scott macdonald - santa cruz county, californiasccounty01.co.santa-cruz.ca.us/bds/govstream/... ·...
TRANSCRIPT
County of Santa Cruz 0055
PROBATION DEPARTMENT
P.O. Box 1812, Santa Cruz, CA 95061-1812(831) 454-3800 FAX: (831) 454-3879
Scott MacDonaldCHIEF PROBATION OFFICER
January 11,2012 AGENDA: January 24,2012
Board of SupervisorsCounty of Santa Cruz701 Ocean StreetSanta Cruz, CA 95060
SUBJECT: Reapplication for Disproportionate Minority Contact Support Project
Dear Members of the Board:
On December 7, 2010, your Board adopted a resolution authorizing the Probation Department toreapply for Federal Title II Disproportionate Minority Contact (DMC) Year 2 funds through theCorrections Standards Authority (CSA). These funds were awarded to the Probation Departmenton February 1, 2011 in the amount of $100,000 for the period covering January 1, 2011 toDecember 31, 2011.
On December 9, 2011, the CSA released the reapplication for Year 3 DMC Support Projectfunding in the amount of $100,000 for the period covering January 1,2012 to December 31,2012. This is the final and third of three 12-month grant awards.
The DMC Support Project funding opportunity requires broad juvenile justice systeminvolvement and wil support the Probation Department's continued work towards reducing
racial/ethnic disparities and disproportionality in the local juvenile justice system through thestrengthening of DMC reduction activities currently underway countywide. If awarded, thesefunds wil help the Santa Cruz County Probation Department to continue to lead at the local andnational level and be at the forefront in reducing DMC. The work that began in the three phasesof the Enhanced TAP DMC project and the first two years of the DMC Support Project will besustained and advanced through the DMC Support Project Year 3 Funding.
The DMC Support Project Funding wil partially fund one FTE DPO II to coach the AztecaProbation Youth Soccer Team, a portion of one FTE Departmental Systems Analyst, the partialcost of an on-call Group Supervisor and wil cover the cost for contracts with expert consultants,as well as coaching and administrative staff for the Azteca Soccer Team. Funding for theseprojects begins January 1,2012 and ends on December 31,2012.
20
Adopt Resolution Authorizing Reapplication for DMC Grant FundsAgenda: January 24, 2012
Page 2
0056
Applications for the Year 3 DMC Support Project were due on January 13,2012. The ProbationDepartment submitted the reapplication by the January 13, 2012 deadline, but due to the shortreapplication submittal schedule was unable to complete the application in time for priorsubmittal to your Board. The grant reapplication document is attached to this letter for yourinformation. It is requested that your Board retroactively authorize the Chief Probation Offcerto submit the grant reapplication proposal for this funding and authorize him to sign the GrantAgreement with the CSA.
There is no cost to the County associated with this program. If the application is approved, theProbation Department will return to your Board at a later date to accept and appropriate therevenue and submit contracts for your approval.
IT IS THEREFORE RECOMMENDED that your Board adopt the resolution authorizing theChief Probation Officer to submit the application proposal for Disproportionate Minority ContactSupport Project Funds.
Sincerely,
~~~Chief Probation Officer
RECOMMENDED:
~ --SUSAN MAURIELLOCounty Administrative Offcer
FG:mka
cc: Probation
28
0057
BEFORE THE BOARD OF SUPERVISORSOF THE COUNTY OF SANTA CRUZ, STATE OF CALIFORNIA
RESOLUTION NO.
On the Motion of Supervisor:Duly seconded by Supervisor:The following resolution is adopted:
RESOLUTION APPROVING THE SANTA CRUZ COUNTY REAPPLICATION FOR THEDISPROPORTIONATE MINORITY CONTACT (DMC) SUPPORT PROJECT
BE IT RESOLVED that the Board of Supervisors of the County of Santa Cruz hereby:
WHEREAS Santa Cruz County desires to participate in the Disproportionate Minority Contact Support Projectsupported by federal Formula Grant funds and administered by the Corrections Standards Authority (hereafterreferred to as CSA).
NOW, THEREFORE, BE IT RESOLVED that the Chief Probation Offcer is authorized on behalf of the Board ofSupervisors to submit the grant proposal for this funding and sign the Grant Agreement with the CSA, including anyamendments thereof.
BE IT FURTHER RESOLVED that federal grant funds received hereunder shall not be used to supplantexpenditures controlled by this body.
BE IT FURTHER RESOLVED that the county agrees to abide by the statutes and regulations governing the federalFormula Grants Programs as well as the terms and conditions of the Grant Agreement as set forth by the CSA.
PASSED AND ADOPTED by the Board of Supervisors of the County of Santa Cruz, State of California, thisday of ,2012, by the following vote:
AYES:NOES:ABSENT:ABSTAIN:
SUPERVISORSSUPERVISORSSUPERVISORSSUPERVISORS
'.Jhn Leopold, ChairpersonBoard of Supervisors
Attest:Clerk of the Board
APPROVED AS TO FORM:
29
28
0058
DEPARTMENT OF CORRCTIONS AND REHABILITATION
CORRCTIONS STANDARDS AUTHORITY
DISPROPORTIONATE MINORITY CONTACT (DMC)SUPPORT PROJECT REAPPLICATION
YEAR 3 FUNDING
2012
0059
TABLE OF CONTENTS
BACKGROUND INFORMATION AND PROJECT DESCRITION
GRANT REQUIRMENTS
REAPPLICA TION INSTRUCTIONS
GRANT REAPPLICATION
APPENDICES
Appendix A - Sample Board of Supervisors' Resolution
Appendix B - DMC Performance Measures
Appendix C - DMC Project Coordinator Description
28
BACKGROUND INFORMTION AND PROJECT DESCRIPTION
Background Information0060
The Juvenile Justice and Delinquency Prevention Act of 2002 reauthorized the Office of Juvenile Justiceand Delinquency Prevention (OJJDP) to administer the Formula Grants program, which supports state andlocal delinquency prevention/intervention efforts and juvenile justice system improvements. Congressappropriates funds and OJJDP awards them to states on the basis of their proportionate population underage18.
To receive a Formula Grants award, states must comply with four core requirements of federal law. One of
these requirements is that states must demonstrate a good faith effort to address disproportionate minoritycontact (DMC), which refers to the overrepresentation of youth of color who come into contact with thejuvenile justice system (at all points, from arrest through confinement) relative to their numbers in thegeneral population. For more information on the legislative history of DMC, tools for examining DMC,and research studies/resources related to DMC, grantees are encouraged to visit OJJDP's DMC web site at:http:// oj jdp.ncjrs.org/dmc/.
In January 2004, the Corrections Standards Authority (then, the Board of Corrections) assumed
responsibility for administering California's Formula Grants funds. To ensure compliance with the DMCrequirement, the Corrections Standards Authority (CSA) subsequently formed a workgroup to developrecommendations on strategies the state might pursue, using available federal funds, to address DMC.Workgroup members relied on their subject matter expertise and experience as well as an examination ofother states' efforts in developing recommendations for the board's consideration. Subsequently, the CSAestablished a full-time DMC coordinator position and implemented the original Technical AssistanceProject (TAP), a 14-month collaborative effort between the National Council on Crime and Delinquencyand three counties to address DMC. In response to findings from an ongoing assessment of the DMC-TAP, CSA staff crafted a proposal for enhancing this initiative through an investment of additional federaldollars and an incremental three-year approach to DMC reduction efforts.
Since 2006, using a multi-faceted approach of direct service, education, and support, California strives toensure the reduction of the overrepresentation of youth of color coming into contact with the juvenilejustice system as a priority - with the ultimate goal being a fair and equitable justice system. Toward thatend, DMC has grown to a statewide initiative and follows three tracks: direct service through the EnhancedDMC- TAP grants; education/awareness through our implementation of educational mandates for granteesand stakeholders; and support through both resources and advocacy.
As a result of the successes identified in the first Enhanced DMC- T AP grants, the State AdvisoryCommittee on Juvenile Justice and Delinquency Prevention (SACJJDP), at the recommendation of theState DMC Subcommittee, concentrated its efforts and funding upon the continued purposes of reducingracial/ethnic disparities within the system. Toward that end, the CSA has crafted a leadership approachthrough a DMC Support Project opportunity which focuses on the following five goals:
1. Institutionalize an approach to juvenile justice planning and policy-making that considers theimpact on race and ethnicity;
2. Widespread understanding ofDMC and its impact;3. Reduction of youth of color coming into contact with the entire justice system (from arrest thought
commitment);4. Prioritization and institutionalization of mechanisms which will ensure continued effort toward
DMC reduction; and5. Engagement of all juvenile justice stakeholders to include relevant community members.
28DMC Support Project- Reapplication Year 3
Project Description 0061
$1.8 milion dollars in Formula Grant funds is available for counties selected to participate in the DMCSupport Project. This opportunity requires broad system reform and supports probation departments in
reducing race/ethnicity disparity and disproportionality (DMC) through the strengthening of DMCreduction activities currently underway and county-wide. Through the reapplication process, the CSA willaward up to $600,000 to counties to participate in the DMC Support Project for the third and final of three12-month grant awards:
In support of the goals of the project, funds are earmarked for education, DMC intervention(s), evaluationand monitoring, and sustainability; toward that end, funds may be allocated toward DMC expertconsultants, evaluation staff, probation staff, intervention/implementation tasks, data system
improvements, etc.
Each grant award is made up of 12 months as follows:
Year 1-
Grant Period: January 1 through December 31,2010Grant Award: Up to $100,000 wil be awarded to each county selected to participate in the DMCSupport Project through the competitive RFP process.
Year 2-
Grant Period: January 1 through December 31, 2011Grant Award: A minimum of grantee's Year 1 funding amount wil be awarded to each county thatcompletes Year 1 and submits an application (non-competitive) for second year funding- providedfunds are made available and the grantee continues to show progress.
Year 3-
Grant Period: January 1 through December 31, 2012Grant Award: A minimum of grantee's Year 1 funding amount will be awarded to each county thatcompletes Year 2 and submits an application (non-competitive) for third and final year funding-provided funds are made available and the grantee continues to show progress.
The activities outlined in this reapplication for each year of the DMC Support Project(s) may be modified,as warranted, in the grantee's contract with the CSA.
DMC Support Project- Reapplication Year 3 20
0062
GRANT REQUIREMENTS AND REAPPLICATION PROCESS
GRANT REQUIREMENTS
Eligibility: States may only award Formula Grant funds to units of local government. Therefore, while thepurpose of this Project is to assist probation departments, counties must apply for the grants and designatethe probation department as the implementing agency on the grant application. This reapplication for theDMC Support Project is identified for the following county probation departments: Alameda; Los Angeles;San Diego; San Francisco; Santa Clara; and Santa Cruz.
Board of Supervisors' Resolution: A Board of Supervisors' resolution must be submitted by the start ofthe grant period (January 1, 2012). See Appendix A, Sample Resolution for specific grant-related issueswhich must be addressed within the resolution. If a resolution is not received by the January 1, 2012 startdate, reimbursement for services wil not be processed until a Resolution is submitted.
Memorandum of Understanding (MOU): As part of the necessary collaboration that must occur for theDMC initiative to be successful, applicants must engage a wide range of stakeholders. To demonstrate alevel of commitment from stakeholders, applicants must submit MOUs from relevant partnering juvenilejustice stakeholders including but not limited to:
o
Chief of ProbationPresiding Juvenile Court JudgeLaw enforcementDistrict attorneysPublic defenders
Other - Social Services, Mental Health, School District, youth/community serving agencies,
commissions and juvenile justice councils
o
o
o
o
o
MOUs should include a description of the agencies commitment to (1) participate in local DMCCommittee meetings, (2) sharing of data, (3) contribute resources and (4) be open to policy and practicechange within their department. Additionally, by the start of the grant period (January 1, 2012), a DMCCommittee should be firmly established and made up of the above key stakeholders or their designees andany other pertinent members (youth serving entities, CBO's, social services, mental health, commissionsand juvenile justice councils, school district, etc.) identified by the applicant.
Data Collection/Progress Reports: Grantees wil be required to collect the specified output and outcomedata on federally required performance measures and submit these data to the CSA in quarterly progressreports (see Appendix B, DMC Performance Measures). The performance measures may change for thethird year of the grant project.
Invoices: Disbursement of grant funds occurs on a reimbursement basis for costs incurred during areporting period. Grantees must submit invoices on-line to the CSA on a quarterly basis, within 45 daysfollowing the end of the reporting period. Grantees must maintain adequate supporting documentation forall costs claimed on invoices. For additional information, refer to the CSA's Grant Administration andAudit Guide at:http://www.cdcr.ca.gov/CSA/CPP/Grants/TitleIVDocs/Grant Administration Guide January2011.pdf.
Audit: Grantees must submit an audit of expenditures (either grant-specific or as part of a federal singleaudit) within 120 days of the end of each 12-month grant period. Reasonable and necessary extensions tothe timeframe may be granted if requested.
20 DMC Support Project- Reapplication Year 3
0063
REAPPLICATION INSTRUCTIONS
Please save the reapplication document to your computer, complete the reapplication per sectioninstructions and print one (1) full copy for original signature in Section I, G (per instructions
below); make three (3) copies of the original document. The original, three (3) copies and copies ofMOUs should be submitted to the CSA as previously specified.
SECTION I: APPLICANT INFORMATION (Items A-G)
A. Applicant Agency: Only units of local government may be awarded federal Formula GrantProgram funds. Since this project focuses on probation, the eligible unit of local government is thecounty. Complete the required information (including federal identification number) for thecounty submitting the proposaL.
B. Summary of Proposal: Provide a brief description (3-4 sentences) of the county's proposal forusing grant funds requested in Year 3 of the project.
C. Amount of Funds Requested: The amount of grant funds requested for Year 3 may not exceed$100,000.
D. Implementing Agency: Federal law allows a county to designate an agency to implement the
project. For this grant, the implementing agency is the probation department.
E. Day-to-Day Contact Person: Provide the required information for the individual with whomCSA staff would work on a daily basis during the 12-month grant period.
F. Designated Financial Offcer: Provide the required infonnation for the individual who wouldapprove invoices before the county submits them to the CSA and be responsible for the overallfiscal management of the grant. Reimbursement checks are mailed to the Designated FinancialOffcer.
G. Applicant's Agreement: The person authorized by the County Board of Supervisors to sign forthe unit of local government must read the assurances in this section, then sign and date thereapplication. Typically, this would be the Chief Probation Officer.
SECTIONS II - VI
The instructions for each of these sections are outlined in the reapplication. Sections II (Data Analysis andIssue Identification), II (Assessment of Year 2 Activities), IV (Description of Year 3 Activities), V(Leadership Activities) and VI (Proposed Budget) require narratives.
* * * * *
If you experience "technical difficulties'. with the reapplication form or have any questions about theinformation requested, please contact:Shalinee Hunter, DMC Coordinator, at 916-322-8081 ([email protected]) orHelene Zentner at 916-323-8631 ([email protected]).
DMC Support Project- Reapplication Year 3
20
0064
California Department of Corrections and RehabiltationCorrections Standards Authori
Federal Formula Grants ProgramDMC Support Project Reapplication
A. UNIT OF LOCAL GOVERNMENTCOUNTY ADMINISTRATIVE OFFICER FEDERAL EMPLOY ER ID NUMBER)
Santa Cruz Susan A. Mauriello 946000534MAILING ADDRESS CITY STATE ZIP CODE
701 Ocean St Santa Cruz CA 95060. . I I . I. . I . .
D. IMPLEMENTING AGENCYPROBATION DEPARTMENT CHIEF PROBATION OFFICER
Santa Cruz County Probation Scott MacDonaldNAME AND TITLE OF PROJECT DIRECTOR TELEPHONE NUMBER
Fernando Giraldo, Assistant Chief Probation Officer 831-454-3886STREET ADDRESS FAX NUMBER
P.O. Box 1812 831-454-3827CITY STATE ZIP CODE E-MAIL ADDRESS
Santa Cruz CA 95062 fernando.g [email protected]
E. DAY-TO-DAY CONTACT PERSONNAME AND TITLE TELEPHONE NUMBER
Fernando Giraldo, Assistant Chief Probation Officer 831-454-3886STREET ADDRESS FAX NUMBER
P.O. Box 1812 831-454-3827CITY STATE ZIP CODE E-MAIL ADDRESS
Santa Cruz CA 95062 fernando.g [email protected]
F. DESIGNATED FINANCIAL OFFICERNAME AND TITLE TELEPHONE NUMBER
Julie Rudge 831-454-3807STREET ADDRESS FAX NUMBER
P.O. Box 1812 831-45-3827CITY STATE zip CODE E-MAIL ADDRESS
Santa Cruz CA 95062 julie. [email protected]. APPLICANT'S AGREEMENT
By signing this application, the applicant assures that it will abide by the laws, policies and procedures govering this funding.NAME AND TITLE OF AUTHORIZED OFFICER (PERSON WITH LEGAL AUTHORITY TO SIGN)
Scott MacDonaldAPPLICANT'S SIGNATURE
I DATE
DMC Support Project- Reapplication Year 3
21
Dat
a A
naly
sis
Prov
ide
the
DM
C-r
elat
ed d
ata
requ
este
d in
the
follo
win
g ta
bles
. Use
the
data
sou
rces
and
/or
defi
nitio
ns o
utlin
ed b
elow
eac
h ta
ble.
Tab
le 1
: Cou
nty
Juve
nile
Hal
l- B
oard
Rat
ed C
apac
ity (
BR
C)
Nam
eB
RC
Juve
nile
Hal
l:Sa
nta
Cru
z C
ount
y42
Juve
nile
Hal
l:
Juve
nile
Hal
l:
Tab
le 1
: Rep
ort t
he n
ame
of e
ach
juve
nile
hal
l in
the
coun
ty a
nd it
s co
rres
pond
ing
Boa
rd R
ated
Cap
acity
(B
RC
).
