB 109 Implementation and Spending Plans February 7, 2012 Board of Supervisors modified Spending Plan to fund Housing Vouchers, Bus Passes, Reentry Resource Center, Data Collection Project, Risks/Needs Assessment Tool for Department of Correction, and staffing changes April 10, 2012 Board of Supervisors modified Spending Plan to continue funding Reentry Resource Center and Data Collection Project, increased funding for vocational training, educational/employment programs, and cognitive behavioral treatment Total FY 2012: $14.1 million allocated (to include Reserve) and 71 new FTE positions added 21

22 Reentry in Santa Clara County Public Safety Realignment Program – AB 109 One Year Retrospective PROGRAM OVERVIEW FOR FY 2013 July 1, 2012 Board of Supervisors approved FY 2013 Public Safety Realignment Budget- AB 109 is effective. The Board continued to find and support: Probations High Risk Offender Units ability to successfully supervise its clients; Sheriff/DOCs ability to offer more programs, industries options, visiting and access to these and other services, to successfully manage its jail population; Health Services ability to provide substance abuse counseling, medical and dental services, mental health services, and community-based treatment to successfully treat and care for its clients; Programs Administrations ability to successfully collaborate with ISD on the Data Collection & Sharing Project; to guide and support the Program Evaluation Process; to recommend budget allocations/resources; and to be able to provide recommendations on how program should be administered in perpetuity Total FY 2013 Allocation: $33.7 million (includes rollover and reserve) and 80.5 new FTE positions added 22

23 Data on County Probation Offenders Actual PRCS & 1170(h) Mandatory Supervision Highlights Between October 2011 and September 2012, the County received approximately 1058 offenders that are now supervised by Probation, 8% more PRCS supervises than the State had projected. Since December 2011 Probation began to use the Correctional Assessment and Intervention System, Risk/Needs Tool, for PRCS offenders. An estimated 720 PRCS offenders were assessed: 378 classified as high risk, 273 classified as medium risk, and 69 as low risk. Of the 1058 PRCS offenders under Probation supervision 35 offenders had no violations for 6 months and 8 had no violations for 12 months. The 8 offenders without violations for 12 months were automatically discharged. Between October 2011 and September offenders were released to Probation as 1170(h) mandatory supervision. # PRCS Processed at Probation1058 # Assessed by CAIS – 66% of PRCS clients 378 High Risk 273 Medium Risk 69 Low Risk 720 # Supervision Terminations (6 – 12 months violation free) 43 # of 1170(h) Released to Probation for Supervision

24 Data on County Probation Offenders Almost 40% are between in age and 21% are older than 45 in age. Estimated 51% are Hispanic, 25% are White, 14% are Black and 6% are Asian. 24

25 Data on County Probation Outcomes Outcomes for PRCS & 1170(h) Mandatory Supervision Offenders Highlights Between October 2011 and September 2012, the County issued approximately 5 arrest warrants for failure to appear when offender does not show up at Probation within 48 hours as mandated by law. Since October 2011 a total of 26 PRCS/1170(h) clients had a flash incarceration. Of the 1,190 PRCS/1170(h) offenders under Probation supervision from October 2011 through September 2012, 44 had their supervision revoked when intermediate sanctions failed. Between October 2011 and September 2012 a total of 214 offenders were re-arrested, representing 18% rate. Arrest Warrants5 Flash Incarcerations26 Revocations44 Local Arrests214 25

26 Probation Supervision - Accomplishments Conducted evidence based assessments of 720 offenders with staff trained in Motivational Interviewing. Developed a comprehensive intake process which includes the timely receipt and assessment of offenders from state institutions. Implemented a Womens Peer Support Group program facilitated by an ex- offender and initiated an informal peer support group for male offenders. Offenders are seen face to face by the Probation Officer a minimum of three times per month with at least one contact made at home. Collaborated with Court system partners to develop a revocation process which holds the offender accountable through use of graduated sanctions. 26

27 Probation Supervision - Challenges Maintain an appropriate staffing ratio of 1:30 in order to provide effective supervision in the community. Build functionality of system to reduce recidivism. Intake and Assessment System and the integration of the MAP Team needs to be formalized to increase its functionality. Referrals to treatment programs and services need to be automated and linked to the offenders case management system in order to be tracked for outcomes. Continue to identify and implement effective evidence based services. 27

28 Data on County Jail Offenders Actual 1170(h) Inmate Data Highlights On October 1, 2011, the Daily Jail Population was 3,452. On September 30, 2012, the Daily Jail Population was 3,746, an increase of 294. Between October 1, 2011 and September 30, 2012, 877 inmates were sentenced to local jail only and 205 were sentenced to a split sentence. Of those sentenced to local jail only, 320 were AB 109 inmates and of those sentenced to a split sentence, 59 were AB 109 inmates. As of September 30, 2012, the total average length of sentence (months) was 23 months. On October 1, 2011, CASU had not been developed and AB 109 offenders were limited to incarceration. With the creation of CASU in March 2012, AB 109 offenders are now able to better prepare themselves for reentry and re-assimilation into our community. Total number of AB 109 offenders accounted for on September 30, Total number of AB 109 offenders sentenced to local jail on September 30, 2012 Local Jail Only Split Sentence Total number of AB 109 Offenders on Alternative Supervision on September 30, 2012 (CASU; RCP Phase II; Day Reporting Program; Public Service; Work Program) 28

29 Data on CASU Activities There have been 34 total Released from Custody (successful completion of the Program). These Programs are successfully managed at the Reentry Resource Center. A total of 103 inmates have participated in the Custodial Alternative Sentencing Program (CASP) to date, saving the County a total of 2551 jail bed days for a cost savings of $405,647. Highlights 29

