dakota county community corrections comprehensive plan 2016

Transcription

Dakota County
Community Corrections
2016—2017 Comprehensive Plan
Integrated Service Delivery Model for Offenders
DAKOTA COUNTY
COMMUNITY CORRECTIONS
COMPREHENSIVE PLAN
2016 – 2017
Judicial Center
1560 Highway 55
Hastings, MN 55033
P: 651.438.8288
F: 651.438.8340
Western Service Center
14955 Galaxie Ave
Apple Valley, MN 55124
P: 952.891.7200
F: 952.891.7282
Juvenile Services Center
1600 Highway 55
Hastings, MN 55033
P: 651.438.8399
F: 651.438.4960
Northern Service Center
1 Mendota Rd W, Suite 510
West St Paul, MN 55118
P: 651.554.6060
F: 651.554.6070
[email protected]
TABLE OF CONTENTS
Department Mission and Values ...........................................................................................................................1
Director’s Vision ..........................................................................................................................................................3
2014 – 2015 Department Highlights ...................................................................................................................5
Prison Rape Elimination Act (PREA) .......................................................................................................... 5
Correctional Program Checklist (CPC)....................................................................................................... 5
Inclusion and Diversity ...................................................................................................................................... 6
Trauma Informed Services............................................................................................................................... 6
Juvenile Transition Re-entry Project ........................................................................................................... 7
Community Corrections Advisory Board (CCAB) Discontinued ...................................................... 7
Integrated Service Delivery ............................................................................................................................. 8
Adult Detention Alternatives Initiative (ADAI) ...................................................................................... 11
Juvenile Detention Alternatives Initiative (JDAI); Deep End Initiative ....................................... 12
Offender Employment ........................................................................................................................................ 13
Adult Re-entry Assistance Program (RAP) ............................................................................................... 13
Evidence Based Practices ................................................................................................................................. 14
Offender Housing.................................................................................................................................................. 14
Dakota County Overview..........................................................................................................................................19
County Population ............................................................................................................................................... 19
Age............................................................................................................................................................................... 19
Household Type and Size .................................................................................................................................. 20
Racial and Ethnic Diversity ............................................................................................................................. 21
Economy ................................................................................................................................................................... 22
County Statement of Organizational Values .....................................................................................................25
Dakota County Board of Commissioners ...........................................................................................................28
County Organizational Chart ..................................................................................................................................29
State vs. Dakota County Comparison...................................................................................................................30
State vs. County Crime Rate ........................................................................................................................... 30
County Prosecution Rates................................................................................................................................. 32
Dakota County Offender Population .......................................................................................................... 33
GIS Offender Location Map .............................................................................................................................. 35
Community Corrections Overview .......................................................................................................................37
Community Corrections Advisory Board ................................................................................................... 37
Juvenile Justice Committee............................................................................................................................... 41
First Judicial District ........................................................................................................................................... 42
Community Corrections Services..........................................................................................................................43
Department Overview ........................................................................................................................................ 43
Department Organizational Charts............................................................................................................. 46
Community Corrections Programs and Services .................................................................................. 49
Adult Services ......................................................................................................................................................... 50
Juvenile Services.................................................................................................................................................... 58
2016 – 2017 Goals .......................................................................................................................................................67
2016 – 2017 Strategies ............................................................................................................................................68
State Outcome Measures .........................................................................................................................................75
Information Systems ..................................................................................................................................................81
Grants, Subsidies, Reimbursements ....................................................................................................................82
Contracts .........................................................................................................................................................................84
Dakota County Community Corrections Budget.............................................................................................87
DEPARTMENT MISSION AND VALUES
MISSION
We are committed to preventing crime and repairing harm done by crime. We promote:
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Public safety and crime prevention in the community
Accountability and opportunity for positive change of the offender
Justice for the victims
Respectful treatment for all involved
VALUES
RESPECT We respect ourselves and we respect each other. We respect our work, our customers,
and the community we serve. We practice respect by valuing our differences and honoring others’
perspectives. We appreciate, recognize, and listen to others’ views and ideas. We strive to
understand. We respond with honesty.
COMMUNICATION We work to practice open, direct, honest and respectful communication. We
work to promote an atmosphere where we listen to each other, we strive to understand each
other’s perspectives, and we work to create an environment where we feel safe communicating
with each other.
INTEGRITY We are accountable to each other, to ourselves and to the community. We practice
professional ethics and behavior. We work to fulfill our expectations, commitments, and take
responsibility for our actions.
COOPERATION We accomplish better results and are more effective when we practice teamwork.
Each of us brings talents, expertise, knowledge and a wealth of experience to our positions. When
we work together, the offenders, victims and the community benefit.
LEARNING We strive to become a learning organization. We learn by encouraging creativity, being
open to new ideas, and being self-reflective. We teach by example and strive to be resources for our
fellow employees, volunteers, and interns. We support and encourage individual and professional
growth.
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DIRECTOR’S VISION
I am proud to present the Dakota County Community Corrections’ Comprehensive Plan for 2016 –
2017. It is a testament to the hard work of the staff in Community Corrections and our belief in the
promise of Evidence Based Practices and Integrated Service Delivery.
For the next two years, Community Corrections will continue down the path of implementing and
enhancing our work in research driven Evidence Based Practices (EBP) in the delivery of probation
services and residential services in our juvenile facility. In addition, we will continue to work on the
Integration of Services with our partner departments in the Community Services Division, further
enhancing the resources available for our offenders and the collaboration of service delivery. We
will continue our focus on staff training, staff safety, quality assurance, and offender success.
We will continue to focus on higher risk offenders and on more efficient programming. We will
monitor caseload sizes and focus on the reduction of risk and address criminogenic factors that are
proven to promote offender success. We will continue to work with our Community Services
partners to provide integrated services to offenders to help them better sustain and enhance their
self-sufficiency and successful reintegration into our community by obtaining stable housing,
employment, transportation, medical insurance, and needed treatment resources.
During the last several years we have made substantial strides in implementing and refining EBP in
our probation work. In the last year, as the result of a Corrections Program Checklist (CPC)
assessment of our secured juvenile facility, we have begun the journey to enhance EBP
programming and services for the residents. In addition, we will continue working on our Juvenile
Detention Alternatives Initiative (JDAI) through our recent designation by the Annie E. Casey
Foundation as a “Deep End Site.” To date, the JDAI work has focused on decreasing the
inappropriate use of secured detention for juveniles before adjudication and addressing the issue of
disproportionate minority representation. The Deep End Reform will shift the focus to field
probation, studying the best use of all types of programming and out of home placement after
adjudication to improve offender outcomes and ensure public safety.
During 2015, we expanded our Jail Re-entry Program (RAP) to include offenders re-entering the
community from prison. We have implemented a targeted accountability program for juvenile sex
offenders in conjunction with the County Attorney’s Office. We have trained all juvenile staff in
trauma based services. We have implemented the Prison Rape Elimination Act (PREA) standards in
our secured juvenile facility. In addition, we have launched the Adult Detention Alternatives
Initiative (ADAI) with our partners in the Criminal Justice System and the Community Services
Division. The initial focus of this initiative will be to develop and implement better programming,
services and resources for individuals with mental and chemical health issues. Hopefully assisting
them to better sustain in the community and reduce their frequent incarcerations.
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In 2016-2017 we will explore the use of a lethality assessment with domestic offenders. We will
continue our work with our Metro partner counties to better process offenders’ transfer from one
county to another and with the Department of Corrections (DOC) to better define and implement
the placement of offenders being released from prison. We will in addition, work with our Social
Services partners to develop and successfully implement re-entry processes, programming,
services and placements for civilly committed sex offenders being released from the Minnesota Sex
Offender Program (MSOP).
As in the years past, we will need to continue to work smarter. We will need to continue to enhance
our use of technology in our work and we will need to better measure our work and our success.
We continue to be faced with workload issues, budget issues and a changing environment. I know
we will meet these challenges. We have a creative and dedicated staff in Community Corrections
committed to the challenges of our work, collaborative efforts and continuous learning. We are all
committed to making a difference in the lives of both the offenders and victims with which we
work. I am extremely proud to be a part of Dakota County Community Corrections and to present
the 2016-2017 Comprehensive Plan to the Minnesota Department of Corrections.
Barbara J. Illsley
Director
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2014 – 2015 DEPARTMENT HIGHLIGHTS &
MAJOR INTIATIVES
PRISON RAPE ELIMINATION ACT (PREA) The 2003 federal Prison Rape Elimination Act
(PREA) guides correctional institutions in the prevention, detection, and elimination of sexual
misconduct and sexual harassment in confinement settings. In 2015, Dakota County Community
Corrections implemented a zero-tolerance policy aimed at eliminating any form of sexual
harassment or misconduct.
In 2015, a committee comprised of juvenile facility staff and supervisors reviewed current Juvenile
Services Center (JSC) practices and policies and provided recommendations to ensure compliance
with PREA. While the majority of the JSC’s current practices meet the PREA standards, some
practices were formalized in the event the facility received a complaint of sexual abuse or sexual
harassment. Policies were amended to ensure consistent language between the JSC’s policies and
the PREA standards, and trainings were provided to ensure practices are consistent with the PREA
standards.
The committee also developed a written institutional plan outlining the coordinated response in the
event of an allegation or suspicion of sexual abuse or sexual harassment. JSC staff will continue to
receive advanced training on detecting, preventing, and responding to situations of abuse or
harassment. JSC residents are educated about their rights to an environment free of harassment
and abuse, and how to file a complaint if they feel their rights have been violated. The JSC
management team completed training, in accordance with the PREA standards, on investigating
allegations of abuse or harassment.
CORRECTIONAL PROGRAM CHECKLIST (CPC) The Correctional Program Checklist (CPC) is a
tool designed to measure the extent to which correctional programs adhere to the principles of
effective interventions. The University of Cincinnati conducted studies on both adult and juvenile
programs to develop and validate the indicators on the CPC, and the studies revealed a strong
correlation between a program’s CPC score and offender recidivism rates. The CPC is divided into
two categories. The first category, “The Capacity Area,” assesses the program’s capacity to deliver
evidence based practices, and the second category, “The Content Area,” assesses the program’s
adherence to evidence based practices in the areas of assessment and offender treatment.
The CPC assessment process includes a site visit to collect program information and interviews
with the program director, clinical supervisor, program staff, and offenders, along with
observations of direct services and a review of program material. The final report highlights the
program’s ratings in both categories, along with strengths, weaknesses, and recommendations for
program improvement.
In June 2014, the Hennepin County Department of Community Corrections and Rehabilitation
requested a CPC assessment of the Gender Specific Program (GSP) at the Dakota County Juvenile
Services Center (JSC). Hennepin County routinely assesses programs to which they refer their
youth, and the JSC had several Hennepin County female offenders in the GSP.
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Dakota County received the results of the CPC assessment in the fall of 2014, and has used the
results to develop a workplan to increase the program’s adherence to evidence based practices,
including the development of two committees, a Steering Committee and a CPC Workgroup. To
date, the committees have developed admission and exclusionary criteria, created an admission
review team, and developed procedures for all new admissions to receive a mental health
screening. Also, the Evidence Based Practices Coordinator for juvenile corrections was trained as a
CPC Assessor, providing the workgroup with additional expertise. Dakota County will be reassessed
in 2016.
INCLUSION AND DIVERSITY Dakota County Community Corrections created an Inclusion and
Diversity Committee in 2000 with the goals of ensuring the workplace environment is welcoming of
diversity, that recruitment and workforce retention is reflective of the community served, and to
ensure Dakota County Community Corrections fosters a culturally competent workforce.
During 2014 and 2015, Community Corrections sponsored departmental and divisional diversity
trainings including: Transgender 101 by Dr. Katie Spenser, University of Minnesota; Bullying – From
Bystander to Upstander by The Jacob Wetterling Association; Human Sex Trafficking by Breaking
Free; Services for Undocumented People from the Detainee Rights Center for New Americans;
Working with LGBT Individuals by OutFront Minnesota, and Native American Culture by Ana
Negrete. Additionally, staff members were sent to external trainings to continue to build cultural
competencies, including: Community Empowerment through Black Men Healing, Interrupting the
Cradle to Prison Pipeline, Lessons Learned from Ferguson, and Managing the Multigenerational
Workforce.
TRAUMA INFORMED SERVICES Juvenile Services Center (JSC) mental health staff continue to
provide trauma-informed care, with an emphasis over the last two years on training, screening and
assessment, and providing direct trauma specific therapeutic practices in the facility.
Juvenile probation staff attended two trainings in 2014, Child Traumatic Stress in Juvenile Justice
and Secondary Traumatic Stress, both provided by AMBIT Network, a community-university
partnership developed to meet the mental health needs of children exposed to trauma and violence
in Minnesota.
The Trauma and Grief Component Therapy for Adolescents (TGCTA) training held May 2015, was
attended by the JSC Gender Specific staff. Curriculum addressed the effects of traumatic stress by
providing foundational knowledge and skills, and detailed how to work through traumatic
experiences including distressing circumstances of the death of loved ones, grieving painful losses,
and promoting adaptive developmental progression. TGCTA was developed to service youth in the
juvenile justice system who are overrepresented with Childhood Traumatic Stress.
Staff members have reported a greater understanding of offenders’ behaviors, seeing their “noncompliant” behaviors as maladaptive and related to past traumatic experiences. Recognition of
trauma triggers and traumatic stress reactions allows staff to meet the juvenile’s developmental
needs, thereby decreasing instances of behavioral acting out, and increasing staff satisfaction
working with these youth. The Gender Specific Program has implemented additional trauma
informed practices, including improved de-escalation practices, less isolation, yoga for relaxation,
and trauma specific therapy for all girls in the program.
Currently, each juvenile completes a mental health screening while at the JSC or in the New Chance
Program using the Massachusetts Youth Screening Instrument (MAYSI-2). If there is a positive
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response to the Traumatic Events scale, further screening using the University of California, Los
Angeles Post Traumatic Stress Disorder Reaction Index (UCLA-RI) or the University of Minnesota
Traumatic Stress Screen for Children and Adolescents (TSSCA) is used to determine whether a
referral to clinicians skilled in evidence based trauma specific treatment is needed.
Thirty-six (36) offenders admitted to the JSC in 2014 completed an additional assessment
specifically to address symptoms of Post-Traumatic Stress Disorder (PTSD); those who met the
criteria for symptoms of PTSD were referred for Trauma Specific Therapy. To reach all youth, a
shorter traumatic stress screen was implemented and additional therapeutic service providers
have been sought to meet the need for evidence based trauma specific therapy for youth and
families.
Success Story
A female in the Juvenile Services Center Gender Specific Program successfully completed Trauma Focused
Cognitive Behavioral Therapy (TFCBT) and shared her success with her Probation Officer, Public Defender
and the District Judge. She described the specific work she did to identify and manage her emotions,
learning how to calm her brain, and reported that she never understood how to deal with the “bad things”
that happened to her during her childhood so she acted out in destructive ways. She presented an
assessment illustrating the extreme decline in her Post Traumatic Stress Symptoms, to the point that she
no longer met the criteria for a PTSD diagnosis.
JUVENILE TRANSITION RE-ENTRY PROJECT Modeled after the adult Re-entry Assistance
Program (RAP), the Transition Program works with offenders ages 17-21 with a history of out of
home placements, unstable housing, and few if any family and community supports, to develop
specific plans for living arrangements, employment, education, treatment and other activities to
improve successful integration into the community. In 2015, Corrections staff contacted the
Minnesota Multi Housing Association and identified landlords willing to rent to transitional
offenders, and worked with the Dakota-Scott Workforce Investment Board/Youth Council and
chambers of commerce to identify employers willing to hire these offenders.
Dakota County Technical College, Inver Hills Community College, Minnesota Department of
Employment and Economic Development, and local community education staff helped offenders
with literacy and employability, and Corrections staff members have taken individual offenders to
job and resource fairs. As of June 2015, two supportive living providers have agreed to accept
Transition Program participants on a case by case basis.
COMMUNITY CORRECTIONS ADVISORY BOARD (CCAB) DISCONTINUED In 2014, Dakota
County sought legislation to make Dakota County a “County Manager” model county. The legislation
passed during the 2014 session. One aspect of this model dissolves citizen advisory committees,
even the ones mandated in statute. Once the advisory committees are dissolved, the County Board
can choose to re-form them or not re-form them if the Board feels the committees have outlived
their original purpose.
In July 2014, the County Board voted to re-form the CCAB through the end of 2014. However, it did
not re-form the CCAB in 2015. Corrections has been working with the ongoing Criminal Justice
Council (CJC), and the Coordinating Committee, to take over the duties of the CCAB in terms of
reviewing the department’s comprehensive plan. The CJC has wide representation across both the
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criminal justice system and the Community Services Division. During 2016, the CJC will continue to
review and enhance its membership.
INTEGRATED SERVICE DELIVERY Community Corrections has been an integral partner with
other Community Services Departments (Social Services, Employment & Economic Assistance,
Public Health, Veterans Services and Extension Services) and community organizations in the
development and implementation of the major initiative to integrate service delivery. This initiative
focuses on a single point of entry for services, a “wrap approach” to service delivery, organizational
processes, technological advancement, data analytics, and outcome tracking.
Integrated Service Delivery recognizes self-sufficiency is achieved by assisting consumers in
attaining stability in the areas of housing, employment, health and wellness, safety, and education,
which contributes to creating thriving communities.
This business model, an integrated health and human services system, focuses on streamlining
consumer access channels and identifying common process functions to provide coordinated
service delivery, ultimately affecting sustainable outcomes. Analytics and data are used in the early
stages of consumer interaction to help provide consumers with the right services at the right time.
As offenders go through intake in our department, we will not only be completing a “Corrections
assessment” of their risk to reoffend and their needs, but we will also be assessing their selfsufficiency needs and their need for services. This will include an assessment of their need services
in the domain areas of housing, employment, medical assistance, assistance addressing child
support obligations, transportation, food, etc. It will also more quickly connect them to other
services, such as Rule 25 assessments, mental and chemical health treatment, as well as other
services provided by our partner departments in the Community Services Division and community
partners. Our goal is to provide needed Correctional services through an emphasis on Evidence
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Based Practices and to assist them in any needed areas of service to increase their self-sufficiency in
the community.
Our integrated service delivery work for offenders will create an integrated infrastructure with
consumer channels of access, common process functions, coordinated service delivery and
ultimately, sustainable outcomes for our offenders.
The Integrated Service Delivery Model operationalizes our Community Services Value Curve. The
Value Curve identifies different layers of service delivery from the Regulative Business Model (the
model most Corrections work falls in) to the Generative Business Model.
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The Value Curve has four layers:
1. The Regulative Business Model is a basic business model delivering mandated services with
a compliance focus.
2. The Collaborative Business Model ensures a mix of services, information sharing, wraparound support and new policies and procedures to improve outcomes.
3. The Integrative Business Model focuses on seamless service delivery, a strong use of data
and connection of programs addressing the root causes of client/offender needs.
4. The Generative Business Model is an innovative focus on social and economic issues
generating healthy communities by co-creating solutions and socio-economic opportunities
