2019 Interim Plan - Scott County Community Corrections - CONTENTS - Scott County Library
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Scott County
Community Corrections
2019 Interim Plan
CONTENTS
Director’s Update 3
Organizational Chart 4
Personnel 6
2018 – 2019 Goals and Strategies Update 9State Outcomes and Measures 15 Budget Attached
Scott County Community Corrections 2019 Interim Plan | 3 Director’s Update Since the adoption of the 2018-2019 Comprehensive Plan, there have been no major changes in services and programming to the approved plan. For the 2018 budget, the County Board did approve additional FTE to three part-time staff in the department, given the additional Community Corrections Act funding appropriated by the 2017 legislature. Specifically, a .42 FTE was added to a part-time probation officer working with medium risk offenders to bring her to full-time. This probation officer’s caseload had risen to 130 offenders. In addition, a .2 FTE was added to two part-time probation officers in the Intake Unit bringing these staff to full-time to handle the added workload in this unit. The Scott County Treatment Court program has been in existence for over two years, having been implemented in October of 2016 with three year startup funding approved by the County Board and a three year Federal Drug Court Grant. Since that time, we have accepted 47 participants into our Treatment Court program. We currently have 27 active participants and six individuals on the waiting list. Five participants have graduated with the average length of time in the program at time of graduation being 19 months. Since inception, 15 individuals have been terminated from the program. The plan is to request permanent funding for Treatment Court through the 2020 budget cycle. Community Corrections continues to work with Social Services, law enforcement and the County Attorney’s Office on our Crossover Youth initiative. Scott County was selected as one of six new cohorts across the country to receive technical assistance with the Center for Juvenile Justice Reform (CJJR) from Georgetown University as part of a Multi-State Collaboration for Technical Training and Assistance. This assistance lasted over a six month period in 2018. Despite this work, referrals from the County Attorney’s office have been minimal. Community Corrections and Social Services have been working together to expand the model for youth who are open to both Corrections and Social Services, with the hopes of providing better coordination of services, case planning and outcomes. Probation officers from our Intake Unit met with the Sentencing Guidelines Commission this past year to propose the “ability” of creating a criminal history summary when the conviction offense is unknown. It was through this meeting and request that the Sentencing Guidelines Commission did create a new “Criminal History Summary” report which went live statewide on July, 24th, 2018. Scott County Community Corrections is currently involved in a “Paper on Demand” project. Current client files consist of both a paper file and an electronic file housed in the CSTS system. This system is inefficient as not all documents can be accessed remotely and results in loss of client files and the redundant retention of many documents. Housing all client documents within CSTS and implementing automated workflows will improve operational efficiency, eliminate document duplication and loss, and reduce costs in both physical file storage as well as staff time spent retrieving and re-filing client files. Timothy L. Cleveland Director Scott County Community Corrections
Scott County Community Corrections
The mission of Scott County Community Corrections is to ensure public
safety by reducing offender recidivism through community involvement,
effective programming, and supervision of offenders while being supportive
and responsive to the needs of victims and the community.
Juvenile Alternative Facility Organizational Chart
Juvenile Alternative Facility
(JAF)
Director
Tim Cleveland
Facility Manager
Sandy Soboy
JAF Supervisor JAF Supervisor Case Manager
Mark Bouressa Eric Schultz Ann Hanson
Facility Probation Officer Facility Probation Officer
Joseph Barron Christine Starkey
Facility Probation Officer Intermittent Facility Probation Officer
Karissa Davis On-Call Staff
Facility Probation Officer Intermittent Facility Probation Officer
Jandre De Wet On-Call Staff
Facility Probation Officer Intermittent Facility Probation Officer
Julie Dillavou On-Call Staff
Facility Probation Officer Intermittent Facility Probation Officer
Craig Fangmeier On-Call Staff
Facility Probation Officer Intermittent Facility Probation Officer
Matthew Hinton On-Call Staff
Facility Probation Officer Intermittent Facility Probation Officer
Katie Jones On-Call Staff
Facility Probation Officer Intermittent Facility Probation Officer
