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ORES
PROCUREMENT AGREEMENT
Agreement Number P-24-064
February 8, 2024
RDA Consulting SPC
330 Franklin Street, Suite 400
Oakland, CA 94607
The County of Fresno (County) hereby contracts with RDA Consulting SPC (Contractor)for Justice
Assistance Grant Program Evaluation Services in accordance with the text of this agreement, Attachment
"A", County of Fresno Request for Proposal No: 24-020 and the attached contractors response to County of
Fresno Request for Proposal No: 24-020 by this reference made a part hereof.
TERM: This Agreement shall become effective February 15, 2024 and shall remain in effect through
February 14, 2027.
MINIMUM ORDERS: Unless stated otherwise there shall be no minimum order quantity. The County
reserves the right to increase or decrease orders or quantities.
CONTRACTOR'S SERVICES: Contractor shall perform the services as described in Attachment"A"
attached, at the rates set forth in Attachment"A".
ORDERS: Orders will be placed on an as-needed basis by The County of Fresno Probation Department
under this contract.
PRICES: Prices shall be firm for the contract period.
MAXIMUM: In no event shall services performed and/or fees paid under this Agreement be in excess of One
Hundred Fifty-Six Thousand Eight Hundred Forty-Six Dollars ($156,846.00).
ADDITIONAL ITEMS: The County reserves the right to negotiate additional items to this Agreement as
deemed necessary. Such additions shall be made in writing and signed by both parties.
DELIVERY: The F.O.B. Point shall be the destination within the County of Fresno. All orders shall be
delivered complete as specified. All orders placed before Agreement expiration shall be honored under the
terms and conditions of this Agreement.
DEFAULT: In case of default by Contractor, the County may procure the articles/services from another
source and may recover the loss occasioned thereby from any unpaid balance due the Contractor or by any
other legal means available to the County. The prices paid by County shall be considered the prevailing
market price at the time such purchase is made. Inspection of deliveries or offers for delivery, which do not
meet specifications, will be at the expense of Contractor.
INVOICING: Invoices shall include the date of services provided and a breakdown of what services were
provided on specified dates. Invoices are to be submitted to Probation invoices@fresnocountyca.gov. The
333 W. Pontiac Way, Clovis, CA 93612 / (559) 600-7110
*The County of Fresno is an Equal Employment Opportunity Employer*
PROCUREMENT AGREEMENT NUMBER: P-24-064 Page 2
RDA Consulting SPC
February 8, 2024
Agreement number must appear on all shipping documents and invoices. Invoice terms shall be Net 45
Days.
INVOICE TERMS: Net forty-five (45) days from the receipt of invoice.
TERMINATION: The County reserves the right to terminate this Agreement upon thirty (30)days written
notice to the Contractor. In the event of such termination, the Contractor shall be paid for satisfactory
services or supplies provided to the date of termination.
LAWS AND REGULATIONS: The Contractor shall comply with all laws, rules and regulations whether they
be Federal, State or municipal, which may be applicable to Contractor's business, equipment and personnel
engaged in service covered by this Agreement.
AUDITS AND RETENTION: Terms and conditions set forth in the agreement associated with the purchased
goods are incorporated herein by reference. In addition, the Contractor shall maintain in good and legible
condition all books, documents, papers, data files and other records related to its performance under this
contract. Such records shall be complete and available to Fresno County, the State of California, the federal
government or their duly authorized representatives for the purpose of audit, examination, or copying during
the term of the contract and for a period of at least three years following the County's final payment under the
contract or until conclusion of any pending matter(e.g., litigation or audit), whichever is later. Such records
must be retained in the manner described above until all pending matters are closed.
LIABILITY: The Contractor agrees to:
Pay all claims for damage to property in any manner arising from Contractor's operations under this
Agreement.
Indemnify, save and hold harmless, and at County's request defend the County, its officers, agents and
employees from any and all claims for damage or other liability, including costs, expenses (including
attorney's fees and costs), causes of action, claims or judgments resulting out of or in any way connected
with Contractor's performance or failure to perform by Contractor, its agents, officers or employees under this
Agreement, and from any and all costs and expenses (including attorney's fees and costs), damages,
liabilities, claims, and losses occurring or resulting to any person, firm or corporation who may be injured or
damaged by the performance, or failure to perform, of Contractor, its officers, agents, or employees under
this Agreement.
INSURANCE: Without limiting the COUNTY's right to obtain indemnification from CONTRACTOR or any
third parties, CONTRACTOR, at its sole expense, shall maintain in full force and effect, the following
insurance policies or a program of self-insurance, including but not limited to, an insurance pooling
arrangement or Joint Powers Agreement(JPA)throughout the term of the Agreement:
A. Commercial General Liability: Commercial General Liability Insurance with limits of not less than Two
Million Dollars ($2,000,000.00) per occurrence and an annual aggregate of Four Million Dollars
($4,000,000.00). This policy shall be issued on a per occurrence basis. County may require specific
coverage including completed operations, product liability, contractual liability, Explosion-Col lapse-
Underground, fire legal liability or any other liability insurance deemed necessary because of the nature
of the contract.
B. Automobile Liability: Comprehensive Automobile Liability Insurance with limits of not less than One
Million Dollars ($1,000,000.00) per accident for bodily injury and for property damages. Coverage should
include any auto used in connection with this Agreement.
C. Professional Liability: If Contractor employs licensed professional staff, (e.g., Ph.D., R.N., L.C.S.W.,
M.F.C.C.) in providing services, Professional Liability Insurance with limits of not less than One Million
Dollars ($1,000,000.00) per occurrence, Three Million Dollars ($3,000,000.00) annual aggregate.
D. Worker's Compensation: A policy of Worker's Compensation insurance as may be required by the
California Labor Code.
Additional Requirements Relating to Insurance:
P-24-064 Agreement RDA Consulting SPC.docx
PROCUREMENT AGREEMENT NUMBER: P-24-064 Page 3
RDA Consulting SPC
February 8, 2024
Contractor shall obtain endorsements to the Commercial General Liability insurance naming the County of
Fresno, its officers, agents, and employees, individually and collectively, as additional insured, but only
insofar as the operations under this Agreement are concerned. Such coverage for additional insured shall
apply as primary insurance and any other insurance, or self-insurance, maintained by County, its officers,
agents and employees shall be excess only and not contributing with insurance provided under Contractor's
policies herein. This insurance shall not be cancelled or changed without a minimum of thirty (30) days
advance written notice given to County.
Contractor hereby waives its right to recover from County, its officers, agents, and employees any amounts
paid by the policy of worker's compensation insurance required by this Agreement. Contractor is solely
responsible to obtain any endorsement to such policy that may be necessary to accomplish such waiver of
subrogation, but Contractor's waiver of subrogation under this paragraph is effective whether or not
Contractor obtains such an endorsement.
Within Thirty(30)days from the date Contractor signs and executes this Agreement, Contractor shall provide
certificates of insurance and endorsement as stated above for all of the foregoing policies, as required
herein, to the County of Fresno, probationcontracts@fresnocountyca.gov, stating that such insurance
coverage have been obtained and are in full force; that the County of Fresno, its officers, agents and
employees will not be responsible for any premiums on the policies; that such Commercial General Liability
insurance names the County of Fresno, its officers, agents and employees, individually and collectively, as
additional insured, but only insofar as the operations under this Agreement are concerned; that such
coverage for additional insured shall apply as primary insurance and any other insurance, or self-insurance,
maintained by County, its officers, agents and employees, shall be excess only and not contributing with
insurance provided under Contractor's policies herein; and that this insurance shall not be cancelled or
changed without a minimum of thirty (30) days advance, written notice given to County. Certificates of
Insurance are to include the contract number at the top of the first page.
In the event Contractor fails to keep in effect at all times insurance coverage as herein provided, the County
may, in addition to other remedies it may have, suspend or terminate this Agreement upon the occurrence of
such event.
All policies shall be with admitted insurers licensed to do business in the State of California. Insurance
purchased shall be purchased from companies possessing a current A.M. Best, Inc. rating of A FSC VII or
better.
COMING ON COUNTY PROPERTY TO DO WORK: Contractor agrees to provide maintain and furnish
proof of Comprehensive General Liability Insurance with limits of not less than $500,000 per occurrence.
INDEPENDENT CONTRACTOR: In performance of the work, duties and obligations assumed by Contractor
under this Agreement, it is mutually understood and agreed that Contractor, including any and all of
Contractor's officers, agents, and employees will at all times be acting and performing as an independent
contractor, and shall act in an independent capacity and not as an officer, agent, servant, employee,joint
venturer, partner, or associate of the County. Furthermore, County shall have no right to control or supervise
or direct the manner or method by which Contractor shall perform its work and function. However, County
shall retain the right to administer this Agreement so as to verify that Contractor is performing its obligations
in accordance with the terms and conditions thereof. Contractor and County shall comply with all applicable
provisions of law and the rules and regulations, if any, of governmental authorities having jurisdiction over
matters the subject thereof.
Because of its status as an independent contractor, Contractor shall have absolutely no right to employment
rights and benefits available to County employees. Contractor shall be solely liable and responsible for
providing to, or on behalf of, its employees all legally-required employee benefits. In addition, Contractor
shall be solely responsible and save County harmless from all matters relating to payment of Contractor's
employees, including compliance with Social Security, withholding, and all other regulations governing such
matters. It is acknowledged that during the term of this Agreement, Contractor may be providing services to
others unrelated to the County or to this Agreement.
P-24-064 Agreement RDA Consulting SPC.docx
PROCUREMENT AGREEMENT NUMBER: P-24-064 Page 4
RDA Consulting SPC
February 8, 2024
NON-ASSIGNMENT: Neither party shall assign, transfer or sub-contract this Agreement nor their rights or
duties under this Agreement without the written consent of the other party.
AMENDMENTS: This Agreement constitutes the entire Agreement between the Contractor and the County
with respect to the subject matter hereof and supersedes all previous negotiations, proposals, commitments,
writings, advertisements, publications, Request for Proposals, Bids and understandings of any nature
whatsoever unless expressly included in this Agreement. This Agreement supersedes any and all terms set
forth in Contractor's invoice. This Agreement may be amended only by written addendum signed by both
parties.
INCONSISTENCIES: In the event of any inconsistency in interpreting the documents which constitute this
Agreement, the inconsistency shall be resolved by giving precedence in the following order of priority: (1)the
text of this Agreement (excluding Attachment"A", County's Request for Proposal No. 24-020 and the
Contractor's Proposal in response thereto); (2)Attachment"A"; (3)the County's Request for Proposal No.
24-020 and (4)the Contractor's proposal made in response to County's Request for Proposal No. 24-020.
GOVERNING LAWS: This Agreement shall be construed, interpreted and enforced under the laws of the
State of California. Venue for any action shall only be in County of Fresno.
ELECTRONIC SIGNATURES: The parties agree that this Agreement may be executed by electronic
signature as provided in this section.
A. An "electronic signature" means any symbol or process intended by an individual signing this Agreement
to represent their signature, including but not limited to (1) a digital signature; (2)a faxed version of an
original handwritten signature; or(3)an electronically scanned and transmitted (for example by PDF
document) of a handwritten signature.
B. Each electronic signature affixed or attached to this Agreement(1) is deemed equivalent to a valid
original handwritten signature of the person signing this Agreement for all purposes, including but not
limited to evidentiary proof in any administrative or judicial proceeding, and (2) has the same force and
effect as the valid original handwritten signature of that person.
C. The provisions of this section satisfy the requirements of Civil Code section 1633.5, subdivision (b), in
the Uniform Electronic Transaction Act (Civil Code, Division 3, Part 2, Title 2.5, beginning with section
1633.1).
D. Each party using a digital signature represents that it has undertaken and satisfied the requirements of
Government Code section 16.5, subdivision (a), paragraphs (1)through (5), and agrees that each other
party may rely upon that representation.
This Agreement is not conditioned upon the parties conducting the transactions under it by electronic means
and either party may sign this Agreement with an original handwritten signature.
Please acknowledge your acceptance by returning all pages of this Agreement to my office via email.
Please refer any inquiries in this matter to Crystal Nino, Purchasing Analyst, at 559-600-7113 or
cnino@fresnocountyca.gov.
FOR THE COUNTY OF FRESNO
Manuel M. Digitally signed by Manuel M.
Vilanova
Vilanova Date:2024.02.22 07:56:44-08'00'
Manuel Vilanova
Deputy Director
333 W. Pontiac Way
Clovis, CA 93612
GEC:cn
P-24-064 Agreement RDA Consulting SPC.docx
PROCUREMENT AGREEMENT NUMBER: P-24-064 Page 5
RDA Consulting SPC
February 8, 2024
CONTRACTOR TO COMPLETE:
Company: RDA Consulting, SPC
Type of Entity:
❑ Individual Q Limited Liability Company
❑ Sole Proprietorship ❑ Limited Liability Partnership
■❑ Corporation ❑ General Partnership
330 Franklin Street, Ste. 400 Oakland Ca 94607
Address City State Zip
510-488-4345 510-735-9064 contracts@rdaconsulting.corn_
TELEPHONE NUMBER FAX NUMBER E-MAIL ADDRESS
Print Name & Amalia Egri ri Freedman Chief Executive Officer
Title: Print Name &Title:
Amalia Egri Digitally signed by Amalie Egri
Freedman
Signature: Freedman Date:2024.02.21 16:32:57-08-00' Signature:
ACCOUNTING USE ONLY
ORG No.: 34321975
Account No.: 7295
Requisition No.: 3430240146
(08/2022)
P-24-064 Agreement RDA Consulting SPC.docx
PROCUREMENT AGREEMENT NUMBER: P-24-064 Attachment Page 1 of 3
RDA Consulting SPC
February 8, 2024
A TTACHMENT 'A "
Scope of Work:
Summary of Plan and Evaluation Report:
Contractor shall prepare, develop, and complete the said reports following the Board of State and
Community Corrections (BSCC)guidelines.
Local Evaluation Plan
• The Local Evaluation Plan must be in a format prescribed by the BSCC.
•This should include a detailed description of how the effectiveness of ARPP will be assessed in
relationship to its goals and objectives.
•The relationship between the goals and objectives identified in Probation's grant proposal should be
apparent in the Local Evaluation Plan.
•The Local Evaluation Plan should describe the evaluation design or model that will be used to evaluate
the effectiveness of the project component(s), with the project goals and the project objectives clearly
stated. Bidders' proposed evaluation designs or models are subject to approval or editing by Probation.
• The Process and outcome evaluations should be addressed.
Final Local Evaluation Report
•The Local Evaluation Report must be in a format prescribed by the BSCC.
•An Executive Summary must be included that adheres to the format prescribed by the BSCC specifically
for the Executive Summary
• The purpose of the Final Local Evaluation Report is to determine whether the overall Program (including
each individual component)was effective in meeting the goals laid out in the Local Evaluation Plan.
•The effectiveness of the activities that were implemented within each individual project component must
be assessed and documented. These activities should have been identified in the previously submitted
Local Evaluation Plan.
Due Dates:
All reports shall be submitted to the County by the due date specified below. Should the contractor fail to
provide a report within the specified due date, the contractor shall notify the County of such failure
immediately. The Contractor will incur a penalty for each late report at twenty percent(20%)of the report
cost if a final draft is not submitted by the specified due date.
First Draft Due Final Draft Due
Local Evaluation TBD* TBD*
Plan
Local Evaluation 11/02/2026 12/01/2026
Report
Submission:
All reports shall be submitted electronically via email to the assigned Deputy Probation Officer(DPO)and
a hard copy must be submitted by mail to the Adult Field Special Services Unit.
P-24-064 Agreement RDA Consulting SPC.docx
PROCUREMENT AGREEMENT NUMBER: P-24-064 Attachment Page 2 of 3
RDA Consulting SPC
February 8, 2024
Cost By Year:
COST PROPOSAL
Vendor Name: RDA Consulting,SPC
A.REPORT FEE
Year One:
Mileage
Material
Reports Staff Title Rates Hours Rate x Hours 'Travel Total
Cost
Costs
Project Launch&LEP Consulting Manager $ 220.00 8 $1,760.00 $1,760.00
Sr.Consultant $ 190.00 27 $5,130.00 $5,130.00
Consultant $ 165.00 23 $3,795.00 $3,795.00
Total: 58 $10,695.00 $0.00 $10,685.00
Site Visit&Qual Data Analysis Consulting Manager $ 220.00 3 $660.00 $660.00
Sr.Consultant $ 190.00 52 $9,890.00 $1,672.00 $11,552.00
Consultant $ 165.00 52 $8,580.00 $1,672.00 $10,252.00
Total: 107 $19,120.00 $3,344.00 $22,464.00
Quantitative Data Collection&
Analysis Consulting Manager $ 220.00 2 $440.00 $440.00
Sr.Consultant $ 190.00 12 $2,280.00 $2,290.00
Consultant $ 165.00 14 $2,310.00 $2,310.00
Total: 28 $5,030.00 $0.00 $5,030.00
Ongoing Project Management&
Communication Consulting Manager $ 220.00 12 $2,640.00 $2,640.00
Sr.Consultant $ 190.00 36 $6,940.00 $6,940.00
Consultant $ 165.00 28 $4,620.00 $4,620.00
Total: 76 $14,100.00 $0.00 $14,100.00
Total for Year One ProjectActivties: $52,279.00
Year Two:
Mileage
Reports Staff Title Rates Hours Rate x Hours 'Trav Materialel Total
Cost
Costs
Site Visit&Qual Data Analysis Consulting Manager $ 220.00 1 $220.00 $220.00
Sr.Consultant $ 190.00 82 $15,590.00 $3,344.00 $18,924.00
Consultant $ 165.00 82 $13,530.00 $3,344.00 $16,874.00
Total: 165 $29,330.00 $6,698.00 $36,018.00
Quantitative Data Collection&
Analysis Consulting Manager $ 220.00 0 $0.00 $0.00
Sr.Consultant $ 190.00 0 $0.00 $0.00
Consultant $ 165.00 10 $1,650.00 $1,650.00
Total: 10 $1,650.00 $0.00 $1,650.00
Ongoing Project Management&
Communication Consulting Manager $ 220.00 12 $2,640.00 $2,640.00
Sr.Consultant $ 190.00 38 $7,220.00 $7,220.00
Consultant $ 165.00 28 $4,620.00 $4,620.00
Total: 78 $14,490.00 $0.00 $14,480.00
Total for Year One ProjectActivtie $52,148.00
P-24-064 Agreement RDA Consulting SPC.docx
PROCUREMENT AGREEMENT NUMBER: P-24-064 Attachment Page 3 of 3
RDA Consulting SPC
February 8, 2024
Year Three:
Reports Staff Title Rates Hours Rate x Hours Mileage Material Total
*
ravel Cost
Quantitative Data Collection&
Analysis Consulting Manager $ 220.00 4 $880.00 $880.00
Sr.Consultant $ 190.00 29 $5,510.00 $5,510.00
Consultant $ 165.00 72 $11,880.00 $11,880.00
Total: 105 $18,270.00 $0.00 $18,270.00
BSCC FLER Consulting Manager $ 220.00 7 $1,540.00 $1,540.00
Sr.Consultant $ 190.00 38 $7,220.00 $7,220.00
Consultant $ 165.00 45 $7,425.00 $7,425.00
Total: 90 $16,185.00 $0.00 $16,185.00
Ongoing Project Management&
Communication Consulting Manager $ 220.00 22 $4,840.00 $4,940.00
Sr.Consultant $ 190.00 38 $7,220.00 $7,220.00
Consultant $ 165.00 34 $5,610.00 $5,610.00
Total: 94 $17,670.00 $0.00 $17,670.00
Total for Year One Project Activtie $S2,125.00
P-24-064 Agreement RDA Consulting SPC.docx
Contractor's Response to
County of Fresno
Request for Proposal
No. 24-020
P-24-064 Agreement RDA Consulting SPC.docx
County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
I. Signed Cover Page of RFP and Addendum 1
COUNTY OF FRESNO
`0f 1 f
REQUEST FOR PROPOSAL
NUMBER: 24-020
JUSTICE ASSISTANCE GRANT PROGRAM
EVALUATION
Issue Date: October 25, 2023
Closing Date: NOVEMBER 20, 2023 AT 10:00 AM
AN Quest",%and RetiIxxtses must(w.e►ectmnm11y sunmOwl on the Bid Page(xi Pubic Purcna
F(x mistance_wntact Crystal Nino at Pt)oiv(559)600-7110.
BIDDER TO COMPLETE
gndLe ar-4d sarels to fum►!1h jft commonly or +;j ppuwed is Ot rlrlschetJ awe jar ,ana tar�s�>1tM in IMF RFP
Bid nwit be slalvd and doted btt w au!f+orittd ofter Opt or%PW90e.
RDA Consulting, SPC
Amelia Egn Freedmen
rC#q-Ac?PlUtSON
330 Franklin Street, Suits 400
AooREgs
Oakland CA _ 94607
CTV STATF_
21P�U�E
1s1Q 4W4345_ afreedr.►aMardeconsueng ran
TEi ~f�O�iE NUM EMAiI WAESS
UT►/OI�iZED�U1plTlIRE
ArrQlia Egn Freedman Chief Executive Officer
P�Ijffr Ufa: rnE
RDAconsulting.com November 2023 Page 1
�'�� R D A
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
COUNTY OF FRESNO
Co"
FR�9
ADDENDUM NUMBER: ONE (1)
RFP NUMBER: 24-020
JUSTICE ASSISTANCE GRANT PROGRAM EVALUATION
Issue Date: November 15, 2023
Closing Date: November 28, 2023 at 10:00 AM
All Questions and Proposals must be electronically submitted to the Bid Page on Public Purchase.
For assistance, contact Crystal Nino at(559)600-7110.
NOTE THE FOLLOWING AND ATTACHED ADDITIONS, DELETIONS AND/OR CHANGES TO THE
REQUIREMENTS OF REQUEST FOR PROPOSAL NUMBER: 24-020 AND INCLUDE THEM IN YOUR
RESPONSE. PLEASE SIGN AND RETURN THIS ADDENDUM WITH YOUR PROPOSAL.
The Closing Date is hereby extended to November 28, 2023.
Questions and Answers
ACKNOWLEDGMENT OF ADDENDUM NUMBER ONE(1)TO RFP 24-020
COMPANY NAME: RDA Conssu�lltLin , SPC
SIGNATURE: ,,-& 7\ (PRINT)
NAME&TITLE. Amalia Egri Freedman, Chief Executive Officer
(PRINT)
Purchasing Use:CN:st ORG1Requisition:3432197513230240146
24-020 Addendum 1.d.. (10/21/2019)
RDAconsulting.com November 2023 1 Page 1
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Addendum No.ONE(1) Page 2
Request for Proposal Number: 24-020
November 15,2023
QUESTIONS AND ANSWERS
Q1. Will consultant bids be posted to a public site?If so,what is the web address?
Al- No.
Q2. Will the offeror be able to submit a redacted version before the proposal is
sharediposted?
A2. In the event that the County does share it, no, it will not be redacted.
Q3. Who is the incumbent for this project, if any?
A3. There is no incumbent candidate.
Q4. When do you anticipate announcing the award?
A4. The County of Fresno typically posts RFP results between 2 and 6 weeks post closing
date, but in some instances can be up to 6 months per page 9. bullet 2 of the RFP.
Q5. The RFP states,"Please note that there may be times when bidders must be
physically present to visit the programs being evaluated." How many anticipated in-
person site visits will there be each year?
A5. A minimum of once a year, but as many as needed to obtain the needed data.
Q6. Are virtual meetings for both project management and primary data collection(e.g.,
interviews and focus groups)allowable?
A6. Yes.
Q7. Are there extant data readily available for the following data points: recidivism,
participant demographics, service provision/program implementation data, and any
other outcome data?
AT Yes, there is data available.
Q8. Are there any other programs or agencies that need to be included in the
evaluation's data collection besides the AARP?
A8. No, there are no other programs or agencies that need to be included in the evaluation's
data collection besides the ARPP.
Q9. Does the ARPP have data tracking in place for the different services that are being
offered?
A9. There are no current specifically automated services tracking any of the data by the
Probation Department. Probation Automation services can pull data entered into
Probation's PRIMS at request. The officer assigned to the caseload manually tracks data
needed for quarterly progress reports such as new participates to the program, new
programsivendor's providing services, and number of participates that complete the
program. The vendor awarded the case manager services will be required to track the
required data and provide it as needed.
24t12]Addendum I docx
RDAconsulting.com November 2023 Page 2
R D A
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
II. Cover Letter
County of Fresno
Attn: Crystal Nino
333 W Pontiac Way
Clovis, CA 93612
Dear Crystal Nino:
RDA Consulting (RDA) is pleased to submit this response to The County of Fresno, Request for Proposal
Number 24-020,Justice Assistance Grant (JAG) Program Evaluation. RDA is distinctively suited to
providing the Probation Department a JAG Local Evaluation Plan and Local Evaluation Report given that:
✓ We have extensive experience conducting evaluations of criminal and juvenile justice initiatives
and systems. RDA has forty years of experience providing complex, multi-site, culturally responsive
evaluation and planning services with public agencies and community-based organizations to
advance programs, services, and systems. In every engagement, RDA seeks to establish sustainable
processes for reporting and continuous quality improvement;
✓ We have a solid knowledge of Board of State and Community Corrections(BSCC) regulations and
priorities. Because of RDA's prior project experience working on evaluations for the BSCC and the
Edward Byrne Memorial Justice Assistance Grant(JAG) Program, RDA is familiar with the specified
data collection, reporting, and other evaluation requirements detailed within the requested Scope
of Work; and
✓ We strive to bring an equity lens to every engagement. RDA designs responsive and
methodologically rigorous surveys to engage underrepresented populations in evaluation and
planning processes to provide a perspective that focuses on diversity, equity, and inclusion (DEI).
As a mission-driven consulting firm, RDA works toward a just and equitable society by addressing
barriers to individual, organizational, and community well-being. Founded in 1984, RDA is a full-service
consultancy providing an integrated approach to research and evaluation, assessment and planning,
data system development, implementation support, organizational development, and grant writing. We
deliver these services to clients and communities across vital intersecting health and human service
sectors, including violence prevention and public safety, adult and juvenile justice, public and behavioral
health, adult education and workforce development,transportation, homelessness and housing,
education, and child and family welfare. Across our work, RDA prioritizes community engagement to
elevate the voices of those most impacted by public systems.
RDA is a social purpose corporation, State of California employee-owned and majority women-
managed small business that employs over 30 diverse and talented staff members that we
systematically assign across projects to leverage their experience, content knowledge, and technical
skills to provide first-class service to our clients and to produce significant systems-level change. As CEO,
I bring over two decades of experience managing multi-functional teams and organizations serving
governmental and nonprofit organizations. I am RDA's point of contact for all matters related to this
proposal and am authorized to bind, negotiate, and execute RDA agreements.
We look forward to speaking with you about our planning and evaluation services.
Amalia Egri Freedman I Chief Executive Officer
RDA Consulting I EIN: 68-0444084 1 330 Franklin Street, Suite 400 1 Oakland, CA 94607
afreedman@RDAconsulting.com I phone: 510-488-4345
RDAconsulting.com November 2023 1 Page 3
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
III. Table of Contents
I. Signed Cover Page of RFP and Addendum 1.........................................................................................1
II. Cover Letter ..........................................................................................................................................3
III. Table of Contents.................................................................................................................................4
IV. Conflict of Interest Statement..............................................................................................................6
V. Trade Secret..........................................................................................................................................7
VI. Certification—Disclosure—Criminal History&Civil Actions ................................................................8
VII. References ..........................................................................................................................................10
VIII. Participation........................................................................................................................................11
IX. Exceptions...........................................................................................................................................12
X. Vendor Company Data .......................................................................................................................12
A. Organizational Qualifications........................................................................................................12
B. Project Experience.........................................................................................................................12
Sacramento County Office of the Public Defender Juvenile Trauma Response Court (JTRC)
Evaluation (2020-2023):......................................................................................................................12
Sonoma County Probation Department (SCPD)Youth Diversion with Case Management(YDCM)
Process and Outcome Evaluation (2019-Present):.............................................................................13
Alameda County Behavioral Health Care Services (BHCS) Prop 47 Evaluation (Cohorts I, II, III) (2017-
Present):..............................................................................................................................................13
Sonoma County Interfaith Shelter Network(IFSN)Adult Reentry Evaluation IFSN Evaluation (2022-
Present):..............................................................................................................................................14
City of San Jose Parks, Recreation, and Neighborhood Services (PRNS) Mayor's Gang Prevention
Task Force Violence Intervention and Prevention (CaIVIP) Evaluation (2021-Present): ....................14
C. Proposed Team...................................................................................................................................14
D. Resumes of RDA's Proposed Team.....................................................................................................15
D. Any material (including letters of support or endorsement) indicative of the bidder's capability....29
E. A brief description of the bidder's current operations, and ability to provide the services...............29
F. Financial Statements...........................................................................................................................29
G.Termination of Contract.....................................................................................................................29
H. Lawsuits..............................................................................................................................................29
I. Payment Issues ....................................................................................................................................29
XI. Scope of Work........................................................................................................................................30
1. Minimum Qualifications......................................................................................................................30
ProjectUnderstanding........................................................................................................................30
2. Project Timeline..................................................................................................................................31
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3. Logistical Considerations.....................................................................................................................38
4. Reporting and Dissemination Requirements......................................................................................38
5. Other Submittal Requirements...........................................................................................................39
a) Bidder shall describe, in detail, its understanding of the needs, requirements, and outcomes of
the requested services........................................................................................................................39
b) Bidder shall describe their experience with and demonstrated knowledge of evidence-based
practices..............................................................................................................................................39
c) Bidder shall submit a description of its business operation, including organizational and
management structure, and describe its capacity to meet Probation's needs for comprehensive
evaluation of programs, as detailed in the Scope of Work.................................................................41
d) Bidder shall describe familiarity or experience in providing the specified services detailed in the
Scopeof Work.....................................................................................................................................42
e) Bidder shall provide a detailed description of its demonstrated knowledge and experience in
providing the requested services and/or state their willingness to receive training to achieve this
ability...................................................................................................................................................43
f) Bidder shall describe how documents will be maintained,the record-keeping process, and its
ability to produce requested reports as described in the Scope of Work, Reporting Requirements.43
g) Bidder shall complete and provide a detailed budget for the service cost,travel, and materials,
not exceeding the annual maximum compensation of$52,282........................................................44
h) Bidder shall provide a fee schedule reflecting hourly rate.............................................................44
i) Bidder shall provide documentation of success in working with County entities and the various
departments that work with justice-involved people. .......................................................................44
j) Bidder shall describe ability to navigate disparate justice data systems and merge large amounts
of information together......................................................................................................................45
k) Bidder shall provide a demonstration of creative strategies for engaging and developing
collaborative approaches to evaluation to bring the CCP high-quality analysis as well as multiple
perspectives........................................................................................................................................46
(1) Bidder shall provide an example of a Gantt chart or similar structure to outline their project's
activities, phases, and milestones. .....................................................................................................46
m) Bidder shall provide an example of a past report that is done similar to what the RFP is
requesting...........................................................................................................................................46
n) Bidder will submit said reports to the County, said reports will be prepared and provided to the
County on County SharePoint.............................................................................................................47
InnovativeSolutions................................................................................................................................48
XII. Cost Proposal ..................................................................................................................................48
XIII. Check List ........................................................................................................................................52
XIV. Reports............................................................................................................................................53
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RFP#:24-020 Justice Assistance Grant Program Evaluation
IV. Conflict of Interest Statement
RDA and its proposed team have no conflict of interest to declare. Additionally, RDA agrees to comply
with all federal, state, and local conflict of interest laws, statutes, and regulations and agrees to address
potential, perceived, or actual conflicts of interest immediately. Additionally, conflict of interest is
discussed in RDA's employee handbook, Section 5-10, version 01-2023, along with a plan for addressing
perceived conflict of interest.
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RFP#:24-020 Justice Assistance Grant Program Evaluation
V. Trade Secret
Proposal No, 24-020 Page 19
TRADE SECRET ACKNOWLEDGEMENT
Each proposal sudr-mec is public reoora under the California Public Records Act(Cal_Gov.Code,secs.7920.000 and
following)and is therefore open to inspection by the public as required by Section 7922.525 of the California Government
Code. This section generally states that"every person has a right to inspect any public record'.The County will not
exclude any proposal or portion of a proposal from treatment as a public record except information that it is property
submitted as a'trade secret'(defined below),and determined by the County to be a'trade secret'(if not otherwise
subject to disclosure,as stated below).Information submitted as'proprietary','confidential'or under any other terms that
might state or suggest restricted public access will not be excluded from treatment as public record.
'Trade secrets'as defined by Section 7924.510 of the California Government Code are not treated as a public record
under that section.This section defines trade secrets as:
'_..Trade secrets,"as used in this section.may inckede,but are not fimited to,any formula,plan,pattern,process;tool,
mechanism,compound,procedure,production data or compilation of information that is not patented,which is known only
to certain individuals within a cormrerciaf concern who are using it to fabricate,produce,or compound an amide of trade or
a service having commercial value and which gives its user an opportunity to obtain a business advantage over competitors
who do not know or use it."