for clients/offenders and families.
The Value Curve addresses nine domain areas that contribute to an offender’s self-sufficiency. The
goal is to move offenders from a crisis or at-risk level to a safe or stable socio-economic selfsufficiency by carefully analyzing their needs and providing the right amount of support at the right
time. Workers across the division are asked to think holistically about their clients, and work
collaboratively with other departments to ensure services that address the domains are applied in
an efficient, effective, and responsive manner in order to result in positive outcomes for the
customer.
Community Corrections’ work is grounded in the Regulative Business Model, as the department
upholds mandates and holds offenders accountable. However, the Department strives to move case
management and programming into and beyond the Collaborative and Integrated models to the
Generative model by focusing on evidence based principles that address the nine self-sufficiency
domains. The Department continually seeks to provide offenders with the skills, opportunities, and
services needed to sustain socio-economic self-sufficiency while completing probation and
supervised release mandates.
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The Community Services Division delivers a variety of programs and services through many
different avenues or “doors”, including appointments, walk-ins, phone, and referrals from
community partners. Today’s consumers expect service that is integrated, convenient, and easy to
navigate. A major part of the Integrated Service Delivery initiative is the ‘Every Door is Open’ (EDO)
project. This project’s goal is to involve multiple Community Services Division intake venues into a
single intake system.
Corrections staff have been involved in several EDO sub-committees including the Steering,
Common Processes, Communications, Staffing Solutions, and Cooperative Staffing committees.
These committees have researched, piloted, and implemented new service delivery methods and
continues to add and refine delivery methods.
The Common Process Committee completed pilot testing of the Electronic Service Referral Form (eSRF) in June 2015, with division-wide implantation anticipated in 2016. A Community Corrections
Program Analyst developed a tool to estimate the cost of living, provide budgeting guidance, and
identify potential financial supports for Dakota County residents and families.
The Staffing Solutions Committee is determining which staff will utilize e-SRF tool in their daily
work and is piloting a Welcome Center, staffed by three commonly utilized departments, at the
Northern Service Center in late 2015.
The Coordinated Care Committee is applying a wrap-around service model to individuals and
families who most frequently use County services. This model surrounds the consumer with staff
from each service area who collaborate and integrate services into a common service plan.
Community Corrections organized Resource Fairs to coincide with the group reporting center for
low and moderate risk adult offenders. Offenders were screened using the e-SRF tool and were
provided access to services from the division. The resource tables included resources and
assistance in Housing, Chemical Health, Mental Health, Employment/Workforce Center, Financial
Empowerment, Child Support, Medical Assistance, and Emergency Assistance. Several offenders
had Rule 25 chemical dependency evaluations completed during the meeting.
ADULT DETENTION ALTERNATIVES INITIATIVE (ADAI) In 2014 and 2015, Community
Corrections began an initiative to develop alternative responses to incarceration for adult offenders
who are not public safety risks by helping them successfully manage their chemical dependency,
mental health, and low cognitive functioning. The Office of Planning and Analysis (OPA) completed
a study of the inmates at the Dakota County Jail identifying those with mental health and chemical
dependency concerns, and the Sheriff’s Department completed a point in time survey of jail inmates
related to their perceptions of how and why they ended up in jail. Both studies confirmed that a
large percentage of jail inmates have mental health and chemically dependency issues.
A County-wide Executive Committee was developed which includes the County Deputy
Administrator, Community Services Director, the Directors of all departments in Community
Services, the Sheriff, the County Attorney, the Chief Public Defender, and the Burnsville Police Chief.
The Executive Committee and a subcommittee are researching effective strategies to respond to
people with mental health issues when the police are called to a crisis situation.
In 2015, the Dakota County Board of Commissioners passed a resolution supporting Dakota
County’s involvement in the “Stepping Up Initiative” sponsored by the National Association of
Counties (NACo). Stepping Up is a national initiative to reduce the number of people with mental
illnesses in jails.
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The ADAI Executive Committee and subcommittee are researching options and best practices for
diverting mentally ill and chemically dependent people from being booked into jail. In 2016,
Corrections will coordinate with local police, Social Services, housing/shelter services, detox
and/or crisis response services to analyze community issues related to persons with mental and
chemical health issues, and assess resources and appropriate mental and chemical health services
and programs in the community. Additionally, Corrections will look at the feasibility of funding a
pilot project to create a dual police/mental health professional response team in a local police
department, and develop an assessment tool to identify people with mental health issues who are
booked into the jail.
Community Corrections and partners in the Community Services Division are searching for grant
funding to support the planning and implementation of evidence based programming that divert
mentally people from the criminal justice system.
JUVENILE DETENTION ALTERNATIVES INITIATIVE (JDAI); DEEP END INITIATIVE When
Dakota County began participating in the national Juvenile Detention Alternatives Initiative (JDAI)
ten years ago, the focus was on reducing the use of secured confinement between the time of arrest
and first court appearance, and on ensuring system decisions made during this time were objective
and fair. The Annie E. Casey Foundation, sponsor of the national JDAI effort, recently began
challenging JDAI sites to consider broader juvenile justice system reform with the “Deep End
Initiative.” The focus of this initiative is on the use of post-adjudication out-of-home placements, a
natural fit for Dakota County, which had long before moved JDAI work to adjudication, treatment,
and case planning decisions. Community Corrections secured a grant and technical support from
the Foundation as one of the first Deep End sites.
The Initiative’s broad scope includes facilitated study and analysis of the consistency and
objectivity of Corrections’ case plans, offender placement recommendations, and family
engagement. It also involves development and support of community based alternatives to
placement. The public nature of this effort means faith communities, clubs and other organizations
will be part of the array of alternatives.
The Deep End work has four objectives:
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Identify and describe highest need offenders: One of the core principles of JDAI is use of data
to drive decisions. If Dakota County is to reduce the use of placements and invest in less
intrusive community based interventions and supports, it must first know how current
resources are used and the outcomes being achieved. This objective is primarily a data
gathering and analysis effort. Corrections participated in the Casey Foundation-sponsored
Deep End Data Workshop in June 2015, to work through the extent of which available
information can describe offenders, interventions received, service effectiveness, and
offender outcome. This work will continue into 2016.
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Identify and implement best practices for community, family engagement: Corrections will
search for strategies that communities and families find most effective in supporting youth
in the juvenile justice system. Staff members will determine how to implement these
practices into everyday probation work.
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Ensure YLS/CMI quality and inter-rater reliability: Dakota County probation officers,
participating in a statewide effort on scoring and interpreting the primary risk assessment
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tool, were trained and tested for inter-rater reliability in March and April 2015. Of the 17
juvenile field probation officers who participated, 82% were proficient. Results of the
statewide assessment will be used to target 2016 training and coaching needs.
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Identify best practices for case management: Corrections’ Evidence Based Practices
Committee is examining current case management practices and procedures and is
researching national best practices for possible local application.
Work for 2016 will be aligned with that of the other four Deep End sites in Dakota County’s cohort:
Hennepin and Ramsey counties in Minnesota; Franklin County, Ohio; and Pierce County,
Washington. Most of the effort will be gathering and interpreting data across the justice continuum,
from the point of arrest and charging, to adjudication, through probation (including all types of
service interventions), and the transition back to the community. As in the original JDAI effort, this
systems analysis will allow each county to test certain hypotheses about system fairness and
effectiveness, laying the foundation for possible reform.
OFFENDER EMPLOYMENT In 2015, Corrections contracted with a vendor to provide one-to-one
job coaching with adult offenders and to conduct outreach with local employers. Since the contract
began in April, 2015, 16 offenders found full-time employment with another eight (8) finding parttime employment; 55 offenders have been referred for coaching. The department intends to
develop resources, processes, and programs in 2016 to enhance the employment and
underemployment of offenders, and increase the number of worksites willing to hire offenders.
Corrections also enhanced the employment data collection on offenders by moving to a quarterly
point in time survey, which includes offense level, length of time on probation, type of probation
supervision, length of employment, part time or full time employment, and if unemployed, length of
unemployment.
Corrections works in collaboration with divisional partners on employment resources, and
continues to identify resources to effectively work with offenders to find and prepare them for
employment. In 2016, the Department will explore resources available to offer coaching to
offenders during the early stages of their employment, and will explore funding to pilot an initiative
to offer incentives to employers for hiring offenders.
ADULT RE-ENTRY ASSISTANCE PROGRAM (RAP) Corrections developed and implemented a
jail Re-entry Assistance Program (RAP) in 2011 to aid offenders released from the Dakota County
Jail with re-entry into the community. The goal of RAP is to reduce recidivism and the number of jail
bed days served by enhancing inter-departmental collaborations, offering holistic and effective jail
programming, and providing transitional services for inmates. Since inception, RAP continually
seeks to provide coordinating integrated services from the point of jail intake, to the time an
offender is released from jail into the community.
The RAP Team is comprised of staff from Corrections, Jail Programs, Social Services Mental Health
and Chemical Health, Housing Resources, Employment & Economic Assistance, the Workforce
Center, Child Support, and Financial Assistance. Team members provide education, job training
and/or job placement assistance, and provide support services such as housing, counseling and
substance abuse programs.
Corrections received a Bush Foundation grant to expand the RAP program from providing services
to males released from the Dakota County Jail to providing services for offenders released from
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prison, offenders housed in other county jails and returning to Dakota County, females released
from jail and prison, and juvenile offenders who have reached the age of 18. The program has
grown from 38 offenders served in 2012, to 127 served in 2014, with an estimated 248 to be served
in 2015.
The program expansion included the addition of employment services, contracted correctional
housing through ATTIC Correctional Services, and a major evaluation of the program which will
include a return on tax payer investment study, with results expected in early 2016.
EVIDENCE BASED PRACTICES Corrections has long been committed to the use of evidence
based practices (EBP) in community supervision, and is concentrating efforts on quality assurance
by developing processes to measure and improve staff’s ability to effectively use EBP in their work.
Probation officers are observed by their peers, supervisors, and trained facilitators who provide
feedback and coaching for continued improvement. In addition to quality assurance practices,
Corrections implemented a department-wide Evidence Based Practices Steering Committee and
multiple staff-driven workgroups to focus on the key principles of effective intervention. Future
EBP efforts will focus on the alignment of all principles as probation officers work to advance their
skills and achievement of professional alignment.
Corrections is committed to the following Evidence Based Principles:
 Train staff to assess offender risk/need using validated tools that capture both dynamic and
static risk factors and profile criminogenic needs.
 Enhance offenders’ intrinsic motivation through motivational interviewing-based
communication.
 Target interventions based on the criminogenic needs of each high risk offender.
 Develop case plans with offenders that address criminogenic needs.
 Using cognitive behavioral methods, help offenders develop and practice pro-social skills.
 Engage ongoing supports in the community with offenders.
 Measure relevant processes/practices.
 Provide measurement feedback.
OFFENDER HOUSING Housing for offenders has been identified as a significant issue in Dakota
County. In order for offenders to sustain good outcomes, employment and housing issues need to
be addressed. In this context, housing is one of the main initiatives in the Community Services
Division. The Dakota County Housing Manager and a committee with representatives from
Community Corrections, Social Services, Employment and Economic Assistance, Veterans’ Services,
Public Health and a number of non-profit agencies in the County, develop housing programs for
offenders and other residents with significant barriers to obtain stable housing.
Dakota County has developed new resources for homeless people including offenders. A number of
Group Residential Housing (GRH) providers have collaborated with Dakota County to develop
programs to serve our residents in our community.
In late 2014, Dakota County contracted with ATTIC Correctional Services to provide transitional
offender housing as part of our Re-entry Assistance Program (RAP). Offenders coming out of jail or
prison that have applied and been accepted into the RAP program can live at the ATTIC house for
60-90 days while they find employment and long term housing options. The costs for this program
Page 14
are paid for out of the Bush Foundation RAP Grant, which ends in December. This program will
continue in 2016.
Dakota County established a phone number for residents to call with their housing issues and
concerns. Staff will help those who call to prevent an eviction, access emergency shelter, or explore
alternative resources. Residents placed in an emergency shelter will have a full assessment
completed to determine their ongoing needs. Long term housing options will be developed based
on the issues presented.
During 2015, Dakota County Community Services opened dialogue with City Administrators and
Police Chiefs regarding the increase in GRH providers in Dakota County. Law Enforcement is
concerned with the frequency of 911 calls from these providers. While some of these calls involve
offenders, the highest number involve adults with significant mental health issues. Dakota County
joined the National Association of Counties “Stepping Up Initiative” to develop appropriate
alternatives to jail for offenders with significant mental health issues.
While the number of beds available to offenders has increased over the last three years, Community
Corrections still has housing needs. The biggest need is for sex offender housing and single female
offender housing. Sex offenders, especially Level II and Level III sex offenders, have a difficult time
finding housing even if they have the assets to pay for it. Dakota County conducted a survey of
landlords to identify their concerns around offender housing and are attempting to overcome the
misinformation they have about sex offenders.
Dakota County is working with an organization that wants to provide rental housing for Level II and
Level III sex offenders. Offenders would pay rent and this would not be subsidized by the County.
This will focus on sex offenders coming out of prison who are at risk of returning to prison if they
cannot secure appropriate housing.
The County has added two new positions through grant funding to enhance the County’s efforts to
provide housing resources and services, a Tenant Navigator and a Housing Partnership
Manager. The Tenant Navigator will be focused on helping clients navigate the housing market and
preparing clients for successful tenancy. Specifically, the Navigator will complete a housing barrier
assessment and develop a housing support plan with each client or family, and make referrals for
services if the clients meet criteria for a CADI waiver or mental health services. The Navigator will
work individually with each client to fill out housing applications and prepare them for meeting
with the landlord. The Navigator will also conduct tenant training classes for those that need a class
as opposed to individual coaching.
The Housing Partnership Manager will develop new relationships with property managers and
owners in Dakota County and respond to calls from landlords who have concerns about tenants
referred through the Housing Department. The Housing Partnership Manager will advocate for
tenants and engage in problem solving between the landlord and the tenant, develop a structure for
pre-screening tenants, and engage with city officials throughout Dakota County.
The Re-entry Housing Group worked with two faith-based providers to establish 18 Group
Residential Housing (GRH) beds for offenders in the Apple Valley and Lakeville areas. One vendor,
Life Rebuilders provides 12 beds, while the second vendor, Jeremiah House has six beds available
for hard to place offenders. Most of the offenders placed are Intensive Supervised Release (ISR)
Page 15
offenders. Life Rebuilders will only accept Level I Sex offenders, however, Jeremiah House is unable
to accept any sex offenders due to its location next to an elementary school.
For the remainder of 2015, the offender Re-entry Housing Group will explore sex offender housing
and continue to reach out to private market vendors to explore master lease projects and to secure
dedicated housing units for offenders under our supervision. The group is also reaching out to
vendors who responded to a Letter of Interest and encouraging them to develop potential housing
and correctional programs for offenders in Dakota County.
The following table provides information regarding current and potential projects the Re-entry
Housing Group has in progress and hopes to accomplish in 2016 and 2017. Options include GRH,
Board and Lodge (B&L) and Housing with Supports (HWS).
Current GRH Housing available to offenders
Provider
Location
Setting Model
Total # Beds
Funding Source
Life Rebuilders
Multiple
locations
B&L house HWS
apt./house
32 men
GRH rate 1 and 2
Jeremiah House
Apple Valley
B&L house
6 men
GRH rate 1
Guild
Hastings
GRH apts.
20 men/women
GRH rate 2
Spirit Lodge
Hastings
B&L house
8 men
GRH rate 1
Frazier Recovery
House
South St Paul,
Cottage Grove,
Hastings
GRH houses
30/beds
men/women
GRH rate 2
Total 84
Potential GRH Housing available to offenders
Provider
Location
Setting Model
Estimated #
Beds
Funding Source
Guild
Hastings
HWS apt.
10
GRH rate 2
Zumbro House
Multiple
Locations
HWS apt.
15
GRH rate 2
Ally Services
Multiple
Locations
GRH apartments
100
GRH rate 2
East African
Housing Services
Burnsville, WSP
Apartment &
houses
15
GRH rate 2
Supportive Living
Solutions
West St. Paul
Apartments
28 men/women
GRH rate 2
Total 168
Page 16
Current Supportive Housing for Social Service population that takes offenders
Provider
Location
Setting Model
Total # Beds
Funding Source
Everyday Living
South St. Paul
Apts. & houses
50 men/women
GRH and waiver
Options
Residential
Burnsville, WSP
HWS apts.
35 men/women
GRH and waiver
Lotus House
Burnsville
B&L house
8 women
GRH and Rule 25
New Challenges
Rosemount, WSP
HWS apts.
35 men/women
GRH and waiver
Total 128
Potential Housing for Social Service population that takes offenders (provider has indicated
interest)
Provider
Location
Setting Model
Estimated #
Beds
Funding Source
NuWay House
Minneapolis
B&L house, apt.
15
GRH, Rule 25
Zumbro House
Multiple Locations
HWS apts.
20
GRH, DOC, waiver
Total 35
Page 17
Page 18
DAKOTA COUNTY OVERVIEW
COUNTY POPULATION Dakota County is the third largest Minnesota county, with an estimated
population of 412,429 according to the 2014 U.S. Census Bureau’s American Community Survey.
The three largest cities, Burnsville, Eagan, and Apple Valley, are located in the northern and
western part of the county.
Dakota County gained 13,877 residents (3.5%) between 2010 and 2014, and the Minnesota State
Demographer projects the county will add an additional 45,261 residents by 2020.
Population Estimates and Projections
Source: U.S. Census, Minnesota State Demographer
2030
483,690
2020
457,690
2014
412,429
2010
398,552
2000
355,904
1990
275,185
0
200,000
400,000
600,000
Population
AGE The majority of Dakota County residents (53.4%) are of working age (25-64 years old), and
13.3% are of retirement age (65+). Dakota County may see a shift in its age distribution as 12.3% of
residents are within 10 years of retirement age (65), and 27.2% are within 20 years of retirement.
Minors (under age 18) make up just under a quarter of the population (24%).
Dakota County Residents by Age
60.0%
30.0%
53.4%
24.0%
13.3%
9.4%
0.0%
<18
18 to 24
Page 19
25 to 64
65 +
Residents who are foreign-born have a greater tendency to be working-age, with nearly three
quarters meeting this definition. Only 8.7% of foreign-born residents are children, as compared to
27.4% of native-born residents.
Birth Location by Age
100.0%
74.9%
54.0%
50.0%
27.4%
10.8% 8.0%
7.8% 8.4%
8.7%
0.0%
<18
18 to 24
Native-born
25 to 64
Foreign-born
65 +
HOUSEHOLD TYPE AND SIZE The number of households is increasing faster than number of
residents. In 2010, there were an estimated 152,060 households in Dakota County, a 16 percent
increase since 2000. The average household size in Dakota County decreased from 2.71 persons in
2000 to 2.60 persons in 2010.
Household Type 2000 and 2010
40.0%
34.9%
30.5%
30.0%
Source: U.S Census
32.5%
26.0%
24.1%
21.7%
20.0%
10.0%
6.6%
6.4%
8.7%
8.7%
0.0%
Families without
children
Lived alone
Married families
with children
2000
Non-family
households
Unmarried
families with
children
2010
The household composition by type in Dakota County continues to shift. Single person and families
without children households are increasing, while married couple households with children are
decreasing.
Page 20
RACIAL AND ETHNIC DIVERSITY Dakota County is a predominantly white county, with white
residents comprising 81.8% of all residents. However, diversity has increased as the proportion of
county residents has increased over the last few years. From 2010 to 2013, the number of white
residents rose by 0.3%, while the number of persons of color rose by 3.9%. Among any racial group
with at least 10,000 residents in the county, the number of blacks grew the fastest, at 6.8%.
Dakota County Population Change, Race and Ethnicity
2010
%
2013
%
White
327,962
82.29%
328,988
81.78%
Change
(percentage points)
-0.51%
Hispanic
23,966
6.01%
24,825
6.17%
0.16%
Black
18,235
4.58%
19,481
4.84%
0.27%
Asian
17,350
4.35%
17,817
4.43%
0.08%
2+ Races
8,854
2.22%
9,066
2.25%
0.03%
Native American
1,339
0.34%
1,228
0.31%
-0.03%
Other
647
0.16%
594
0.15%
-0.01%
Hawaiian/Pacific Islander
199
0.05%
307
0.08%
0.03%
All Persons of Color
70,590
17.71%
73,318
18.22%
0.51%
Total Population
398,552
402,306
Source: U.S. Census
During the 2014-2015 school year, 30% of Dakota County public and charter school students were
students of color. The State of Minnesota Demographer’s Office projects that the populations of
color in Dakota County will increase by 80.5% from 2010 to 2030 while the white population is
projected to grow by 4% in the same period. In the 2014-15 school year, 15% of Dakota County
public and charter school students spoke a language other than English in their home, a total of 122
different languages. Spanish was the most commonly spoken language after English.
40%
Public School Enrollment
2004-05 - 2014-15
30.30%
Source: Minnesota Department of Education
20%
14.70%
10.60%
7.30%
4.40%
0.60%
11.50%
5.60%
4.10%
0.90%
0%
American Indian
Asian
Hispanci/Latino African American Total non-white
2004-2005
2014-2015
Page 21
ECONOMY Dakota County experiences better economic conditions compared to the state of
Minnesota and the United States as a whole. Both the unemployment rate and the poverty rate are
lower, while the median income is higher. While income has risen and unemployment has fallen in
recent years, poverty has increased slightly.
As of January 2015, Dakota County dipped below 4% unemployment, the rate generally considered
by economists to be “full” employment, reaching 3.9% unemployment. This represents a drop of
two percentage points over the last three years. The U.S. and Minnesota also both fell over the last
three years, to 5.1% and 4.6%, respectively.
Unemployment Rate
Source: Minnesota Department of Employment and Economic
Development
As of January, not seasonally adjusted
US
7.0%
5.1%
MN
5.4%
4.6%
8.8%
8.5%
2012
2013
2014
2015
6.6%
6.3%
5.9%
5.5%
4.7%
3.9%
DC
0.0%
4.0%
8.0%
12.0%
Each year from 2010 through 2013, median family income rose in Dakota County, Minnesota, and
nationwide, reflecting a continuous period of economic growth. In 2013, the average Dakota County
family made $24,170 more than the national average and $14,206 more than the state average.
Median Family Income
Source: Minnesota Department of Employment and Economic
Development
$62,982
$64,293
$64,585
$64,719
US
2010
2011
$71,307
$73,046
$74,032
$74,683
MN
2012
2013
$87,445
$89,120
$88,896
$88,889
DC
$0
$30,000
$60,000
Page 22
$90,000
$120,000
From 2010 to 2013, the poverty rate rose in Dakota County by two percentage points, from 5.6% to
7.6%. The poverty rate also rose nationally and statewide, though the increases were not as large.
Minnesota’s poverty rate rose 1.9 percentage points, and the national rate rose 1.6 points.
Poverty Rate
Source: American Community Survey
13.8%
14.3%
14.9%
15.4%
US
10.6%
11.0%
11.2%
11.5%
MN
2011
2012
5.6%
6.0%
6.4%
7.6%
DC
0.0%
2010
5.0%
10.0%
2013
15.0%
20.0%
In 2013, an estimated 9% of Dakota County residents had incomes below the poverty level, up 2%
from 2010, although Dakota County was below the state overall of 11%. Poverty in children under
18 increased from 10% in 2010 to an estimated 12.5% in 2013.
Page 23
Page 24
COUNTY STATEMENT OF ORGANIZATIONAL VALUES
VISION We aim to be a premier county in
which to live and work.

