YEAR SIX STATUS UPDATEJULY 1, 2016 – JUNE 30, 2017
PUBLIC SAFETY REALIGNMENT IN ALAMEDA COUNTY
Public Protection Committee – May 10, 2018
Wendy Still, MAS, Chief Probation Officer and Community Corrections Partnership Executive Committee Chair
AB 109 GUIDING PRINCIPLES
Individual Accountability
Continuing the Community Corrections Partnership Executive Committee's (CCPEC's) commitment to individual accountability.
Research-based Efforts & Tracking
Continuing the use of research-indicated efforts to reduce recidivism and tracking/assessing services and outcomes for each individual.
Community Reinvestment & Reducing Recidivism
CCPEC is committed to reducing recidivism through reinvestment in community-based programs that utilize evidenced-based strategies that increase public safety.
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AB 109 MAJOR GOALS
Transparent Public Protection
Protect the public through transparent and accountable administration and service: Activities include staffing and programming in both custody and community settings designed to promote and sustain client rehabilitation.
Effective Transition
Ensure effective and supportive transitions from detention to the community: Activities include emphasizing and enhancing transition services designed to provide a continuum between in-custody services and support, and their community-based counterparts.
Innovative & Therapeutic Support
Develop innovative services and therapeutic support for clients focused on health, housing, education, and improving access to family sustaining employment and other reentry rehabilitative services: Activities include, maximizing partnerships with CBOs to deliver behavioral health care, education, housing, employment services, and other transition services known to help reduce client recidivism.
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FOCUS AREAS
Allocations/Expenditures
Program
Outcomes/Results-based Accountability (RBA)
Status Updates
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FY 16/17 REALIGNMENT ALLOCATIONS
BASE ALLOCATION $42,856,842
GROWTH $2,422,666
TOTAL ALLOCATION $45,279,508
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FY 16/17 ALLOCATION
50% of base allocation to CBOs = $20,430,693
Government allocations are approved by the Board of Supervisors
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FY 16/17 TOTAL ALLOCATION & EXPENDITURE
Reconciled with the County Auditor’s Office
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ALLOCATIONS FY 16/17
COMMUNITY SERVICES
Behavioral Health Care Service(Mental Health & Substance Use) $4,789,782
Community Capacity Fund $3,000,000
*Case Management (MH/SUD/Dual Diagnosis) $1,000,000
*Education $1,000,000
*Employment ($3,000,000 FY 15/16 carryover) $5,800,000
Employment/Technical and Education Training Programs $2,055,693
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* = Carryover from FY 15/16
ALLOCATIONS FY 16/17
COMMUNITY SERVICES (CONTINUED)
Family Reunification $1,000,000
*For Us By Us $1,000,000
Housing $3,375,000
Innovations in Reentry $1,000,000
*Pre-Trial/Early Intervention Court $1,700,000
Transportation $759,198
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* = Carryover from FY 15/16
EXPENDITURES FY 16/17
GOVERNMENTAL PARTNER EXPENDITURES
District Attorney $1,250,000
Public Defender $2,171,150
Probation Department $4,160,289
Sheriff’s Office $22,523,117
TOTAL $30,104,556
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BOSS CTE Graduation11
Five Keys Graduation
Probation staff attend celebration to honor the accomplishments of Josue Garibay, who is receiving his high school diploma. Mr. Garibay also participated in the Reentry Hiring Program and received employment as a Program Service Worker employed by the Social Services Agency.
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UC Berkeley TourClients participating in the Mentor Diversion Program tour University of California Berkeley and meet with staff in the Underground Scholars Program, along with Judge Mark McCannon and Public Defender Youseef Elias. The tour was coordinated by DPO Michael Holloway and supported by DPO Eric Akiyama and Reentry Coordinator Neola Crosby.