Such information must be submitted in a separate PDF file named"Trade Secret'and marked as'Confidential'in the
Public Purchase system.Bidders must include a clear and concise statement that sets out the reasons for confidentiality
in accordance with the foregoing definition of*trade secret.' Examples of information not considered trade secrets are
pricing,cover letter, promotional materials,references.and the like.
Information submitted by a bidder as'trade secret'will be reviewed by County of Fresno's Purchasing Division,with the
assistance of the County's legal counsel,to determine conformance or non-conformance to the foregoing definition.
Information that is property identified as'trade secret'and which the County determines to conform to the definition will
not become public record(if not otherwise subject to disclosure,as stated below).The County will safeguard this
information in an appropriate manner,provided however,in the event of a request,demand,or legal action by any
person or entity seeking access to the'trade secret'information,the County will inform the bidder of such request.
demand,or legal action,and the bidder shall defend,indemnify,and hold harmless the County,including its officers and
employees,against any and all claims,liabilities,damages,or costs or expenses,including attorney's fees and costs.
relating to such request,demand or legal action,seeking access to the'trade secret'information.
Information submitted by bidder as trade secret and determined by the County not to be in conformance with the
foregoing California Government Code definition shall be excluded from the proposal and deleted by the County.
The County shall not in any way be liable or responsible for the disclosure of any proposals or portions thereof,if(1)they
are not electronically submitted in a separate PDF that is marked'Trade Secret'and marked as Confidential in the
Public Purchase system:or(2)disclosure thereof is required or allowed under the law or by order of court.
Bidders are advised that the County does not wish to receive trade secrets and that bidders are not to supply trade
secrets unless they are absolutely necessary.
I have read and understand,and agree to the above'Trade Secret Acknowledgement"
BIDDER MUST CHECK ONE OF THE FOLLOWING:
Has bidder submitted certain bid information that is a'trade secret,'as defined by Section 7924.510 of the Califorr
Government Code,and in compliance with the requirements of this Trade Secrets Acknowledgement?
By marking"NO',bidder does not claim any confidentiality of any bid information submitted to the County.
YES X NO
ACKNOWLEDGED AND AGREED BY BIDDER:
1 1;17,2023
Amalia Egri Freedman Chief Executive Officer
Prr'.%3rre T 7e
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VI. Certification - Disclosure - Criminal History & Civil Actions
Proposal No. 24-020 Page 21
CERTIFICATION REGARDING DEBARMENT, SUSPENSION. AND OTHER
RESPONSIBILITY MATTERS - PRIMARY COVERED TRANSACTIONS
INSTRUCTIONS FOR CERTIFICATION
1. By signing and submitting this proposal the prospective primary participant is providing the certification
set out below
2. The inability of a person to provide the certification required below will not necessanly result in denial of
participation in this covered transaction. The prospective participant shall submit an explanation of why it
cannot provide the certification set out below. The certification or explanation will be considered in
connection with the department or agency's determination whether to enter into this transaction.
However,failure of the prospective primary participant to furnish a certification or an explanation shall
disqualify such person from participation in this transaction.
3. The certification in this clause is a material representation of fact upon which reliance was placed when
the department or agency determined to enter into this transaction_ If it is later determined that the
prospective primary participant knowingly rendered an erroneous certification, in addition to other
remedies available to the Federal Goverment_the department or agency may terminate this transaction
for cause or default.
4. The prospective primary participant shall provide immediate written notice to the department or agency
to which this proposal is submitted if at any time the prospective primary participant learns that its
certrfication was erroneous when submitted or has become erroneous by reason of changed
circumstances-
S. The terms covered transaction,debarred.suspended,ineligible,participant, person, primary covered
transaction,principal,proposal,and voluntarily excluded,as used in this clause have the meanings set
out in the Definitions and Coverage sections of the rules implementing Executive Order 12549. You may
contact the department or agency to which this proposal is being submitted for assistance in obtaining a
copy of those regulations.
6. Nothing contained in the foregoing shall be construed to require establishment of a system of records in
order to render in good faith the certification required by this clause. The knowledge and information of a
participant is not required to exceed that which is normally possessed by a prudent person in the
ordinary course of business dealings.
=:or,�cxe i^.:::gee alert Preaa*e.n�T�x�
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RFP#:24-020 Justice Assistance Grant Program Evaluation
Proposal No. 24-020 Page 22
CERTIFICATION
(1) The prospective primary participant certifies to the best of its kna.,ledge and belief. that it, its owners,
officers, corporate managers and partners:
(a) Are not presently debarred. suspended, proposed for debarment, declared ineligible. or voluntarily
excluded by any Federal department or agency:
(b) Have not,:rithin a three-year period preceding this proposal been convicted of or had a civil judgment
rendered against them for commission of fraud or a criminal offense in connection ^✓ith obtaining,
attempting to obtain. or performing a public (Federal. State or local)transaction or contract under a
public transaction: violation of Federal or State antitrust statutes or commission of embezzlement.
theft. forgery. bribery, falsification or destruction of records. making false statements, or receiving
stolen property:.
(c) Have not,:within a three-year period preceding this application;'proposal had one or more public
transactions (Federal. State or local) terminated for cause or default.
(2) Where the prospective primary participant is unable to certify to any of the statements in this certification.
such prospective participant shall attach an explanation to this proposal.
Signature: Date: 11/17/2023
Amalia Egri Freedman, Chief Executive Officer RDA Consulting, SPC
(Printed Name&Title) (Name of Agency or Company)
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VII. References
Proposal No. 24-020 Page 23
REFERENCE LIST
VENDOR MUST COMPLETE AND RETURN WITH REQUEST FOR PROPOSAL
Firm: RDA Consulting,SPC
Provide a list of at least five(5)customers for whom you have recently provided similar services. If you have
held a contract for these or similar services with the County of Fresno within the past seven(7)years, list the
County as one of your customers. Please list the person most familiar with your contract. Be sure to include
all requested information.
Reference Name:Sacramento Cnty.Office of the Public Defender Contact: David C.Bell,Attorney,Juvenile Division
Address: 700 H Street
City: Sacramento State: CA Zip: 95814
Phone No.: ( 916 ) 875-5139 Project Date: 03-01-2020 to 06-30-2023
Service Provided: Juvenile Trauma Response Court Evaluation(JTRC).Conduct a process and outcome evaluation of the newly-established
JTRC,with a focus on satisfying Board of State and Community Corrections reporting requirements and informing continuous quality improvement.
Reference Name: Sonoma County Probation Department Contact: Lisa Valente,Program Manager
Address: 600 Administration Dr.#104J
City Santa Rosa State: CA Zip: 95403
Phone No.: ( 707 ) 791-4311 Project Date: 11-05-2019 to Present
Service Provided: Youth Diversion with Case Management Program Evaluation.Conduct a three-year evaluation of the implementation
and effectiveness of YDCM.which diverts low-risk Youth with hiah social,behavioral,or mental health needs into individualized community-based
case management services,in lieu of formal court orocessino.
Reference Name: Alameda Cnty.Behavioral Health Care Services Contact: Stephanie Watts
Address: 2000 Embarcadero Cove,Ste.400
City: Oakland State: CA Zip: 94606
Phone No.: ( 510 ) 406-1867 Project Date: 12-22-2017 to 06-30-2026
Service Provided: Prop 47 Evaluation(Cohorts I,Il,III).Conducting a mixed-methods evaluation of Proposition 47,including
implementing multidisciplinary reentry teams to provide supportive services and linkages to community resources for individuals in the target population
ablish
a grant program to increase the number and capacity ofcommunity-based organizations providing comprehensive housing support.
Reference Name: Sonoma County Interfaith Shelter Network Contact: Monica Savon,Executive Director
Address: 2455 Bennet Valley Road,Suite C200
City: Santa Rosa State: CA Zip: 95404
Phone No.: ( 707 ) 4956932 Project Date: 01-01-2023to 05-31-2026
Service Provided: Adult Reentry Evaluation. Develop a Local Evaluation Plan and conduct a multi-year process and outcome
evaluation ofthe Adult Reentry Grant(ARG)rental assistance program including all evaluation reports required by the Board of State and Community
Corrections.
Reference Name:City of San Jose Parks,Recreation,and Neighborhood Services Contact:Israel Canjura,Superintendent
Address: 1694 Adrien Way
City: San Jose State: CA Zip: 95122
Phone No.: ( 408 ) 829-3926 Proect Date: 06-15-2021 to 12-31-2023
Service Provided. Conduct a mixed-methods process and outcome evaluation of the expansion of the existing Trauma to
Triumph Hospital-based violence interventinn program to Rea nnal Medical Center of San.lose.
Failure to provide a list of at least five(5)customers may be cause for rejection of this RFP.
24M Jusln.Ac Eta"G.rd Progm.Ev Imt,m.dx
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VIII. Participation
Proposal No. 24-020 Page 24
PARTICIPATION
The County of Fresno is a member of the California Association of Public Procurement Officials(CAPPO)
Central Valley Chapter. This group consists of Fresno, Kern,Kings,and Tulare Counties and all
governmental,tax supported agencies within these counties.
Whenever possible,these and other tax supported agencies co-op(piggyback)on contracts put in place by
one of the other agencies.
Any agency choosing to avail itself of this opportunity,will make purchases in their own name,make
payment directly to the contractor,be liable to the contractor and vice versa, per the terms of the original
contract,all the while holding the County of Fresno harmless. If awarded this contract, please indicate
whether you would extend the same terms and conditions to all tax supported agencies within this group as
you are proposing to extend to Fresno County.
*Note:This formlinformation is not rated or ranked for evaluation purposes.
Yes,we will extend contract terms and conditions to all qualified agencies within the California
Association of Public Procurement Officials(CAPPO)Central Valley Chapter and other tax
supported agencies.
No,we will not extend contract terms to any agency other than the County of Fresno.
(Authorized Signature)
Chief Executive Officer
Title
24-020 Jmbm Assistanw Grant Pmgmm Eaaluatmn docv
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IX. Exceptions
RDA is not requesting exceptions to A. general conditions, B. general requirements, C. specific terms
and conditions, D.the scope of work and scope of work proposal requirements, E. proposal content
requirements, or F. any other part of this RFP.
X. Vendor Company Data
A. Organizational Qualifications
RDA is an Oakland, California-based, mission-driven consulting firm dedicated to promoting the welfare
of our communities' most vulnerable populations by supporting the effective functioning of public and
nonprofit organizations. Founded in 1984, RDA is a full-service consultancy, playing a role in some of the
largest and most innovative human service initiatives in the nation.These efforts have improved
systems and outcomes across multiple public sectors, including criminal and juvenile justice,violence
prevention and public safety, public health, behavioral and mental health, education and workforce
development, child and family welfare, homelessness and housing, and transportation. RDA is
particularly suited for providing the Fresno County Probation Department with a JAG Local Evaluation
Plan and Local Evaluation Report for the following reasons:
• RDA has extensive experience conducting evaluations of criminal and juvenile justice initiatives
and systems. In each engagement, we strive to develop an evaluation plan that is both
methodologically rigorous and flexible enough to adapt to real-world circumstances. In practice,this
often means that RDA's evaluations are iterative and highly collaborative.
• RDA has a strong working knowledge of BSCC regulations and priorities. We have worked on
multiple BSCC-funded projects, and RDA's evaluation activities and annual reporting support
continuous quality improvement while satisfying BSCC reporting requirements.
• RDA strives to bring a racial equity lens to every engagement. While we have experience in
engagements that are specifically focused on racial equity, we also seek opportunities to address
racial equity in all our work. We view culturally competent data collection as a crucial tool for
elevating the voices of minorities who are disproportionately impacted by public systems.
B. Project Experience
The following project summaries illustrate RDA's similar evaluation work.
Sacramento County Office of the Public Defender Juvenile Trauma Response Court(JTRC)
Evaluation (2020-2023): Beginning in March 2020,the Sacramento County Office of the Public
Defender contracted with RDA to provide an evaluation that assessed the implementation and
effectiveness of the JTRC, an ambitious program involving system change and capacity building that aims
to improve outcomes for youth with underlying trauma.The JTRC is funded by the Edward Byrne
Memorial JAG and administered by the BSCC.The JTRC was created through the collaborative efforts of
the District Attorney, Probation, Department of Health Services, Superior Court, County Counsel, Court
Appointed Special Advocate (CASA),the Sacramento County Office of Education, community members,
and the Office of the Public Defender.
This mixed-method evaluation project included tool development and training, data collection, analysis,
and reporting in four categories of measure, which included clinical indicators, service delivery,
participant outcomes, and reflections from youth and families.Additionally, RDA created a database for
the JTRC Education Advocate to verify school attendance and record performance data of JTRC
participants. RDA also developed qualitative data collection protocols, including focus groups, an
interview guide for JTRC staff, participants, and family members, and a tool to guide JTRC courtroom
observations. RDA linked participant data across data sources, conducted descriptive analysis, examined
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RFP#:24-020 Justice Assistance Grant Program Evaluation
numbers served, services delivered, and participant outcomes, and the socio-demographic data
breakdown of participants to identify any disparities in service receipt and outcomes across
demographic groups. RDA used culturally sensitive approaches, adapting data collection efforts to meet
the needs of participants, including interpretation in threshold languages and focus groups in multiple
locations across the County. RDA also offered brief interviews to family members directly after court
appearances to increase the likelihood of their participation. All participants and family members
received a gift card in appreciation of their time.The final evaluation report assessed and documented
the effectiveness of the activities implemented by the JTRC and will serve as guidance to improve the
program for the youth and families served.
Sonoma County Probation Department(SCPD)Youth Diversion with Case Management
(YDCM) Process and Outcome Evaluation (2019-Present): In 2019, SCPD contracted RDA to
conduct a process and outcome evaluation of the YDCM program,which is a BSCC Youth Reinvestment
Grant (YRG)funded program.YDCM is a countywide strategy designed to divert low-risk youth with high
social, behavioral, or mental health needs into individualized case management services instead of
formal court processing. RDA has worked closely with SCPD's Planning, Implementation, and Evaluation
(PIE)team; the Juvenile Justice Coordinating Council; Seneca, a community-based organization; and
other key project stakeholders to refine evaluation questions; define YDCM participant success;
determine the methodology and activities for data collection and analysis; and identify data sharing
protocols and processes. Next, we drafted an evaluation plan through an iterative process with Seneca
and SCPD. Over the course of this project, RDA has periodically collected and analyzed primary data
through focus groups, interviews, and program observations with YDCM leadership, supervisors, case
managers,youth, and parents/caregivers to obtain qualitative data about their experiences with YDCM
activities. At the mid-point of this evaluation, RDA produced an evaluation brief that identified program
strengths and areas for improvement and provided targeted, actionable recommendations to
strengthen YDCM and ensure its sustainability.Through RDA's evaluation and technical assistance, we
are equipping Sonoma County to fulfill BSCC reporting requirements and make data-driven decisions
regarding the implementation and continuous quality improvement of the YDCM.
Alameda County Behavioral Health Care Services (BHCS) Prop 47 Evaluation (Cohorts I,II,
III) (2017-Present): Since 2017, Alameda County BHCS has contracted RDA to conduct multi-year
mixed-methods evaluations of its Prop 47 Program,which provides targeted mental health (MH) and
Substance Use Disorder(SUD)treatment and housing support services to members of the County's adult
reentry population with MH disorders and/or SUDS, with a focus on addressing factors that contribute
to recidivism. RDA's evaluations have examined both the process of Prop 47 implementation and the
resulting outcomes, with the goal of satisfying BSCC reporting requirements while also supporting local
continuous quality improvement processes. RDA began the evaluation process by conducting analyses
of referral agency and service provider quantitative data collected by BHCS, linking participant data
across data sources to track Prop 47 recidivism and client outcomes. RDA also collected qualitative data
through focus groups and key informant interviews to explore client, service provider, and management
experiences with implementation. For the Cohort II Prop 47 evaluation, RDA continued the same
evaluation plan as implemented in the Cohort I grant cycle,with the addition of a diversion program. We
also provided technical assistance to the diversion program,which was beginning to be implemented,
particularly in the areas of data infrastructure and program promotional materials. In the Cohort III Prop
47 evaluation, RDA is providing technical assistance support to BHCS and its contracted service providers
who are implementing multidisciplinary reentry teams to provide supportive services and linkages to
community resources for individuals in the target population with mental illness; utilize partnerships
with existing community resources to provide treatment services for substance use disorder individuals;
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and establish a grant program to increase the number and capacity of CBOs providing comprehensive
housing support.A sample final report has been provided in section XIV.
Sonoma County Interfaith Shelter Network(IFSN)Adult Reentry Evaluation IFSN Evaluation
(2022-Present): In 2022, IFSN, a community-based organization located in Sonoma County,
contracted with RDA to conduct a multi-year process and outcome evaluation of its Rental Assistance
Program (RAP).The RAP is a BSCC-funded Adult Reentry Grant(ARG) program that provides individuals
on parole and those reentering society from California State Prisons with services and rental assistance
to connect them quickly to safe, stable, permanent housing. The program includes targeted housing and
reentry-focused case management, supporting recently released individuals to obtain the basic needs
and life skills necessary to successfully reintegrate into the community, be productive members of
society, and maintain permanent housing.This project approach involves designing and planning an
evaluation that meets BSCC's ARG requirements and assessing RAP's goals and objectives. Qualitative
data collection has included interviews and focus groups with Rental Assistance Program staff,
leadership, partners, and clients, while quantitative data collection has come from administrative
program data, quarterly reporting data, and client survey data. From this data,the plan is for RDA to
conduct thematic analyses on the qualitative data collected and descriptive statistics on the program
data, all of which will inform the Local Evaluation Plan, Quarterly Progress Reports, and a final Local
Evaluation Report as required by the BSCC to determine project impact and effectiveness, and most
importantly serve as a foundation for continuous quality improvement of the IFSN Rental Assistance
Program.
City of San Jose Parks,Recreation,and Neighborhood Services (PRNS) Mayor's Gang
Prevention Task Force Violence Intervention and Prevention (Ca1VIP) Evaluation (2021-
Present): In 2021,the PRNS contracted RDA to conduct a series of process and outcome evaluations of
the expansion of their Trauma to Triumph (T2T) Hospital-Based Violence Intervention Program (HVIP)to
the Regional Medical Center of San Jose (RMC).T2T serves individuals ages 12 to 30 who have been
admitted to the Regional Medical Center Trauma and Emergency Services Unit with injuries caused by
assault or gang-related violence.The BSCC had awarded PRNS$630,000 through the California Violence
Intervention and Prevention (CalVIP) Grant to fund this expansion of the City's existing T2T HVIP to the
new hospital, RMC.The process and outcome evaluations of the expansion support continuous quality
improvement and satisfy BSCC reporting requirements.
To assess the impact of the program's expansion, RDA conducts an annual mixed-methods process and
outcome evaluation based on analysis of administrative data as well as data collected through
interviews with multiple stakeholders. RDA's 2022 midyear brief focused on analyzing trends,
documenting challenges related to the program's identification of consumers, consultation, and consent
processes, and identifying solutions to help address these challenges, including recommendations to
improve existing case management database fields and the development of new data collection tools to
support data-informed decision making.Through our recommendations, RDA is equipping PRNS to make
data-driven improvements to the T2T HVIP program that will allow the City to reduce violence by
addressing the risk factors associated with the cycle of violence.
f_ PrnnncPrl Team
RDA builds project teams around staff expertise, and individual team members are selected during
proposal writing.The RDA team proposed for this project brings deep experience working on complex
evaluations involving multiple divisions and collaborators. RDA's proposed team includes Consulting
Manager Stephanie Duriez, PhD,as Project Sponsor; Senior Consultant Emily Rader, MS,as Project
Manager;and Consultant Taylor Kidd, PhD,as Analyst.
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RFP#:24-020 Justice Assistance Grant Program Evaluation
The Project Sponsor will provide strategic oversight for the project team, ensuring that all services and
deliverables meet RDA's high standards of quality and align with the County's needs and goals. She will
be available as an influential resource throughout the project and as a point of escalation for the project
team.The Project Manager(PM)will serve as the primary point of contact for the project. She will be
responsible for all project management activities, including client communications, internal team
management, overseeing project deliverables, and ensuring on-time and within-budget project
completion.The Analyst will support the various needs of the project. Support may include but not be
limited to developing tools and materials, conducting research and analysis, supporting meeting
facilitation, developing deliverables, and supporting administrative and logistical necessities.
U. resumes of IWA s vroposed "Team
The RDA team's resumes follow, providing detailed information about the team's skills, education,
qualifications, and experience with similar services and government agencies.
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RFP#:24-020 Justice Assistance Grant Program Evaluation
Stephanie A. Duriez, PhD
Stephanie Duriez brings ten years of experience as a researcher and public
policy professional specializing in improving the effectiveness of the criminal
justice system at the local and state levels. Dr. Duriez is skilled in mixed-
methods research, forging community partnerships, and advocating for
administrative and legislative policy change to improve outcomes for
communities and individuals, reduce costs for local and state governments,
and elevate cross-sector service delivery. As a Consulting Manager at RDA,
Dr. Duriez leads and supports a variety of criminal justice projects. Prior to
RDA, she provided expert technical assistance focusing on high-level policy
and data analysis to identify policy recommendations and provide
implementation assistance to multiple states through the Council of State Governments Justice Center.
Education
PhD: Criminal Justice, University of Cincinnati, Cincinnati, Ohio
MS: Criminology, University of Cincinnati, Cincinnati, Ohio
BA: Political Science, Seattle University,Seattle, Washington
Skills
Project Management, Program Evaluation, Public Meeting Facilitation, Public Speaking& Presenting
Professional Experience
RDA Consulting, 2021-Present
Consulting Manager
The Consulting Manager manages and oversees multiple, simultaneous complex projects related to
RDA's services in research and evaluation, assessment and planning, grant writing, organizational
development, and data system development; mentors and supervises junior staff; and supports RDA's
business development efforts.
Representative Projects
Sacramento County Public Defender's Office
Juvenile Trauma Response Court Evaluation (JTRC), 2021-2023
Conduct a process and outcome evaluation of the newly established JTRC,with a focus on satisfying Board
of State and Community Corrections reporting requirements and informing continuous quality
improvement.
Role: Project Manager
Interfaith Shelter Network,Sonoma County
Rental Assistance Program Evaluation, 2022-Present
Conduct a mixed-methods process and outcome evaluation to assess whether the program's intervention
services are reducing homelessness, improving employment, improving interpersonal skills, creating
greater financial stability, and reducing recidivism among adults who are exiting California's prisons.
Role: Analyst
City of San Jose Parks, Recreation and Neighborhood Services(PRNS)
Program Measurement, 2021-2022
Developed a performance measurement framework for the Mayor's Gang Prevention Task Force
programs that aligns with the preliminary theory of change developed by Social Policy Research Associates
and considers local priorities.
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Role: Project Manager
Los Angeles Department of Health Services Office of Diversion and Reentry
Youth Diversion and Development Evaluation, 2021-Present
Conduct a comprehensive process and outcome evaluation of Youth Diversion and Youth Development
services, which seek to reduce further justice system involvement for youth in Los Angeles County while
improving academic, health, social, and economic outcomes for the participants.
Role: Project Manager
Contra Costa Behavioral Health Services(BHS)
Mental Health Student Services Act(MHSSA) Evaluation of the Wellness in Schools Program (WISP),2021-
Present
Conduct a mixed-methods process and outcome evaluation of the WISP that will both satisfy Mental
Health Services Oversight and Accountability Commission (MHSOAC) reporting requirements and support
local continuous quality improvement (CQI) of the WISP.
Role: Project Manager
San Mateo County Behavioral Health and Recovery Services
Mental Health Services Act (MHSA) Social Enterprise Cafe Innovation (INN) Evaluation, 2021-Present
Conduct a comprehensive evaluation of the Social Enterprise Cafe implementation to examine the
learning objectives for this project, fulfill required demographic INN reporting requirements, and
produce annual and final evaluation reports for submission to BHRS and the Mental Health Services
Oversight and Accountability Commission.
Role: Project Manager
Santa Clara County Behavioral Health Services Department
Santa Clara County Behavioral Health Services Department (BHSD) Mental Health Services Act (MHSA)
alcove Innovation (INN) Evaluation, 2021-Present
Conduct a comprehensive evaluation of allcove implementation in partnership with BHSD, Stanford
Center for Youth Mental Health and Wellbeing, and other community stakeholders. Includes examination
of the sustainability and replicability of the alcove model elsewhere in the United States.
Role: Project Manager
Solano County Superior Court
Parole Court Evaluation, 2022
Conduct a mixed-methods process and outcome evaluation to fulfill federal funder evaluation reporting
requirements and provide recommendations to improve program operations, including reducing
disparities and refining programmatic documentation.
Role: Project Manager
Solano County Superior Court
Mental Health Drug Court Evaluation, 2021-2022
Conducted a mixed-methods process and outcome evaluation to fulfill federal funder evaluation reporting
requirements and provide recommendations to improve program operations, including reducing
disparities and refining programmatic documentation.
Role: Project Manager
Other Professional Experience
Council of State Governments Justice Center, 2019-2021
Senior Policy Analyst,Justice Reinvestment
• Led the Justice Reinvestment Initiative policy and implementation phase in Kansas (April 2021-
present) and Wyoming (March 2020-May 2021), providing high-level policy and data analysis to
identify policy recommendations and provide implementation assistance.
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
• Led Justice Program Assessment project in Missouri (October 2019-June 2020), an evaluation of the
state's correctional programming.
• Developed and maintained relationships with elected officials, state agency leaders, and other
criminal justice and behavioral health stakeholders.
• Developed and delivered presentations for political leaders, criminal justice and behavioral health
system administrators, relevant stakeholders, and funders.
• Collaborated with team members to revise current assessment tools to ensure that assessments are
done through a Diversity, Equity, and Inclusion lens.
iniversity of Cincinnati Corrections Institute
Project Manager, Evidence-Based Correctional Program Checklist, 2014-2019
• Facilitated training of the correctional assessment tool and its variations for local and state level
corrections professionals nationwide.
• Developed with team members a re-formatting and updating of the assessment tool and all training
materials.
• Led pilot projects for new training materials prior to their release.
• Provide technical assistance to agencies and professionals as they implemented the use of the tool at
their respective agencies, or through implementation of the recommendations made in a report.
Research Assistant, 2013-2019
• Facilitate training in evidence-based practices for correctional agencies (CA, CO, ID, IA, IN, LA, MN,
MT, NV, OH, OK,VA,VT, WI).
• Assist team members on various projects and grants such as interrater reliability studies and coaching.
• Provide coaching and technical assistance to juvenile probation agencies receiving funding from
Targeted RECLAIM in the state of Ohio.
Select Publications and Presentations
Articles
Duriez, S. A., & Farringer, A. J. (2021). Performance Measures in Criminal Justice Programming. The
Encyclopedia of Research Methods in Criminology and Criminal Justice, 1, 286-290.
Farringer, A. J., Duriez, S. A., Manchak, S. M., & Sullivan, C. C. (2019). Adherence to "what works":
Examining trends across 14 years of correctional program assessment. Corrections, 1-19.
Duriez,S.A.,Sullivan, C., Latessa, E.J., & Brusman Lovins, L. (2018).The evolution of correctional program
assessment in the age of evidence-based practices. Corrections, 3, 2.
Duriez,S.A.,Cullen, F.T., & Manchak,S. M. (2014). Is Project HOPE creating a false sense of hope:A case
study in correctional popularity. Fed. Probation, 78, 57.
Cullen, F. T., Manchak, S. M., & Duriez, S. A. (2014). Before adopting project HOPE: Read the warning
label:A rejoinder to Kleiman, Kilmer, and Fisher's Comment. Fed. Probation, 78, 75.
Technical Reports
Development Services Group, University of Cincinnati Corrections Institute, Georgetown University
Center for Juvenile Justice Reform, & Hyzer Group. "Colorado Department of Human Services,
Division of Youth Services: Program Performance Evaluation, Volume II. Primary Findings Report.
Duriez, S.A., Sullivan, C., Sullivan, C., Manchak, S.M., & Latessa, E.J. "Mentoring Best Practices Research:
Effectiveness of Juvenile Mentoring Programs on Recidivism." Submitted to the Office of Juvenile
Justice and Delinquency Prevention.
Professional Presentations
Duriez, S.A. & Sullivan, C. The Difference Between What Works and How it Works: Examining
Implementation Science in Correctional Assessment. Presented at the Annual Meeting of the
American Society of Criminology, San Francisco.
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Farringer, A.J., Duriez, S.A., Sullivan, C., Manchak, S.M, & Sullivan, C.J. Adherence to the Evidence:
Examining Trends in Correctional Program Assessment Over Time.To Be Presented at the Annual
Meeting of the American Society of Criminology, San Francisco.
Farringer,A.J., Manchak,S.M., Duriez,S.A.,Sullivan, C. Expanding Effective Interventions and Approaches
for Substance Abuse Prevention. Presented at the Annual Meeting of the American Society of
Criminology,Atlanta.
Farringer, A.J., Duriez,S.A., Sullivan, C., & Manchak, S.M. The Practices and Strategies of Treatment and
Community-Based Corrections Personnel, Philadelphia.
Duriez, S.A., Sullivan, C., & Sullivan, C.J. Best Practices in Mentoring: Examining the Effectiveness of
Mentoring on Reducing Recidivism. Presented at the Annual Meeting of the American Society of
Criminology, New Orleans.
Duriez, S.A. The Correctional Program Checklist. Presented at the Annual Meeting of the Midwestern
Criminal Justice Association, Chicago.
Invited Presentations
Duriez,S. "Correctional Program Assessment:What it Entails, How to Prepare,and Ways Your Agency Can
Improve Services Using the Results." Presented at the spring conference of the Indiana
Association of Community Corrections Act Counties, French Lick, Indiana.
Memberships and Affiliations
American Society of Criminology
American Probation and Parole Association
Professional Training
Cognitive Behavioral Interventions—Sexual Offending, Certified Train the Trainer
Cognitive Behavioral Interventions—Substance Abuse, Certified Trainer
Core Correctional Practices, Certified Trainer
Correctional Program Checklist(and variations), Certified Trainer
Effective Practices in Community Supervision, Certified Trainer
Motivational Interviewing, Certified
Ohio Risk Assessment System, Certified Trainer
Ohio Youth Assessment System, Certified Trainer
Thinking for a Change, Certified Trainer
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Emily Rader, MS
Emily Rader brings seven years of professional experience in the public and
nonprofit sectors, specializing in research and data analytics to design, r
implement, and manage evaluations for criminal justice and human services
programs. She is passionate about using data-driven decision making and
evidence-based practices to improve system outcomes and enabling key "
stakeholders to make meaningful impacts in communities. At RDA, Emily Rader —
supports a variety of projects as an evaluator, planner, and researcher. Prior to r
joining RDA,she performed research and data analytics and evaluations for non-
profits and a community college. She has also worked for state government in
the child welfare division, in the private sector for a behavioral health
organization, and for a County Prosecutor's office.
Education
MS: Criminology, Missouri State University,Springfield, Missouri
BA: Psychology and Criminology, Missouri State University,Springfield, Missouri
Skills
Evaluation Planning, Program Evaluation, Report Writing, Survey Design &Administration
Professional Experience
RDA Consulting, 2022-Present
Senior Consultant
Manage research, analysis, and reporting for organizational development, strategic planning, program
evaluation, and grant-writing contracts with governmental and nonprofit entities.
Representative Projects
Santa Clara County Probation
SB 823 Technical Assistance, 2022-2023
Provide technical assistance related to the implementation of SB 823 for probation.
Role: Project Manager
California Board of State and Community Corrections
CaIVIP Strengthening Data Collection, 2023-present
Providing capacity building to CaIVIP cohort 4 grantees to strengthen their performance in key evaluation
areas, including data collection, data systems, data entry, and developing and utilizing data sharing
agreements.
Role: Analyst
Sacramento County Office of the Public Defender
Juvenile Trauma Response Court (JTRC) Evaluation, 2022-2023
Conducted a process and outcome evaluation of the newly-established JTCR, with a focus on satisfying
Board of State and Community Corrections reporting requirements and informing continuous quality
improvement.
Role: Analyst
City of San Jose Parks, Recreation and Neighborhood Services(PRNS)
Mayor's Gang Prevention Task Force (MGPTF) Bringing Everyone's Strengths Together (BEST) Program
Evaluation, 2022-Present
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Conduct a mixed methods evaluation of the BEST program, including an implementation study and an
outcome study.
Role: Senior Analyst
City of San Jose Parks, Recreation and Neighborhood Services(PRNS)
Children and Youth Services Master Plan, (CYSMP) 2022-Present
Support the development of the CYSMP to serve as both the City's public policy document on children
and youth and assist the Office of the City Manager (OCM) in planning project work for the upcoming
years, including collaboration, interviews, and focus groups with OCM, an Executive Committee, and a
Community Advisory Board to identify needs and priorities to be addressed through the plan.
Role: Analyst
Contra Costa County Probation Department
Juvenile Justice Crime Prevention Act (JJCPA)Youthful Offender Block Grant (YOBG)Technical Assistance
2022-Present
Provide technical assistance including support for the JJCPA YOBG Consolidated Annual Plan update,
facilitation and planning of JJCC meetings, action planning with Probation,funding formula development
based on best practices,technical assistance with California Advancing and Innovating Medi-Cal (CaIAIM)
strategy development, capacity building with non-governmental organizations (NGO), and coaching and
support to the Public Defender's pilot Youth Early Intervention Program (YEIP).
