HomeMy WebLinkAbout20170823.tiffIntroduction of Alternative Programs
Alternative Programs are sentencing options for the
Courts, to place lower -level offenders at the Work
Release Facility or on Electronic Monitoring In -Home
Detention, in lieu of using the Weld County Jail. These
alternative sentences provide offenders (clients) the safe
opportunity for prosocial functions while contributing as
citizens in our community. These clients are also allowed
to meet additional requirements of their sentences
and/or conditions of their sentences to Probation, which
may include attending treatment.
The Work Release program is based in a separate facility
from the Weld County Jail. Clients reside at the facility
and are allowed to work in the community at approved
locations, with their whereabouts being monitored. All
clients participate in substance use monitoring and are
subject to search of their person and/or personal
belongings. All clients pay a daily► fee for placement.
Failure to comply with the terms and conditions of Work
Release may result in a client's transfer to jail to serve the
remainder of their sentence.
The Electronic Monitoring In -Home Detention program
monitors clients in the community through electronic
monitoring devices and these clients must reside at
approved residences in lieu of their sentence in jail.
Clients are allowed to leave their residence for
employment, court ordered activities (treatment), and/or
for medical appointments. Clients are fitted with
electronic tracking equipment (ankle monitors) that
determines their authorized and unauthorized
movement from their approved residence of
confinement. BI, Inc. with The GEES Group, delivers these
day-to-day services through a structured agreement with
Weld County, with Alternative Programs staff providing
daily oversight.
Background
Alternative Programs was previously a function of
the Weld County Sheriff Office. Through a series
of discussions, the Sheriff's Office and the Justice
Services Department approached the Weld
County Board of Commissioners to transfer
Alternative Programs to the department. The
Board approved the proposal and transferred
Alternative Programs on 1/1/16. Alternative
Programs now adds to the many services
delivered by the department, to include
administration of Community Corrections, Pretrial
Services, a Court Date Notification Program and
administration of the Criminal Justice Advisory
Committee (CJAC).
Alternative Programs provides a cost
avoidance/savings to taxpayers. In 2016, staff
completed 1,333 client intakes to Work Release
and 580 client intakes to the Electronic
Monitoring In -Home Detention program. Costs to
confine a person in jail can be as high as $100 per
day, while placement in Alternative Programs
ranges from $15 to $27 per day.
Administration of
Alternative
Programs
Transition of
Employees from
Sheriff's Office to
Justice Services
4
Case
Management
Function
Partnerships
In 2016, an Office Technician III position was added to assist with
administrative support duties previously done by the Sheriff's Office. Over the
past year, Alternative Programs has developed and improved internal systems
for accounting and purchasing tasks, with the support, coordination and
cooperation of the Sheriff's Office, Accounting and Finance. Various forms,
policies and procedures were also updated and implemented to reflect best
practices.
The employees of Alternative Programs are dedicated and passionate about
the work they do. While there was, naturally, some hesitation around the
transition, staff have been positive and embracing of the change. Staff
contribute ideas and innovations for program improvements. Particularly
impressive is staff's years of experience and professional demeanor. The
department is proud to report that only one position of turnover was felt this
past year, the Alternative Programs Director. The naming of new Alternative
Programs Director, Dianna Campbell has and is allowing the program to move
forward. She quickly established supervisory team meetings, is improving
overall communication and is implementing improved policies and procedures.
With the transfer of the Work Release program from the Sheriff's Office to the
Justice Services Department, the need for a case management function has
become paramount. The Board of County Commissioners approved a 1.0 FTE
position in 2017. This new function will help address conditions for the clients'
life that contribute to recidivism, joblessness, homelessness, ongoing mental
health issues and/or substance abuse. To name a few:
• Assessing client needs;
• Developing a basic service strategy;
• Linking clients to appropriate
community services; and
• Monitoring a client's progress and
program compliance.
This position will work hand -in -hand with
administrative and security staff to ensure
continued and effective Work Release
operations.
Partnerships with other agencies are vital and enhance the programs:
• The Weld County Sheriffs Office assisted in the transition of the
program as well as continues to provide support services and training.
Ten (10) K-9 searches were conducted in 2016 at the Work Release
Facility;
• The Buildings & Grounds Department keeps the facility maintained with
their prompt response. Additionally, clients help with overall cleaning
and assists Buildings & Grounds personnel in their daily duties; and
• The 19th JD Courts and Probation Department with their on -going
communication and assistance.
t
"This program helped me gain control of my life and I was
able to get stable by obtaining a job!"