Heather Pierson On-Call StaffScott County Community Corrections 2019 Interim Plan | 5
Field Office Organizational Chart
Community Corrections
Field Office Director
Tim Cleveland
Probation Service Center Intake & Transfer Units Administrative Support
Treatment Court Supervisor Adult Unit Supervisor Juvenile Unit Supervisor
Supervisor Supervisor Supervisor
Keri Lorenz Keri Lorenz Keri Lorenz
Nicole Juba Nicole Juba Christi Weaver
Field Probation Field Probation Field Probation Assistant Probation Field Probation
Administrative Staff
Officer Officer Officer Officer Officer
Tawanna Carter
Betsie Niebes Kelly Barrett Corinne Conrady Mariah Mandich Laura Bebeau
Treatment Court & Field Probation Field Probation Assistant Probation Field Probation
Administrative Staff
Re-entry Coordinator Officer Officer Officer Officer
Nanci Gallagher
Heidi Kastama Rich Bierlein Stacy Peterson Judy Savage Shannon Becker
Field Probation Field Probation Assistant Probation Field Probation
Administrative Staff
Officer Officer Officer Officer
Connie Gebur
Melanie Herrera Erica Raines Matt Schultz Lynn Hanson
Field Probation Field Probation Field Probation
Administrative Staff
Officer Officer Officer
Ann Roskam
Jennifer Nimps Jim Studer Brenda Holtberg
Field Probation Field Probation
Officer Officer
Kris Nygaard Jean Johnson
Field Probation Field Probation
Officer Officer
Cassie Tupy Steve Lang
Field Probation Field Probation
Officer Officer
Neil Willmsen Katie Malecha
Field Probation Field Probation
Officer Officer
Mike Wyatt April WeinbergerScott County Community Corrections 2019 Interim Plan | 6
Personnel
Management 2 FTE’s
Tim Cleveland Director Grade 16
Sandy Soboy Juvenile Facility Manager Grade 14
Direct Supervision 5 FTE’s
Mark Bouressa Juvenile Facility Supervisor Grade 11
Nicole Juba Low-Risk, Pre-Trial, Intake, and Transfer Supervisor Grade 13
Keri Lorenz Adult and Juvenile Supervision, Treatment Court, and Grade 13
Re-entry Supervisor
Eric Schultz Juvenile Facility Supervisor Grade 11
Christi Weaver Administrative Services Supervisor Grade 9
Administrative 4 FTE’s
Tawanna Carter Administrative Specialist Grade 4
Nanci Gallagher Administrative Specialist Grade 4
Connie Gebur Administrative Specialist Grade 4
Ann Roskam Administrative Specialist Grade 4
Low-Risk and Pre-Trial Conditional Release Monitoring 3 FTE’s
Mariah Mandich Assistant Probation Officer Grade 6
Judy Savage Assistant Probation Officer Grade 6
Matt Schultz Assistant Probation Officer Grade 6
Transfer 1.2 FTE’s
Shannon Becker Probation Officer (.6 FTE) Grade 11
Brenda Holtberg Probation Officer (.6 FTE) Grade 11Pre-Trial/Intake 6 FTE’s Laura Bebeau Probation Officer Grade 11 Lynn Hanson Probation Officer Grade 11 Jean Johnson Probation Officer Grade 11 Steve Lang Probation Officer Grade 11 Katie Malecha Probation Officer Grade 11 April Weinberger Probation Officer Grade 11 Adult Supervision 8 FTE’s Domestic Abuse Kelly Barrett Probation Officer Grade 11 Neil Willmsen Probation Officer Grade 11 Medium-Risk Kris Nygaard Probation Officer Grade 11 Safe Streets Restored Rich Bierlein Probation Officer Grade 11 Sex Offender Cassie Tupy Probation Officer Grade 11 Sex Offender/Enhanced Mike Wyatt Probation Officer Grade 11 Traditional High-Risk Melanie Herrera Probation Officer Grade 11 Jennifer Nimps Probation Officer Grade 11 Juvenile Supervision 4 FTE’s Corrine Conrady Probation Officer Grade 11 Stacy Peterson Probation Officer Grade 11 Erica Raines Probation Officer Grade 11 Jim Studer Probation Officer Grade 11
Treatment Court & Re-Entry 2 FTE’s Heidi Kastama Treatment Court and Re-Entry Coordinator (.5 FTE each position) Grade 11 Betsie Niebes Treatment Court Probation Officer Grade 11 Juvenile Alternative Facility (JAF) 10 FTE’s Ann Hanson Case Manager Grade 11 Joseph Barron Facility Probation Officer Grade 9 Karissa Davis Facility Probation Officer Grade 9 Jandre De Wet Facility Probation Officer Grade 9 Julie Dillavou Facility Probation Officer Grade 9 Craig Fangmeier Facility Probation Officer Grade 9 Matthew Hinton Facility Probation Officer Grade 9 Katie Jones Facility Probation Officer Grade 9 Heather Pierson Facility Probation Officer Grade 9 Christine Starkey Facility Probation Officer Grade 9 On-Call Staff JAF Intermittent Staff Grade 9
Scott County Community Corrections 2019 Interim Plan | 9
2018 – 2019 Goals and Strategies Update
Community Corrections will strive to:
Enhance and promote public safety
Reduce offender recidivism utilizing evidence-based practices
Be supportive and responsive to the needs of victims and families
Use technology to work efficiencies
Strategy: Evaluate Treatment Court program and present findings to County Board to seek
permanent funding
Update: Due to the program being new (started on October of 2016) we have limited data for
outcomes. The first graduations from the program occurred in July of 2018.