Role: Analyst
Contra Costa Probation Department
Ohio Risk Assessment System (ORAS) and Ohio Youth Assessment System (OYAS) Interrater Reliability
(IRR) Study, 2023-Present
Conduct an interrater reliability study for five different ORAS and OYAS tools, including collection and
analysis of two types of data in preparation for a future validation study.
Role: Analyst
Los Angeles Department of Health Services Office of Diversion and Reentry
Youth Diversion and Development Evaluation, 2022-Present
Conduct a comprehensive process and outcome evaluation of Youth Diversion and Youth Development
services, which seek to reduce further justice system involvement for youth in Los Angeles County while
improving academic, health, social, and economic outcomes for the participants.
Role: Senior Consultant
Marin County Behavioral Health and Recovery Services
Substance Use Strategic Plan Evaluation, 2022-Present
Conduct an evaluation of the implementation of the 2015-2020 strategic plan for addressing gaps in Marin
County's substance use services delivery system; supported BHRS in developing its 2020-2025 strategic
plan.
Role: Analyst
Santa Barbara County Public Defender's Office
Prop 47 Evaluation, 2022-Present
Conduct a comprehensive process and outcome evaluation of the Prop 47-funded Crisis Intervention,
Diversion, and Support Program.
Role: Analyst
Santa Clara County Behavioral Health Services
Proposition 47 Evaluation, 2022-Present
Conduct a mixed-methods process and outcome evaluation to assess the impact and effectiveness of the
Proposition 47 programs relating to mental health treatment, substance abuse treatment, housing, and
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
employment for justice-system-involved individuals with persistent mental illness and co-occurring
disorders.
Role: Analyst
Santa Cruz County Juvenile Probation Department
Stable Transitions After Reentry(STAR) Evaluation, 2023
Conducted a three-year evaluation of a newly established BSCC-funded project to improve the reentry
process for youth exiting juvenile hall.
Role: Analyst
Other Professional Experience
SUNY Niagara County Community College, Sanborn, NY
Lead Researcher—Institutional Research Data,2019-2022
• Built the college's Institutional Research Data office from the bottom up.
• Identified,validated,and developed clean data sources to provide accurate data for leaders and staff.
• Collaborated with partners in departments across the campus on completing state and federal
reporting, evaluating services, and/or obtaining required data for federal and other grant
applications.
• Member of the college's Strategic Planning Committee, contributing insights and trends supported
by data to support campus growth while consistently engaging in Continuous Quality Improvement
(CQI).
• Used Tableau to build custom analytics, including relational tables and calculated fields, which yield
reports that provide clarity and quality insights to the end-user.
• Provided data and analytics to the Equity, Diversity,and Inclusion (EDI) Committee Chair. Contribute
insights on student, program, and institutional-level data on U.S. residency, ethnicity, race, gender,
economically disadvantaged, single parent, disability, age, and other demographic characteristics.
• Nurtured relationships with all campus departments to support their data and reporting strategies
and needs. Manage over 100 simple and complex recurring reports across campus.
• Created and maintained an online report platform with static reports in Blackboard and migrated
this work to a dynamic (live/current data) environment in Microsoft Teams, giving staff immediate
data access.
• Developed custom, point-in-time reports and one-page executive summaries with key information
needed by campus leadership and administration. Clearly communicated the methods and
limitations and translated the results into non-technical language to ensure the greatest degree of
relevance and usability.
• Chaired, co-chaired and participated as a member of campus committees, including the Institutional
Effectiveness Committee, Graduate Follow-Up Study Committee, and the Director of Planning,
Research, and Institutional Assessment Search Committee.
A Community Connections of New York, Inc. (CCNY), Buffalo, NY
Program Analyst,2016-2020
• Retained to leverage my education and experience in research and data analytics.
• Designed, implemented, and managed evaluations for criminal justice standard operating
procedures(SOPS) and human service programs.
• Collected, analyzed, visualized, and reported data using Microsoft Suite, Google Suite, and Tableau
for local and federal grants. Developed excellent relationships with stakeholders.
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
• Built custom dashboards that summarized data and results in reports for a variety of stakeholders,
including practitioners, administration leaders,the Department of Justice, and more.
• Measured SOP compliance in a correctional facility and produced 11 monthly reports plus 35 semi-
annual qualitative and quantitative reports used by the DOJ to monitor trends.
• Managed project hours and travel expenses to ensure compliance with budgets for contracts with
Transition Aged Youth (TAY) and IV-E (foster care).
• Automated reports and processes for Contracted Service Agencies (CSAs for the TAY), enabling
standardization with more actionable data that led to additional grant funds for the customer
organization.
• Leveraged expertise in foster care systems to clean, organize, and interpret data for the IV-E project,
enabling the organization to better measure and demonstrate success.
• Researched CCNY's training department's business model and collaborated with training staff to
properly gather, store, analyze, and use insights to evaluate the effectiveness of training.
State of Missouri, Division of Child Welfare, Green County, MO
Children's Division Investigator,2015-2016
• Conducted investigations to ensure children's safety through contact with the family, service
offerings, and collaborating with other agencies, including law enforcement. Partnered with state
and agency leaders to review outcomes and ensure programmatic expectations were met. Met strict
compliance and documentation requirements.
• Established strong relationships with peers in other agencies, including law enforcement, Child
Advocacy Centers, Children's Division,victim services,Juvenile Office, schools, hospitals, and more.
• Thought out-of-the-box to ensure child safety, such as partnering with the Housing Authority to
prove children were living in unsafe conditions, resulting in the children being placed in a safer
environment.
• Connected families with ISS services (intensive, supervised services), which allowed caring, yet
struggling, parents to secure critical services allowing children to remain in the home.
• Contributed to the training and mentoring of newly hired staff. Often was the only Investigator on
call in the county on weekends.
Burnell Behavioral Health, Nixa, MO
Residential Specialist, 2012-2014
• At a home for children in the foster care system, managed a caseload of up to 15 children (ages 6 to
12) with behavioral issues, including defiant, run-aways, self-harm, assaultive behavior, sexualized
behavior, and more.
• Trained and mentored new Specialists.
• Fostered an inclusive, diverse, and safe residential environment that honored cultural and religious
backgrounds to best serve the needs of residents and staff.
• Excelled in building rapport and healthy relationships with the residents that enabled greater
communication, better behaviors, and easier de-escalations.
Gres_ -ounty Missouri Prosecutor's Jffice, Victim Witness Division,
CnrinafiP1r1 mn
Practicum Student,2013
• Made court appearances and provided courtroom services and support to individuals served by the
Victim-Witness Division.
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
• Maintained communication with crime victims and witnesses to keep them informed of upcoming
court dates and appearances.
Univerc; -if 1V,-' gmaha, NI
Research/Graduate Assistant, 2012-2015
• Developed research plan with staff regarding services/activities at Boy's Town.
• Engaged with students online on a variety of discussion topics.
• Completed a review of case notes and collected data at the Department of Social Services.
• Collaborated with community providers regarding an evaluation for Juvenile Justice intervention.
Missouri State Universitv
Research/Graduate Assistant, 2010-2012
• Researched topics on forensic interviewing; Fanetti, M., O'Donohue, W. T., Happel. R. N., and Daly,
K. N. (2014). Forensic Child Psychology: Working in the Courts and Clinic. Wiley Publisher.
• Managed database on exonerated individuals.
• Collected data on heart rate beats per minute measured in congruence with cognitive word recall.
Certifications
Certified in Forensic Child Psychology, Missouri State University
Conferences
• Transition Aged Youth (TAY) Conference, 2019 - Research consultant for the TAY project.
• American Evaluator's Association (AEA) Conference, 2018 - Evaluation Associate.
• Midwestern Criminal Justice Association Conference, Missouri State University, 09/2013 - Co-
authored and presented a study on rape myth acceptance and considerations of appropriate
punishment.
• National ACJS Conference, Missouri State University, Missouri State University, 03/2013 - Co-
authored and presented a study on rape myth acceptance and considerations of appropriate
punishment.
• Missouri State University Criminology Conference, Missouri State University, 03/2012 - Presented
brief on Graham v Florida (2010) United States Supreme Court decision.
• National ACJS Conference, Missouri State University, 03/2012 - Presented as part of the event's
featured panel on civic engagements activities in the community.
Volunteering
• Child Advocacy Center(CAC) of Western New York, 2020- Present
• Research articles for practitioners,conduct literature reviews,and create flyers for upcoming events.
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Taylor Kidd, PhD
Dr.Taylor Kidd is a skilled researcher with six years of doctoral-level training
conducting mixed-methods applied research and evaluations. Dr. Kidd is
passionate about using research to understand "what works" and create
actionable recommendations to positively improve programs, practices,
and policies. She is committed to working to enhance equitable outcomes,
particularly for individuals who experience contact with courts and
corrections.At RDA, Dr. Kidd supports a variety of projects focused on adult
and juvenile justice. Her previous work focused on research involving \ t
juvenile justice, implicit bias, and community-based youth justice
programs. Dr. Kidd also brings a wealth of teaching experience, having
taught courses at the University of California, Irvine on a wide spectrum of justice subjects including
research design,juvenile justice and gangs, and mental health and the justice system.
Education
PhD: Criminology, Law&Society, University of California, Irvine, Irvine, California
MA: Social Ecology, University of California Irvine, Irvine, California
BS: Psychology, University of Florida, Gainesville, Florida
BA:Criminology& Law, University of Florida, Gainesville, Florida
Skills
Mixed-Methods Evaluation, Program Evaluation, Community Engagement, Project Management
Professional Experience
RDA Consulting, 2022-Present
Consultant
Conduct mixed-methods data analysis and research;deliver client-ready reports;facilitate client meetings
in support of a range of planning, evaluation, and other projects with government and nonprofit entities.
Representative Projects
Sacramento County Office of the Public Defender
Juvenile Trauma Response Court (JTRC) Evaluation, 2022-2023
Conducted a process and outcome evaluation of the newly-established JTCR, with a focus on satisfying
Board of State and Community Corrections reporting requirements and informing continuous quality
improvement.
Role: Analyst
City of San Jose Parks, Recreation and Neighborhood Services(PRNS)
California Violence Intervention and Prevention Grant Program Evaluation, 2022-Present
Conduct a mixed-methods process and outcome evaluation of the expansion of the existing Trauma to
Triumph Hospital-Based Violence Intervention Program to Regional Medical Center of San Jose (RMC).
Role: Analyst
Sonoma County Probation Department
Youth Diversion with Case Management (YDCM) Program Evaluation, 2023-Present
Conduct a three-year evaluation of the implementation and effectiveness of YDCM,which diverts low-
risk youth with high social, behavioral, or mental health needs into individualized community-based case
management services, in lieu of formal court processing.
Role: Analyst
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Los Angeles Department of Health Services Office of Diversion and Reentry
Youth Diversion and Development Evaluation, 2022-Present
Conduct a comprehensive process and outcome evaluation of Youth Diversion and Youth Development
services, which seek to reduce further justice system involvement for youth in Los Angeles County while
improving academic, health, social, and economic outcomes for the participants.
Role: Analyst
City of Gilroy South County Youth Task Force (SCYTF)
Board of State Community Corrections (BSCC)Title II Diversion Program Evaluation, 2022-Present
Conduct an evaluation of the SCYTF diversion program and support the development of a Local Evaluation
Plan (LEP) for review and approval by the BSCC, including providing technical assistance, data collection
and management, analysis, and results interpretation.
Role: Project Manager
Santa Barbara County Public Defender's Office
Prop 47 Evaluation, 2022-Present
Comprehensive process and outcome evaluation of the Prop 47-funded Crisis Intervention, Diversion,and
Support Program.
Role: Analyst
Santa Cruz County Health Services Agency, Behavioral Health
Healing the Streets Evaluation, 2022-Present
Data collection and evaluation for Substance Abuse and Mental Health Services Administration (SAMHSA)
Healing the Streets grant-funded services.
Role: Analyst
Santa Clara County Behavioral Health Services Department
Santa Clara County Behavioral Health Services Department (BHSD) Mental Health Services Act (MHSA)
alcove Innovation (INN) Evaluation, 2022-Present
Conduct a comprehensive evaluation of allcove implementation in partnership with BHSD, Stanford
Center for Youth Mental Health and Wellbeing, and other community stakeholders. Includes
examination of the sustainability and replicability of the alcove model elsewhere in the United States.
Role: Analyst
Santa Clara County Office of the Executive
Alternatives to Incarceration Workgroups Facilitation, 2022-2023
Facilitated a series of workgroup and special Public Safety and Justice Committee meetings to develop an
implementation plan around community-based alternatives to incarceration and safely reducing the jail
population.
Role: Researcher, Co-Facilitator
Santa Clara County Probation
SB 823 Technical Assistance, 2022-2023
Provide technical assistance related to the implementation of SB 823 for probation.
Role: Analyst
INJF Litigation consulting - West
Consultant, 2021-2022
• Performed data entry, cleaning, coding, and analysis of phone, online, and focus group data for 434
respondents. Translated data outcomes into actionable jury selection recommendations for a civil
lawsuit.
• Coordinated the design and administration of an online experimental study on co-defendant cases.
Un1Vc;iait.y v, i.ainuF iia, ii vii.
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Graduate Student Research Assistant, 2019-2020
• Conducted quantitative and qualitative coding for National Institute of Justice W.E.B. DuBois Program
awarded project, "Can Jury Instructions Have an Impact on Trial Outcomes".
Co-Researcher,2018-2019
• Conducted interviews with youth, parents, and guardians
• Performed data transcription, coding, entry, and analysis for project, "alternatives to Formal
Punishment: An Examination of Juvenile Diversionary Programs".
Lead Researcher,2018
• Designed and implemented study. Performed data transcription, coding, and analysis.
Teaching Associate,2020-2021
• Foundations of Criminology, Law&Society.
Guest Lecturer, 2018-2020
• Social Control of Delinquency
• Introduction to Criminology, Law&Society
Graduate Teaching Assistant, 2016-2022
• Juvenile Justice and Gangs (Graduate Course); Sentencing and Corrections (Graduate Course);
• Introduction to Criminology, Law&Society(Graduate Course)
• Crime and Public Policy
• Domestic Violence
• Research Design
• Social Control of Delinquency
• Prisons, Punishments, and Corrections
• Introduction to Criminology, Law&Society
• Mental Health and the Justice System
• Psychology and Law
• Cross-Cultural Research on Urban Gangs
• Foundations of Criminology, Law&Society
• The Social Animal
• Crime Measurement
Publications
Lynch, M., Kidd,T., &Shaw, E. (2022).The subtle effects of implicit bias instructions. Law& Policy, 44(1),
98-124. https://doi.org/10.1111/lapo.12181
Kidd, T. (2021). Implicit and explicit attitudes toward prosecutors and defense attorneys. Justice System
Journal,42(1), 3-24, https:Hdoi.org/10.1080/0098261X.2020.1854904
Magidson, M., & Kidd, T. (2021). Juvenile diversion and the family: How youth and parents experience
diversion programming. Criminal Justice and Behavior, 48(11), 1576-1595.
https://doi.org/10.1177/00938548211013854
Presentations
• Kidd,T. "How Youth Defendants Perceive Being on Trial in Teen Court." Poster presentation delivered
at the Western Society of Criminology annual meeting in Honolulu, HI, February 2022.
• Kidd, T. & Magidson, M. "Youth and Parents' Perceptions of Participating in Diversionary Programs."
Roundtable presentation delivered at the American Society of Criminology annual meeting in San
Francisco, CA, November 2019.
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
• Kidd, T. "Understanding Implicit and Explicit Attitudes Toward Prosecutors and Defense Attorneys.
Chair of roundtable presentation delivered at the American Society of Criminology annual meeting in
Atlanta, GA, November 2018.
• Magidson, M. & Kidd,T. "Alternatives to Formal Punishment:An Examination of Juvenile Diversionary
Programs." Roundtable presentation delivered at the American Society of Criminology annual
meeting in Atlanta, GA, November 2018.
• Kidd, T. "Biased Jurors: An Implicit Association Test of Prosecutorial and Defense Biases in the Jury
Pool." Poster presentation delivered at the American Society of Criminology annual meeting in
Philadelphia, PA, November 2017.
Awards
University of California, Irvine
Criminology, Law&Society MAS Professional Development Fellowship, Spring 2022
Associated Graduate Student Conference Grant, Winter 2022
Center for Psychology and Law Graduate Student Dissertation Award,Summer 2021
Center for Psychology and Law Graduate Student Research Grants, Spring 2020
Brython Davis Fellowship, Spring 2018
Criminology, Law&Society Fellowship, Fall 2017
Memberships and Affiliations
American Society of Criminology
American Psychological Association
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` F R D A
County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
D.Any material (including letters of support or endorsement) indicative of the
bidder's capability.
RDA invites the County to review client endorsements included on our website: RDA Client
Endorsements.
r..A brief aescription of the bidder's current operations, and ability to provide
the services.
RDA is comprised of over 30 employees with robust, multidisciplinary expertise that we systematically
utilize across projects to leverage their breadth of experience, range of content knowledge, and
technical capacity. RDA's size and diverse skill sets ensure that we are able to maintain consistent
staffing across a project,while bringing in necessary expertise as needed to deliver the best results.
Because RDA understands the costs to both the project and the firm to switch out staff, we engage in
both weekly and focused monthly project staff planning that support RDA project team stability and
ensure that we maintain available hours for assigned projects.
RDA monitors its revenue pipeline, manages its contracting process, prepares its financial statements
and invoices, allocates staff resources, and develops and monitors project work plans and budgets
through an online platform with integrated financial, project management, pipeline, and contact
tracking functions that provides high quality data across all areas of our work.This integrated system
provides a significant documented audit trail of all actions taken within our online system, ensuring
business and project data accuracy, efficiency, and accountability.
For each project, RDA develops a work plan specifying timelines, products,work processes, and check-in
points along the way. Each work plan includes detailed activities to be completed each week, staff
allocated to each activity, and hours for each staff member to complete each activity.These work plans
are utilized by all team members to log time spent on projects and allow management to monitor the
progress of each project in real time to ensure that project deadlines are met and are within budget.The
project manager will regularly revisit and update the work plan to ensure the project stays on track. RDA
invoices its clients monthly through the online platform based on this real-time tracking of staff
resources allocated to delivery of contracted services.
We have extensive experience working with diverse departments and stakeholders, and we understand
that each entity brings different resources, competencies, priorities, and organizational norms to a
shared effort. As a result, we prioritize establishing a shared vision and clear channels of communication
throughout every phase of a project.The team proposed for this project has deep experience working
on complex evaluations involving multiple agencies, partners, and collaborators.Additionally,they
provide a balance of evaluation acumen and clinical expertise, offering a robust lens from which they
will support this project.
F. Financial Statements
RDA agrees to provide reviewed financial statements to the County of Fresno upon request.
G. Termination of Contract
Not applicable, none.
H. Lawsuits
Not applicable, none.
I. Payment Issues
Not applicable, none.
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
XI. Scope of Work
1. Minimum Qualifications
Over the last four decades, RDA has supported many cities and counties across the state in planning,
implementing, and evaluating a wide variety of policy-based pilot programs for justice-involved
individuals, including many human service interventions. For example, in the five years since Assembly
Bill (AB) 109 Public Safety Realignment became law, RDA has provided a range of assessment, planning,
and evaluation services to support seven California counties (Alameda, Contra Costa, San Mateo, Santa
Clara, Santa Cruz, Sonoma,and Ventura) in the significant adjustments required to comply with and
support the restructuring of criminal justice supervision, and to meet the needs of each county's unique
reentry population.
Project Understanding
The Fresno County Probation Department(Probation) has been awarded an Edward Byrne Memorial
Justice Assistance Grant (JAG) from the Board of State and Community Corrections (BSCC).This grant
has allowed the Probation Department to develop the Adult Reentry Planning Program (ARPP).The
program's goal is to facilitate the successful reentry into the community for adults after a period of
incarceration.The ARPP will provide an intensive case management approach in collaboration with
community agencies and service providers. Fresno County Probation is seeking an evaluator to develop
a Local Evaluation Plan (LEP) to measure the effectiveness of the new ARPP, assess fidelity to the
program model, and to document program activities and outcomes in a Final Local Evaluation Report
(FLER)that adheres to a format prescribed by the BSCC.
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
2. Project Timeline
Consultin Sr. Consultan
Year 1 Project Month g Manager Consultan t Total Total Cost
t Hours
1 2 3 4 5 6 7 8 9 10 11 12 (32201hr) ($1901hr) ($1651hr)
Phase 1:Project Launch and Evaluation Planning
............................
:...............................................................................................................................
Operational Launch(internal) 2 4 2 8 $ 1,530
............................,...........................................................................................................................
Planning Ideeting 2 4 2 8 $ 1,530
..........................................................................................................................................................
Cocument Review(Policies,Logic 61odel,Data System Review) ■ 2 4 4 10 $ 1,860
.............. ...:. ...,............................. .........
Develop 8 Finali=e LEP in Accordance with BSCC ■ 2 15 i 15 32 $ 5,765
.....................................................................................
Phase t Subtotal 8 27 23 58 $ 10,685
'hose 2:Qualitative Data Collection and Analysis
........................_........................._...a-.................................. .........................................................
..
Qualitative Data Collection Tool Development(site visit tools) ■■ 3 10 10 23 $ 4.210
..................
30 Site Visit to probation and two providers ■ 30 60 $ 10,650
.........................................
JL alitative Data Analysis ■■ 12 .................12........... 24 $ 4,260
Phase 2 Subtotal 3............ 52 5 107 $13,120
?hase 3:Quantitative Data Collection And Analvs;-
Data Sharing AgreementslMOUs ■■ 4 4 = I 1,420
Survey Tool Development ■■ 2 8 1'-; i 3,280
Survey Tool Collection £ 330
Phase 3 Subtotal t- 14 ; 5,030
Phase 4:Ongoing Project Managernent&Communication
Client 1.1eetings and Communications ■■■■■` 1B 14 36 £ 6,670
Project 1.1anagement and Internal hleetings ■■■■■� 6 2i 1 14 40 f 7,430
Phase 4 Subtotal 113 V. -= 76 t 14.1i ii 1
Sub Total 25 127 117 269 $ 48,935
Direct Expenses:
Travel Expenses I 3,344.Lii
Grand Total $ 52,279.00
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C O N S U L T I N G
County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Project Month Consulting sr. Consultant -
ora
Year 2 Manager Consultant Hours Total Cost
1 2 3 4 5 6 7 8 9 10 11 12 (S220Ihr) ($1901hr) (S1651hr)
Phase 1:Qualitative Data Collection and Analysis
................................................._..........................................................................................................................
Qualitative Data Collection Tool Development(site visit tools) ■ 1 6 6 13 $ 2,350
................................:..............................................................................................................................................
Site Visit to probation and two providers ■ ■ 60 60 120 $ 21,300
■■ ■■ ................................:...........................................................................................
...................._.............................
Qualitative Data Analysis 16 16 32 $ 5,680
Phase 2 Subtotal 1 82 82 165 $29,330
Phase 2:Quantitative Data Collection and Analysis
Survey Tool Collection ■ ■ 1 10 S 1,650
Phase 3 Subtotal 0 0 10 10 $ 1,650
Phase 3:Ongoing Project Management&Communication
Client Meetings and Communications ■■■■■■■■Mr 6 18 17 36 S 6,720
Project Management and Internal Meetings ■■■■■■■■� 6 20 1c -2 S 7,760
Phase 5 Subtotal 12 38 28 78 $ 14,480
Sub Total 13 120 120 253 S 45,460
Direct Expenses:
Travel Expenses S 6,688.00
Grand Total S 52,148.00
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C O N S U L T I N G
County of Fresno
RFP#:24-020 justice Assistance Grant Program Evaluation
Project Month Consulting Sr. Consultant Total
Year 3 Manager Consultant Hours Total Cost
1 2 3 4 5 6 7 8 9 10 11 12 ($2201hr) ($1901hr) ($1651hr)
Phase 1:Quantitative Data Collection and Analysis
Survey Tool Collection ■ ■ - 4 $ 660
Quantiative Data Collection-Participant Data ■■ 4 8 14 $ 2,520
Quantitative Data Collection-Outcome Measures ■■■ 5 10 17 $ 3,040
Quantitative Data Collection Cleaning&Analysis ■■■■ 20 50 70 $ 12,050
Phase 3 Subtotal 2P ?2 105 S 18,270
Phase 2:BSCC FLER
Develop FLER(Process and Outcome Report) ■� 38 45 90 $ 16,185
Phase 4 Subtotal 7 38 45 90 $ 16,185
Phase 3:Ongoing Project Management&Corti rnunication
Client Meetings and Communications ■■■■■■■■■■■ 10 18 18 46 $ 8,590
Project Management and Internal Meetings ■■■■■■■■■■■ 12 20 16 48 $ 9,080
Phase 5 Subtotal 22 38 34 94 $ 17,670
Sub Total 33 105 151 289 $ 52,125
Direct Ea7renses:
Grand Total $ 52,126.00
RDAconsulting.com November 2023 Page 33
RDA
C O N S U L T I N G
County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
We are fully committed to a collaborative evaluation process, working in partnership with Fresno
County Probation and their community partners to develop a comprehensive evaluation plan to serve as
a roadmap for all subsequent evaluation project activities. Given that Probation collaborates closely
with a variety of public and private agencies, agency involvement in this collaborative process will be
critical to the success of the evaluation plan and the final evaluation report.
RDA's proposed evaluation of Fresno County's ARPP program is structured in five phases: (1) Project
Launch and Evaluation Planning; (2) Qualitative Data Collection and Analysis; (3) Quantitative Data
Collection and Analysis; (4) BSCC FLER Reporting; and (5) Ongoing Project Management and
Communications.These five phases will operate concurrently as outlined in the Gantt chart (see pages
31-33) and will be repeated each project year as needed.The following sections outline the activities,
responsibilities, dependencies, and milestones in the evaluation process.Throughout this process,the
RDA team will work with Probation to design, implement, and monitor evaluation activities.The project
will be aligned on specific program priorities annually, leveraging data analysis and learnings from
previous years as priorities are developed.
Phase 1: Project Launch and Evaluation Planning
In this phase, which takes place in year 1, RDA will formally launch the comprehensive evaluation of
Fresno County's ARPP program.This phase lays the groundwork for a successful project by confirming
the overall vision and goals for the project, identifying data sources, developing an in-depth
understanding of the context of the ARPP program, and finalizing a project work plan.
• Operational Launch: RDA will hold an operational launch meeting to review and finalize contract
and invoice specifications.
• Project Launch/Planning Meeting with Client:After RDA meets internally to onboard team
members and review the Scope of Work, we will facilitate a virtual launch meeting with the
County's project team assigned to the ARPP evaluation.This initial meeting will serve to do the
following:
1. Confirm project goals, objectives, scope, and timeline;
2. Highlight key priorities, goals, and challenges of the evaluation;
3. Review the requirements for the Local Evaluation Plan and the Final Local Evaluation
Report;
4. Discuss expectations for communication, roles, and responsibilities;
5. Learn about the data available for the evaluation; and
6. Discuss the development of needed MOUs (these will be signed by the end of Month 1).
Additionally,the launch meeting will be an opportunity to discuss the Local Evaluation Plan (LEP) and
whether it is appropriate to request an extension from BSCC.
• Document Review: RDA will conduct an extensive review of documents related to the priorities
and practices of the ARPP program. We anticipate the need to review program materials
including but not limited to participant manuals, policy and procedure manuals, incentives and
sanctions structures, detailed information about service offerings, and program models.
Additional materials of relevance will be requested from the ARPP project team. Document
review will provide a comprehensive context and background for the ARPP evaluation plan and
inform subsequent evaluation steps.
• Develop& Finalize LEP in Accordance with BSCC: Based off the information collected from the
Project Launch meeting and the Document Review, RDA will draft the LEP, and engage the
Probation working team in two rounds of revisions before finalizing the LEP for submission to
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
the BSCC.The LEP will include all required elements from the BSCC, including a Cover Page,
Project Background, Project Logic Model (provided by Probation),the Process Evaluation
Method and Design, and the Outcome Evaluation Method and Design. RDA will deliver the LEP
within the designated timeframe.
Phase 1 Deliverables:Launch Meeting,Signed MOUs,ARPP Document Review, LEP
Phase 2: Qualitative Data Collection and Analysis
RDA proposes utilizing a mixed-methods evaluation design to maximize validity and provide different
perspectives on complex, multi-dimensional issues, offering insights that might be overlooked by one
approach alone. RDA will work with the ARPP team and their treatment partners to ensure those who
participate in qualitative data collection activities (e.g.,focus groups, interviews, observations, and or
listening sessions) are representative of ARPP partners and clients.
RDA will collect qualitative data on program implementation and effectiveness. We will work with the
ARPP project team to develop focus group protocols and identify two sites RDA will visit in-person in
years one and two. RDA will visit Probation in person during this time as well. RDA will conduct focus
groups while on-site with (1) participants, (2) Probation staff involved in the ARPP, and (3) CBO staff.
Qualitative Data Analysis. After each site visit, RDA will complete a thematic coding using NVivo
software to identify implementation, efficacy, and outcome themes.The results from thematic coding
will be triangulated to the quantitative analyses results and used to provide context to both the process
and outcome evaluation results.
Phase 2 Deliverables: Thematic analysis of qualitative data that will be vetted in a monthly meeting with
the ARPP team
Phase 3: Quantitative Data Collection and Analysis
RDA brings significant expertise in the practical, legal, and ethical considerations associated with sharing
of sensitive or confidential information with public agencies and community-based organizations across
the public service delivery spectrum. We will employ procedures to safeguard project participants'
rights, ensuring confidentiality, protecting access to identifying information, and properly securing data.
RDA contracts with an information technology company, Advantage Microsystems,to ensure that all
RDA equipment is installed with anti-virus software. RDA maintains access to a host of software that can
be called upon as needed for this project including Microsoft Office, Google Suite,Zoom, Stata, R,
Python, Alchemer,Jobs E/Q, and NVivo. RDA also uses a secure file transfer protocol (SFTP)for sensitive
data. Each agency that RDA will need to obtain data from (e.g., Probation, community partners) will
receive their own individual SUP folder housed behind RDA's secure firewall. Only staff who work on
the project will have access to the secure folder that houses sensitive data. To further secure data, RDA
requires two factor identification to access data housed in our secure project folders.
• Participant Survey: RDA will develop an online participant survey that we will work with ARPP
team members to administer during Probation visits to understand from the participant point of
view what is working well,what is challenging, and where the gaps are in the current program.
• Data Sharing Agreements: One of the first steps RDA will take in this project is determining
what data are needed to answer the evaluation questions and understand which agency houses
those data. RDA will then agree to MOUs with each agency as needed.As requested in the RFP,
this will occur in Month 1 of the project.This will ensure that there is sufficient time between
submission of the data sharing agreements and any needed approvals (e.g., Board of
Supervisors) and when RDA needs to obtain the data (i.e., beginning in Month 5). Having
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RFP#:24-020 Justice Assistance Grant Program Evaluation
conducted evaluations of programs within the correctional system in Fresno County previously,
we recognize that the process of obtaining MOUs to collect quantitative data can be time
consuming, and we will therefore work with the Probation Department and the ARPP project
team to begin the process of obtaining data use agreements as soon as possible.After obtaining
MOUs during the project launch activities, RDA will request all relevant data for ARPP data
collected by probation and community partners/agencies, including all available case
management data. RDA will enter into data sharing agreements with all agencies housing data
needed to answer the research questions outlined above.
• Data Requests: RDA will be intentional in presenting data requests in a manner that limits the
burden on those providing the data. RDA will develop a detailed data request for each agency
ensuring that the requests are clear, concise, and specific to the provider. RDA will hold each
agency responsible for fulfilling the data requests.This will provide a venue for questions to be
answered. RDA will provide each agency procuring data up to six weeks to fulfill the data
request. It is RDA's position that, based on the RFP,the evaluation does not require IRB
approval.There are four reasons for this: (1)The evaluation requested is focused on a program,
not on a population; (2)The evaluation is designed to improve a program and includes a process
and outcome evaluation and does not require a causal component; (3)The evaluation, designed
to assess the effectiveness of a program, will not generate findings generalizable to a population
beyond program clients; and (4)There is no increased risk to those clients who participate in
evaluation activities.
• Data Collection: RDA will collect requested data from each agency. RDA does not transmit
sensitive data over email, and we only use SFTPs for the collection of sensitive data. RDA
ensures electronic data security through a series of password-protected and user-limited
storage drives and data files,with access available only to project team members whose project
roles require this access. RDA staff who have access to secure data never remove secure data
from our secure drive for analysis.All RDA staff computers are password protected. Finally,
upon project completion, all data are destroyed in compliance with the agreed-upon terms in
our contract and/or data sharing agreement.
• Data Cleaning: Upon receiving data from required agencies (e.g., providers, community
providers), RDA will hold data meetings with each agency's data lead to ensure we understand
the business processes behind the data collection and entry, as well as the data and variables
themselves. During quality control, RDA will spend time cleaning and scrubbing primary and
secondary data for use in the analytic plans. We will identify any duplicate entries, merge data
across sources, explore patterns of missing data, and format data into the appropriate analytic
structure to allow calculations of all measures to be included in the final report. When reviewing
and cleaning data, RDA will document any questions, issues, and challenges that arise and
communicate with project leads and data staff to review and discuss.