We recognize that the business of
government is serving people and that
service is the central concept of each of
the programs we provide;
We strive to deliver unsurpassed value to
the citizens of Dakota County and to all of
the people we serve;
We expect that through a commitment to
public involvement, public cooperation,
and public-private partnerships we will
improve our organization;
We strive for a County government that
our co-workers are proud of and
committed to, in which we all have an
opportunity to contribute, learn, and
grow;
We expect each of our co-workers to be
respected, treated fairly, listened to, and
involved;
We expect our values to show through in
all employee interactions and in our
relations with the people of Dakota
County and all of the people we serve;
and;
We strive for involvement and
cooperation among departments and
divisions within the County and among
other governmental entities with which
we work.










CUSTOMER COMMITMENT Our objective
is to serve those who use our products
and services to the best of our ability.




We will treat our customers with respect.
We will maintain the flexibility to
recognize and serve our customers’
changing needs.
We will strive to help each person or
organization we come into contact with to
solve a problem.
We will be accessible and convenient to
our customers.
COMMITMENT TO STAFF Dakota County
government is committed to people; we
will make a difference with people. We are
committed to preparing our co-workers
to provide quality services.
VALUES Elected officials work in tandem
with a strong, professional managed work
force to accomplish the vision of Dakota
County.

Effective governance is reliant on a welltrained, dedicated, and empowered
workforce.
By understanding the roles of elected
officials and seeking to help find solutions
within legal, ethical, and effective
program boundaries, we will improve
County governance.
We will seek out and respond to the
needs and interests of the people of
Dakota County through open forums and
discussions.
A strong advisory committee system
composed of high-quality appointees is an
essential linkage to our community.

The
Dakota
County
Board
of
Commissioners is the cornerstone of our
ability to succeed; effective County
governance is the foundation of an
effective County organization.


Page 25
Government is a business of people
working with people, mutually trusting
and respecting one another.
We aim for a participatory work
environment.
We are committed to our co-workers; we
seek to promote from within and to







provide the opportunity for long term
employment.
We are committed to recognizing and
rewarding the contributions of our coworkers.
We strive to enhance the equitable and
consistent application of management
practices across the organization, and to
uphold the highest ethical standards.
We are committed to our co-workers’
professional growth, development, and
skill enhancement.
We are committed to increasing diversity
in the workplace.
We recognize that the physical health,
safety and emotional well-being of our coworkers are essential to their ability to
succeed, and we aim to provide programs
and benefits, which promote such wellbeing.
We will maintain an environment free of
harassment and abuse and in which
everyone
is
treated
fairly
and
professionally.
We strive for an organization in which all
members implement these values in
dealing with one another.

MANAGING COUNTY GOVERNMENT Our
aim is to create an organizational culture,
which fosters creativity and a willingness
to take reasonable risks, with an
acceptance
of
responsibility,
accountability and authority.





EXPECTATIONS OF EACH OTHER We
expect honesty, integrity, and a
commitment to the values of our
organization, without regard for position
or title.




We expect to succeed, while recognizing
that honest mistakes are an inevitable
part of the creative process.


We expect all of our co-workers to
develop and display mutual trust and
respect.
We expect all of our co-workers to
contribute to fulfilling the mission of our
organization and to deliver full value to
the County.
We aim for open and candid
communications among all of our coworkers.
We strive to understand the political
process and to help elected leaders find
appropriate solutions to problems.


Page 26
The organizational culture, which we
seek, promotes leadership, inspiring and
mobilizing people to act in the public
interest and for the public good.
We
strive
for
improvement,
professionally as well as in the services
we provide.
We break down organizational barriers,
which create management problems
and/or
impediments
to
effective
provision of services.
We balance operating autonomy with a
system of accountability, which clearly
defines responsibilities at all levels of
County government.
We provide those products and services
that are necessary to promote the long
term well-being of County citizens.
We are committed to fostering a culture,
which
encourages
and
guides
experimentation,
innovation
and
entrepreneurship.
We are committed to making decisions
within a management framework, which
includes strategic planning, human
resources planning, budget allocation,
and performance evaluation against
specified outcomes.
We produce quality products and services
and stand behind what we provide.
We are committed to honesty in dealing
with the public and with one another.
COMMUNICATING GOVERNMENT We
want our organization to be recognized as
a standard of excellence.

We aim to combine outstanding
performance
with
effective
communications, recognizing success
among our co-workers and letting others
know of our achievements.