As of November of 2018, 47 participants had been accepted into the program and there were 27 active
participants. The following measures represent data evaluated as of November 2018.
Process Measures:
1. # / % of participants who successfully graduate
Result: Five participants had graduated from the program.
2. # / % of negative drug tests
Result: 2,718 (81.5%) of drug tests administered were negative.
Outcome Measures:
1. # / % of participants who remain crime free vs. control group
Result: All graduates had remained crime free (the longest length being five months).
2. # / % of participants with stable housing - pre/post
Result: Pre-acceptance, all participants were living with family or in a jail or treatment facility. After graduation,
60% were living independently and paying rent.
3. # / % of participants employed full-time – pre/post
Result: Pre-acceptance, 20% of participants were employed (or enrolled in school). After graduation, 100% were
either employed or attending school full-time.
4. Jail bed days Treatment Court participants vs. control group
Result: Pre-acceptance, the average days spent in jail was 125 days. The average days spent in jail for graduates
during their participation was 1.6 days.Strategy: Implement an offender survey to better understand how they experience our
services
Process Measure:
1. 126 survey responses received
Outcome Measure:
1. 92% of offenders responding to survey who feel their probation officer treated them with respect, felt that their
probation officer tried to help with issues
2. 90% of offenders responding to survey felt their probation officer listened to them
3. 89% of offenders responding to survey felt that since being on probation they have improved their ability to stay
sober
4. 90% of offenders responding to survey felt that since being on probation they have learned to make better
decisions
5. 70% of offenders responding to survey felt that since being on probation they have improved their employment
situation
6. 66% of offenders responding to survey felt that since being on probation they have improved their housing
situation
7. 65% of offenders responding to survey felt that since being on probation they have improved their financial
situation
8. 68% of offenders responding to survey stated that since being on probation they have become involved in
organized activities in their community such as support groups, clubs, church groups, etc.
9. 81% of offenders responding to survey felt that since being on probation they have learned of resources available
to them if they choose to use them
10. 82% of offenders responding to survey felt that since being on probation they have improved relationships with
family members who help them make positive changes
11. 89% of offenders responding to survey felt that since being on probation they have been satisfied with their
experience on probation
Strategy: Implement phase three of the Minnesota Association of Community Correction Act
County’s Evidence-Based Practices Continuous Quality Improvement Plan
Process Measures:
1. 100 % of targeted staff attending annual motivational interviewing booster training
2. 70% of adult staff and 25% of juvenile staff demonstrated scoring proficiency on risk assessments
3. # / % of targeted staff maintaining fidelity on case plans (pending)
Outcome Measures:
71% of adult offenders and 82% of juvenile offenders were successfully discharged from probation
85% of adult offenders and 75% of juvenile offenders remained free of felony convictions within 3 years of
discharge
Strategy: Evaluate, enhance and improve early discharge practices in coordination with
justice partnersUpdate: There have been challenges with our justice partners regarding early discharge from probation. We will continue to work on this strategy in 2019. Strategy: Participate in county staff resiliency pilot project along with Sherriff’s Office, Child Protection, and Children’s Mental Health Update: The resiliency work group met over several months to explore ways to increase staff resiliency, county wide. The group utilized feedback from staff, the staff survey and information they collected to present a plan to County administration. It was determined that the focus for 2018 would be stress management, de-stressing in the moment tips, a challenge and lunch and learn on improving our sleep habits and still to come a focus on meditation and Qigong techniques as a way to continue to help employees to become more resilient and give them tools they can use to help when work/home/etc. is causing stress. These were things that were easier to implement and would have a positive impact on Staff County wide. We also discussed a variety of ways to get the information out to staff including, county wide emails, and lunch and learn opportunities as well as webinars. It was important to have a variety of options for staff preferences as well as staff that work shift work and non-traditional hours. Strategy: Participate in statewide bail study implementation planning with Scott County Justice Partners Update: SCCC started utilizing the MNPAT on the statewide due date of December 1, 2018. SCCC has a supervisor that was trained as an MNPAT trainer. SCCC offered several short presentations to other justice partners regarding the changes of the MNPAT. In early 2019, SCCC will be coordinating meetings with our justice partners to review current work flow practices and what improvements or changes are needed as timelines are a concern with the new MNPAT rule of charged offenses. Internal CSTS practices will be implemented when the MNPAT form and tool is installed within CSTS in April of 2019. Strategy: Participate on Scott/Carver County justice system and social service team to develop protocol to address and deal with sexually exploited youth Update: Professionals from both Scott and Carver Counties who work with youth met to identify protocol to address youth who have been sexually exploited. The focus of the meeting was to share resources and discuss options for workers when there are concerns that a youth they work with may have been trafficked or at risk for trafficking. In addition to the resources discussed, it was determined that workers would also call child protection intake in the appropriate county to report if a youth may be a victim of sexual exploitation.