• Data Analysis: RDA will conduct descriptive analyses to identify the (1) numbers referred and
served; (2) socio-demographic information; (3) services delivered and participant satisfaction;
and (4) program outcomes. RDA will analyze means, medians, and percentages to describe the
number of individuals receiving services. Additionally, should the data allow, RDA will employ
inferential analyses to assess the relationship between program participation and recidivism-
related outcomes among clients. For instance, RDA often uses logistic regression and survival
analysis, both commonly used and widely accepted for analyzing recidivism rates and isolating
the effect of different factors on the likelihood of outcomes such as recidivism.These
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RFP#:24-020 Justice Assistance Grant Program Evaluation
techniques estimate program and service effectiveness while accounting for additional factors
that may also influence service receipt, programmatic outcomes, and recidivism,such as age,
gender, race, and prior justice involvement. RDA will use available data to compare (1)
participant outcomes with data available on participants before program participation (e.g.,
employment, housing status, substance use treatment involvement, life skills training, mental
health service participation, etc.); (2) data available on participants at the start of program
participation; and (3) post-program completion status.This quasi-experimental research design
will be fully flushed out in the analytical plan and will match the data available and the program
design accordingly.
• Review of Findings: RDA plans to vet all evaluation results with the ARPP project team in Year 3
prior to commencing the reporting activities. Results are explored and ARPP project team
members will have the opportunity to ensure that results look accurate.This meeting will allow
RDA the opportunity to understand important context regarding the results and ensure that this
context can be included in the reports.
Phase 3 Deliverables:Data Party in Year 3
Phase 4: BSCC Final Local Evaluation Report
In this phase, RDA will use the data collected and results of Phase 2 and Phase 3 to develop and report
out implementation and outcome findings to write the Final Local Evaluation Report (FLER) in
accordance with the BSCC guidelines. RDA will engage in a feedback loop with Probation to ensure
accurate and complete reporting. RDA will focus its evaluation on the ARPP implementation during
project Year 1 and project Year 2. RDA will focus final evaluation reporting on ARPP client/ participant
outcomes during project Year 3. RDA will deliver the Draft FLER on November 2, 2026, and the final
version of the FLER by November 30, 2026.
Phase 4 Deliverable:One comprehensive Final Local Evaluation Report(FLER)
Phase 5: Ongoing Project Management&Communication
RDA approaches project management as a means to efficiently build communication and feedback
mechanisms between our client and our team, and within our team,to promote high-quality work that
is delivered on time and within budget.
• Client Meetings&Communications: RDA will schedule and facilitate monthly check-ins with the
ARPP project team via Zoom.These calls will serve as a platform for continuous monitoring of
the various project tasks and for addressing any concerns that may arise. We will also maintain
open lines of communication via email and ad hoc phone and virtual check-in calls as needed.
Given RDA will be present for site visits in Year 1 and Year 2, RDA will use the Zoom meetings to
plan for the annual Probation/site visits.
• Project Management& Internal Meetings: RDA will provide continuous project management
coordination and support, including regular internal communication among our project team to
ensure the project's progress is closely monitored and its activities meet the needs of the ARPP.
RDA's Project Manager and Project Sponsor will meet monthly to discuss progress on activities
and project timeline.The Project Manager will monitor the project progress and communicate
with the ARPP project team as needed about any administrative matters related to
management of the project work plan and budget.
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RFP# 24-020 Justice Assistance Grant Program Evaluation
3. Logistical Considerations
RDA understands the following:
• Upon contract initiation the following schedule will be in effect:
o Month 1: Initiate a planning meeting with key County staff to define the timeline for the
evaluation. At this meeting RDA and County staff will also discuss securing the extension
from BSCC for the LEP.A program overview will be provided at this meeting. Parties will
sign any data sharing agreements or MOUs.
• As outlined in our proposed "Project Timeline" (pages 31-33 in this proposal), RDA will align its
project activities, phases, and milestones with the required steps for each evaluation sequence
in the RFP's "Scope of Work Proposal Requirements."These phases will meet the RFP's logistical
requirements as mentioned above.
• RDA laptops are installed with security anti-virus software and all software needed to perform
and complete the required reports.
• RDA has two methods for secure file transfer and will use the most appropriate option for
Fresno County. In response to the RFP's request for active and secure file sharing capabilities:
RDA ensures electronic data security through a series of password-protected and user-limited
storage drives and data files,with access available only to project team members whose project
roles require this access. RDA staff who have access to secure data never remove secure data
from our secure drive for analysis.All RDA staff computers are password protected. In addition,
RDA does not transmit sensitive data over email unless encrypted, and we only use Secure File
Transfer Protocols for other electronic transmittal of data. Finally, upon project completion, all
data are destroyed in compliance with the agreed-upon terms in our contract and/or data
sharing agreement.
• In an effort to understand programs and incorporate context into the report beyond the
quantitative analyses, RDA has prioritized onsite work in the form of two weeklong site visits
over the course of the project which allow RDA staff to visit with Probation staff,visit program
providers, and complete interviews and focus groups with program staff and participants. RDA
will also use virtual meetings for the rest of our work, aligning with the budget for the project.
4. Reporting and Dissemination Requirements
The Final Local Evaluation Report (FLER) is to be made available as a comprehensive written document
summarizing important findings, conclusions, and recommendations and is appropriate for publication.
An example format includes:
• Executive summary
• Table of contents
• Body of the report
• Appendices
• Grantee Highlight
It is expected that ongoing monthly meetings will allow for oral reports and any issues or challenges
with the evaluation to be communicated within a problem-solving approach.
RDA will analyze supplemental qualitative data that the team has collected. RDA will then integrate
these findings with the first round of quantitative and qualitative analyses to produce a comprehensive
picture of program effectiveness.The second component of the data analysis process will be to assess,
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RFP#:24-020 Justice Assistance Grant Program Evaluation
based on the best practice research,the extent to which programs that are a part of the ARPP adhere to
evidence-based practices. RDA will conduct a crosswalk of programs and best practices to identify areas
where programs are most closely aligned with evidence-based and promising practices, and where
programs appear to be out of alignment.
5. Other Submittal Requirements
a) Bidder shall describe,in detail,its understanding of the needs,requirements,and
outcomes of the requested services.
As detailed in our timeline, RDA's proposed evaluation of Fresno County's ARPP is structured in five
phases (the number of phases vary across years to be responsive to project needs):
1. Project Launch
a. Operational Launch
b. Planning Meeting
c. Document Review
d. Develop & Finalize LEP
2. Qualitative Data Collection&Analysis
a. Qualitative Data Collection Tool Development
b. Site Visits to Probation and Providers
c. Qualitative Data Analysis
3. Quantitative Data Collection &Analysis
a. Data Sharing Agreements/MOUs
b. Survey Tool Development& Launch
c. Survey Tool Collection
d. Data Requests & Follow Up
e. Data Cleaning &Analysis
4. Reporting
a. Final Local Evaluation Report
5. Ongoing Project Management& Communications
a. Client Meetings & Communications
b. Project Management& Internal Meetings
b) Bidder shall describe their experience with and demonstrated knowledge of evidence-
based practices.
Evidence-based Practices
RDA's Project Sponsor, Stephanie Duriez, PhD, provides the proposed RDA team with deep experience
in evidence-based practices. Ms. Duriez'graduate studies and the last ten years of her professional work
have been focused on the application of evidence-based practices whether that be within community
supervision or within treatment settings for those youth and adults who are justice-involved. Ms. Duriez
is a certified trainer and/or train the trainer for several curricula, including those produced by the
University of Cincinnati Corrections Institute (UCCI) and the National Institute of Corrections(NIC), as
well as a certified trainer for the Effective Practices in Community Supervision (EPICS) from UCCI. Ms.
Duriez is also a certified train the trainer for the Correctional Program Checklist (CPC) and has conducted
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RFP#:24-020 Justice Assistance Grant Program Evaluation
nearly 75 CPCs across ten states for community-based treatment programs, adult correctional facilities,
probation departments, etc.
As a Senior Policy Analyst for the Council of State Governments Justice Center, Ms. Duriez assisted with
three large projects. First, she assisted Missouri with an assessment of the treatment programs being
offered in their adult correctional institutions. Through a coordinated effort with a team of colleagues,
coordinated by Ms. Duriez, nineteen facilities were visited. Findings delivered to the Department of
Corrections (DOC) and the Governor included levels of adherence to evidence-based practices based on
current programs offered (sex offender treatment,trauma-informed care, cognitive behavioral therapy,
dialectical behavior therapy, etc.). Additionally,the report included recommendations for curricula to
replace and update outdated materials, additional programming for the DOC to consider to target
criminogenic needs, and recommendations for how and when to deliver programming to align
programming with parole.
Ms. Duriez was also involved in an overhaul of Wyoming's approach to providing behavioral health care
at reentry. Stephanie assisted in coordinating the Wyoming Department of Corrections and the
Department of Health in coming together to bring community behavioral health organizations into
agreement to use one evidence-based assessment form for those individuals exiting Wyoming's
institutions to assist in the warm handoff that is so often lacking and to reduce the wait time that people
were experiencing to get into a treatment program. In addition, this led to the collection of uniform data
for those on parole.
Finally, Ms. Duriez assisted the Kansas State Legislature Criminal Justice Reform Commission in
identifying evidence-based practices to improve community supervision policy,judicial policy, and
policing policy, all with a thorough and meaningful discussion of the potential impact of these policies on
communities of color prior to their advancement to the legislature.
Best practice reviews are an important way that RDA supports its clients in continuous quality
improvement. Many of RDA's efforts include research and recommendations around evidence-based
practices relevant to the service domains and desired outcomes of the programs we examine. RDA
works to identify relevant evidence-based practices and emerging best practices through our rigorous
literature review process. We examine research from credible and recognized sources, including journal
articles, and integrating the research to contextualize and inform the evaluation. We then assess the
feasibility and suitability of implementing the identified practices in our clients' program and service
contexts, considering service domains,target populations and needs, and organizational capacity and
resources to be leveraged. RDA also commonly conducts benchmarking activities with similar
jurisdictions or programs to understand the strengths and challenges of implementing a given practice,
as well as to identify any lessons to be learned.
Additionally, RDA often is called upon to not only determine whether the outcomes of a particular
program meet expectations, but also to determine whether the program processes fit the "best
practice" model. In many cases, programs are developed according to best practices or standards of
care. Fidelity is the extent to which an intervention, as implemented, is "faithful"to the pre-stated
intervention model. If the necessary program components are not implemented as designed,the
program cannot be seen as a model of the evidence-based practice that was intended. Maintaining a
high level of fidelity to the model of an evidence-based intervention is critical if one seeks to observe
outcomes demonstrated in the research conducted in the development of that model.
RDA has conducted countless evaluations on whether a program has been faithful to its design and is
achieving the desired outcomes within the constraints of the program design. In such cases, RDA
identifies the fidelity measures for the best practice model and works with the program team to
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understand if and how the design has been modified. Often,this requires research, reviewing
background program documents, and conducting key informant interviews. Based on this information,
RDA is able to generate a comprehensive list of fidelity measures.
Once we have identified the fidelity measures, RDA conducts a process evaluation to determine the
extent to which the model matches the theory and best practices. RDA's process evaluations are
uniquely designed for the project we are assessing. When assessing for fidelity to a model, RDA uses the
data gathered during the identification of measures stage to analyze whether the key components of
the model have been considered. RDA then gathers data directly from the program through a number of
means, including data dumps from program systems; provider or participant self-reports; interviews or
focus groups with line staff, program directors, and program clients;field observations (either identified
or incognito); and assessing archival and administrative data.
c) Bidder shall submit a description of its business operation,including organizational and
management structure,and describe its capacity to meet Probation's needs for
comprehensive evaluation of programs,as detailed in the Scope of Work.
RDA Organizational Structure
UChief Executive Officer
Amalia Freedman
nli
sident of Con ervices hief Operating OfficerCharlene Taylor,PhD Associate ohn Cervetto,MSW
Director of
Business
Associate Directors Development Human
Resources Operations Finance IT Provider
B Hess Manager Manager Analyst
rs Developmen
Manager
Lead Grant
Senior Consultants Writer
Business
Development
Taylor Kidd,PhD Md
Associate
RDA has 40 years of experience providing complex, multi-site, culturally responsive planning and
evaluation services for public agencies and community-based organizations to advance programs,
services, and systems.Additionally, since Assembly Bill (AB) 109 Public Safety Realignment became law,
RDA has provided a range of evaluation, assessment, and planning services to support several California
counties in the significant adjustments required to comply with and support the restructuring of criminal
justice supervision and to meet the needs of each County's unique reentry population. Our approach
across these projects has been built upon our history of cross-systems efforts, which span the public
safety net system, including criminal and juvenile justice,violence prevention and public safety, health
and behavioral health,transportation, housing, and workforce development. We understand that public
programs and service systems address specific needs against the backdrop of complex social issues, and
collective effort is required to achieve the desired impact.
RDA is led by Chief Executive Officer(CEO)Amalia Egri Freedman,who brings two decades of
experience supporting multi-system collaboration and multi-functional teams working across nonprofit
and governmental organizations, and Chief Operations Officer(COO)John Cervetto, MSW, who brings
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more than ten years of professional experience working in local government, nonprofit, and community-
based settings.Together,the CEO and COO ensure operational and organizational health and
sustainability.Vice President of Consulting Services Charlene Taylor, Ph.D., provides strategic
leadership to all engagements and ensures client satisfaction and team performance across all sectors of
our work, including strategic planning, systems-change plan development, evaluation, and
organizational development.This group comprises RDA's Executive Team. Dr.Taylor directly supervises
two Associate Directors, each of whom oversees a portfolio of projects within a specific service area. In
combination with the Associate Directors this group constitutes RDA's Leadership Team.
Proposed Team
The proposed team for this project has been strategically chosen for their robust experience working on
complex evaluations involving multiple divisions and collaborators in a manner that best suits the
requirements of this RFP. RDA's proposed team includes Consulting Manager Stephanie Duriez, Ph.D.,
as Project Sponsor;Senior Consultant Emily Rader, MS,as Project Manager; and Consultant Taylor,
Ph.D.,as Analyst.The proposed team's resumes have been provided in Section X above.
Capacity
Additionally, RDA has consultants with similar expertise and qualifications who can support this project
if needed.
d) Bidder shall describe familiarity or experience in providing the specified services
detailed in the Scope of Work.
RDA's many years of experience have contributed to an in-depth understanding of the changing criminal
and juvenile justice landscape in California, including the increasing role of local County justice-system
agencies as a result of a series of legislative changes, such as juvenile justice realignment,AB 109 Public
Safety Realignment, and Proposition 47.Through these and other efforts,we have refined a range of
skills, experiences, and abilities, including:
• The capacity and expertise to navigate disparate justice data systems and synthesize large
amounts of qualitative and quantitative data to identify gaps, patterns, relationships, and trends to
generate recommendations and realize meaningful findings;
• The deep, multidisciplinary knowledge of social issues and evidence-based practices germane to
vulnerable populations—particularly underserved and disenfranchised groups;
• The experience to provide ongoing training,coaching, and technical support to clients during all
phases of evaluation activities; and
• The ability to communicate complex ideas clearly through the production of audience-specific,
user-friendly reports.
RDA believes that evaluation is a powerful tool that helps public agencies offer better services with
increased efficacy. As such,the goal of our evaluation services is to promote continuous improvement
as well as expand the capacity of our clients to effectively monitor programs. We do not try to fit our
evaluation efforts into a single conceptual framework but rather facilitate the development of
evaluation models that integrate diverse perspectives from multiple stakeholders into a coherent and
tailored approach. In addition, RDA strongly believes in developing evaluation plans that leverage
existing resources to limit the burden of evaluation on public agencies and their nonprofit partners.We
use rigorous approaches for data collection and analysis that result in accurate and objective findings.
We work closely with our clients to develop actionable recommendations to improve the
implementation process and associated outcomes. Furthermore, throughout our evaluation projects,
RDA looks for opportunities to add value by building protocols, tools, and expertise within the client
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organization.These strategies foster streamlined and effective evaluations that meet clients' needs
while identifying opportunities to improve services.
By utilizing a mixed methods approach to evaluation, we can develop a more in-depth understanding of
program outcomes than could be achieved through one method alone. We triangulate our analyses to
confirm that what one data source indicates can be corroborated by others and to ask additional
questions when this is not the case. Prior to embarking on quantitative outcome analyses, we conduct
exploratory interviews with program staff to make sure that we accurately understand a given service
delivery model and to identify potential variables that may affect program results.This information
helps us determine both the appropriate statistical models to use for a given outcome analysis and to
identify the relevant factors to account for in these analyses.
e) Bidder shall provide a detailed description of its demonstrated knowledge and
experience in providing the requested services and/or state their willingness to receive
training to achieve this ability.
RDA has the knowledge and experience to provide the requested services as outlined in the RFP. RDA
has provided a range of assessment, planning, and evaluation services to support seven California
counties in the significant adjustments required to comply with and support the restructuring of criminal
justice supervision and to meet the needs of each county's unique reentry population. Our approach
across these projects has built upon our history of cross-systems efforts, which span the public safety
net system, including criminal and juvenile justice,violence prevention and public safety, health and
behavioral health,transportation, housing, and workforce development. We understand that public
programs and service systems address specific needs against the backdrop of complex social issues and
that collective effort is required to achieve the desired impact.
f) Bidder shall describe how documents will be maintained,the record-keeping process,and
its ability to produce requested reports as described in the Scope of Work,Reporting
Requirements.
RDA brings significant expertise in the practical, legal, and ethical considerations associated with sharing
of sensitive or confidential information with public agencies and community-based organizations across
the public service delivery spectrum. We will employ procedures to safeguard project respondents'
rights, ensuring confidentiality and voluntary participation, protecting access to identifying information,
and properly securing data.
RDA ensures electronic data security through a series of password-protected and user-limited storage
drives and data files,with access available only to project team members whose project roles require
this access. RDA staff who have access to secure data never remove secure data from our secure drive
for analysis. All RDA staff computers are password protected. In addition, RDA does not transmit
sensitive data over email unless encrypted, and we only use Secure File Transfer Protocols for other
electronic transmittal of data. Finally, upon project completion, all data are destroyed in compliance
with the agreed-upon terms in our contract and/or data sharing agreement.
RDA will create a comprehensive written document for the evaluation summarizing important findings,
conclusions, and recommendations following the format outlined in the RFP and in alignment with the
BSCC requirements. Monthly project meetings will allow for oral reports and any issues or challenges
with the evaluation to be communicated in a problem-solving approach.
RDA will analyze any supplemental qualitative data that the team has collected. RDA will then integrate
these findings with the first round of qualitative as well as quantitative analyses to produce a
comprehensive picture of program effectiveness.The second component of the data analysis process
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will be to assess, based on the best practice research,the extent to which the ARPP was successful in
achieving its goals and objectives.
g) Bidder shall complete and provide a detailed budget for the service cost,travel,and
materials,not exceeding the annual maximum compensation of$52,282.
A detailed budget outlining service cost, travel, and materials, not exceeding the annual maximum
compensation of$52,282, is attached.
h) Bidder shall provide a fee schedule reflecting hourly rate.
The following chart reflects RDA positions and corresponding hourly rate.
7__��Pos�ffion r Hourly Rates
Years 1-3
CEO $310
COO $275
VP Consulting Svs $240
Associate Director $235
Consulting Manager $220
Senior Consultant $190
Consultant $165
These rates are inclusive of all personnel,fringe benefits, materials, travel, equipment, insurance,
communications, indirect,facilities, and administrative costs that will be incurred over the course of the
proposed project. While travel expenses are built into our hourly rates, RDA bills half of the travel time
related to project activities.This travel time is included in the cost proposal and total budget amount.
i) Bidder shall provide documentation of success in working with County entities and the
various departments that work with justice-involved people.
Over the last three decades, RDA has supported many cities and counties across the state in planning,
implementing, and evaluating a wide variety of policy-based programs for justice-involved individuals,
including many human service interventions. For example, in the five years since Assembly Bill (AB) 109
Public Safety Realignment became law, RDA has provided a range of assessment, planning, and
evaluation services to support nine California counties (Alameda, Contra Costa, Sacramento, San Mateo,
Santa Clara, Santa Cruz, Sonoma,Ventura, and Yolo) in the significant adjustments required to comply
with and support the restructuring of criminal justice supervision, and to meet the needs of each
county's unique reentry population. Documentation of RDA's Justice Practice work includes the
following evaluation projects.
Evaluation Projects Completed by RDA's Justice Practice-2021-2023
Close Date —i I Project Name Value
12/31/2023 1 Los Angeles Department of Health Services Office of Diversion and $714,933.00
Reentry Youth Diversion & Development Evaluation Services (2022-23)
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12/31/2023 San Jose PRNS CaIVIP Evaluation (2021-23) $224,934.00
9/30/2023 Santa Cruz CAB Luna y Sol Evaluation 2020-23 $125,000.00
9/30/2023 Solano County Parole Court Evaluation (2022-23) $30,000.00
6/30/2023 Sacramento County Juvenile Trauma Response Court Evaluation $156,843.00
(2020-23)
6/30/2023 Santa Barbara Behavioral Wellness Prop 47 Evaluation (2019-23) $300,000.00
6/30/2023 Santa Clara County Prop 47 Evaluation (2020-23) $300,000.00
6/30/2023 Yolo County Probation Ohio Youth Assessment System (OYAS) $89,675.00
Validation Study(2022-23)
6/30/2023 Sonoma County Probation Youth Diversion Evaluation (2019-23) $100,000.00
5/31/2023 San Jose PRNS Youth Reinvestment Grant Evaluation (2019-23) $208,000.00
5/31/2023 Yolo County Probation Youth Reinvestment Grant(YRG) RESTORE $14,966.00
Evaluation (2023)
5/15/2023 Alameda County Behavioral Health Care Services Prop 47 Evaluation $300,000.00
(2019-23)
3/31/2023 Santa Cruz County Probation STAR Program Evaluation (2020-23) $27,370.00
9/30/2022 Solano County Collaborative Court Evaluation (2021-22) $30,000.00
5/31/2022 Sonoma County AB 109 Evaluation (2020-22) $245,811.00
5/31/2022 Oakland Human Services Department ReCAST Community Needs& $50,000.00
Resource Assessment(2022)
3/31/2022 Sonoma County Justice and Mental Health Collaboration Program $75,000.00
Evaluation (2019-22)
12/31/2021 City of Hayward Youth and Family Services Bureau Evaluation Planning $40,000.00
(2021)
9/30/2021 Alameda County Prop 47 Evaluation (2017-21) W $300,000.00
9/30/2021 Yolo County Prop 47 Evaluation (2017-21) $175,000.00
9/29/2021 Oakland Human Services Department ReCAST Evaluation (2020-21) $48,000.00
6/30/2021 Santa Clara County Office of Gender-Based Violence Prevention $75,000.00
Survivor Engagement Evaluation (2020-21)
6/14/2021 Los Angeles City Attorney's Office Project Beacon Evaluation (2020-21) $125,000.00
j) Bidder shall describe ability to navigate disparate justice data systems and merge large
amounts of information together
RDA has extensive experience in merging disparate databases together. For example, we routinely
merge court, probation, program service data, and recidivism data together. Our lead Quantitative
Analyst on this project,Taylor Kidd, PhD, has worked on numerous projects at RDA in which disparate
databases from multiple entities were combined and analyzed.
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k) Bidder shall provide a demonstration of creative strategies for engaging and developing
collaborative approaches to evaluation to bring the CCP high-quality analysis as well as
multiple perspectives.
RDA approaches evaluations developmentally, revising analytic plans and related procedures to match
the current circumstances on the ground. RDA will collaboratively engage both the Probation
Department as well as the providers that are participating in the ARPP throughout the process to ensure
that multiple perspectives inform a high-quality evaluation approach. At the end of each project year,
project learnings—both positive and areas for improvement-will be used to inform the next year's
approach and work.
(1) Bidder shall provide an example of a Gantt chart or similar structure to outline their
project's activities,phases,and milestones.
As the Gantt chart depicted on pages 31-33 of this proposal, RDA proposes the following activities,phases,
and milestones for each project year.
1. Project Launch
a. Operational Launch
b. Planning Meeting
c. Document Review
d. Develop and Finalize LEP
2. Qualitative Data Collection &Analysis
a. Qualitative Data Collection Tool Development
b. Site Visits to Probation and Providers
c. Qualitative Data Analysis
3. Quantitative Data Collection &Analysis
a. Data Sharing Agreements/MOUs
b. Survey Tool Development& Launch
c. Survey Tool Collection
d. Data Requests & Follow Up
e. Data Cleaning&Analysis
4. Reporting
a. Final Local Evaluation Report
5. Ongoing Project Management& Communications
a. Client Meetings & Communications
b. Project Management& Internal Meetings
m) Bidder shall provide an example of a past report that is done similar to what the RFP is
requesting.
Sample Reports
The following evaluation reports that are similar to the proposed project have been provided as work
samples in Section XIV:
• Santa Clara County Prop 47 Cohort 3 Local Evaluation Plan
• Alameda County Prop 47 Cohort 2 Final Report
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n) Bidder will submit said reports to the County,said reports will be prepared and provided
to the County on County SharePoint.
RDA agrees to submit all prepared reports to the County via County SharePoint.
Assistance from County
RDA structures our approach to ensure an active launch phase in which we may learn as much as
possible about the background, context, and objectives of the project, and regular project progress
meetings to provide a venue to share progress and address any issues that may arise.
At these meetings, the RDA team will share the pertinent details of carefully scoped work plans,
followed by emails to document agreements and address issues between meetings. Creating a strong
foundation of project communication from the start,the RDA team will move the project forward
independently, using these practices to minimize day-to-day involvement from the client.
To ensure the success of this engagement, RDA requires the following support in partnership from the
County:
• Assign a member of staff to serve as the primary point of contact who will participate in regular
project progress and remain available to address or escalate any issues that may arise.
• Respond in a timely fashion to information inquiries, requests for information, and deliverable
reviews. Reasonable timelines will be discussed and agreed upon during the development and
planning phase.
• Provide data forthe project, including program practices, resource deployment,and service array
details; fill out templates provided by RDA, obtain secondary data, and follow up with program
leads around project updates/survey completion.
• Proactively introduce the RDA team to project stakeholders through participation in meetings
and both formal and informal communication.
In addition, the following support will be necessary to achieve Fresno County's objectives within the
proposed budget and timeline:
• Assist with coordinating logistics for the site visits and focus groups, when appropriate.
• Coordinate County review of tools and deliverables and collect feedback from staff to provide
to RDA to support revisions.
Project Management and Organization
Throughout this engagement, RDA will provide project management services and remain in ongoing
communication with the Probation project team to ensure progress and activities that meet the needs
of the Fresno County Probation Department and the community it serves.
At an organizational level, RDA consulting leadership conducts planning activities on a quarterly,
monthly, and weekly basis to support team availability and adherence to project milestones and
deliverables, project budgets and cost controls, and provision of the special expertise necessary for each
phase of our engagements.
On a quarterly basis, our delivery management team reviews staff assignments, deliverable schedules,
and our pipeline of work to confirm project assignments and any shifts warranted by the expertise
required at various project phases. Planning efforts are supported by reports from our financial
management software (Unanet), which in turn inform the workplans in our project management
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software (Monday.com).The cumulative quarterly plan is used to support project stability and staff
utilization. In addition to this quarterly plan, each project is assigned a Project Sponsor who is
responsible for working with the Project Manager to assure overall delivery on time and within budget,
with high-quality deliverables. Sponsors meet with Project Managers at least monthly—based on the
stage of the project—to assess progress.The sponsor provides high level quality control and checks on
the project budget,timeline, and team, as well as planning for deliverables.This project requires
analytic planning, program evaluation, and quantitative and qualitative data collection, analyses, and
reporting, of which these skills and expertise are core to RDA's public system work.
At the project level, RDA's Project Manager will serve as the main coordinator of all project activities as
well as ensuring that all project activities are progressing as planned. RDA is committed to consistent
communication with the CCP team throughout the project term. For this engagement, RDA proposes to
conduct monthly project progress calls, in addition to ad hoc phone, email, and in-person
communication as needed.These meetings will serve as a forum to review project progress, including
discussing activities in progress, reporting on completed activities, and validating next steps. In addition
to making collaborative project decisions,these meetings will serve as an opportunity to discuss any
unanticipated challenges and address them in real time,to prepare for project deliverables and for
meetings and presentations, and to generally ensure project success.
Prior to every monthly call, RDA will send an agenda with items to discuss and ask the Probation project
team to provide their input on the agenda. Both RDA and the Probation project team will end each call
with clear next steps for the project.
Innovative Solutions
RDA uses the evaluation planning process to identify the most appropriate data sources for the project
at hand. For each evaluation, we research and identify the most appropriate and validated data
collection tools, modify tools for target population specificity and cultural competency, or rely on our
decades of data collection experience to create innovative and targeted tools.
XII. Cost Proposal
RDA proposes a not-to-exceed amount of$156,535 for this three-year project, detailed in the
following table.The costs proposed for each task/deliverable are estimates and may be adjusted during
the course of the project, but RDA will not exceed the total budget amount in the contract.We bill
monthly for activities completed, up to the project's not-to-exceed amount.
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COST PROPOSAL
Vendor Name: RDA Consulting, SPC
A. REPORT FEE
Year One:
Mileage
Material
Reports Staff Title Rates Hours Rate x Hours * Travel Total
Cost
Costs
Project Launch&LEP Consulting Manager $ 220.00 8 $1,760.00 $1,760.00
Sr.Consultant $ 190.00 27 $5,130.00 55,130.00
Consultant $ 165.00 23 $3,795.00 $3,795.00
Total: 58 $10,685.00 $0.00 $10,685.00
Site Visit&Qual Data Analysis Consulting Manager $ 220.00 3 $660.00 $660.00
Sr.Consultant $ 190.00 52 $9,880.00 $1,672.00 $11,552.00
Consultant $ 165.00 52 $8,580.00 $1,672.00 $10,252.00
Total: 107 $19,120.00 $3,344.00 $22,464.00
Quantitative Data Collection &
Analysis Consulting Manager $ 220.00 2 $440.00 $440.00
Sr.Consultant $ 190.00 12 $2,280.00 $2,280.00
Consultant $ 165.00 14 $2,310.00 $2,310.00
Total: 28 $5,030.00 $0.00 $5,030.00
Ongoing Project Management&
Communication Consulting Manager $ 220.00 12 $2,640.00 $2,640.00
Sr.Consultant $ 190.00 36 $6,840.00 $6,840.00
Consultant $ 165.00 28 $4,620.00 $4,620.00
Total: 76 $14,100.00 $0.00 $14,100.00
Total for Year One Project Activties: $S2,279.00
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RFP#:24-020 Justice Assistance Grant Program Evaluation
Year Two:
Mileap,e
Material
Reports Staff Title Rates Hours Rate x Hours * Travel Cost Total
Costs
Site Visit&Qual Data Analysis Consulting Manager $ 220.00 1 $220.00 $220.00
Sr. Consultant $ 190.00 82 $15,580.00 $3,344.00 $18,924.00
Consultant $ 165.00 82 $13,530.00 $3,344.00 $16,874.00
Total: 165 $29,330.00 $6,688.00 $36,018.00
Quantitative Data Collection &
Analysis Consulting Manager $ 220.00 0 $0.00 $0.00
Sr. Consultant $ 190.00 0 $0.00 $0.00
Consultant $ 165.00 10 $1,650.00 $1,650.00
Total: 10 $1,650.00 $0.00 $1,650.00
Ongoing Project Management&
Communication Consulting Manager $ 220.00 12 $2,640.00 $2,640.00
Sr. Consultant $ 190.00 38 $7,220.00 $7,220.00
Consultant $ 165.00 28 $4,620.00 $4,620.00
Total: 78 $14,480.00 $0.00 $14,480.00
Total for Year One Project Activtie $52,148.00
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RFP#:24-020 Justice Assistance Grant Program Evaluation
Year Three:
Reports Staff Title Rates Hours Rate x Hours Mileage Material Total
* Travel Cost
Quantitative Data Collection&
Analysis Consulting Manager $ 220.00 4 5880.00 $880.00
Sr. Consultant $ 190.00 29 55,510.00 $5,510.00
Consultant $ 165.00 72 $11,880.00 $11,880.00
Total: 105 $18,270.00 $0.00 $18,270.00
BSCC FLER Consulting Manager $ 220.00 7 $1,540.00 $1,540.00
Sr. Consultant $ 190.00 38 $7,220.00 $7,220.00
Consultant $ 165.00 45 $7,425.00 $7,425.00
Total: 90 $16,185.00 $0.00 $16,185.00
Ongoing Project Management&
Communication Consulting Manager $ 220.00 22 $4,840.00 $4,840.00
Sr. Consultant $ 190.00 38 $7,220.00 $7,220.00
Consultant $ 165.00 34 $5,610.00 $5,610.00
Total: 94 $17,670.00 $0.00 $17,670.00
Total for Year One Project Activtie $52,125.00
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XIII. Check List
Proposal No. 24-020 Page 25
CHECK LIST
This Checklist is provided to assist vendors in the preparation of their RFP response. Included are important
requirements the bidder is responsible to submit with the RFP package in order to make the RFP compliant.