Tab
le 2
: Cri
tical
Juv
enile
Jus
tice
Dec
isio
n M
akin
g- P
erce
ntag
e B
reak
out b
y R
acel
Eth
nici
ty/G
ende
rD
ata
for
year
: 201
0
Tot
alW
hite
MlF
MIF
You
thPo
pula
tion
2366
284
67
(Age
10-
17)
Juve
nile
I16
48I
630
Arr
ests
Juvenile Hall
I61
1I
144
Boo
king
s
In-c
usto
dyH
olds
for
I27
0I
40D
eten
tion
Hea
ring
s
Petit
ions
-I
370
I10
9Fi
led -
Petit
ions
-21
963
Sust
aine
d
~0
Inst
itutio
nal
05
2a-
eC
omm
itmen
ts~
DM
C S
uppo
rt P
roje
ct-
Rea
pplic
atio
n Y
ear
3
~ eT
able
2: I
n th
e ab
ove
tabl
e, f
irst
row
, rep
ort t
he n
umbe
r an
d pe
rcen
tage
of
coun
ty y
outh
, age
10-
17, b
y ra
ce/e
thni
city
. The
Cal
ifor
nia
Dep
artm
ent o
fFi
nanc
e (D
OF)
pub
lishe
s po
pula
tion
proj
ectio
ns b
y co
unty
, age
and
eth
nici
ty o
n th
eir
web
site
at:
http
://w
ww
.dof
.ca.
gov
/res
earc
h/ d
emog
raph
ic!
stat
e ce
nsus
dat
a ce
nter
/pro
duct
s-se
rvic
es/ d
ocum
ents
/age
-sex
- R
ace.
xls.
The
DO
F pr
oj e
ctio
nsp
read
shee
ts li
st d
ata
for
yout
h ag
ed 1
0-14
and
15-
17; c
ombi
ne/s
um th
e to
tals
for
thes
e ag
e gr
oups
for
rep
ortin
g ab
ove.
For
the
Oth
er c
ateg
ory
inth
e ab
ove
tabl
e, c
ombi
ne n
umbe
rs f
or "
Som
e O
ther
Rac
e" a
nd "
Mul
ti-ra
ce"
cate
gori
es f
ound
with
in th
e D
OF
proj
ectio
n sp
read
shee
t. (D
OF
sour
ceis from the U.S. Census Bureau, Census 2000 of
Popu
latio
n an
d H
ousi
ng.)
In a
dditi
on, f
or e
ach
deci
sion
-mak
ing
cate
gory
, rep
ort t
he n
umbe
r of
eve
nts
for
the
iden
tifie
d ye
ar (
a co
ntin
uous
12
mon
th p
erio
d), n
ot th
e nu
mbe
rof
indi
vidu
al y
outh
, as
a si
ngle
you
th m
ay h
ave
mul
tiple
eve
nts
over
the
cour
se o
f on
e ye
ar. F
or p
erce
ntag
es (
race
/eth
nici
ty/g
ende
r va
riab
le to
tal
divi
ded
by th
e co
rres
pond
ing
cate
gory
tota
l tim
es 1
00),
rou
nd to
the
near
est w
hole
num
ber.
· Arrests: Report the total number of juvenile arrests made by local
law
enf
orce
men
t off
cers
, the
cor
resp
ondi
ng to
tals
by
race
/eth
nici
ty/g
ende
ran
d pe
rcen
tage
s fo
r th
e id
entif
ied
year
.· J
uven
ile H
all B
ooki
ngs:
Rep
ort t
he to
tal n
umbe
r of
boo
king
s in
to th
e ju
veni
le h
all(
s), t
he c
orre
spon
ding
tota
ls b
y ra
ce/e
thni
city
/gen
der
and
perc
enta
ges
for
the
iden
tifie
d ye
ar.
· In-
cust
ody
Hol
ds f
or D
eten
tion
Hea
ring
s: R
epor
t the
tota
l num
ber
of ju
veni
les
held
in-c
usto
dy a
wai
ting
dete
ntio
n he
arin
gs (
pre-
disp
ositi
on),
the
corr
espo
ndin
g to
tals
by
race
/eth
nici
ty/g
ende
r an
d pe
rcen
tage
s fo
r th
e id
entif
ied
year
.· P
etiti
ons-
File
d: R
epor
t the
tota
l num
ber
of p
etiti
ons
that
wer
e fi
ed b
y th
e D
istr
ict A
ttorn
ey, t
he c
orre
spon
ding
tota
ls b
y ra
ce/e
thni
city
/gen
der
and
perc
enta
ges
for
the
iden
tifie
d ye
ar.
· Pet
ition
s- S
usta
ined
: Rep
ort t
he to
tal n
umbe
r of
pet
ition
s th
at w
ere
sust
aine
d, th
e co
rres
pond
ing
tota
ls b
y ra
ce/e
thni
city
/gen
der
and
perc
enta
ges
for the identified year.
. Ins
titut
iona
l Com
mitm
ents
: Rep
ort t
he to
tal n
umbe
r of
juve
nile
s co
mm
itted
to a
juve
nile
det
entio
n fa
cilit
y (ju
veni
le h
all o
r ca
mp)
by
the
Cou
rt
(pos
t-di
spos
ition
), th
e co
rres
pond
ing
tota
ls b
y ra
ce/e
thni
city
/gen
der
and
perc
enta
ges
for
the
iden
tifie
d ye
ar.
o o 0' 0'
DM
C S
uppo
rt P
roje
ct-
Rea
pplic
atio
n Y
ear
3
Tab
le 3
: Det
entio
n U
tilza
tion-
Per
cent
age
Bre
akou
t by
Rac
e/E
thni
city Dat
a fo
r ye
ar: 2
010
Tab
le 3
: In
the
abov
e ta
ble,
rep
ort t
he to
tal a
vera
ge le
ngth
of
stay
(in
day
s, r
ound
ed to
the
firs
t dec
imal
poi
nt)
of y
outh
in ju
veni
le h
all(
s) a
nd in
aca
mp(
s), t
he b
reak
outs
by
race
/eth
nici
ty f
or p
re-
and
post
-dis
posi
tiona
l you
th f
or th
e id
entif
ied
year
(a
cont
inuo
us 1
2 m
onth
per
iod)
.. A
vera
ge L
engt
h of
Sta
y in
clud
es a
ll co
ntin
uous
day
s se
rved
in th
e sp
ecifi
ed d
eten
tion
faci
lity
and
is c
alcu
late
d by
:o
coun
ting
the
num
ber
of d
ays
serv
ed b
y ea
ch ju
veni
le r
elea
sed
from
eac
h ca
tego
ry;
a adding these days together;
o dividing this sum by the total number of juveniles released in each category.
In a
dditi
on, r
epor
t the
tota
l ave
rage
dai
ly p
opul
atio
n fo
r th
e id
entif
ied
year
(a
cont
inuo
us 1
2 m
onth
per
iod)
for
juve
nile
hal
l( s
) an
d ca
mp(
s),
and
brea
kout
s by
rac
e/et
hnic
ity; r
ound
to th
e ne
ares
t who
le n
umbe
r. F
or p
erce
ntag
es (
race
/eth
nici
ty v
aria
ble
divi
ded
by th
e co
rres
pond
ing
cate
gory
tota
ltim
es 1
00),
rou
nd to
the
near
est w
hole
num
ber.
.. T
he A
DP
is c
alcu
late
d by
:o taking a count of the number of juveniles in custody each day of the month;
o adding these counts together;
o dividing the sum by the number of days
in e
ach
mon
th.
The
dai
ly c
ount
s ar
e to
be
take
n at
060
0 ho
urs.
Total I White
Ave
rage
Len
gth
of S
tay
inJu
veni
le H
all
(Pre
- D
i spo
sitio
n)
1.6
Ave
rage
Length of
Sta
y in
Juvenile Hall
(Pos
t -D
ispo
si ti
on)
15.5
Ave
rage
Len
gth
of S
tay
in a
Cam
p/R
anch
(Pos
t-D
ispo
sitio
n)
98
A verage Daily
Popu
latio
n-Ju
veni
le H
an(s
)22
.5
Ave
rage
Dai
lyPo
pula
tion-
Cam
p(s)
.:~.. ~ C
DM
C S
uppo
rt P
roje
ct-
Rea
pplic
atio
n Y
ear
3
1.5
12.6
3.3
o o 0- -J
~Tab
ie 4
: You
ths'
Res
iden
ce Z
ip C
odes
Con
trib
utin
g to
Det
entio
n A
dmis
sion
s- P
erce
ntag
e B
reak
out b
y R
ace/
Eth
nici
ty
Q i i Li L..... / i Dat~ for~.~:r: 2010
Tot
alI
Whi
te
All
Det
entio
n61
1I
144
Adm
issi
ons
Zip
Cod
e:I
302
I15
9507
6 -Z
ip C
ode:
I64
I29
9506
0 -Z
ip C
ode:
I48
I20
9506
2 -Zip Code:
I27
I0
9501
9 -Z
ip C
ode:
I17
I6
9507
3
All
Oth
erI
I74
Zip
Cod
es15
3
(com
bine
d):
Table 4: In the table above, report the total number of
youth admitted and detained in
juve
nile
hal
l(s)
, the
cor
resp
ondi
ng to
tals
by
race
/eth
nici
ty a
ndpe
rcen
tage
s fo
r th
e id
entif
ied
year
(a
cont
inuo
us 1
2 m
onth
per
iod)
.
For
Zip
Cod
es, i
dent
ify
the
top
five
zip
cod
es (
per
yout
hs' r
esid
ence
) w
ithin
the
coun
ty th
at c
ontr
ibut
e to
the
mos
t det
entio
n ad
mis
sion
s. F
or th
e"A
ll O
ther
Zip
Cod
es"
cate
gory
, com
bine
all
rem
aini
ng z
ip c
odes
that
mak
e up
the
dete
ntio
n po
pula
tion
and
repo
rt b
y ra
ce/e
thni
city
, inc
ludi
ngco
rres
pond
ing
perc
enta
ges.
For
per
cent
ages
(ra
ce/e
thni
city
var
iabl
e di
vide
d by
the
corr
espo
ndin
g ca
tego
ry to
tal t
imes
100
), r
ound
to th
e ne
ares
tw
hole
num
ber.
o o 0- 00
DM
C S
uppo
rt P
roje
ct-
Rea
pplic
atio
n Y
ear
3
Tab
le 5
: Top
5 M
ost F
requ
ent O
ffen
ses
and
Vio
latio
ns C
ontr
ibut
ing
to th
e D
eten
tion
Popu
latio
n- P
erce
ntag
e B
reak
out b
y R
aceÆ
thni
city
Dat
a fo
r ye
ar: 2
010
Tot
alW
hite
Off
ense
iVio
latio
n:12
330
Vio
lent
Off
ense
iVio
latio
n:I
104
I35
Prop
ert
Off
ense
iVio
latio
n:I
93I
12Bench Warrant
Off
ense
iVio
latio
n:I
61I
27D
rugs
! A
lcoh
ol
Oft
ense
iVio
latio
n:D
eten
tion
Alte
rnat
ive
I59
I8
Vio
latio
nA
ll O
ther
Off
ense
siV
iola
tions
I17
1I
32
(com
bine
d):
Tab
le 5
: In
the
abov
e ta
ble,
rep
ort t
he f
ive
mos
t fre
quen
t off
ense
s an
d vi
olat
ions
that
con
trib
ute
to th
e de
tent
ion
of p
ost-
adju
dica
ted
yout
h in
juve
nile
hall(
s) a
nd c
amp(
s), t
he c
orre
spon
ding
tota
ls b
y ra
ce/e
thni
city
and
per
cent
ages
for
the
iden
tifie
d ye
ar (
a co
ntin
uous
12
mon
th p
erio
d). F
or th
e "A
llO
ther
Offe
nses
" ca
tego
ry, c
ombi
ne a
ll re
mai
ning
offe
nses
/vio
latio
ns th
at m
ake
up th
e de
tent
ion
popu
latio
n an
d re
port
by
race
/eth
nici
ty, i
nclu
ding
corr
espo
ndin
g pe
rcen
tage
s. F
or p
erce
ntag
es (
race
/eth
nici
ty v
aria
ble
divi
ded
by th
e co
rres
pond
ing
cate
gory
tota
l tim
es 1
00),
rou
nd to
the
near
est
who
le n
umbe
r.
DM
C I
ssue
Ide
ntif
catio
n
Usi
ng th
e da
ta p
rovi
ded
in th
is s
ectio
n an
d an
y ad
ditio
nal d
ata
deem
ed p
ertin
ent,
disc
uss
iden
tifie
d is
sues
rel
ated
to D
MC
in th
e co
unty
, inc
ludi
ng th
esp
ecif
ic d
ecis
ion
poin
ts w
here
DM
C is
occ
urri
ng in
con
text
of
the
need
s id
entif
ied
for
Yea
r 3.
Table 2
The
Lat
ino
popu
latio
n ag
e 10
-17
grew
by
from
53.
2%in
200
9 to
54.
5% in
201
0. F
or th
e sa
me
age
grou
p, th
e W
hite
pop
ulat
ion
drop
ped
from
37.
4% in
200
9 to
35.8
in 2
010.
Thi
s tr
end
is e
xpec
ted
to c
ontin
ue a
ccor
ding
to r
ecen
t pop
ulat
ion
proj
ectio
ns.
~ e DM
C S
uppo
rt P
roje
ct-
Rea
pplic
atio
n Y
ear
3
o o Q\
'U
~ ~T
able
2 s
how
s th
at w
hile
53.
8% o
f al
l juv
enile
arr
est w
ere
for
Lat
ino
yout
h (a
num
ber
sim
ilar
to th
eir
com
posi
tion
in th
e ge
nera
l pop
ulat
ion)
, the
y re
pres
ente
d
67.8% of youth booked into the juvenile halL.
Con
vers
ely,
Whi
te y
outh
mad
e up
38.
2% o
f al
l arr
ests
, but
onl
y 23
.6%
wer
e re
sulte
d in
juve
nile
hal
l boo
king
s.
Bot
h ar
rest
rat
es f
or y
outh
Whi
te a
nd L
atin
o ar
e pr
opor
tiona
te to
thei
r re
pres
enta
tion
in th
e yo
uth
popu
latio
n, h
owev
er, t
he d
ispa
ritie
s ar
e si
gnif
ican
t whe
n
com
pari
ng w
ho is
end
s up
bei
ng b
ooke
d in
to ju
veni
le h
alL
. It i
s im
port
ant t
o no
t how
ever
, tha
t fro
m 2
009
to 2
010
the
perc
enta
ge o
f L
atin
o yo
uth
arre
sted
drop
ped
from
55.
5% to
53.
8%.
The
dat
a in
dica
tes
that
the
furt
her
Lat
ino
yout
h pe
netr
ate
the
syst
em, t
he g
reat
er th
e di
spar
ities
and
dis
prop
ortio
nalit
y. T
he s
ame
is tr
ue f
or B
lack
you
th. T
hey
represent 1.3 % of
the court aged population, but 2.8% of
the arrests and 3.6% of
the bookings. When the percentage of
Lat
ino
yout
h is
com
pare
d to
Whi
te y
outh
who
are
boo
ked
and
deta
ined
to u
ntil
the
dete
ntio
n he
arin
g, th
e pe
rcen
tage
of
Lat
ino
yout
h in
crea
ses
whi
le th
e pe
rcen
tage
of
Ang
lo y
outh
dec
reas
es. T
he s
ame
disp
ariti
es a
t cri
tical
dec
isio
n po
ints
exi
st f
or B
lack
you
th.
Whe
n re
view
ing
the
num
ber
of p
etiti
ons
file
d fo
r W
hite
and
Lat
ino
yout
h, it
is a
ppar
ent a
muc
h hi
gher
per
cent
age
of L
atin
o yo
uth
(63.
5%)
have
pet
ition
s fi
ed
than
do
Ang
lo y
outh
who
are
hel
d in
cus
tody
for
det
entio
n.
With
res
pect
to th
e po
st-a
djud
icat
ion
utili
zatio
n of
juve
nile
hal
l, th
e nu
mbe
r of
com
mitm
ents
dec
reas
ed f
or a
ll yo
uth
from
200
9 to
201
0. I
n 20
10, 4
0% o
f th
e 5
yout
h w
ith in
stitu
tiona
l cou
rt c
omm
itmen
ts w
ere
Lat
ino,
com
pare
d to
200
9 w
hen
they
mad
e up
78.
6% o
f co
mm
itmen
ts w
ith 1
4 co
mm
itmen
ts to
tal.
Ess
entia
lly,
once
Lat
ino
yout
h en
ter
the
juve
nile
just
ice
syst
em a
nd p
enet
rate
fur
ther
, the
y ar
e m
ore
likel
y th
ey a
re to
be
deta
ined
, hav
e pe
titio
ns f
ied
and
sust
aine
d th
an
Whi
te y
outh
. Ess
entia
lly if
you
are
a L
atin
o yo
uth,
the
prob
abili
ty o
f be
ing
arre
st is
sim
ilar
to th
at o
f a
Whi
te y
outh
, but
onc
e yo
u ar
e br
ough
t to
the
juve
nile
hal
l,
disp
ropo
rtio
nalit
y in
crea
ses.
Pro
batio
n w
ill c
ontin
ue to
mon
itor
the
deci
sion
that
lead
to h
oldi
ng y
outh
for
the
dete
ntio
n he
arin
g.
Whi
le d
ispr
opor
tiona
lity
clea
rly
exis
t at t
hese
cri
tical
dec
isio
n po
ints
, The
Cou
nty
of S
anta
Cru
z Pr
obat
ion
Dep
artm
ent c
omm
its to
take
str
ong
mea
sure
s to
ens
ure
equi
ty a
nd c
onsi
sten
cy in
dec
isio
n m
akin
g an
d to
ass
ure
that
det
entio
n is
use
d on
ly w
hen
yout
h ca
nnot
be
safe
ly r
elea
sed
to h
is o
r he
r co
mm
unity
. The
pro
batio
n
depa
rtm
ent l
ooke
d cr
itica
lly a
t tho
se y
outh
who
wer
e ar
rest
ed, b
ooke
d an
d se
cure
ly d
etai
ned
pure
ly a
t the
dis
cret
ion
of th
e Pr
obat
ion
Dep
artm
ent.
