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To: Board of Supervisors
Date: July  24, 2018
The Seal of Contra Costa County, CA
Subject: Contra Costa County Reentry System Strategic Plan, 2018–2023


Action of Board On:   07/24/2018
Clerks Notes:


John Gioia, District I Supervisor
Candace Andersen, District II Supervisor
Diane Burgis, District III Supervisor
Karen Mitchoff, District IV Supervisor
Federal D. Glover, District V Supervisor
Contact: L. DeLaney, 925-335-1097
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown.
ATTESTED:     July  24, 2018
David J. Twa,
BY: , Deputy



CONSIDER adopting the Contra Costa County Reentry System Strategic Plan, 2018–2023, as recommended by the Public Protection Committee.


The development of the Reentry Strategic Plan was funded primarily through a Federal Smart Reentry grant and Community Recidivism Reduction funding at a cost of $80,495.


In 2017, the Contra Costa County Administrator’s Office of Reentry and Justice (ORJ), on behalf of the Board of Supervisors, undertook the development of a five-year Strategic Plan for the Contra Costa County reentry system. This Plan is an update of the County’s first Reentry Strategic Plan, adopted in 2011. Through a public procurement process, the County contracted with Resource Development Associates (RDA) to facilitate a stakeholder-driven planning process and draft an updated reentry Strategic Plan. This Plan is meant to expand beyond AB 109 and address the expressed goals and needs of the County’s reentry system.  

    Since 2011, AB 109 has operated as the cornerstone of the County’s reentry efforts largely because its Community Corrections revenue has provided a funding source for the various programs and services of the local reentry system. In April 2015 the Public Protection Committee (PPC) removed restrictions limiting these services to the AB 109 population, thereby expanding eligibility to the broader reentry population. In addition to the development of the AB 109 program and County’s larger reentry system, since the Reentry Strategic Plan was adopted in 2011 the County has also been the recipient of several state and federal grants that have helped further develop Contra Costa’s reentry infrastructure and expertise. Based on these learnings, and several legislative developments that have significantly changed the criminal justice landscape, 2017 presented a prime opportunity to revisit and update the Reentry Strategic Plan.  
    With oversight and guidance from the Office of Reentry & Justice (ORJ), this planning process considered an array of factors including the reentry population to be served; the County’s jail and community supervision system; the reentry service provider network; and findings of previous evaluation efforts. To guide the overall development of the Strategic Plan, a Local Planning Group was convened. This diverse body included membership from state corrections, multiple County agencies, local service providers and community representatives. The Local Planning Group used a collaborative process to identify key reentry system needs related to jail-to-community transitions, post-release program access and linkage, economic security, housing access, behavioral health, and the use and coordination of data.  
    To understand and appropriately address the local reentry system’s strengths and needs that emerge from its landscape of services, programs, and organizations, the strategic planning process was organized into five phases: Project Launch & Discovery, Needs Assessment, Direction Setting, Strategy Development, and Plan Development. The first two phases laid the groundwork for the Strategic Plan by engaging reentry system stakeholders and assessing Contra Costa County’s realm of reentry populations, services, and outcomes.  
    RDA analyzed the needs assessment data, including community input provided through public forums that were held in each of the County’s three regions, to identify strengths, challenges, and gaps within the current reentry system. RDA then convened and presented its findings to the Local Planning Group in the Direction Setting phase to ensure that the reentry planning effort was grounded in data.  
    The 2018-23 Reentry Strategic Plan includes the following Mission Statement, Vision Statement, and Guiding Principles:  
    Mission Statement:  
    The Contra Costa County reentry system serves as a collaborative partnership that aids individuals, families, and their support system, in achieving successful community reintegration by facilitating access to a continuum of quality services and improving systemic practices.  
    Vision Statement:  
    We envision a county where individuals involved with or impacted by the justice system are treated fairly; have the opportunity to make meaningful, positive contributions; and help build a safe and healthy community.  
    Guiding Principles:  
    Inclusive: Effective reentry strategies are best created through an inclusive approach that utilizes input from justice system professionals at all levels of government, those with histories of justice system involvement, and other interested stakeholders to develop appropriate interventions that encourage community reintegration and recidivism reduction.  
    Evidence-Based: Better reentry outcomes require a commitment to employing evidence-based practices and continuous quality improvement, while also leaving room for innovative approaches that will produce promising results.  
    Partnership: Collaboration, coordination, information and resource sharing, and communication co-exist as essential elements of productive partnerships and critical components of a high-functioning reentry system.  
    Holistic: Community reintegration is most easily achieved by continuous, appropriate delivery of quality services that are tailored to the holistic needs of individuals and families most impacted by incarceration.  
    Rehabilitation, Restoration, and Healing: To create a safe and healthy community, rehabilitation, restoration, and healing must inform the decisions, policies, and practices of all stakeholders in a reentry system that is client-centered, trauma-informed, and culturally sensitive.  
    Culturally Respectful and Responsive: Diverse perspectives that reflect the wide array of cultures, beliefs, and attitudes within our community should be reflected in the design and implementation of reentry system approaches.  
    Fairness and Equity: Procedural justice is important and must respect the dignity and experience of all justice-involved people, as well as demonstrate concern for communities experiencing criminal justice disparities that have been persistent and historical.  
    Justice Reinvestment: Reinvesting in the communities most impacted by the criminal justice system supports public safety by addressing the root causes of crime and empowering communities.   
    Public Safety: Effective implementation of reentry solutions will reduce recidivism, ensure victims’ rights are protected, and ultimately result in an environment where all members of the community feel safe and secure.   
    The Plan includes six areas of focus, each with its own goal, that collectively serve as the plan’s central pillars onto which the years of objectives and activities are built. These activities are expected to be implemented over the next five years. The Plan’s areas of focus and their respective goals are as follows:  
    1. Jail to Community Transition
    Implement structures, tools, and procedures necessary to help returning residents achieve successful transitions from jail to community  
    1. Post-Release Program Access and Linkage
    Facilitate timely and appropriate connections to services and resources that effectively support the reentry of returning residents  
    1. Economic Security
    Increase the likelihood of post-release success by enhancing opportunities for returning residents to attain economic security  
    1. Housing Access and Attainment
    Improve access to housing matched to the needs of clients  
    1. Behavioral Health Access
    Improve timely access to appropriate behavioral health care services  
    1. Use and Coordination of Data
    Enhance the use and coordination of data to ensure quality of services and inform decision-making  
    Implementation Strategy:  
    The Plan recommends the development of a body responsible for shepherding the implementation of the Strategic Plan and functions to support the goal of continued system improvement. The Plan recommends ORJ lead this effort to establish a “Reentry Council,” and that the body have representation from, the following:  
    1. Community Corrections Partnership (CCP)
    2. Community Advisory Board to the CCP
    3. Reentry Success Center
    4. Reentry Network for Central and East County
    5. Health and Employment and Human Services Departments
    6. Returning Residents and their Loved Ones
    7. Superior Court
    8. Local Law Enforcement
    The Plan recommends the first year be used to develop a work plan and the processes to implement year one activities; including the measurement of progress. At a minimum, the Plan recommends this body conduct an annual review of the Strategic Plan, and that there be a review on a quarterly basis. The Strategic Plan is meant to serve as a living document that provides high-level guidance on designing and implementing structural and programmatic improvements to the County’s reentry system over the next five years. The Plan was reviewed by the Public Protection Committee at its May 23, 2018 meeting and recommended for acceptance by the Board of Supervisors.  
    Attachment A: Reentry Strategic Plan 2018-23

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