Check off each of the following(if applicable):
1. Signed cover page of Request for Proposal(RFP).
Check http://www.FresnoCountyCA.gov/departments/internal-services/purchasing/bid-
2 _ opportunities for any addenda.
3. Signed cover page of each Addendum.
4 Provide a Conflict of Interest Statement.
Signed Trade Secret Form as provided with this RFP(Trade Secret Information, if provided,
5. must be electronically submitted in a separate PDF file and marked as Confidential).
6. Signed Criminal History Disclosure Form as provided with this RFP
7. Signed Participation Form as provided with this RFP.
8 V The completed Reference List as provided with this RFP.
9. / Indicate all of bidder exceptions to the County's requirements,conditions and specifications
as stated within this RFP.
10 V Bidder's proposal, in PDF format,electronically submitted to the Bid Page on Public
Purchase.
Return Checklist with your RFP response
24A'2U Justice knslanC GMrl PM9MM Evakahm dxx
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RFP#:24-020 Justice Assistance Grant Program Evaluation
XIV. Reports
The following sample RDA project reports follow:
• Santa Clara County Behavioral Health Department Proposition 47 Cohort III Local Evaluation Plan
• Alameda County Health Care Services Agency Proposition 47 Cohort II Final Evaluation Report
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RFP#:24-020 Justice Assistance Grant Program Evaluation
Santa Clara County Behavioral Health Department Proposition 47 Cohort III Local
Evaluation Plan
................... I
* n
Mw
Suntu t.;1ura t.;Ouruy
Behavioral Health Services Department
SCC Proposition 47 Cohort III Local Evaluation Plan
COUNTY of CLARA �� R D A
Behavioralal Health
Services
C O M S 7
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%&00 CONSULTING
County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
This evaluation plan was developed by RDA Consulting under contract with the
County of Santa Clara,Behavioral Health Services Department.
RDA Consulting,2022
About RDA Consulting
RDA Consulting (RDA) is a consulting firm based in Oakland, California, that serves
government and nonprofit organizations throughout California as well as other
states. Our mission is to strengthen public and non-profit efforts to promote social
and economic justice for vulnerable populations.RDA supports its clients through an
integrated approach to planning, grant-writing, organizational development, and
evaluation.
SCC Prop 47 Cohort III local Evaluation Plan 2
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RFP#:24-020 Justice Assistance Grant Program Evaluation
nCOUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47 Cohort Ill Local Evaluation Plan
>***
Table of Contents
Table of Contents
INTRODUCTION....»._...._.........._......._............................................................».........................................4
PROP 47 PROGRAM OVERVIEW....»....».......».......».......».».»....».........»....».»............»........................5
PROJECTBACKGROUND................_...........................................................................»......................................................_...................5
Outpatient Co-occurring Treatment..............................................................................................................................5
TransitionalHousing Units.......................................................................................................................................................6
TARGETPOPULATION...............................................................................................................................................................7
PROGRAM GOALS AND OBJECTIVES......_._..........».»._..........._.........._.........._....».»._................................._._...................._._.....9
PROGRAMDESIGN......................._.......».»...._.»......._.»......._.»....»._.»....»..»....»._.......».».».......».».».».»...._.»..........._....».».»....10
Referraland Outreach..............................................................................................................................................................10
Outpatient Co-occurring Treatment............................................................................................................................10
TransitionalHousing Units.......................................................................................................................................................11
AdditionalServices.......................................................................................................................................................................12
PROCESS AND OUTCOME EVALUATION OVERVIEW...».». ...».... .».... .........».............. ...............12
EVALUATIONDOMAINS......_._......._._......._.._...._._......._._......._._......._._...._._........_._......._.........._......._._...._._......._._........_._....14
ProgramModel...............................................................................................................................................................................14
ServiceUtilization..........................................................................................................................................................................15
ClientOutcomes..............................................................................................................................................................._..........15
EVALUATION QUESTIONS .................................................._._...................................._.........._..................._............................16
DATACOLLECTION.........................................._.......-.................._._......._._................_....................._.........._...._._..............................17
QuantitativeData Sources....................................................................................................................................................19
QualitativeData Sources.......................................................................................................................................................20
Data Transmission and Protecting Privacy.............................................................................................................23
ANALYTICFRAMEWORK....._._......._._......._.._......._......._._......._._......._.........._........_._...._...._.......»..................._...................._._...23
POTENTIALLIMITATIONS........».......».»...............................................................................................................................24
EVALUATION REPORTING.---.._................................................................_._........................................-....-..........................................25
CQlReport.........................................................................................................................................................................................25
Final Local Evaluation Report(FLER)...........................................................................................................................-25
APPENDIXA._.........._....».........._................................._............................_._...._.»...._.........._...............27
SCC Prop 47 Cohort III local Evaluation Plan , 3
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County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
M1 Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
Introduction
In the fall of 2014,California voters approved Proposition 47 (Prop 47), enacting the
Safe Neighborhoods and Schools Act. This proposition ensured that spending for
corrections focused on diverting individuals with nonserious and nonviolent offenses
and using the savings generated from prison spending to support community and
school-based programming.
The proposition also named the Board of State and Community Corrections (BSCC)
as the grant administrator responsible for overseeing a grant program awarded to
public agencies intended to bolster mental health, substance use treatment, and
diversion programs for individuals in the legal system.The grant program places an
emphasis on programs proven to reduce recidivism for individuals with substance
use and mental health challenges.
The BSCC has released three rounds of Prop 47 funding—known as "cohorts"—and
Santa Clara County's Behavioral Health Services Department (BHSD)was successful
in receiving Cohort III funding. BHSD received $5,999,289 in Cohort III funding for the
grant period of September 1,2022 to June 1,2026.Cohort III funding requires a target
population of individuals who "have been arrested, charged, or convicted of a
criminal offense and have a history of mental health or substance use disorders"be
served.
In receiving Prop 47 Cohort III funding, BHSD has agreed to (1) develop a Prop 47
Local Advisory Committee (LAC); (2) develop a project workplan that outlines the
program's goals, objectives, activities and services, responsible parties, and a
timeline; (3) provide quarterly progress reports to the BSCC and submit to BSCC
compliance monitoring visits; and (4) evaluate their planned services. For the
evaluation requirement, the BSCC requires a Local Evaluation Plan (LEP; this
document) to be developed at the beginning of the grant period and a Final Local
Evaluation Report (FLER) to be submitted at the end of the grant period. BHSD has
contracted with RDA Consulting (RDA) as their evaluation partner for their Cohort III
project.
SCC Prop 47 Cohort III local Evaluation Plan 4
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RFP#:24-020 Justice Assistance Grant Program Evaluation
COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
Prop 47 Program Overview
Project Background
Through its Prop 47 Cohort III program,BHSD seeks to increase Santa Clara County's
(SCC) capacity and access for co-occurring outpatient treatment and transitional
housing for justice-involved adults (including older adults) with moderate-severe or
persistent mental health and co-occurring disorders (COD). In SCC, there is a high
prevalence of substance use and mental health needs among justice-involved
clients and a shortage of treatment capacity to meet the demand. Although SCC
operates a large treatment and supportive services network,the need for treatment,
housing,and other supportive resources for individuals involved in the justice system
exceeds the County's capacity. A review of justice system data resulted in the
County's prioritization of two primary service gaps for the Prop 47 Cohort III project:
(1)outpatient co-occurring treatment and (2)transitional housing units.
Outpatient Co-occurring Treatment
Of the average daily population of 3,236 individuals in the County's jails,close to one
third (n=1,050) have at least one mental health and at least one substance use
diagnosis'.Data from Custody Behavioral Health Services in 2017 found an average of
800 individuals with a serious mental illness (SMI) diagnosis in the County's jails.
Furthermore,30%(n=240)of those with primary SMI conditions also had a secondary
substance use disorder (SUD). Additionally, data from the Probation Department in
2019 found that many individuals on probation in SCC have serious mental health
and substance use conditions; probation officer reports indicate that approximately
70% or 900 men and approximately 70% or 200 women on probation for
misdemeanor offenses have highly significant or significant alcohol or drug use
(n=1,100). Furthermore, the County's Reentry Resource Center (RRC) database
demonstrates that between October 2021 and October 2022,the RRC identified 1,160
individuals in need of substance use treatment and 418 individuals in need of mental
health services.
'Custody Behavioral Health Services—Daily Snapshot,3/14119.
SCC Prop 47 Cohort III Local Evaluation Plan 5
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Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
Without additional grant funding provided through Prop 47, BHSD's outpatient co-
occurring treatment capacity is only 49 slots for the entire adult and older adult
justice-involved population,for less than what is needed to meet the demand.
Transitional Housing Units
When addressing co-occurring treatment needs for justice-involved adults,the need
for stable housing remains a major concern as individuals in carceral settings have
an increased risk of losing their housing the longer they remain in custody pending
charges,sentencing,and/or placements.In 2016,the U.S.Department of Housing and
Urban Development (HUD) identified SCC as having one of the highest unhoused
populations in the U.S., and the third largest number of individuals who are
chronically homeless and unsheltered 2. The County's 2019 Homeless Census and
Survey found a dramatic increase in the homeless population compared to 20171. In
2017, the County identified 7,394 unsheltered individuals.Two years later, in 2019, the
County identified 9,706 unsheltered individuals, a 31% increase. The County also
found that 42% of the unhoused population reported psychiatric and emotional
conditions, 35% reported alcohol and drug use, 33% reported post-traumatic stress
disorder, and 27% reported having spent one or more nights in jail in the past year.
Furthermore, the County's RRC database demonstrates that the RRC served 4,286
clients recently released from custody from October 2021 to October 2022. Of the
3,866 individuals who provided their housing status, only 18% (n=690) had
permanent housing and 12% (n=463) reported living in an institutional situation,
suggesting that 70% had some level of housing need. Moreover, 49% (n=1,912) were
staying in emergency shelters,vehicles,or another place not meant for habitation.
Without the additional grant funding, BHSD has only 44 transitional housing beds
dedicated for the entire justice-involved population who are in treatment for mental
health and co-occurring conditions,significantly less than the existing need.
'U.S.Department of Housing and Urban Development—The 2016 Annual Homeless Assessment Report to Congress,
November 2016.Retrieved 12/13/22 from httos:/Iwww.huduser.gov/portal/sites/default/files/pddfl2016-AHAR-Part-
l.pdf.
'Santa Clara County Homeless Census and Survey Comprehensive Report 2019.Retrieved 12/13/22 from
httos://osh.sccgov.org/siteslg/files/e ' 671/nIles/2019%2oscc%2oHomoless%20Census%20and%2o6urvey%20
RWort.pdf.
SCC Prop 47 Cohort III Local Evaluation Plan 6
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COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
As research studies demonstrate, there is a high percentage of justice-involved
clients who suffer from mental health and co-occurring disorders'.Justice-involved
clients who suffer from mental health and co-occurring disorders often encounter an
array of psychosocial problems, including increased risk of incarceration,
hospitalization, homelessness, lack of gainful employment, lack of family and social
supports, and lack of financial supports. These psychosocial problems make it
difficult for clients to re-integrate into their communities. The services and supports
provided through the Prop 47 program, specifically the outpatient co-occurring
treatment and housing, will address the County's gap in services and promote
decreased risk factors for the individuals served,decrease the number of jail days an
individual remains in-custody waiting for a treatment slot, and help prevent
recidivism through supportive co-occurring treatment,transitional housing units and
linkage to other fundamental resources.
Target Population
As BHSD's Prop 47 project aims to increase the County's capacity and access for co-
occurring outpatient treatment and transitional housing units, the target population
to be served under the Prop 47 Cohort III program is adults and older adults residing
in SCC who are involved in the criminal justice system (i.e.,arrested,charged with,or
convicted of a criminal offense) and who have moderate-severe or persistent
mental health or co-occurring disorders that are appropriate for an outpatient level
of care.The individuals served will have Medi-Cal benefits or be uninsured,including
those who are experiencing homelessness or who are at risk of experiencing
homelessness.A total of 50 eligible individuals will be served at any given time by the
Prop 47 program during the grant period.
BHSD and its partners will identify and refer eligible individuals through two main
referral pathways.These include:
°Peters,R.H.,Wexler,H.K.,&Lurigio,A.J.Co-occurring substance use and mental disorders in the criminal justice
system:a new frontier of clinical practice and research,2015.Retrieved 12/22/22 from
http://www.antoniocasello.ou/archery/Peters Wexler Lurigio 2015.pddf
'American Psychological Association—Incarceration Nation:The United States leads the world in incarceration.A
new report explores why—and offers recommendations for fixing the system,2014.Retrieved 12/13/22 from
https://www.apa.oEg/monitor/2014/10/irbcorcercdion.
SCC Prop 47 Cohort III Local Evaluation Mon 7
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COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
BHSD Collaborative Treatment Courts (BHSD-CTC): Behavioral Health
Clinicians stationed at the Superior Court will screen and refer individuals
under court supervision to behavioral health treatment. Individuals referred
through the BHSD-CTC pathway would have been arrested, charged with, or
convicted of a criminal offense.
BHSD Reentry Resource Center (BHSD-RRC): Behavioral Health Clinicians
stationed at the RRC, a walk-in clinic for justice-involved individuals, will
screen and refer individuals into community treatment services and other
resources. Between October 2021 and October 2022, the RRC served Z269
unique clients, registering 790 new clients. As with BHSD-CTC, individuals
referred through this pathway would have been arrested, charged with, or
convicted of a criminal offense.
BHSD-CTC and BHSD-RRC clinicians will use the Title IX Regulations to determine
medical necessity for mental health services, which stipulates that an individual's
mental health conditions) has impacted the individual's ability to maintain housing,
engage in daily life activities, maintain healthy relationships, or care for their health.
Clinicians use the Integrated Justice Services (IJS) Assessment tool (which
incorporates American Society of Addiction Medicine [ASAM] criteria') to inform a
prospective client's needs and level of care for mental health and substance use
treatment services.Individuals who are involved in the criminal justice system, meet
the Title IX Regulations, and are screened as appropriate for co-occurring disorder
services at an outpatient level of care will be referred to the Prop 47 program'. In
addition to these two main referral pathways, other higher intensity treatment
providers in the County may transfer clients to the Prop 47 Cohort III program as a
warm handoff to a lower level of care as appropriate.
During the life of this grant,BHSD aims to provide outpatient treatment services to 50
individuals at any given time who meet this target population criteria and fund at
least 30 transitional housing beds for use by the Prop 47 target population at any
given time.
'The ASAM Criteria is the most widely used and comprehensive set of standards for placement,continued stay,
transfer,or discharge of patients with addiction and co-occurring conditions.
7 The Prop 47 program will adjust their screening approach as necessary to comply with any and all state
regulations pertaining to Cal-Aire that require use of specific screening or assessment tools.
SCC Prop 47 Cohort III Local Evaluation Plan 8
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Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
Program Goals and Objectives
BHSD aims to achieve three main goals through the service delivery of this specialty
mental health co-occurring program: (1) Increase access to outpatient treatment
and transitional housing for justice involved clients with moderate-severe or
persistent mental illness and co-occurring disorders; (2) Stabilize and reduce
recidivism of justice-involved clients with moderate-severe or persistent mental
illness and co-occurring disorders through community-based treatment; and (3)
Stabilize and reduce recidivism of justice involved clients with moderate-severe or
persistent mental illness and co-occurring disorders through housing supports.
Table 1 describes the specific objectives BHSD hopes to achieve for each goal.
Table 1.SCC Prop 47 Cohort III Project Goals and Objectives
Goals Objectives
Increase access to • Outpatient treatment provider shall maintain a
outpatient treatment and minimum active caseload of 90%of contracted
transitional housing for capacity
justice-involved clients with
moderate-severe or 70%of clients will be enrolled into treatment within 10
persistent mental illness and business days of referral
COD. 70%of unhoused clients will be offered housing within 10
days of being enrolled into treatment
Stabilize and reduce 65%of clients will remain engaged in treatment for at
recidivism of justice- least 90 days or successfully transition to another
involved clients with appropriate level of care
moderate-severe or
persistent mental illness and Over the course of the 3-year project,the recidivism
COD through community- rate for the County's target population will decrease
based treatment. from 36%to 30%e
Stabilize and reduce 60%of clients will remain housed for at least 90 days
recidivism of justice-
• Transitional housing provider shall maintain a minimum
°The'county's target population"refers to individuals who were eligible For and participated in the Prop 47 Cohort III
program.Analysis will be contingent upon available recidivism data.
SCC Prop 47 Cohort III Local Evaluation Plan 9
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involved clients with 90%occupancy rate of contracted capacity
moderate-severe or
persistent mental illness and ' Over the course of the 3-year project,the recidivism
COD through housing rate for the County's target population will decrease
supports. from 36%to 30%'
Program Design
The Prop 47 Cohort III program is designed to address the County's two primary
identified service gaps—outpatient co-occurring treatment and transitional housing
units—by increasing the County's capacity to provide these services and facilitating
access to these services for the target population through referral and outreach.To
achieve the three goals previously described, the Prop 47 Cohort III program will
provide the primary services of outpatient co-occurring treatment and transitional
housing units, as well as case management, to facilitate clients' access to other
needed community resources.
Referral and Outreach
As described above,there are two referral pathways through which individuals in the
Prop 47 Cohort III program target population will be identified and referred to the
program—the BHSD-CTC and the BHSD-RRC. Once the BHSD clinicians stationed at
the CTC or the RRC screen and refer eligible individuals to the program, the
contracted treatment provider conducts outreach and engagement services, both
inside custody and in the community, to build rapport with the clients and enroll
them in treatment. There may be occasions where individuals must remain in
custody after being referred due to other charges, at which point the treatment
provider shall provide outreach as soon as the individual is deemed legally and
clinically available to leave custody.
Outpatient Co-occurring Treatment
Upon enrolling into co-occurring treatment, clients will be provided with an array of
specialty mental health and co-occurring disorder services, including assessment,
individualized treatment plans, medication support, individual and group therapy
The"county's target population"refers to individuals who were eligible for and participated in the Prop 47 Cohort III
program.Analysis will be contingent upon available recidivism data.
SCC Prop 47 Cohorl III local Evoluallon Plan 10
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Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
services,targeted case management services,and crisis intervention. In addition to
services that are individualized to address each client's needs, the treatment
provider utilizes at least one or more of the following evidence-based practices that
have demonstrated efficacy in the treatment of justice-involved clients: Cognitive
Behavioral Therapy, Criminal Thinking, Thinking for a Change, Moral Reconation
Therapy, Risk, Need and Responsivity, Criminal Conduct, and Substance Abuse
Treatment Pathways to Self-Discovery and Change.
The length of enrollment in outpatient co-occurring treatment will be 12 months.
However, extensions may be granted if it is determined that a client continues to
meet medical necessity for this level of care to remain stable in the community. For
those who may need a different level of care, the treatment provider should
effectively transition the individual to the appropriate program through warm hand-
offs and coordination of services to help ensure that the client remains engaged in
treatment.
Transitional Housing Units
While clients are enrolled in co-occurring treatment, the treatment provider will
continually work with clients to address challenges that may jeopardize housing
stability, including by collaborating with justice partners, such as the courts or the
clients' supervising officers. As soon as the treatment provider determines that a
client is unhoused,the treatment provider's case manager shall collaborate with the
transitional housing manager (who is employed by the treatment provider and
typically a graduate of the program) or utilize housing flex funding, depending on
clinical need, to secure a bed for the client. The treatment provider will assist the
individual into the housing placement by transporting the individual to the home,
purchasing all needed personal items, and picking up medications. Once housed,
the treatment provider shall continue to provide treatment services, including
targeted case management and case conferences with the housing placement, to
encourage the individual to remain housed.
The length of stay for transitional housing units will be six months; however, as with
outpatient treatment services,extensions may be granted for clients who have been
unable to secure alternate housing placements due to extenuating circumstances.
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Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
When placed in a transitional housing bed,each client will receive three healthy daily
meals and access to basic needs,telephones,and computers.
Additional Services
Treatment provider staff are also required to provide case management services
that will facilitate clients'access to needed community resources,which may include
assistance in applying for SSI, Medi-Cal benefits, and establishing a primary care
physician. Treatment provider staff are also required to accompany clients to their
scheduled court hearings. For individuals identified as having a history of chronic
homelessness, housing provider staff must also complete the Vulnerability Index-
Service Prioritization Decision Assistance Tool (VI-SPDAT) to assess individual housing
needs and help them gain access to permanent housing.
To further assist individuals with establishing a stable source of income, and
achieving their career goals, BHSD County programs and contracted providers also
provide clients with peer mentorship and linkage to employment services. Peer
mentorship can be a source of hope and realization that successful treatment and
community reintegration are possible, and employment services help clients gain
access to a steady source of income.
For more detail on the Prop 47 Cohort III program's partners, contracted providers,
services,and anticipated outcomes,see the Logic Model in Appendix A.
Process and Outcome Evaluation
Overview
In November 202Z SCC's BHSD contracted RDA Consulting (RDA)to conduct a multi-
year evaluation of the SCC Prop 47 Cohort III program, concluding in 2026. The
evaluation is intended to: 1) evaluate implementation process, outcomes, and
impact of the Prop 47 program; 2) support continuous program improvement efforts
for BHSD and the Prop 47 program; and 3) comply with BSCC regulatory
requirements, including the completion of the LEP (i.e., this document) and the FLIER
at the end of the grant period.
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Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
RDA conceptualizes its role as evaluation partners rather than external researchers.
Using this approach, RDA collaborates with BHSD and Prop 47 partners to articulate
program goals, develop outcome measures, and interpret and respond to
evaluation findings. RDA incorporates opportunities for stakeholder participation
throughout the evaluation process by including BHSD and other partners in
developing the program evaluation plan,reviewing evaluation tools,and interpreting
evaluation findings.
RDA engaged in several evaluation planning activities over the past several months
to develop this LEP that is both tailored to BHSD's Prop 47 Cohort III project and meets
BSCC requirements. In addition to carefully reviewing BHSD's Prop 47 Cohort III
proposal to BSCC and other background materials, RDA scheduled and facilitated
multiple meetings with BHSD in the Fall and Winter of 2022 to further understand their
program,plans,and goals for Cohort III,as well as their specific evaluation objectives
and interests. The evaluation team also engaged in multiple collaborative working
sessions to discuss and complete the Prop 47 Cohort III program logic model
collectively as a team. In December, RDA joined BHSD in attending the BSCC's Local
Evaluation Plan (LEP) webinar to ensure clarity and consistency with LEP
requirements. Because RDA is BHSD's contracted evaluator for their Prop 47 Cohort II
program, the Cohort III planning process was supported by ongoing and
collaborative discussions built on the team's learnings and findings from their Cohort
II project.This included in-person discussions with Community Solutions (who is the
contracted treatment provider for Cohort III) about their program and future
directions as part of the data collection process for the Cohort II Final Local
Evaluation Report(FLER).
RDA will support BHSD's Prop 47 Cohort III program goals using both a process and
an outcome evaluation. The evaluation will include assessment of the project's
implementation and mechanics, including its resources, activities, and outputs, to
support continuous program improvement (process evaluation) as well as the
project's outcomes and influence to understand the extent to which intended goals
of the project are met (outcome evaluation). The evaluation will utilize a mixed
methods evaluation design and approach, leveraging both qualitative and
quantitative data to explore the evaluation questions. The team will also work with
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6 Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
BHSD and the Prop 47 partners to build capacity for the evaluation and engage in
ongoing continuous quality improvement (CQI). A CQI approach frames evaluation
not as a one-time event, but as an ongoing process of obtaining and using data to
strengthen program design and implementation.This process will allow Prop 47 staff
to identify potential barriers to the intended implementation approach and make
programmatic adjustments in real-time.
Evaluation Domains
The SCC Prop 47 Cohort III evaluation framework will focus on three distinct
evaluation domains that were shaped and informed by BHSD's proposal to BSCC,
their goals and interests shared during the evaluation planning process,and BSCC's
guidelines (see Table 2). These domains represent the main process and outcome
areas of inquiry for the Prop 47 program. Information gathered within each domain
will support the Prop 47 process and outcome evaluation, and the CQI process, to
monitor implementation and progress toward goals, improve service delivery, and
reflect on lessons and insight for other counties and programs.The three evaluation
domains were vetted with BHSD and further refined to match the team's goals and
values for the Prop 47 evaluation.
Table 2.Prop 47 Program Evaluation Domains and Subdomains
Program Model Service Utilization Client Outcomes
(Process) (Process) (outcome)
• Fidelity to the Model • Program Access • Service Retention and
• Responsiveness to Clients and Entry Completion
• Communication and • Service Dosage • Behavioral Health
Collaboration and Experience and Functioning
• Recidivism and Risk
Program Model
A key component of any process evaluation involves assessment of the program
model and its implementation.There is a need to understand the extent to which the
program model is implemented as intended, including program activities and
outputs related to mechanics, successes, challenges, facilitators of successes and
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challenges,as well as changes made over time.This evaluation domain also covers
model components that include the program's responsiveness to clients and their
needs,as well as communication,collaboration,and engagement with partners and
stakeholders.RDA will evaluate the mechanics of Prop 47 implementation,assess the
extent to which services are implemented as planned, and identify implementation
successes and challenges. Identified program successes and challenges will inform
programmatic improvements moving forward and support model refinement,
implementation,and replication over time.
Service Utilization
As one of BHSD's goals for the Prop 47 Cohort III program is to increase access to
outpatient treatment and transitional housing services,a crucial process evaluation
domain will focus on client service utilization.To understand how and to what extent
clients are accessing services, RDA will evaluate the program's referral, intake, and
enrollment activities and processes, as well as the nature and extent of services
received, and movement of clients throughout the service continuum. Information
from this domain will also inform the extent to which the Prop 47 program is meeting
intended targets related to service capacity, time between referral and enrollment,
as well as time between enrollment and service access. This domain will provide
BHSD and stakeholders with information about who is referred, enrolled, and
connecting to services and how they are doing so, providing actionable insight
about how to improve client enrollment and service access.
Client Outcomes
Central to the outcome evaluation and BHSD's program goals related to client
stabilization and recidivism reduction, the final evaluation domain focuses on
outcomes of clients who receive Prop 47 services and program impact. Client
outcomes related to service retention and program completion, behavioral health
functioning and quality of life, and recidivism are important to understanding the
extent of program effectiveness in meeting its goals and the needs of clients.Given
the timefrome of RDA's work,the evaluation will assess the impact of Prop 47 services
on clients by examining short- to medium-term client outcomes. Larger program
impacts will be assessed where possible, recognizing that some longer-term
impacts may not be feasible to measure for the current project (e.g., decreased
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County use of Emergency Psychiatric Services) or observable in the community for
many years (e.g., establishment of a coordinated and accessible continuum of
services).Findings from the client outcomes domain will inform Prop 47 stakeholders
of the extent to which the program is meeting its goals and highlight opportunities
for programmatic improvements to further support clients.
Evaluation Questions
Evaluation questions reflect the purpose of the evaluation, help to guide evaluation
activities, ensure that appropriate data are collected, and address local priorities.
RDA met with BHSD to discuss and develop the evaluation questions that will guide
the overall evaluation process, including that of process, outcomes, and CQI. The
evaluation questions are grouped below into each of the three evaluation domains
described earlier. Although questions are separated in this way, all domains and
questions are interconnected and build on each other for a cohesive evaluation.
Program Model(process)
1. To what extent is the Prop 47 program model being implemented to
fidelity?What are successes and challenges in implementation?
2. To what extent does the program demonstrate responsiveness to
varying client backgrounds and experiences?
3. What is the nature and extent of communication and collaboration
among agencies and partners within the Prop 47 landscape?
Service Utilization(Process)
4. Who is being referred and enrolled in the Prop 47 program?How quickly
do clients become connected to services as part of the program?
5. What type and how many services are Prop 47 clients receiving? What
is the length and movement of client experiences in this program?
Client Outcomes(Outcome)
6. To what extent are Prop 47 clients maintaining engagement with COD
and housing services,supports,and placements?
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111. COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department 1 t
Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
7. To what extent are Prop 47 clients experiencing improved behavioral
health and functioning as a result of their program participation?
8. To what extent is Prop 47 participation associated with a reduction in
criminal legal system involvement and recidivism risk level?
Data Collection
To obtain the necessary information to answer the evaluation questions, RDA will
utilize several quantitative and qualitative data sources described in the following
section. Table 3 provides examples of the process and outcome measures that will
be used to answer the evaluation questions, as well as the data sources for each
measure.A data collection plan is presented in Table 4.
Table 3.Evaluation Domains,Process and Outcome Measures,and Data Sources
Domain&
Su bdomai ns Process&Outcome Measures Data Sources
Program Model(Process)
Fidelity to the Program implementation mechanics; Staff Interviews&Focus
Model Reasons for program changes; Groups;Staff Surveys;
Implementation successes and challenges Observation of Services
Eval Question 1:To what extent is the Prop 47 program model being
implemented to fidelity?What are successes and challenges in
implementation?
Responsiveness to Client program experiences and satisfaction; Staff Interviews;Staff&
Clients Program responsivity to client backgrounds Client Focus Groups;
and needs Client Surveys;Staff
Responsivity Tracking
Eval Question 2:To what extent does the program demonstrate
responsiveness to varying client backgrounds and experiences?
Communication& Communication and collaboration practices, Staff Interviews&Focus
Collaboration changes,successes,challenges Groups
rE I Question 3:What is the nature and extent of communication and
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�.� Behavioral Health Services SCC Proposition 47 Cohort Ill Local Evaluation Plan
Domain&
Subdomains Process&Outcome Measures Data Sources
collaboration among agencies and partners within the Prop 47
landscape?
Service Utilization(Process)
Program Access& Client demographics;Referrals;Eligibility Electronic Health
Entry screenings;Enrollment;Referral experience; Records(EHRs);Staff&
Time from referral to enrollment;Time from Client Focus Groups
enrollment to initial psychiatric appointment
Eval Question 4:Who is being referred and enrolled in the Prop 47
program?How quickly do clients become connected to services as part
of the program?
Service Dosage& Dosage,service type,and duration of Prop 47 EHRs;Client Surveys&
Experience services received;Average length of stay in Focus Groups
services;Movement to different levels of
care;Referrals to other BHSD&non-BHSD
services received
Eval Question 5:What type and how many services are Prop 47 clients
receiving?What is the length and movement of client experiences in
this program?
Client outcomes(outcome)
Service Retention Housing placement;Housing length of EHRs;Staff&Client
&Completion stay/retention;Outpatient treatment Focus Groups;Client
retention;Retention with other services; Surveys
Supports of service/housing retention;
Treatment and program completion
Eval Question 6:To what extent are Prop 47 clients maintaining
engagement with COD and transitional housing units,supports,and
placements?
Behavioral Health COD symptoms;Relapses;EPS visits;Quality EHRs;Staff&Client
&Functioning of life;Social functioning;Stabilization Focus Groups;Client
Surveys
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RFP#:24-020 Justice Assistance Grant Program Evaluation
COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
Domain&
Subdomains Process&Outcome Measures Data Sources
Eval Question 7:To what extent are Prop 47 clients experiencing
improved behavioral health and functioning as a result of their
program participation?
Recidivism&Risk Convictions for new felony and Probation Records
misdemeanor offenses before and after Prop
47 participation;Recidivism assessment risk
score/level
Eval Question 8:To what extent is Prop 47 participation associated with
a reduction in criminal legal system involvement and recidivism risk
level?
Table 4.Prop 47 Evaluation Data Collection Plan10
Data Source Collected By Timing
Electronic Health Records BHSD;Contracted Provider Fall 2023;Fall 2024;Fall 2025
Probation Records Probation Department Fall 2023;Fall 2024;Fall 2025
Responsivity Tracking BHSD;Contracted Provider Quarterly from 2023-2026
Records
Interviews,Focus Groups, RDA Consulting Fall 2023;Fall 2024;Fall 2025
Surveys,Observation of (Monthly or Quarterly for CQI)
Services;Meeting
Discussions
Quantitative Data Sources
Electronic Health Records. The evaluation will draw upon client electronic health
records (EHR) retrieved from HealthLink and other existing EHR systems to obtain a
variety of information, including: client demographics, eligibility screenings,
'r'RDA will cunfinue to collaborate with BHSD and the conrrac fed providei,Community Solutions,to develop a monthly
and/or quarterly process for ongoing data collection and feedback as part of continuous quality improvement(CQI)
that is in addition to The full annual do la collection activities for the FLER.
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RFP#:24-020 Justice Assistance Grant Program Evaluation
COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
outpatient treatment enrollment and engagement, services received, level of care
transitions, and treatment discharge and completion details. BHSD and RDA have
previously accessed data from EHRs for prior evaluations, including the Prop 47
Cohort II evaluation. Program completion will be defined by the satisfactory
completion of outpatient COD treatment services or successfully transferring to
another level of care. Additionally, EHR information will inform the nature and extent
of any non-Prop 47 services received through BHSD, as well as some behavioral
health outcomes (e.g.,emergency psychiatric admissions).The evaluation team will
use this data to understand the needs,access,engagement,and service utilization
of Prop 47 clients. Electronic health records will be collected continuously by Prop 47
program staff.RDA will request,analyze,and report on select EHR data on an annual
basis.