The
Dep
artm
ent b
oth
outr
each
es to
and
invi
tes
colla
bora
tion
with
oth
er s
take
hold
ers
in th
e co
unty
, but
it c
anno
t for
ce o
ther
dep
artm
ents
to c
hang
e th
eir
polic
J5s
and
o .. o
DM
C S
uppo
rt P
roje
ct-
Rea
pplic
atio
n Y
ear
3
Ie c
prac
tices
. Pro
batio
n do
es u
nder
stan
d th
at it
can
and
is o
pen
to c
hang
ing
its p
olic
ies
and
prac
tices
as
is e
vide
nt b
y th
e po
licy
chan
ges
mad
e in
201
1 to
RA
I th
at
addr
ess
viol
ence
(th
ese
chan
ges
are
desc
ribe
d in
ful
l ail
in th
e gr
ant a
pplic
atio
n).
For
exam
ple,
the
Dep
artm
ent u
ses
a ri
sk a
sses
smen
t ins
trum
ent (
RA
J) a
t the
fro
nt d
oor
of d
eten
tion
to a
sses
s a
refe
rred
you
th's
ris
k fo
r re
cidi
vatin
g or
pre
-
adju
dica
tion.
The
ass
essm
ent i
s us
ed to
det
erm
ine
whe
ther
a y
outh
who
is b
ooke
d sh
ould
be
deta
ined
, rel
ease
d w
ith c
erta
in c
ondi
tions
or
rele
ased
out
righ
t with
no c
ondi
tions
. The
DM
C-T
AP
gran
t allo
wed
the
Dep
artm
ent t
o an
alyz
e ho
w o
verr
ides
wer
e im
pact
ing
yout
h of
col
or a
nd d
isco
vere
d th
at o
verr
ide
rate
s w
ere
high
er f
or y
outh
of
colo
r th
an f
or W
hite
you
th. T
he D
epar
tent
inst
itute
d a
polic
y w
here
by a
man
ager
's a
ppro
val i
s ne
cess
ary
for
a yo
uth'
s ov
erri
de. A
s a
resu
lt, th
e ov
erri
de r
ate
has
decl
ined
for
all
yout
h, a
nd p
artic
ular
ly f
or y
outh
of
colo
r. A
dditi
onal
ly, w
ith th
e as
sist
ance
of
the
Bum
s In
stitu
te a
nd o
ther
tech
nica
l
assi
stan
ts, t
he D
epar
tmen
t dev
elop
ed a
sys
tem
to c
ateg
oriz
e th
e re
ason
s fo
r ov
erri
des
in th
e D
epar
tmen
t's m
ainf
ram
e da
taba
se. N
ow th
e ne
w C
ase
Man
agem
ent
Sys
tem
can
als
o co
mpl
ete
this
. Pre
viou
sly,
ana
lyse
s of
ove
rrid
e re
ason
s w
ere
hand
cou
nted
and
que
ried
on a
n ad
hoc
bas
is. T
o da
te, t
here
hav
e be
en n
o
sign
ific
ant d
iffe
renc
es in
the
reas
ons
that
Whi
te y
outh
are
ove
rrid
den
from
the
reas
ons
that
You
th o
f C
olor
are
ove
rrid
den.
A review of override trends from January 2009 through 2010 ilustrates an overall reduction in the override the
of r
isk
asse
ssm
ent i
nstr
umen
t (R
AI)
at i
ntak
e an
d
dete
ntio
n he
arin
g th
at r
esul
t in
dete
ntio
n fo
r yo
uth.
The
num
bers
con
tinue
to b
e lo
w. T
he n
umbe
r of
Jud
ge o
verr
ides
con
tinue
s to
be
low
whe
n co
mpa
red
2009
.
The
re h
as b
een
an o
vera
ll re
duct
ion
in b
oth
prob
atio
n ov
erri
des
and
the
judg
e's
over
ride
s of
the
RA
I si
nce
2009
to th
e pr
esen
t.
Table 3
The
ave
rage
leng
th o
f st
ay f
or L
atin
o yo
uth
and
Whi
te is
sim
ilar
in 2
010.
Thi
s is
a c
hang
e fr
om 2
009
whe
n th
e av
erag
e le
ngth
of
stay
for
Lat
ino
yout
h pr
e-
disp
ositi
on w
as 4
0% m
ore
than
for
Whi
te y
outh
. The
ave
rage
leng
th o
f st
ay p
ost d
ispo
sitio
n fo
r L
atin
o yo
uth
also
dec
reas
ed f
rom
200
9 (
23.9
day
s) to
15.
2 da
ys
in 2
010.
Lat
ino
yout
h st
ill h
ave
a lo
ng a
vera
ge le
ngth
of
stay
pos
t dis
posi
tion
in 2
010.
Dis
pari
ties
and
disp
ropo
rtio
nalit
y ex
ists
in d
eten
tion
utili
zatio
n an
d R
anch
cam
p co
mm
itmen
ts a
s is
evi
dent
fro
m T
able
3. L
atin
o yo
uth
mad
e up
77%
of
Ave
rage
dai
ly p
opul
atio
n in
Juv
enile
Hal
l in
2010
No
Whi
te y
outh
wer
e pl
aced
in
ranc
h ca
mp
in 2
010;
Lat
inos
and
Bla
ck y
outh
mad
e up
100
% o
f R
anch
Cam
p co
mm
itmen
ts. I
n ye
ar th
ree
of th
e D
MC
Sup
port
gra
nt, t
he d
epar
tmen
t 80p
es to
o ..co
nduc
t a s
tudy
to e
xplo
re if
dis
pari
ties
exis
t in
the
deci
sion
poi
nts
that
lead
to o
ut-o
f-ho
me
plac
emen
t.
DM
C S
uppo
rt P
roje
ct-
Rea
pplic
atio
n Y
ear
3
~ .A
s T
able
3 in
dica
tes,
the
aver
age
daily
pop
ulat
ion
in d
eten
tion
is h
ighe
r fo
r si
gnif
ican
tly h
ighe
r fo
r L
atin
o yo
uth
than
it is
for
Whi
te y
outh
, par
ticul
arly
whe
n
com
pari
ng p
erce
ntag
es o
f av
erag
e da
ily p
opul
atio
n to
the
over
all c
ourt
age
d yo
uth
popu
latio
n. H
owev
er, t
he D
epar
tmen
t has
take
n ca
re to
ass
ure
that
all
yout
h
deta
ined
can
not b
e se
rved
in c
omm
unity
alte
rnat
ive.
For
exa
mpl
e, o
n av
erag
e, h
alf
of th
e L
atin
o yo
uth
deta
ined
are
det
aine
d as
the
resu
lt of
cou
rt c
omm
its w
ho
may
hav
e ot
herw
ise
been
sen
t to
the
Cal
ifor
nia
Dep
artm
ent o
f Ju
veni
le J
ustic
e. I
t sho
uld
be n
oted
, as
wel
l, th
at th
e C
ount
y ce
lebr
ates
sho
rt a
vera
ge le
ngth
s of
stay
in d
eten
tion
pre-
disp
ositi
on f
or a
ll yo
uth.
Pos
t-di
spos
ition
leng
ths
of s
tay
are,
aga
in, i
mpa
cted
by
yout
h w
ho a
re c
ourt
com
mits
to d
eten
tion.
Pro
batio
n
does
not
ope
rate
any
cam
ps a
nd th
eref
ore
does
not
hav
e da
ta o
n th
eir
aver
age
daily
pop
ulat
ions
.
In 2
010
ther
e w
ere
few
er y
outh
hel
d in
det
entio
n ea
ch d
ay, h
owev
er w
orks
stil
l nee
d to
be
done
to d
eter
min
e w
hy th
e di
spro
port
iona
lity
cont
inue
s to
exi
st. T
he
good
new
s is
the
AD
P co
ntin
ues
to b
e fa
r be
low
the
42 b
ed c
apac
ity o
f th
e ju
veni
le h
all a
nd f
ewer
you
th o
f al
l rac
e an
d et
hnic
ities
are
bei
ng h
eld
in d
eten
tion.
Tab
le 4
As
Tab
le 4
abo
ve s
how
s, th
e to
p 3
five
zip
code
s th
at c
ontr
ibut
e to
you
th a
dmitt
ed a
nd d
etai
ned
in ju
veni
le h
all m
ake
up th
e m
ajor
ity o
f you
th b
ooke
d in
to
juve
nile
hal
l. 45
% o
f th
e yo
uth
(92.
4% b
eing
Lat
ino)
com
e fr
om th
e 95
076
Zip
cod
e. L
atin
o yo
uth
mak
e up
67.
7% o
f al
l det
entio
n ad
mis
sion
s. T
he 9
5076
Zip
code
is is
an
area
whe
re p
roba
tion
has
trad
ition
ally
rec
eive
d a
high
num
ber
of r
efer
rals
. Pro
batio
n ha
s re
cogn
ized
this
and
muc
h ef
fort
has
bee
n pu
t int
o pl
ace
to
iden
tify
deci
sion
poi
nts
that
con
trib
ute
to s
uch
high
num
bers
of
dete
ntio
n ad
mis
sion
s fr
om th
e 95
076
area
. San
ta C
ruz
has
long
trac
ked
the
zip
code
s in
whi
ch
yout
h w
ho a
re b
ooke
d at
juve
nile
hal
l res
ide.
The
Dep
artm
ent u
nder
stan
ds th
e im
port
ance
of
ensu
ring
that
app
ropr
iate
det
entio
n al
tern
ativ
es a
nd o
ther
prog
ram
min
g ar
e av
aila
ble
in th
e co
mm
uniti
es w
hich
the
yout
h it
serv
es r
esid
es.
Table 5
As
Tab
le 5
abo
ve in
dica
tes,
the
maj
ority
of
yout
h de
tain
ed in
San
ta C
ruz
Cou
nty
are
deta
ined
for
a r
elat
ivel
y sm
all n
umbe
r of
off
ense
s an
d vi
olat
ion
cate
gori
es.
You
th a
re d
etai
ned
with
the
grea
test
fre
quen
cy a
re v
iole
nt o
ffen
ses.
Thi
s is
par
ticul
arly
true
for
Lat
ino
yout
h w
ho r
epre
sent
o o -J N
DM
C S
uppo
rt P
roje
ct-
Rea
pplic
atio
n Y
ear
3
l\ Q
65 %
of
the
dete
ntio
n po
pula
tion
adm
itted
for
vio
lent
off
ense
s. T
he s
econ
d m
ost f
requ
ent o
ffen
ses
for
whi
ch y
outh
are
det
aine
d ar
e fo
r pr
oper
ty o
ffen
ses.
In
2010
, the
top
offe
nses
and
vio
latio
ns w
hich
led
to d
eten
tion
post
adj
udic
atio
n ha
ve s
igni
fica
ntly
cha
nged
. In
2009
the
top
dete
ntio
n ca
tego
ries
wer
e vi
olat
ions
of
the
AT
D a
nd B
ench
War
rant
s. S
ince
209
we
have
pou
t mea
sure
in p
lace
to r
educ
e th
e us
e of
det
entio
n fo
r th
ese
viol
atio
ns b
y im
plem
entin
g co
urt r
emin
der
calls
and
wor
king
with
the
Judg
e to
red
uce
cour
t rem
ands
for
low
leve
l vio
latio
ns o
f th
e A
TD
pro
gram
s. W
hat w
e se
e in
201
0 ar
e ad
mis
sion
for
vio
lent
off
ense
s,
whi
ch te
chni
cally
is w
ho s
houl
d be
hel
d in
det
entio
n as
opp
osed
to lo
w le
vel v
iola
tions
of
prob
atio
n. W
hile
the
num
ber
of y
outh
det
aine
d on
war
rant
is h
ighe
r
than
the
Dep
artm
ent w
ould
like
, it i
s lo
wer
than
it w
as th
ree
year
s ag
o. B
ench
War
rant
s ar
e is
sued
for
you
th w
ho f
ail t
o ap
pear
for
cou
rt a
nd/o
r fo
r yo
uth
who
are
AWOL. The Department has made strong efforts to reduce the number of
youth detained as the result of
benc
h w
arra
nts.
For
exa
mpl
e, th
e D
epar
tmen
t ins
titut
ed
a ca
ll no
tific
atio
n pr
ogra
m to
rem
ind
yout
h to
app
ear
for
cour
t-th
e ca
lls a
re m
ade
in b
oth
Eng
lish
and
Span
ish.
As
wel
l, th
e de
part
men
t off
ers
tran
spor
tatio
n to
yout
h to
get
to c
ourt
for
app
eara
nces
. Sin
ce th
ese
prac
tices
hav
e be
en in
stitu
ted,
the
num
bers
hav
e de
crea
sed,
par
ticul
arly
for
Lat
ino
yout
h. A
dditi
onal
ly in
Jul
y
of 2
010,
4 o
f th
e 5
cour
t day
s no
w ta
ke p
lace
in W
atso
nvile
, CA
. (95
706
Zip
cod
e ar
ea).
As
indi
cate
d by
the
data
, a s
igni
fica
nt n
umbe
r of
juve
nile
s th
at c
ome
into
con
tact
with
juve
nile
just
ice
syst
em a
re f
rom
Wat
sonv
ile. P
rior
to J
uly
2010
Cou
rt h
eari
ngs
took
pla
ce in
Fel
ton
whi
ch is
the
oppo
site
end
of
the
coun
ty. F
or
man
y L
atin
o fa
mili
es in
Wat
sonv
ile, t
rave
ling
to c
ourt
was
a h
ards
hip
and
prob
atio
n be
lieve
s th
at th
is h
as c
ontr
ibut
ed to
hig
h nu
mbe
rs o
f FT
A' s
. The
depa
rtm
ent i
s tr
acki
ng F
T A
's a
nd h
ypot
hesi
zes
that
FT
A's
wil
be le
ss, n
ow th
at W
atso
nvile
fam
ilies
hav
e ea
sier
acc
ess
to c
ourt
. We
look
for
war
d to
rev
iew
ing
2011
dat
a re
late
d to
this
are
a.
o o -: v.
DM
C S
uppo
rt P
roje
ct-
Rea
pplic
atio
n Y
ear
3
Please provide a thorough update in narrative format on your efforts to administer the project as outlined inthe grant proposal by addressing the following questions.
A. Describe the necessary ongoing strategies employed to engage and/or enhance understanding of
DMC among stakeholders. (Note: Please specify stakeholders.)
Community Engagement-The RAI Incident Provides New Opportunities with Law Enforcement
The RAI incident described in Section II. B. has provided an unexpected opportunity for systemstakeholder engagement.
It has been challenging to engage some justice system stakeholders, particularly law enforcement. In 1997,after becoming a JDAI site, probation created a task force and work groups that worked towardsimplementing all of the core strategies of IDAI. When the Probation Department began taking the firststeps towards full implementation of IDAI, a task force consisting of justice stakeholders, including lawenforcement was convened to oversee and guide the RAI implementation. This group decided what factorsthey RAI would consider as predictors of FT A and likelihood of reoffending during the court process andwhat types of cases would be handled as policy holds. Many of the original members of the task force areno longer with their agencies and many new leaders have taken their places. The challenges with thisturnover in leadership is that new leaders do not have the history their predecessors had in developing thelocal RAI and therefore feel they have little if any ownership over the RAI. The result is that over the pastfew years, new justice system stakeholders lack the fundamental knowledge about why a RAI is a criticaltool in guiding objective decisions. While there have been one or two justice stakeholders such as the DAand the Watsonvile Police Department who have vocalized their disapproval of the RAI, our objectivedetention admissions tool is regarded as the local standard and thought to be a critical part of the decisionmaking process in juvenile justice.
Since the start of the DMC grants, which includes TAP DMC and the Support Project funding, probationhas been deliberate about engaging system partners in our work to reduce disparities. The most resistantpartners in this process were those that have also been the most vocal about their disapproval of the RAI.Ironically the August 1, 20 II, incident which drew lots of local media attention to the RAI, proved to bean opportunity to engage these partners again. Initially a handful of outspoken police offcials appeared totake pleasure in the negative media attention about our RAI. They may have seen this as their opportunityto pressure probation either to eliminate the RAI or to change the RAI so it would hold "all the kids whojust need to be taught a lesson." At one of the initial meetings with the law enforcement agency whosestaff person had made a press release misrepresenting the events that lead up to the event, an AssistantChief said, "I knew this was going to happen". It was almost as if he said he had been waiting everyday
for 12 years for one opportunity to really find fault with the RAI and now with this incident, he found itand he was vindicated. The Assistant Chief's assertion that the RAI was flawed and was to blame for theincident was in our opinion, ridiculous. After more than 12 years of using the RAI we have had 95%success rate. Regardless of this no tool can predict crime with 100% accuracy and probation was not aboutto drop the RAI just because of one isolated incident.
Knowing that we now had the attention of a number of justice stakeholders, the Probation Chief decided touse the opportunity to bring partners back to the table to review the RAI. This process would have to bewell thought out, because we do not what to mislead our stakeholders into thinking that we are going torevise the RAI. We want to use meetings with stakeholder to first reeducate them about the RAI and itsrelevance in juvenile justice.
Community Engagement: Community Justice Network for Youth (CJN)
l 2 ø DMC Support Project- Reapplication Year 3
There was significant progress made in the area of community engagement in 2011. The 81's CJNY madesignificant inroads in the community of Santa, especially with an emerging organization known as the 0075Santa Cruz Community Coalition to Overcome Racism (SCCC COR). The mission of SCCCCOR is toidentify and work toward ending systemic racism throughout the county.