30 County Jail and CASU - Accomplishments Risk and Needs Assessment Tool (CAIS): The Department started using the CAIS Tool in July inmates have been assessed. 281 or 39% of those assessed are high risk to recidivate 382 or 53% of those assessed are moderate risk to recidivate 54 or 8% of those assessed are low risk to recidivate The tool is providing an accurate diagnosis of risk and needs; staff use it to match inmates with programs within security level and criminogenic needs. Custodial Alternative Supervision Unit – CASU: The Unit has had 103 inmates assigned and 34 have successfully completed their sentence. CASU continues to expand employment opportunities for inmates. The Unit has added a vocational partner company that has offered to teach carpet laying courses. The business plan is forthcoming and will be cost free to the County – target

31 County Jail - Challenges Parole Holds: The Department has seen a steady and dramatic increase in individuals with parole holds. On October 1, 2011, there were 36 inmates with parole holds in custody. As of September 30, 2012, there were 167. The concern: the State no longer reimburses for their housing, but rather indicates that the reimbursement is included in the Countys AB 109 allocation, reducing this total by $1.2 - $1.3 million. Bed Management: There is a significant increase in the inmate population being held in jail while awaiting mental health and drug treatment beds. On October 1, 2011, an average of 30 inmates were held in custody awaiting Mental Health and Drug Treatment beds. As of September 30, 2012, there were 93. Half-time Credits: Inmates sentenced pursuant to 1170(h) are now allowed to receive half-time credits. Although this assists with population management, inmates are not able to complete custody programs like GED or other recommended classes associated with rehabilitation and reentry efforts. 31

32 Service Treatment Type of Enrolled Services for PRCS Offenders Highlights Between October 2011 and August 2012, 632 AB 109 clients were seen by the Multi-Agency Program at the Reentry Resource Center. Since May 2012 a total of 325 PRCS were referred for Benefits Eligibility services, with 207 enrolled. Of the 1,058 PRCS offenders under Probation supervision from October 2011 through September 2012, 34% were enrolled in Substance Abuse Treatment, 18% were enrolled in Mental Health Treatment, and 21% were enrolled in Employment, Vocational, and Educational Services. DADS referred 103 PRCS offenders to the Countys Health Plan, Valley Health Care II. Substance Abuse Treatment356 Mental Health Assessment and Counseling 188 Job/Training and Education222 Cognitive Behavioral Treatment 38 Benefits Eligibility Screened by Social Services Agency 207 Countys Health Plan (# represents referred to Valley Health Care II)

33 Health Services Accomplishments Custody Health established a financial system within the Jails to calculate the cost associated with providing medical and mental health services to the AB 109 inmates. Helped develop service delivery system for those re-entering the community following incarceration. Established a new multi-disciplinary team at Re-Entry Resource Center to screen and assess individuals and referrals to needed services. 33

34 Health Services & Community Based Treatment Challenges: Ensuring appropriate health care continues for 1170(h) inmates that are placed in alternative programs. Next Steps: Evaluate the efforts of the multi-disciplinary team at Re-Entry Resource Center. 34

35 Support of Revocation Cases Attorneys from both Offices prepare and appear at PRCS and MS Revocation Cases heard at the Hall of Justice Highlights Public Defender: 10/1/2011 – 9/30/ PRCS Revocation cases were opened - the Public Defender participated in approximately 1,211 hearings (about 3 hearings per client) 31 MS Revocation cases were opened - 85 hearings occurred District Attorney: 10/1/2011 – 9/30/ Court events were set on the PRCS Revocation Calendar (to include 353 new PRCS Revocations) 57 Court events were set on the MS Revocation Calendar (some were continued for more than one appearance – difference between new hearings and total court events) Public Defender District Attorney 35

36 Support of Revocation Cases - Challenges Public Defender and District Attorney: When defending new criminal cases (Deputy Public Defenders) AND when issuing new criminal cases (Deputy District Attorneys) must now determine whether each defendant, if convicted, is eligible for PC 1170(h) sentencing options. Even if the charges to be filed are themselves eligible, criminal history information must be reviewed for disqualifying events unique to each defendant and appropriate allegations added to the charging document. Similar analyses must be performed in all felony cases being reviewed for pretrial evaluations, for discussion of potential negotiated dispositions and to assure that eventual sentence choices are appropriate and that all appropriate options have been considered. 36

37 Public Safety Realignment Program: What is ahead? Conduct focus groups with individuals on PRCS, on 1170(h) Mandatory Supervision, and in custody in County Jail on 1170(h) sentences. Expand programs at the Reentry Resource Center and continue to evaluate the efforts of the multi-disciplinary team. Continue interim program evaluation to be completed in February Implement Data Warehouse to share and analyze data related to programs, individuals, and performance measures by June Integrate the Board approved Reentry Strategic Plan into AB 109 programming. Establish the Countys definition of Recidivism. Initiate $1 million Competitive Matching Grant Program. 37

38 Questions? 38 Reentry in Santa Clara County

39 WORKGROUP BREAKOUT 39 EDUCATION & HOUSING WORKGROUPS – RM. 1 EMPLOYMENT WORKGROUP – RM. 2 FAMILY REUNIFICATION & SUPPORT – RM. 3 HEALTH & WELL-BEING – RM. 4

40 FUNDING OPPORTUNITY 40 Second Chance Act Adult Mentoring and Transitional Services for Successful Reentry Program https://www.bja.gov/Funding/13SCAMentoringSol.pdf Limited to Nonprofits & Tribes to apply


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