Strategy: Fully implement Scott County Re-entry Assistance Program with focus on assisting
and removing barriers for offenders with mental health issues
This strategy will be performed in collaboration with jail administration, Mental Health Center,
Adult Mental Health, Child Support, Work Force Center, Economic Assistance, CAP and CDA
agencies.
Update: We are in year two of our implementation of the re-entry program. The re-entry team
consists of staff from jail administration, jail nursing staff, Mental Health Center, Adult Mental Health,
Child Support, Work Force Center, Economic Assistance, CAP, CDA and Community Corrections. Last
spring, the team re-convened to re-cap the previous year and identify any changes that needed to be
made. The team will come together again in the spring to review.
Since we started the program, we have received 79 referrals. Example of services coordinated for
inmates included: MN Sure applications, SNAP/General Assistance, Chemical Use Assessment,
Chemical Dependency Treatment, Diagnostic Assessment/Mental Health Services, Mental Health
Case Management, Work Force Center, Housing, and Child Support Assistance.
Strategy: Participate in Multi-System Collaboration Program “Improving Outcomes for Multi-
System Youth – Building Cross-Systems Capacity and Infrastructure”
This is a Training and Technical Assistance program through the Center for Coordinated
Assistance to States. Scott County has been selected to receive this training as part of the fifth
cohort nationally.
The entire Crossover Youth Team in Scott County will participate in this effort to improve
outcomes for crossover youth in Scott County.
Update: Scott County was awarded a grant for technical assistance through Georgetown University
to assist in the implementation of the Crossover Youth Model. Human Services, Community
Corrections, County Attorney, Public Defender, Shakopee Public Schools as well as a representative
from the Mdewakanton Sioux Community participated on a planning committee. The planning
committee participated in webinar training that assisted us in developing and implementing our
model. During the course of our planning, we requested to have staff from Georgetown University
come on site to assist us in mapping out our processes for handling juvenile delinquency case in Scott
County. This would then assist us in identifying our decision points and how we could identify these
youth as early as possible. Georgetown staff was able to come for a site visit in the spring. As a result,
we were able to map our processes in Scott County and identify the decision points for the juvenile
delinquency cases. As a result of this work, we decided to implement an expansion model for
crossover youth.
Supervisors and staff from Community Corrections and Social Services met to develop the expansion,
determine process and procedures and identify criteria for youth that would be eligible for the
expansion model. We began implementation of the expansion in November and continue to work to
streamline and address any issues that may arise.
Strategy: The Juvenile Alternative Facility will incorporate the Truthought and Stages of
Change assessments into the treatment and transition plans of youth This will enhance the facility’s effort to address the individual’s criminogenic factors
throughout treatment and transition while in the facility and once they return to the
community.
Update: Completed and ongoing. This has enhanced the facility’s effort to address the individual’s
criminogenic factors throughout treatment and transition while in the facility and once they return to
the community.
Strategy: Enhance technology to make workflow more efficient and effective
1. Implement mobile version of CSTS for smart phones/tablets
In September of 2018, members of the Technology Workgroup piloted the mobile version
of CSTS. In October, the application was released to all staff in the Field Office.
2. Utilize Technology Workgroup to choose new devices to replace existing laptops for staff
In 2018, the Scott County Community Corrections Workgroup evaluated and piloted
several devices in order to determine which devices allowed each unit to work most
efficiently and effectively. The Workgroup submitted their selections to IT and, in May of
2018, all staff were provided with new devices.