The purpose of the Santa Cruz County Community Coalition to Overcome Racism (SCCCCOR) is toprovide education and organizing activities in order to:o equip member organizations and individuals to more effectively carry out their work from an anti-racist perspective, ando join together collectively to address systemic racism within institutions of law enforcement, education,
immigration, social services, housing, employment and health care in Santa Cruz County.SCCCOR task force attendees/members include students, elders, clergy, parents, probation staff, multi-racial community members, and community organizations. This is a perfect organization to work withbecause their "purpose" is what the DMC support project is all about.The Taskforce for Justice and Public Safety - which is the subcommittee that emerged from the
CJNY/SCCCCOR Law Enforcement Group - is very interested in the Department's DMC work. TheAugust 1, 2011 incident that drew attention to our risk assessment was something that members of thetaskforce were especially interested in being more involved in. They have been very vocal about the needto not react (overreact) to this incident by changing the RAJ. They understand the value of the RAI andhow this objective tool is one of the fundamental strategies that reduces disparities in juvenile justice.Since the RAI incident Tracy Benson from the 81's CJNY has met with members of the task force toinform them of the work that Probation is doing to address some of the concerns related to communityviolence. The DMC Project Director has communicated with Tracy and another member, Jessica Roa andinformed them of the step by process Probation is taking to review current practices to determine if anychanges should be made. SCCCCOR has made it clear that they want to be part of any offcial stakeholdergroup that convenes to review the RAJ. They have already met with the Chief of Watsonvile Police(WPD) to express their support of the RAI and let the WPD know that this tool is essential. Probation isextremely pleased to have this support and this demonstrates how important community engagement is,especially in times like this.
Community Engagement through Aztecas Soccer ProgramFilm Premier and Stakeholder Event
As previously report Year 2 DMC Progress Reports, Gina Castaneda, A Deputy Probation Offcer whocoaches the Azteca soccer was only one of six women in the world selected the part a documentaryprofiing extraordinary women in the world of soccer. Amanda Michel, an academy award winning fimmaker from San Francisco wrapped up fiming in early June and the fim premiered on June 24th onESPN. The fim aired again in ABC the following week. As a way to begin promoting the fim anddrawing attention to our system reform work, the DMC Project Director developed this short description ofthe fim:
"The Save" is an ESPN Documentary that follows Gina Castañeda, a juvenile probation officer inWatsonville, CA. who uses soccer for social change in a community struggling with gang violence andpoverty. Soccer saved her life, and now she is giving back what was given to her. Gina is only one of sixwomen from around the world featured in an ESPN documentary series that aired during the 2011 FIFAWomen's World Cup. This fim intertines Gina's past and present to create a rich and compellingnarrative of one woman struggling to literally save lives with soccer. From working on her juvenile case-load to coaching the Aztecas in a championship match, this documentary shows how one woman really canmake a difference.
In early June, the DMC Project Director decided that this fim provided the Department with anopportunity to highlight effective juvenile justice practices that provide alternatives for gang involvedyouth. We planned to use the stakeholder/fim premier event as a deliberate strategy to engage juvenilejustice stakeholders and community members in our system reform work. We believe this was a highlysuccessful and well attended community event which wil help us further leverage funding to support ourprograms. The event was recognized locally and nationally and highlights the innovative work of SantaCruz County. The DMC Project Director was the event host and used the opportunity to speak about
DMC Support Project- Reapplication Year 3 20
detention reform and DMC work. Additionally we had Raquel Mariscal, senior consultant at the Annie E.Casey Foundation, speak about the reform and equity work we are doing in Santa Cruz and how it 0076compares to other jurisdictions. Additionally, the Chief of Police from the WPD and a representative fromthe Board of Supervisors spoke in support of the soccer program as gang violence prevention program.
B. Discuss any challenges that your project encountered during the 2nd year of the grant and how you
addressed or are addressing those challenges.
Detention Risk Assessment Instrumented: Incident sparks renewed interest in the objectivescreening admission tool
On August 1,2011 an unfortunate incident occurred that drew local attention to our DetentionRisk Assessment Instrument (RAI). This was especially concerning given the fact that anobjective detention risk assessment instrument is the foundation of an effective juvenile justicesystem. Without one, a system is likely to unnecessarily hold low risk youth and evidence showsus that many of the youth held would be disproportionately youth of color. While we have facedsome criticism in the past (mostly from a few law enforcement agencies who believe all youthshould be held in custody for even the smallest law violations), most of the attention we havereceived has been positive.
The RAI incident involved a situation where a teen was arrested after brandishing a weapon. Thearresting offcer did not transport the teen to the juvenile hall but instead contacted probation andasked what might happen to the teen ifhe were brought to our facility. We informed him that theteen might qualify for release on a detention alternative. The officer had the right to bring the teento detention, but chose not to and cited and released him. Later on in the same day he went out andslashed another teen's face with a knife. In our opinion the officer should have brought the teento juvenile hall where a thorough risk assessment would have been completed. The events thatfollowed this incident demonstrated how a few individuals within the ranks of the police agencydiverted attention from them and blamed probation for what happened.
The manner in which this event played out clearly pointed out some deficits in the policy andpractices related to incidents like this. What was more troublesome than this however, was howthe representatives from the law enforcement agency used the event to point out the "failure" ofthe risk assessment instrument and how its use jeopardizes public safety (even though weconsistently have a 95% of higher success rate). A rogue officer in the agency even went as far asto contact the media and provided them with misleading details surrounding the event that made itlook like probation had actually refused to admit the youth to detention earlier in the day when hehad brandished a weapon.
20
What actually occurred in this event is that at the WPD called a supervisor at probation about thiscase after he contacted the teen who had brandished a weapon. As has been common practice, weoffer courtesy RAI phone consultations to law enforcement at the point of arrest to help give theman idea about what we might do with the case if they physically transport the suspect to juvenilehall. Phone consultations are especially helpful when dealing with low risk youth who commitnon-serious, non-violent offenses and could be handled without using detention. Regardless ofwhat we say we might do, law enforcement has the right to transport anyone they want to theinstitution; we only do the consultation to help know that some low scoring teens could be releasedright away or offer them alternative suggestions to booking a teen in custody. In this particularcase we did a RAI over the phone and informed the offcer that the teen might be eligible forrelease if was brought up to the juvenile hall. The officer then thanked the supervisor and hung up.Given what occurred, we know that the offcer chose not to transport the teen to juvenile hall. As
we now know the same suspect went on to slash another victim in the face. In attempt to protecttheir reputation, a Sergeant at the WPD contacted the media after this event and informed themprobation would not admit the suspect to the juvenile hall. In doing so he was suggesting thiswhole tragedy would have been avoided if probation would have admitted the teen. This was not
the case. The fact is that law enforcement chose not to transport the teen.
DMC Support Project- Reapplication Year 3
Regardless of these facts, it was clear that we could modify some policies and practices involvingthe RAI in incidents involving potential for serious injury and the practice of over the phone RAIconsultations. Some law enforcement agencies and critics of the RAI used the incident as an 0077opportunity to try and get probation to change the RAI point structure and drastically alter it. Asproponents of data driven decision making and best practices, we cannot just simply tweak theRAI and hope it somehow becomes a predictor of violence. No one can predict violence. We knowthat we would need to conduct a full RAI validation study before we actually begin modifying theareas/factors in the RAI that help us make objective decisions.
Reengaging Law Enforcement
Immediately following the event we began meeting with law enforcement and all other justicesystem stakeholder to discuss the RAI and our plan to first examine practices and procedures suchas RAI phone consultations and how we screen cases where there is potential for serious bodilyharm. As it turns out many stakeholders support the RAI and were very concerned that probationwould cave in to pressure from a few stakeholders and hastily modify the instrument. One group inparticular, Santa Cruz County Community Coalition to Overcome Racism (SCCCCOR) wasconcerned about how any modification to the RAI would widen the net and open the door for moreyouth of color to be detained. Their concerns about DMC were heightened when they learnedsome law enforcement agencies wanted to change the RAI might change; they are fully aware thatyouth of color are vulnerable to be victims of any policy changes that reduce objectivity. Thesupport of this organization and others demonstrated to us that a well thought out process wouldneed to take place over the next few months to help us determine if the actual structure of the RAIneeds to be changed. If that is the direction we take, data and research would be necessary.
RAI Policy Changes and Engaging Internal Stakeholders
With the help of the BI, probation has been working on a process that will help us identify policyand practice changes related to our RAI that we believe wil address the important issues of publicsafety. The first step in this process was conducting a RAI 101 training for our internalstakeholders. This training was intended to help staff understand why we use a RAI, whathappened when a system does not make objective decisions based on validated instruments, whatthe differences are between policy holds and holds based on validated risks. We wanted to makesure staff understands why objective decision making is critical to ensure equity and fairness as itrelates to detention. The training included discussion about DMC issues related to the RAI andthe risks of included areas such as gang affiliation in the RAI because this generally only impactsyouth of color and leads to higher rates of detention for them. We also took time to talk about thepurpose of detention and how alternatives to detention can be used to safely meet the goals ofdetention without actually detaining teens in juvenile halL.
The RAI 101 training laid the ground work for making sure our internal stakeholders understandthe RAI before we begin broader discussions with our external stakeholders. Support and buy infrom staff is criticaL. This RAI 101 training was conducted in October with all staff in the juveniledivision attending.
After the RAllO 1 training, the Chief and Assistant Chief worked with other managers to createtwo significant RAI policy changes that would address our responsibility to maintain public safety,but without altering the structure of the RAI. We understand the importance of proceeding withcaution with the RAI and know the implications if we are not objective when making policy andpractice changes: more teens, and most likely youth of color, would be held in detention andprobably not provided the opportunity to be placed in alternative to detention programs. Withconsultation from the BI we discussed how to best proceed with policy changes to the RAI whilemaintaining our commitment to making equitable decisions regarding use of detention. The Chiefdecided that the following two changes would be made to ensure that violent behavior is met withan appropriate response:
DMC Support Project- Reapplication Year 3 20
1. We no longer offer telephone RAI reviews to law enforcement in matters involvingviolence with potential for serious harm. Law enforcement should instead transport the youth tothe juvenile hall for a full intake assessment. We will continue this courtesy practice in all othermatters.2. A policy detention hold, until judicial review, wil be placed in cases of serious bodily
harm or of significant and clear threat of violence with potential to cause serious harm, unlessthere is an override down with reasons documented by a manager with reasons noted as to theoverride down. An override down should most often be in the form of a structured and supervisedrelease program with a set of conditions. Cases that do not involve weapons, such as a school yardfight, do not qualify as a case with potential to cause serious harm. These types of situationalmatters are low risk in terms of consequence as well as recidivism.
0078
We feel that these policy changes wil address many of the concerns the some stakeholders hadafter the August 1, 2011 incident. It addresses them without altering the RAI and gives us moretime to conduct thorough screenings in cases involving violence. We believe that if this policywere in place on August i, that the incident could have been less likely to have occurred. Wewould not have offered a RAI consultation over the phone (because the case had potential forviolence) and the officer would have had to made an independent decision whether or not to bringbeen to juvenile hall or release him; if the teen was brought up to the hall he would have been heldas a policy hold because his behavior had the potential for causing serious harm.
In the first week of December 2011, this new policy was rolled out in the form of an offcial memofrom the Chief. Assistant Chief Fernando Giraldo held special meetings to explain the new policyand answer questions
Reengaging Law Enforcement: RAI Convening's
The next step in this process is to meet with system stakeholders through a RAllO i convening( s).We are planning to hold this meeting in mid to late January 2011. The DMC steering committeehas guided this entire process and has also proposed a plan which will help structure the conveningand what the agenda should look like. In 2012, the BI wil help probation facilitate these meetingsand as expert consultants they can provide stakeholders with infonnation about what is consideredbest practice in juvenile justice as it relates to objective detention risk assessment tools.
In year 3 ofthe DMC support project, the BI will continue to advise us and help coordinate thejuvenile justice stakeholders meetings to review our current RAJ. As previously described thiswork started in the last few months of 20 11; the work to involve external stakeholders begins in2012. It is ironic that it took the August incident to bring stakeholders to the table. Probation hastried to reach out to stakeholders numerous times to no avaiL. Now they are interested andregardless of their motivation, we hope to use this opportunity to advance our DMC work.
C. List project accomplishments or successes during the 2nd year of the grant. Please describe the
impact these activities are having on the totality of the DMC project underway.
New Case Management System (CMS): One Year Later
28
One of the goals of the DMC grant was to enhance our capacity to collect and analyze data tomonitor key decisions points. In 2010, the Department purchased a new CMS and we hoped to build intoit the capacity to produce reports that demonstrated how decisions were being made at each step of thejuvenile justice process (arrest booking, admissions, adjudication, etc) and determine to what extentdisparities existed in decision making. As we look back, these were legitimate goals; however we havelearned that the CMS is somewhat limited in its capacity to produce reports. The CMS system is a greattool to manage basic probation casework and monitor the work staff are doing; unfortunately it is not a tool
DMC Support Project- Reapplication Year 3
that easily produces the more complex type of reports that we are looking for. Despite this challenge wehave made progress with this tool and our in-house expert (Diane Culcasi) has been able to slowly figureout how to build specialized reports in the system. We can now easily track the RAI score completed at 3different points: we can track booking RAI, intake RAI and filing RAJ. This enables us to see the 0079difference in RAI scores for all youth. We can now easily track override rates for youth, both policy holdsand discretionary overrides. Additionally the system to track violations of probation is now automated andas long as probation officers follow procedures, we are able to accurately track each reason for
discretionary probation violations that are fied. This data will be important as we advance our work toimplement a VOP grid. We will be able to monitor any changes since the implementation of the VOP grid.
As we work through some of the challenges we encountered with the CMS, Probation wilcontinue to use additional means to track relevant DMC data. At this time there are stil several separatedata bases that are kept to ensure that we can report out on our work. Through random review of probationcasework that can be tracked by CMS, we have discovered that staff is stil underutilizing the system'scapacity. Many staff is not taken full advantage of using the system's built in reports which help theoffcers quickly track their work. It offers immediate access to contacts made, frequency of contacts,
violations fied, caseload demographics, reports due, court dates, etc, etc. In 2012 several of the
supervisors plan to conduct a CMS training that wil help train and encourage their staff to fully utilizeCMS.
D. Provide any data (quantitative and/or qualitative) beyond what CSA requires that may be pertinentto assessing the impact of this project on reducing DMC in the targeted neighborhood(s) and/orcommunity.
Evening Center CEC) Program
DMC funding has supported partial cost of an On-Call Group Supervisor to staff theevening center and also covered small costs associated with supplies. As a result of budget cutsover the past several years, the evening center now relies entirely on state allocations and grantfunding. The DMC Support Project is a vital source of funding and helped sustain this importantpost-dispositional alternative to detention designed for Latino youth in Watsonville. The programwas developed in 2005 in order to expand the Probation Department's capacity to serve non-violent, non serious offenders in a community based setting with comprehensive support fromyouth serving agencies. An analysis of data demonstrated the need for a program to serve asan alternative to detention for Latino Youth in Watsonville who were violating conditions ofprobation and being remanded into custody by the Judge.
Below is a table which includes court remand data. The number of remands is far belowthe number of remands we identified prior to start of the evening center. In a 12-month periodbetween 2004 and 2005 a total of 48 bookings were for court remands. In a 12 month periodbetween 2010 and 2011 only 14 bookings were court remands, a reduction of 29%
Court Remands Q42010 Q12011 Q22011 Q32011White 0 1 2 0Latino 0 0 2 1
African American 0 0 0 0Other 0 3 0 0Total 0 4 4 1
Azteca
In Year two of the DMC Support project we began to use funds to support the popularAzteca Soccer program. This inspiring program started with a Probation Officer with a uniqueidea, passion, and leadership skils who was able drawn in community members and volunteers 0DMC Support Project- Reapplication Year 3 Ai ø
to support her and helped to transform the lives of gang involved youth through the gamesoccer. The odds are stacked against these young Latino men, however through the mentorshipof volunteer mentors as coaches, the support of family and community, and the vision to unitu 0 80opposing gang members on one team for one good, Gina Castenada developed a gangintervention that has drawn worldwide attention. In 2011 Gina's soccer program was the subjectof an ESPN documentary film called the "The Save" and features Gina as one of only six womenin the world whose idea to use soccer for social change in a community struggling with gangviolence and povert has engaged an entire community. Soccer saved her life, and now she isgiving back what was given to her.
Benefits of the Azteca Soccer Program. The Azteca youth players are all high-risk, gang affliated, Latino teenagers.
. The Azteca youth players are all learning to identify as soccer players and NOT as
gang members.
Reducing technical violations of probation:. Aztecas youth players are engaged and active with pro-social soccer practices and
games in the late afternoon and early evening. Consequently, youth are not outin the community among gang members during high crime periods and are less
likely to violate terms of their probation.. Aztecas youth are mentored by positive male role-model coach/players who
interact with the boys for several hours a week, both during one-on-one
coaching and team play.
Reducing the use of detention/reducing recidivism for Latino youth:. Before being released from detention, youth participate in the creation of a safety
plan, which they agree to and sign.. Standards of Conduct/Mentoring Agreements: Before a youth can join the
Aztecas, he must sign an agreement that he will not wear red or blue, flashsigns, carry weapons, engage in verbal slurs or profane language, or behave
violently.
Specific benefis of the Aztecas Soccer Program, including, but not limited to:. Community Service: For example, all of the Aztecas team members are voluntarily
adopting a family for the holidays, and are purchasing, gift wrapping and
delivering presents for children in-need.. The Aztecas Soccer Program successfully integrates opposing Latino youth gang
members into one cooperative team, offering a positive soccer team experienceto at-risk teens.
. Youth are mentored by adult coaches and players, learning sportsmanship,
conflict resolution, anger management and respect, while developing self-esteem and confidence in a pro-social setting.
DMC Reduction Strategy:. 100% of the players in the Aztecas Soccer Program are Latino.