Probation Records.Records from the Santa Clara County Probation Department will
be provided to inform client risk of recidivism (i.e., Correctional Assessment and
Intervention System or CAIS data) as well as client recidivism data (i.e., convictions
for new felony or misdemeanor offenses) prior to and within 3 years of program
placement. BHSD and RDA have previously accessed recidivism data from the
Probation Department for prior evaluations, including the Prop 47 Cohort II
evaluation. RDA will collect, analyze, and report key themes from these records
annually.
Staff Responsivity Tracking Records. RDA will work with BHSD to obtain staff
responsivity metrics for the evaluation, including the number of bilingual program
staff employed, as well as the number of staff trained in various treatment
modalities, including trauma-informed care.This information is already collected by
the contracted provider,and BHSD will request and share it with RDA on a quarterly
basis for the evaluation.
Qualitative Data Sources
Background Materials and Meeting Discussions. The evaluation team will
contextualize and triangulate findings from other qualitative and quantitative
sources with information obtained from a number of background materials provided
by BHSD (e.g., BSCC narrative proposal), as well as monthly meetings and
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COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
discussions with BHSD staff and the contracted provider. BHSD and RDA have
previously used these and all of the following qualitative data sources for prior
evaluations,including the Prop 47 Cohort II evaluation.
Leadership Interviews. RDA will conduct interviews with leadership staff from key
program stakeholders, including the BHSD's Forensic Diversion and Reintegration
Division (FDR), Collaborative Treatment Courts (CTC), and Reentry Resource Center
(RRC),along with Community Solutions and the Probation Department.Interviews will
provide a higher-level view of program implementation, inter-agency collaboration
within the Prop 47 landscape, as well as the extent and nature of program
responsiveness to clients.RDA will facilitate these interviews and collect,analyze,and
report key themes from them annually.
Staff Focus Groups. RDA will engage program staff members who have firsthand
knowledge of Prop 47 services through a series of annual focus groups. Focus group
discussions will provide on-the-ground details about implementation mechanics,
changes, successes, and challenges, as well as the nature and extent of
collaboration with program partners. Focus groups will also provide insight about
program responsiveness to clients, client behavioral health outcomes, and factors
that support client service retention. RDA will facilitate these focus groups and
collect,analyze,and report key themes from them annually.
Staff Surveys. RDA will administer surveys to all program staff who work directly with
Prop 47 clients at referral, intake, and treatment. This survey will focus on
understanding the Prop 47 experience from the staff/provider perspective and
gather insight into implementation successes and challenges, as well as staff
satisfaction as part of CQI. Surveys will include both qualitative and quantitative
items and will be administered online annually by RDA to all staff who directly
engage or serve Prop 47 clients.RDA will collect,analyze,and report key themes from
surrey data annually.
Observation of Services. RDA will observe Prop 47 program services (e.g., group
treatment services) to inform the evaluation during two planned in-person site visits
to the contracted outpatient treatment and housing services provider. Observation
of group programming and services will provide information that directly informs
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Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
implementation mechanics,the extent of fidelity to the intended program model and
best practices, as well as provide insight into potential implementation strengths
and areas for continuous quality improvement and growth. RDA will collect,analyze,
and report key themes from observations of services biannually as part of the two
planned evaluation site visits.
Client Surveys. RDA will administer surveys to Prop 47 clients to understand the
nature and extent of their program experiences and satisfaction, services received
(including both Prop 47 and non-Prop 47 services),engagement and retention with
services over time, perceptions of staff responsiveness to client needs (e.g.,
language, trauma), and behavioral health outcomes. Surveys will include both
qualitative and quantitative items and will be administered online annually by RDA to
all Prop 47 clients who wish to participate. RDA will collect, analyze, and report key
themes from survey data annually.
Client Focus Groups. In addition to client surveys, RDA will engage Prop 47 clients in
annual focus groups to further understand, triangulate, and deepen findings
regarding program experiences and satisfaction, the referral process and services
received, service engagement and retention, perceptions of program
responsiveness to client needs, and behavioral health outcomes. RDA will facilitate
these focus groups and collect,analyze,and report key themes from them annually.
RDA and BHSD also plan to collect quantitative and qualitative data to support this
project's ongoing continuous quality improvement (CQI) process as another
component of the evaluation. This process may include monthly or quarterly
recurring meetings, interviews, focus groups, and/or surveys with program staff,
administrators,stakeholders,and/or clients(in addition to the annual data collection
described above for the larger process and outcome evaluation) with the goal of
assessing program fidelity to the Prop 47 model and providing timely (e.g., monthly
or quarterly) feedback for ongoing program improvement throughout the grant
period (to include a mid-project CQI Report).RDA and BHSD are working to formalize
this ongoing process,and it will be documented fully in a mid-project CQI Report and
the FLER(see the Evaluation Reporting section below).
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^ COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
Data Transmission and Protecting Privacy
SCC BHSD and RDA will use a Secure File Transfer Portal (SFTP) to share data for this
evaluation. BHSD (and all other agencies that provide data for this evaluation) will
password-protect data files and upload them to the SFTP site.RDA will download and
store the files in a secure folder that only the Prop 47 evaluation team can access.
Both qualitative and quantitative data will be stored in this secure folder. RDA will
destroy the data after this evaluation project concludes. Additionally, RDA has
obtained a third-party security assessment to satisfy the County Information
Security, Compliance, and Counsel requirements for all contracted providers,which
was a part of the Data Access Request process that RDA previously participated in
with Santa Clara County Behavioral Health Services Department. To ensure that all
findings are anonymous and personal privacy rights are protected, RDA will
aggregate all data collected so that no one can be individually identified in the
evaluation reports presented.
Analytic Framework
The evaluation planning team has emphasized the importance of CQI to better
support system processes and outcomes for Prop 47 Cohort III program, staff, and
clients.This is an underlying approach to how we will analyze and report on the data
that is collected. As previously mentioned, while key themes from all data sources
will be collected and reported on an annual basis, some data sources will be
collected,analyzed,reported,and discussed more frequently as part of the ongoing
CQI process.
RDA will begin evaluation analyses by organizing and cleaning all quantitative and
qualitative data sources obtained and/or collected (either annually, or more
frequently for CQI). RDA will analyze the quantitative data by performing descriptive
analyses (e.g., calculation of frequencies) and pre/post analyses (i.e., comparing
metrics between two points in time). These quantitative analyses will be used to
describe Prop 47 program processes and client outcomes, address the evaluation
questions,and inform the extent to which the program has met its goals.
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RFP#:24-020 Justice Assistance Grant Program Evaluation
COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
Qualitative data will be used to inform all domains within the process and outcome
evaluation,including implementation of the program model,client service utilization,
and client outcomes. To analyze qualitative data, RDA will first transcribe and clean
narrative responses and notes from all focus groups, interviews, discussions, group
observations,and surveys to ensure that the details are appropriately captured.RDA
will then thematically code and analyze the cleaned narrative data using NVivo
software to systematically identify recurring themes and key takeaways across the
qualitative data sources.
RDA will synthesize qualitative and quantitative findings to address the evaluation
questions, learn what aspects of the program are most effective, and inform
program goal progress and areas for improvement and growth. Using the findings
from this evaluation, RDA will support BHSD and Prop 47 partners in data-driven
decision making and ongoing programmatic improvement efforts.
Potential Limitations
As with any evaluation or research project, limitations exist. Although RDA identified
the objectives of this evaluation above, the potential analyses may change
depending on the Prop 47 program implementation in SCC, the availability of data,
and the sample sizes of program staff,clients,and relevant stakeholder groups. For
example, analytic approaches may be adjusted to reflect any potential delays in
program implementation, a lock of available quantitative data from internal or
external agencies,or changes in the expected number of people who participate in
focus groups or surveys.
Additionally, this evaluation relies in part on self-reported data from program
participants.With self-reported data,it is possible that respondents may not be able
to recall experiences or may choose their answer(s) based on what they view as
socially desirable. Wherever possible, RDA will triangulate multiple data sources to
maximize validity by allowing for the examination of the same phenomenon in
different ways.
Finally, the statistical techniques and methodology proposed for this evaluation
cannot establish causal relationships between program elements and client
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COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
61 - Behavioral Health Services SCC Proposition 47 Cohort 111 Local Evaluation Plan
outcomes.This means that any observed changes or findings may be due to factors
unrelated to the Prop 47 program. In addition to describing the program's process
and outcomes,this evaluation will explore(non-causal) associations or relationships
between Prop 47 program participation and client outcomes (e.g., recidivism), and
further build and contextualize these findings with qualitative data.
Evaluation Reporting
In addition to this LEP, RDA will collaborate with BHSD and program stakeholders to
engage in monthly ongoing technical assistance, support, and CQI processes, as
well as annual data collection (including up to two in-person site visits),culminating
in the completion of two reports: (1) a mid-project CQI Report, and (2) the FLER. In
addition to complying with BSCC reporting requirements and guidelines, these
reports may be used to directly support Prop 47 programmatic improvements and
data-driven decision making.
CQI Report
At the approximate midpoint of the Prop 47 project(i.e.,between Fall 2023 and Spring
2024),RDA will complete a CQI report brief that documents and details key program
process and outcome findings gleaned from the annual and CQI data collection to
date. This will include findings related to program implementation, fidelity,
responsiveness, and collaboration, as well as client service access, utilization, and
outcomes to date. After conducting preliminary analyses for the CQI report, RDA will
develop a PowerPoint presentation that summarizes key CQI findings and
recommendations and meet with BHSD and its stakeholders to review, discuss, and
contextualize the findings and their meaning.This report will highlight successes and
challenges that the program has experienced and navigated during its initial years
of implementation and serve as a source of mid-project feedback on goal progress
to inform continuous program improvement.
Final Local Evaluation Report(FLER)
In May of 2026, RDA will deliver the FLER that both reflects the Local Evaluation Plan
and adheres to BSCC reporting requirements and guidelines. This report will include
both process and outcome evaluation findings, synthesizing three years of annual
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RFP#:24-020 Justice Assistance Grant Program Evaluation
1., COUNTY OF SANTA CLARA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47Cohort 111 Local Evaluation Plan
program data collection as well as key learnings and takeaways from the ongoing
CQI process and CQI Report. RDA will aggregate, analyze, and synthesize all
quantitative and qualitative data collected to develop key findings and inform
recommendations for program improvement.
After conducting preliminary analyses for the FLER, RDA will meet with BHSD and
program partners to review and discuss the findings before finalizing them for
reporting purposes. This iterative process will ensure that program partners can
reflect on and contextualize the initial results. These work sessions will allow RDA to
leverage program partners' on-the-ground knowledge and expertise to interpret
findings and strengthen programmatic recommendations.
RDA will provide a draft evaluation report to the BHSD team for review beforehand
and will incorporate any feedback prior to finalizing the report for submission to
BSCC by June 1, 2026. Accompanying the report, RDA will develop a PowerPoint
presentation that summarizes key evaluation findings and recommendations.
SCC Prop 47 Cohort III local Evaluation Plan 26
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RFP#:24-020 Justice Assistance Grant Program Evaluation
COUNTY OF SANTA Ct-A RA Santa Clara County Behavioral Health Services Department
Behavioral Health Services SCC Proposition 47 Cohort III Local Evaluation Pion
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SCC Prop 47 Cohort III local Evaluation Plan 27
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November 2023 Page 80
G O N III LTING
County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Alameda County Health Care Services Agency Proposition 47 Cohort I1 Final
Evaluation Report
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Alameda County Proposition 47
COHORT II FINAL EVALUATION REPORT
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CONSULTING
County of Fresno
RFP#:24-020 Justice Assistance Grant Program Evaluation
Alameda County
Proposition 47
Cohort II Final Evaluation Report
This report was developed by RDA Consulting
under contract with the Alameda County
Health Care Services Agency.
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C O N S U L T I N G
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Table of Contents
Executive Summary 2
Introduction and Project Description 6
Evaluation and Report Overview 8
Mental Health Reentry Treatment Team (RTT)
Program 13
Substance Use Disorder (SUD) Program 22
Housing Assistance Program 33
Diversion Program 40
Cross-Cutting Findings & Recommendations 49
Appendix A. Alameda County Local Advisory
Committee (LAC) Members 51
Appendix B. Alameda County Proposition 47
Logic Model 52
Appendix C. Progress Toward Proposition 47
Objectives 53
Appendix D. Process Evaluation Measures 55
Alamedo County Proposition 47 Cohort 11 Evaluation j I
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v
Executive Summary
Alameda County's$6 million Proposition(Prop)47 Cohort II grant supported four distinct program
areas that provided services to justice-involved individuals'with behavioral health needs:0)
Multidisciplinary Reentry Treatment Teams(RTTs)that offered comprehensive case management
and mental health treatment;(2)recovery residences that provided stable,sober housing for
individuals participating in outpatient substance use treatment;(3)a housing assistance program
that provided clients with up to$5,000 for eligible expenditure;and(4)a mental health
misdemeanor diversion program that redirected individuals who have committed low-level offenses
into mental health and/or substance use treatment and away from incarceration and the criminal
justice system.
The California Board of State and Community Corrections awarded Alameda County the Cohort II
Prop 47 grant in 2019 to expand on the successful implementation of the Cohort I grant by
augmenting existing services and creating a new diversion program.The County subcontracted
$4.51 million of the award(75%)to community-based organizations to deliver programs.
Program Accomplishments
In Cohort 11,Alameda County provided mental health,substance use,housing,and diversion services
to 2,837 justice-involved individuals.'-Overall,Prop 47 funded programs worked as intended as
demonstrated by enrollment numbers,services provided,and recidivism rates across programs.
Mental Health Reentry Treatment Teams (RTTs)3
112 933 84%
clients served services provided did not recidivate
Alameda County's Prop 47 Reentry Treatment Teams(RTTs)administered mental health services to
112 clients through February 15,2023,including intensive care coordination/case management;
connection to community resources;and linkages to mental health,substance use,legal,and life
'Justice-involved includes individuals with anyjustice system contact,including arrest.
2 The total client count may not be unduplicated as clients may have been enrolled in more than one Prop 47 program.
3 Data reporting period:April 1,2021-February 15,2023,
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skills services.The multidisciplinary teams and individualized services are strengths of the RTTs,
although staff capacity,client engagement,and service misalignment has been a challenge.
Substance Use Disorder (SUD) Services°
1,695 171 74% 86%
individuals called clients served in of RR clients of RR clients did
the hotline recovery reached or not recidivate
residences (RRs) partially reached
their treatment
goals
Alameda County's Prop 47 Center Point hotline screened 1,695 individuals for SUD.Recovery
residences(RRs)provided 171 clients with stable housing,food,and substance use support through
June 30,2022.Clients valued peer staff members and the combination of an independent living
environment with sufficient structure to keep them working toward their goals.However,recovery
residences struggle with high demand for beds and individuals seeking services who have more
intensive service needs than they offer.
Housing Assistance"
$1.9m 540 97%
distributed clients served did not recidivate
Alameda County's Prop 47 housing program provided housing-related financial assistance to 540
clients through February 15,2023,averaging$3,529 per client.Among them,61%had a mental health
diagnosis,55%had a substance use diagnosis,and 20%had a co-occurring mental health and
substance use disorder.Sixty-seven percent of clients were experiencing homelessness or at the risk
of homelessness.Flexible funding allows staff to support clients'individual needs to help them
maintain short-term stability.long-term stability,however,continues to be a challenge,given that
the maximum payout of$5,000 in housing assistance does not last long in the Bay Area.
°Data reporting period:July 1,2020-June 30,2022(Unlike the other program areas,the SUD programs served clients in
Cohort II from July 1,2020,through June 30,2022;see Table 2).
e Data reporting period:August 1,2019-February 15,2023.
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Diversion"
319 169 $2% 93%
individuals individuals received referrals did not recidivate
referred to deflected from to external
diversion the justice agencies
system
Alameda County's Prop 47 diversion program,the Community Assessment,Referral,and
Engagement Services(CARES)Navigation Center,received 319 unique individuals and served 159
clients,82%of which were referred to 41 different agencies.In addition to diverting clients away from
the criminal justice system,the program provides them with food,clothing,and other basic
necessities.This facilitates de-escalation while they are assessed by CARES staff and await details
about their diversion plan,which is put together by the CARES team and the DA.One strength of
CARES is the peer staff as shown by their teamwork and dedication to their clients.They make clients
feel welcome and connect them with appropriate services the client may not have been aware of
otherwise.CARES continues to struggle with low rates of referrals from law enforcement and,in
general,public awareness of the program.
Cross-Cutting Findings& Recommendations
1. Services are high quality and clients are overall satisfied with the services they receive.Prop
47 should continue to support increased program capacity,so staff can keep providing high
quality services.
2_ Prop 47-funded programs are associated with a reduction in recidivism.However,
inconsistent data collection practices across providers make it difficult to effectively
communicate this impact.Prop 47 should more closely monitor data collection activities,
set standards across programs when possible,and provide technical assistance and
funding to build or improve data infrastructure.
3. Service providers appreciated coordination across Prop 47 service providers as an efficient
way to help clients address a variety of needs.Prop 47 should encourage direct
communication between providers to streamline this process.
4. Clients and providers all highlighted increased housing assistance and stability as a critical
need that has implications on other areas of an individual's life.Prop 47 should continue to
invest in housing assistance by seeking additional funding,strengthening existing
partnerships,and exploring new ones with landlords and other housing providers.
S. Both staff and clients highlighted the benefits of having peer staff available across
programs. Prop 47 should continue investing in their peer staff and utilizing funding to hire
more staff with lived experience.
5 Data reporting period:February 1,2021-Jan 15,2023.
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6. Client engagement was commonly cited by staff as a challenge to service delivery.In the
future,Prop 47 should focus on building up client engagement strategies across program
areas and at different engagement points.
i Many of these challenges have persisted since Cohort I.Prop 47 funds should include
opportunities for service providers and clients to actively participate in the design of future
cohorts.
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Introduction and Project Description
Approved by California voters in November 2014,Proposition 47(Prop 47)reclassified certain
nonviolent,non-serious drug and property crimes from felonies to misdemeanors and generated
millions of dollars in state savings from the reduction of the state prison population,state hospital
commitments,and court caseloads.Prop 47 requires these savings to be placed in the Safe
Neighborhoods and Schools Fund and mandates the Board of State and Community Corrections
(BSCC)to allocate 65%of the funds for mental health(MH)and substance use disorder(SUD)
treatment aimed at reducing recidivism,25%for crime prevention and support programs in schools,
and 10%for trauma recovery services for crime victims.Funds are allocated to local agencies
through a competitive grant process administered by the BSCC to provide services to justice-
involved individuals with behavioral health needs.
The Alameda County Health Care Services Agency(HCSA),in partnership with the Alameda County
Probation Department,Bay Area Community Services,La Familia Counseling Services,Canales
Unidos Reformando Adictos(CURA),Center Point Inc.,Second Chance Inc.,and Roots Community
Health Center,obtained a$6 million grant from the BSCC through the first and second cohorts of
Prop 47 funding to provide targeted mental health treatment,SUD treatment,diversion,and housing
support services to justice-involved adults in the County with behavioral health needs.'Figure 1
summarizes these program areas.
Figure 1.Alameda County Prop 47 Program Areas
Mental Health >- Housing Assistance
Reentry treatment teams Community housing grants
>.- Substance Use Disorder ��, Diversion
Telephone hotline&recovery residences Referrals to mental health or SUD
services
'To determine Prop47 eligibility,justice-involved includes individualswith anyjustice system contact,including arrest.
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Alameda County directed Prop 47 Cohort If funds across multiple program areas to its existing
mental health,housing assistance,and SUD services,and established a new diversion program.
Specifically,Alameda County used Prop 47 funds to:
1. Implement multidisciplinary Reentry Treatment Teams(RTTs)led by community-based
organizations(CEOs)to provide services for justice-involved individuals with serious mental
illness(SMI).RTTs provide psychiatric treatment,case management,housing,and
employment support,as well as linkages to community resources,other behavioral health
treatment,legal services,life skills,and education services.Alameda County allocated$1.7
million of Prop 47 funds to RTTs e Cohort 11 RTTs operated from April 1,2021,through February
15th,2023.
2. Utilize partnerships with CEOs already providing SUD services to fund treatment services for
justice-involved individuals.The Prop 47 Cohort II grant funded eleven beds at community-
based recovery residences(RRs)that provide sober living environments for individuals
participating in outpatient SUD treatment.Prop 47 also partially funded a telephone hotline
that screens clients for SUDs and makes referrals to the appropriate level of care.Alameda
County allocated$600,000 of Prop 47 funds to SUD programs.
3. Establish a housing assistance program to increase the number and capacity of CBOs that
provide housing support to justice-involved individuals with behavioral health needs.CBOs
provide assistance with rent,security deposits,utilities,credit repair,and other resources to
establish suitable housing.Alameda County allocated$1.6 million of Prop 47 funds to the
housing assistance program.
4. Establish funding to support a mental health misdemeanor diversion program that redirects
individuals who have committed law-level offenses into mental health and/or substance use
treatment and away from incarceration and the criminal justice system.Alameda County
allocated$1.5 million of Cohort II Prop 47 funds to the diversion program
Alameda County's Prop 47 programs are overseen by the Local Advisory Committee(LAC),a group
of County agency representatives and community stakeholders with knowledge and experience
related to Prop 47 programs and services.The LAC is co-chaired by Alameda County's Behavioral
Health Services Agency Director and Chief Probation Officer and includes representatives from
agencies such as the District Attorney,Public Defender,Sheriff,and Courts,as well as community
representatives who are formerly incarcerated and/or systems-impacted(see full list of LAC
members in Appendix A).The LAC was established during Cohort I,provided ongoing support for
Prop 47 Cohort II implementation,and will continue to do so for Cohort III.
sAlameda County originally planned to dedicate$2.1 million to RTTs,but later shifted$800,000 from RTTs to the housing
assistance program.In addition to the$1.3 in Prop 47 funding,the program also leveraged$6.4 million from other funding
sources.
a Diversion program funding includes$900,000 for County agencies(i.e.,District Attorneys'Office and Probation Department)
and$600,000 for a community-based organization.
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Evaluation and Report Overview
RDA Consulting(RDA)was contracted by Alameda County as the external evaluator of the County's
Prop 47 programs to report the County's progress in a preliminary and a final program evaluation
report.This final report provides a review of Cohort II program implementation and client outcomes.
The purpose of the final evaluation is to assess whether Alameda County accomplished the goals
and objectives described in its Prop 47 proposal.The goals and objectives established by the County
for its Prop 47 grant funded activities are detailed in Table 1.These goals and objectives are further
contextualized in the program logic model found in Appendix B.A detailed explanation of progress
toward each of these goals is presented in Appendix C.
Table 1.Prop 47 Goals and Objectives in Alameda County
objectivesGoals
65%of clients who enroll in RTT have 2+treatment sessions
within 60 days of admission.
Upon program completion,50%of RTT clients show a decrease
in functional impairment as measured by repeated Adult
Needs and Strengths Assessment.
Formerly incarcerated individuals with
SMI are stabilized through community- 75%of RTT clients maintain engagement in MH treatment and
services or successfully complete treatment during the 12 to
based MH treatment and services and
do not reoffend. 24-month treatment period.
75%of disabled clients without supplemental security income
(SSI)are successfully connected with an SSI Advocate.
80%of RTT clients do not recidivate during the treatment
period.
60%of Prop 47 clients referred to SUD programs enroll in
Alameda County Behavioral Health(ACBH)SUD programs.
80%of Prop 47 recovery residence clients enroll in SUD
Formerly incarcerated individuals with outpatient treatment and services.
substance use disorders are stabilized
through community-based treatment 501/.of recovery residence clients exit recovery residences with
and services and do not reoffend. successful progress.
50%of recovery residence clients reduce admission to detox
programs.
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60%of SUD clients do not recidivate during the treatment
period.
50%of individuals deflected from the criminal justice system
do not recidivate.
Justice-involved individuals with any 65%of individuals deferred from the criminal justice system
mental illnesswho have contact with are not charged.
law enforcement and/or have engaged
65%of individuals diverted from the criminal justice system are
in misdemeanor criminal conduct are
stabilized through community-based not convicted.
services to avoid incarceration. 50%of individuals on the behavioral health/diversion probation
caseload complete probation without a violation or new
conviction.
Research Design
To complete this report,RDA conducted a mixed-method process and outcome evaluation.The
mixed-method approach incorporates quantitative and qualitative data collection and analysis to
provide a comprehensive assessment of grant-funded efforts.This research design was selected to
maximize validity and provides different perspectives on complex,multi-dimensional issues.The
quantitative data analysis includes individual-and system-level measures to examine service
referral and receipt as well as outcomes of treatment and impacts on recidivism.Qualitative data
analysis explores experiences with implementation from clients,service providers,and management
to identify successes,challenges,and areas for improvement.The descriptive study consists of two
key components,a process evaluation and an outcome evaluation,to measure program
implementation and effectiveness.See Appendix D for specific outcome and process measures.
Qualitative Data Collection Methodology
RDA conducted primary data collection with a diverse group of Prop 47 stakeholders to obtain
insights about their experiences with Prop 47 activities.These qualitative data are used with
quantitative data to assess Prop 47 implementation and outcomes and provide recommendations
to increase program impact.This section describes data collection techniques used and limitations
encountered during the data collection process.
Instrument Development.RDA developed qualitative protocols for interviews and focus groups.
These protocols were designed to be appropriate for diverse participants that come from a range of
cultural,linguistic,and educational backgrounds.Protocols originally written for the previous
preliminary and annual evaluations were utilized and updated.
K,ey frNlormant Interviews.RDA conducted a total of twenty individual and group virtual interviews
with Prop 4' program leadership,supervisors,managers,and LAC members to assess stakeholder
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experiences with program implementation and outcomes of Prop 47 activities.RDA asked
participants about interagency collaboration,experiences with program implementation,and
perceptions of outcomes.Conversations focused on lessons learned,facilitators to success,and
barriers to implementation.
Client Interviews and Focus Groups.RDA spoke with a total of fifteen clients(via phone or zoom)to
gather in-depth qualitative data about client experiences and perceived outcomes related to
program implementation.Program staff invited clients to participate in interviews.RDA offered
clients a$25 gift card to thank them for participating in an interview or focus group.
Thematic Analysis.Data collected during interviews were transcribed,quality checked,and coded
using the qualitative data analysis software NVivo to identify themes and patterns.Using a
combination of inductive and deductive coding,RDA developed a codebook to systematically
analyze each transcript.The research team then identified themes and patterns in the codes to
synthesize them into key findings and triangulate them with the quantitative data.
Limitations.While RDA spoke with many Prop 47 stakeholders at all levels of involvement during the
qualitative data collection process,a few factors may have impacted the amount and quality of
data collected.Firstly,the research team only spoke to those who agreed to be interviewed.The
individuals interested and able to participate in interviews represent a small fraction of the number
of clients served through the Prop 47 program.Therefore,it is possible that those who participated in
data collection have different characteristics(e.g.,more communicative or actively engaged with
the program)than those who did not participate.Relatedly,RDA was unable to speak with a
representative sample due to client and provider availability_For example,RDA was unable to
schedule a client focus group with the SUD provider,CURA,despite efforts to reschedule.
Quantitative Data Collection Methodology
RDA requested data for individuals participating in each of the Prop 47 services.Due to several
factors including the COVID-19 pandemic,Cohort II services began serving clients at different times
during the grant period.The evaluation team worked with programs to gather data for this report,
striving to get as much data as possible for the programs that began implementation later in the
grant period.Data reported in this evaluation is from the time periods described Table 2.
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Table 2.Service and Data Time Periods
Program Time Period
Served clients in Cohort II from April 1,2021,through February 15,2023.
Mental Health RTT
Program Data is reported from April 1,2021,through February 15,2023.
Served clients in Cohort II from July 1,2020,through June 30,2022.
SUD Program
Data is reported from July 1,2020,through June 30,2022.
Served clients in Cohort II from August 1,2019,through February 15,2023.
Housing Program
Data is reported from January 1,2021IoFebruary 15,2023.
Served clients in Cohort II from February 1,2021,through February 15,
2023.
Diversion Program
Data is reported from February 1,2021,through February 15,2023.
RDA also analyzed recidivism rates using data from The Alameda County Sheriff's Office to identify
conviction dates for individuals who have participated in a Prop 47 program.Additional key data
utilized in this evaluation are summarized in Table 3.As indicated,data availability differed by
program.
Table 3.Key Quantitative Data Elements
MH:Reentry SUD Housing Assistance Diversion:CARES
Treatment Teams Navigation Center
Clients served Service date Service date Service date
• Services Provider Service type Lead charge
provided Number of bed Amount spent Referral source
• Primary days per service • Diversion type
diagnoses SLID diagnosis
Adult Strengths Discharge
and Needs date/status
Assessment
scores
10 Although Cohort II housing services began August 1,2019,housing providers were not yet providing services.In the data
received,no observations for housing services were recorded prior to January 1,2021.Therefore,the reporting period begins on
the date of the first observation.
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Data Preparation and Quality Assurance.RDA received data in multiple spreadsheets representing
different components of the analysis.Where necessary,the research team merged the data on one
or more identifiers.To match probation and recidivism data to Prop 47 service clients,RDA matched
clients in each dataset using their first and last name and date of birth(when possible).
Descriptive Statistics.RDA used descriptive analytic techniques to summarize clients'demographic
characteristics,types of services received,service characteristics,and short-term programmatic
outcomes.The research team also examined characteristics and trends by service type for all
participants over time.
Limitations.Firstly,the analyses in this report do not provide causal evidence for Prop 47's influence
on outcomes.While the outcomes in this report are likely associated with Prop 47 programs,the
research design cannot say with certainty that they were the result of them.Additionally,the quality
of the analysis is limited by the quality of the data available.While most data provided was
thorough,there are inevitably errors that may influence the outcome analysis,despite RDA's data
cleaning and efforts to resolve issues.These limitations are described below:
SLID.The data available for Center Point,the SUD hotline,from ACBH's Data Services Team
(DST)was inconsistent with that collected directly by Center Point itself.Unable to resolve the
issues prior to the writing of this report,RDA determined that appending the two datasets would
be the most accurate way to analyze calls to Center Point for Cohort II.Unfortunately,it was not
possible to match unique individuals between the two datasets because not enough
identifying variables(e.g.,date of birth,name,ID)were available.Therefore,although each
observation in the combined dataset represented a unique call,it is not possible to determine if
the same person made a call that was recorded in the other dataset.
Center Point's service data was also limited for two reasons:1)The data provided directly from
Center Point did not contain any service data.Therefore,service delivery outcomes are based
on data from ACBH's dataset,only.While this dataset appears to be accurate prior to 7/l/2021,
the number of calls after this date does not align with the number reported by Center Point.
Therefore,it is difficult to conclude the accuracy of services delivered after this date,but it is
likely lower than the actual number.
Diversion.Date of birth was not available in the diversion data,and therefore recidivism rates
had to be calculated by name,which has a higher likelihood to cause error if two people have
the some name or in the case of misspellings.
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Mental Health Reentry Treatment Team
(RTT) Program
The Alameda County Prop 47 Cohort II grant funding was used to launch one RTT that delivers
comprehensive case management and treatment to justice-involved individuals with serious
mental illness.The Cohort II RTT is run by Bay Area Community Services(BAGS).The RTT is designed
to provide 80 clients with services and resources to reduce mental health impairment over a 12-to
24-month enrollment period,using a Critical Time Intervention(CTI)-based model to step-down
clients over the course of enrollment.The program is intended to provide psychiatric treatment;
intensive care coordination/case management;housing support;connection to community
resources;employment support;and linkages to mental health,substance abuse,legal,and life skills
services.
The model has a client to staff ratio of 13:1,with the team consisting of one full-time equivalent(FTE)
clinical supervisor,three FTE social worker clinicians,three FTE peer counselors,and one.15 FTE
psychiatrist.The Cohort II program is similar to the Cohort I model but added two positions.One FTE
nurse was added to support clients with medical complications resulting from homelessness and
incarceration and one FTE housing navigator was added to provide connections to housing services.
RTT funding through Prop 47 will be discontinued in Cohort III,a joint decision made by the County
and the provider;moving forward the program will be supported by Mental Health Services Act
(MHSA)funds.Figure 2 illustrates the CTI treatment model used for RTT clients in Alameda County.
Figure 2.Prop 47 CTI Treatment Model
Phase I:Transition to Phase 11:
Phase III:Aftercare
Community Try Out
(1-6 months) (6-12 months) (12-24 months)
Most intense period of Assess ongoing behavioral Continue to address
engagement:assess health&criminogenic behavioral health&
needs&risk factors, needs,adjust linkages, criminogenic needs,
begin linkages reduce meeting frequency finalize linkages
Program Profile
This section describes the services provided through the Mental Health RTT program;the
demographics of clients;and program outcomes,including engagement with services and
recidivism.
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RTT Servico::
From April 1,2021-February 15,2023,112 unique individuals received Prop
47-funded mental health services—averaging approximately 60
individuals annually.Thus,the program did not reach its intended 112
enrollment capacity of 80 individuals per year.Figure 3 shows the
number of unique enrollments by six-month periods.Of the 112 clients served
individuals enrolled in mental health services,71 (63%)were previously
incarcerated and two(251.)were referred through Behavioral Health Court or by a criminal justice
agency,which may include the jail,Probation Department,Public Defender,or District Attorney.
