I. Probation/County Parole - Chief Probation Officers of California

Transcription

TABLE OF CONTENTS
Page(s)
I.
Probation/County Parole (PRCS) Proposal
2-9
II.
District Attorney’s Proposal
10 - 12
III.
Red Bluff and Corning Police Proposal
13 - 14
IV.
Jail Operations Proposal
15 - 17
V.
Work Farm Proposal
18
VI.
Integrated Mental Health and Substance Abuse
19-25
VII.
New Covenant Community Development Corporation
26 - 30
Risk-Based Progressive Sanctions
Community Day Reporting Center
County Parole Hearings/Public Nuisance Prosecution
Tehama County Interagency Drug Enforcement (TIDE)
County-wide PRCS Compliance Team
County-wide Compliance Team
Tehama Interagency Drug Enforcement (TIDE) with
a reduced availability Compliance Team
Fully Staffed Jail
Roadside Work Crew
Electronic Monitoring
Pre-Trial/OR Release
Needs Assessment
Medical Clinic Costs and Services
Facility
Treatment
Number of Beds
Re-entry
Treatment Programs
Transitional Living Center Business Plan
VIII. Transitional Housing Proposal
31 - 33
IX.
Community Action Agency/Social Services Proposal
34 - 37
X.
Job Training Center Proposal
38 - 40
XI.
XII.
XIII.
XIV.
Alternatives to Violence Proposal
Department of Education Proposal
e-Scholar – Adult Education Proposal
Data Collection and Outcome Evaluation
41 - 44
45 - 52
53 – 56
57 - 62
PATH - Sale House
PATH - Men’s Transitional Housing
PATH – Emergency Winter Shelter
Job Search, Job Planning, and Job Retention Services
I.
PROBATION/COUNTY PAROLE/SUPERVISION
RISK-BASED PROGRESSIVE SANCTIONS
The mission of the Tehama County Probation Department’s Adult
Division is public safety, holding offenders in compliance with Court Orders,
providing services to change the lives of those placed under its supervision.
This document provides an overview of the key procedures for the application
of a Risk-Based Progressive Sanctions Model for technical violations of
probation in Tehama County.
The Guidelines for Risk-Based Progressive Sanctions order technical
violations of probation from least severe to most severe and assign a number to
each type of violation. The number assigned refers to a menu of options
available to address the violation.
The numbers in the Guidelines designate the appropriate response for a
first-time violation and range from “1” designating the least severe sanction
level to “4” designating the most severe sanction level. The options for each of
the four possible sanction levels are shown in the Violation Response Table.
The appropriate sanction is then selected from the menu corresponding to the
number designated in the Guideline (Table 2).
There is also a table of progressive incentives when offenders
accomplish certain benchmarks in their probation supervision (Table 3).
Questions Regarding Risk-Based Sanctions for Technical Violations:
1. When will it be used? The Risk-Based Progressive Sanctions Model will
be used only for technical violations of the Conditions of Probation.
2. Does it address new offenses? No, if a probationer commits a new
offense, the District Attorney’s Office will file an Order to Show Cause.
3. How does it take into consideration the circumstances of the case?
The guidelines identify the appropriate sanction level for the violation. The
level (designated by a number of 1, 2, 3, or 4) corresponds to a menu of
available response for the violation. The severity of the response for the
violation depends on the following:
 Type of Offender – There are three sets of guidelines: 1) general
population of offenders; 2) sex offenders; and 3) Domestic Violence
offenders.
 Risk Level – The severity of the response to a first-time technical
violation will depend on the risk level of the offender.
Proposals – Page 2
 Type of Violation – Technical violations are ranked from least to severe to
most severe.
4. How will the sanction process work? Once an offender commits
his/her technical violation, the probation officer will refer to Table 1 to
determine the appropriate level sanction. The probation officer will then refer
to Table 2 to select the most appropriate response from the corresponding
menu based on the nature of the technical violation and any factors that may
need to be addressed through treatment or utilization of community resources
to prevent future violations.
Not all responses in the menu would be appropriate. For example, the
officer would not refer for a psychological evaluation if there is no indication of
any psychological issues relating to the offender’s ability to comply with
conditions.
Responses at Level 1 and 2 do not require a supervisory review. This
allows for swift action in addressing a violation. In some instances, an officer
may assess a Level 2 Violation and determine that a Level 1 is a more
appropriate response for the circumstances of the particular case. This is
allowed with the approval of the supervisor and documentation of the reasons
in the case file. A Level 1 or 2 sanction or referral should be formally
documented in the offender’s supervision agreement and signed by both the
officer and the offender.
A Level 3 sanction must be reviewed with the probation officer’s
supervisor or deputy probation officer III.
It may require a
Modification/Violation of Probation.
A Level 4 sanction is the most severe and would require a Violation of
Probation submitted to the Court. The recommendation to the Court would be
selected from the Level 4 responses. All recommendations must be reviewed
and approved by the Revocation Review Committee.
5. What about subsequent violations of the same condition? When an
offender commits a subsequent violation of the same condition, the officer
would add a level each time there is a violation of the same condition.
However, officers are expected to show a good-faith effort to work with
offenders with repeated minor violations so they do not routinely escalate in
requiring a Violation of Probation with the Court.
6. What about non-compliance, but of different conditions?
 Multiple violations at the same time – the officer should select from the
menu for the most serious of the technical violations. It is possible for
more than one sanction to be imposed for a single incident, with the
supervisor’s approval.
 Reassessment – Further or repetitive violations will increase the
offender’s risk level. When an offender’s risk level increases, the
sanction level would correspondingly increase. Conversely, as an
offender’s rehabilitation progresses, the officer shall reassess using the
Caseload Classification Reassessment Tool. As the offender achieves
stated goals and objectives, he/she would be eligible for incentives.
7. What about an offender that is doing well? Incentives are provided
for offenders that have reached identified benchmarks in their probation
supervision.
COUNTY PAROLE SUPERVISION
Guidelines for Risk-Based Progressive Sanctions
Low
Severity
High
Severity
Failure to complete DNA testing per 296 PC
Failure to pay fines and fees
Failure to complete community service hours
Failure to attend drug/alcohol assessment
evaluation
Failure to seek or maintain steady employment
Failure to follow curfew hours
Failure to report employment changes
Failure to report by telephone
Failure to report for office visit
Failure to enroll in a Court ordered program
Buying, selling, possessing, or consuming alcohol
Entering an establishment where alcohol is sold
Failure to stay away from specified associates
Failure to avoid known gang members or persons
Failure to avoid areas where gang members
congregate
Failure to pay restitution (3 consecutive months)
Failure to attend EBP program as directed by PO
Failure to report current place of residence
Failure to obey the reasonable directive of PO
Failure to report after release from County Jail
Failure to submit to a breath analysis or urinalysis
Failure to stay away from specified location
Positive breath analysis or urinalysis
Non-compliance with Electronic Monitoring
Program
Failure to report at DRC (Day Reporting Center)
Failure to complete registration (sex, arson, drugs)
Possession of narcotics, drugs and other
contraband
Failure to complete a court-ordered program
Non-compliance with Global Positioning Satellite
Failure to stay away from victim
Failure to not annoy, harass, threaten or strike
victim
Possession of a firearm or prohibited weapon
Sanction Level
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
3
3
4
4
4
4
4
4
4
e.g.,
Amended
PO has authority to choose from level 1 or 2 Sanctions without
Supervisory approval so long as PO follows Guidelines for
Graduated Violations and Sanction does not involve jail time.
Behavioral Contract
Offender Submits itinerary
Refer to NA or AA meetings
Increase in number of NA or AA meeting attendance
More restrictive curfew
Level 1
Sanctions
Community Service hours
Verbal admonishment by the probation officer
Re-referral to alcohol or drug education program
Re-referral to evidence based program
Behavior Benefit Analysis
Verbal admonishment by the supervisor/P.O.
Increase in the number of Community Service hours
Referral to Educational Services
Referral to Anger Management
Referral to Moral Reconation Training (MRT)
Referral to Thinking for a Change (T4C)
Level 2
Referral to Parenting classes
Sanctions
Referral to Outpatient Substance Abuse Training (OSAT)
Referral to Psychological Evaluation or Mental Health
Services
Increase in the frequency of alcohol and drug testing
Increase in the frequency of telephone, office, or home visits
Written notice to court
Increase level of supervision
Electronic Monitoring commitment
Global positioning Satellite (GPS) commitment
Residential treatment
Extension of community parole terms
Amend conditions with added restriction/requirements
Level 3 and Inclusion of Ignition Interlock System
Increase in the number of community service hours
Level 4
Daily call-ins
Sanctions
Referral to the Day Reporting Center
Referral to Drug Court
Issuance of a Bench Warrant
Increased Level of Supervision with Zero tolerance
Extension of Probation terms
Jail time as condition of probation
Supervisor Review
(Must follow required
Court Procedures –
Conditions)
(Most Severe)
(Least Severe)
PAROLE SUPERVISION
Violation Response Table
PAROLE SUPERVISION
Violation Response Table
Behavior
Suggested Responses
Keeping appointment
Completing registration requirement
Enrolling in program
Engaging with family
Applying for benefits
Securing transportation
Level 1
Being present at Court hearing
Incentive
Using pro-social communication
Improved social skills
Improved physical health/hygiene
Wearing neutral colors
Diminished use of profanity
Positive collateral contacts/reports
Sobriety (3 clean tests)
New Pro-social activity
Program attendance/participation
Making restitution/fine payments (3 mos)
Associating with pro-social peers
Positive attitude
Coping skills
Level 2
Stable relationships
Dealing well with difficult situations well
Incentives
Regular reporting for office visits for 3 mos.
Volunteering at child’s school/activities
Participation in a community activity
Honesty
Displaying appreciation for others
Expressing genuine remorse
Complete EBP Program
Tattoo removal
Taking prescription medication
Obtaining a driver’s license
Violation free for 6 months
Level
3 Phasing up in a program
Enrolling in education/vocational program
Incentives
Getting a job
Secure and maintain housing
Verbal affirmation
Note card with message
Small rewards
Tracing progress/successes
Personalized stickers
Candy
Pencils
Level 4
Incentives
Early termination
Amend to informal probation
Transfer to unsupervised caseload
Public recognition
Gift card
Graduation ceremony
High School Diploma/GED
Completing a court-ordered program
Case plan goal/objective completion
Membership in organization
Self-sufficiency
Sobriety (1 year)
Complete the DRC
Bus pass
Travel pass
Character coupon
Decreased testing
Curfew changes
Verbal affirmation by supervisor
Note card with message
Small rewards
Decreased frequency of reporting
Reduced level of supervision
Storyboard – Wall of Fame
Certificate of Accomplishment
Letter of support
Program scholarships
Positive feedback to Court
Informal ceremony
Verbal affirmation by administrator
Gift card
Probation Department Community Day Reporting Center (CDRC)
Tehama County is fortunate to have been offered an existing site at no
cost. There are two rooms available at the State Parole Office on Antelope
Boulevard that can be utilized as a Day Reporting Center.
The Tehama County Probation Department plans to provide probation
services to offenders in the medium-high risk offender category. These risk
measures should not be confused with the medium-high risk designated by the
California Department of Corrections and Rehabilitation as applied in AB109,
but the designation that comes from the Probation intake assessment utilizing
the STRONG assessment tool. The CDRC will be a one-stop center for offender
accountability and evidence-based supervision and services. It will provide
supportive supervision and treatment services for eligible or directed
offenders as identified through assessment and the probation officer.
Once an offender is assessed for a specific need or service provided, the
probation officer will direct the offender to specific report times depending on
the services schedule of classes or offerings.
While accessing services, the offender will be closely monitored for
behavior, attitude, drug and alcohol screening and receive incentive probation
case management, and services from a number of providers, as follows:















Mental Health/Alcohol & Drug Screening
Mental Health/Alcohol & Drug Outreach and Engagement
Referral to Mental Health/Alcohol & Drug Outpatient Services
Integrated Treatment Team
Cognitive Based Treatment Techniques
Case Management Services
Adult Education – Life Skills
Financial Training
Family Counseling
Individual and Group Treatment
Anger Management Classes
Job Search and Retention
Faith Based Services
Access to “C4Yourself” Kiosk
Community Services Coordinator – manages volunteers
The services provided at the CDRC will be designed to break the
offender’s entrenched criminal behavior and replace with new skills and
coping behaviors. The department has invested significant resources and
manpower in the selection and implementation of the STRONG Assessment
tool. Through this assessment tool not only is the offenders likelihood to
reoffend assessed, but the services need is identified for the probation
officer to assist in the case management of the offender.
Lastly, the services listed above would be provided by subject matter
experts and not probation personnel. This not only assures a better
product, but also utilizes community based organizations to assist in the
services provided to offenders. In addition, AB109 revenue would be
creating jobs in the community as well.
To maintain a law enforcement presence during the 8 a.m. to 5 p.m.
weekday operations, the Probation Department is requesting one Deputy
Probation Officer position at an annual cost of $70,000. The remaining
program costs will be identified by the programs selected to provide
services.
II.
DISTRICT ATTORNEY PROPOSALS
1.
County Parole Hearings/Public Nuisance Prosecution: One aspect
created by the implementation of AB109 is the development of a new County
Parole Hearing System. This newly created function will require that the
Tehama County Superior Court conduct Parole Violation Hearings for those
offenders who have been sentenced to County Prison and who later are
released on Parole and violate their Parole.
As the agency responsible for representing the People of the State of
California at the hearing, several people will be involved in order to prepare for
and staff the hearing. As such, my office is requesting additional staffing in two
areas. One is related to the preparation of the case file of the Parole offender
and the other relates to the People’s representative at the hearing itself.
An additional aspect of AB109 may relate to the development of a Public
Nuisance focus on certain offenders. This is a unique way to approach a
longstanding problem that cannot be easily addressed by criminal prosecution
alone. Situations which could be addressed by the use of Public Nuisance
prosecution/litigation include: the eradication of a high frequency drug
location (house, apartment, apartment complex, etc.); the prohibition against
the congregation of documented gang members in a specific location(s), the
prohibition against the congregation of people using/abusing controlled
substances in a specific locations(s).
Based on the foregoing, my office would request that we receive funding for
a Legal Secretary to prepare the case files and maintain the calendar for both
Parole and Public Nuisance hearings and two Deputy District Attorney’s to
prosecute the matters at the hearings.
2.
Tehama Interagency Drug Enforcement (TIDE) Team: It goes without
saying that Tehama County has a longstanding, on-going, segment of its
criminal population devoted to the manufacture, distribution, sale and use of
controlled substances within our county. In Tehama County, we have had one
law enforcement team (TIDE) that has been, when fully and properly staffed,
highly effective in combating illegal drug activity.
For the last several years, with the leadership provided by the State of
California’s Bureau of Narcotic Enforcement (BNE), our TIDE team has been
effectively managed. However, with the latest cuts to BNE, the leadership
commitment to TIDE will be gone. With the exodus of BNE from the taskforce,
a question arises as to the California Highway Patrol’s (CHP) continued
participation in the taskforce program.
Currently, subject to BNE’s
participation, CHP staffs that taskforce with an officer. However, with BNE’s
departure, local CHP may not be able to continue to staff TIDE with an officer.
An additional concern over the course of the last year has been the ever
increasing pressure on all local law enforcement agencies to cut funding.
Locally, this has forced the District Attorney’s Office to pull it’s investigator
from TIDE. Due to growing budget cuts, the Red Bluff Police Department has
also pulled its full time police officer from TIDE.
Without full staffing, TIDE has not been nearly as effective as it had been
when fully staffed. With illegal drug activity (manufacture, distribution, sale
and use) being a huge concern for Tehama County residents, as well as for all
local law enforcement agencies combined with the fact that the vast majority of
all crimes committed in Tehama County are related to drugs and/or alcohol, we
as a community must find a way to fully staff and maintain such staffing at
TIDE.
Based on the foregoing, the District Attorney’s Office would like to
request funding to be used to employ an investigator to be assigned to TIDE. It
is my belief that faced with the current criminal sentencing implications of
AB109, we mush as a community, commit to fully funding and staffing TIDE.
TIDE is only as strong and as effective as the member agencies that
comprise it. The more law enforcement partners that participate in TIDE, the
stronger and more effective it will be. I have always been extremely supportive
of TIDE and believe in its continued effectiveness. As in the past, with a secure
funding source, I am committed to staffing TIDE with a highly motivated and
experienced investigator.
3.
Development of a County-Wide PRCS Compliance Team: There has been
discussion concerning the possible development of a county-wide PRCS
compliance team to effectively provide support to the Tehama County
Probation Department on either an as needed basis or on a recurring basis.
Provided that the development of such plan meets with the Chief Probation
Officer’s approval, I am supportive of the concept of a county-wide ‘PRCS’
compliance team. If in fact the Chief Probation Officer and the CCP choose to
develop such a team, and if they would request our office provide and
investigator, I would be in need of additional funding to employ an investigator
for such purpose.
4.
Conclusion: In sum, the Tehama County District Attorney’s Office
recognizes the significant changes that local implementation of AB109 will
require. We must all keep in mind that the state has passed on a billion dollar
problem to the counties of California. In turn, the state is only willing to
provide us with a million dollar solution. Simply put, without the necessary
funding to our county, we need to brace for the inevitable . . . . more crime . . . .
more crime victims.
Although we each recognize that the state’s promised funding will not be
enough to meet all of our local needs, it is us, the citizens of Tehama County
who will decide how to apportion the money that we have been told we will
receive. My vote is to remain true to the values of our Tehama County
communities: To Protect the Public’s Safety, To Punish Offenders, To Enforce
Court Orders and To Make Those Who Choose to Commit Crimes and Violate
the Law Responsible for Their Own Actions.
Tehama County District Attorney – Request for Funding
Position
# of positions
requested
Full-time
cost
incl. benefits per
person
Total Requested
Deputy District Attorney II
2
$97,127
$194,254
Legal Secretary I
1
$27,552
$27,552
Investigator (TIDE)
1
$93,139
$93,139
Investigator (PRCS Compliance)
1
$93,139
$93,139
Total Cost for All Positions:
$408,084
III.
RED BLUFF AND CORNING POLICE DEPARTMENT PROPOSALS
At our last subcommittee meeting you requested input and suggestions
from both Chief Cardenas and myself, Paul Nanfito, on some ideas for the
enforcement component of the new Post Community Release Supervision
(PRCS) program(s).
Chief Cardenas and I represent the two municipal law enforcement
agencies in Tehama County. We have discussed the implementation of AB109
Realignment in detail and the potential impacts on our jurisdictions. After all
the previous discussions, what is clear is that there will be an increase in
releases from the local jail as well as persons on supervised release. Municipal
Police Departments will be held to answer by our communities and elected
representatives regarding our public safety responsibilities associated with
this new population of persons on some form of release or supervision. It is
clear that this population has a history of failed rehabilitation and we must be
prepared to deal with the percentage of this population that will continue to
victimize our citizens. This makes it imperative that our role as municipal law
enforcement must be factored prominently into the implementation and
funding of AB109.
It is very evident that the Probation Department and the Sheriff’s
Department will play a prominent role in the implementation of AB109. It is
also understood that there should be strong programs developed for the
purpose of rehabilitation aimed at reducing recidivism. We support allocating
resources for these areas of AB109 but envision allocation for programs that
would involve police departments in order for realignment to be successful.
We believe there needs to be a strong component that emphasizes
monitoring and compliance checks of those individuals either returning from
State Prison and being placed on PRCS, or are being sentenced locally and then
placed on PRCS. Towards that end, we believe that there are two potential
options to incorporate a strong enforcement component within the strategies
for dealing with PRCS programs and issues. Both should contain a strong
compliance check strategy that involves frontline law enforcement.
Option #1: Recommend that a county-wide Compliance Team be
developed that would include (1) Officer from the Red Bluff Police Department,
(1) Officer from the Corning Police Department and at least (1) Deputy Sheriff
and/or Corrections Officer (1) DA Investigator and at least (1) Deputy
Probation Officer. In order to participate in such a Compliance Team, both the
Corning Police Department and the Red Bluff Police Department are looking for
a strong funding commitment utilizing AB109 funds in order to participate in
such a Compliance Team. Optimally, we believe that it would be appropriate to
fully-fund one police officer for each department.
Our neighbors to the north have developed a strong compliance team.
The Shasta County Community Correction Partnership Committee has
developed a Compliance Team in Shasta County that will fund (2) Redding
Police Officers, (2) Deputy Sheriffs as well as Deputy Probation Officers (not
certain of the numbers).
Option #2: The TIDE Task Force is losing significant staffing and funding
due to the demise of the California Department of Justice, Bureau of Narcotic
Enforcement. AB109 funds could be used to ensure that local agencies can
maintain this task force and a percentage of the TIDE Task Force’s time could
be utilized for some version of the Compliance Team, checking those person(s)
placed on PRCS. We are looking for a strong funding commitment here for the
Corning and Red Bluff Police Department with at least 50% funding for the
agents assigned to the Task Force.
Given funding levels it may be appropriate to delay funding these
positions until July 1, 2012.
IV.
JAIL OPERATIONS
In previous actions, the Board of Supervisors has approved sufficient
positions to fully staff the existing Jail. In addition, another correctional officer
position was authorized to supervise roadside work crews. On December 6,
2011, the Board of Supervisors also approved the Sheriff Department’s request
to contract with Satellite Tracking Offender Program (STOP) for an electronic
monitoring program. It is the intent of the program to assist in assuring the
Tehama County Jail beds are utilized for the offenders of greatest risk to the
community.
Committee work continues on Pre-trial/OR Release. Future proposals
will be submitted for committee review and possible approval.
It has been proposed that an Assessment Study be conducted of the
Tehama County Criminal Justice System and the impact on the jail population.
There are two conditions that affect jail populations (1) the number of people
brought to jail, and (2) their length of stay.
The number of people brought to jail is affected by use of alternatives to
incarceration as well as by the growth of crime. For example, not all persons
apprehended for low level offences need to be booked into jail, some can be
given a field citation or Notice to Appear. The use of the jail by prosecutor’s,
courts and probation departments can affect overcrowding.
The second condition, length of stay, is especially susceptible to
overcrowding the jail population. Since the majority of jail inmates, (Tehama
County 63%), is unsentenced, the length of stay is affected by the speed with
which cases are processed.
Jail population assessments can help identify causes for jail
overcrowding. If nothing else, an assessment of the population and practices
provide a higher level of public safety by making sure the available beds are
used for the highest risk offenders.
Medical Clinic Costs and Services
Tehama County Health Services Agency Clinic provides medical services
and consultation to Sheriff’s Department staff in order to meet the
requirements of the California Code of Regulations (CCR), Title 15. The current
medical services include two full time equivalents (FTE) of nursing staff and
one .5 FTE of a Medical Assistant. In addition to the ancillary medical staff, the
clinic provides a Licensed Medical Provider two days per week for an average
of five hours total per week. These office hours are used for routine medical
visits with inmates.
The nursing duties include performing medical
assessments, reviewing booking sheets for medical indicators, responding to
inmate medical requests, managing pharmaceutical ordering, administering
medication to inmates, emergency medical response, and routine tuberculosis
screenings. The medical providers also provide on-call consultation after hours
and on weekends (with 24/7 availability).
Expanded Jail Services: In preparation for the upward shift in the Jail
census and the probable severity of medical conditions of the incarcerated
population, the Clinic services will need to be increased. The average inmate
census is projected to increase from 170 inmates, up to 227 inmates, which
amounts to a 33.5% increase. Medical provider visits will rise as a result of the
increased population and the severity of health issues. An increase of 410
additional visits per year or 1.75 hours of provider time per week, would be
necessary to maintain services at the current level, provided inmate health
remains as it is today. With the probability of housing inmates with more
severe health issues in the jail, we would anticipate the frequency of inmate
visits to double for the added population. This amounts to a total increase of
820 visits and 3.5 hours of additional medical provider time per week. The
estimated increase for medical visits is $34,440. (See the monetary projections
on the spreadsheet attached.)
In reviewing the nursing services, an additional 57 inmates and
increased severity in health issues at the jail would likely require an additional
.5 FTE nursing hours ($43,965) raising the total nurses to 2.5 FTE. The
increase in services provided will also require a full time Medical Assistant (up
from .5 FTE) to allow the nursing staff to focus full time on nursing functions
and not the paperwork, filing and other clerical duties. The total cost for salary
and benefits for the additional half-time Nurse and Medical Assistant positions
is estimated at $71,891.
The average pharmacy cost per inmate is projected to remain at the
same level or increase incrementally due to a number of patented drugs going
to generic forms. The projected pharmaceutical costs would therefore be
consistent with the increase in inmate census totaling an additional $48,203.
Work Farm Services: In looking at the Work Farm proposal and
evaluating the medical needs when inmates are housed at the Work Farm, the
Clinic projects at least one hour per week for a medical provider to come on
site and see patients. The inmates in this setting should require less medical
attention and be a healthier population than those housed in the jail. The
annual cost of medical visits for the work farm population is estimated at
$9240. This represents a 50 percent decrease in the number of visits per capita
for the current jail inmates. The projected pharmaceutical costs for the work
farm population (following the same assumption that this is a “healthier”
subset of inmates) have been lowered by 20 percent of the average inmate cost
per year. The pharmacy cost at the work farm is estimated at $40,592.
Jail Medical – Cost Projections
Jail Census of 170
(current/actuals)
Jail Census of 227
(full capacity/more
severe)
Farm Census
of 60
Medical Provider visits per
year
1223
*2043
****220
Medical Provider
hours per week
5
*8.5
1
Per visit charges - $42.00
$51,366
$85,806
$9,240
Nurse visits per year
3600
4248
0
Number of nurses
2 FTE
**2.5 FTE
0
$43,965
Medical
.50 FTE
**1.0 FTE
0
$27,926
Pharmacy cost per inmate
per year
$845.66
$845.66
$845.66
Total Pharmacy costs per
year
$143,762
$191,965
$40,592
Number
Assistants
of
call
–
Total Increase in Cost:
Increase
in
Expense to S.O.
$43,680
$88,794
$204,365
*Assumption 1: When jail census increases by 33.5% up to 227 – 33.5% more medical provider visits = 410
per year or 1.75 hrs per week if inmate health was today. With the probability of housing inmates with more
severe health issues in the jail, we anticipate the frequency of inmate visits to increase, so we allowed for 410
additional visits per year (1.75 hrs per week) for a total increase of 820 visits and 3.5 hrs. of medical provider
time.
**Assumption 2: An additional 57 inmates at the jail would likely require an additional .5 FTE in nursing
hours and an additional .5 FTE of a Medical Assistant. The increase to a full-time Medial Assistant would allow
the nursing staff to focus on nursing functions and not paperwork, filing and other clerical duties.
***Assumption 3: Pharmacy costs are derived from the 2010-2011 Diamond Pharmacy actual numbers and
the per inmate average is used across the board.
****Assumption 4: The number of medical provider visits at the Farm was calculated by taking 36% of the
current inmate visits at the jail (60/170) and then cut the number of visits in half, as its population should
require less medical attention that the current inmates in the jail.
V.
WORK FARM
One of the cornerstones in the CCP plan has been the proposed
development of a Work Farm in Tehama County. It is widely recognized that
the AB109 population shift from Parole/Prison to Probation/Jail will over tax
the existing jail facility. Regardless of jail population reduction measures, there
will be a need for additional beds. The Work Farm fills that need and has the
potential for more.
Specifically in this County and perhaps unique to the State is the
proposal to open a Sheriff’s managed Work Farm. To date, the proposal varies
between 60 and up to 120 beds. The people of Tehama County want offenders
to serve their time and be punished for law violations. The wholesale change to
the criminal justice system in California provides funding, momentum, and
opportunities for offenders to not only serve their time, but to be productive
while doing so. In addition, they can learn skills, receive on the job training for
potential work in this county, produce food to reduce jail costs and feed the
poor, and lastly, the offenders serving their time are a captive audience for
evidence based practices, services and treatment. The intent of the program is
to assure, the jail is reserved for the highest risk offender, reduce incarceration
costs, and provide life changing services, while the offender is serving his
sentence.
Consistent with the constant treatment theme that extends from the
probation officer supervising their behavior on the street, to the services
provided in the Community Day Report Center, the jail, and lastly the Work
Farm, proposals are included in the plan requesting funding to provide the
following:















Mental Health/Alcohol & Drug Screening
Mental Health/Alcohol & Drug Outreach and Engagement
Referral to Mental Health/Alcohol & Drug Outpatient Services
Integrated Treatment Team
Cognitive Based Treatment Techniques
Case Management Services
Adult Education – Life Skills
Financial Training
Family Counseling
Individual and Group Treatment
Anger Management Classes
Job Search and Retention
Faith Based Services
Access to “C4Yourself” Kiosk
Community Services Coordinator – manages volunteers
VI.
AN INTEGRATED SERVICES MODEL FOR MENTAL HEALTH
AND SUBSTANCE USE DISORDER PROGRAMS
1.
Integrated Dual Disorder Treatment (IDDT)for Co-Occurring Disorders
(COD): “Substance abuse is the most common and clinically significant comorbid disorder among adults who have a serious mental illness. Estimates
are that at least 50% of consumers who have schizophrenia are affected by
substance use. About 30% of individuals with anxiety and depression
experience a substance use disorder at some point. Moreover, these cooccurring disorders are associated with a number of negative outcomes,
including increased rates of relapse, hospitalization, violence, legal problems,
incarceration, suicide attempts, homelessness, and serious infections such as
HIV and hepatitis.” (SSMHH, 2009)
Tehama County Health Services Agency (TCHSA) Mental Health and
Drug and Alcohol Divisions would provide integrated mental health and
substance use disorder services utilizing a team consisting of a mental health
clinician, certified drug and alcohol counselor and a psych aide/drug and
alcohol aide. This team would provide coordinated services and would be a
member of the case planning meeting with probation and other community
partners. “Treatment for people with dual disorders is more effective if the
same clinician or clinical team helps the individual with both substance abuse
and mental illness; that way the individual gets one consistent, integrated
message about treatment and recovery“ (SAMHSA, 2003).
Individuals in the justice system who have mental health needs face
multiple barriers to community re-integration as noted previously. These
persons may require housing, employment, mental health and substance use
disorder treatment, and independent-living services in order to prevent their
return to custody. It is recommended that the parole/probation and mental
health systems coordinate care, share treatment histories, and collaborate on
discharge planning. There is significant evidence that coordinated services
increases participation in treatment services and reduces recidivism rates.
(SCMMHA, 2009)
Mental Health and Drug and Alcohol would be utilizing the following
evidenced based programs throughout the continuum of services and service
sites that will reduce recidivism and increase public safety.
2.
Motivational Interviewing (MI): Motivation for change is a critical
component in addressing substance use disorders. Longitudinal research
studies indicate that level of motivation, or readiness for change, is a significant
predictor of a positive therapeutic alliance, treatment retention, treatment
outcomes (e.g., substance use, employment, and psychological functioning), and
whether substance use will change or remain static. Different kinds of
assistance are required depending upon which stage of change individuals are
in and are moving towards. Motivational Interviewing is designed to foster
intrinsic motivation for change through the exploration and resolution of
ambivalence. It involves accepting clients’ levels of motivation as the basis for
change and avoiding argument and confrontation in order to focus on
establishing rapport.
Motivational Interviewing was originally developed for intervention for
alcohol consumption problems. MI has been found to be effective for people
who are initially ambivalent or reluctant to change, particularly when the
problematic behavior is rewarding (e.g. smoking and drinking excessively).
This technique avoids confrontation (e.g., disagreeing, emphasizing evidence of
impairment, and arguing), as this is associated with higher levels of resistance
and reductions in the likelihood of behavior change. Instead, reasons for
concern and change are elicited from the person. These are then explored in a
supportive manner. The goal is to highlight any discrepancies between present
behavior and desired goals to trigger behavior change.
3.
Cognitive-Behavior Therapies for Criminogenic Behavior: Structured
and intensive cognitive-behavioral approaches that address criminogenic
thinking and behaviors can be effective in developing and enhancing life
management, problem-solving, and self-control skills; developing affiliations
with prosocial peers and role models; promoting closer family ties and
enhancing positive family structures; and managing and altering antisocial
thoughts, attitudes, and feelings.
4.
Moral Reconation Therapy (MRT): MRT is a cognitive-behavioral
program that uses education, group and individual counseling, and structured
exercises to alter decision-making and promote moral reasoning. The program
is conducted in classes of five to twelve participants on a weekly basis. During
group sessions, participants present/share exercise assignments from the MRT
Workbook, which each participant receives. MRT steps begin with relatively
simple tasks (i.e., exercises) that progressively increase in complexity. Lower
level steps are concerned with issues of honesty, trust and acceptance, while
higher steps move toward active processes of repairing damaged relationships
and long-term planning. A twenty-year recidivism comparison study, clearly
shows that offender participation in MRT leads to significantly lower reincarceration rates, lower re-arrest rates, and a higher rate of clean records.
5.
Cognitive Behavioral Therapy (CBT): Cognitive behavioral therapy
(CBT) has a strong evidence base for a number of mental illnesses including
anxiety disorders, depressive disorders, eating disorders, and personality
disorders. Cognitive behavioral therapies are also used to ameliorate the
neurocognitive deficits of some serious mental illness and various CBTs are
employed as part of many of the SAMHSA evidence-based practice protocols
(e.g., behavioral tailoring, motivational interviewing, relapse prevention,
psychosocial skill enhancement, relaxation training, and so forth).
A
multimodal approach that involves the combination of CBT and medication has
been shown to enhance outcomes. CBT can be provided in either individual or
group therapy sessions.
TRAUMA-INFORMED APPROACHES
1.
Seeking Safety: Seeking Safety is a present-focused manualized
intervention with twenty-five topics that integrates treatment for PTSD and
substance use disorders that can be combined with trauma-processing
techniques. It can be used for men or women, individual or group formats, and
within outpatient or residential treatment facilities. Sessions focus on skills
designed for both substance use problems and PTSD (e.g., distraction
techniques that can be used to subdue the triggers for both disorders) to help
consumers attain a sense of self-control and avert engagement in high-risk
behaviors, relationships, ideation and behaviors.
Studies of the program show that it leads to significant reductions in
substance use, trauma-related symptoms, suicide risk, suicidal thoughts,
depression, and cognitions related to substance use, as well as improvements
in social adjustment, family functioning, problem solving, and didactic
knowledge related to the treatment.
2.
Criminal Justice-Informed Case Management: In the criminal justice
system, case managers link individuals with needed resources, track progress,
monitor court-imposed conditions, and report information to supervisory
authorities. Case management has been shown to be an effective means of
dealing with the fragmentation of the criminal justice system as well as social
service, mental health, substance use disorder, and health care systems.
Accessing community resources can be challenging for individuals
subsequent to incarceration. In addition to assuming responsibility for
meeting one’s daily needs, the stresses of finding housing, health care,
transportation, employment, child care, and meeting requirements for
supervision and treatment, can increase the potential for relapse.
Case management is used to ensure that immediate needs (e.g., medical,
dental and mental health care services; child care and custody assistance;
housing, educational, employment, legal aid; and procurement of entitlements)
are met. Case management has been found to enhance retention in
community-based treatment among individuals involved in the criminal justice
system.
SERVICE DELIVERY
1.
Medication Support (evaluation/assessment and medication
dispensing): Medication evaluation and assessment will provide by TCHSA
medical staff. Medical clinic nurse in consultation with a medical clinic
physician and/or Mental Health psychiatrist or nurse practitioner will provide
medication dispensing.
2.
Mental Health Crisis Services: Include mental health screenings and
evaluations for 5150 criteria on an as needed basis. Evaluations are conducted
both in the jail and at the Community Crisis Response Center (CCRU). Mental
Health and Clinic Staff are currently providing services.
3.
Substance Abuse Treatment: Will be provided weekly utilizing Moral
Reconation Therapy, by a certified drug and alcohol counselor. The program
would be a 26-week program.
4.
Co-occurring Group: Will be provided on a weekly basis by a mental
health clinician and drug and alcohol counselor for those individuals who have
been identified as experiencing both mental health and substance abuse
problems.
WORK FARM
1.
Outreach and Engagement: Twice weekly, a team from Tehama County
Health Services Agency will make themselves available to the Work Farm to
provide linkage and brokerage to services, education on topics such as benefits
including CMSP and community resources.
2.
Orientation to Services and Success: Once per week the team will
provide orientation to services offered at Mental Health and Drug/Alcohol
programs. Topics regarding integrated model and probation case management
will also be addressed for client success.
3.
Medication Support (evaluation/assessment and medication
dispensing): Medication evaluation and assessment will provide by TCHSA
medical staff. Medical clinic nurse in consultation with a medical clinic
physician and/or Mental Health psychiatrist or nurse practitioner will provide
medication dispensing.
4.
Mental Health Crisis Services: Include mental health screenings and
evaluations for 5150 criteria on an as needed basis. Evaluations could be
conducted both at the work farm and at the Community Crisis Response Center
(CCRU).
5.
Substance Abuse Treatment: Will be provided weekly utilizing Moral
Reconation Therapy, by a certified drug and alcohol counselor. The program
would be a 26-week program.
6.
Co-occurring Group: Will be provided on a weekly basis by a mental
health clinician and drug and alcohol counselor for those individuals who have
been identified as experiencing both mental health and substance abuse
problems.
DAY REPORTING CENTER
1.
Outreach and Engagement: Twice weekly, a team from Tehama County
Health Services Agency will make themselves available to the Work Farm to
provide linkage and brokerage to services, education on topics such as benefits
including CMSP and community resources. An education group to introduce
concepts of mental wellness and Substance Abuse 101 will take place in this
setting.
2.
Screening: Mental Health – Brief mental health screening and referrals
to services will occur at the center.
3.
Substance Use Disorder – Brief substance abuse screenings and referrals
to services will occur at the center.
4.
Case Management: Linkage and Brokerage utilizing criminal justice
involved case management, including referrals to outpatient mental health and
substance use disorders treatment services. Transportation services may be
included in this definition of case management.
OUTPATIENT SERVICES
1.
Med Support: Assessments for medication, adjunctive pharmacological
support (prescriptions, follow-up labs and visits) for mental health issues.
2.
Clinical Therapy (CBT, MRT, Seeking Safety): Individual and/or group
utilizing evidenced-based best practice models that demonstrated decreased
recidivism, better outcomes and positive impact on public safety.
3.
Co-occurring Disorders Group: Co-facilitated by the integrated services
team (mental health clinician and drug and alcohol counselor) utilizing
Motivational Interviewing and Cognitive Behavioral Therapy interventions
which are evidenced-based best practice models recognized by SAMHSA as
effective practices with criminal-justice involved individuals who experience
both mental health and substance use disorders.
4.
Substance Abuse Treatment (MRT): A five-month program specific to
criminal justice-involved individuals utilizing Moral Reconation Therapy, an
SAMHSA recognized evidenced-based practice.
5.
Case Management: The integrated health services team will provide
transportation, linkage, brokerage, coordination of services Case management
is used to ensure that immediate needs (e.g., medical, dental and mental health
care services; child care and custody assistance; housing, educational,
employment, legal aid; and procurement of entitlements) are met. Case
management has been found to enhance retention in community-based
treatment among individuals involved in the criminal justice system.
INTEGRATED TREATMENT TEAM MEETINGS
Utilizing a criminal justice informed case management model, which is
an established evidence based practice for criminal justice populations, the
treatment providers and probation case-load managers will meet on a regular
basis as needed to establish needs assessments, and service plans for
individuals that fall under Post Release Community Supervision. Of the onetime costs associated with Tehama County Services Integrated Model for the
(PRCS) the MRT training and associated materials will be made available to
Probation and Treatment Providers, insuring a common language across the
program that is an evidence-based best practice, providing decreased
recidivism and more successful outcomes.
BUDGET
FY 2011/2012 (7 Months)
One-time costs
Moral Reconation Training and materials
$15,000.00
(Costs include training for 20 individuals and
workbooks for 100 clients)
Staff (7 months of FTEs with salary and benefits)
1 FTE Mental Health Clinician II
$58,721.00
1 FTE Drug and Alcohol Counselor II
$41,725.00
1 FTE Psych/Drug Alcohol Aide II
$31,890.00
FY 11/12 Total Cost
$147,336.00
FY 2012/2013 (12 Months)
Staff (12 months of FTEs with salary and benefits)
2 FTE Mental Health Clinician II
$201,330.00
2 FTE Drug and Alcohol Counselor II
$143,057.00
1 FTE Psych/Drug Alcohol Aide II
54,669.00
FY 12/13/Total Cost
$399,056.00
$
There will be a cost offset for services to the un-incarcerated offenders
on MediCal or CMSP. However, since the amount of this offset or savings is
unknown at this time, the full cost of staff is included.
VII.
NEW COVENANT COMMUNITY DEVELOPMENT CORPORATION
At TLC, Transitional Living Center, we believe that when men and
women have secured safe and sustainable housing only then can they begin to
address the issues that have brought them to homelessness. We seek to
promote responsibility, self-confidence, self-esteem, and positive life changing
behaviors.
Our Transitional Living Program offers temporary housing up to 2 years.
In that time clients receive an individual program plan and weekly case
management.
The program’s focus is on providing clients with resources and education
through community collaboration that will assist them on their journey to
obtain positive life changing skills that ultimately lead to self-sufficiency, while
providing a safe and healthy living environment.
1.
Business Owner(s) & Service: As the President of NCCDC, I have been an
active advocate in the homeless community, many of which have been
previously incarcerated and without the needed resources to move into
independent living. I currently co-pastor The Church Without Walls in the Red
Bluff River Park which just ended its third year as an outreach to the poor and
homeless. I was previously the Director for PATH (Poor and the Homeless) and
managed the transitional housing for men. More importantly, I have over 20
years in business management as a General Manager for multi-million dollar
operations so I am experienced in managing people as well as profit. I am
married to a Sergeant in the Sheriff’s Department in the Bay Area. I know what
the demands are in the law enforcement field, how to properly manage an
operation and the needs of those who truly have to desire to become
productive citizens. I am aware of the community services currently available
to the homeless segment and am currently seeking a base of operations for a
community resource center.
It is our goal to provide safe and sustainable housing while offering
resources and education that promotes the changes necessary to become selfsufficient. This will reduce the stress to county budgets and staffing while
providing a viable alternative to incarceration for those most likely to benefit
from this program- the non-violent, non-sexual and non-serious offenders.
2.
Mission Statement: The mission statement of the New Covenant
Community Development Corporation is to provide relief to the poor,
distressed, and/or underprivileged through job creation and social services.
These services include, but are not limited to recovery, mentoring, food pantry,
community clothes closet and transitional housing.
We are a Nonprofit 501(c)(3) that has provided transitional housing,
mentoring and resource referrals in the past and is looking to expand this
program to assist in the changes taking place in the community as a result of
new legislation such as Assembly Bill 109.
3.
Company Structure: We are a nonprofit 501(c)(3) established for public
and charitable purposes as previously mentioned. We have no paid employees
and have an extensive base of volunteers to facilitate our outreaches and
programs.
4.
Target Market(s): The homeless in need of transitional housing the soon
to be homeless due to the realignment of low level prisoners from the state
prisons to county supervision.
5.
Current Opportunity: Due to the changes in legislation there will be an
influx of inmates that will need alternatives that will encourage rehabilitation
as well as provide opportunities to learn job skills and self-sufficiency.
6.
Projection of Business Future: We are in the process of locating a
property to be used for transitional housing for women and children as there is
currently a waiting list for these services in Tehama County. We plan to open
transitional housing for men as soon as the properties become available. Since
we plan to be self-sustaining, we are looking for donated property which will
be a tax write off to the donors due to our nonprofit status.
We are eligible to apply for government grants for operating costs, but
feel it is important to lead by example to our clients by modeling attributes of
fiscal responsibility and self-reliance rather than entitlement and codependency.
7.
Financial Summary/Funding Sources: We plan to seek donations from
private parties and organizations.
 We will apply for local community grants.
 Total amount of projected average monthly expenses: $ 872-$1572
per house
 Total amount of projected average monthly revenue: $ 2600 per house
MARKET ANALYSIS AND STRATEGY
The only transitional housing available in the Red Bluff area is provided
by P.A.T.H. and it does not meet the current needs of our community. In the
near future these needs will only increase with the transition of 74 people
moving from parole to probation by March of 2012.