Reducing contact with the Juvenile Justice System at multiple points:. The majority of the youth players act as positive role models for younger siblings
and relatives, breaking the pattern of generational contact with the juvenilejustice system.
. The youth players receive positive family support; the majority of team parents
and significant adults in the youths' lives attend their games and volunteer forfund-raising activities. Further, many of the youths' parents attend positive
extracurricular activities sponsored by the Aztecas Soccer Program.
2' DMC Support Project- Reapplication Year 3
Reducing contact with the Juvenile Justice System generally: 0081· Authority figures in the youth players lives, including parents, probation offcers,
district attorneys, judges, coaches and mentors all positively reinforce theyouths' behavior and their identities as Aztecas Soccer Program team members.
. Each youth player eagerly anticipates his time on the soccer field and makes a
conscious effort to obey the Team Agreements so that he may continue toparticipate in the Aztecas Soccer Program.
. The Aztecas Soccer Program offers each player a goal: To become recognized as
a soccer player in his community. To this end, the players all own uniforms, aswell as warm-ups, paid for through fund-raising by the Coach, mentors, and
players.
Santa Cruz County works with the Burns Institute to monitor target populations withinkey juvenile justice decision making points. The BI experience is that stakeholders achievesignificant reductions in racial and ethnic disparities by identifying, analyzing and strategizing
around target populations. A "target population" generally refers to youth detained as the resultof low level, non-violent offenses and technical or administrative violations. These youth areoften detained as the result of policies, practices or procedures that stakeholders generally agreemay be modified to safely and effectively reduce detention utilization. "Target populations" mayalso be referred to as "low hanging fruit," and often include youth detained for a variety of lowlevel criminal law offenses and technical or administrative violations. Additionally, "targetpopulations" may be identified by reviewing local policy and practice and inter-agency decisionmaking. For example, reductions in detention utilization may be possible by reducing the numberof youth who are admitted to detention by a local Police Department but soon after released bythe judge. The work to reduce disparities becomes more manageable and therefore more
achievable when focusing on these populations. Moreover, across the nation, youth detained forlow level offenses and technical or administrative violations consistently comprise an
overrepresentation of youth of color.
While Santa Cruz County monitors various key indicators of racial and ethnic disparitieswithin probation decision-making, we have more closely monitored and analyzed a smallernumber of target population:
(1) Overrides
(2) Warrants
(3) Violations of Probation
(4) Inconsistencies in Justice System Decision-Making
5) Detention Utilization and alternatives
Through the monitoring of these target populations we have discovered certain policiesand practices that led to disparate decision making. The work in Santa Cruz has been to focuson these decision making points and develop strategies to ensure equity.
1) Overrides -RAI Override Manager Approval Policy
During the DMC- TAP grant period the DMC core working group reviewed one year worthof data related to probation holds that were released by the judge at the detention hearing. Thedata revealed that a disproportionate number of Latino youth were being held as a matter ofpolicy and also being held as a result of an override of the RAI. It appeared that some
supervisors were allowing staff to override the RAI (since there was no firmly enforced policyaround this). Core working group members decided to institute a policy where the only way aDMC Support Project- Reapplication Year 3 2(,
decision to override RAI could be made was with manager approvaL. Since the implementation ofthis policy overrides for all youth has greatly decreased as is evident by the data below: 0082
RAI Override Q1 2006 Q12007 Q12008 Q12009 Q12010 Q12011White 22 7 4 5 1 0Latino 31 18 8 33 10 2African American 4 3 2 1 0 0Other 0 1 0 0 0 0Total 57 39 14 39 11 2
Q22011 Q320113 11 12 3o 06 5
2) Warrants-FTA
The polices that we put into place to reduce FTAts appear to be working. In addition tothe court notification process where probation aides place reminder calls the week prior to court,there was another significant change in the court system. In 2010 the Court relocated toWatsonville for four of the five court days per week. Approximately half of the youth we serveare from Watsonville, and this greatly facilitated their access to court hearings. Prior to 2010,juvenile court was located in Felton, about half an hour away from Watsonville. We havehypothesized that FTAs were associated with this distance and that families had diffcultiesgetting to court. Now a new trend has emerged: FTA for White teens increased significantlyfrom 2010 to 2011, from 3 to 14. This may be occurring now because White youth have less
access to court because many of them reside in North County where court was once located.
Q1-Q3frAts White Black Latino Asian/PI Native American Other Total2006 18 4 21 0 0 0 432007 15 6 20 0 0 0 412008 12 7 22 0 0 0 412009 7 4 21 2 0 0 342010 3 1 28 0 0 1 332011 14 0 16 1 1 1 33
3) Violations of Probation (VOPs)
Youth admitted to detention for VOPs is one of the primary target populations. Detentionis not an appropriate response for this population-this "low hanging fruit" can be positivelyimpacted through the use of objective decision making tools such as Violation of ProbationResponse Grids. We continue to closely monitor the number of youth admitted to detention forviolations of probation. The recent implementation of the VOP grid is one of several strategiesused to address this target population.
White Black Latino Asian/PI Native American Other Total2010 Q4 0 0 7 1 0 0 82011 Q1 0 0 9 0 0 0 92011 Q2 2 1 6 0 0 0 92011 Q3 5 0 11 0 0 0 16
4) Inconsistencies in Justice Decision Making
As is evident the number of youth booked in juvenile hall has consistently dropped since2006 and so has the number of youth admitted until detention hearing (58% in Q1 2006 to 37%in Q1 2011)
2. DMC Support Project- Reapplication Year 3
Q1 2006 Q1 2007 Q12008 Q1 2009 Q1 2010 Q1 20110083
Booked 202 248 203 226 151 134Admitteduntil Detention Hearing 118 118 93 126 76 50Held By JudgeAt Detention Hearing 71 82 56 67 40 35Youth Released by orat Detention hearing 131 166 147 159 111 99Percent of Youth Releasedby or at Detention hearing 65% 67% 72% 70% 74% 74%
5) Detention Utilization and alternatives
The overall ADP has consistently dropped since 2006. The ADP for Latino youthdecreased. The detention alternatives programs (Home Supervision and Electronic Monitoring)continue to experience high rates of success with 95% of all participants making all courtappearances and not reoffending. The use of alternatives has greatly helped reduce the use ofunnecessary detention.
JUVENILE HALL ADPAfrican American White Latino Other OVERALL
2006 1.2 7.6 13.7 0.5 23.32007 1.4 4.6 17.1 0.8 22.52008 1.6 4.1 14.3 0.9 19.92009 1.6 2.8 17.9 1.0 22.32010 1.5 3.3 17.8 1.1 22.52011 YTD* 1.9 3.6 13.4 1.0 18.7
* January 1 - December 14, 2011
HSUP/EMP SUCCESS RATES BY YEARAfrican American White Latino Other OVERALL
2006 60% 91% 86% 100% 88%2007 100% 88% 88% 100% 89%2008 100% 98% 94% 100% 95%2009 100% 92% 94% 100% 94%2010 100% 97% 95% 89% 95%2011 YTD* 75% 93% 96% 100% 95%
* January 1 - September 30, 2011
E. Describe any policy or system change(s) that have occurred as a result of the grant activities.
VOP Grid, Quality Assurance and Policy Changes 2011
Work to complete the VOP started in late in 2009, and continued through December2010 when the first version of the grid was implemented. In 2011, the DMC VOP griddesign committee continued to meet to refine the tool and ensure responses matchedseverity of the violation and risk level of youth. Several new policy and practiceschanges were implemented in 2011. In 2010, the DMC Project Director rolled out theVOP grid and met with staff to discuss how the tool was relevant to their work to ensureequity and then conducted small trainings with staff on the use of the tool. As with anynew system change and innovation, we knew it would take more than sending out an
DMC Support Project- Reapplication Year 3 .2 Q .
email with a memo attached dictating the new policy. This method of policyimplementation is usually slow to take hold, and invariably, you find that many staff hasnot even read the memo. In attempt to avoid this type of response, it was critical th~084the Director meet with all line staff, supervisors and managers to make them fully awareof the grid. Despite clear communication with staff about the tool, it became apparent
that some staff either did not understand why and how it was supposed to be used, orwere just resisting change. At one meeting with supervisors in the summer of 2011,one supervisor claimed she had never seen the grid and this was the first she heard of it.This was troubling for several reasons, especially since the person was responsible forseveral staff with supervision caseloads. This clearly indicated that even though morethan 6 months had passed since the implementation of the grid, a number of staff wasnot utilizing the tool.
In 2011, the VOP grid committee met six times. The purpose of these meeting was tocontinue to refine the VOP grid. Committee members felt that the VOP grid needed toclearly guide folks in a direction that would help them select responses (also calledinterventions) that matched the nature of the violation, the severity and the risk level ofyouth. Since there are numerous responses, it is critical that each be categorizedaccording to intensity; otherwise staff will likely be inconsistent with the responses theyselect. This would be contradicting the very nature of standardized tool.
In order to have a clear guide, the committee has also worked in defining each type ofresponse. For instance if the response is community services hours, the guide lists thenames of programs that offer opportunities for community services, who the contactperson is, the contact information and a brief description of services. Staff believes thistool will be of great value to any new probation offcers that join the Division orDepartment. Essentially this guide is similar to a directory of resources; the only
difference being is that it is specifically designed to provide information about responsesto VOPs.
As previously indicated, the existence of policy and protocols does not mean they will befollowed. Quality assurance measures must be in place to monitor the use of the tool.With this in mind the VOP committee began to address this challenge and come up withsolutions. The first idea was to develop a way to ensure that Department continues toconsistently track VOPs so that we can monitor the data. The solution to this challengewas to utilize the new CMS and customize the tool to allow for a central clerical person toinput the reasons for each violation by type, by case (disaggregated by race andethnicity) and by each offcer. In 2011, new procedures were developed that utilized theCMS to track VOP data. If the procedures are followed correctly, the process of trackingthis data will be much easier. To facilitate this procedure, an automated check list ofcommon reasons for each violation was included in the petition packet (found in CMS).Staff must complete the check list and print it out for the clerical staff to input the data.Basically when a probation offcer decides to take court action and file a VOP (after usingthe VOP grid first), he completes the 777-Violation Referral Reasons ( see examplebelow) and passes it on for clerical staff to enter this in the appropriate fields in CMS. Bydoing so, VOP data is entered and can be analyzed when reports are generated. Here iswhat the check list looks like:
777 - Violation Referral Reasons
21
Primary reason for filing petition (check one)o Evening Center Failure
o Truanto Gang Relatedo Placement Failure (private or public)
DMC Support Project- Reapplication Year 3
DDDDDDDDD
Curfew/AWOL from HomeSubstance AbuseWeapons RelatedFailure to pay restitutionCounseling RelatedMissed AppointmentsMissed Community ServiceMental/Personal Safety
DA Directed to file as PV
0085
Other reason(s) for filing petition (check all)D Evening Center FailureD TruantD Gang RelatedD Placement Failure (private or public)D Curfew/AWOL from HomeD Substance AbuseD Weapons RelatedD Failure to pay restitutionD Counseling RelatedD Missed AppointmentsD Missed Community ServiceD Mental/Personal SafetyD DA Directed to file as PV
We have monitored the reasons for VOPs each month and it appears that staff iscompleting this checklist each time they file a VOP.
At the VOP meeting in October of 2011, the committee had a discussion about puttingnew measures in place that will ensure that staff is using the VOP grid prior to filing apetition. Staff shared that not everyone was using the guide and that unless additionalquality assurance measures were put into place, we would not meet our standard of
. having everyone use the guide. The committee agreed that we needed to require staffand supervisor signoff on petitions indicating that they had reviewed the VOP responsegrid prior to filing a VOP with court. The DMC Project Director accessed the petitionpacket form in CMS and made modifications to it to include signature lines.
New RAI Policy: Response to Stakeholder Concern
With consultation from the BI we discussed how to best proceed with policy changes tothe RAI while maintaining our commitment to making equitable decisions regarding useof detention. The Chief decided that the following two changes would be made toensure that violent behavior is met with an appropriate response:1. We no longer offer telephone RAI reviews to law enforcement in mattersinvolving violence with potential for serious harm. Law enforcement should insteadtransport the youth to the juvenile hall for a full intake assessment. We will continue thiscourtesy practice in all other matters.2. A policy detention hold, until judicial review, will be placed in cases of seriousbodily harm or of significant and clear threat of violence with potential to cause seriousharm, unless there is an override down with reasons documented by a manager withreasons noted as to the override down. An override down should most often be in theform of a structured and supervised release program with a set of conditions. Cases thatdo not involve weapons, such as a school yard fight, do not qualify as a case withpotential to cause serious harm. These types of situational matters are low risk in termsof consequence as well as recidivism.
DMC Support Project- Reapplication Year 3 2,
In the first week of December 2011, this new policy was rolled out in the form of anoffcial memo from the Probation Chief. Assistant Chief Fernando Giraldo held specialmeetings to explain the new policy and answer questions.
0086
F. Provide any other information that you believe may be pertinent to assessing the impact of this
project on reshaping the juvenile justice system's perspective of - or approach to - the disparity anddisproportionality of youth of color in contact with the justice system.
Evening Center (EC) Update
Aggression Replacement Training: Youth were involved with the Skil Streaming and
Moral Reasoning components of the Aggression Replacement Training (ART). Because of theshort time frames the youth attend the Evening Center the full 10-week curriculum cannot be
offered.The Alternative Education Freedom Community School co-located on site as part of the
on-going collaborative effort with the County Offce of Education (CaE) as of September 2010.With this collaboration in place, both Probation and the CaE share outside recreation space.There is open space owned by the county adjacent to the Evening Center site.
The Watsonville Parks and Recreation Department has allowed the EC to buy youthCenter memberships for EC youth to use when at the EC. The youth participate in weight-training activities on Wednesdays and avail themselves of the general activities on Fridays andare supervised by EC staff.
A joint Open house was held by the CaE and Probation in March 2011 to introduce thenewly renovated space to the community and partners. Watsonville's representative to the Boardof Supervisors worked in conjunction with the Evening Center and CRP staff to help the EC youthplant cherry trees on the street side of the building to commemorate the Cherry Blossom Festivaldear to local Japanese American residents. A local community member recounted the historicalsignificance of the trees that were donated by Japan to commemorate the ending of WWII. (Seelink to story: http://www.santacruzsentinel.com/ci_1779610S)
Saturday work crew, staffed by the Community Action Board's Community Restoration
Project (CRP), coordinates, plans and supervises youth in Public Works projects after the GSstaff picks up and delivers youth to the CRP's waiting van. A total of 426 Community Servicehours were performed in a 6 month reporting period.
Barrios Unidos, a partner that provides gang intervention and culturally focused groups,began working at the EC in July funded by the new Probation and Court Based AlternativesGrant funding. They provide a unique perspective to cultural activities bringing focus to the"spiritual bankruptcy" of youth. They connect youth to the roots of their indigenous past usingmusic, story telling and the historical perspective of a conquered people.
Increased capacity - The EC capacity is being increased by enrollng up to 14 youth andpicking additional youth as no shows occur, thus having the capacity to have more youthparticipate each evening.
Future plans: Probation will work with the local supervisor of the district to gain formalaccess and convert an open lot into a playing field. The Community Action Board's CommunityRestoration Project currently works with Public Works on projects that include native plantrestoration and park beautification. In this way, they may be best situated to work with theEvening Center youth on a Saturday work crew to do the job.
Interns from Cal State University- Monterey Bay developed a link to two programs.· Career Locker, a web-based educationai/job based program was introduced into
the curriculum through a partnership with COE. Students and adults alike can research andexplore career options, post-secondary education information, budget planning, and otherresources to help determine the most rewarding career opportunities for themselves. An intern
2. is needed to work with EC youth introducing them to the program components.DMC Support Project- Reapplication Year 3
0087. The High School Credit Recovery program is collecting credits for students at the
Evening Center. This is an added incentive for students to attend the Evening Center. The
program began Spring 2010. Students receive one credit for every 15 hours of documentedprogram time. An intern is needed to collect the information and pass it on to the CDE teachersin order for the program to continue.
· A CSUMS intern is developing a new "Dating Violence" workshop. She will bepresenting the workshop to the youth at the EC as needed starting in February 2012. She isgathering information and getting assistance from Women's Crisis Support/Defensa de Mujeres.
G. Describe how Year 2 funds were used to facilitate DMC planning, training and interventions.
DMC Leadership at Local, State and National Level
One of the goals of the DMC Support Project is to provide technical assistance to otherjurisdictions to help them advance their DMC work. In Santa Cruz we provided this assistancethrough formal trainings, site visits and/or phone consultations. In 2011, the DMC project Directorand his staff were very busy providing many diverse learning opportunities about the strategiesSanta Cruz has developed to address the disparities that exist locally. In addition to providingtraining and technical assistance, The DMC Project Director also participated in several valuabletrainings and completed the Annie E. Casey JDAI Applied Leadership Network.
DMC Presentation/Trainings
California Counties and JDAI Meeting in Santa Cruz
In February 2011, the Probation Department hosted a meeting with Probation Chiefs from
California that had expressed an interest in taking the first steps towards state wide replication ofJDAI. This meeting was a follow up to a Chief Probation Officers Association meeting in late2010 where they learned about JDAI from Bart Lubow, Director of the Juvenile Justice StrategyGroup from the Annie E. Casey Foundation. The meeting agenda consisted of a welcome from
the Santa Cruz County Administrative Officer, a member of the Board of Supervisors and theJuvenile Court Judge. They each spoke about how JDAI has helped transform Santa Cruz Countyinto a national model for reform and how JDAI makes sense fiscally while preserving publicsafety.Bart Lubow opened the session by providing an overview of JDAI on the national level andshowed what has been accomplished since the start of this project. Probation Chief ScottMacdonald and Fernando Giraldo provided an overview of what JDAI looks like in Santa Cruz.Fernando created several PowerPoint presentations and facilitated presentations on Detention RiskAssessments, Detention Alternatives and DMC. Additionally, three other JDAI sites in Californiaprovided examples of the 8 core JDAI strategies at work in their jurisdictions.