Figure 3.unique Individuals Newly Enrolled in RTTs(n=112)
a
m
4D B0 56
0
v
'v
30
m 20
16 13
0 ■ M ■ ■
Apr-Jun Jul-Dec Jan-Jun Jul-Dec Jan-Feb
2021 2021 2022 2022 2023
933 A total of 933 mental health services were provided through
February 15,2023.As illustrated in Table 4,individual therapy
constituted the majority of mental health services(43%),followed by
services provided brokerage(34%).Over one-third(42%)of individuals received two or
more mental health services within 30 days of enrollment.
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Table 4.Mental Health Services by Service Category(n=933)
Mental Health Services Number Percent
Individual Therapy 398 43%
Brokerage(services to bridge the gap between individuals and
access to appropriate primary care for groups experiencing 319 34%
vulnerability)
Assessment&Evaluation of mental health and clinical history 129 140/.
Medications 40 4%
Plan Development 24 3%
Collateral(consult with client's significant support person,track
13 1
family engagement)
Group Therapy 6 1%
Crisis Intervention 1 <1%
Client Profile
The average RTT client was 45 years old and male(65%).Approximately half(44%)of the clients
were Black,with 20%White and 10%Hispanic/Latino(see Table 5)!'
Table 5.Race/Ethnicity of RTT Clients(n=112)
Race/Ethnicity Number Percent
Black 49 44%
White 22 20%
Hispanic/Latino 11 10%
Asian/Pacific Islander 4 4%
Native American or Hawaiian Native 3 3%
Other/unknown 26 23%
n Some clients identified with more than one ethnicity.For this reason,the percentages total more than 100%.
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The most frequent primary diagnosis of RTT clients was a mood disorder(59%),which was most
commonly bipolar disorder or major depressive disorder(see Table 6).Post-traumatic stress
disorder was the most common anxiety disorder diagnosis.
Table S.Mental Health Diagnoses of RTT Clients(n=112)
Primary Diagnosis Number Percent
Mood Disorder 66 59%
Anxiety Disorder 28 25%
Psychotic Disorder 17 15%
Other or Unspecified 1 1%
SUDS include the recurrent use of alcohol and/or drugs that cause clinically and functionally
significant impairment.Among the 112 RTT clients,11%had a co-occurring SUD.
RTT providers administer the Adult Strengths and Needs Assessment(ANSA)to inform case plans
and monitor client progress.Of the 58 RTT clients with initial ANSA scores,clients'initial assessment
results indicated:
74%experienced moderate to severe depression.
• 33%had moderate to severe legal difficulties.
• 66%had moderate to severe levels of residential instability issues(e.g.,moved multiple times
over the past year,experienced periods of homelessness).
• 38%experienced moderate or severe sexual,physical,and/or emotional abuse as children.
Outcomes
Of the 112 individuals enrolled in mental health services,89(80%)individuals exited the program
(including 39 with unknown reasons for exit),with an average time from enrollment to exit of 9.5
months(286 days)."-Of the 50 clients with known reasons for exit,32%exited with a case plan or
treatment goals partially or fully reached,and 68%did not(see Table 7).
39 exited clients were missing a discharge date and were given a discharge date of February 15,2023.
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Table 7.Mental Health Service Enrollment Status(n=112)
Exit Status Number Percent
Exited with Case Plan or Treatment Goals Partially or Fully 16 14%
Reached
Mutual Agreement/Treatment Goals Reached 7 6%
Mutual Agreement/Treatment Goals Partially
Reached 6 5%
Client Withdrew:Treatment Goal Partially Reached 3 3%
Exited Services Without Completing 22 20%
Mutual Agreement/Treatment Goals Not Reached 7 6%
Client Withdrew:No Improvement 15 13%
Other 12 11%
Client Incarcerated 1 1%
Client Discharged/Administrative Reasons 1 1%
Client Discharged/Program Unilateral Decision 1 1%
Client Moved Out of Service Area 2 2%
Client Died 5 4%
Consumer Choice/Unspecified 1 1
Other 1 1%
Unknown 39 35%
Continued Enrollment 23 21%
Changes in Needs After the Mental Health Program.The ANSA identifies client needs across six
domains:traumatic/adverse childhood experiences,life domain functioning,individual strengths,
cultural factors,behavioral health needs,and risk behaviors.Of the 98 clients with ANSA scores,58
completed both the initial and follow-up assessment.When comparing results from those 58 clients'
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first and last ANSA assessments,38%of clients experienced improvement in the strengths domain,
which includes aspects such as social support and connections,personal skills and interests,and
resilience and resourcefulness.13 Additionally,28%of clients improved in life functioning domain,
which includes physical/medical health,family relationships,social functioning,and residential
stability."Lastly,19%of clients'behavioral health needs decreased(measured across areas such as
psychosis,impulse control,depression,and anxiety)."
38% 28%
improved their connections, improved their physical/medical
personal skills and interests, and health,family relationships, social
resilience and resourcefulness functioning, and residential
stability
Psychiatric Hospitalizations.One year prior to enrollment in an RTT,22 of the 112 enrolled clients
(20%)had at least one psychiatric hospitalization.After enrolling in an RTT,17 clients(15%)had at
least one psychiatric hospitalization.Comparing psychiatric hospitalizations between a comparable
number of days prior to enrollment and during enrollment,11 (30%)had a decrease in psychiatric
hospitalizations,12 clients(32%)had the same number of psychiatric hospitalizations,and 14(38%)
had an increase.
Recidivism.During participation in the RTT program,zero individuals 84%
were booked into jail in Alameda County.As of February 15,2023,18 of the
112 enrolled clients(16%)were convicted of a new criminal offense
did not recidivate
committed after exiting the program.Therefore,the large majority of
clients(84%)did not recidivate after enrolling in the RTT program.16
Program Strengths and Barriers
Program Strengths
Word of mouth referrals are helpful in establishing initial trust.Staff shared that they primarily
receive referrals from collaborative courts,public defenders,other agencies,and word of mouth
from current and former clients.They shared that clients who are referred by word of mouth are
often more engaged early on;someone has already"vouched"for the quality of services that BACS
13 47%of clients'strengths domain needs remained the same and 16%worsened.
14 38%of clients'life functioning domain needs remained the same and 34%worsened.
15 57%of clients'behavioral health domain needs remained the some and 24%worsened.
16 The average time between enrolling in RTT and February 15,2022 was 1 year.Recidivism data is only for convictions in
Alameda County.
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provides,which helps clients feel safe.it also increases the likelihood that clients know what services
are offered and what to expect from the program.
Intensive,individualized services increase client engagement.Because staff are working with
clients on goals that are important to them,they shared that clients are often highly engaged in
services.Clinical staff conduct a formalized assessment and develop treatment plans with all clients
and check in with clients weekly to provide ongoing therapeutic support.Staff meet clients where
they are located in the community,reducing barriers to accessing services.Staff can also provide
incentives like basic needs assistance to increase client engagement.Some clients shared that they
feel like they always get everything they need from BACS.
The multidisciplinary staff structure has created a strong team dynamic and supports high
quality services for clients.Staff shared that the Cohort II model of having a clinician and care
coordinator work in tandem has been very helpful for case consultation and keeping track of which
clients need to be seen.One staff member mentioned that having a team room has been helpful for
collaboration,calling it"life changing."Staff mentioned feeling very supported by the agency with
effective training and hands-on clinical supervision.Agency leadership shared that having a
multidisciplinary model allows staff with complementary skill sets to provide high quality care to
clients.Clients felt that staff are always there for them and are easy to talk to.They shared that staff
are passionate about what they do and are invested in the work.
"Every caseworker loved me,showed me respect always wanted to help me."
-Client Focus Group Participant
Services have a significant impact on client mental health,housing,social support,and other
outcomes.Leadership shared that having embedded psychiatry services has helped clients get the
most out of the program,as clients with unmanaged mental health symptoms have a difficult time
engaging in services.Staff described several examples of their services having an impact on client
mental health,including providing services outside to get fresh air,talking with clients about things
that they had never shared before,and coordinating outings with other clients to help them build a
support network.One staff member pointed to the importance of the staff-client relationship in the
client's mental health outcomes,noting what a positive experience it can be for someone to have an
ally who can make them feel like they belong.
"For the first time in a long time, they feel like they have someone who cares about
them."
-Staff Focus Group Participant
Most clients reported that assistance and referrals related to housing have been the most helpful
services provided.One client shared that they've"never been on the streets[...]when BACS is helping
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me."Though BACS does not directly provide housing assistance to RTT clients,they do have a
housing program within the agency.It is unclear whether clients were referring to this housing
program or referrals to external housing programs.Staff also reported that the program connects
clients to employment,education,and reduction in substance use.
Program Barriers
The program is not engaging individuals who are currently incarcerated or re-entering.Some staff
mentioned that most of the clients they work with have not been recently incarcerated,and that
most of their incarceration history is from years prior.Staff expressed a desire to reach more
individuals currently incarcerated or about to be released.They shared that they do get referrals
from adult forensic behavioral health and probation departments for those re-entering,but they do
not always receive enough information to be able to contact the person.
Misaligned client and provider expectations can impact client engagement.Staff shared that
clients are often interested in receiving services for housing,but BACS does not provide this service
directly.This can lead to some confusion and a reduction in client engagement.Client engagement
is also reduced when there is an absence of a warm handoff between programs,making it difficult
for staff to connect with clients at the onset.In addition,some clients referred are not always eligible.
Other times,they are simply not interested in the program,which further complicates client
engagement.
Staying in communication with clients can be a challenge for staff.Staff explained that staying in
touch with clients is particularly challenging.For example,not all clients have permanent phone
numbers.This makes it difficult to keep in contact with clients and schedule appointments.Staff also
shared that it can be challenging to engage with someone who is actively using substances,as RTT
is not designed to support those with co-occurring disorders.On the other hand,for clients who have
been in services longer and are employed,staff find it difficult to find time to meet,particularly for
clients who work full-time or overtime_
Services are not able to meet the breadth and the depth of client needs.Many clients need housing
and substance use services.Staff explained that clients really need housing and financial support,
but this is not a service directly provided to RTT clients.Others expressed frustration at not being able
to provide substance use services despite many clients having dual diagnoses.Staff also shared
that clients often need more permanent support,and that not all clients are ready to exit the
program at 18 months.This has been particularly true during the pandemic since some shelters and
crisis stabilization units are still closed.
Staff have limited capacity,which may have implications for the intensity of services provided.
Staff shared that they consistently have a full caseload and feel like they are"always playing catch
up."This can make it difficult to find time to follow up with clients who have reduced engagement.
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"I can think of 100 things I could do for each client that I don't have the capacity
for."
-Staff Focus Group Participant
Staff shared that,even though they have full caseloads,they are conducting outreach visits to other
BAGS shelters.They have found it difficult to balance this work with their existing case load,and do
not have room for more clients interested in receiving services.
Clients reported varying levels of satisfaction with the program.Most clients are very satisfied with
the services they receive from the program,but a couple of clients shared that they have been
asking for help but have not received it.One client shared a perception that new caseworkers do not
have as many resources as more experienced caseworkers and may not have as much experience
working with specific populations.Another client shared an experience working with a staff member
who they felt was too busy,and because of that they did not get the support they needed.
"There's a lot on[my caseworker's]plate.I need help. She did what she could.I'm
voicing what 1 need. 1 found ajob and did it myself..3 had to do it myself.1 don't
know if SACS is supposed to help. They probably just have a lot of caseloads."
-Client Focus Group Participant
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v
w
Substance Use Disorder (SUD) Program
Through Prop 47,Alameda County augmented preexisting SUD contracts over the course of three
years to support a client-centered and clinically-driven system of care.Services were funded by
Prop 47 until funding was fully disbursed in June 2022Y The Alameda County Prop 47 Cohort II SUD
program consists of a SUD referral telephone hotline managed by Center Point and eleven beds
across two recovery residences.The two recovery residences are run by CURA,providing services to
individuals in North County,and Second Chance,providing services to individuals in East,Central,
and South County.The number of beds in each facility is based on the need in these regions.CURA
has seven beds and Second Chance originally had fifteen,which was later increased to nineteen to
better accommodate the growing need.Center Point staff screens callers'level of need,using
American Society of Addiction Medicine's(ASAM)criteria,and refers them to the appropriate level of
care.Figure 4 illustrates the Prop 47 SUD program model implemented in Alameda County.
Figure 4.Prop 47 SUD Program Model
Client calls SUD Client is referred If referred to
hotline and to appropriate recovery During this time,
undergoes services,which residence,client client must
screening to may include a is assigned a maintain
identify Prop 47-funded bed and can eligibility(e.g.,
remain in attend
treatment recovery
needs residence residence up to outpatient care)
six months
Recovery residences provide clients with stable housing,food,and a structured living environment
for up to a six-month period.The program is designed to serve 66 unique clients annually across
both recovery residences.Each residence is staffed by individuals with lived SUD experience.While at
the recovery residence,clients are required to participate in outpatient care and attend other
programs or classes(e.g.,Alcoholics Anonymous or domestic violence classes)as assigned.In some
cases,clients are connected to nearby employment to reduce barriers related to transportation
availability and transit costs.
Bed costs increased during Cohort II,causing funds to be depleted earlier than expected.
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Program Profile
This section describes the services provided through the telephone hotline and recovery residences;
the demographics of hotline and recovery residence clients;and program outcomes,including
recovery residence exit types and recidivism.
Hotline Services
A total of 1,695 unique individuals received assessment and referral services from the Alameda
County SUD hotline between July 2020 and June 2022.151920 As shown in Figure 5,hotline call volume
increased as the COVID-19 pandemic continued through 2022.
Figure S.Individuals Served by Hotline(n=1,695)
600 564
a
500
H 417 41 R
a
0 400
v
> 296
v 300
c
ro
200
'e
100
0 -
Jul-Dec 2020 Jan-Jun 2021 Jul-Dec 2021 Jan-Jun 2022
Just over half(57%)of the 1,695 services provided by the hotline were for screening and referral.Most
other services(41%)were follow-up and care navigation.The remaining calls were missed
appointments or no-shows.Half(50%)of the 1,695 individuals who received services through the
hotline were connected to some type of SUD service.21
Hotline Client Profile
Overall,over half(64%)of the hotline callers were male,with an average age of 41.Over a third of the
clients were Black(34%)or White(33%),and 19%were Hispanic/Latino(see Table 8).
Is Approximately 33%(237)of the callers for whom jail discharge date was available exited jail prior to calling the hotline.Jail
discharge date was unavailable for 982 clients.
19 Center Point screened additional individuals through the hotline who were not justice-involved.
20 This number may include duplicates due to inconsistencies between the two datasets available.Refer to the Limitations
section on page 12 for more detail.
21 Service data was unavailable for 493 clients.
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Table 8.Race/Ethnicity of Hotline Clients(n=1,695)YZ
Race/Ethnicity Number Percent
Black 584 34%
White 554 33%
Hispanic/Latino 329 19%
Asian/Pacific Islander 82 5%
Native American or Hawaiian Native 55 3%
Other/unknown 307 18%
Recovery Residence Services
In the 24 months between July 2020 and the end of June 2022,171 unique 171
individuals enrolled at recovery residences(91 at CURA and 84 at Second
Chance)—averaging 86 individuals a year.Thus,Alameda County met its
intended capacity of 66 individuals per year.The number of unique clients served
individuals enrolled at recovery residences varied widely,from 33
individuals to 70 in any given six-month period(see Figure 6).Program staff shared that the increase
in enrollment in early 2021 was likely due to an increased need for shelter beds due to the COVID-19
pandemic and the resulting increase in the number of recovery residence beds at Second Chance23
to meet the need.
22 Some clients identified with more than one ethnicity.For this reason,the percentages total more than 100%.
23 Second Chance originally had fifteen Prop 47 beds.This was increased to nineteen out of their total of 32 beds in response
to the pandemic.
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Figure 6.unique Individuals Newly Enrolled at Recovery Residences(n=171)
80
70
70
2
ami 60
w
v
50 I 48
16 40
33
30
v
20
10
0
Jul-Dec 2020 Jan-Jun 2021 Jul-uec 2021 Jan-Jun 2022
The average stay of recovery residence clients was 81 days.Of the 171 individuals who stayed at
recovery residences,25 had multiple stays(i.e.,exited and then returned to the recovery residence)
for a total of 196 individual stays."
Recovery Residence Client Profile
The majority of recovery residence clients were male(78%),with an average age of 42.At Second
Chance,55%of clients were male and 45%were female.On the other hand,CURA was an all-male
residence,contributing to the gender differential and the greater representation of male clients
across the two recovery residences.The largest proportion of recovery residence clients were
Hispanic/Latino(38%),with over a third(36%)White,and 32%Black(see Table 9).25
24 This calculation considers an individual to have multiple stays if there are more than five days between discharge and re-
enrollment.
15 Some clients identified with more than one ethnicity.For this reason,the percentages total more than 100%.
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Table 9.Race/Ethnicity of Recovery Residence Clients(n=171)
Race/Ethnicity Number Percent
Hispanic/Latino 65 38%
White 61 36%
Black 54 32%
Asian/Pacific Islander 10 6%
Hawaiian Native or Native American 3 2%
Other/Unknown 60 35%
Of the 171 recovery residence clients,22(13%)were under probation supervision in Alameda County
at some point during their stay at a recovery residence(two at CURA and 20 at Second Chance).The
majority of clients had a primary diagnosis of either alcohol abuse/dependence(29%overall;34%at
CURA and 23%at Second Chance)or amphetamine and other stimulant abuse/dependence(38%
overall;32%at CURA and 45%at Second Chance)as shown in Table 10.
Table 10.SUD Diagnosis(n=171)
Primary Diagnosis Number Percent
Amphetamine and Other Stimulants 65 38%
Alcohol 49 29%
Opioid 27 16%
Cocaine 20 12%
Cannabis 8 5%
Other Psychoactive Substances 1 <1%
Other Sedatives 1 <1%
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Outcomes
of the 171 unique recovery residence clients,three-fourths(126,74%)
exited with satisfactory progress or goals reached and 74%
approximately a quarter(45,26%)left with unsatisfactory progress
or their goals not reached(see Table 11).The average time between of clients reached or
enrollment and exit was approximately 81 days,or nearly three
months.In some circumstances,individuals could receive partially reached
permission to extend their stay beyond the six-month cap,with 93 their treatment goals
individuals staying at the recovery residence for more than six
months.
Table 11.Prop 47 SUD Recovery Residence Exits(n=171)
Exit Status Number Percent
Exited with Case Plan or Treatment Goals Reached or 126 74%
Satisfactory Progress
Discharged with Treatment Goals Reached 21 12%
Discharged with Satisfactory Progress 105 61%
Exited Services Without Satisfactory Progress 45 26%
Outpatient Services.of the 171 unique clients,162 individuals(95%)received outpatient services
while they stayed at a recovery residence.Approximately a quarter(28%)were enrolled in outpatient
care before residing at a recovery residence,while 72%were connected to outpatient services upon
or after enrolling at a recovery residence.This is illustrated in and accompanied by Figure 7,which
depicts the amount of time it took for a client to start outpatient services after enrolling in a recovery
residence.As shown,half of clients connected to outpatient care started services at the time of
enrollment.Clients who enrolled in outpatient treatment after coming to the recovery residence
remained in outpatient services for an average of 107 days.
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Figure 8.Outpatient Figure 7.Time to Outpatient
0 days,58,50%
1-3 days,
72%received 20,17%
outpatient
treatment upon or
after recovery
residence(117).
4-7 days,
/ V14,12%
28%received ` `
outpatient treatment 15 days,ll,9 8-14 days,14,12%
before recovery
residence(45).
Recidivism.While staying in a recovery residence,no individuals were
86% booked into jail in Alameda County.After exiting a recovery residence,
only 24 of the 171 individuals served(14%)re-offended.Therefore,the
large majority of clients(86%)did not recidivate following their first
did not recidivate night at a recovery residence.26 of the 901 individuals who called the
Center Point helpline for whom name and date of birth was available,
146 individuals(16%)recidivated by February 15,2023.21
Program Strengths and Barriers28
Program Strengths
The semi-structured environment of the recovery residences supports recovery.Many clients
came to the recovery residences from highly structured residential treatment facilities,while others
came from environments with little to no structure,including homelessness.Across the board,
however,clients shared an appreciation for the structured and encouraging atmosphere the
recovery residences provide.Clients appreciate that they have clear structure and rules,which foster
a sense of accountability.Many clients noted that self-accountability is crucial when in the program
and helps them stay focused on their recovery.Clients referred to the recovery residences as"safe
havens"and"safe zones"where they can stay focused on their goals.At the same time,clients also
appreciate the independence offered by the recovery residences.For example,clients like that they
2e The average time between recovery residence enrollment and February 15,2023,was 1.7 years.Recidivism data is only for
convictions in Alameda County.
27 Name and date of birth(fields used to match incarceration data)were missing for 794 clients.
28 Most qualitative data is reflective of Second Chance,given that the research team was unable to interview staff or clients of
CURA.
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can leave the recovery residence when they need to,such as for appointments.Independent living in
tandem with structure and rules has a positive impact on client experience in the program and their
success.
"It's a safe haven to stay focused and accountable.I feel you have these
resources and if you take the resources and stay on them,it gets done."
-Client Focus Group Participant
"I'm happy to be in the safe zone instead of on the streets. You stay focused.
There's accountability,a treatment plan."
-Client Focus Group Participant
Clients value the peer staff at recovery residences.Clients described the staff as friendly,respectful,
and fair.Clients felt"seen"by the staff and expressed that"no one is neglected"at the recovery
residences.Moreover,there is a sense of respect at the residences,and clients appreciate that staff
call them by their first names and treat them like adults.Additionally,although staff are friendly,they
also hold clients accountable,which continues to foster self-accountability.Lastly,each residence is
staffed by peers(individuals with lived SUD experience);clients expressed that staff could relate to
their recovery.With the presence of staff with lived experience,clients feel like it is`a real family"at
the recovery residences.
"When I feel triggered or whatever,staff can relate. They aren't saying you're not
allowed to feel that way. They are empathetic. They help you to look at it from a
different perspective."
-Client Focus Group Participant
"They always acknowledge me by my first name when I come in. That alone
makes me feel wanted,just knowing they acknowledge me."
-Client Focus Group Participant
Both clients and staff suggested that recovery residences provide the essential foundation for
successful recovery.Clients attributed their successes to the recovery residences because it
provides a time for clients to step back and"rebuild themselves."Both clients and staff highlighted
the importance of the connections and resources provided by the recovery residences,such as
assistance with finances and insurance as well as being connected with a therapist and other
mental health supports.Additionally,the recovery residences collaborate with housing service
partners,such as Bonita House,La Familia,and Abode Services to link clients to more services and
funding opportunities,such as rental assistance.Both clients and staff expressed that the recovery
residences supply clients with the resources and tools they need to succeed.Moreover,clients noted
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that they are less likely to have interactions with law enforcement when in recovery and utilizing the
resources provided by the program.
"Second Chance has definitely helped me rebuild myself and build tools I
need to continue to be successful,"
-Client Focus Group Participant
"It was a restart.It jump-startedmy recovery.I was kind of spiritually bankrupt I
didn't know if I'd come back.I was given an opportunity.'Second chance at a first-
class life."'
-Client Focus Group Participant
"They gave me enough wiggle room to figure things out.I got in touch with real
feelings,doing groups,essays.Now 1 get a chance to look at the wreckage.It's
emotional to see what I've created.Now I can do something about it."
-Client Focus Group Participant
Program Barriers
Many clients felt that there are not enough staff to meet the need,which impacts treatment
timelines and creates longer wait times.Across clients,the wait times to enroll in the recovery
residences fluctuated,with some clients waiting weeks before getting a bed and entering the
program.Once in the program,clients noted that there are not enough counselors compared to the
number of clients,which negatively impacts treatment plans.One client revealed that the start of
their treatment plan was delayed twice because their counselor was busy.Additionally,clients desire
more time with their counselors and felt the time allotted is not enough.
"I'd like to have more time with my counselor or meet with my counselor.I know I
have one,I just haven't met with her."
-Client Focus Group Participant
Recovery re3idences encounter clients that require a higher level of care than the program can
provide.Staff explained that the initial information they receive from potential clients over the phone
can be limited,with clients occasionally omitting information to ensure they receive a bed.Thus,
there are instances when staff encounter clients in-person with erratic behavior or other challenges
that require a higher level of care than they can provide at the recovery residence.This results in
staff turning clients away,which staff members have found difficult for them personally and
challenging to process.
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,it can be difficult at times because we're only getting information the client is
giving you on the phone. We've had a couple people that needed a higher level of
care than we could provide."
-Staff Focus Group Participant
'What happens is we get people that already went through mental health services
and their behavior was a problem at the other place. They come to us as a last
resort,but we can't tolerate as much anymore. But it feels like we're throwing
someone away..."
-Staff Focus Group Participant
External factors,such as limited funding and the COVID-19 pandemic,impacts service provision
and the client experience.Staff reiterated that insufficient funding makes it difficult to connect
clients with resources.Many services,such as mental health and housing services(e.g.,Section
8/The Housing Choice Voucher program),have wait lists and it discourages clients while on the road
to recovery.From the client's perspective,the pandemic compounded funding challenges.For
example,clients noted that there are a lack of events and opportunities to gather socially at the
recovery residences,such as sober dances,celebrating holidays,decorating,and making meals
together.Providers had to indefinitely postpone most of these events because of the pandemic and
they have been slow to restart.
"it seems like ever since COV1D-19, they changed things. You can see picture
collages that they used to celebrate holidays.Since COVID-19 they shut down
some things other people think aren't necessary to celebrate,like decorations and
everyone getting together."
-Client Focus Group Participant
Staff highlighted that the time clients stay in the program is not long enough to address needs,
which impedes success after the program.Staff felt that the six-month timeframe of the recovery
residences is not enough time to address all needs,such as housing,employment,etc.Staff noted
that external stressors(e.g.,paying rent,finding employment,affording food,homelessness,etc.)
create barriers to sobriety and overall success after the program.Most notably,a lack of housing
and employment after the program can jeopardize clients'long-term recovery.Permanent housing
supports sobriety,and employment provides not only the financial support to maintain housing but
an added structure that can also support recovery.
Moreover,staff reported a lack of follow-up on referrals after the program,wherein staff are unable
to monitor what happens to a client post-program.The reason for this is unclear but could include
challenges such as getting client contact information from referring partners,or difficulty connecting
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with a client via phone or other outreach efforts.Nevertheless,a lack of follow-up is especially
worrisome if the clients do not have their needs met and are not in stable positions to maintain
sobriety upon leaving the recovery residence.
"But after six months and there's no housing and nowhere to go, they start to
panic.Pedals go backward and they're gonna do what they're gonna do and go
bock."
- Staff Focus Group Participant
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Housing Assistance Program
The Alameda County Prop 47 housing assistance program provides financial housing support to
justice-involved individuals with mental illness and/or substance use disorders.Three community-
based providers are contracted to provide housing assistance:Bay Area Community Services
(BACS),La Familia Counseling Services(La Familia),and Roots Community Health Center(Roots).
These organizations provide each client with up to$5,000 for eligible expenditures,including but not
limited to rental assistance,security deposit,utilities,furniture,minor home repairs,credit repair,
assistance with poor rental history,and moving expenses.Figure 9 illustrates the Prop 47 housing
assistance program model.
Figure 9.Prop 47 Housing Assistance Program Model
Individual makes contact Client eligibility Eligible clients receive
with provider via referral, determined using simple housing assistance
outreach,or walk-in application form based on need
Program Profile
This section describes the services provided through the housing assistance program,the
characteristics of housing clients,and recidivism outcomes.
Housing Services
A total of 540 unique clients received Prop 47 housing financial 540
assistance through 1,260 financial allocations from January 2021-
February 2023.Clients were eligible to receive allocations up to a
maximum of$5,000,a decision made by the Alameda County Board clients served
of Supervisors(BOS).The total clients served and total allocations
were significantly lower compared to Cohort I,largely due to the pandemic and program closures.
Figure 10 illustrates the number of unique clients who received funding for the first time in each six-
month period.Program staff explained that the increase in individuals served in the latter half of 2021
is largely due to the program waiting to disburse funds until the contract was secured.
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Figure 10.Unique Clients Receiving Housing Financial Assistance(n=540)
250
v
219
m
m 200
y
fA
O
y 150
, 113 l l
0
c
m 100
g 64
c
50 33
0 — -
Jan-Jun 2021 Jul-Dec 2021 Jan-Jun 2022 Jul-Dec 2022 Jan-Feb 2023
Providers distributed a total of$1.9 million to individuals for an array of
eligible housing-related expenses,averaging$3,529 per client.Table 12
summarizes the number and percentage of individuals using housing $1,0 9 m
financial assistance for each expenditure type and the total amount
spent on each(e.g.,rental assistance,security deposit).Rental distributed
assistance was the most frequently provided expenditure and comprised
the majority of the total funding disbursed.Furniture was the second most distributed fund and
made up 15%of all funding expenses.Furniture expenditures more than doubled since Cohort I,
where they made up 7%of spending.Program staff explained that some individuals from Cohort I
who moved into Cohort II were able to use the additional funding for furniture expenses.
Table 12.Housing Expenditures by Type and Amount Spent
Expenditure Type Amount Spent %of Spending
Rental Assistance(excluding back pay) $953,341 50%
Furniture/Furnishings $290,909 15%
Backpay(past due rent) $241,034 13%
Security Deposit $238,386 13%
Hotel/Emergency Stay $119,452 6%
Moving Expenses $24,316 1%
Utilities $10,625 1%
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Other $10,175 1%
Credit Repair $6,106 <1%
Total $1,905,525 100%
To target funding based on need,Prop 47 housing funds were allocated by district based on the
distribution of probation clients,which served as a proxy for the justice-involved population,across
supervisorial districts.Table 13 displays spending across districts through February 2023.21
Table 13.Housing Services by Supervisorial District
District Amount Spent %of Spending
District 1 $117,540 6%
District $431,902 23%
District 3 $622,799 33%
District 4 $349,308 18%
District 5 $375,120 20%
client Profile
Among the 540 housing assistance recipients,332 clients(61%)had a mental health diagnosis and
299 individuals(55%)had a SUD need,with 108(20%)indicating a co-occurring disorder(both
mental health diagnosis and SUD need).30 The average age of clients was 45 years old."At the time
financial assistance was first provided,most individuals(67%)were experiencing homelessness or at
risk of homelessness."This is significantly lower than in Cohort 1,where almost all individuals(93%)
were experiencing homelessness or at risk of homelessness."
29$8,856 worth of housing disbursements did not have a district listed.
30 Data may underestimate the number of individuals with SUDS because indicating a mental health need alone is sufficient
to qualify for Prop 47-funded services.Therefore,providers may not identify an individual's SUD if the individual has an
identified mental health need,particularly if the individual is concerned about the stigma of SUD need.
31 Birthdate not available for six unique individuals.
32 Twenty-seven percent were experiencing homelessness and 40%were at risk of homelessness.Housing status was not
provided for two individuals.
33 Sixty-five percent were experiencing homelessness and 28%were at risk of homelessness.
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Outcomes
Recidivism.Within a month of receiving housing assistance,only one 97%
out of the 540 enrolled clients(<1%)was booked into jail in Alameda
County.As of February 15,2023,sixteen individuals(3%)who received
housing assistance were convicted of a new criminal offense did not recid ivate
committed after receiving their first housing assistance disbursement.
Therefore,the large majority of clients(97%)did not recidivate since first receiving financial housing
support 34
Program Strengths and Barriers
Program Strengths
The Prop 47 housing assistance program enables providers to use funds flexibly to support clients
with a wide array of needs.Service providers and clients appreciate that the overall enrollment
process is straightforward and simple,with low barriers to entry,and the flexible funding structure
allows service providers to distribute assistance on short timelines.Eligible recipients are typically
able to receive funding in less than a week-often within a few days—to support their housing needs,
although one client noted that rent checks from the housing assistance program did not always
arrive on the some day each month.
Moreover,the flexible disbursement structure allows staff to utilize funds in a way that is most
appropriate for clients'needs.Most notably,clients and staff both expressed that back rent and
rental assistance are the most helpful funding allocations.Staff went on to say that there are not
many programs that provide this type of assistance and that Prop 47 has been the most stable and
reliable funding source since the pandemic.
"The flexibility works well.-We can help people with more things than what other
programs can offer.Prop 47 gives more flexibility."
-Staff Focus Group Participant
The Prop 47 housing assistance program helps clients obtain short-term housing stability,which
supports clients'mental health,education,and financial self-sufficiency.Providers work with
clients to identify any housing options that are available to support their stability.Above all,providers
noted that having temporary housing provides enough short-term stability to help clients achieve
longer-term stability.With the help of housing assistance,clients expressed a sense of financial
stability,such as putting the money that would have gone to housing into a savings account or to
pay back debt.Additionally,clients noted that they could use the money saved for their families and
34 The average time between receiving housing support and February 15,2022,was one year.Recidivism data is only for
convictions in Alameda County,
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any household needs.For some,stable housing also meant improved mental health and relief from
chronic financial worry.Notably,clients expressed a sense of self-worth,confidence,and
accomplishment as a result of feeling more financially secure.Moreover,clients mentioned that
housing assistance impacts other areas of their lives,including education.A client shared that the
assistance allows them to focus on school and not worry about working part time to make ends
meet.