3. Implement first two phases of CSTS Strategic Vision plan, to include JAIMS functionality and
CSTS Agent and Supervisor functions being moved to a web platform
A JAF Supervisor is active on the Facility User Group and is working with IT on planning for
the first phase of this project. We expect to receive the web version of the system in mid-
summer and have it installed and operational shortly thereafter.
4. Explore the use of signature pads for offender and officer signatures both in the office and in
the field
The Field Office embarked on a Paper on Demand project in October of 2018. One
component of this project was to implement the use of electronic signatures by clients and
staff to reduce the amount of paper generated and used by the Department. The project
team updated CSTS documents, provided training to staff, and successfully rolled out the
use of signature pads to staff in early 2019.5. Improve website by building online forms offenders can complete which can be submitted
electronically
One goal of the Paper on Demand project is to build online form for offenders to complete
and submit electronically. The project team has identified documents to target with the
goal of having these documents live in mid-2019.
6. Collaborate with Court Administration on exchange of information and documents
The Paper on Demand project team is evaluating the use of MNCIS notifications for staff.
7. Participate on statewide committees to enhance CSTS functionality
Community Corrections managers continue to serving on the CSTS Executive Committee,
the CSTS Enhancement Committee, and the Facility Admissions User Group.Scott County Community Corrections 2019 Interim Plan | 15
State Outcomes and Measures
Community Safety
Indicator
1. The percent of felony offenders who are re-arrested, re-convicted, or incarcerated for a new felony offense during
the first three years of probation, parole, or supervised release
Outcome Indicator
1. Percent of new felony convictions while under supervision
Note: In 2014 there were a small number of juveniles in research group resulting in 0% recidivism.Restore the Crime Victim
Indicators
1. Number of cases with restitution ordered
2. Number of cases with restitution paid in full
3. Percent of cases where restitution is collected in full by the time of discharge
.
4. Percent of victims responding to a survey who indicated satisfaction with the manner in which their cases were
handled by the supervising agency
Outcome Indicator
1. Percent of juvenile cases with restitution paid in full at discharge.
2014 2015 2016 2017 2018
$ PAID $25,753 $44,318 $33,415 $25,453 $28,433
% OF CASES 91% 91% 93% 88% 97%Community Restoration
Indicators
1. Number of Sentencing to Service (STS) hours ordered
2. Number and dollar value of STS projects completed
3. Number and percent of cases with Community Work Service (CWS) ordered
4. Number and percent of offenders who have completed CWS upon discharge
Outcome Indicators
1. Number of Sentencing to Service (STS) hours ordered and completed by adult offenders
2014 2015 2016 2017 2018
Ordered Completed Ordered Completed Ordered Completed Ordered Completed Ordered Completed
4,532 5,208 6,108 4,224 9,121 3,914 7,170 3,313 6,512 5,283
2. Number of Sentencing to Service (STS) hours ordered and completed by juveniles
2014 2015 2016 2017 2018
Ordered Completed Ordered Completed Ordered Completed Ordered Completed Ordered Completed
1,355 824 2,071 755 1,016 816 1,193 627 1,320 810
3. Dollar value of STS projects completed
4. Number of offenders who have completed CWS upon discharge5. Percent of offenders who have completed CWS upon discharge
Juvenile Target - 90%
Adult Target – 75%Develop Offender Competencies and Assist Offender to Change
Indicators
1. Number of offender assessments and reassessments completed.
2. Number of case plans developed that address factors relating to criminal behavior.
3. Number of offenders obtaining/maintaining employment while under supervision.
4. Number of offenders obtaining education while under supervision.
5. Percent of felony offenders re-convicted of new felony offenses within one year of discharge.
Outcome Indicators
1. Percent of adult offenders obtaining/maintaining employment while under supervision.
2012 2013 2014 2015 2016 2017 2018 TARGET
46% 49% 52% 59% 64% 57% 73% 55%
2. Percent of juveniles obtaining/maintaining education while under supervision.
2012 2013 2014 2015 2016 2017 2018 TARGET
80% 86% 79% 78% 85% 89% 97% 85%
3. Percent of felony offenders re-convicted of new felony offenses within one year of discharge.
2011 2012 2013 2014
JUVENILE 28% 8% 11% 3%
ADULT 5% 6% 7% 12%
4. Percent of felony offenders re-convicted of new felony offenses within three years of discharge.
2010 2011 2012 2013 2014 TARGET
JUVENILE 35% 35% 39% 32% 25% 40%
ADULT 15% 16% 19% 19% 26% 20%You can also read