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AVERAGE DAILY POPULATION - SHERIFF'S OFFICE (SANTA RITA JAIL AND GLENN DYER)
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33583477
3270
2860
2472 2533
$11,801,576
$21,610,574
$20,065,344
$18,611,347
$20,155,534
$22,523,117
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
0
500
1000
1500
2000
2500
3000
3500
4000
FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17
AB109 Expenditures, FY 2011 - 2017
Total Jail ADP (CY) SHF AB109 expenditures (FY)
AVERAGE DAILY POPULATION - SHERIFF'S OFFICE AND PROBATION DEPARTMENT
13,185 13,71813,056 12,657
11,059
9,500 9120
3,748 3,358
3,477 3,270
2,860
2,472 2,533
2011 2012 2013 2014 2015 2016 2017
Calendar Year (2011 - 2017)
Sheriff's Office(Santa Rita Jail and Glenn Dyer)
Probation Department
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AVERAGE DAILY POPULATIONSANTA RITA JAIL
2011
2012
2013
2014
2015
2016
2017
2011 2012 2013 2014 2015 2016 2017
Local 2,469 2,398 2,599 2,468 2,101 1,803 1,814
Federal 58 60 47 50 37 54 74
County CDC 43 261 129 68 52 14 29
1170(h) 10 128 139 119 102 83 70
PRCS Violations - 37 70 91 88 86 95
CALENDAR YEAR 2011 - 2017
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15,71014,334
12,57611,012
9,960
1,055
1,075
1,101
1,053
1,070
57
62
41
31
21
FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17
# o
f C
lien
ts
Clients Active on Probation
Mandatory Supervision
PRCS
Formal Probation
PROBATION POPULATION17
TOTAL PROBATION POPULATION
16,822
15,471
13,718
12,096
11,051
FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17
Total Probation Supervision Population - Total number of clients on Probation supervision, including Post-Release Community Supervision (PRCS), Mandatory Supervision and Formal Probation:
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Contracted with Resource Development Associates (RDA)
February 1, 2016 – January 31, 2020
19REALIGNMENT EVALUATION OVERVIEW
AND STATUS UPDATE
Year 1 Year 2 Year 3 Year 4
Evaluation Planning
AB 109 Pop Overview & Outcomes
Data Gap Analysis
Process Evaluation
Data Collection & Mgmt. Plan
Reporting Process Development
Updated AB 109 Pop Overview & Outcomes
Final Report
Quarterly Reports, Monthly Project Meetings, Presentations to Key Stakeholders
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RDA PROJECT ACTIVITIES AND TIMELINE
REALIGNMENT EVALUATION OBJECTIVES
1. Conduct a comprehensive evaluation of the County’s Realignment implementation and outcomes
Assess department-specific and cross-system implementation
Determine efficacy of services to improve client outcomes and reduce recidivism
Help County make data-driven decisions about services and coordination
2. Support the development of County data collection and reporting processes to facilitate ongoing monitoring of Realignment
Assess County data capacity and infrastructure
Facilitate collaborative process to establish reporting mechanisms
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REALIGNMENT EVALUATION UPDATE
Executed Data Sharing Agreements with BHCS, DA’s Office, HCD, Probation, and the Sheriff’s Office
Developed Evaluation Plan
Collected data to support the development of AB 109 Client Overview and Data Gap Analysis reports, to be completed next fiscal year
Held data workgroups with Sheriff’s Office, DA’s Office, and Probation
Completed AB 109 Client Overview and Data Gap Analysis (action Item at 5/21 CCP-EC Meeting)
Collected data to support the development of Process Evaluation (preliminary findings to be presented at 5/21 CCP-EC meeting)
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Work Completed July ‘17 – April ‘18Work Completed through FY 16/17
* Given the challenges with the Court’s Odyssey system, there is missing data resulting in underestimates of the “County Realigned on Felony Probation” population and overestimates of the “County Realigned Not on Probation” population.