"I think lock downs should be more on schedule not a guess.
All was clean and comfortable."
When completing the Work Release program, clients are asked to fill out an Exit Survey
anonymously. These results are compiled each month and shared with staff. The consistently
low scoring item observed was, "The orientation did not answer my questions!' In response,
the Orientation Client Handbook and the Client Placement Agreement were completely
revised for a more interactive experience for clients and staff. Clients' understanding the rules
and regulations of the program is mission critical and affects their success.
Client
Surveys
d
"Staff was respectful. Building was clean. Orientation did skip
a few things."
"I do believe that the work seek program works well for those w/o
a job. The staff was pleasant and I learned a lot during my stay."
(Each
item
is based
Survey
on
QuestionsYT
a scale
1=disc
ree;
5=
a
1-51
agree)
1.
Work
Release
staff
is competent
462
2.
The
orientation
answered
my questions
3.9
3. Staff
communicates well
with
me
4.1
4.
Staff's
supervision of
the
facility
is effective
4,2
5.
The
Work
Release
staff
are just and fair
4.0
6. Staff
is in control
of
the
facility
4.3
7. I
feel
safe
while
in the
Work
Release
Facility
4.4
8.
My
surroundings
while
in the
Work
Release
Facility
were clean
4.3
9. Work
Release
staff
are consistent
4.0
10. I benefited
from my stay and will leave
better than I
arrived
4+2
aar Average:
4,1
"First time at work release. Tough at first but understandable. I
wasn't perfect but it was an experience worth my while."
"I feel staff could use a little more humanity when dealing
with clients."
Work Release Performance Measures
900 854 2016 Work Release Client Terminations
800
700
600
500
400
300
200
100
0
Successful
Completions
15 48 19
38
Court Ordered Warrants / ICE I Ineligible
Release In -custody
Voluntary
Terminations
70
233
Escapes Regressions
For 2016, 67% of clients completed their placement successfully at the Work Release Facility, 2% of clients
were released early by Court order, 4% of clients were taken into custody on other legal matters, 3% of clients
did not have legal authorization to work in the U.S. and were transferred back to the Court, 1% of clients
voluntarily terminated their placement, 5% of clients absconded from the facility by "walking -away" or failing
to return while in the community, and 18% of clients were regressed from the program for various technical
violations and transferred to jail. (Technical violations include being out of placement of assignment,
drug/alcohol use, and/or not following staff directives, etc.)
50
40
30
20
10
0
21
Contraband
# of Clients 21
2016 Work Release Client Technical Regressions (types)
56
8
13
Fighting New Crime
19
Following Out of
Directions Place
49
50
Positive BA Positive UA
8
13 19
56 49
6 4 7
Property
50
6
Medication
Abuse
4
Returning
Late
7
• The physical capacity of the facility is for 288 residents;
however, the operational capacity with the current
staffing pattern is 180 clients. In 2016, the average
daily population was 161 clients.
• The average length of client stay was 44 days.
• The type of charges sentenced were 22% felony and
75% misdemeanor; with a high proportion of alcohol
related traffic offenses.
In 2016
$746,138.17
Collected in Client Fees,
$18,585.88
Collected from laundry &
vending machines,
$764,724.05
Total Revenue
2016 In -Home Detention Client Placements
Electronic Monitoring
In -Home Detention
For 2016, 90% of clients completed
the In -Home Detention program
successfully, 1% of clients were taken
into custody on a warrant, 1% of
clients absconded by "walking away"
or failing to return to their residences
and 7% of clients were regressed to
the jail. Of those regressions, 21%
were for alleged new law violations
and 79% for technical violations (out
of place of assignment or
drugs/alcohol use).
■
Partnership with local vendor
BI, Inc., and The GEO Group
Successful,
470 clients
—moo
Regressions (34)
New
Crime (7)
Technical
Regression (27)
• In 2016, the average daily population was 66
clients.
S
The average length of stay was 54 days.
The type of charges sentenced were 6% felony,
90% misdemeanor, 4% traffic and 1% petty
offense.
Looking Forward...
In 2017, the forward momentum shall continue and a
few goals set for the year:
• Hiring and developing a Case Manager to
develop this function, expanding the use of
community resources and connections to other
agencies;
• Full implementation of Client Placement
Agreement and Client Handbook;
• Advance new client orientation experience,
making it more interactive and informative;
• Develop Strategic Planning giving a long-term
mapping of vision and direction;
• Continued systematic review of policies and
procedures and enhancing practices for fidelity;
and
• Maintaining a clean and safe facility for staff
and clients.
Hello