Miami, Florida-Reclaiming Futures Leadership Institute
On May 18-19, Fernando Giraldo participated as presenter at the Bi-Annual Robert WoodsJohnson (RWJ) Reclaiming Futures Leadership Institute in Miami, Florida. The institute featuredpresentations from leaders in the field of youth work and juvenile justice. Laura Bernie Nissen,the fonner RWJ Project Director had asked Fernando to provide juvenile justice leaders inattendance with a presentation about the work in Santa Cruz to reduce racial and ethnic disparities.
Below is the offcial description of the Presentation as it appeared on the agenda:2B. DISPROPORTIONATE MINORITY CONTACT & RECLAIMING FUTURES: What HaveWe Learned? Presented by Fernando Giraldo (FUNDAMENTALS)
DMC Support Project- Reapplication Year 3 ~(,
0088Several Reclaiming Futures sites have also been national model programs in reducing DMC. Thissession wil explore the interface between strategies employed to accomplish this from veteran RFand DMC leaders.
National Harbor, Maryland-Offce of Juvenile Justice and Delinquency Prevention (OJIDP)
Conference
On October 11-12, Fernando Giraldo participated as a presenter at the OJIDP's 2011 NationalConference for Children's Justice & Safety at the Gaylord National Hotel & Convention Center
Fernando participated in two sessions. On October 11, Fernando participated in the PreConference track on the fundamentals of detention reform. James Bell, Executive Director of theW. Haywood Bums Institute facilitated the session on DMC. Fernando presented on the work thatSanta Cruz has done with the support of Title II funding since 2007.
On October 12, Fernando participated in a panel led by Bart Lubow, Director of the JuvenileJustice Strategy Group at the Annie Casey Foundation. The title of the presentation was: DetentionReform: A Platform for Juvenile Justice System Transformation. Fernando gave examples of howSanta Cruz has implemented the 8 core strategies of JDAI and what the outcomes have been. Bothsessions were very well attended.
Site Visits
Berks County Pennsylvania
A group of juvenile justice stakeholders from Berks County Pennsylvania took part in a site visitApril 14-15. This group was particularly interested in DMC as well as learning about culturalcompetence and strategies to engage Latino youth and families.
Massachusetts and Virginia Beach
Through the DMC Project Director's involvement with the Annie E. Casey's Applied LeadershipNetwork (ALN), important relationships were forged this past year with a number of JDAI sitesthroughout the nation. One of the goals of the ALN is to promote and expand IDAI. In 2011,Fernando Giraldo began working with Barbara Morton, Regional Director of DYS fromMassachusetts and Olymphia Perkins, Director of the District Court Services Unit, Virginia Beachto plan for two site visits that took place in June. Barbara and Olymphia were ALN classmembers and were very interested in learning about the work in Santa Cruz to implement the 8core JDAI strategies and the intentionality of our work to reduce racial and ethnic disparities.The site visits, held on June 7-8 for Massachusetts and June 14-15 for Virginia Beach, provided uswith an opportunity to provide technical assistance to a broad group of over 25 juvenile justiceprofessionals. If you recall, in year one of our DMC support project, one of our goals was torevise the model site curriculum to better demonstrate our DMC reduction strategies.
Kansas
In August 2011, Santa Cruz hosted Chase and Lyons Counties from Kansas. In addition to theKansas delegation two field representatives from CSA also participated in the site visit.
Department of Justice
Four auditors from the US Department of Justice, Office of the Inspector General, came to SantaCruz for a brief site visit on November 3, 2011. They were in Oakland earlier in the weekconducting an audit of the National Council on Crime and Delinquency (NCCD). They areauditing NCCD because OJJDP provided NCCD with funding to do an evaluation of IDAI. Theauditors came to Santa Cruz to see what a Model JDAI site looks like.
2. DMC Support Project- Reapplication Year 3
Stanford Law School 0089
In December of 2011, two Law Professors from Stanford University visited the ProbationDepartment to learn about our DMC work. Fernando prepared a presentation for them using partsof the model site curriculum to demonstrate what we have done the past 5 years with the supportof Title II funding. The professors are interesting in getting ideas about how to convince thelegislature to pass policies at the state level that require counties to uniformly adopt best practicessuch as JD AI.
Participation in the JDAI Applied Leadership Network (ALN) Class Of 2011 Annie E. CaseyFoundation
Assistant Probation Chief Fernando Giraldo successfully completed the ALN in March of 2011.The leadership skils he gained while participating in the network have been invaluable in hispromotion of equity, justice and fairness in the juvenile justice system. ALN promotes values thatare aligned with goals of the DMC Support project.
The purpose of ALN is to develop current and future leaders who can help replicate the twodecades of successful reforms that has occurred throughout the nation since the implementation ofthe IDAI. The Initiative also seeks to inform the field and policy makers (federal, state and local)in making concrete changes to policies, statutes, court rules and basic practices, as well as leverageother investments in support of juvenile detention reform.
Participation in ALN helped Santa Cruz County to improve the model site visit experience byenhancing the model site curriculum to demonstrate how the department simultaneously
implemented the 8 JDAI core strategies while intentionally making efforts to reduce DMCincorporating. The site visit experience has also been enhanced by including more direct servicestaff as presenters and increasing the interactive style in presentations.
Since 2010 model site visits now follow a well organized curriculum that incorporates visuals,discussions, real life examples to inspire, motivate and lead other jurisdictions towards refonn.The curriculum and model site agenda are deliberate in demonstrating how Santa Cruz hasembedded DMC reduction and IDAI strategies at key decision points. In 2011, the curriculumwas further revised and utilized with more than a half dozen sites visits with jurisdictions fromacross the nation.
DMC Workshop Gainesville, Florida
On April 7-8, Fernando attended a DMC workshop in Gainesvile Florida. The University ofFlorida Levin CoHege of Law, Center on Children and Families sponsored the workshop andinvited professionals from several different disciplines, including practitioners, academics andfoundations. James Bell, Executive Director of the W. Haywood Bums Institute, facilitated themeeting. The purpose of the 2-day meeting was to review the current status of the work beingdone across the nation to reduce racial and ethnic disparities in juvenile justice. This discussionwas enhanced by federal and state legislative updates. Also on the agenda was time forpractitioners to discuss what they doing in their areas of work. These discussions were followedby presentations from academics ilustrating some of the most up to date research on disparities inthe juvenile justice system.
RAII01
In October of 2011, the DMC Project Director worked with Laura John Ridolphi and the JuvenileHall Director to develop a two hour RAllO i training designed for line staff. 22 staff attended thetraining. The purpose of the training was to educate staff about the why a RAI is used. In 2011 wehave taken some initiative to going back and reviewing our core values and we want to make sure
DMC Support Project- Reapplication Year 3 flO
staff are familiar with them and truly understand why we do what we do. This was °r~3~cted inwhat we said to staff at the training: "we know you all know how to use the RAI, but do you knowwhy we use a RAI? We wanted to provide fundamental infonnation about the function of the RAIand how the objectivity helps justice system officials make equitable decisions about the use ofdetention. We talked about what factors should be considered when designing a RAI and how theyshould be valid predictors of FT A's and/or if youth will recidivate pending court. It is importantto highlight what were valid factors to consider and how including other factors such as gangaffiiation can lead to disproportionate detention rates for youth of color. We reviewed our RAIstructure in detail and pointed out what were valid factors and what the difference between thoseand factors that was included as a matter of policy. The discussion also described how the pointstructure is matched with alternatives to detention that are used as safe alternative responses. Wereviewed our data associated with the RAI, the success rates of our ATD, ATD utilization and themethods used to monitor the RAI such as override rates.
H. Describe the strategy used and tasks undertaken by the DMC Committee, and the result on DMC
reduction efforts department/county-wide.
DMC Steering Committee, Core Working Group and Manager and Supervisor Meetings
Santa Cruz has utilized the expertise of the BI to maintain momentum in meeting the goals of theDMC Support Project. To this end, a variety of convening's having been used which include threegroups: The DMC Steering Committee, the DMC Core Working Group and the Manager andSupervisor Meeting. In addition to this, the DMC Project Director and the BI expert consultanthave monthly conference calls. In addition to this she regularly attends meetings in Santa Cruzacting as the lead consultant in the VOP committee meetings, and manager and supervisormeetings.
This year the DMC steering committee used their time together to oversee the 2011 DMC SupportProject work plan. The steering committee meetings/call agendas always include a review of the
project deliverables. A grid was formed that delineates the goals of the grant, times-lines and theagency or person(s) responsible for this. The Project Director provides updates on progress anddiscusses what has been accomplished to date. An important part of this discussion is to providethe committee the context within which system change is occurring. A number of external factors,such as budgets reductions, staffing issues, new grants and community events/politics influenceDMC work. A regular part of the agenda has been to review the progress made on implementationthe VOP grid, discussions about the proposed Incentives Program, the new case managementsystem and community engagement through CJN. A CJNY representative participates in themeetings and fills the committee in on stakeholder engagement.
Since the implementation of the new Case Management System (CMS) in August of 2010, theSteering Committee has been very interested in hearing about its capacity to centralize key dataand produce reports that demonstrate how decisions impact youth in the system. Unfortunately wehave learned that the new system is better at helping offcers document core probation workfunctions (contacts, restitution owed, next court date, etc) than it is at producing reports we need.Data not currently available in CMS are median lengths of stay, placement success rates, andplacement long term success rates. Other data not readily available are ADP and ALOS data thatexcludes court commits and direct fies. Our departmental systems analyst will be working withLaura John Ridolphi to come up with a workaround to resolve this in the near future.In any event, we have made some progress and some basic reports can be extracted. We wilcontinue to make attempts to customize the system to meet our demands. These reports arepresented at the steering committee meetings to provide an overview of the key indicators that wehave been tracking. Laura John Ridolphi reports out detention utilization, which includes bookingand admissions into juvenile hall. We also review VOP, FTA, Bench Warrant, RAI override andpolicy holds data.
2' DMC Support Project- Reapplication Year 3
0091Since August 2011, the DMC Steering Committee has mostly focused its attention on developingappropriate responses to the August 1, 2011 incident where a youth who was picked up byWatsonville Police for brandishing a knife was released. Later on in the day he slashed anothervictim's face with a knife. When the teen was arrested in the first incident where he brandished aknife, the offcer chose to call probation before transporting the teen to detention. As a courtesy weconducted a RAI over the phone. Our RAI tool indicated the youth was releasable, but that doesnot preclude and officer from transporting a suspect to juvenile hall for further screening. Theoffcer cited and released the teen in lieu of transporting him up to the hall and hours later thisyouth was arrested on suspicion of slashing another boy's face. This incident is fully described indetail in the challenges section of this application.
The BI has been very helpful in guiding our Department to develop an appropriate response to thisincident and helped us plan for stakeholder engagement to review our RAI. The SteeringCommittee coincidentally happened to be scheduled to meet in Santa Cruz the day after thisincident took place. It was extremely helpful to have the BI present and the Department feltsupported as we prepared for the media attention that was expected to follow.
The Steering Committee held two more conference calls to discuss the proposed policy revisionregarding the RAI. These changes involve policy modifications around RAI phone consultationswith law enforcement in cases involving violence. Chief Scott MacDonald and the DMC ProjectDirector had developed strategies that would lead to potential modifications to the RAI to decreasethe likelihood of the August incident occurring again. It was important to consult with the BI asthey could provide feedback about proposed changes, while paying close attention to how anypolicy and practice changes could impact youth of color. The conference calls have also helped uslay the foundation for the next steps of community engagement which wil take place through theRAI convening's.
DMC Core Working Group and Manager and Supervisor Meeting
The core working group formally met June. We realized that since the probation managers andsupervisors already have regularly scheduled meetings that we could use those meetings to conductactivities that were previously done at the core working group meetings. The manager andsupervisor meetins have since taken place of the core working group meetings. We now holdspecial manager and supervisor meetings that are specific to DMC work. The agenda for thesemeetings includes a review of progress on the de1iverables of the DMC grant, updates on policyand practice changes and a review of the unit indicators. We have spent time at each meetingreviewing the VOP grid since it is imperative that supervisors make sure their staff is using thetool. We continue to review unit indicators at each meeting and discuss any trends that areoccurring regarding both policy and discretionary decisions. We review detention utilization,override rates, VOP, FTA and Bench Warrant data. Review of quarterly data helps us makecomparisons and ask questions about any significant changes. When the data shows significanttrends, we engage in a discussion about what the reason for these changes could be. In order todetermine root causes of trends that appear to be disparately impacting youth of color, we often askfor volunteers to dig deeper and conduct further analysis.
i. Describe the leadership activities undertaken in Year 2 and related successes and/or challenges.
Challenges and Leadership Responses
While measures are in place to support system change as it relates to addressing racial and ethnicdisparities, we continued to experience a diminishing capacity in resources that have providedimportant Quality Assurance (QA) measures. QA is essential to ensuring that any policy andpractice change is consistently monitored. We stil have several vacancies in the juvenile divisionand are reluctant to fill those as we face the possibility of future cuts. QA is key to the DMC workas it relates to the collection and review of data and analysis of reports. Since FY 09-10 we havelost 30% of our staff in the juvenile division, including 2 supervisor positions. One of the
DMC Support Project- Reapplication Year 3 2n
supervisors was a QA person dedicated to overseeing the detention alternatives program and dataentry. The loss of this position has put a strain on other staff that is now tasked with taking onthese additional duties.
In the face of these challenges and the possibility of further cuts next year, we have stayecP 092
committed to our practice of aggressively seeking new revenues to preserve important programsand advance innovations.
Despite the current fiscal challenges we have slowly begun rebuilding capacity, while sustainingand preserving key system changes and programs through continued innovation. This past year wewere awarded two important competitive grants through CSA which helped preserve positions,contracts with CBO's and enhanced services to our most vulnerable populations. One of thesegrants started July 1, 2011 and the other began October 1, 2011. These funds will enhance currentprogramming to be more racially and culturally responsive to the needs of youth of color. Beloware descriptions of the two grant-funded programs:
The Probation and Court Based Alternatives to Detention (PCBA)
PCBA funding wil be used to support the evening center, home supervision and electronicmonitoring programs as existing strategies to reduce the number youth in custody for VOPs, FT Asand Bench Warrants. Funding wil also support additional innovations to reduce VOPs such thefull implementation of the VOP response grid and modifications to court ordered terms andconditions of probation to match the developmental needs of the probation population. Lastly, as anational model site for JDAI, Santa Cruz will serve as an example for California jurisdictions byproviding opportunities for site visits and using the model site visit curriculum to supportreplication of JDAI state-wide. As is commonly known, youth of color are disproportionatelyincarcerated for VOPs, PT As and Bench Warrants throughout Juvenile Justice Systems. Thesefunds also support the evening center staff, Deputy Probation Officer Gina Castaneda's position asthe Azteca soccer coach, and other cost associated with soccer. In addition to this there are severalother contracts with community partners.
Evidence Based Practices Project (EBPP) Grant
This grant will help advance EBP in the Juvenile Division. Here is brief description of the grant:
EBPP funding will be used to support the cost of: 1) An EBP Quality Assurance Probation Offcer(supervisor) dedicated to implementing, advancing and monitoring of the PACT risk and needsassessment tool and other EBP interventions and; 2) The development of a collaborative re-entryprogram for teens returning to their communities from out-of-home placement. The re-entry
program wil utilize EBP interventions for youth transitioning from-out-ofhome placement.
These grant awards have given us hope to be optimistic in the second half of FY 11-12; we feel wemay be at the start of a reconstruction of the juvenile division and increased capacity to monitorkey initiatives.
J. In Year 2, were activities undertaken according to the time line in the original proposal?IZ Yes 0 No
If not, please explain why:
2 (!c Support Project- Reapplication Year 3
iV: DESCRIPTI
Infrastructure: 0093
For DMC project staffng, it is mandatory the project assign a senior probation staff as DMC Coordinator,whose DMC responsibilities and duties are to be no less than 10% of a Full Time Equivalent (FTE)position (see Attachment C, DMC Project Coordinator Description for examples of responsibilities).
A. Aside from the DMC Coordinator position, does the Probation Department intend on fundingother DMC support staff? (g Yes 0 No
o If yes, explain both the staffing needs that funds wil support and activities undertaken by that
staff.The amount requested for salaries and benefits is $34,000. DMC Support Project Year 3funds wil be used to pay for approximately 234 hours ($6,000) of an on-call Group
Supervisor II (GS). The GS II position will be assigned to work at the evening centeralternative to detention program on an on-call basis. The evening center was designed to serveas an alternative to detention for post adjudicated youth. Data showed that a disproportionatenumber of Latino youth from the Watsonvile area were being remanded into custody forVOP's. The evening center was then designed to address this issue and reduce disparities.The GS II position is critical to all aspects of the evening center program. The GS II providestransportation, supervision and is responsible for the safety and security of youth who are courtordered to attend the program in lieu of detention. The GS stafr also coordinates admissionsand exits from the program and participates in education and life skils programming eachshift. Funding wil also pay for a portion (approx .3 FTE or $25,000) of a Deputy ProbationOfficer (DPO) II. The DPO II position wil support several goals and objectives of the DMCgrant. The DPO wil continue to coach the probation youth Azteca and Tolteca soccer teamsand coordinate soccer field rentals, equipment purchases and teams schedules. Additionallyshe wil continue to recruit volunteer coaches as mentors who wil work directly with theyouth on the soccer teams. Additionally the DPO II will provide gang intervention andeducation workshops for parents of probation involved youth and at-risk teens. The DPO IIwil also coordinate and present at the model sites visits.