Establish a Community Resource Center for the poor and homeless: This
will provide a point of contact for clients needing direction to available
providers as well as screening candidates for the transitional housing
programs.
Establish a TLC for Women and Children
Establish a TLC for Men
Establish a TLC for Families
OPERATIONS PLAN
Our goal is to supplement the existing transitional housing programs
already established in our community. In addition, we would like to provide
services not currently available (i.e. family housing and housing for newly
released prisoners.)
1.
Location: We will utilize homes that will accommodate a minimum of 6
clients per location.
2.
Operation: We would like to begin operations as early as November
2011. There would be a Case manager and House Monitor assigned to each
location. We will provide services up to 2 years for clients complying with
program rules including mandatory drug testing and community service.
3.
Organization Structure: TLC is under the direction of the New Covenant
Community Development Corporation a 501 (c)(3).
4.
Employees: Initially there will be a volunteer Case Manager and House
Monitor for each location. If funding allows this may become a paid position.
The Case Manager will be responsible for ensuring that program requirements
are met, developing a plan of action for the clients and referrals to appropriate
programs that will aid in their development and success in the program. The
House Monitor is a live-in position that ensures that house rules are enforced
and reports to the Case Manager as needed.
5.
Capacity: We can accommodate up to 6 in each location in a single
family home without a use permit.
FINANCIAL PLAN
It is our goal to encourage a healthy work ethic that will not only teach
the clients valuable skills, but make the program self-sustaining. As part of the
program, clients will be required to obtain employment and give 50% of the
proceeds to TLC to pay for the expenses of running each house. At successful
completion of the program the client will be reimbursed up to 20% of that
amount to assist in securing permanent housing. Each location will have a
separate P&L (Profit and Loss Statement) to ensure the house is in compliance
and successfully achieving self-reliance. Donations will be listed as such and
used in accordance to wishes of the donors.
Cash Flow Projection
Cash Flow Projection (Appendix A)
Projected Monthly Budget
Expenses
Rent/Lease
Utilities
Insurance
$750.00
$300.00
$100.00
*
Food
$300.00
**
Cleaning Supplies
$50.00
***
Case Manager
Anticipated Monthly Expenses
$500.00
$2,000.00
Divided by 6 clients
monthly cost
$333.33
*or no cost
**From the food bank for clients without assistance
AVAILABLE RESOURCES

Member of Tehama FoodShare and North State Food Bank-access to
inexpensive food and toiletry items

Community clothes closet

Endorsed by the Northern California Peace Officers for Christ
organization which offers it’s assistance on an on-going basis.

Experienced Volunteer Staff for both the men and women’s - Susan
Harms was a former Director for Path and did case management for
“Pathways”. Designated case manager also has experience working with
the homeless.

Highly qualified Advisory Board with members with extensive
experience in substance abuse and working with the homeless. Our
Board includes men from both, Law Enforcement that are DAR (Drug
Abuse Recognition) Certified, as well as an ex-felon who is now a local
author of the book, “The Courage to Change”. We have experienced
tradesmen who will mentor the men in work skills that will improve the
probability of gaining meaningful employment. These men will serve as
an advisory board to the program and mentors to the men.