Unique Court Dockets and Individuals, by Population Type Oct ‘11 – June ‘16
POPULATION TYPE UNIQUE DOCKETS UNIQUE INDIVIDUALS
County Realigned on Felony Probation 7,608 7,376*
PRCS 2,515 2,512
1170(h) Straight Sentence - Local Prison Only 637 571
1170(h) Split Sentence - Local Prison and Mandatory Supervision 52 51
1170(h) Mandatory Supervision Only 0 0
Parole Violations unknown 360
Felony Probation Population 23,609 19,709
County Realigned Not on Probation 16,960 15,823*
Charged with AB 109 Eligible Offense – No Conviction 4,038 3,736
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AB109 CLIENT OVERVIEW – KEY POPULATION FINDINGS
684 1,166 1,417 1,717 1,957
927
2,731
4,406
5,457 6,155
13,697
12,057
9,243
6,917
4,523
636
1,712
2,964
4,061
5,380
FY11/12 FY12/13 FY13/14 FY14/15 FY15/16
Population Counts by Fiscal Year
Statutorily Defined AB 109 Individuals on Probation County Realigned Individuals on Probation
Individuals on Felony Probation County Realigned Individuals Not on Probation
24AB109 CLIENT OVERVIEW – KEY
POPULATION FINDINGS
The proportion of individuals on AB 109 Probation receiving any service substantially increased over time, driven by the PRCS population.
The proportion of the County Realigned population receiving any services remained higher than that of the Felony Probation population.
It is difficult to track AB 109 service delivery and outcomes because Probation lacks a comprehensive CMS that can systematically track individualized treatment plans, referrals to services, and service outcomes.
25AB109 CLIENT OVERVIEW – KEY SERVICE
FINDINGS
There is no coordinated effort to identify the County’s realigned population under the County’s expanded definition of realignment.
Privacy concerns impact the extent to which departments share data with one another, especially with regards to HIPAA protected behavioral health care data.
Greater interagency data sharing will support data-driven decision making between County partners and services providers, and allow for a greater understanding of what is and is not working well across AB 109 partners to improve the AB 109 system of services.
26DATA GAP ANALYSIS – KEY FINDINGS
RECIDIVISM BSCC DEFINITIONReleased: November 2014
Adult Recidivism Definition
Recidivism is defined as conviction of a new felony or misdemeanor committed within three years of release from custody or committed within three years of placement on supervision for a previous criminal conviction.
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Type FY 15/16 Rate FY 16/17 Rate
New Convictions 20.3 % 32%
Note: Alameda County convictions, only
RECIDIVISM ALAMEDA COUNTY
2.6%
3.1% 3.0%
4.0%
4.7%
FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17
Active Clients with a New Conviction in Fiscal Year
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RECIDIVISM ALAMEDA COUNTY
6.2%
6.8% 6.8%
8.1%
9.3%
FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17
% o
f C
lien
ts w
ho
se P
rob
atio
n T
erm
inat
ed in
th
e P
revi
ou
s FY
wit
h a
New
Co
nvi
ctio
n
New Conviction One Year After Termination of Probation
Note: Alameda County convictions, only
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CLIENTS SERVED
Who received services, by category?
What are the outcomes?
Employment
Housing
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Contract Period July 1, 2016 – December 31, 2016
(Four Vendors: Acts Full Gospel Church, Building Opportunities for Self-Sufficiency, Center for Employment Opportunities, Oakland Private Industry Council)
ReferredEnrolled/
Assessed
Subsidized
Employment
Unsubsidized
Employment
30-Day Job
Retention
90-Day Job
Retention
180-Day Job
Retention
147 107 56 47 37 27 18
73% of all
referred
clients
enrolled into
employment
services
52% of all clients
enrolled attained
transitional
work/subsidized
employment
44% of all clients
enrolled obtained
unsubsidized job
placement
79% of all
clients placed
in unsubsidized
job placement
reached 30
days of job
retention
73% of all clients
that reached the
30-day
benchmark
progressed to 90
days of job
retention
67% of all
clients that
reached the
90-day
benchmark
progressed to
180 days of job
retention
31EMPLOYMENT SERVICE BENCHMARKS/OUTCOMES
EMPLOYMENT SERVICE BENCHMARKS/OUTCOMES
Contract Period January 1, 2017 – June 30, 2017
(One Vendor Only: Building Opportunities for Self-Sufficiency)
ReferredEnrolled/
Assessed
Subsidized
Employment
Unsubsidized
Employment
30-Day Job
Retention
90-Day Job
Retention
180-Day Job
Retention
190 132 101 44 23 11 8
69% of all
referred
clients
enrolled into
employment
services
77% of all clients
enrolled attained
transitional
work/subsidized
employment
33% of all clients
enrolled obtained
unsubsidized job
placement
52% of all
clients placed
in unsubsidized
job placement
reached 30
days of job
retention
48% of all clients
that reached the
30-day
benchmark
progressed to 90
days of job
retention
73% of all
clients that
reached the
90-day
benchmark
progressed to
180 days of job
retention
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*ReferredEnrolled/
Assessed
Subsidized
Employment
Unsubsidized
Employment
30-day job
retention
90-day job
retention
180-day job
retention
Totals FY
14/15397 259 164 79 38 17 7
Totals FY
15/161029 509 316 182 144 89 52
Totals FY
16/17337 239 157 91 60 38 26
*These numbers reflect referrals to contracted providers. However, clients are also referred to non-contracted employment
providers and those numbers are not represented above.