Funding wil also pay for a portion (approx 3% of or $3,000) of a Departmental Systems
Analyst position. As the Departmental Systems Analyst, Diane Cu1casi wil be extracting thenecessary reports from the Case Management Systein (CMS) to monitor indicators andoutcomes at key decision points. Dianne wil continue to play an important role in thecontinued customization of the CMS and help make modifications to the system ensuring itmeets the department's data collection needs. Key to her work this year wil be to developsustainable reports that exist beyond year three, that staff can easily review in order to monitorkey DMC indicators
B. Does the Probation Department intend to retain the expert consultant utilized during Year 2 of theDMC Support Grant? (g Yes 0 No
o If the answer is no, explain why a change wil occur and what process will be used to select a
new expert consultant.
C. Describe the efforts to be undertaken by the expert consultant during Year 3 of the DMC Support
grant to facilitate success with the goals of the grant.. Convene Steering Coinmittee 2x per year. Facilitate Manager and Supervisor DMC Meetings 4x per year
oBI expert consultant will attend quarterly meeting with managers and supervisors to:
DMC Support Project- Reapplication Year 3 20
Develop sustainable model with structured systems in place (data templates,charts, etc) to continue regular DMC meetings once Support Grant ends.Review DMC Unit Indicators· Ask probing questions-what does data show? Do disparities exist? What trends or
themes stand outoBI will continue to work with staff to refine and advance the use of the VOP grid by: 0094
Regular reviews of VOP dataUpdating and modifying responses as neededCo-Facilitating all staffVOP grid training
. Incentives Plano Convene meetings with VOP committee to develop Incentives Plan for probation youtho Work with staff to develop procedures for Incentives Plan ( e.g., criteria to match rewards
with specific achievements, J.D. target population). RAI Stakeholder Convening's
o Consult with, strategize and advise probation leadership during planning process for firstof 2-3 RAI convening's
Develop convening outline, agenda, list of inviteeso BI wil be present and help facilitate first RAI convening
. Bls CJNY will continue work with members of the Santa Cruz County Community Coalition toOvercome Racism OrganizationoBI wil prepare these community stakeholders to attend RAI convening's
· Datao BI expert consultant will work with Probation Departmental Systems Analyst to ensure all
necessary DMC indicators are being tracked in CMS
Tasks and Objectives:
As we approach the last twelve-months of the DMC Support Grant, now more than ever, it is critical toensure the fair and equitable practices regarding youth of color into our juvenile justice systems are finnlyand sustainably embedded. Please describe the activities to be undertaken and fully implemented by theend of the grant period for long-term sustainability relative to the DMC effort in your jurisdiction. Be sureto describe the nexus between the sustainability efforts and the goals of the grant. (See examples below)
Examples:A. Request Stakeholder group assist with sustainable support through allocation of funds.
Jurisdictions across the country have successfully received buy-in from DMC CommitteeStakeholders uniquely positioned in analogous ways by requesting they support the effortthrough the allocation of funds. For example, a minimal amount of $10,000 perDepartment Stakeholder would be sufficient to continue the DMC coordinator positionwithin the probation department or continued technical assistance support from the expertconsultant; this would allow for the work to continue to be prioritized whilesimultaneously ensuring that stakeholders continue to view the work as a collective. Thissupport to improving public safety is minimal when detention costs are considered.
B. Implement policy to routinely collect and share race/ethnicity/gender data withstakeholders and staff.Routine management reports present basic utilization statistics by race/ethnicity/gender toenable Probation Executives and stakeholders with the ability to identify disparities, toassess trends, and subsequently change policies and practices accordingly. TheDepartment should ensure their data collection policy is in effect for ensuring that thecollection of race/ethnicity/gender data continues to be prioritized and is routinely be
reviewed as part of day-to-day operations. Moreover, when shared effectively, this datamay assist in supporting future funds.
2Ø VOPGridDMC Support Project- Reapplication Year 3
0095In 2012, we plan continue our work on refining the VOP grid. The grid was offciallyimplemented in 2011 and offcial policies and protocols regarding the use of the grid were put intoplace. In the upcoming year we will continue the work in developing a practice guide that is clearand simple to use. This practice guide wil not only help our staff use the tool, but will be used toassist other jurisdictions wishing to implement similar standardized decision making tools. The BIwil assist in the continued refinement of the practice guide. We realize that responses may changeand that the grid needs to be a fluid document. In the early months of 2012 we plan to develop atwo -hour training for staff on the use of the VOP Grid. This wil be a mandatory training and wewil review the grid in detail and practice using it with real case examples.In addition to the practice guide, the BI will also develop a guide that wil help sites with theoperational aspects of designing, developing and implementing a grid. This guide wil review theprocesses involved in constructing the tool. It is our hope that other sites can learn from the stepswe took to implement the grid.
Incentives Program
The VOP committee has begun discussion about the creation of an incentives grid, or at minimumadding in incentives as rewards for compliance with interventions that were selected in the VOPgrid. There is an abundance of evidence that demonstrates that a reward based system forcompliance provides incentives for behavioral change and is highly effective. Probation has priorexperience with incentives. In the past we used gift certificates to reward youth who kept theirfollow-up appointments for assessments at six-month intervals and we currently use incentives inseveral specialize caseloads.
With the assistance of the BI, the committee reviewed a presentation of what an incentive gridcould like and how decisions to reward youth would be made. Initial proposals include creatingphases (e.g. phase 1, 2 and 3) and identifying certain benchmarks teens must meet in order to beeligible for rewards. The Probation Offcer would review the incentive plan for each youthinfonning them of what must be accomplished at each phase to be eligible for the reward. Rewardscould be in the fonn of material goods, reductions in level of supervision and increased privilegesor positive praise and acknowledgement. The group agreed that most youth would certainly enjoya reward such as gift certificates. The group also agreed that there were youth who would complywith out or without incentives and that the focus probably shouldn't be on these lower risk youth.Adhering to the risk principle would suggest that we target any intervention/incentive program onhigh-risk youth only. The goal of providing incentives is to reward youth for positive behaviorsthereby reinforcing compliance, which wil ultimately help struggling teens successfully completeprobation. We plan to further develop the criteria for providing incentives, develop an incentiveplan for staff to follow and track and analyze data related to this program.
The committee discussed how the incentives system might be explained to teens and what thestandards would be to reward teens. It is critical that probation offcers reward teens similarly. Wewant the reward process to be standardized as welL. In 2012, we would like to design andimplement the rewards grid. We are requesting a small amount of funding ($4,000) to be used topurchase incentives in the form of gift cards to local vendors.
Technical Assistance to Other Sites
We have submitted a proposal to present at the Annual JDAI Inter-Site Conference in HoustonTexas in April 2012. We plan to facilitate a workshop that gives participants an overview of theprocess of developing and implementing the VOP grid in Santa Cruz. Laura John Ridolphi andFernando Giraldo will facilitate the workshop. We anticipate that jurisdictions that are workingtowards implementation of the 8 core strategies of JDAI will attend. The title of the proposedpresentation is: Developing a Probation Response and Incentives Grid: The Importance of theProcess
DMC Support Project- Reapplication Year 3 20
The DMC Project Director is already working on coordinating several site visits for 2012. Thesites visits vary in length, from 1-2 days and the Department provides visitors with a 0096comprehensive overview of what it looks like to be fully engaged in system reform. The revisedmodel site curriculum is such that it describes system change through a racial and ethnic lens. Weare deliberate about providing examples of policies and practices that helped us address DMC.For example, we wil devote time to reviewing our ATD programs, the evening center programand the Azteca soccer program. Each of these programs is supported by DMC funding and hassupported the continued reduction of the use of secure detention for Latino youth.There are already two site visits scheduled for 2012. In January, representatives from theCalifornia Wellness Foundation will participate in a one-day site visit. In February, a delegation ofjuvenile justice professionals from Ohio wil participate in a two-day site visit. Weare almostcertain that next year wil be a very busy year for site visits.
Stakeholder Engagement 2012
The BI wil assist the Department in the first series of RAI convening's to engage stakeholderswho have experienced interested in reviewing the RAJ. As previously described, a number ofstakeholders are eagerly awaiting the RAI convening as a result of the recent event which drewattention to our RAJ. In 2011, the DMC steering committee spent time discussing what thestructure of the RAI convening would be and what the agenda should like. Any discussion to alterthe structure of the RAI (if that is even considered) must be made with full awareness about theimportance of ensuring equity in decision making for all youth. There are many examples of riskinstruments that disparately impact youth of color.It is imperative that the initial meeting be used to educate stakeholders about the importance ofobjective decision making and the data we collect that demonstrates more than a decade of successwith our RAJ. The BI wil help lead this discussion. We anticipate that the BI wil participate in atleast two of these RAI convening's in Santa Cruz.
Stakeholder Engagement through CJN in 2012The proposed RAI convening in 2012 coincides with the CJNY's work in Santa Cruz with theSanta Cruz County Community Coalition to Overcome Racism (SCCCCOR). This group hasstarted a task force that is reviewing local law enforcement practices. Over the past 6 months,Tracy Benson from the Bl's CJNY has worked effectively with them by working on DMC issuesrelated to law enforcement practices. The DMC Project Director has also met with SCCCCORmember Jessica Roa on several occasions to discuss our RAI and what if any policy and practicechanges we may make. As a representative of SCCCCOR, Jessica has represented their concernsto law enforcement officials at WPD about the consequences of being reactive and believing thatthe RAI does not work and demanding it be changed. SCCCCOR believes our RAI instrumentworks well and assists the Department in making equitable decisions around the detention ofyouth. In October, Fernando provided Jessica with a one to one overview of our RAI (using theRAI i 01 presentation). Jessica appreciated the training and planned to meet with the Chief ofWatsonvile PD later on the week. She felt the RAI overview would be helpful when speaking toChief about our RAI and how important this tool is. The DMC Project Director also provided herwith a copy of the presentation to share with others.
The CJN and the community stakeholders are now engaged will be invited to the RAIconvening. They wil be an important voice at the table and we expect they can help balance thediffering opinions about the RAJ.
Azteca Soccer Program 2012
10
2011 was a remarkable year for the Probation Youth Azteca Soccer Team and we would like tocontinue that success into 2012. This highly successful program relies on grant funding, donationsand fund raising to provide high-risk gang involved Latino youth an opportunity to engage and beactive with pro-social soccer practices and games in the late afternoon and early evening. TheAzteca players are all learning to identify as soccer players and not gang members. The
DMC Support Project- Reapplication Year 3
Department believes this program is a successful DMC and violence reduction strategy because ofthe manner in which in it engages and reclaims our vulnerable youth. The odds are stacked against 0097many of these teens and there few members of the community as dedicated to working with theseyouth as our very own Probation Officer Gina Casteneda who coaches the team.Gina and the group of adult mentors who volunteer their time to help these youth havesuccessfully integrated opposing gang members into one cooperative team, offering a positivesoccer experience for everyone involved. Azteca's youth are mentored by positive male role-model coach/players who interact with the boys for several hours a week, both during one-on-onecoaching and team play. Consequently youth are not out in the community among gang membersduring high crime periods and are less likely to violate terms of probation. It is well understoodthat VOPs often result in a teen's detention. This program gets in the way of youth violatingprobation and instead offers the alternatives to the gang lifestyle.Specific benefits of the Aztecas Soccer Program, including, but not limited to:
Community Service: For example, all of the Aztecas team members are voluntarilyadopting a family for the holidays, and are purchasing, gift wrapping and delivering presents forchildren in-need.
The Aztecas Soccer Program successfully integrates opposing Latino youth gang membersinto one cooperative team, offering a positive soccer team experience to at-risk teens.
Youth are mentored by adult coaches and players, learning sportsmanship, conflictresolution, anger management and respect, while developing self-esteem and confidence in a pro-social setting.
DMC Reduction Strategy:100% of the players in the Aztecas Soccer Program are Latino.
Reducing contact with the Juvenile Justice System at multiple points:The majority of the youth players act as positive role models for younger siblings and
relatives, breaking the pattern of generational contact with the juvenile justice system.The youth players receive positive family support; the majority of team parents and
significant adults in the youths' lives attend their games and volunteer for fund-raising activities.Further, many of the youths' parents attend positive extracurricular activities sponsored by theAztecas Soccer Program.Reducing contact with the Juvenile Justice System generally:
Authority figures in the youth players lives, including parents, probation offcers, districtattorneys, judges, coaches and mentors all positively reinforce the youths' behavior and theiridentities as Aztecas Soccer Program team members.
Each youth player eagerly anticipates his time on the soccer field and makes a consciouseffort to obey the Team Agreements so that he may continue to participate in the Aztecas SoccerProgram.
The Aztecas Soccer Program offers each player a goal: To become recognized as a soccerplayer in his community. To this end, the players all own uniforms, as well as warm-ups, paid forthrough fund-raising by the Coach, mentors, and players.
Technical Assistance:
A. In Year 3, do you anticipate any technical assistance needs?D Yes ~ No
If yes, please describe.
DMC Support Project- Reapplication Year 3 2ø
0098
SECTION V:
DMC leadership is essential for the success of ensuring the reduction of overrepresented youth of colorcoming into contact with the juvenile justice system is given priority attention. Describe activities to beundertaken by Department's Chief Probation Offcer and Management team and the nexus between theseidentified activities and goals of the grant including a sustainability plan.
Leadership Activities
The Probation Department's leadership wil continue to be involved in all aspects of the Year 3DMC Support Project. As has been the case since the start of the TAP-DMC grant, the ProbationChief, The DMC Project Director (who is now the Assistant Chief), have been strongly active indeveloping, implemented and monitoring DMC reduction strategies. Through their leadership, theyhave successfully engaged the Department's middle leaders, (Assistant Directors and Supervisors) tobe actively involved in developing and implementing the strategies identifed in the work plan.Without buy-in from supervisors and middle managers, it would be very diffcult to execute andadvance the VOP grid, the monitoring of unit indicators and the new RAI policy.Probation leadership in Santa Cruz wil be involved in several keys aspects of the DMC SupportProject:· Stakeholder Engagement through the RAI Convening's
· Technical Assistance and Trainings to other Jurisdictions· Refining, Innovating and Advancing DMC Reduction strategies
· Sustaining Keys Reforms through Innovation and Leveraging of New Funds
· Engaging new Juvenile Court Judge
Stakeholder Engagement through the RAI Convening's
As described in detail in previous sections, the Probation Leadership is facing one it's most
significant challenges in more than a decade related to an incident that has caused concern over theprotocols and policies of our RAI. A recent incident involving a serious injury to a victim has a fewlaw enforcement stakeholders questioning the RAJ. Some stakeholders hope to change the RAIstructure so that more youth are detained. While we would have preferred to engage stakeholderswithout needing an event like this to bring them to the table, we are nonetheless optimistic about theopportunity to discuss the tool. We have had incredible success with the RAI and the remarkableoutcomes have demonstrated its effectiveness in safely reducing unnecessary detention. Theleadership must now stand strong behind the use of the tool and not let one incident undo 12 yearsof system reform. Through a process of stakeholder engagement, probation leaders must
strategically work with partners to review the RAI, hear their concerns about the RAI and come upwith certain agreements about policy and practices related to the use of objective screening toolsthat wil keep the community safe. It wil be our responsibilty to demonstrate the importance of thetool as it relates to equity in decision making and how changes cannot be made to the RAI withoutclose examination of data. The proposed RAI convening's in 2012 wil provide the leadership anopportunity to remind stakeholders about the importance of objective decision making and whatthe repercussions are when decisions are reactively based on rare incidents.
Technical Assistance and Trainings to other Jurisdictions
As a model site for JDAI, the Department's leaders have opportunities to train and providetechnical assistance to a number of juvenile justice systems throughout the nation. The topic ofDMC is something many justice system stakeholders are interested in learning more about and ourrevised model site curriculum is the perfect vehicle for this. Assistant Probation Chief FernandoGiraldo has already scheduled two site visits in January and February (California Wellness
Foundation and a delegation from Ohio). Draft agendas for these visits already includepresentations about our DMC reduction strategies. In addition to site visits, the Chief and Assistant
2' DMC Support Project- Reapplication Year 3
Chief are regularly interviewed by researchers, foundations and practitioners in juvenile justice thatare interested in learning more about system reform and/or writing articles about current bestpractices. 0099
Leadership activities wil also continue to include participation in trainings and workshops at thestate and national leveL. In 2011, Fernando Giraldo was a presenter at several conferences andspoke about DMC work occurring in Santa Cruz. On January 21, 2012 Fernando is scheduled topresent at the 14th Annual Juvenile Law Institute at DC Riverside. The topic of Fernando'spresentation is trends and challenges in juvenile justice reform. In April of 2012 Fernando Giraldois scheduled to participate in a workshop at the JDAI Inter-Site Conference in Houston Texas.Fernando and Laura John Ridolphi from the BI wil faciltate a workshop describing our work todesign, develop and implement a VOP grid and the importance of involving line staff at all steps ofthe process. Fernando has also submitted a proposal where the Azteca Probation Youth Soccer teamwould be the topic of workshop about racially and culturally responsive programming for ganginvolved youth.
Refining, Innovating and Advancing DMC Reduction Strategies
In 2012, the Project Director, with the support of the juvenile division managers and supervisors,wil oversee full implementation of the VOP grid. In the first quarter of 2012, the Project Directorwil lead an all staff training which wil provide probation offcers with detailed information abouthow to use the grid.
Work on the development of an incentives plan wil continue in 2012. We are in the early stages ofdesigning a plan that is a reward based system that we hope wil provide incentives for teens toaccomplish predetermined tasks that wil help get them to successfully complete probation.
Under direction of the DMC Project Director, we hope to make progress in gaining both fiscal andcommunity support for the Azteca Soccer team. The Department's leadership wil have to becreative in finding ways to fund this program after 2012. The addition of an Azteca teamcoordinator, who wil participate in grant writing, wil increase our chances of sustaining the soccerprogram.