Page 27
We believe that information flow within
the organization is important and that all
of our co-workers should have all of the
information that is important to them.
We will carefully explain the products and
services we provide and listen for ways to
improve them in order to assure quality
and value for those we serve within the
organization and outside of it.
DAKOTA COUNTY BOARD OF COMMISSIONERS
The Dakota County Board of Commissioners
is the body charged by law with the
management of the affairs of Dakota County.
The County Board operates as a deliberative
and legislative assembly, meeting to discuss
and determine the direction and policies of
the County within the confines of state and
federal law. The Dakota County Board
functions within the statutory framework of
Minnesota law, including in Minnesota
Statutes Chapters 370, 373, 375 and 383D.
Board business is conducted using a
Committee of the Whole structure. In this Front Row: Kathleen A. Gaylord (District 2), Commissioner Thomas A.
arrangement, all commissioners sit on the Egan (chair, District 3), Nancy Schouweiler (District 4). Back Row: Chris
committees
and
each
committee’s Gerlach (District 7), Mary Liz Holberg (District 6), Mike Slavik (District 1),
Liz Workman (District 5).
responsibilities are clearly defined and
differentiated from the others. The three Committees of the Whole are:



Administration/Finance/Policy Committee addresses capital planning, county facilities,
employees, finance, risk management, and libraries.
Community Services Committee is responsible for the range of human services related
functions, including corrections, employment, income maintenance, public health, social
services, extension services, and veteran services.
Physical Development Committee discusses matters of development, regulation,
preservation and management of land, parks, roads, and water resources.
The actions of these committees constitute recommendations to the County Board, and Board
actions on these recommendations, whether by resolution or ordinance, make up the official Dakota
County policy.
The Board is comprised of seven
commissioners, representing seven geographic
districts in the County. At the first meeting of
the year, the Board elects a chair and vice
chair; the chair is the presiding officer, and the
vice chair presides in the chair’s absence. In
addition to their service on the Committees of
the Whole, Board members participate on
other County and regional groups, such as the
Metropolitan 911 Board, the Solid Waste
Management
Coordinating
Board,
the
Metropolitan Library Service Agency, and the
Dakota County Workforce Investment Board.
Page 28
COUNTY ORGANIZATIONAL CHART
The chart below shows the organizational structure of the Dakota County government. The County
Board is responsible for setting the budget and property tax levies that fund all county services,
including those of the Sheriff and County Attorney. The court functions are part of state
government, and the Sheriff and County Attorney are both locally elected officials, as are the Board
members.
Community Corrections is part of the Community Services Division, which facilitates productive
partnerships with Social Services, Employment & Economic Assistance, Public Health, Veterans’
Services, and the University of Minnesota – Dakota County Extension Service, as well as members of
the criminal justice system.
Page 29
STATE VS. DAKOTA COUNTY COMPARISON
STATE VS. COUNTY CRIME RATE Dakota County has a lower crime rate than the Minnesota
statewide average. In 2013, Dakota County’s crime rate was 24.3% lower per 100,000 residents
than the state average.
The statewide and County crime rate decreased from 2011 to 2014. Dakota County saw a decrease
of 7.9% per 100,000 residents while the statewide crime rate decreased 7.6%.
Crime Rate Per 100,000
8,000
6,978
6,817
5,371
5,316
# of Crimes
6,706
6,449
5,077
4,897
4,000
0
2011
2012
MN
2013
2014
Dakota
Source: Minnesota Bureau of Criminal Apprehension
The crime rate for Part 1 and Part 2 crimes has decreased in Dakota County. Part 1 crimes include
homicide, rape, aggravated assault, burglary, robbery, auto theft, theft, and arson, and Part 2 crimes
include simple assault, curfew offenses and loitering, embezzlement, forgery and counterfeiting,
disorderly conduct, driving under the influence, drug offenses, fraud, gambling, liquor offenses,
offenses against the family, prostitution, public intoxication, runaways, sex offenses, stolen
property, vandalism, vagrancy, and weapons offenses. The statewide Part 1 crime rate decreased by
8.2% from 2011 through 2014, while the Dakota County Part 1 crime rate decreased by 5.6%.
Part 1 Crime Rate Per 100,000
3,000
2,775
2,757
# Part 1 Crimes
2,280
2,669
2,431
2,532
2,310
2,153
1,500
0
2011
2012
MN
2013
Dakota
Page 30
2014
The decrease in Part 2 crimes was more substantial; from 2011 through 2014, the statewide Part 2
crime rate decreased by 7.2% and the Dakota County Part 2 crime rate decreased by 9.6%.
# Part 2 Crimes
Part 2 Crime Rate Per 100,000
4,221
4,500
4,042
3,036
4,037
2,940
3,917
2,767
2,744
2,250
0
2011
2012
MN
2013
2014
Dakota
The decrease in Part 1 and Part 2 crimes is also reflected in the data for juvenile arrests. Juvenile
arrests for Part 2 crimes fell by 31% between 2011 and 2014, and Part 1 crimes by 10.6%.
Juvenile Arrests in Dakota County
2000
1,719
Number of Arrests
1,529
1,280
1,179
1000
601
566
555
537
0
2011
2012
2013
Part 1 Crimes
2014
Part 2 Crimes
The decrease in the Dakota County crime rate correlates with a decrease in the number of
prosecutions of both juvenile and adult offenders.
Page 31
COUNTY ADULT PROSECUTION RATES From 2011 to 2014, the number of adult felony
prosecutions declined by 8.7%. Violent crimes decreased by 25% from 2011 to 2014, but they
were up 14% from 2013 to 2014. Drug related crimes have been trending downward, decreased by
7.7% from 2011.
Number of Adults Charged with Felonies
1,800
# of Adults Charged
1,714
1,602
1,565
1,545
900
637
552
403
477
412
389
350
372
2012
2013
Drug-related
2014
Total Felonies
0
2011
Violent Crimes
Source: Dakota County Attorney’s Office
COUNTY JUVENILE PROSECUTION RATES While up 27% from the 2013, juvenile felony
prosecutions have decreased by 21% since 2011. Violent crime prosecutions have decreased by
28.5% since 2011.
Number of Juveniles Charged with Crimes
1,600
1,498
# of Juveniles Charged
1,334
1,119
1,076
800
383
356
192
134
261
274
111
152
0
2011
2012
Felonies
2013
Violent Crime
Source: Dakota County Attorney’s Office
Page 32
2014
Total Charges
DAKOTA COUNTY OFFENDER POPULATION
PROBATION AND SUPERVISED RELEASE OFFENDERS SERVED The number of adult and
juvenile probation offenders and adult supervised release offenders served each year by
Corrections has remained relatively stable between 2011 and 2014. On any given day, Community
Corrections averages 11,523 offenders on supervision.
One Day Snapshot of Probation and Supervised
Release Offenders Served
# of Offenders
15,000
10,000
5,000
11,894
11,792
11,503
4,268
4,127
3,916
3,678
3,161
3,115
3,024
2,894
4,465
4,550
4,563
4,331
2011
2012
2013
2014
10,903
0
Felony
Gross Misdemeanor
Misdemeanor
OFFENSE PROFILE OF ADULT AND JUVENILE OFFENDERS PLACED ON PROBATION
Corrections supervises offenders who are placed on probation for a variety of offenses. Offenses
were organized into six categories to provide an overview of the types of crimes committed in
Dakota County. The offenses committed in Dakota County are representative of offenses committed
throughout the state.
2014 Offense Profile
40%
34% 35%
20%
21%
19%
17%
13%
13% 12%
12%
4%
14%
5%
0%
Property
Person
Other
Dakota
Sex
Minnesota
Page 33
Drugs
DWI
DEMAND FOR ALL SERVICES Corrections services include juvenile and adult probation,
supervised release, pre-sentence and pre-dispositional investigations, bail evaluations, electronic
home monitoring, community work service, restitution investigations, Sentencing to Service, prior
record memos, a variety of assessments and evaluations, work release, and victim/offender
meetings. The chart is an indicator of the number of services provided annually.
Demand for All Community Corrections Services
50,000
# of Services
40,000
35,412
35,795
35,155
34,741
2011
2012
2013
2014
30,000
20,000
10,000
0
Total Services Provided
Page 34
GIS OFFENDER LOCATION MAP
This map is built on offenders’ addresses, with one data representing one offender. Though the
number of dots appears limited, they are actually “stacked” on top of one another. As of July 1,
2015, when this map was created, there were 8,291 offenders open to Corrections and living in
Dakota County.
Page 35
This map shows the concentration of offenders in each census tract. As the percent of offenders out
of the total population increases, the shade of the census tract darkens.
Page 36
COMMUNITY CORRECTIONS OVERVIEW
COMMUNITY CORRECTIONS ADVISORY BOARD In 2014, legislation was passed making
Dakota County a “County Manger” model county. As a result of that legislation, the use of Advisory
Boards by the county fell under the discretion of the County Board. In 2014, the Community
Corrections Advisory Board (CCAB) was eliminated, and reformed to continue its work through
2014. In 2015 it was not renewed.
2014 Advisory Board Members
1st District Citizen, Vacant
2nd District Citizen, Mary Kahnke
3rd District Citizen, Shelby Krumenacker
4th District Citizen, Gregory Scofield
5th District Citizen, John Wallace
6th District Citizen, Jay Meyer
7th District Citizen, Vacant
Corrections Representative, Vacant
Dakota County Attorney Designee, Phil
Prokopowicz
Dakota County Commissioner, Mike Slavik
Dakota County Sheriff’s Designee, John
Grant
Education Representative, Dee Dee Currier
Ethnic Minorities Representative, Vacant
First Judicial District Judge Designee, Judge
Joseph Carter
Law Enforcement Representative, Eric
Gieseke
Minnesota Department of Corrections
Liaison, Mary Karl
Public Defender Designee, Steve Holmgren
Social Services Representative, Vacant
The responsibilities of the CCAB are now with the Criminal Justice Council (CJC), which functions as
the Criminal Justice Coordinating Committee for Dakota County. The CJC has been in existence since
1987 and seeks to promote collaborative planning and examination of practices and services in the
Criminal Justice System. The CJC serves as a “think tank” where current issues are discussed,
practices are critiqued, and new ideas are presented and considered.
The CJC is comprised of leaders and members of the Criminal Justice System and the Community
Services Division in Dakota County: Judiciary, Community Corrections, County Attorney’s Office,
Sheriff’s Office, Chief Public Defender’s Office, District Court, local law enforcement, private/city
attorneys, and the Directors of Public Health, Employment and Economic Assistance, Veterans
Services, and Social Services.
Page 37
2015 Criminal Justice Council Members
Dakota County Public Health, Bonnie Brueshoff
Dakota County Employment & Economic
Assistance, Marti Fischbach
Dakota County Social Services, Andrea Zuber
Dakota County Attorney’s Office
 Phil Prokopowicz
 Kathy Keena
Dakota County Community Corrections
 Barbara Illsley
 Jim Scovil
Dakota County Court Administration
 Heidi Carstensen
 Lisa Herman
 Carol Renn
Dakota County Police Chiefs’ Association, Larry
Stanger
Dakota County Sheriff’s Office
 John Grant
 Dan Scheuermann
 Rick Schroeder
First Judicial District Judge, Judge Arlene Perkio
Private Defense Bar*
 Paul Rogosheske
 Jeff Sheridan
Private Defense Bar, Henry Schaeffer
Public Defender’s Office
 Steve Holmgren
 Lisa Janzen
City Attorney*
 David S. Kendall
 Mike Molenda
*Position is rotating
2014 Community Corrections Advisory Board Topics
Offender and Victim Surveys The results of
the 2012 Offender Survey accounted for the
feedback of 446 high-risk offenders, or about
10% of the offender population. Corrections
uses the results to help guide training plans
and individual staff coaching. Dakota County
Community Corrections is one of the only
counties that continues to survey victims. The
results have remained fairly consistent but
allow
room
for
improvement
in
communicating with victims throughout the
justice process.
County, as well as sex offenders living in
Dakota County who are not under
supervision. The presentation highlighted
programs and services, the characteristics of
adult and juvenile sex offenders and how they
are supervised, treatment options, costs,
recidivism, and challenges of community
supervision. In recent years, emerging
technology has made monitoring sex
offenders increasingly difficult. The new
Targeted Accountability for Harmful Sexual
Behavior Program (TAP), which offers
juvenile offenders an opportunity to avoid
court action while still protecting public
safety, was discussed.
Juvenile Section Overview Jim Scovil,
Juvenile Section Deputy Director, Matt Bauer,
Juvenile Supervisor, and Cory Grewing,
Juvenile Probation Officer, provided a
comprehensive overview of the Juvenile
Section, describing the specialized caseloads
and programs, and discussing how Evidence
Based Practices (EBP) have impacted how
juvenile offenders are supervised and treated.
Supervising and Treating Juveniles with
Traumatic Experiences Linda Hansen,
Juvenile Section Mental Health Coordinator,
discussed how trauma occurs in a child’s life
and its effect on behavior. Community
Corrections provides trauma coping methods
to juveniles, and staff at the Juvenile Services
Center are continually receiving specialized
training on working with these juveniles.
Sex Offender Programs and Supervision
Nicole Knutson, Adult Section Probation
Officer, and Jim Scovil, Juvenile Section
Deputy Director, provided information about
sex offenders on supervision in Dakota
Mental Health Collaborative Leanne Walter,
Page 38
Community Corrections Mental Health
Coordinator, and Leng Xiong, Social Services
Mental
Health
Coordinator,
provided
information about the mental health
collaboration. This collaboration, which
began in 2007, allows Corrections and Social
Services to work together on a caseload for
offenders with mental illness to reduce
psychiatric hospitalization and recidivism,
and increase levels of cooperation with
mental health providers and community
resources.
Re-entry Assistance Program (RAP)
Update Jim Scovil, Adult Section Deputy
Director, and Ron Wells, Adult Section
Supervisor, provided an overview of RAP
since its inception in 2011, and shared that
RAP received $510,000 in grant money from
the Bush Foundation.
2015 Criminal Justice Council Topics
Adult Detention Alternatives Initiative
(ADAI) The kickoff of the ADAI was
discussed, and Jim Scovil talked about this
initiative, which builds off of the learnings
from the Juvenile Detention Alternatives
Initiative (JDAI). He noted a Steering
Committee and a workgroup had been
formed and have started meeting. The
initiative will review jail and other criminal
justice data on inmates/offenders with
mental health and chemical health issues that
have
frequent
jail
bookings.
Dan
Scheuermann and Emily Cleary from the Jail
discussed applying for a major grant to help
fund this initiative. The goal of the initiative is
to develop alternatives to incarceration for
this population through data collection and
analysis, researching of programs in other
states for this population, and developing
proposals for alternatives.
2016. Court Administration also updated the
group on the e-Filing process for Court
documents in Dakota County, giving process
to date information and proposed “Go Live”
dates approaching.
Conditions of Release from Jail Prior to
Court Appearances Court Administration
and the Judges discussed the “six month to a
year” retention policy for the ‘Conditions of
Release from the Dakota County Jail form’ in
situations when a complaint is never filed and
no Court file is opened.
After lengthy
discussion, the process was deemed
sufficient.
Rule 20 Assessments Court Administration
discussed the new law that allows the Court
to simultaneously order a civil commitment
and Rule 20.01 competency evaluation for
mentally ill offenders. Dakota County was a
pilot county to streamline the screening
process and to expedite treatment, and the
pilot was noted as being very successful.
Firearms Transfer Law/Domestic Assault
Law David Kendall led a discussion on the
recent firearms transfer law that went into
effect during the summer of 2014. Court
processes and procedures for ensuring
firearms are collected were discussed. In
addition, the issue of long term storage was
discussed by the Sheriff’s Office.
Review
2016-2017
Community
Corrections Comprehensive Plan Barbara
Illsley asked the CJC to review the 2016-2017
Comprehensive Plan. She noted it had been
the responsibility of the Community
Corrections Advisory Board in the past. The
plan was reviewed with special attention paid
to the Strategic Goals and Strategies section.
In addition, a review of the programs,
services, initiatives and supervision units
were presented. The CJC members were in
Electronic Discovery Information was
shared regarding a new system for discovery
information that can be emailed or uploaded
via a web based portal to the Chief Public
Defender’s Office. The system is scheduled to
go live at the end of 2015 or beginning of
Page 39
strong support of the Plan and recommended
submission to the County Board.
Lethality Assessments The Community
Crisis Response (CCR) Team presented
information about the Lethality Assessment
and recommended implementation in Dakota
County. The Lethality Assessment is
completed by law enforcement or victim
advocates at the scene when an arrest is
made involving domestic violence. The victim
answers questions about current and
previous behavior of the person arrested.
This is a validated tool that helps to
determine the level of risk for future
significant bodily harm by the offender. The
Lethality Assessment will be piloted in two
cities in Dakota County with the possible
expansion to the entire County after the pilot.
Community 911 Calls/Offender Housing
Andrea Zuber and Barbara Illsley discussed
the work with local police departments on
reviewing the data of the abundance of 911
calls to certain residences in Dakota County
cities where we are housing clients and
offenders from Social Services and
Community Corrections. They noted working
closely with the cities of Burnsville and West
St. Paul to review the calls, and setting up
procedures to work with the County’s Crisis
Response Unit and Corrections to make sure
the placements are appropriate and vendor
staff members running the residences are
properly trained. In addition, Andrea noted
that Social Services will be developing and
hosting quarterly training sessions for police
and probation officers on working with
individuals with serious mental health issues.
Page 40
JUVENILE JUSTICE COMMITTEE The role of the Juvenile Justice Committee is to promote
collaborative planning and examination of practices and services as they pertain to juvenile and
family court. The committee provides a forum where current issues are discussed, practice is
critiqued, and new ideas are presented and studied.
Juvenile Justice Committee Members
Dakota County Attorney’s Office
 Don Bruce
 Nicole Nee
 Phil Prokopowicz
Dakota County Community Services, Kelly Harder
 Barbara Illsley
 Sarah Reetz
 Matthew Bauer
 Brian Hays
Dakota County District Court Administration
 Carol Renn
 Lori Hunstad
 Jennifer Dailey
Dakota County Social Services
 Andrea Zuber
 Joan Granger-Kopesky
 Raymond LaCroix
Dakota County Sheriff’s Office, Dan Scheuermann
First Judicial District Judge
 Judge Michael J. Mayer
 Judge Erica MacDonald
 Judge Joseph Carter
 Judge Tim D. Wermager
 Judge Kathryn D. Messerich
 Judge Patrice K. Sutherland
Public Defender’s Office
 Steve Holmgren
 Sharon Frieling
 David Jaehne
Foster Care Provider, Jeanette Appold
Guardian Ad Litem
 Robert DeNardo
 Laura Miles
Guardian Ad Litem Manager, Judy Petersen
Page 41
FIRST JUDICIAL DISTRICT Minnesota has ten judicial districts whose boundaries follow county
lines and serve as election districts for the judges. Dakota County is part of the First Judicial District
along with Carver, Goodhue, McLeod, Le Sueur, Scott and Sibley counties. According to Minnesota’s
State Constitution, district courts have original jurisdiction in all civil and criminal cases, meaning
that all types of cases begin in district courts. Within each district, judges elect a chief judge who has
general administrative authority and responsibility for the district. Attorneys, law enforcement
officers, and probation personnel are generally independent of the courts, but their actions directly
affect court operations.
Each of the ten judicial districts has a district administrator appointed by the chief judge, with the
advice of the district’s judges and subject to the approval of the Supreme Court. When judges in the
district meet, the district administrator serves as secretary. The administrator often acts as liaison
between judges and those outside the judiciary.
Within a judicial district, each county has a clerk of court, known as the court administrator. Court