One-on-case management to assist with:
 Applying for mainstream benefits
 Access to healthcare
 Domestic violence issues
 Drug and alcohol issues
 Mental health issues
 Reunification process
 Legal advocacy
 Parenting classes
 Education funding
 Job and house search techniques
 Time management
 Budgeting
 Basic life skills including training in trades by professionals in our
community such as electrical, solar, and wood working.
We will lease 3 bedroom homes or units that will accommodate up to 6
clients. New Covenant CDC anticipates that it will cost no more than $2000. per
house per month. That is a cost of $333.33 per participant or less than $12 per
day. So, annually that would be $24,000. per house.
Start up costs for each house would be:
$750.00 Deposit
$1000.00 for 6 beds
$500.00 for Misc. Furniture purchased at Thrift Stores
Total =$2250.00 One time set up cost per house.
We can begin immediately after funding as our volunteer staff and board are
already in place.
VIII.
TRANSITIONAL HOUSING
1.
PATH’s Sale House: The Sale House supported through PATH provides a
safe and secure environment for women to provide sobriety and reconnect
with their children. Started two years ago, currently the Sale House is solely
supported by PATH. Through the generosity of the Sale family, the house itself
is provided for PATH to use at a cost of $1.25 per year. This greatly lowers our
overhead and allows us to provide housing for a maximum of 15 clients that
includes a house monitor, the clients and their children.
The Sale House cost per individual is thus low, $14.00 per day, per client.
This dollar amount does not include food or toiletry items or standard
household items like cleaning supplies or light bulbs. Those costs are expected
to be part of any income earned by the individual participant. Most of our
women have some form of assistance from the government; General
Assistance, AFDC, SSI, or food stamps to name a few.
If PATH were to be asked to provide more beds, those beds could be provided
based on a model that might look like the men's program. Current housing is
provided at a cost of $750.00 per 2 bedroom unit which includes utilities.
Housing necessities such as dishes, flatware, minimum furniture, bedding and
lighting would be provided.
Maintenance, cleaning, replacement for
disposables, care for clothing would be expected from the client. The physical
bed would be a one-time cost. Four beds per unit currently provided, with box
spring and mattresses, at a cost of $189.95 (plus tax) per bed. Food would
need to be arranged and would be imagined to be similar and equivalent to
food stamps. If reunification with children were to be part of the program, the
cost would rise accordingly to facilitate the children.
Providing a safe, secure, clean and monitored home, PATH believes, is
the second step in helping our clients re-enter the mainstream community.
Without this support and having a fixed address it becomes very difficult to
maneuver the rigors of cleaning up ones record from any number of problems
that arise strictly from the condition of being homeless. Emotionally and
physically, by providing housing, clients can begin to become healthy.
Providing an address for medical and for the purpose of working to clear City,
County, State, or Federal records is an imperative step to the long term well
being of our clients.
2.
PATHWAYS a men's transitional housing program, provided by PATH
and supported through a HUD program: The Pathways program is a men's
transitional housing facility that is operated out of three apartments located in
a multi-unit apartment complex. Each apartment is a two bedroom, one bath
apartment unit with two beds provided in each bedroom. Our program is able
to support a total of 12 men in transition. A case manager and house monitor
are provided for on a 75% basis/reimbursement through the HUD grant. Our
clients pay 30% of their income to PATH, not to exceed $300.00. Upon
transitioning out of the program 10% of the retention money is refunded back
to the client. This retention money helps to pay for the apartment cost.
PATHWAYS cost per individual is calculated to be $25.00 per day, per
individual. This dollar amount does not include food or toiletry items or
standard household items like cleaning supplies or light bulbs. Those costs are
expected to be part of any income earned by the individual participant. Most of
our men have some form of assistance from the government; General
Assistance, SSI or food stamps to name a few.
If PATH were to be asked to provide more beds, those beds could be
provided based on a model that might look like this. Current housing is
provided at a cost of $750.00 per 2 bedroom unit which includes utilities.
Housing necessities such as dishes, flatware, minimum furniture, bedding and
lighting would be provided.
Maintenance, cleaning, replacement for
disposables, care for clothing would be expected from the client. The physical
bed would be a one-time cost. Four beds per unit currently provided, with box
spring and mattresses, at a cost of $189.95 (plus tax) per bed. Food would
need to be arranged and would be imagined to be similar and equivalent to
food stamps.
Providing a safe, secure, clean and monitored home, PATH believes, is
the second step in helping our clients re-enter the mainstream community.
Without this support and having a fixed address it becomes very difficult to
maneuver the rigors of cleaning up ones record from any number of problems
that arise strictly from the condition of being homeless. Emotionally and
physically by providing housing clients can begin to become healthy. Providing
an address for medical and for the purpose of working to clear City, County,
State, or Federal records is imperative to the long term well being of our
clients.
3.
PATH Emergency Winter Shelter Costs: Currently the PATH Emergency
Winter Shelter runs from November 1, 2011 Through April 30, 2012 between
the hours of 5:00 p.m. until 8:00a.m. Hours of operation vary based on weather
conditions, adding shelter hours due to heavy rain or extreme cold spells. The
shelter is staffed primarily by volunteers; monitors, cooks, food servers,
dishwashers, etc. There is always at least one paid staff member on site during
hours of operation. Our clients include; single men, single women and families.
The average cost of providing the PATH Emergency Winter Shelter per
individual is $10.00 per day. Our minimum cost, regardless of client’s
participation, is $220.00 per day. Last year our numbers ran from 10 to 44
individuals at any given time. If PATH were asked to provide year round
emergency shelter, it is projected that cost would rise due to three likely
conditions. One, the churches that open their doors to PATH for the winter
would not likely be available for year round use due to the cost of utilities and
the displacement of the church programs. Two, it is likely that those who
volunteer to cook would be unwilling to provide a year round effort. Three, as
we are completely underwritten by the churches regarding all site location
cost, building and utility costs would likely increase.
We, at PATH, feel that the Emergency Winter Shelter is the first effort to
provide consistency for all homeless individuals who wish to return to a
mainstream lifestyle. This is a very simple step targeted to support those with
immediate needs. Those who have fallen on bad times, as well as those who
have been chronically displaced from the main stream for a period of years.
Last year 20% of our clients found permanent housing in and around the Red
Bluff area.
IX.
COMMUNITY ACTION AGENCY/SOCIAL SERVICES PROPOSAL
1.
First Program Description: Tehama County Community Action Agency
suggests leveraging services by using a Community Action Resources Liaison to
help released individuals navigate the variety of county social, legal and
counseling services as well as resources from faith based organizations, food
banks, transitional and permanent housing and Section 8 providers in the
community. This position would provide short-term, intensive services to
introduce clients to the services in the county as a “warm handoff” to the staff
at any of the resource locations. The CAA liaison would conduct a needs
assessment and then information on bus schedules, housing, food, and family
resources twice weekly at the day reporting center to provide a plan of action
customized to each client’s immediate needs. Each liaison would receive
benefits eligibility training. This would not be a case manager position.
DMV or other ID
Applications for cash aid, CalFresh, or Veterans benefits
Assistance finding housing
County records
Food providers
Financial literacy
Family counseling, parenting workshops
Employment
GED or diploma preparation programs
Medical, mental health, substance abuse counseling
Other
How it will help? Liaison assists with:
1. Problem-solving skills development
2. Coping mechanisms
3. Short term goal setting
4. Individualized assistance
5. Use of available resources to help themselves
6. Immediate connection to services that are necessary for everyday life
The cost would be equivalent to .4 FTE of a Community Services position.
The position is already partially funded through 2 grants so contribution of
approximately $20,064/yr CCP Realignment funds would permit us to hire a
full-time staff person in this role.
Services would be provided at the Day Reporting Center twice weekly and
on interval basis as needed or available to meet goals of the position.
2.
Second Program Description:
Tehama County Community Action
Agency would provide a mentorship program called Circles. This network
development process is instrumental in building stronger families, and ability
to move out of poverty. The program teaches participants to be “Circle
Leaders” and empowers them to plan, organize and direct their own path out of
poverty. Supportive services such as meals, child care, and individual family
advocates, called, “Circle Allies”, eliminate many would-be barriers to
participation. These volunteers eliminate isolation and assist families to meet
their goals. This approach would require community volunteerism and buy-in,
and although is not always used to assist with clients released from prison, we
believe it can work with that population.
We can begin immediately after funding, as our volunteer staff and board are
already in place.
Bilingual monthly Salary and Benefits is $4,291,
Non-bilingual monthly Salary and Benefits is $4,070
This would not cover any indirect costs associated with the position
$4180/month full time x .4 FTE (CARL position) = $1672.00 monthly
$4180/month full time x .4 FTE (Circles coordinator) = $1672.00 monthly
- 2011, 6 months of .4 FTE CARL = $10,032, 2012, 12 months of .4 FTE
CARL = 20,064
- 2011, 6 months of .4 FTE Circles = $10,032, 2012, 12 months of .4 FTE
Circles = 20,064
- $3344 per month for both positions combined into one position funded
by parole dollars = .8 FTE (services or equivalent for 4/5 days per week)
- If combined, total expenditure 6 mo= $20,064 and 12 mo= $40,128 at .8
FTE or 4/5 days per week
This would increase slightly if a bilingual position was required to serve this
population.
How will it reduce recidivism?
Family-based interventions using a Wrap-around approach (evidence
based)
Community Action Partnership (CAP) in Lewiston, Idaho reports that,
despite the economic downturn, 43% of the trained Circle Leaders got a
better job, and the average earned income of the participants increased
by 58%. Sixty-seven percent of Circle Leaders were able to pay off a
credit card or a payday loan, and 60% opened or added money to a bank
account. Eighty percent of the Circle Leaders indicated that the Circles
program gave them an improved connection to the community in which
they live.
A range of outcomes has been recorded through Circles™ with data from
participating organizations and findings such as:
Reduced poverty within the community
Increased income and stability among participating families
Reduced crime, abuse and abandonment within the community
General improvements in the economic status of the community
Reduction in community tax revenues devoted to social welfare
programs
*These data are not specific to parolees or released prisoners
3.
Cost: The cost for developing this program would be shared by Tehama
County Community Action Agency using Community Services Block Grant
funds, accessing training and technical assistance through the statewide CAA
partnership (low cost) and supporting staff to provide these services to the
parolee and released prisoner population. (approximately $20,064/yr or .4
FTE). Additional revenue would be needed from CCP Realignment/County
Funds or other funds as available.
4.
Services: Would be provided at the Day Reporting center. A Circles
Coordinator would devote 2 days per week to CCP population, and 3 days per
week in other Tehama County Community Action Agency programs/services
for low income population (which will include most of CCP population).
5.
Tehama County Department of Social Services (TCDSS): The TCDSS will
provide services and information regarding eligibility for public assistance
programs for all referred offenders. Services will be provided at TCDSS office
located at 310 S. Main Street, Red Bluff and 275 Solano Street, Corning. Most of
the services provided can also be applied for at www.C4Yourself.com.
TCDSS is recommending that C4Yourself training be given to those
individuals responsible for supervision at the Day Reporting Center. Staff at
TCDSS will provide that training as needed.
Access to C4Yourself is available via the Internet which will enable
participants to complete an online application for public assistance programs.
A computer will need to be accessible with the Internet available.
TCDSS will also provide the Reporting Center with the name of a liaison