Sustaining Key Reforms through Innovation and Leveraging of New Funds
For the last several years the Department has worked hard to sustain essential programs thatsupport system change in the midst of severe budget cuts. At the current time only 35% of ourbudget is supported by county general fund revenues; all other programs and many core functionsare covered by grants and allocations. We expect further cuts to the general fund which jeopardizesome of the core programs of JDAI. The loss of these revenues is forcing us to cover some of ourcore work with the allocations, grants and entitlements which pulls us away from the abilty toappropriately operate our initiatives. In 2011 we were successful in winning two competitive grants
awards that wil help us sustain our ATDs at the current level for at least another year. In 2012, theProbation Leaders wil continue to seek opportunities to leverage funds.
Work with new Juvenile Court Judge
On January 3, 2011 the Honorable Judge Heather Morse wil replace our current juvenile courtjudge. This wil be an important time to engage and orient the new judge about our major
initiatives and system improvements in the juvenile division. Probation leaders wil need todemonstrate the effectiveness of our current practices through data. Judge Morse has not presidedover juvenile court before and we believe it wil be important to have her support to sustain oursuccesses in reducing unnecessary detention through the use of effective community basedalternatives. Our last Judge, The Honorable Judge John Salazar, had a number of years ofexperience in Juvenile Court and fully supported our implementation of the 8 core strategies ofJDAI and work to reduce racial and ethnic disparities. It wil be necessary for the probation
DMC Support Project- Reapplication Year 3 2((
leadership to work closely with the Judge Morse and monitor data that tracks decision making onceshe begins her new assignment. Assistant Chief Fernando Giraldo and the Director of the JuvenileHall already had an initial meeting with the new Judge and have set up follow up meetings.
0100
2 .c Support Project- Reapplication Year 3
0101
A. BUDGET LINE ITEM TOTALS: Complete the following table for the grant funds beingrequested in Year 3 (up to $100,000). While recognizing that counties may use different line itemsin the budget process, these are the ones used by the CSA on its invoices.
Proposed Budget Line Items Grant FundsSalaries and Benefits $34,000
Services and Supplies $6,400
Professional Services $56,000
CBO Contracts $0
Indirect Costs (may not exceed i 0% of grant award) $2,500
Fixed Assets/Equipment $600
Other $500
Total $100,000
B. BUDGET LINE ITEM DETAILS: Provide suffcient detail in each category to explain how thegrant funds will be used. In the "Other" category, funds should be budgeted for travel purposes forone mandatory project director's meeting (to be held in Sacramento) as well as setting aside fundsfor possible DMC education travel.
1. SALARIES AND BENEFITS (e.g., Dumber of staff, classifcation, salary and benefits)
The amount requested for salaries and benefits is $34,000. DMC Support Year 3 funds wil be used to pay
for approximately 234 hours ($6,000) of an on-call Group Supervisor II (GS). The GS II position wil be
assigned to work at the evening center alternative to detention program on an on-call basis. The evening
center was designed to serve as an alternative to detention for post adjudicated youth. Data showed that a
disproportionate number of Latino youth from the Watsonville area were being remanded into custody for
VOP's. The evening center was then designed to address this issue and reduce disparities. The GS II
position is critical to all aspects of the evening center program. The GS II provides transportation,
supervision and is responsible for the safety and security of youth who are court ordered to attend the
program in lieu of detention. The GS staff also coordinates admissions and exits from the program and
participates in education and life skils programming each shift. Funding will also pay for a portion
(approx .3 FTE or $25,000) of a Deputy Probation Offcer (DPO) II. The DPO II position wil support
several goals and objectives of the DMC grant. The DPO will continue to coach the probation youth
Azteca and Tolteca soccer teams and coordinate soccer field rentals, equipment purchases and teams
schedules. Additionally she will continue to recruit volunteer coaches as mentors who will work directly '. a
DMC Support Project- Reapplication Year 3 4I ."
with the youth on the soccer teams. Additionally the DPO II wil provide gang intervention and education0102
workshops for parents of probation involved youth and at-risk teens. The DPO II will also coordinate and
present at the model sites visits. A portion of her presentation wil be devoted to the Azteca Soccer team
and other DMC related activities.
Funding wil also pay for a portion (approx 3% of or $3,000) of a Departmental Systems Analyst position.
As the Departmental Systems Analyst, Diane Cu1casi will be extracting the necessary reports from the
Case Management System (CMS) to monitor indicators and outcomes at key decision points. Dianne wil
continue to play an important role in the continued customization of the CMS and help make modifications
to the system ensuring it meets the department's data collection needs. Key to her work this year wil be to
develop sustainable reports that exist beyond year three, that staff can easily review in order to monitor key
DMC indicators.
2. SERVICES AND SUPPLIES (e.g., offce supplies and training costs)
The amount requested for services and supplies is $6,400. This includes $200 for offce supplies, $200 for
educational and instructional materiaL. $2,000 is budgeted for supplies for the Probation sponsored Azteca
and Tolteca soccer teams. This wil cover the cost of uniforms, equipment and supplies. $4,000 wil be
budgeted to support the Incentive Plan for probation youth. These funds wil cover the cost of purchases of
$15 gift certificates (totaling 266 individual certificates) to be used in the rewards based system for teens
that successfully complete pre-determined phases.
3. PROFESSIONAL SERVICES: (e.g., contract with an expert consultant)
The total budget for professional services is $56,000. This amount includes the flowing services:
The Santa Cruz County Probation Department wil contract with the W. Haywood Bums Institute (BI) in
the amount of $38,500 for consultation services focused on:
21 DMC Support Project- Reapplication Year 3
Convening Steering Committee and Core Working Groups 2X per year. BI consultant wil also
attend BI-Monthly Probation Manager and Supervisor Meetings to:0103
o Work with Department leaders to convene RAI stakeholder convening(s)
o Review DMC Unit Indicators
o Conduct Training on VOP grid
o Consult with Department to enhance CMS capacity to track key DMC indicators
o Work with staff on developing Incentives Plan
o Monitor DMC Year 3 work plan
VOP Grid
o Conduct all staff training on VOP Grid
o Refine and update VOP grid as needed
o Update protocols for use ofthe instrument-instructional guide
o Conduct a workshop about the Santa Cruz VOP Grid at the 2012 JDAI Inter-Site Conference in
Houston, Texas
Incentives Plan
o Work with VOP committee to design the plan
o Develop protocols and policies regarding use of incentives, including defining phases and
benchmarks
o Develop draft of Incentives Plan and work with Steering Committee for approval and roll out plan
by end of 2012
CJN 28DMC Support Project- Reapplication Year 3
o Continue work with engaged law enforcement task force of the Santa Cruz Community Coalition
to Overcome Racism (SCCCCOR)0104
o Work with Task Force to prepare the for participation in RAJ convening's
o Provide coach ups to task force as they meet with key law enforcement officials around the use of
the RAI
Probation would also like to develop a small contract in the amount of $5,000 to be used to pay for an
assistant coach to help the Azteca Soccer Program. The addition of paid coaching time would be
extremely valuable as it would provide consistent coaching and mentoring to youth on the team.
Additionally, this coach could continue to help recruit other mentors who would volunteer their time to
coach. Funding wil support the assistant coach for 4 hours per week for 50 weeks (4 hours per week at
$25 per hours=$100 per week x 52 weeks) Coaching wil help:
Build strong soccer skils, including endurance training and technical game plans;
Individual assistance with personal issues such as drug and alcohol use, family problems, and gang
involvement;
Role modeling of positive social interactions within the frame-work of soccer, including anger
management and sportsmanlike behavior;
Participation in field trips;
Assistance with community service activities.
For 2012, we would also like to develop a small contract for an Azteca Soccer Program Coordinator in the
amount of $6,000 to pay for approximately 4 hours of programming coordinator activities per week (@$30
per hour). This person would lead a number of important aspects of the soccer program including:
Fund-raising programs and activities;
Publicity and media contact, including press releases;
28 DMC Support Project- Reapplication Year 3
Grant writing;0105
Proposal writing;
Brochure creation;
Report writing;
Data management;
Scheduling of events, including field trips and extracurricular pro-social activities;
Participation in extracurricular activities with the Aztecas Soccer Program;
Provide liaisonship, via meetings with community leaders, including the Board of Supervisors and
Watsonvile City Counsel Members;
Agendas and other Aztecas Soccer Program documentation;
Co-creation and participation in mentor trainings;
Oversight of youth community service hours;
Provide Gang Intervention workshops to youth;
Provide Health Education workshops, including safer sexual behavior, domestic violence
prevention, and general health education, including nutrition and drug/alcohol/tobacco education to youth.
Probation would also like to use funding to partially cover the expenses at Soccer Central for rental of the
indoor soccer field and team registration for the Azteca and Tolteca soccer team. Filed rental ($85) practice
2x/Wk 25 wks=$4,250 and an additional $2,250 will cover a portion of the teams registration fees for the 9
week season.
4. COMMUNITY-BASED ORGANIZATIONS (e.g., contract with a CBO for expert consultant services)
NA
DMC Support Project- Reapplication Year 3 20
5. INDIRECT COSTS: Indicate percentage and methodology for calculation. This total may not exceed10% of the grant funds.
This proposal contains a $2,500 request for indirect cost. This figure was calculated appropriating a 4.5%
indirect cost to manage each of the contracts with expert consultants and for professional services. This 0 1 06
request is less than the maximum 10% allowed so that more funds could be directed to the services of
expert consultants.
6. FIXED ASSETS (e.g., computers and other offce equipment necessary to perform project activities)
The amount budgeted for fixed assets is $600 which wil be used to cover the cost of recreational
equipment for the evening center program. Equipment would include foosball table, art materials and sport
equipment such as basketballs, volleyballs, etc.
7. OTHER (e.g., travel expenses)
We are requesting a total of $500 for travel related expenses to attend DMC Project Meetings 10
Sacramento and to cover local transportation cost related to the project.
We are requesting a total of $320 to cover the cost of two round trips to Sacramento (290 miles round trip
@.55 per mile x2)
Local mileage for partial transportation cost related to the soccer team is $180 (327 miles for the year)
28 DMC Support Project- Reapplication Year 3
0107
Provide a timeline for activities that wil be undertaken in Year 3 of the project.
Activity
Complete Board Resolution and Stakeholder MOUs and Submit to
CSA
Execute contracts with expert consultants and finalize proposed
work plans and time lines into specific deliverables
Organize and host two RAI stakeholder convening's
Convene DMC Steering Committee Meetings (two face to face
and two conference calls)
Convene manager and supervisor DMC meetings
Provide technical assistance and trainings to local, state and
national jurisdictions with expanded focus on DMC (site visits,
phone consultations)
Participate in workshop and panels at national juvenile justice
conferences as needed
Conduct VOP Grid 101 training for all juvenile probation staff
Continue work on updating and refining VOP Response Grid
Incentives Plan: the VOP committee wil convene to work on
designing and implementing the incentives plan for youth on
probation
Monitor unit indicators and continue work to improve case
management system's capacity to track and produce reports for
supervisor and manager meetings
CJN staff wil continue to work with the Santa Cruz County
Community Coalition to Overcome Racism (SCCCCOR) Law
DMC Support Project- Reapplication Year 3
Timeframe
January-February 2012
February 2012
February and March 2012
Each Quarter
Throughout the Year (3x)
Throughout the Year
Throughout the year
February 2012
Throughout Year
Throughout Year
Throughout Year (4x)
Throughout Year
19
Enforcement Task Force and support their participation the in RAI
Stakeholder Convening's
CJN wil work with SCCCCOR to engage local law enforcement
in discussion about their policies and practices that lead to
disparate treatment for youth of color
Evening Center Alternative to Detention Program (for post
adjudicated youth) wil continue to operate 4 evenings per week
and on Saturdays. Data wil be collected and analyzed to
determine impact of the program on DMC
Rent soccer field and register Azteca and Tolteca soccer teams.
Probation will coach and offer support to youth and families
playing on the Azteca and Tolteca soccer teams. Practice 2x and 1
game per week
2' DMC Support Project- Reapplication Year 3
0108Throughout Year
Throughout Year
Throughout Year
APPENDIX ASAMPLE BOARD OF SUPERVISORS' RESOLUTION
OlØl
By the start of the grant (January 1,2012), counties must submit a resolution from the Board ofSupervisors that includes, at a minimum, the assurances outlned in the following sample.
WHEREAS the (insert name of applicant county) desires to participate in the DMC Support GrantProject supported by federal Formula Grant funds and administered by the Corrections Standards
Authority (hereafter referred to as CSA).
NOW, THEREFORE, BE IT RESOLVED that the (insert title of designated official) is authorizedon behalf of the Board of Supervisors to submit the grant proposal for this funding and sign the GrantAgreement with the CSA, including any amendments thereof.
BE IT FURTHER RESOLVED that federal grant funds received hereunder shall not be used tosupplant expenditures controlled by this body.
BE IT FURTHER RESOLVED that the county agrees to abide by the statutes and regulationsgoverning the federal Formula Grants Program as well as the tenus and conditions of the Grant Agreementas set forth by the CSA.
Passed, approved, and adopted by the Board of Supervisors of (insert name of county) in a meetingthereof held on (insert date) by the following:
Ayes:
Notes:
Absent:
Signature: Date:
Typed Name and Title:
ATTEST: Signature: Date:
Typed Name and Title:
28DMC Support Project- Reapplication Year 3
APPENDIXBDMC PERFORMANCE MEASURES 0110
OUTPUT PERFORMANCE MEASURES
# OUTPUT MEASURE OBJECTIVE DEFINITION REPORTING FORMAT
Fonnula grants allocatedIncrease The amount of funds in whole dollars that are allocated at the
I or awarded for DMC atorganizationa state level for the DMC Coordinator and awarded for DMC at Dollars allocated and awarded for DMC
the State or local levelsl/system the state and local levels during the reporting period. Programcapacity records are the preferred data source.
Increase.The number and percent of program staff who are trained on
A. Number of staff who pai1icipated inNumber and percent of organizationa
DMC-related issues such as improving staffs understanding oftraining
2 cultural differences, cultural context, cultural diversity, culturalprogram staff trained l/system
awareness, bias, multicultural workplaces, etc. duiing theB. Total number of staff
capacityreporting period
C. Percent (NB)
Number of hours ofIncrease The number of DMC-related training hours provided to program
3 program staff trainingorganizationa staff during the reporting period of the progrm. Training Number of DMC-related hours oftrainingl/system includes in-house and external trainings, conducted and available provided to staff
providedcapacity to staff.
Number of data Improve The number of data improvement projects funded at the state orNumber of projects fìinded during the reporting
4 improvement projects planning and local levels specifically to improve the quality and completenessperiod
implemented development ofDMC data.
OUTCOME PERFORMANCE MEASURES
#OUTCOME
OBJECTIVE DEFINITION REpORTING FORMATMEASURE
The number of local-level agencies that show improved dataNumber otJocal
Improvecollection systems as evidenced by an ability to collect data by
agencies reporting race; collect data by race with increased accuracy and Number of improved local-level data collectioni
improved datasystem
consistency; repm1 timely data collection and submission, etc. systems dUling the repm1ing period.collections systems
effectivenessduring the reporting period. Data improvement project fies arethe preferred data source.
The number of non-program personnel, such as representatives A. Number of non-program personnel trainedNumber and percent of from law enforcement, courts, referral agencies, or community duiing the reporting period who repm1non-program personnel Increase members who gained a greater knowledge ofDMC and DMC- increased know ledge
2 with increased program related topics through trainings or other fonnalleaming B. Number of non-program personnel trainedknow ledge of program support opportnities. Training does not need to have been given by the during the reporting period and retumingarea program. Self-report data collected using training evaluation or surveys
assessment forms are the expected data source. Percent (NB)The number of program staff who gained a greater knowledge of
A. Number of program staff trained dUlingNumber and percent of
DMC and DMC-related topics through trainings or other fonnalthe reporting period who repoi1 increased
Increase learning opportnities. Appropriate for any program whose staff3
program staff withprogram received program-related training. Training does not need to
knowledgeincreased know ledge of B. Number of program staff trained during
support have been given by the program. Self-report data collected usingprogram area
training evaluation or assessment fonns are the expected datathe repm1ing period and returning surveys
C. Percent (NB)source.
Number ofminmityImprove
The number of staff of a specific minority group hired during4 system The number of minority staff hired
staff hired effectiveness
the repoi1ing period.
.8 DMC Support Project- Reapplication Year 3
APPENDIXCDMC PROJECT COORDINATOR DESCRIPTION
01 , ,
Purpose: As a requirement of the DMC Support Project, the individual identified as ProjectCoordinator wil be responsible for directing the county's efforts to reduce theoverrepresentation of youth of color coming into contact with the juvenile justice systemas outlined in the county's Request for Proposal. This individual must, at a minimum,have 10% of their position allocated to this assignment.
Responsibilities include, but are not limited to:
. Learn about the concept ofDMC and its contributing factors.
. Secure a contract with a DMC expert consultant/subject matter expert.
. Oversee the hiring and responsibilities of necessary DMC project staff.
. With the DMC committee, guide the development of a vision and mission as well as short/longterm goals for local DMC reduction.
. Direct and coordinate the implementation or improvement ofDMC data collection and analysis.
. Work with the DMC expert consultant to implement the work plan (e.g. collection and analysis ofrelevant DMC data, coordination of stakeholder information, etc.).
. Act as local liaison for stakeholders.
. Engage stakeholders in the development of a system-wide DMC reduction plan.
. Coordinate, in conjunction with the DMC Committee, the ongoing review and assessment of
existing juvenile justice programs and policies with regards to DMC.
. Prepare quarterly progress reports to the Corrections Standards Authority.
. Coordinate the development and implementation of an evaluation strategy that measures DMC
performance outcome measures.
. Oversee, coordinate, and monitor the implementation of each step in the county's DMC reduction
plan.
. Engage community stakeholders in the DMC reduction process.
. Communicate progress of the DMC reduction activities to community stakeholders.
. Provide vigilant advocacy - seek opportunities for improvement on this issue.
DMC Support Project- Reapplication Year 3 'ii