administrators help judges in processing court cases, setting calendars of cases, and assisting in
case management, among other duties.
Judges Seated in Dakota County
Assistant Chief Judge, Kathryn D. Messerich,
Jerome B. Abrams
Karen J. Asphaug
M. Michael Baxter
Joseph T. Carter
Colleen G. King
David L. Knutson
Christopher J. Lehmann
Erica H. MacDonald
Michael J. Mayer
Cynthia L. McCollum
Timothy J. McManus
Shawn M. Moynihan
Arlene M. Asencio Perkkio
Thomas M. Pugh
Martha M. Simonett
Patrice K. Sutherland
Mary J. Theisen
Tim D. Wermager
Chief Judge for First Judicial District, Terrence E. Conkel, seated in McLeod County
District Administrator, Brian E. Jones
Court Administrator, Heidi Carstensen
Page 42
COMMUNITY CORRECTIONS SERVICES
DEPARTMENT OVERVIEW Community Corrections is part of the County’s Community Services
Division and the Criminal Justice System in Dakota County. Corrections uses an Integrated Service
Delivery model approach as well as research-supported, Evidence Based Practices (EBP) in working
with juvenile and adult offenders, holding them accountable for their offenses while also helping
them develop pro-social skills and competencies. Probation officers supervise offenders where they
live, go to school, work, and at other community locations. Corrections partners with law
enforcement, prosecutors, and courts to assure accountability and public safety.
Corrections helps to restore crime victims financially and, where possible, emotionally. Corrections
works with a variety of interest groups, from landlords to employers, to keep offenders productive
in their communities.
Department Organization The Community Corrections Department has 171.92 full time
equivalents (FTEs).
Administration
Information Systems
Support Services
TOTAL Administration
4
5
21
30 FTE
Adult Intake
Adult PSI
Adult Field
Adult Probation Service Center
TOTAL Adult Section
10
12
42.4
12.5
76.9 FTE
Juvenile Intake
Juvenile Field
Juvenile Non-residential
Juvenile Services Center
TOTAL Juvenile Section
3
17
8
37.02
65.02 FTE
FTE GRAND TOTAL
171.92
The Adult Section provides risk screening and assessments, pre-trial, probation, supervised
release and intensive supervised release services, and programming and services to all offenders
under the jurisdiction of the adult court system and the Department of Corrections.
The Juvenile Section provides truancy, field services, non-residential (day treatment) for juvenile
offenders, a 40-bed secured residential facility, as well as programming and services for juvenile
offenders and their families.
Page 43
Department Services handles administrative and technological resources ensuring the core
probation work of Corrections flows efficiently. Department Services is also responsible for
recruiting and managing interns and volunteers.
In addition to the work done directly by staff members, Corrections also uses contracted services
according to Dakota County policy to “use of purchase of service as an approach to ensure the
delivery of a wide variety of human services” (Resolution #90-233, March 13, 1990).
Staff Development Annually, a department-wide training plan is created to prioritize training
based on Department needs, program initiatives, and individual staff development goals. Over the
last several years, Evidence Based Practices (EBP) training has been a focus. The table below details
the frequency and hours of EBP related trainings. Other training topics include trauma, staff safety
in the office and the community, inclusiveness and diversity, medical and health issues, and
technical trainings on various data systems.
Staff members are approved for training based on criteria such as the need to maintain work
performance standards, new initiatives, job skills, and job/career growth, and they are encouraged
to attend a variety of trainings that both enhance their job skills and prepare them for future
opportunities. The goal for each staff member is to complete 24-40 hours of training annually.
Staff Development
2011
2012
2013
2014
2015 Est
182
190
186
171
240
4,852
4,912
5,496
6,852
5,500
# of EBP-related trainings
18
18
18
21
35
# of staff EBP training hours
727
832
780
1,323
1,500
# of trainings
# of staff training hours
Volunteers/Interns allow Corrections to extend and enhance services, and provide valuable work
experience for college interns.
Volunteers/Interns
# of interns
# of intern hours
# of volunteers
# of volunteer hours
2011
2012
2013
2014
2015 Est
40
37
40
34
37
10,536
10,139
10,000
9,126
9,000
28
53
40
48
42
4,012
7,517
4,000
5,437
4,300
Page 44
Diversity and Inclusion Community Corrections’ Diversity and Inclusion Committee was
established to address issues, make recommendations, and promote cultural and diversity
awareness and understanding. Corrections seeks to create and maintain an environment that
supports these beliefs through inclusion, education and awareness.
Corrections is committed to recruiting, hiring and retaining staff from diverse backgrounds.
Recruitment efforts include an active presence at college job fairs, and advertising in community
newspapers including Asian American Pages, La Prensa, The Spokesman, and the Minnesota
Women’s Press. Interview panels are structured to maximize ethnic, racial, and gender
representation of staff members and offender populations, and panelists are instructed to look for
cultural awareness and competency among applicants. As a result of Corrections’ diversity
commitment, approximately 22% of staff members are from a variety of racial and ethnic
backgrounds.
Corrections is also strongly committed to providing culturally competent programs and services for
its offenders.
Research and Evaluation Community Corrections has an Research and Evaluation unit which is
responsible for data entry, collection, reporting and analysis. This unit consists of one Sr. Program
Analyst and two Program Analysts. This unit is responsible for running monthly reports and ad hoc
reports for management, providing data and support to the County’s Office of Planning and Analyst
for special research projects, and providing outcomes and measurable for Division and Board
initiatives. In the first ten months of 2015, the analysts completed over 100 special reports,
including several caseload recidivism studies, data collection and verification for the Jail Re-entry
Program study; data collection and initial analysis for the JDAI Deep End Initiative; and various
reports related to the Juvenile Services Center Corrections Program Checklist initiative and PREA
implementation.
Page 45
DEPARTMENT ORGANIZATIONAL CHARTS
ADULT SECTION
Page 46
JUVENILE SECTION
Page 47
DEPARTMENT SERVICES SECTION
Page 48
COMMUNITY CORRECTIONS PROGRAM AND
SERVICES
Page 49
ADULT SERVICES
The Adult Services Section provides a continuum of services, including pre-sentence investigation
reports, assessments/evaluations, offender supervision, and programming.
ASSESSMENTS AND EVALUATIONS Staff facilitate a variety of risk assessments to determine an
offender’s risk factors and make supervision assignments based on an offender’s risk level and
program needs. The following risk assessments/evaluations are used:
 Level of Service Case Management Inventory (LS/CMI) is administered to all adult
offenders convicted of felony, gross misdemeanor, or person misdemeanor offenses, and
who are placed on probation or supervised release.
 Spousal Abuse Risk Assessment (SARA) is used for offenders convicted of partner-related
domestic abuse related crimes.
 South Oaks Gambling Screen (SOGS) is used for offenders with theft or theft-related
convictions to identify problematic gambling behavior.
 Alcohol Problem Assessment is administered to offenders convicted of misdemeanor
DWIs to identify needed educational services or further chemical dependency evaluations.
 Sex Offender Needs Assessment Rating (SONAR) and STATIC 99 identifies sex offenders’
treatment needs and behavioral triggers. The Static 99 is only used for victim-related sex
offenses.
Assessments and Evaluations
2011
2012
2013
2014
2015 Est
1,871
1,896
1,823
1,987
1,974
1,072
911
946
1,216
1,012
455
444
456
431
442
# of gambling assessments
51
117
127
104
106
# of Static 99 assessments – sex
offender assessment**
48
37
53
36
31
# of pre-sentence investigations
917
887
1,149
1,080
1,124
# of post-sentence investigations
173
208
155
168
178
# of prior record memos
1,531
1,550
1,505
1,524
1,314
# of MN sentencing guidelines
1,135
1,187
1,134
1,327
1,336
# of bail evaluations
1,256
1,188
1,169
1,183
1,284
# of initial LSI/R and LS/CMI*
# of LSI/R and LS/CMI
reassessments
# of Spousal Abuse Risk
Assessments (SARA)
*The use of the LS-CMI began in August 2012. **Note: Not reporting SONAR because it is not tracked in agent work, and only a few are done a
year. It is used to move an offender from monthly to quarterly supervision.
Page 50
SUPERVISION UNITS AND SPECIALIZED CASELOADS Based on an offender’s risk level and
program needs, supervision assignments are made to either a lower risk, high risk, enhanced, or
intensive supervised release caseload. Some high risk offenders are assigned to specialized
caseloads to address their specific risk and needs. Offenders are assigned to one of the following
supervision units/specialized caseloads:
Intensive Supervised Release Supervision
is designated for certain high-risk offenders
who have been released from prison and
meet DOC criteria for either mandatory or
discretionary Intensive Supervised Release
(ISR). These offenders remain on ISR until
they successfully complete the program or
until they reach expiration of their sentence.
Supervision elements for ISR include house
arrest, electronic monitoring (which may
include GPS), random drug/alcohol testing,
and random unannounced residential,
employment and community visits. Offenders
are also required to comply with any special
conditions of their release, which may include
treatment or programming requirements.
community in order to ensure public safety.
Offenders are also required to comply with
any special conditions of release, which may
include
treatment/programming
requirements.
High Risk Supervision consists of one-toone contacts and participation in cognitive
groups. Emphasis is placed on public safety,
accountability, competency development, and
victim/community restoration. Probation
officers visit offenders in a variety of settings,
including homes, community locations, and
places of employment.
Drug Court Supervision provides intensive
case management services to chemically
dependent offenders charged with First- or
Second-Degree Controlled Substance Crimes,
or repeat Third-, Fourth- or Fifth-Degree
Controlled Substance Crimes, and who are
ordered to complete the Adult Drug Court
Program. Supervision consists of frequent
court appearances, extensive drug testing,
cognitive behavioral programming, and
chemical dependency treatment.
Enhanced Supervision is designed for high
risk offenders released from prison with
elevated LS/CMI scores, a history of failed
supervision in the community, significant
criminal history, and/or are deemed to pose a
significant risk to public safety. This
discretionary caseload incorporates frequent
contact, close monitoring in the community,
and emphasizes accountability. Probation
officers work with offenders to assist them in
achieving stability in the community in order
to ensure public safety. Offenders are also
required to comply with any special
conditions of release, which may include
treatment/programming requirements.
Sex Offender Supervision is for those
involved in sex-related offenses and
supervision
consists
of
one-to-one
supervision, case management groups,
psychosexual evaluations, case planning,
treatment,
polygraphs
and
cognitive
behavioral groups.
Supervised Release is for high risk offenders
released from prison who do not qualify for
Intensive Supervised Release or Enhanced
Supervision. The Supervised Released
caseload includes regular contact with
offenders, accountability for their release
conditions, and support transitioning from
prison back into their home community.
Probation Officers work with offenders to
assist them in achieving stability in the
Domestic Abuse Supervision is where all
high risk partner-related domestic abuse
offenders are assigned. To address their
specific
needs,
supervision
includes
specialized assessments, case planning,
regular contacts by probation officers, and
programming to help offenders learn
alternatives to physical violence and abuse.
Page 51
Gender Specific Supervision offers female
offenders opportunities to address their
unique risks and needs, including issues of
trauma. Supervision consists of individual
and group contacts with the goal of helping
offenders identify personal strengths and
community resources.
high risk, high need offenders with serious
and persistent mental health issues. The
program aims to help coordinate access to
mental health services, stabilize and improve
medication
compliance,
establish
independent community-based living, and
engage offenders in the recovery process.
Intensive Repeat DWI Supervision/Safe
Streets First (SSF) combines chemical
dependency treatment and surveillance, and
is primarily for offenders with three or more
alcohol related driving offenses. Supervision
includes 45 days of Electronic Home
Monitoring
(EHM)/Alco-Sensor
alcohol
monitoring, individualized case plans,
cognitive behavioral programming, chemical
dependency treatment, extensive drug testing
with immediate sanctions for failed tests, and
random home visits.
Lower Risk Supervision is for offenders who
score low on the Level of Service Case
Management Inventory (LS/CMI). These
offenders are placed on probation to the
Probation Service Center (PSC) where they
report in-person quarterly. Some offenders’
crimes are comparatively lower level, nonperson misdemeanors, and they are assigned
to Administrative Reporting. Offenders placed
on All Conditions Complete supervision have
completed probation conditions but are
awaiting probation discharge.
Mental Health Supervision is a caseload
consisting of a Corrections probation officer
and a Social Services social worker working
as a team to provide intensive case
management services to a select group of
Transfer Unit facilitates the transfer of
felony and gross misdemeanor supervision of
offenders to other counties or states. Until the
transfers are complete, Corrections monitors
offenders.
Page 52
Adult Supervision Units and Specialized Caseloads
Number of Offenders Served
2014
Average
2014
Monthly
Ratio of
Unit
Staff to
Caseload Offenders
Size
2011
2012
2013
2014
2015
Est
108
100
100
130
125
52
1:15
64
51
58
104
148
37
1:19
0
0
0
281
491
165
1:55
1,492
1,493
1,368
1,269
1,216
669
1:67
51
27
23
58
65
39
1:39
Sex Offender
461
374
333
442
400
318
1:69
Domestic Abuse
746
742
683
680
738
385
1:67
68
68
74
59
70
38
75:38
548
518
461
427
430
275
1:69
60
58
48
49
49
30
1:30
Intensive
Supervised Release
Enhanced
Supervision
Supervised Release
Supervision
High Risk
Supervision
Drug Court
Supervision
Gender Specific
Supervision
Safe Streets FirstRepeat DWI
Supervision
Mental Health
Supervision
Page 53
Adult Specialized Programs and Caseloads
2011
One-Day DWI
2012
2013
2014
2015 Est
22
528
503
522
544
Re-entry Assistance
Program (RAP)
Probation Service
Center –
Lower Risk
Supervision
All Conditions
Complete
90
105
151
269
332
3,142
3,217
2,904
2,874
2,900
2,956
3,149
2,985
2,762
2,816
Administrative
2,263
1,731
1,141
1,086
1,200
766
626
724
701
700
3,486
3,513
3,376
1,564*
2,462
Transfer Unit
Warrants
*In 2014, warrant cases were reviewed and their status updated as necessary.
ADULT PROGRAMS AND SERVICES Corrections coordinates a variety of programs and services
designed to hold offenders accountable, provide opportunities for positive change, and help restore
justice to victims and the community. Diversion programming for adult offenders is under the
auspices of the Dakota County Attorney’s Office.
Corrections offers the following programs:
Electronic Home Monitoring (EHM) is court ordered for select offenders, allowing the offender to
serve the terms of their incarceration in their home where their movements are monitored using
electronic ankle bracelets. These offenders are allowed to leave their home for employment and to
maintain treatment and family involvement.
Electronic Home Monitoring (EHM)
2011
2012
2013
2014
2015 Est
# of adult offenders referred
590
603
471
565
570
Average daily population
49
52
39
51
56
% successfully completed
96%
92%
93%
97%
96%
17,816
18,058
13,981
18,311
17,010
# of days served
Page 54
Electronic Alcohol Monitoring (EAM) is court ordered for select offenders, allowing the offender
to serve the terms of their incarceration in their home where their movements and sobriety are
monitored using in-home Alco-sensor equipment. Offenders are allowed to leave their home for
approved employment and treatment.
Electronic Alcohol Monitoring (EAM)
2011
2012
2013
2014
2015 Est
5
3
13
6
13
1
1
1
9
2
75%
100%
93%
90%
100%
# of days served
411
254
260
164
275
Conditional Release/Pre-trial Repeat DWI Offender Monitoring Program, also called
Conditional Release, tracks offenders’ compliance with court ordered conditions of no use of
alcohol. Offenders are tested daily at prescribed times using remote electronic breath analysis
equipment, while they remain in the community.
Conditional Release/Pre-trial Repeat DWI Offender Monitoring Program
2011
2012
2013
2014
2015 Est
177
62
75
63
100
22
12
12
10
13
89%
82%
81%
83%
77%
# of days served
8,133
4,304
4,201
3,566
5,000
Work Release allows employed adult offenders who are sentenced to serve custody terms in the
Dakota County Jail, to be released daily to maintain their employment. Program staff review and
verify each inmate's employment status, set release hours, and verify attendance at the place of
employment.
Work Release
# of offenders referred
# of days served
Average offenders per day
2011
2012
2013
2014
2015 Est
203
176
168
162
160
4,772
4,622
4,476
4,237
4,000
13
13
12
12
12
Page 55
Sentencing to Service (STS) is a court ordered condition where selected, non-dangerous, adult
offenders participate in supervised work crews in lieu of jail time or fines. Selected offenders
incarcerated in the Dakota County Jail may also participate in STS to reduce their jail time.
Sentencing to Service (STS)
2011
2012
2013
2014
2015 Est
# of new offenders assigned
1,531
1,535
1,374
1,244
1,210
# of hours completed
56,843
58,658
48,828
45,584
44,286
63%
63%
60%
65%
66%
$ value of labor provided*
$412,112
$425,271
$361,253
$330,484
$321,074
7,105
7,332
6,229
5,698
5,542
$902,335
$799,188
$791,020
$753,845
$733,242
# of jail bed days saved
$ value of jail bed days saved**
*Based on federal minimum hourly wage of $7.25. **Based on per diem amounts per the Sheriff’s Office: 2011-$127; 2012-$109; 2013-$127;
2014-$132.30; 2015-$132.30
Community Work Service (CWS) requires ordered offenders to complete CWS as a consequence
for their crimes and as a way to repair the harm done to the community.
Community Work Service (CWS)
2011
2012
2013
2014
2015 Est
321
332
432
429
425
11,069
9,632
9,545
8,498
8,400
Page 56
Re-entry Assistance Program (RAP) offers assistance to jail inmates re-entering the community
after extended periods of incarceration. A multi-disciplinary team of Dakota County providers work
together to address the post-incarceration needs of these inmate for up to 90 days post-release. Reentry planning focuses on offender needs, such as securing employment, housing, treatment,
counseling, clothing, and/or transportation.
Re-entry Assistance Program (RAP)
# of offenders receiving Full Service
# of offenders receiving Slight
Service
# of offenders receiving Chemical
Health Services
# of offenders receiving Mental
Health Services
# of offenders receiving Medical
Services
# of offenders receiving Financial
Services
# of offenders receiving
Employment Services
# of offenders receiving Housing
Services
# of offenders receiving Child
Support Services
2011
2012
2013
2014
2015 Est
21
23
27
99
220
18
15
26
28
28
11
18
17
85
90
9
16
18
60
80
2
8
9
58
90
12
21
22
91
120
12
18
20
80
95
12
18
20
65
90
7
11
10
32
40
One-Day DWI is a program for first time Driving While Intoxicated (DWI) offenders where they can
complete the conditions of their probation by attending a one-day session with chemical
dependency/alcohol assessments, an education class, and victim impact panels.
One-Day DWI
# of offenders served
2011
2012
2013
2014
2015 Est
22
528
503
522
575
Cognitive Behavioral Groups and restructure groups are offered to higher risk adult offenders
with the goal of increasing competency in specified areas. Curricula offered includes: Thinking for a
Change (T4C), Moving On, and Driving with Care.
Page 57
JUVENILE SERVICES
The Juvenile Services Section provides a continuum of supervision programs and services ranging
from monitoring for lower risk/low need offenders to long term treatment in a secured residential
setting, with an emphasis on keeping juveniles in their communities.
ASSESSMENTS AND EVALUATIONS Staff facilitates various risk assessments to determine an
offender’s risk factors and program needs. The following risk assessments/evaluations are used:




Youth Level of Service/Case Management Inventory (YLS/CMI) is used for juvenile
offenders adjudicated on felony, gross misdemeanor, or person misdemeanor offenses, and
who are placed on high risk probation.
ERASOR (Estimated Risk of Adolescent Sex Offender Recidivism) is used for juvenile
offenders adjudicated on sex offenses, instead of the YLS/CMI.
MAYSI-2 (Massachusetts Youth Screening Instrument-Second Version) is offered to all
juveniles coming from court, though families can choose whether to participate, and
identifies those at risk for mental health problems and need of immediate attention.
School Refusal Assessment Instrument is used for juveniles who are referred for school
avoidance/truancy behaviors.
Assessments and Evaluations
2011
2012
2013
2014
2015 Est
# of pre-dispositional
investigations
43
51
31
45
40
# of certification/EJJ studies
34
26
24
30
50
# of MAYSI-2
211
246
187
149
200
# of initial YLSs
169
182
159
160
160
# of YLS reassessments
256
231
195
233
230
# of ERASORs
40
25
22
11
15
Page 58
SUPERVISION UNITS AND SPECIALIZED CASELOADS For adjudicated juveniles, supervision
assignments are based on individual risk and needs assessments.
Intensive Supervision targets offenders
with the highest risk/needs, and cases are
staffed at regular Child Placement Team
meetings to determine whether offenders
meet the criteria to be placed on this level of
supervision. Intensive Supervision includes
increased contact, curfew checks, regular
drug testing, swift accountability, and
consequences for non-compliance.
School-Based Supervision is provided by
one probation officer to high risk offenders
attending West Saint Paul and South Saint
Paul high schools.
High Risk Supervision provides one-to-one
contact for offenders identified as high risk by
the Youth Level of Service/Case Management
Inventory (YLS/CMI) instrument.
Transition to Adulthood Supervision is for
juvenile offenders 17 years or older with a
history of out of home placements and who
lack independent living skills. Emphasis for
these offenders is on pro-social independent
living,
including
housing
assistance,
employment, transportation, health care
coverage, child support, education, and
money management.
Gender Specific Supervision is for high risk
female offenders. Case plans target specific
needs of female offenders, including trauma
and victimization.
Monitoring/Low Risk Supervision involves
contact with offenders primarily by phone or
mail, with the emphasis on monitoring
compliance with court orders.
Drug Court Supervision provides a
comprehensive, therapeutic-based, familyoriented program for high risk/high need
juvenile offenders who have substance abuse
issues. The Juvenile Drug Court team consists
of representatives from Corrections, the
County Attorney’s Office, the Chief Public
Defender’s Office, school districts, treatment
providers, and a judge. Juvenile offenders
receive high levels of supervision and must
successfully complete three program phases
in order to graduate. Offender progress is
monitored at monthly team meetings and
court hearings. Sanctions and rewards are
administered to encourage progress and
address problematic behaviors.
Truancy Supervision is a shared caseload
between Corrections and Social Services,
working with middle and high school
students who are habitually truant. The
Truancy Diversion Program is designed to
improve school attendance, minimize the
need for court intervention, and improve
coordination among agencies and systems
working with truants. Staff members provide
early intervention for juveniles with
emerging truant behavior by teaming with
schools to conduct group and individual prediversion meetings before truancy petitions
are filed. If early intervention is unsuccessful
and a petition is filed, staff members work
together with the youth, family, and school to
assess the client’s needs and develop and
implement a case plan.
Sex Offender Supervision includes all
juvenile offenders involved in sex-related
offenses. Offenders receive sex offender
treatment, are subject to polygraphs, and
participate in cognitive behavioral groups.
Page 59
Juvenile Supervision Units and Specialized Caseloads
Intensive
Supervision
High Risk
Supervision
High Risk – Gender
Specific Supervision
Drug Court
Supervision
Sex Offender
Supervision
Monitoring/Lower
Risk Supervision
Truancy Supervision
2014
Average
2014
Monthly
Ratio of
Unit
Staff to
Caseload Offenders
Size
2011
2012
2013
2014
2015
Est
44
32
37
41
35
24
1:22
276
264
288
235
230
134
1:34
82
89
101
72
60
37
1:19
20
16
21
21
20
15
1:17
60
63
73
90
75
48
1:37
664
653
483
354
425
163
1:326
174
141
132
149
140
71
1:24
JUVENILE PROGRAMS AND SERVICES Community Corrections coordinates a variety of
programs and services designed to hold offenders accountable, provide opportunities for positive
change, and help restore justice to victims and the community.
Non-Residential Programs and Services
2012
2013
2014
2011
2015 Est
New Chance Day Treatment
43
52
27
49
45
Systemic Family Therapy (SFT)
14
20
21
18
17
58
65
58
46
35
23
19
25
24
25
NA
NA
14
22
30
Community Reintegration
Services (CRS)
Culturally Specific CommunityBased Programs
Targeted Accountability
Program (TAP)
*The U-Turn program was discontinued.
New Chance Day Treatment is a 90-day to
six month non-residential program serving
high risk male offenders ages 14-18. The
highly structured program offers a cognitive
behavioral curriculum as well as daily school,
employment preparation, community work
service, and transition support.
Gender Specific Non-Residential offers
cognitive behavioral curricula (VOICES) and
the Purusha Project to assist juvenile female
offenders develop competencies related to
self-concept and family relationships.
Page 60
Targeted Accountability Program for
Harmful Sexual Behaviors (TAP) is a
diversion program serving Dakota County
youth with sexual behavior problems who
would otherwise be petitioned to court for a
sexual offense. The purpose of TAP is to
reduce long-term collateral consequences for
youth, maintain public safety and provide
appropriate assessment, treatment and
supervision, therefore reducing their risk to
re-offend.
Community Reintegration Services (CRS)
is family and community-based, although less
intensive than Systemic Family Therapy. CRS
addresses multiple factors related to
delinquency across key settings or systems.
The primary goal of CRS is to empower
juveniles and families with the skills and
resources necessary to independently
address life’s difficulties.
Culturally
Specific
Community-Based
Programs provide home and communitybased services for young African American
offenders and their families based on an
Afrocentric curriculum that helps participants
develop pride, feelings of accomplishment,
hope, and understanding of their cultural
identities. These programs help offenders
learn how language, culture, and discipline
differ in home and school settings.
Community Based Cognitive Behavior
Group, Anger Replacement Training (ART)
cognitive curriculum, is jointly delivered to
juvenile offenders by probation officers
vendor in a community setting.
Systemic Family Therapy (SFT) targets high
risk juvenile offenders with the goals of
minimizing
or
shortening
residential
placements, stabilizing home environments,
managing crises, and identifying goals for
success. The therapy integrates every system
in the offenders’ lives.
Parent Engagement is an offer to parents
and juveniles to attend a Juvenile Probation
Orientation, held six time a year, detailing the
juvenile criminal justice process and what to
expect while their child is on probation.
During
this
presentation, community
resources are provided and past juvenile
probationers, now members of the JDAI
Juvenile Advisory Council (JAC), share their
experiences.
Page 61
JUVENILE DETENTION ALTERNATIVES INITIATIVE The Juvenile Detention Alternatives
Initiative (JDAI) seeks to divert juveniles away from unnecessary or inappropriate pre- and postadjudication detention. By emphasizing community-based supervision and accountability for these
youth, JDAI:




reduces reliance on secure confinement
improves public safety
reduces racial disparities and bias
saves taxpayer dollars
JDAI efforts began ten years ago by evaluating whether those juveniles who were detained by police
and would otherwise have been placed in secure detention at the Juvenile Services Center (JSC)
prior to their court appearance posed a risk to public safety or were likely to abscond. A new
screening tool, the Risk Assessment Instrument (RAI), was designed to ensure only those at highest
risk to public safety, or to abscond before their first court hearing, were placed in the facility. Use of
the assessment ensures lower risk juveniles are placed in less restrictive settings, including shelter
or foster care, returned home with electronic monitoring, or released to parents pending their
initial court appearance.
JDAI efforts have spread beyond the Juvenile Services Center with the creation of the Juvenile
Advisory Council (JAC), formed in 2014 using grant funding. The council is comprised of young
people who are, or have been, on juvenile probation and are interested in improving probation
services and outcomes. There are two JAC working groups: for residents of the Juvenile Services
Center (JSC), and for those in the community. The community group is developing ways to
communicate information about the collateral consequences of criminal records and how to pursue
record expungement, while the JSC group is proposing revisions to the Resident Handbook.
Additionally, JDAI efforts encompass new programs:
Community Coaches Program connects
juvenile offenders and habitual truants to
pro-social activities that align with their
interests and help address factors driving
their criminal behavior.
Coaches help
juveniles obtain and maintain employment,
introduce them to school and club sports,
help enroll them in parenting classes when
appropriate, and encourage them to give back
and become more engaged in their
communities.
Minnesota Office of Justice Programs to
provide facilitator led session for six weeks, a
total of 12 session groups. Participants are
referred by their schools because of
disruptive behavior but also because of their
leadership potential. Schools note fewer
behavior incidents for participants and
overall improvement in school environments.
Disorderly Conduct Diversion Program is
offered in partnership with the Dakota
County Attorney’s Office as a court alternative
for juveniles apprehended for the first time
on disorderly conduct offenses such as
brawling or fighting, causing disturbances, or
engaging in offensive, obscene, abusive,
boisterous, or noisy conduct or language. The
diversion program, scheduled one Saturday
per month, consists of two parts: juvenile
community work crew in the morning,
School-Based Skills and Leadership
Groups aim to reduce juvenile arrest
referrals for in-school behaviors by
partnering with schools to facilitate skill
groups designed to help youth recognize
emotional triggers and practice pro-social
thinking and responses to potential incidents.
Corrections secured grant funds from the
Page 62
followed by an afternoon victim empathy and
emotional regulation class for both the
juvenile and their parents. Once the juvenile
completes the two program components,
their disorderly conduct cases are closed with
no charges filed.
JDAI Offenders Served
2011
2012
2013
2014
2015 Est
# of RAIs completed
230
255
235
223
232
# of Juveniles Screened to Release
30
17
18
19
34
# of Juveniles Screened to
Detention Alternatives
84
89
70
80
76
# of Juveniles Screened to
Detention
116
149
147
124
122
Community Coaches Participants
NA
NA
NA
9
50
Disorderly Conduct Diversion
NA
NA
NA
41
72
School-Based Skills and Leadership
Groups
NA
NA
NA
50
58
Page 63
SECURED RESIDENTIAL PROGRAMS AND SERVICES The Juvenile Services Center (JSC), a 40bed secured residential facility, has both detention and treatment services for juveniles who pose
the greatest risk to public safety. The facility serves Dakota County and all other Minnesota
counties, the Minnesota Department of Corrections, and tribal communities. The JSC provides both
pre-dispositional detention and post-dispositional secured residential correctional treatment
services for juveniles adjudicated on delinquent offenses.
Juveniles in the JSC are placed in residential programs based on risk and need, receiving services
specific and responsive to their needs, including gender specific services, culturally specific
programming, chemical dependency treatment, sex offender treatment, and mental health services.
The implementation of the Juvenile Detention Alternatives Initiative (JDAI) has significantly
reduced the use of residential placements. JDAI requires staff to identify alternatives to detention
prior to placing juvenile offenders in secured settings, though every effort is made to maintain
offenders in their homes and communities, some offenders must be placed in secured detention. In
most instances, offenders are only in detention for short periods of time, but when an out-of-home
placement lasts longer than 30 days, the Child Placement Team reviews the offender’s progress
toward completion of treatment goals, and develops a transition plan for the offender to move from
placement back into the community.
Juvenile Residential Programs
Number of Dakota County Offenders Served
2011
2012
2013
2014
2015 Est
JSC Detention Program
162
178
188
155
170
70
91
85
91
84
13
5
5
3
8
JSC Weekend Program
80
82
68
68
42
JSC Sex Offender Program
4
8
6
4
2
JSC Short Term Residential
Treatment Program
JSC Long Term Residential
Treatment Program
Detention Screening is administered to all
juveniles arrested and brought to the secured
juvenile facility to determine whether
community-based alternatives are more
appropriate than detention. Since 2008, the
Risk Assessment Instrument (RAI) has been
used to objectively determine offenders’
community safety risks and risks of failure to
appear in court. Low risk juveniles are
released to their families, and court dates are
scheduled at a later time. Moderate risk
juveniles are placed in alternatives to
detention (ATDs), while high risk juveniles go
to secure detention. Juveniles placed in
secured detention or detention alternatives
appear in court within 36 hours.
Alternatives to Detention (ATDs) are used
with juveniles whose RAI scores indicate
community-based alternatives to detention
(ATD) are suitable. Options include release to
shelter/foster care, release to family on house
arrest, release to family with conditions or
guidelines for the juvenile to abide by
pending court, or release with GPS.
Page 64
JSC Detention Program provides a secure
setting for high risk offenders awaiting court.
While in detention, offenders are assessed for
basic physical health concerns, mental health
issues, and school attendance. Residents
participate
in
TruThought
cognitive/behavioral groups.
JSC Long Term Residential Treatment
Program is a court ordered program for high
risk juvenile offenders providing intensive,
secure, residential treatment program for six
to twelve months. These offenders have been
assessed by the Child Placement Team as
needing services such as case planning,
education, cognitive/behavioral curriculum,
life-skill building, chemical health counseling,
offender and family treatment services, and
transition planning.
JSC Weekend Program is a short term
consequence/accountability program for
offenders who fail their court ordered
conditions and/or violate the conditions of
probation. These cases are reviewed by the
Child Placement Team and court-ordered to
the facility for the program. While in
placement, offenders work on assignments
that address their high risk behaviors. This
type of consequence and accountability
allows juveniles to maintain employment,
attend school, and work on relationships with
their families.
Juvenile Sex Offender Program includes 6090 days of residential treatment followed by
outpatient treatment, and has capacity for
five individuals at one time. Juveniles receive
case planning, education, cognitive curricula,
life-skill building, chemical health counseling,
offender and family treatment services, and
transition planning.
Juvenile Gender Specific Program is for
females in the secured facility and includes
trauma-informed
programming,
anger
management, and victim empathy. The
program, which can last for up to 120 days,
includes case planning, education, cognitive
curricula, life-skill building, chemical health
counseling, offender and family treatment
services,
and
transition
planning.
JSC Short Term Residential Treatment
Program is a court ordered program for high
risk offenders lasting up to 120 days and
assessed by the Child Placement Team as
needing services to address accountability,
community safety, and structure. This
program includes case planning, education,
cognitive curricula, life-skill building,
chemical health counseling, offender and
family treatment services, and transition
planning.
Page 65
Victim Restoration Program - Offender Repay Crews
2011
2012
# of offenders served
2013
2014
2015 Est
346
344
369
327
400
2,355
2,365
1,706
2,654
2,200
$ value of restitution collected*
$17,070
$17,143
$12,370
$19,242
$15,950
# of Juvenile Work Crew hours
completed
3,373
3,247
2,967
4,755
5,000
2013
2014
2015 Est
# of crew hours completed
*Based on federal minimum hourly wage of $7.25.
Community Restoration Program - Community Work Service
2011
2012
# of juvenile offenders referred
538
549
381
183
200
4,368
4,352
2,638
1,769
2,000
Page 66
2016 - 2017 GOALS
A. We will enhance public safety and offender success through the effective
implementation of Evidence Based Practices (EBP) and the delivery of integrated
services.
Outcome Statement: We will continue to use and enhance our skills in EBP and implement
the Integrated Services Delivery model in the Community Services Division and in the
community to enhance the success of the offenders we supervise. We will focus on
providing culturally competent programs and services.
B. We will measure our work, focusing on the reduction in recidivism for the
offenders under our supervision and participating in our programs, and the
effectiveness of our programs and services.
Outcome Statement: We will, through the use of EBP and the delivery of integrated
services, work to lower the recidivism of the offenders we supervise by focusing on
providing the programming and services they need to effectively meet their court ordered
conditions, and to assist them in obtaining the services they need to successfully re-enter
the community from jail or prison and/or develop/maintain a healthy, stable lifestyle in the
community (achieving self-sufficiency).
C. We will regularly review the emerging needs of offenders with whom we work to
ensure we have the appropriate programming and services available to meet
their needs.
Outcome Statement: Through research and data analysis, we will regularly review the
demographics, program, and service needs of the offenders with whom we work to ensure
our programming and services available to them meet their changing needs and
complexities. We will engage our partners in the Criminal Justice System, the Community
Services Division, and the community in this effort.
D. We will provide staff with the training and resources they need to effectively do
their jobs and to remain safe while doing their work.
Outcome Statement: We will focus on providing effective safety training for our staff
members while working in our offices, in the secured facility, and in the field. We will make
sure our staff members stay current in EBP training and specialized caseload training. We
will effectively implement the “wrap” model of integrated service delivery throughout the
department so that staff have the resources offenders need to be successful. We will train all
staff in the Prison Rape Elimination Act (PREA). We will provide inclusion and diversity
training opportunities.
Page 67
2016 - 2017 STRATEGIES
1. Strategy: Evidence-Based Practices. Continue to integrate the department’s EvidenceBased Practices (EBP) plan in daily case management and offender interaction by evaluating
and measuring staff work to improve training and inform EBP committees.
A. Motivational Interviewing: Enhance the motivational interviewing skills of staff by
evaluating coding tapes for areas of strengths and weaknesses and developing targeted
training to improve MI proficiency levels.
 Process Measures:
i. Establish baseline MI proficiency scores
ii. % staff who show improvement in their proficiency score
iii. # of staff participating in initial MI training
 Outcome Measures:
i. % of offenders with decreased LS/CMI and YLS risk scores
ii. % of surveyed offenders reporting they are better able to identify positive
options when problems occur
iii. % of surveyed offenders reporting they have learned to make better
decisions
B. Assessments: Increase staff proficiency in using the LS/CMI and YLS assessments by
utilizing peer reviews, scoring exercises, and targeted training.
i. # of adult offender assessments reviewed by peer review teams
ii. Establish a baseline proficiency level for juvenile probation officers
iii. # of targeted trainings provided by EBP Coordinators and Supervisors
i. # / % of probation officers achieving overall assessment proficiency score
ii. % increase in department-wide scoring exercise
C. Case Planning: Increase the number of case plans addressing risks and needs.
i. # / % of offender contacts focused on case plans
ii. # / % of offender contacts observed by supervisors and topics addressed in
visits
iii. # / % of staff trained in case planning curriculum
iv. # / % of staff receiving booster case planning training
i. % of surveyed high risk offenders reporting they work with their probation
officer on goal-setting
ii. % of surveyed high risk offenders reporting they have established with their
probation officer a good understanding of beneficial changes
iii. % of surveyed high risk offenders reporting they understand what is needed
to get off probation
iv. # / % of topics discussed during offender contacts as reported by surveyed
high risk offenders
Page 68
D. Cognitive Skills: Enhance effectiveness of cognitive programming by developing and
implementing fidelity forms for cognitive facilitators, and creating targeted training based
on results of cognitive session audits.
i. Establish a baseline proficiency score for facilitators
ii. # / % of sessions observed and evaluated by trained staff
iii. # / % of staff trained in cognitive curriculums
iv. # / % of staff trained as cognitive skills facilitators
i. # / % of cog participants with successful completion of the program
ii. % of participants attending all sessions (excluding excused absences)
iii. % of surveyed adult high risk offenders reporting they use skills learned in
cog group
E. Rewards and Sanctions: Implement a rewards and sanctions program.
i. # / type of rewards available for use by probation officers
ii. # / types of sanctions available for use by probation officers
iii. # / % of staff trained on use of rewards and sanctions as a supervision tool
iv. # / % of high risk adult and juvenile offenders who received rewards
v. # of adult and juvenile high risk offenders who participated in a sanctions
conference
vi. # of adult and juvenile drug court participants who received rewards
i. % of offenders participating in a sanctions conference who do not violate
their probation in the following three months
ii. # / % of surveyed high risk offenders who report their probation officer
treats them with respect
2. Strategy: Integrated Service Delivery
A. Integrated Service Delivery/Every Door is Open (EDO). Implement the Integrated
Services Delivery model used in the Re-entry Assistance Program (RAP) with all offenders
under supervision or receiving services in the department.
i. # of staff trained to use the Electronic Service Referral Form (e-SRF) tool at
intake
ii. # of offenders screened using the e-SRF tool
iii. # of self-sufficiency domains identified on each offender’s e-SRF tool
iv. # of units implementing integrated service delivery options with offenders
v. # of staff participating on EDO committees
vi. # of staff trainings on education and resources from partner
departments/services in Community Services
i. # of service referrals made by Community Corrections
ii. # / % of offenders reporting enhanced self-sufficiency in domain areas on
survey
iii. # / % of offenders involved with the collaborative staffing effort who
successfully complete probation
iv. # / % of staff reporting increased resources for offenders from partner
departments/services in Community Services on survey
Page 69
B.
Adult Detention Alternatives Initiative (ADAI). Develop alternative responses to
incarceration for adult offenders who are not public safety risks by helping them
successfully manage their mental health, chemical dependency and low cognitive
functioning in the community.
i. Collect and analyze jail data on offenders reporting mental health and
chemical health issues
ii. Collect and analyze 911 call information from local police departments
iii. Map how offenders access existing services
iv. Research programs across the country providing alternatives to
incarceration for adult offenders with mental health, chemical health and
low cognitive functioning issues
v. Engage Criminal Justice System, Community Services Division, and
community partners in addressing these issues
vi. Participate in the National Association of Counties (NACo) “Stepping Up
Initiative”
vii. Propose models for implementation in Dakota County
viii. Research funding options for proposed models
ix. # of proposed models piloted in Dakota County
x. Develop a resource guide about Dakota County services for jail inmates
xi. Develop a referral process between the jail and Community Services
departments
i. # of alternatives developed and implemented
ii. # of offenders diverted from jail
C. Juvenile Detention Alternatives Initiative (JDAI) Deep End Project. Develop the
infrastructure and participate in the Annie E. Casey Foundation’s Deep End Initiative.
Expand on the JDAI work done since 2005 on detention alternatives for secured detention
to exploring broader juvenile justice system reform. The focus will be on the use of postadjudication out of home placements, treatment, and case planning decisions. In addition it
will analyze the outcomes to date on “deep end” juvenile offenders.
i. Develop research questions/hypotheses and develop a written plan for
quantitative and qualitative data gathering and analysis
ii. # of study subjects identified
iii. # of data elements defined, gathered, and linked across systems to specific
juvenile offenders for the initial quantitative analysis
i. # / % of juvenile offenders served with alternatives to secured out of home
placements
ii. # / % reduction in use of out of home by type of placement (secured, shelter,
foster care)
iii. # / % increase in use of release, house arrest and GPS
iv. # / % of case plans reviewed meeting EBP quality and consistency standards
v. # / % of case plans that demonstrate family engagement
Page 70
D. Address Domain Areas of Housing and Employment. Through the focus on the
Community Services Value Curve, the domain areas of housing and employment will be
addressed in our work with offenders.
 Housing Process Measures:
i. # of housing options identified and developed for offenders
ii. # of housing options identified and developed for sex offenders
iii. # / % of offenders obtaining housing
 Housing Outcome Measures:
i. # / % of offenders finding self-sustaining housing in the community
ii. # / % of supervised release sex offenders who find appropriate housing
within 90 days of release from prison
iii. # / % of offenders exiting RAP with long-term housing
iv. # of offenders reporting improvement in housing on survey
 Employment Process Measures:
i. # of resources developed and used to assist offenders with obtaining
employment
ii. # / % of offenders obtaining/enhancing employment
 Employment Outcome Measures:
i. # / % of offenders becoming employed while receiving employment services
ii. # / % of offenders maintaining employment at 3 months, 6 months and 1
year
iii. # / % of offenders employed
3. Strategy:
Research, Evaluation and New Program Development. The
supervision of offenders, programming, and services will be guided by measuring our work and
the review of current research and literature. We will also measure offender
success/recidivism.
A. Offender Survey. We will survey offenders annually to align our supervision, programs
and services with our EBP and Integrated Service Delivery efforts.
i. Review and update the survey
ii. # / % of survey responses received
i. # / % of offenders reporting
1. Professional alliance with their probation officers
2. Improved family relationships
3. They have learned to avoid negative peers
4. They are better able to identify positive options to solve problems
5. Learning to make better decisions
6. Improved housing in the community
7. Maintaining/enhancing employment
8. Improved self-sufficiency in the community
Page 71
B. Victim Survey. We will survey victims of crime to align with and provide feedback on the
improvement of services for victims and to better inform our work with offenders.
i. Review and update the survey
ii. # / % of survey responses received
i. # / % of victims reporting
1. They felt their input was appreciated
2. They found the information received by the department helpful
3. Satisfaction with Community Corrections’ services
4. Restoration for the crime
C. Recidivism. We will continue to measure offender success by measuring recidivism. We
will continue to develop recidivism baselines for each specialized adult and juvenile high
risk caseloads and recidivism baselines for adult and juvenile low risk offenders.
i. # of baseline recidivism measures rates
i. % of offenders who recidivated while on supervision
ii. % of offenders who recidivated at 1 year post discharge
iii. % of offenders who recidivated at 3 years post discharge
iv. % of offenders participating in Drug Courts without same/similar reoffenses
D. New Program Development. Through the collection of data and data analysis, new
program/services will be explored for offender populations identified for
enhanced/improved programming/services. During the next two years, new services for
veterans involved in the criminal justice system and chronic DWI offenders will be explored.
 Veterans Involved in the Criminal Justice System Process Measures:
i. Collect and analyze data on veterans currently on probation to Community
Corrections
ii. #/% of veterans involved in the criminal justice system
iii. Develop a cross-discipline committee to research effective interventions for
veterans involved in the justice system
iv. # and kinds of domain areas identified as need areas for veterans involved in
the criminal justice system
v. # and kinds of programs/services identified through research and literature
review as effective with veterans involved in the criminal justice system
 Veterans Involved in the Criminal Justice System Outcome Measures:
i. # of new programs/services developed
ii. #/% of veterans involved in the criminal justice system reporting improved
domain areas after receiving services
 Chronic DWI Offenders Process Measures:
i. Research, collect, and analyze data on chronic DWI offenders currently on
probation to Community Corrections
ii. # / % of chronic DWI offenders with previous program failures
iii. Develop a cross-discipline committee to research effective interventions for
chronic DWI offenders
iv. # and kinds of domain areas identified as need areas for chronic DWI
offenders
v. # and kinds of programs/services identified through research and literature
review as effective with chronic DWI offenders
Page 72