"It was a tangible amount that covered two months of rent,that decreased my
worries and improved my mental health...when you're in this situation,it increases
your depression..."
-Client Focus Group Participant
"With the rent that they paid,I was able to put money away now I'm able to move
out of my current place. I was able to save a little and pay some bills that seemed
unattainable...)didn't think I would ever get any bill down."
-Client Focus Group Participant
"Lo Familia's support helped me stay focused and driven and stay on the right
track. There's no future with criminality and drugs.Ao Familia allows me to start
saving money and helps me gain confidence...1 still have a secure home and a
safe place..."
-Client Focus Group Participant
Clients feel that program staff are helpful,compassionate,respectful,and professional.Clients
appreciate that staff genuinely care about them and want to help.Staff have a professional and
attentive work style in which clients feel respected and not looked down upon.Instead,clients feel
prioritized because staff focus on them and show genuine concern.Clients noted receiving prompt
communication from staff and appreciate that staff make sure their needs are met.
"They go over the top for you. While they're navigating for you, they're navigating
other people too,but they never lose focus on you."
- Client Focus Group Participant
Program Barriers
COVID-19 and other external factors limit the systems capacity to address client needs.Staff
revealed that it is challenging to connect clients to necessary resources because resources once
available during the pandemic are no longer available or are working at limited capacity.Most
notably,staff expressed that finding available and affordable housing for clients in Alameda County
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is challenging,and COVID-19 resulted in a heightened need for housing overall.As is the case for
many parts of California,affordable housing is limited in the Bay Area,particularly for individuals with
criminal records and substance use or mental health needs.The pandemic further limited housing
options due to lowered capacity in shelters and other shared living environments.
"Finding people housing is the hard part and paying is easier."
-Staff Focus Group Participant
The Prop 47 housing assistance program efficiently and effectively offers short-term housing
relief;however,some service providers and clients suggested it is less effective supporting long-
term housing stability.In Alameda County,where the cost of living is extremely high,$5,000 is not
always sufficient to provide long-term housing relief for individuals who earn low wages or have
larger families to support.Clients explained that even with the funding,they are still behind on rent.
The$4000 does not last long,and once it is spent,clients face the remaining costs,and many
revealed that they cannot afford to fill that gap by themselves.Overall,many clients reported that
they are not stabilized long-term and are still behind on rent or looking for new housing.
"I'm still struggling and behind on rent.Obviously there's a limit on what La Familia
can do but wish they could cover more I'm still in the hole,I have 2 kids,and it
seems impossible to get out"
-Client Focus Group Participant
There is still confusion among the community about what the program is,who is eligible,and
what the program covers.Many potential clients are referred to the housing assistance program
through word of mouth in the community.Unlike formal referrals through channels such as 211,
providers,and probation or parole,referrals through word of mouth often result in individuals arriving
at the program who are not eligible.Staff reported that the eligibility requirements limit who the
program can serve,while many others could benefit from assistance.In addition to eligibility,there
seems to be confusion around what expenses the housing assistance covered.For example,a client
expressed frustration that the program does not cover back rent when the program does in fact
cover this expense as a form of housing assistance.It is clear that among the group of clients that
the evaluation team spoke with,there seems to be some confusion as to what the program covers.
Although the evaluation team spoke to only a subset of clients,this instance could potentially point
to aspects of the program not fully understood by clients and the community.
It is difficult to identify clients with plans for long-term housing,which is necessary for disbursing
funds appropriately.Staff explained that it is challenging to know which clients have plans for long-
term housing and which do not.Knowing whether clients have long-term housing plans dictates the
type of funding that would be most appropriate,as the funding is limited and should be used to
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maximize a client's chance at long-term housing stability.For example,funding a hotel stay would
be a good use of funds if a person is approved for housing and needs somewhere to stay in the
interim.However,it would not be advantageous to fund a hotel stay for someone without a plan for
housing afterwards.
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v
Diversion Program
The Alameda County Prop 47 diversion program,the Community Assessment,Referral,and
Engagement Services(CARES)Navigation Center,was newly created in Cohort II.The program,which
operates from 11 am-7 pm,Monday through Friday,is intended to divert low-level offenders with
mental health needs away from the crisis system by connecting them with community-based
services.The CARES Navigation Center is operated in partnership with the Alameda County District
Attorney's Office,a community-based provider,La Familia Counseling Services,and the Alameda
County Probation Department.Figure 11 illustrates the navigation center model.A further explanation
of each step is presented below the figure.
Figure 11.Prop 47 Diversion Program Model
Guest is DA determines
Guest is referred welcomed at the level of The guest
to the CARES CARES,de- diversion and receives their
Navigation escalates,and the team RRP and may
Center undergoes finalizes the Risk leave CARES
assessments Reduction Plan when ready
(RRP)
Step 1:CARES Navigation Center Referral
Individuals can be referred to the Navigation Center through law enforcement officers,the District
Attorney's(DA)Office,Alameda County Sheriff's Office(ASCO),the BART team,and the Mobile
Assistance Community Responders of Oakland(MACRO)Program.If individuals are stopped or
arrested for a misdemeanor offense35 and display signs of a mental health or substance use
disorder,referring agencies may give the individual the option to be transported to CARES,as
opposed to jail.In addition to law enforcement referrals,DA staff can also make referrals based on
reviews of pretrial files.
Step 2:CARES Navigation Center Respite and Assessments
Upon arrival at the CARES Navigation Center,CARES staff offer the individual food,clothing,and other
basic necessities to de-escalate the situation.In accordance with the"Living Room Model"of care,
the staff refer to those they serve as"guests."After staff introduce what the Navigation Center is and
3e A limited number of misdemeanor offenses are not eligible for CARES.These are related to sex offenses,domestic violence,
stalking,and driving under the influence.Individuals who are violent or combative with law enforcement officers or require
medical treatment are not eligible for the program.
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have the guest sign the agreements form,they bring the guest to a space furnished intentionally
with cozy chairs,couches,and artwork to create an inviting atmosphere.Following the respite
period'(usually thirty minutes to one hour)and establishing trust with the guest,the staff conduct a
barrier removal and clinical assessment to develop the preliminary Risk Reduction Plan(RRP).Upon
gaining consent from the guest,the RRP is shared with the DA.When fully staffed,the CARES team is
composed of five peer support specialists,one clinician,and one SUD specialist.
Step 3:Diversion Determination and Risk Reduction Plan(RRP)Finalization
In a virtual meeting,the staff and DA discuss the case and the DA determines the guest's level of
diversion.Four levels of diversion are available:
• Deflect:Individuals who commit low-level crimes and have little criminal history may be
deflected,which entails a one-day follow up to ensure they have connected with subsequent
services.
• Defer.Deferral is granted when an individual commits a low-level crime but has more criminal
history.Follow-ups for deferrals occur after one day,five days,and three weeks of
engagement with diversion services.
LDivert A and ti:Post-charge diversion is offered to individuals with more serious offenses and,
generally,more extensive criminal history.Individuals in Divert A are directed to treatment and
have follow-up after one day,thirty days,six months,and one year.Divert B is through
collaborative court and does not require follow-up from the CARES team,since the individual
will receive supervision through the court.
Once the diversion level has been set,the team finalizes the diversion recommendations and RRP.
Step 4:RRP Receipt and Exit
Once the CARES team presents the guest with his or her RRP and referrals,the guest has the option to
leave the Navigation Center or remain there until 30 minutes before closing for additional respite
time.
Program Profile
This section describes the services provided through the CARES Diversion program;the
demographics of guests;and program outcomes,including engagement with services and
recidivism.
Diversion Services
The CARES Diversion program received 327 referrals for 319 unique individuals through December
2022.Figure 12 below shows the source of each referral.More than half of the 327 referrals came from
the District Attorneys office,either when the individual was in court or in custody(52%).Less than 10%
36 A short period of relief during which the guest can de-escalate.
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of referrals came from police departments(7%),suggesting the need for additional outreach to law
enforcement agencies.
Figure 12.Referring Agencies for CARES Referrals(n=323)"
00
mm
00000 00000 �
DA MACRO ALSO
169 referrals 53 referrals 42 referrals
52% of referrals 16% of referrals 13% of referrals
BART Police
23 referrals
WA of retell als 7% of referrals
Of the 319 unique individuals who were referred,159 engaged with the CARES team for an
assessment.The team provided 162 assessments to those 159 individuals.The most common reason
why someone did not engage with the CARES team was because CARES staff were unable to contact
the individual or the individual never made contact with CARES for enrollment (74%of the 160
ineligible referrals),followed by an individual declining services(18%of ineligible referrals).
Of the 159 enrolled guests,130(82%)received referrals to a total of 41 outside agencies.Table 14
below shows the most common referral agencies guests were referred to.Most often,guests
received referrals for housing/shelter(42%of the 186 total referrals),SUD outpatient services(25%of
referrals),and mental health services(9%of referrals).
37 Referring agency was missing for four referrals.
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Table 14.External Referral Agencies(n=186)
Agency Number Percent
La Familia 49 26%
First Presbyterian Church,Hayward 20 11%
Second Chance,Hayward 18 10%
East Oakland Community Project 16 9%
St.Vincent de Paul 14 8%
South Hayward Parish 13 7%
Other38 56 29
Client Profile
CARES clients,known as guests,include all 159 individuals who were given assessments.Most guests
were adults aged 25-64(86%).A small percentage of guests were older adults 65&up(7%)or
transition age youth 16-24(4%)39 Almost half of guests were Black(43%),16%were Hispanic/Latino,
and 15%were White(see Table 15).
Table 15.Race/Ethnicity of CARES Guests(n=159)
Race/Ethnicity Number Percent
Black 68 43%
Hispanic/Latino 25 16%
White 24 15%
Native American or Hawaiian Native 5 3%
38 Other agencies with less than ten referrals each:ABODE Services(Hayward),ACCESS,Aetna Mental&Behavioral,Alameda
County Family Lawyers,Alameda County Probation Department,Alameda County Social Services,BAGS,Bay Area Community
Health,Building Opportunities for Self Sufficiency,Castro Valley Career&Adult Education,Center Point,Cherry Hill Detox,COHE,
Eastmont Wellness Center,Family Front Door,First Pres Church,Hope 4 The Heart,Kaiser Permanente,Lao Family Community
Development,Lifelong Medical Care,Love Never Fails,Men Of Valor,NAMI of Contra Costa County,Oakland Behavioral Health
Clinic,Off the Street Ministry,Options Recovery Services,Ritter Center,Salvation Army,SF Adult SUD Treatment,The Village of
Love,Union Gospel Mission Sacramento,VA,Warming Center,Women's Daytime Drop-In Center.
39 Six individuals did not have a recorded age range.
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Asian/Pacific Islander 3 2%
Other/Unknown 34 21%
Before arriving at CARES,56 individuals were arrested and then brought to CARES or given a notice
by mail from the DA(35%).Of those arrested,70%were arrested on charges related to drugs or
alcohol(n=39).Through the Navigation Center,67 guests were deflected,47 were deferred,24
received divert A,and two received BART diversions.40
Outcomes
Engagement with Services.Of the 130 guests who received referrals,112(86%)were successfully
connected to the service after coming to CARES.Table 16 below shows the percent of referrals that
resulted in a successful engagement with the service for the most commonly referred services.
Table 16.Successful External Referral Services from CARES(n=260 services referred)
#of Successful
Service #of Referrals %of Referrals
Referrals
Housing/Shelter 109 94 86%
SUD Outpatient 65 54 83%
Mental Health 24 24 100%
SUD Inpatient 16 13 81%
Employment 14 11 79%
Other61 32 28 88%
Recidivism.As of February 15,2023,only 11 of the 159 individuals who received an assessment at
CARES(7%)were convicted of a new criminal offense committed after engaging with the program.
Therefore,most guests(93%)did not recidivate since engaging with CARES.12
00 BART diversions were discontinued shortly after the reported time period.These individuals did not receive a level of
diversion from the DA but were still connected to services.
41 Other services with less than Len referrals each:Admission,Behavioral Health,Benefits Enrollment,Case Management,
Education,Food,HIV Services,Legal,Obtainment of Identification,Outpatient,Prop 47,Showers,SUD Assessment,Treatment,
Women's Support Croup.
42 The average time between receiving housing support and February 15,2022,was nine months.Recidivism data is only for
convictions in Alameda County.
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Program Strengths and Barriers
Program StrengthF
Staff go above and beyond when working with guests,which results in positive guest experience
at CARES and more engagement.Guests appreciate how kind,attentive,and supportive the staff
are.Through their interactions,guests know that staff want to help them,with one guest recounting
that the staff"didn't want me to leave before they could take care of me."One staff member
mentioned that they often talk to guests on the weekends and do all they can to get to know their
guests on a personal level.Moreover,staff noted that they always take the time to explain the
program to guests,tell them why they are there,and walk through each step of the process with
them.This point was supported by guests who described their experience at CARES as easy,smooth,
and welcoming,giving guests a sense of belonging and comfort.
Staff also highlighted that they want guests to know that someone cares about them,and by
planting a"seed,"guests are more likely to accept the support or return to CARES at a later point if
they were not interested at first.Most notably,staff and guests underscored the importance of lived
experience among staff members.Both sides expressed how peer staff relate well to guests,making
guests feel like they belong,with some saying they are"treated like family."
"1 really appreciate CARES for helping me through those rough times.1 really
needed that. What they had to offer- it was very helpful, their expertise. They're
very nice and professional.It feels like a best friend trying to help me out."
-Guest Focus Group Participant
"Besides giving a sense of family,showing we care - we understand,no
judgment-everyone has been in the some shoes as them,collectively all of them
have been.As a whole,CARES can relate...we can relate.I think it really makes
them feel a sense of belonging."
- Staff Interview Participant
Staff work well within and across providers to ensure guest success.Staff noted that collaboration
and communication within their team is commonplace and integral when deciding on the best
resources to address guest needs.Together,staff discuss what they collect from their interactions
with a guest and move toward a shared understanding of what services the guest needs.In addition
to staff communication,CARES has good communication with partner providers,some of which,like
CARES,are also run by La Familia.A staff member expressed that direct communication with
referring pathways leads to smoother referrals and"warm handoffs"where guest information is
shared with CARES.
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"At the office, we're helping each other out-staying in communication about
guests."
- Staff Interview Participant
Salesforce,an integral part of the processes at CARES,is well regarded by staff for data entry.
CARES uses Salesforce,an integrated Customer Relationship Management(CRM)platform,for all
data collection needs,such as risk reduction plans,all contact information,and referrals.Staff
expressed that Salesforce is easy to use and very thorough.Furthermore,staff do not have any
issues with the platform for data collection and find it very helpful in their work.
CARES connects guests to resources that facilitate stability and successfully divert them away
from system involvement.Guests noted that CARES helped them realize the resources available
that they would not have known of otherwise and described the different resources they were
connected to,such as housing services and SUD programs.Staff expressed similar experiences,
noting that they have had success getting guests housed and keeping folks out of incarceration.
Notably,staff were proud to say that they have not had many guests return to CARES due to criminal
activity,as seen in the recidivism outcomes above.Overall,guests have been successful-CARES
staff have seen many guests become sober,housed,and are reconnecting with their families.With
these outcomes,guests are less likely to interact with law enforcement.
"We've had a few successes for folks who were homeless for 20 years -now they
have their own place and have relationships with their families."
-Staff Interview Participant
"We get to plant that seed.For the majority of people who come through CARES,
and it ends up not working out...they always come back and show up at our door.
We literally had someone whose third time was the charm.Now he's doing great."
- Staff Interview Participant
"It all happened so fast. The following day I moved into housing. They offered to
give me things that I need for the place,and they've helped me out once or twice
with transit cards.1 hope the funding continues and they really made an impact.
God bless them.I really appreciate what they did for me."
- Guest Focus Group Participant
Program Barriers
There are instances when staff have difficulty engaging with guests.Staff reported how
challenging it is to not only engage guests once they arrive at CARES,but to keep guests engaged
for a few hours while they wait to be connected with their next service.Notably,it is most difficult to
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engage with guests who are intoxicated or high,experiencing a mental health crisis,or if they are
angry or frustrated.Staff also noted instances when guests were not open to sharing information
during assessments or were not compliant with COVID-19 measures(e.g.,masking),which further
challenged engagement and service delivery.Staff explained that after leaving CARES,it is difficult to
contact guests who do not have phones or are difficult to reach.Thus,staff said that some follow-
ups are more difficult than others.A staff member noted that case management would help
increase guest engagement in situations such as these.However,this is not a service provided by
CARES,which is a common misunderstanding between guests and partner agencies.
"Folks coming in high or suffering from mental health...if we don't get them
connected to services quickly,then they want to leave. That's the biggest
challenge that we face -keeping folks connected and grounded.If we just Sit
through this a little longer,it'll be well worth it."
-Staff Interview Participant
The process at CARES can be time consuming,which impacts the timeliness of care,as well as
guests'experiences.Staff mentioned that various parts of the CARES intake and service delivery
process can take longer than expected,such as the assessments and the time it takes for CARES to
connect with the DA.As a result of the extended timeframe of service delivery,guests noted
experiencing longer wait times.As mentioned above,staff are aware that guests disengage if the
process is not fast enough.Thus,the timeliness of services is crucial to guest engagement.
"Service delivery has been pretty smooth...the only thing,it is time consuming,and
they go over the time limit.Sometimes guests end up staying a little longer and
assessments take longer than expected sometimes.-
- Staff Interview Participant
CARES staff cannot serve all those who are brought to the office and sometimes must turn people
away due to ineligibility.Staff reported that some guests that come into CARES are immediately
told they are ineligible prior to services being delivered.Such is the case when individuals come into
CARES without a referral or when guests with referrals have not undergone a background check.For
example,the BART Crisis Team does not run background checks when conducting outreach and it is
unknown until the guest arrives at CARES that they are ineligible.Staff also noted occasions when
guests complete the assessment process and are later deemed ineligible for diversion from the DA.
Staff acknowledged that these situations do not happen often.However,staff feel that all could
benefit from CARES navigation services and that it is difficult to turn anyone away.
There is a lack of program awareness among the community and low adoption of the program by
law enforcement agencies,particularly in Oakland.A staff member noted that not enough people
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know about CARES and pleaded that more should be done to spread awareness in the community.
Along with increasing awareness among potential guests,the District Attorney's office has taken
steps to increase awareness among law enforcement through training and referral tools.This
coincided with a rise in referrals throughout Cohort If.However,staff noted continuing challenges
with getting law enforcement partners to fully adopt this diversion alternative.Law enforcement
agencies,particularly in Oakland,have been slower to make referrals to CARES,as shown by the low
proportion of referrals made by police.Staff attributed this low adoption to the additional time
required by officers to refer someone and accompany them to the CARES Navigation Center.
"The only and biggest challenge is getting law enforcement to adopt-it's the
process, the drive, the amount of time the officers are off the beat...We're housed in
Oakland[and]people who are eligible for CARES are walking by our office on a
daily basis. We're getting referrals from Hayward, San Leandro - we need more
from Oakland."
-Staff Interview Participant
Housing resources are limited in the county and guests experience barriers to accessing the
resources that are available to them.Staff members noted that the most common need among
their guests is housing.However,staff identified challenges in connecting guests with housing
resources in the community.Staff explained that the cost of living is high and the supply of beds in
the area is low,with too few emergency shelters and other housing resources available to refer
guests to.Additionally,both staff and guests reported barriers that prevent guests from accessing
housing services,such as criminal history and COVID-19 regulations at shelters and different housing
options(e.g.,requiring guests to be fully vaccinated and boosted).
"When I was in the office,they called a couple places and because of my criminal
background,some places wouldn't take me. They were making many,many
phone calls to different organizations."
-Guest Focus Group Participant
Staff experience difficulty utilizing Solesforcefor reporting data.Although staff shared that
Salesforce is great when collecting guest data through the intake process,they noted that
Salesforce is not equipped to report on the specific measures required by Prop 47.Staff expressed
that pulling specific data from Salesforce is a challenge despite the ease staff had with collecting
and inputting data into the system.
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v
Cross-Cutting Findings &
Recommendations
This section highlights common findings across all four Prop 47 program areas and
recommendations for future cohorts.
Services are high quality and clients are satisfied overall with the services they receive.For
individuals who are eligible and able to access them,Alameda County's Prop 47 services are working
well.Evidenced by the quantitative and qualitative findings in this evaluation,programs funded by
Prop 47 are achieving their goals of improving housing stability,supporting clients'mental health
needs,connecting individuals with substance use services,and generally meeting client needs.Staff
and clients report excellent relationships with one another across programs,even though many
programs are at capacity and staff are stretched thin.Prop 47 should continue to support
increased program capacity,so staff can keep providing high quality services.
Prop 47-funded programs are associated with a reduction in recidivism.All programs reviewed in
this evaluation report have recidivism rates under 20%(16%for mental health RTTs,14%for SUD
services,3%for housing assistance,and 7%for diversion).This suggests that addressing people's
basic needs and treating upstream factors may help keep individuals out of the criminal justice
system.
However,inconsistent data collection practices across providers make it difficult to effectively
communicate this impact.Some programs use sophisticated case management systems or
electronic health records systems,which feed into the county's behavioral health reporting system
Yellowfin.Other programs use internal Excel spreadsheets to track aggregate client counts.This
makes describing the impact of Prop 47 inequitable across programs because the quality of the
data varies widely.Prop 47 should more closely monitor data collection activities,set standards
across programs when possible,and provide technical assistance and funding to build or
improve data infrastructure.
Service providers appreciated coordination across Prop 47 service providers as an efficient way to
help clients address a variety of needs.The CARES Navigation Center,for example,expressed that
its direct relationship with other La Familia services allowed them to make timely warm hand-offs,
which is essential for maintaining client engagement.Second Chance,too,expressed gratitude for
the ability to refer clients to services they do not provide themselves.This finding is consistent with
Cohort I as well.Prop 47 should continue to encourage direct relationships between providers in
which they can coordinate and refer clients to one another to improve client engagement and
provide more individuals with well-rounded support. Furthermore,by connecting Prop 47 providers
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with one another,providers are more likely to receive clients who they know are eligible for their
services,making this an effective strategy for getting more individuals the help they need.
Clients and providers all highlighted increased housing assistance and stability as a critical need
that has implications on other areas of an individual's life.As in prior evaluations,RDA found that
the$5,000 allocated for housing assistance is not enough to stabilize a client's housing situation.As
a result,clients face additional challenges if their housing needs are not met.This makes providers'
jobs more challenging,too,given that a client with unstable housing will have a more difficult time
engaging in services.Prop 47 should continue to invest in housing assistance by seeking
additional funding,strengthening existing partnerships,and exploring new ones with landlords
and other housing providers.Considering that clients and providers have said that their programs
often do not last long enough to find stability,lengthening program duration as well as funding
amount,could improve clients'chances of success.
Both staff and clients highlighted the benefits of having peer staff available across programs.Like
Cohort I,clients appreciated the peer staff's ability to relate to them and their experiences.Clients
felt a sense of belonging and were part of a"family"with others with similar life experiences.Prop 47
should continue investing in their peer staff and utilizing funding to hire more staff with lived
experience.Through strengthening the peer workforce,Prop 47 programs can leverage the benefits
of having peers on staff and create opportunities for former clients to use their experiences to
support others in similar situations.
Client engagement was commonly cited by staff as a challenge to service delivery.Staff
expressed challenges with client engagement at different points of service delivery,such as initial
engagement with clients at first contact,during services,and at follow-up.The population served by
Prop 47 has complex needs,such as SUD,SMI,or co-occurring disorders.These complex needs can
make engagement difficult,and some clients may require a higher level of care than provided by
service providers.Moreover,some clients were also challenging to contact,and the reasons for this
varied(e.g.,clients not owning a phone,changing phone numbers often,etc.).As a result,staff had
difficulty initially connecting with these clients,helping schedule appointments,or following up with
clients after services were delivered.In the future,Prop 47 should focus on building up client
engagement strategies across program areas and at different engagement points.
Many of these challenges have persisted since Cohort 1.Issues like client engagement,limited staff
capacity,and the significant need for housing services have remained constant since Cohort I.The
evaluation team has gathered relevant and useful feedback from clients and providers about how
to improve the program,but explicit focus on developing and implementing solutions is needed for
Cohort III.Prop 47funds should include opportunities for service providers and clients to actively
participate in the design of future cohorts.
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Appendix A. Alameda County Local Advisory
Committee (LAC) Members
• Melody Parker,Community Representative
• Ashley Davis,Community Representative
• Sholonda Jackson-Jasper,Community Representative
• Gordon Reed,Community Representative
• Anita Wills,Community Representative
William Grajeda,Community Representative
• Danielle Guerry,Clinical Director
• Rodney Brooks,Executive Program Officer
• Mas Morimoto,Supervising Deputy District Attorney
• Kelly Glossup,Youth&Family Services Bureau Alameda County
• Dr.Katherine Tribble,Alameda County Behavioral Health Services Director
• Chief Marcus Dawal,Chief Probation Officer
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Appendix B. Alameda County Proposition 47 Logic Model
Process Outcomes&Impact
Inputs Activities Outputs Short-&Middle-Term Outcomes Long-Term Outcomes and Impacts
What do we contribute to What activities does our Once we accomplish our What changes do we expect to see within What changes do we expect to see
accomplish our activities? program area do to activities,what is the 0-2 years? within 3-5 years?
accomplish our goals? evidence of service delivery?
Funding Mental Health(MH) Mental Health(MH)Services Mental Health Montal Health
.BSCC Prop 47 grant funding Services .#of RTT staff .Clients stow decrease in functional .Formerly incarcerated
•Leveraged funds -Administer and analyze .#previously impairment as measured by repeated individuals with moderate
Leadership,Oversight,and intake assessments incarcerated staff adult needs and strengths assessment severe or serious&persistent
Staffing •Intensive case .RTT client/staff ratio (ANSA) mental illness are stabilized
.Health Care Services Agency management •#individuals enrolled in .Reduction in psychiatric through community-based
•District Attorney MH treatment MH services hospitalizations&psychiatric emergency mental health treatment&
•Probation Department .Poor Navigation •#who had 2+treatment room admissions services and do not reoffend
•Local Advisory Committee •Referrals for other sessions within 30 days •Clients maintain engagement in Substance Use
(LAC) services after enrollment mental health treatment&services or .Formerly incarcerated
Funded Providers substance use Disorder •Service hours provided successfully complete treatment during individuals with substance use
a Bay Area Community (SUD)Services aril number served the treatment period disorders are stabilized through
Services •Screen and refer SUD SubstanoeUse Disorder Substance Use community-based treatment
o Center Point clients (SUD)Services .Clients connected to treatment and services&do not reoffend
o Conales Unidos •Recovery residences .#individuals screened .Clients maintain engagement,in SUD Housing Condition
Reformando Adiclos(CURA) Housing Support Services for SUD treatment services throughout the .Formerly iroarceraled
o Lo Familia Counseling •Housing supports •#individuals enrolled in entire treatment period individuals with emergency
Services Diversion Program recovery residences .Clients successfully complete housing needs are stabilized
o Roots Community Health •Law enforcement Housing Support Services treatment through community-based
Center identiflcallon of eligible •#individuals provided •Clients do not experience relapse treatment&services&do riot
o Second Chance,Inc. individuals and transport funding or other services, Housing reoffend
Training&EBPs to the Navigation Center by service type and/or .Clients are provided housing supports Diversion
•BSCC guiding principles •Administer and analyze funding amount Diversion .Justice-involved individuals
•Multidisciplinary Reentry Intake assessments Diversion Program .Clients deflected,deferred,&diverted with behavioral health needs
Team(MRT) •Deflect,defer,or divert •#staff trainings from the criminal justice system who have contact with law
.Trauma-Inrorrned Care individuals .it individuals receiving .Clients on probation complete enforcement and/or have
•Restorative Justice services at the Navigation probation without violations or new engaged in misdemeanor
•Evidence Based Risk/Needs Center convictions criminal conduct are stabilized
Assessment Tools .tt individuals deflected, Criminal Justice through community-based
•Cognitive Behavioral Therapy deferred,and diverted .Clients reduce rate of recidivism,per services to avoid incarceration
•Motivational Interviewing the BSCC's definition System Level Outcomes
•Clients do not return to jail .Community partnerships and
System Level Outcomes collaboration for MH/SUD
.Improved coordination between treatment&housing
agencies&organizations
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Appendix C. Progress Toward Proposition 47 Objectives
Goals Objectives
65%of clients who enroll in RTT have 2+treatment 82%of clients who enrolled in RTT has 2+treatment
sessions within 60 days of admission. sessions within 60 days of admission
Upon program completion,50%of RTT clients show 28%of clients improved in life functioning domain,
a decrease in functional impairment as measured which includes physical/medical health,family
by repeated Adult Needs and Strengths relationships,social functioning,and residential
Assessment stability.
Formerly incarcerated 82%of clients did not exit with a case plan or
individuals with SMI are treatment goal partially or fully reached.On
stabilized through treat RTT clients maintain engagement in pl average,80%of individuals who were enrolled in
community-based MH treatment and services 2 successfully complete the program were enrolled for an average of 9.5
treatment and services and do treatment during the 12-24 month treatment ao
period. months(286 days).44/ had an unknown exit
not reoffend. status,therefore it is unclear whether this objective
was reached.
75%of disabled clients without SSI are successfully
No data available
connected with an SSI Advocate.
80%of RTT clients do not recidivate during the 84%of RTT clients did not recidivate during or after
treatment period. the treatment period through February 15,2023.
60%of Prop 47 clients referred to SUD programs 54%individuals who called the SUD hotline were
Formerly incarcerated enroll in ACBH SUD programs. connected to ACBH programs.
individuals with substance
use disorders are stabilized 80%of Prop 47 recovery residence clients enroll in 72%enrolled in SUD outpatient treatment upon or
through community-based SUD outpatient treatment and services, after entering a recovery residence.
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treatment and services and do 74%of clients reached or partially reached
50%of recovery residence clients exit recovery
not reoffend. residences with successful progress. (determined to be satisfactory progress)their
treatment goals.
The evaluation was unable to conduct a pre-
50%of recovery residence clients reduce post-analysis of admissions to detox programs
admission to detox programs. (detox admissions prior to enrollment were not
tracked).
80%of SUD clients do not recidivate during the 86%of clients did not recidivate following their first
treatment period. night in a recovery residence
50%of individuals deflected from the criminal 93%of individuals deflected from the justice
justice system do not recidivate. system did not recidivate.
Justice-involved individuals
with any mental illness who 65%of individuals deferred from the criminal 65%of individuals deferred from the criminal
have contact with law justice system are not charged. justice system are not charged."
enforcement and/or have
engaged in misdemeanor 65%of individuals diverted from the criminal Additional data collection and monitoring
criminal conduct are justice system are not convicted. procedures will be pursued in Cohort III.
stabilized through
community-based services to 50%of individuals on the behavioral
Additional data collection and monitoring
avoid incarceration. health/diversion probation caseload complete
procedures will be pursued in Cohort III.
probation without a violation or new conviction.
This statistic is based on written confirmation from the District Attorney's office.Additional data collection and monitoring procedures will be
pursued in Cohort III.
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Appendix D. Process Evaluation Measures
Activity Quantitative Data Qualitative Data
Mental Health MRTs •Staff&Clients •Interviews with Prop 47
#of RTT staff management
Staff demographic -)Collaboration and coordination
characteristics o Use of EBPs and best practices
#previously incarcerated staff including trauma informed
o MRT client/staff ratio care,cultural competence,
o#individuals enrolled in MH and restorative justice
services Community engagement
Client demographic Interviews with
characteristics supervisors/managers
Client education,housing,and I Collaboration and coordination
employment status&needs -Training needs
Client MH diagnoses o Experiences with staff,including
Services hiring,training,and retention
#with 2+treatment sessions o Experiences with clients
within 30 days after -)Perceived impact on clients
enrollment o Barriers and facilitators
Service hours,service type,and encountered
date of service per client o Use of EBPs and best practices
SUD Staff and Clients o Community engagement
Screening/Referral Client demographic Focus groups with line staff
and Recovery characteristics Experiences with leadership
Residences oClient education,housing,and Collaboration and
employment status&needs communication
oClient SUD diagnoses -)Experience with clients
•Services o Perceived impacts on clients
-#clients screened for SUD& o Perception of training
date of screening o Barriers and facilitators
#individuals enrolled in SUD encountered
programs&date of Focus groups with clients
enrollment o Experiences with staff
•#individuals enrolled in o Awareness of services
recovery residences Perception of services
•#individuals enrolled in o Barriers and facilitators
outpatient treatment encountered
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Housing Support •Staff and clients
Services o Client demographic
characteristics
o Client MH and SUD needs
•Services
o#clients provided funding or
other services,by service type,
provider,and funding amount
Diversion +Staff and clients
Client demographic
characteristics
o Client MH and SUD needs
o Client education,housing,and
employment status&needs
•Services
#clients referred to diversion
program and assessed by
diversion team
c#clients receiving services at
the Navigation Center
#deflected,deferred,and
diverted
o#clients on Behavioral Health
Probation Officer caseload
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