to call when there are questions regarding the process. The following benefits
can be applied for by using the C4Yourself website:
 CalWorks Cash Aid: This program provides a monthly financial benefit
for up to 48 months to parents with children in the home. In order to
receive this benefit, parents are required to participate in Welfare to
Work activities.
 CalFresh: (formerly Food Stamps): This nutrition assistance program
provides eligible individuals or households with increased food
purchasing power.
 Medi-Cal: This is California’s health care entitlement program for lowincome individuals and families who receive public assistance or lack
health care coverage and who qualify for the program.
 County Medical Services Program (CMSP): Pays health care expenses
for eligible low-income adults ages 21 through 64 years of age who meet
eligibility criteria and who do not qualify for Medi-Cal.
X.
JOB TRAINING CENTER PROPOSAL
Phase 1 – Job Search, Job Planning, and Job Retention
1.
Location: Day Reporting Center Services: Gainful employment is
essential to helping offenders re-enter society and become successful members
of our community, thereby reducing recidivism. Without jobs to earn an
income and a means to support themselves and their family, research has
proven offenders are more likely to re-offend and/or become a danger to
public safety. The problem is, according to the US Department of Justice, exoffenders generally re-enter the labor market with low educational skills and
limited work experience. Data from the 1997 National Survey of State Prison
Inmates indicate the average offender only has 10.7 years of education and
only 56% of the inmates had been employed full-time at the time of their most
recent arrest (U.S. Department of Justice, 2000).
With these statistics and Tehama County’s high unemployment rates
(currently at 14.4%), re-entry offenders will need specific and individualized
assistance with training and education, job search and – equally as important –
assistance with keeping their job once they obtain one. The Job Training Center
staff has expertise in all these areas with over 24 years experience providing
services to CalWORKs, disadvantaged youth, adults, and dislocated workers.
The Job Training Center activities offered at the Day Reporting Center
would consist of a combination of job search skills (applications, resumes,
online and in person job search, and interviewing, with guidance on how to
address their offender status), the development of a training and education
plan, entry level vocational training (e.g. basic computer training and California
Food Handler Certification), work readiness and job retention skills (team
work, motivation, initiative, problem solving, communication and customer
service). Job placement services would be provided at the Day Reporting
Center and coordinated with the Job Training Center’s “Job Board” located at
718 Main Street, Red Bluff. These services may be offered in a classroom
environment or as individual job coaching. It is anticipated a Career Advisor
would present workshops and/or provide individual coaching at the Day
Reporting Center in four hour segments twice per week. The workshops and
information provided would be tailored to offenders and are not presently
being offered in Tehama County.
Services would continue even after a client obtained employment,
assisting with job retention skills and employment advancement opportunities.
The skills and assistance the clients receive through their participation in these
activities would dramatically increase their job retention and job stability,
thereby contributing to reduced recidivism, improved economic status, and an
overall improvement in the community and public safety. The Job Training
Center is currently funded to provide similar activities on a limited basis to the
general populations and has a contract to provide like services to CaWORKs
recipients. Additional funding would be necessary to provide the level of
service in this narrative.
Edward J. Latessa, Ph.D. from the School of Criminal Justice, University of
Cincinnati reported in his presentation “What Works and What Doesn’t in
Reducing Recidivism: The Principles of Effective Intervention” that offenders
are more likely to have difficulty obtaining employment than the general
population. In addition, they are less likely to have employment stability or
satisfaction, are usually employed in low end jobs, have negative attitudes
toward employment, and have unrealistic job expectations. This supports our
proposal to offer assistance in providing job search and job retention services
to offenders.
Cost: $2,000 per month
Phase 2 – Transitional Work Experience
2.
Location: Work Farm Services: Since 2000 the Justice Policy Center at the
Urban Institute has conducted prisoner re-entry research and found that
incarceration has a substantial impact on the likelihood of employment and
level of wages earned by men in the study. One month after release, men
reported limited success in finding employment; only one in five (21%) were
employed full-time. When prisoners were asked before release what things
they thought would be important to keep them from returning to prison, 90%
said finding and maintaining employment. How will Tehama County help the
offenders who are serving time at the Work Farm prepare them to enter society
and maintain employment?
The Job Training Center can offer activities that have proven to be
effective with a similar population. Since 1999, the Job Training Center has
partnered with the Tehama County Department of Social Services to provide
job search and job retention instruction and assistance to CalWORKs recipients.
This has been provided through workshops, individual job coaching, crew
based employment opportunities and intern employment placements at
private and public job sites. Similar services would be offered to the residents
of the Work Farm.
During the first phase of services, the Job Training Center staff would
offer workshops and/or individual coaching in regards to job search skills
(applications, resumes, interviews, online and in person job search), entry level
vocational training (basic computer and California Food Handler certification),
work readiness skills and job retention skills (team work, motivation, initiative,
problem solving, communication and customer service). Workshops would be
offered in four hour increments on a semi-monthly basis.
During the second phase, appropriate Work Farm residents who are
ready to be released, would be offered a subsidized work experience placement
as part of a transitional employment plan. Participation would be based on the
recommendation of their Probation Officer, the availability of job sites, and
funding. Appropriate candidates would be placed at private and/or public job
sites within the community for up to 6 months. The Job Training Center would
serve as the employer of record for wages, workers’ compensation and payroll
taxes. This program offers employers the opportunity to evaluate a candidate’s
job performance at no cost and provides the offender an opportunity for
employment in a position for which they would not normally be considered. It
is hoped that the employer would offer employment after 6 months of positive
job performance, thereby leading to stability for the offender, their family and
greater opportunity for improved public safety. Funding to subsidize wages
and related costs may be available through new grant funds, but have not been
identified yet.
Costs - Phase 1:
Costs - Phase 2:
$500 per month
$7,000 per work experience placement (6 months of
subsidized employment wages and payroll taxes at 30 hour
per week) and $500 per client for job development, over
site and payroll processing
XI.
ALTERNATIVES TO VIOLENCE
1) Perspectives
(Anger Management & Life Skills Psycho-Educational Groups)
Description of Program/Service: Psycho-educational group utilizing cognitive
behavioral interventions (CBT) combined with domestic violence education (Duluth
model Power & Control wheels) to identify anger and impulse control triggers,
address cognitive distortions and develop effective interventions, relationship and
communication skills with an ultimate goal of reducing domestic violence and
increasing healthy relationships.
2 hour groups are provided weekly, with homework assignments to reinforce
the skills gained during class. Engagement with participants is a critical component of
the program as research shows the therapeutic relationship is a common predictor of
change.
Assessments include a clinical interview in addition to the information
included in the Probation assessment that is appropriate to share. Outcomes will be
measured using the Outcome Rating Scale (ORS).
The DV Counselor/Group Facilitator also acts as case manager for participants
to support drug and alcohol, mental health and Probation services. This provides a
mechanism to hold participants accountable, coordinate services and work
collaboratively to improve outcomes. Graduate students co-facilitate groups to
maintain program costs, train new providers and facilitate good continuity of care for
participants.
How the Program Will Reduce Recidivism and Promote Public Safety: A
growing amount of literature confirms that in addition to targeting specified
behaviors such as aggression, drug use, alcohol abuse and other criminal behavior the
criminogenic needs of offenders must be addressed. Although anger itself is not a
crime, it is often a present factor in crimes against another person such as battery,
domestic violence, criminal threats and assault.
Anger management classes teach individuals and or couples how to manage
stress, communicate effectively, and develop emotional intelligence. Such classes
must also address the motivation of clients, especially if they are court ordered.
Alternatives to Violence has focused on getting participant “buy in” for over four
years, resulting in virtually no re-offenders from program graduates.
Participants who are able to control their anger and practice healthy
relationships improve their opportunities for employment and/or work performance
as well as reduce anxiety and violence in the home, making it more likely they can
obtain or maintain suitable gainful employment AND prevent re-offense or family
violence arrest.
Budget:
One-time costs
January – June 2012
July 2012 – June 2013
Training for staff (Motivational Interviewing)
.2 FTE DV Counselor / Group Facilitator
.2 FTE DV Counselor / Group Facilitator
$ 5,000
$ 5,600
$11,200
CCP Service Locations:
Perspectives can be provided at any/all of the following:
 Community (ATV Offices, Social Services in Red Bluff and Corning)
 Day Reporting Center
 Work Farm
 Jail
Schedule:
One (1) two-hour group per week
Intake/assessments for incoming participants provided at intake
Willing to participate in multi-disciplinary teams to coordinate services
2) Individual and/or Family Counseling
Description of Program/Service: Alternatives to Violence offers individual,
couples, or family psychotherapy to address interpersonal, familial and relational
issues as well as treatment for identified mental illness. Services utilize cognitive
behavioral therapy (CBT), an evidence based treatment. Therapists are also trained in
EMDR (Eye Movement Desensitization and Reprocessing), an evidence based
treatment for trauma. Our expertise in family violence is a strong benefit for this
population. Outcomes will be measured using the Outcome Rating Scale (OSR).
How the Program Will Reduce Recidivism and Promote Public Safety:
Alternatives to Violence counselors are grounded in the most evidenced based
practice in counseling, Cognitive Behavioral Therapy (CBT). Specific non-CBT
therapies with excellent evidenced based outcomes like Eye Movement
Desensitization Reprocessing (EMDR) and Sand-Play therapy are employed by
therapists qualified in those practices. Improved individual and family functioning
can directly and indirectly positively impact the six ciminogenic areas identified by
Andrews, Bonta, Gendreau, and others.
A large number of offenders have significant family violence in their family of
origin in addition to their adult family. The trauma from their childhood has
significant impact on how they view their world, how they interact with others and
the choices they make. Affecting core change for those individuals willing to
participate in therapy can have life changing impact on their relationships, their
ability to secure and maintain employment and their ability to lead law abiding lives
long term.
Budget:
July 2012 – June 2013
.2 FTE Therapist / Mental Health Clinician
$ 6,300
$12,600
Counseling can be provided at any / all of the following:
 Community (ATV Offices, Social Services in Red Bluff and Corning)
 Day Reporting Center
 Work Farm
 Jail
Schedule:
 Individual sessions are generally 45-55 minutes plus documentation time
 Trauma focused, EMDR services are generally conducted in 90 minute sessions
 Sessions are generally scheduled weekly, but can be provided on a more
intensive schedule if warranted
3) Survivor’s Support Group (Women)
(For spouse/partner of offender)
Description of Program/Service: The Survivor’s Support Group is moderated
by trained facilitator and offers each individual to share their experiences in an
intimate way with other survivors. The Survivor’s Support Group teaches new tools
and helps put things into perspective.
How the Program Will Reduce Recidivism and Promote Public Safety: The Survivor’s
Support Group promotes both independence and interdependence (as opposed to
codependence) while offering many of the same skills used in the Perspectives
Groups, such as time-outs. Intact couples using these cognitive-behavioral tools will
experience less conflict and stress.
Budget:
No Cost – this service is funded by existing (state) funds for our DVAP (Domestic
Violence Assistance Program)