Chronic DWI Offenders Outcome Measures:
i. # of new programs/services developed
ii. # of chronic DWI offenders reporting improved domain areas after receiving
services
4. Strategy: Staff Training and Competency Development. Ensure staff members are
well trained to do their work and to be safe in the office, facility and in the community. Provide
training in the areas of EBP and Integrated Service Delivery. Provide training on inclusion and
diversity. Provide training on The Prison Rape Elimination Act (PREA).
A. EBP and Integrated Service Delivery Training. Staff members will have opportunities to
participate in EBP training including training in motivational interviewing, assessments,
case planning, cognitive skills programming, rewards and sanctions and professional
alliance. They will also have opportunities to participate in Integrated Service Delivery
training including training in the e-SRF tool, Integrated Service Delivery resources and
processes and collaborative staffing.
 EBP Process Measures:
i. # of staff participating in EBP trainings
ii. # of staff participating in initial and booster MI training
iii. # of staff participating in initial and booster YLS/LS-CMI training
iv. # of staff participating in trauma training
 EPB Outcome Measures:
i. # of staff becoming proficient in EBP
ii. # of juvenile offenders who receive trauma therapy
iii. # / % of staff trained in cognitive curriculum
iv. # / % of staff trained as cognitive skills facilitators
 Integrated Service Delivery Process Measures:
i. # of staff participating in Integrated Service Delivery trainings
 Integrated Service Delivery Outcome Measures:
i. # of staff becoming proficient in Integrated Service Delivery
B. Safety Training. Staff members will have opportunities to participate in field safety
training, control tactics and emergency response training. They will also have opportunities
to participate in PREA training for staff in the residential facility and for staff working in the
field.
 Safety Process Measures:
i. # of staff participating in field safety, control tactics and emergency
response trainings
ii. # of staff participating in initial and refresher Natural Response Control
Tactics or Control Tactics Training
iii. # of staff participating in First Aid/CPR Training
 Safety Outcome Measures:
i. # of staff hurt or injured during work
ii. # of staff reporting on survey feeling safe and well trained when working in
the field, secured facility and in the office
 PREA Process Measures:
i. # of facility staff participating in PREA training
ii. # of field staff participating in PREA training
 PREA Outcome Measures:
i. # of staff reporting increased competency in PREA rules, regulations, and
processes
Page 73
C. Inclusion and Diversity Staff members will have opportunities to participate in inclusion
and diversity training. Inclusion and diversity training will focus on developing cultural
competencies, enhancing professional and personal understanding of the impact of race,
ethnicity and poverty in the community and with our offenders.
i. # of Community Corrections sponsored inclusion and diversity related
trainings
ii. # of staff attending inclusion and diversity related training
i. # / % of staff reporting increased competency in areas of inclusion and
diversity
ii. # / % of surveyed high risk diverse offenders reporting they are treated
with respect
iii. # / % of staff reporting they are treated with respect by other staff
Page 74
STATE OUTCOME MEASURES
OUTCOME 1 - COMMUNITY SAFETY
Indicator
 The percent of felony offenders who are arrested, convicted or incarcerated for a new
felony offense during the first three years of probation, parole or supervised release.
Responsible Authority The Minnesota Department of Corrections (DOC) in cooperation with local
correctional agencies.
Comments Corrections has been collecting felony recidivism data since 1996. Data is collected by
reviewing Bureau of Criminal Apprehension (BCA) records for offenders discharged in the
reporting year. Offense dates are reviewed and convictions occurring during the time the
offender was on supervision are used to calculate percentages.
1. % of felony offenders with new felony convictions while under supervision
2011
2012
2013
2014
% of adult offenders
6%
8%
8%
9%
% of juvenile offenders
1%
2%
1%
4%
Page 75
OUTCOME 2 - RESTORE THE CRIME VICTIM
Indicators
 Number of cases with restitution ordered.
 Number of cases with restitution paid in full.
 Percent of cases where restitution is collected in full by time of discharge.
 Percent of victims responding to a survey who indicated satisfaction with the manner in
which their cases were handled by the supervising agency.
Responsible Authority For indicators one through three, the State Court Administrator is the
responsible authority in cooperation with local corrections agencies. For indicator four,
each correction agency will be responsible for data collection and analysis.
Comments Corrections has been surveying victims in cases involving adult offenders since 1997.
The survey instrument used for the 2011-2012 Victim Satisfaction Survey Report was
designed with input from Corrections’ staff members, Dakota County’s Victim Justice
Council and Dakota County’s Office of Planning and Analysis.
1. # of cases with restitution ordered
2011
2012
2013
2014
# of adult cases
430
361
384
359
# of juvenile cases
161
114
91
102
2013
2014
2. # of cases with restitution paid in full at time of discharge
2011
2012
# of adult cases
220
134
131
120
# of juvenile cases
126
54
73
76
2013
2014
3. % of cases with total restitution paid in full at time of discharge
2011
2012
% of adult cases
51%
44%
38%
42%
% of juvenile cases
78%
70%
80%
75%
Page 76
4. % of victims responding to a survey who indicated satisfaction with the manner in which
their cases were handled by the supervising agency
2011
2012
2013
2014
% of victims reporting satisfactory
service
83%
75%
86%
79%
# of victim survey respondents
100
95
115
92
Page 77
OUTCOME 3: COMMUNITY RESTORATION
Indicators
 Number of Sentencing to Service (STS) days ordered.
 Number and dollar value of STS projects completed.
 Number and percent of cases with Community Work Service (CWS) ordered.
 Number and percent of offenders who have completed CWS upon discharge.
Responsible Authority The DOC in cooperation with local corrections agencies.
Comments Corrections collects and analyzes STS and CWS program data using the Work Service
Module within the Court Services Tracking System (CSTS).
1. # of Sentencing to Service (STS) days ordered
2011
# of STS days ordered
10,204
2012
2013
2014
9,507
9,023
7,944
2. # of hours and $ value of Sentencing to Service (STS) projects completed based on federal
minimum hourly wage of $7.25
2011
2012
2013
2014
# of STS hours completed
$ value of STS hours completed
56,843
58,659
49,828
45,584
$412,112
$425,278
$361,253
$330,484
2013
2014
3. # of offenders with Community Work Service (CWS) ordered
2011
2012
# of adult offenders
321
332
432
370
# of juvenile offenders
538
549
381
183
4. # of offenders and % of offenders completing Community Work Service (CWS) upon
discharge
2011
2012
2013
2014
# of adult offenders
317
303
301
288
58%
54%
55%
55%
# of juvenile offenders
449
460
334
134
54%
55%
55%
75%
Page 78
OUTCOME 4: DEVELOP OFFENDER COMPETENCIES AND ASSIST OFFENDERS TO
CHANGE
Indicators
 Number of offender initial assessments and reassessments completed.
 Number of case plans developed that address factors relating to criminal behavior.
 Percent of offenders obtaining/maintaining employment while under supervision.
 Percent of offenders obtaining education while under supervision.
 Percent of felony offenders convicted of a new felony offense within one year of discharge.
Responsible Authority Local corrections agencies in cooperation with DOC.
Comments Corrections utilizes the LS/CMI for assessing adult offenders, and the YLS for juvenile
offenders. Risk assessments identify criminogenic risk/need factors and are used as
strategies for case planning during supervision. Recidivism following discharge from
supervision is monitored through review of Bureau of Criminal Apprehension (BCA)
criminal record checks.
1. # of initial assessments and reassessments completed
2011
2012
2013
2014
# of adult initial assessments
1,871
1,896
1,823
1,987
# of adult reassessments
1,072
911
946
1,216
# of juvenile initial assessments
169
182
159
160
# of juvenile reassessments
256
231
195
233
2. % of case plans developed that address factors relating to criminogenic needs
2011
2012
2013
2014
% of adult case plans
94%
88%
95%
88%
% of juvenile case plans
100%
100%
100%
86%
3. % of offenders obtaining/maintaining employment while under supervision
2011
2012
2013
2014
NA*
50%**
59%
58%
NA*
18%**
25%
39%
*In 2011, this indicator was not calculated.
**In 2012, we switched from random audits to caseload review by probation officers.
Page 79
4. % of offenders obtaining/maintaining education while under supervision
2011
2012
2013
2014
NA*
7%**
6%
6%
NA*
86%**
95%
95%
*In 2011, this indicator was not calculated.
**In 2012, we switched from random audits to caseload review by probation officers.
5. % of felony offenders convicted of a new felony offense within one year of discharge
2011
2012
2013
2014
2%
2%
2%
2%
0%
5%
3%
4%
Page 80
INFORMATION SYSTEMS
Dakota County Community Corrections uses a variety state and county information systems to
manage caseloads and for statistical and outcome reporting, emphasizing data security and
integrity.
System
Bureau of Criminal
Apprehension (BCA)
Description
Criminal history information on offenders
Criminal Justice Information
Integration Network (CJIIN)
Electronic access to criminal justice and law enforcement
information from state and local jurisdictions; Juvenile Services
Center staff schedules
Offender, case and victim data; specialized modules for sex
offenders, Work Service, the Probation Service Center, and
Intrastate Transfers
Offenders’ license and traffic violation information
CSTS
Department of Vehicle
Services (DVS)
Interstate Compact Offender
Tracking System (ICOTS)
Interstate transfers of offenders
Juvenile/Adult Information
Management System (JAIMS)
Juvenile offender and admission data for residential and day
treatment services
Juvenile Data Mart
Information on Risk Assessment Instruments (RAI) and detention
alternatives
JSC Accident & Incident
Reporting System (AIRS)
JSC accident/incident reports
Livescan Fingerprint Tracking
Fingerprint information
Minnesota Court Information
System (MNCIS)/New MGA
Court information on offenders
OnBase
QPR
Social Services Information
System (SSIS)
Electronic administrative and offender case files
Department activity and initiative reports
Truancy offender data
Statewide Supervision System
(SSS)
Volunteer Works/Better
Impact
Risk assessment data; offender data accessible by criminal justice
agencies
Volunteer and intern information
Page 81
GRANTS, SUBSIDIES, REIMBURSEMENTS
Grants
Source
FY 2016
FY 2017
Sex Offender Programming (Adult) To
provide treatment services to offenders
convicted of sex offenses.
Minnesota
Department of
Corrections
$75,230
$75,230
Intensive Supervised Release To provide
intensive supervision of adult offenders who
have completed their prison sentences and
have been released to the community.
Minnesota
Department of
Corrections
$149,700
$149,700
Jail Re-entry Assistance Program (RAP) To
provide basic service needs, housing,
employment, training, etc. for participants in
the program. *This is the second year of a two-year
Bush Foundation
$250,000*
0
Juvenile Accountability Block Grant
Minnesota
Provide programming for juveniles displaying Department of
disruptive school behaviors in order avoid
Public Safety
entry into the criminal justice system.
$41,120
0
Juvenile Advisory Council To provide
juveniles who have been on probation an
opportunity to improve probation services.
Association of
Minnesota Counties
$3,000
0
Juvenile Detention Alternatives Initiative
Deep End Initiative Improve offender
outcomes and reduce recidivism.
Annie E. Casey
Foundation
$50,000
$50,000
Juvenile Drug Court To provide services for
juvenile offenders who are referred to Drug
Court.
Minnesota Court
System
$25,000
$25,000
Remote Electronic Alcohol Monitoring To
provide alcohol monitoring for offenders in
the Safe Streets First program.
Minnesota
Department of
Corrections
$45,000
$45,000
Sentencing to Service To provide an
intermediate sanction program allowing
offenders referred by the Court to work on
community improvement projects.
Minnesota
Department of
Corrections
$78,855
$78,855
grant ending in 2015.
Page 82
Subsidies
Source
FY 2016
FY 2017
Community Corrections Act Subsidy*
Minnesota
Department of
Corrections
$4,793,844
$4,793,844
*Includes addition of caseload workload reduction, adult felony, and enhanced sex offender supervision grants.
Reimbursements
Source
FY 2015
FY 2016
Sex Offender Evaluation To provide
psychosexual evaluations to the Court.
Minnesota
Department of
Corrections
$600/
evaluation
$600/
evaluation
Polygraph Eligibility Distribution
Minnesota
Department of
Corrections
Up to $350
per
polygraph
Up to $350
per
polygraph
Number of probation officer positions funded by Department of Corrections grants
Intensive Supervised Release Probation Officers
Page 83
1.9 FTE
CONTRACTS
Community Corrections contracts with vendors to provide services to adult and juvenile offenders
and support for the Department.
Service Contract
Contractors
Chemical Dependency Treatment Services (Juvenile) To
provide licensed outpatient chemical dependency treatment for
offenders in the Juvenile Services Center. The program consists
of individual, group, and family chemical dependency therapy.
Wrap-Around Dual Diagnosis Facilitation Services
(Juvenile) To provide individualized, unified systems planning
and informal support services for youth with dual diagnosis
chemical and mental health needs.
Community Reintegration Services (Juvenile) To provide
family and community-based services to juveniles and their
families.
Nystrom and Associates, Ltd.
Community-Based Culturally Specific Services (Juvenile) To
provide home and community-based services to African
American juvenile offenders and their families focusing on
navigating between home and community/school expectations
for language, culture, discipline.
Community Coaches (Juvenile) To partner juvenile offenders
with community members to explore pro-social activities.
Detention Alternative Services To provide alternatives to
detaining low-risk juveniles.
Disorderly Conduct Diversion-Victim Empathy and
Emotional Regulation classes
Domestic Abuse Education Program (Adult) To provide
therapy sessions and translation services to men convicted of
domestic abuse.
Drug Testing (Adult) To provide urinalysis testing to
determine illicit drug use.
Educational Services (Juvenile) To provide a school program
for juvenile offenders at the Juvenile Services Center and New
Chance Day Treatment Program.
Electronic Home Monitoring (EHM)/Global Positioning
System (GPS) (Adults and Juvenile) To provide staff and
equipment to manage EHM for adult offenders and GPS for
juvenile offenders.
Employment Services (Adult) To assist high risk adult
offenders obtain and maintain employment.
Expanded Life Choices (Adult) To provide a curriculum to aid
women in development and expansion of life skills.
Page 84
Nystrom and Associates, Ltd.
Family, Adolescents, and
Children Therapy Services, Inc.
(FACTS);
Kente Circle, LLC
Kente Circle, LLC
Reaching up Ministries; Model
Cities of St. Paul, Inc.
Family Alternatives, Inc.;
Stivland, Inc./Harbor Shelter;
Family Focus
CMC Justice Services
La Oportunidad, Inc.;
People Incorporated
RS Eden/RSI Laboratories
Intermediate School District
#917
Midwest Monitoring and
Surveillance, Inc.
Residential Transitions, Inc.
Special School District #6;
Independent School District
#196; DARTS (Transportation)
GED Testing Services at the Juvenile Services Center
Gender Specific Cognitive Life Skills Groups (Juvenile) To
provide a curriculum that helps female offenders develop
competencies related to self-concept and family relationships.
Juvenile Sex Offender Treatment Services To provide
treatment to juveniles in the secured facility.
Motivational Interviewing Critique and Coaching To assist
probation officers develop competencies in MI.
One-Day DWI Program Services (Adult) To provide a firsttime misdemeanor DWI offender program.
Outpatient Adolescent Sexuality Treatment Program To
provide assessment and counseling (group, individual and
family) to adolescent sex offenders.
Polygraph Testing Services (Adult and Juvenile)
Psychological Services (Juvenile) To provide psychological
screenings and assessments of juvenile offenders.
Psychological/Sexual Evaluations (Juvenile) To provide
sexual – psychological evaluations of juvenile sex offenders.
Jail Re-entry Program and ISR Transitional Housing (Adult)
To provide housing for high risk offenders on a temporary basis.
Rule 20 Evaluations (Juvenile) To provide evaluations related
to court proceedings.
Safe Streets First (Adult) To provide an alcohol monitoring and
driving curriculum for repeat DWI offenders in Dakota County.
Sentencing to Service (Adult) To operate a program allowing
offenders referred by the Court to work on community
improvement projects.
Sex Offender Evaluations (Adult) To provide psychological
and psychosexual evaluations of adult sex offenders.
Systemic Family Therapy (Juvenile) To provide intensive
family- and community-based treatment that addresses the
multiple determinants of serious antisocial behavior in juvenile
offenders.
Transportation To provide transportation for juveniles and
their families, as well as adult offenders.
Treatment for Sex Offenders (Adult) To provide outpatient
treatment for adult male perpetrators of sexual abuse or assault.
Victim Empathy and Conduct Disorder Groups (Juvenile) To
assist juveniles as part of a diversion program build victim
empathy and recognize behaviors that lead to disorderly
conduct.
Page 85
Sue Flannigan; LouAnn Oppitz
The Purusha Project;
(FACTS)
Alternatives in Healing, LLC
J-SAT Inc.
CDC Centers, Inc.
Alternatives in Healing, LLC
Wold Polygraph
Lopno and Associates, LLC;
Katheryn Cranbrook
Douglas Williams, MSLP;
Wisconsin Lutheran Child and
Family Services
Attic Correctional Services
Roger Sweet, Ph.D.;
Mary Kenning, Ph.D.
RS Eden/Watchguard;
Create, Inc.
Cities of Apple Valley,
Burnsville, Eagan, Farmington,
Inver Grove Heights, and
Lakeville; General Security
Services Corporation;
Independent School District
#197; Lakeside Cemetery
Patricia Orud; Pathways
Psychology
(FACTS); Kente Circle, LLC
General Security Services
Corporation; GAPP Services,
Inc.
Project Pathfinder, Inc.
CMC Justice Services, Inc.
Page 86
BUDGET
Page 87
Page 88
Page 89
Page 90
Page 91
Page 92

dakota county community corrections comprehensive plan 2016

Transcription

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