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EMPLOYMENT TOTALS
Aug 2012 –
June 2013*
July 2013 –
June 2014*
July 2014 –
June 2015
July 2015 –
June 2016
July 2016 –
June 2017
Total
Served97 144 280 451 346
Source: Alameda County HCD, Realignment Housing Program Spreadsheets*Note that during FY 12/13 and FY 13/14, only people being supervised under Post-Release Community Supervision were eligible for the program.
Realignment Housing Program (RHP) Referrals and Enrollments
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HOUSING
Source: Alameda County HCD, RHP Summary Report – InHOUSE
Number of Realignment Housing Program Participants served by Agency: FY 16/17
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HOUSING
Source: Alameda County HCD, Annual Performance Report (APR) – HMIS
Realignment Housing Program (RHP) - Exits by Destination Types FY 16/17
Temporary 64 (31%)
Permanent 52 (25%)
Jail/Institution 40 (19%)
Other 53 (25%)
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HOUSING
Organization Name Total
Hatchuel Tabernik & Associates (HTA) $270,000
Jeweld Legacy (Jeweld) $270,000
CCF Round 1 Planning Grantees $225,000
CCF Round 2 Planning Grantees $210,000
CCF Round 1 Implementation 17 Grantees $2,930,552
CCF Round 2 Implementation 35 Grantees $4,536,189
TOTAL CCF INVESTMENT TO THE COMMUNITY $8,441,741
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COMMUNITY CAPACITY FUND (CCF)
EXPENDITURES, OUTCOMES AND/OR STATUS REPORTS FOR THE FOLLOWING:
Behavioral Health Care Services
• Innovations in Reentry
• Mental Health
• Substance Use Services
District Attorney
Probation Services
• Community Capacity
Fund/Direct Services
Contracts
• Realignment Evaluation
Public Defender
• Clean Slate
• Social Worker Program
Realignment Evaluation
Sheriff’s In-Custody Services
Transition Day Reporting Center
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ACPD STRATEGIC PLAN 2023 &VISION 2026
Foundation Work
Alameda County’s Vision 2026—particularly its focus on evidence-based justice strategies, reentry support, and support to crime victims—lays the foundation for the Alameda County Probation Department’s Vision 2023
Plans Alignment
Plan aligns with the County’s Vision 2026 and reflects the Department’s commitment to making our communities the safest in the nation
Consistent with Vision 2026Promotes reducing reentry barriers, developing wraparound services, supporting family reunification, leveraging community partnerships, and providing employment and other pre-release opportunities
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Our Vision
The Alameda County Probation Department is committed to making our communities the safest in the nation.
Our Mission
To support and restore communities by providing compassionate supervision and accountability to justice-involved youth and adults, and provide preventive and rehabilitative services through evidence-based practices and collaborative partnerships.
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ACPD STRATEGIC PLAN 2023
ACPD STRATEGIC PLAN - VISION 2023
Our Guiding Principles
empowers staff and promotes respectful, forthright communication;
engages collaboratively with our stakeholders and the community;
promotes diversity and cultural awareness;
embodies integrity and ethical conduct;
uses research and data to inform practice;
provides gender-responsive and trauma-informed care;
strives for continuous process improvements through innovation driven by performance-based operations; and
honors the belief that people can change.
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Questions
&
Answers
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