Community
(ATV Office, Social Services in Red Bluff or Corning)
Schedule:

One (1) two-hour group per week. Service is available in Spanish.
4) Parenting Education
Description of Program/Service: Nurturing Parent is an evidence based
parenting program that has been found to contribute to significant improvement in
parenting attitudes and family interactions. Parents and children attend separate
groups (at the same time) engaging in cognitive activities that build awareness, selfesteem and empathy. Parents are taught appropriate role and developmental
expectations. The program targets children 0 to 19 at risk for abuse or neglect.
Groups are held weekly and are available in English and Spanish. (Note: there
are two facilitators for each group – one for adults and one for children).
How the Program Will Reduce Recidivism and Promote Public Safety:
Nurturing Parent is specifically geared for families whose children are at risk for
abuse and neglect and has been demonstrated to reduce child abuse and neglect
significantly.
Budget:
July 2012 – June 2013
.2 FTE DV Counselor / Facilitator

Community
(ATV Office, Social Services in Red Bluff or Corning)
$ 4,900
$ 9,800
Schedule:

One (1) two-hour group per week. Service is available in Spanish.
Alternatives to Violence Summary of Proposed Services and Budget
SERVICE
ONE TIME JANUARY – JULY 2012 COST
JUNE 2012 JUNE 2013
(TRAINING)
Anger Management (Perspectives)
.2 FTE DV Counselor / Facilitator
5,000
Therapy / Mental Health Services
.2 FTE Therapist / Clinician
Support Group (Women) Non-Offending
Partner
0
5,600
11,200
6,300
12,600
0
0
4,900
9,800
16,800
33,600
Groups available in English and Spanish
Total
5,000
XII.
DEPARTMENT OF EDUCATION
After the last meeting of the Community Corrections Partnership
meeting, a focus group was formed to target areas that schools might play in
the Community Corrections Partnership Plan.
The group started their work with the suggestions of Supervisor Garton
and District Attorney Cohen, which centered on a renewed effort of prevention
services. That is, researched-based services that would help to decrease the
number of student and young adults entering the judicial system. The
following are recommendations for consideration in the development of the
plan:
1.
County Community School/County Community Day School: A plan is
attached for the development of two new schools for expelled students and
extreme behavior cases. These schools would add value to the existing
Community Day Schools throughout the county. These schools will be located
at the former Shasta College site on Palm Avenue in Red Bluff, which is now a
part of the Tehama County Department of Education. The schools will be
located on the Special Education Campus, which also houses a Red Bluff Police
Department substation. The proposal includes the presence of .50 FTE
Probation Staffing as part of the school operation.
Projected cost:
 Probation Assistant
 Annual cost:
 6 months:
.50 FTE
.50 FTE
$26,500
$13,250
2.
School Attendance Officer: Strengthen our efforts in “Keeping Kids in
School” by adding additional time to the School Attendance Officer position
contracted through the Office of the District Attorney. Current .60 FTE position
is funded by a consortium of school districts along with TCDE. Proposal would
add an additional .40 FTE, bringing this position to full-time.
Projected cost:
 School Attendance Officer
 Annual cost:
.40 FTE
 6 months:
.40 FTE
$34,000
$17,000
3.
Creating a “Tehama Reads” program: Following the lead of Sacramento
Mayor Kevin Johnson, we are proposing an increased focus of our efforts on
“every child a reader by grade three.” Research indicates that children not
achieving reading proficiency by the end of the third grade have an increased
probability of behavior, dropout, employment and judicial challenges. This
effort will become a partnership with Expect More Tehama and be a focus on all
the schools in the county.
Projected cost:
 No cost to the partnership. Coordination of program provided by the
Tehama County Department of Education and Tehama County Schools.
The total annual cost of this proposal is $60,500. The cost for six months of
operation is $30,250.
Plan for Alternative Education Including Serving Expelled Students in
Community Day Schools/County Community Schools
1.
Introduction: Community Day Schools (CDSs) are operated by school
districts and county offices of education. CDSs served mandatorily and other
expelled students, students referred by a School Attendance Review Board, and
other high-risk youth. CDSs are expected to operate in an environment of highlevel expectations from staff and students. The 360 minutes minimum
instructional day includes academic programs that provide challenging
curriculum and individual attention to student learning modalities and
abilities, and school-to-career and other “real world” connections. CDS
programs also focus on the development of pro-social skills and student selfesteem and resiliency. CDSs are intended to have low student-teacher ratios.
Students benefit from learning support services that include school counselors
and psychologist, academic and vocations counselors, and pupil discipline
personnel. Students also receive collaborative services from county office of
education, law enforcement, probation, and human services agency personnel
who work with at-risk youth.
CDSs are supported by supplemental
apportionments for CDS attendance, in addition to base revenue funding. The
laws specific to CDSs are in Education Code Section 48660-48667. More
information is available online at http://www.cdsnetwork.org. The Tehama
County CDS Plan is available online at http://www.tehamaschools.org.
Increasingly, there are needs for alternative programs to serve students
who cannot or will not fit into the regular school program. The absence of
funding in the past has kept the county office of education and local school
districts from adequately addressing the needs of this student population.
Some districts have been able to generate some resources to address
alternative student needs, while others have been able to do very little. This
plan developed cooperatively by the school districts and county office of
education in Tehama County with input from public and private human
services organizations, seeks to ensure that all students are served equitably. It
incorporates existing services, but adds critical new ones to address student
needs.
2.
Consortia: Each of the three districts in Tehama County operating
regular high school programs will operate a community day school to serve the
needs of its expelled students (grades 9-12). These districts are:
a) Los Molinos Unified School District
b) Corning Union High School District
c) Red Bluff Joint Union High School District
To serve the needs of elementary K-8 students in Tehama County, we
have created eight clusters which serve the approximately 3000 square miles
of this county. Tehama County is larger than at least one New England state.
The districts organized themselves as follows with the first named district in
each line below operating a community day school program for themselves and
the other districts(s) listed being served by the program. Each of the
elementary school programs would be funded under provisions of the
Education Code providing for Necessary Small Schools as no combination of
school districts exceed 2500 ADA:
a)
b)
c)
d)
e)
f)
g)
h)
Evergreen, Bend (K-5)(5-8)
Gerber, Reeds Creek (4-8)
Corning Elementary, Kirkwood, Flournoy, Elkins, Richfield (5-8)
Red Bluff Elementary, Mineral (K-5)(5-8)
Antelope Elementary, Manton, Plum Valley (K-8)
Los Molinos Unified, (6-12) - Waiver
Tehama County Department of Education
i. Community Day School (K-8)
ii. County Community School (K-12)
Lassen View (K-8)
3.
Curriculum and Instruction: It is our plan to continue to develop a
quality instructional program on a collaborative basis with all participating
school districts to address the needs of expelled students and those not being
able to function in the traditional school program. This will utilize community
resources, new instructional technology and a variety of quality instructional
materials. Our collaborative staff recruitment and training efforts will be
focused on securing teachers and support personnel who can work with these
students and yet enable them to move forward with positive learning so they
can be returned at the appropriate time to the regular school program with
reasonable assurance that they will be able to productively function there. To
the extent that we can secure teachers who have certification to provide special
education services, we will address the needs of students having current IEP’s
who might be placed in such a program. The district of residence will be
responsible for special education services. The normal instructional day for
students in this program will be 360 minutes in length. A variety of
instructional approaches will be utilized to ensure the engagement of student’s
attention and energies with positive learning.
4.
Access to Program: Students will be assigned to the Community Day
School Program only if they meet one or more of the following criteria:
a) They are expelled from school for any reason; or
b) They are court/probation referred pursuant to WIC Sections 300 and
602; or
c) They are referred by the County School Attendance Review Board or
a district SART where such exists.
The first priority for assignment to the community day school program
will be given to students expelled pursuant to EC 48915 with second
priority being given to students expelled for other reasons. Nonexpelled students may be served, if eligible under special circumstances,
but service to expelled students will have highest priority. Districts in
the county are committed to the development and adherence to common
procedures for the involuntary transfer of students to the community
day school program.
5.
Procedure for Placement of Students Expelled from District CDS: For the
purpose of determining capacity at individual CDS sites, the following criteria
will be used (non-expelled students may be served, but shall not be used to
determine capacity):
 Must be expelled from students LEA
 Must be expelled from District CDS or Consortium CDS
A district CDS will be considered to be at capacity when the number of
students expelled exceeds 14.
Students placed in CDS for the criteria listed in “Access to Program 1-3”
who have subsequently been expelled from CDS will be SARBed. The SARB will
make recommendations for placement in another consortium operated CDS.
Every effort will be made to transfer students to the consortium CDS nearest to
the students residence.
For the purposes of districts not operating CDS, while receiving CDS
funding under current State Categorical Flexibility, a daily fee of $50 shall be
charged by the providing district to supply necessary CDS services.
6.
County CDS Placement: Students being transferred to the County CDS
program must meet the following criteria:
 Have been expelled from a District CDS and another consortium CDS
or had a SART hearing and was referred to the County SARB; and
 Have been before the County SARB and transferred to the County CDS
program by SARB action; and
 Is a student of a district who is part of the county-wide consortium.
7.
Addressing Individual Needs of Students: An individual rehabilitation
plan will be developed for each student. It will describe those program
elements that students will receive during their term of expulsion or
placement. For students with an open term of suspension or expulsion, it will
provide a description of what steps must be taken for that student to return to
the regular school program. To foster positive attitudes and academic
progress, it is anticipated that those districts operating community day schools
will give students substantial individual help with their problems. Community
day school staff shall collaborate with district counselors, psychologists and
school health personnel. Additionally, they shall collaborate with the county
department of education, law enforcement, probation, health, drug and alcohol
prevention and mental health agency staff who are assigned to work with atrisk youth. Community day school programs shall provide low student-teacher
ratio as well as provide individualized instruction and assessment. In order to
ensure that students have the skills and attitudes necessary for success when
they are returned to the regular school environment, districts may require
students to attend school for up to six days each week. It is possible that at
student may be transferred involuntarily to another community day school
program in the county if he or she cannot function safely in the community day
school program which would normally served his/her district. This transfer
will be made through a request and action by the county SARB.
8.
Location and Facilities of Community Day Schools: All Community Day
School programs are housed in a Field Act compliant building. In some
instances, it will be necessary to place students on regular school campuses
(given appropriate annual action by 2/3 of the membership of the local
governing board. In cases where this is done, efforts will be made to ensure
separation of community day school students from those in the regular
program.
The identified districts above have agreed to the provisions of this
consortium agreement, including the willingness to accept students outside the
district.
9.
Tehama Reads: National research commissioned by the Annie E. Casey
Foundation and published this year found that “one in six children who are not
reading proficiency in third grade do not graduate from high school on time, a
rate four times greater than for proficient readers.” In Tehama County that
translates into approximately 80 of our current population of 789 third grade
students.
Tehama Reads is focused on every child being a proficient reader by the
end of third grade to reverse these startling findings. It outlines a four pronged
attack for addressing the complexities of learning to read and is built on the
recommendations outline in “Early Warning! Why Reading by the End of Third
Grade Matters” and aligns with Mayor Kevin Johnson’s Sacramento initiative
toward the same ends.
The four pillars are:
 School Readiness: School readiness and quality pre-kindergarten
programs that meet the needs of children beginning at birth and
continuing through aligned transition into kindergarten.
 Parents-as-Partners: Activating parents-as-partners to ensure
that literacy development is embraced as an on-going, year-long
process, including home and community support during the
summer as well as during the school year.
 School Attendance: Increasing student attendance rates to ensure
that learners are in school and thus have opportunities to learn.
 High Quality Standards Aligned Program and Instruction: High
quality results-driven and standards based teaching and learning
environments focused on literacy development to ensure that
student learning needs are met and that students are advancing
toward mastery of grade level standards and proficiency as
readers and writers.
10. Implementation of Pillar Four: We are dedicated to student achievement
and providing a high quality standards-based instructional program for all
students. This includes the need to identify and fill academic gaps that exist,
especially literacy needs since reading and writing are the vehicles through
which all other content areas are accessed.
Specifically, for each student:
 A thorough academic review of date will be completed upon
admission.
 A reading inventory will be administered to determine current
reading level.
 Based upon the results of the inventory, the student will receive
targeted, standards-based, reading instruction, utilizing a State
Board of Education adopted intensive intervention or core reading
program if his/her reading level falls within the K-8 grade range.
Students scoring at a high school reading level will receive daily
standards-based reading instruction utilizing a state approved
core program aligned to A-G requirements.
 Progress will be monitored at no more than six week intervals to
ensure proper placement and quality instruction.
 The standards-based instructional program will incorporate all of
the English language arts: reading, writing, listening, speaking,
and viewing.
County Community Day School Address and Contact Information:
Name:
Address:
Tehama County Community Day School
900 Palm Avenue, Red Bluff, CA 96080
Contact information:

Sara Kania, Program Manager/Administrator or Record (.05 FTE) #5275811

Scott Yeager, Teaching Principal (.5 FTE) #5275811

Probation Assistant (1.0 FTE) to be determined

Instructional Assistant (1.0 FTE) to be hired

Teacher (.3 FTE) to be hired

Teacher (.2 FTE) to be hired
XIII.
E-SCHOLAR ACADEMY - ADULT EDUCATION PROPOSAL
1.
Introduction: eScholar Academy offers a full range of online academic
courses, for grades four through adult. We provide an individualized
standards-based education for students who are residents of Tehama and
adjacent counties. Our target is any student who can benefit most from a selfpaced, individualized instruction that is delivered on site or in the home via
technology. We believe that, given a comprehensive and mastery-based
curriculum, high expectations, access to technology (computer and Internet),
strong instructional support, guidance from experienced teachers, a strong
commitment from parents (or other caring adults), and a well-conceived virtual
education program can help boost student achievement, serve the unique
needs of students and families, and offer a new model for effective public
education in the 21st century. For more information, please visit our website
at http://www.escholaracademy.net.
2.
Why Adult Education Services? Many people realize that adult education
is in place to help those who did not finish high school. Some may have quit
their final year or two of high school, while others may have completely missed
out on any aspect of high school whatsoever. Either way, adult education is put
in place to help them finally get their high school education in the form of a
high school diploma or GED (General Education) certificate.
By getting their high school diploma through adult education, these
adults are finally able to go through their lives with this education; some adults
will use this diploma to get the normal jobs that are simple, but require a
diploma. Others use their high school diploma to go on to college or take
college type courses. This is why adult education is incredibly important for
not only the adults who use it, but for society in general. Society as a whole
benefits from someone who is smarter than they were before; an increased
education leads to smarter decisions. An increased education means that they
are more active members of society, and technically have “more to offer”. This
education allows them to act as a whole part of society, through their work and
career.
Adult education is an amazing way for an adult to take their spare time
and turn it into something beneficial. Because they are working toward their
high school diploma, the students are working toward bettering their lives and
attempting to further their place in whatever field they may choose (or just to
make money in general). Either way, adult education is beneficial to more than
just the students who take classes; it is beneficial to society as a whole.
Overview of Services Offered
 Serving Tehama County since 1985
 Facilities located both in Red Bluff and anywhere the internet can be
accessed
 State-of-the-art computerized facilities
 Services provided from 8:00 am to 4:30 pm, Monday through Friday.
Evenings and Saturdays upon request.
 Computerized curriculum, designed to meet students individualized
needs grades three through Adult.
 Online courses and instruction is available to all learners, including
those with the lowest literacy skills, and those speaking other
languages. Courses are available 24 hours a day seven days a week.
 California State credentialed teachers, certified instructional and
instructional aides assist students in all programs.
 State certified Reading Specialist is available for on-site assessments,
and to teach students with specific learning disabilities (diagnosed or
suspected).
 Open-ended enrollment, which allows for flexible scheduling of
instruction.
 Individualized educational programs tailored to each student’s
ability, needs, and learning styles.
 Students with low skill levels initially are tutored individually,
allowing skill levels and self-esteem to improve.
 Learners have access to a variety of audio-visual materials such as
overhead projectors, television, VCR, audiocassette players, maps,
globes, charts, and slide projectors. (See attachments)
 Student/teacher contact by phone, letters and email.
2.
Educational Plan for ABE and GED Students:
Step 1:
 Pre-test student to determine academic placement.
 Administer the CASAS test based upon CWES results of the TABE
Locator of TABE Survey test results C. A Student Education plan will
be developed jointly by the participant and teacher/consultant, which
states the goals, objectives, outcomes and materials to be used. (See
attachment for example.)
 The test results, Educational plan and other preliminary remarks are
the beginnings of a student’s file, which is added to as needed.
 Send for student’s transcripts if needed.
Step 2:
 Participant is assigned an appropriate educational program.
 Students with low skill levels are initially tutored individually so that skill
levels and self-esteem improve.
 Math and Reading Specialist services are provided when necessary.
 Students may be taught in a small group until on-going assessment of
progress shows the student to be ready for the next step.
Step 3:
 Student is assigned to use a computerized learning program. Study hours
then will increase in order to meet CalWORKS participation requirements.
 Attendance is required and weekly reports are made to the CWES office of
student hours and attendance.
 Monthly reports will be made to CWES with a written report on the status
and progress being made towards the CalWORKS case plan goals.
 The Learning Center shall report any problems concerning lack of
attendance or participation immediately to the CWES Case Worker and
make phone calls, send emails, or letters to the client involved.
Step 4:
 Students’ progress is evaluated on an ongoing basis by the teacher using
tests and quizzes available in each textbook.
 Students are moved to a higher level only after successfully completing their
current level assignment.
 Students working on computerized programs, a cumulative performance
evaluation, including current assigned strand or lesson, is printed monthly.
 Monthly reports of student activity will be provided to CWES. Learning
Center will continue to use its own progress testing instruments in order to
assess and restructure the educational program.
 The cumulative file of each participant is always available for review
by any caseworker from CWES.
3.
Budget:
One-time set-up costs:
Cost to set-up initial program
Additional online Curriculum Licenses
Cost per course $100.00
Example 10 Students one course each Student
Total Estimated Cost
$25,000.00
$10,000.00
$1,000.00
$36,000.00
XIV.
DATA COLLECTION AND OUTCOME EVALUATION
A central tenet of the AB109 public safety realignment is that certain
evidence-based practices can lessen criminal behavior, thereby reducing
recidivism rates and the number of individuals incarcerated. In order to assess
the effectiveness of the evidence-based practices implemented in Tehama
County and to make the best use of the available funding, a system of data
collection, entry, management, and analysis needs to be developed. This data
system should track data elements on an individual basis (i.e., collect data on
every unique person in the probation system), allow for the evaluation of each
evidence-based practice that is implemented, and provide for the ability to
assess the overall effectiveness and impact of the AB109 realignment.
Developing a functional data system is a difficult task.
One challenge inherent in developing a data system for the AB109
realignment is the need to coordinate among agencies at both the city and
county level. The Tehama County Probation Department plays a central role in
the implementation effort, but collaboration will be required from all the
effected departments and agencies.
Achieving the required level of
collaboration will require not only organizational buy-in, but also financial
resources, time and effort spent in planning, and new duties for some
employees.
Another issue discussed by the subcommittee is related to the data
collection and outcome evaluation effort, but is centered on a more real-time
data need: when working in the public, law enforcement needs immediate
access to any records that an individual may have. Currently, a police officer
may cite an individual for a violation, but has no way of knowing if that
individual is under post-release community supervision. Coordination needs
to take place among local public safety agencies in order to share such data.
One possible way of gaining the ability to share data among different agencies
in real-time is the implementation of an integrated Records Management
System (RMS) across all public safety agencies in the county. Such a system
would require significant financial resources outside of the AB109 realignment
funding and additional effort spent in planning and implementation.
For each department affected by the AB109 realignment, baseline data on
existing program outcomes needs to be established so that there is standard of
comparison available with which to judge the realignment implementation.
The collective availability of such data is currently unknown and an analysis of
existing data systems is likely warranted.
Currently, the Probation Department uses the Automon case
management system for many of the Department’s data needs; it should be
determined how the Automon system (and similar data systems in other
departments) could and could not be used to provide for data needs of the
AB109 realignment implementation.
It will be important to track the Post-Release Community Supervision
population separately from other existing populations in order to evaluate
outcomes and make effective use of realignment funds.
The following is a list of potential data elements to be collected and
evaluated by program component:
Demographic Information
 Gender
 Age
 Race/Ethnicity
 Primary language
 Number of people in household
 Number and age of children
Characteristics
 Risk/Needs assessment score
 Housing situation
 Mental health diagnosis
 Special needs diagnosis
 Physical disability diagnosis
 Substance abuse dependent
 Substance abuse status
 Primary drug choice
 Sex offender
 Number and age of custodial
children
 Location of family connections
 County of legal residence








Post Release Community Supervision
 Offenders assessed for risk and
service referrals
 Number of offenders referred to
services by service type
 Number of offenders assessed
for services by service type
 Individualized service plan
 Number of offenders enrolled in
services by service type
 Completion of services by
service type
Domestic violence issue
Stay away order
Gang affiliation
Employment status
Veteran status
Educational attainment
Literacy level
Child support required/paid
Evidence Base Programming
 Motivational Interviewing (MI)
 Integrated Dual Disorder Treatment (IDDT)
 Medication support
 Crisis services
 Cognitive Behavioral Therapy (CBT)
 Substance abuse treatment
 Moral Reconation Therapy (MRT)
 Seeking safety
 Nurturing Parenting Program
Transportation
 Bus passes issued and reason
Housing
 Number of offenders placed in transitional housing
 Homeless shelter utilization
 Other type of housing services used
 Average length of stay
Education Services
 GED completed
 High school diploma or certificate of completion
 Life skills completion
 Adult education diploma
 Vocational training
 Attendance
Employment
 Number of participants that successfully complete workshops
 Number of participants that secure necessary right to work documents
 Number of participants who obtain job
 Wage at placement
 Number of participants employed at 3, 6, 12 months
 Most successful employment sectors
Department of Social Services
 Number of participants screened
 Number of General Assistance approvals and denials
 Number of CalFresh approvals and denials
Proposals – 59




Number of CalWORKS approvals and denials
Number of Medi-Cal approvals and denials
Number of CMSP approvals and denials
Jail and Work Farm Health Services
Number of Health Assessments
 Number of individualized treatment plans for inmates receiving medical care
 Number of triage requests
 Number of sick call visits
 Number of clinic services
 Number of dental visits
 Number of mental health services
 Number of substance abuse treatment services
 Number of diagnostic studies
 Number of prescriptions
 Number of hospitalizations
 Program completed
This list is both preliminary and partial in nature; it is intended only to
provide examples of the types of data elements that may be tracked. It is
unknown exactly how these data elements will be collected, stored, and
analyzed. Collection of data will have to be built into the routine duties of
employees. Storage of the data could potentially be achieved through existing
data systems, a custom-built database, standard statistical software (SAS,
SPSS), or via a method yet identified. The data could be analyzed using MS
Excel, a statistical package, or possibly through the use of an outside
consultant. Maintaining flexibility in data storage will be pivotal, as the
realignment process will be dynamic.
One of the purposes of evaluating the evidence-based practices is to
determine what works well and what doesn’t. As relative strengths and
weaknesses are identified, the program components will change. The system
of data storage must be flexible enough to change with the realignment
programs. The use of an outside consultant has been discussed. A consultant
could provide overall direction on many of the aspects of the AB109
realignment outcome evaluation, could perform some aspects of the
evaluation, or do some combination of both. Use of an outside consultant to
assist with data collection and outcome evaluation will be gauged further as
more details of the plan come together.
Proposals – 60
It is likely that the Probation department will be hiring a new 1.0 FTE
to manage the data collection and evaluation effort, though the specific duties
of this position are not yet identified. The tentative current title of the
classification is Fiscal Data Supervisor, though that may change.
Like the AB109 realignment as a whole, the data collection and
outcome evaluation plan has many unknowns. At this point in the process, it
is not possible to know what specific data elements are to be collected, as the
specific services being provided have not yet been settled on. Tehama County
also needs to assess the existing internal data system resources that could be
used in the realignment evaluation effort. Further, the use of any new
software needs to be considered, as does the use of an outside consultant. As
time progresses, collaboration occurs, and the implementation process
develops, the data collection and outcome evaluation plan can be described
more definitely. Some resources that may potentially be utilized in the AB109
realignment evaluation have been identified. These include:
1.0 FTE Fiscal Data Supervisor position -- $75,000 annually: This
position, most likely located in the Probation Department, would serve as the
lead in the effort to coordinate, collect, input, manage, and evaluate data
related to the evaluation effort. The Fiscal Data Supervisor would function as
an interdepartmental liaison and would be the primary contact for any
outside consultant, among other duties.
Data Management/Statistical Software -- $0 to $2,500 first year, plus
$1,000 annually: If it is determined, upon comprehensive internal review,
that existing data management and analysis capacity are sufficient, then no
outlay on software is needed. While it can be difficult, time-consuming, and
prone to errors, consolidating data manually from multiple systems into MS
Excel for analysis is certainly possible. MS Excel does have all the analytic
capacity needed for the type of analysis that would be performed in
evaluating the AB109 realignment, provided that the data can be migrated to
excel in an efficient manner. A standard statistical package (SPSS, Stata, or
SAS) has more robust data management and analysis capacity than MS Excel,
but would have some of the same data migration issues that MS Excel would.
A statistical package could be purchased from roughly $2,500 plus $1,000 for
annual maintenance per license. A custom database (MS Access) could be
developed either in-house or on a contract basis to centralize the data
storage, but these also have issues. The cost would range from the use of inhouse time and resources to perhaps $10,000 for a database custom built by a
consultant. A specialized software solution, should it be considered, can cost
tens or even hundreds of thousands of dollars.
Proposals – 61
Outside Consultant to Assist with Developing Evaluation Plan - $10,000
to $50,000: The use of an outside consultant to help guide the evaluation
process has been discussed. Many other counties have discussed utilizing
outside expertise in the development of their evaluation plans, and at least
one county has contracted out nearly the entire evaluation process. The cost
of a consultant would vary with the level of service provided. A reasonable
range of costs for using an outside consultant might be $10,000 to $50,000.
Existing Staff Time -- ????: It is important to consider how the data collection
and data entry efforts might impact existing staff. If these duties are assigned to
existing staff, then they could impact staff performance in other areas. The cost of
other needed resources will be enumerated as the resources are identified.
Proposals – 62

I. Probation/County Parole - Chief Probation Officers of California

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