Denver Human Services 1200 Federal Blvd. | Denver, CO 80204

www.denvergov.org/humanservices General Assistance: 720.944.3666 | Report Child Abuse: 1-844-CO-4-KIDS

Denver Human Services Business Management Division

Contracting Services

On behalf of Office of Behavioral Health Strategies

Transition from Jail to Community

Request for Proposals Package RFP_TJC2017_OBHS

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NOTICE OF REQUEST FOR PROPOSALS City and County of Denver

Office of Behavioral Health Strategies Transition from Jail-to-Community

Denver, Colorado DATE July 31, 2017 The City and County of Denver through the Denver Human Services (DHS) is releasing this Request for Proposals (RFP) to deliver services for the Office of Behavioral Health Strategies (OBHS) through the Transition from Jail-to-Community (TJC) model. The goal for OBHS TJC program is to reduce recidivism or likelihood of a person returning to jail by improving stabilization upon returning to the community, and improving the quality of life for persons involved in the criminal justice system. These goals will contribute to making Denver’s communities safer. The TJC model connects participants to services prior to their release from detention or jail, with continued services upon reentry into the community. These services include continued support, skill development, direct case management and resources, and relationships to promote positive community involvement. Cooperation and collaboration between criminal justice system and community partners is critical to providing a continuum of services. The TJC model was developed by the National Institute of Corrections (NIC)/Urban Institute (UI). Denver was awarded and received over three years of technical assistance from NIC and UI beginning in 2009, and began implementation of the model at that time as part of the Crime Prevention and Control Commission’s efforts to reduce recidivism and the jail population. Current examples of the model in Denver are behavioral health and addiction services now supported through State funds, and the jail-based LifeSkills and Community Reentry Project (CRP) efforts currently funded through City local funds. This RFP may directly impact the current services CRP is providing. Nationally, the inter-relational structure of the system to community partners participating in the TJC model varies according to the needs of the population(s) being served and the available resources. In many cases, the model includes a collaborative relationship between the sheriff’s department, justice system, community supervision providers (e.g. probation/parole, pre-trial) and community-based treatment (mental health, substance use, brain injury, etc.), employment and education, housing, and other individualized case-management service providers. Efforts that support implementation of the TJC model can be found embedded in various online resources within the U.S. Department of Justice, Office of Justice Programs (OJP), Bureau of Justice Assistance (BJA), and Second Chance Act Reentry Program for Adults with Co-occurring Substance Abuse and Mental Disorders (hereafter “Second Chance Act”). For example, some of the information below may be helpful excerpts from some of these on-line resources. The links to this information are in the footnotes of this RFP.

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• The BJA describes “reentry” as “not a specific program, but rather a process that starts when an individual is initially incarcerated and ends when he or she has been successfully reintegrated in the community as a law-abiding citizen. The reentry process includes screening and assessment in a pre-release setting, the delivery of evidence-based programming in a pre-release setting, and the delivery of a variety of evidence-based programming for every program participant in a post-release setting designed to ensure that the transition from prison or jail to the community is safe and successful. “1

• Second Chance Act presents research from the National Institute on Drug Abuse that indicates that those who complete prison-based treatment and continue with treatment in the community have the best outcomes.2 The document goes on to say, “Bureau of Justice Statistics (BJS) has reported over 50 percent of jail and prison inmates were abusing or dependent on drugs in the year before their admission to prison”.3

• BJS also has reported that 16 percent of jail and prison inmates were identified as having a mental illness4, while other studies have shown that prevalence rates of co-occurring substance abuse and mental disorders in inmate populations are striking. For example, research has indicated that jail detainees have a 72 percent rate of co-occurring substance use.5 They note the importance of ongoing coordination between treatment providers and community corrections in addressing the complex needs of these re-entering individuals.6 Lastly, they note the increased value of permanent housing—particularly permanent supportive housing—in lower recidivism, reduced homelessness, and improved mental health and substance abuse outcomes for segments of the population with significant histories of homelessness and behavioral health issues7.

• The Second Chance Act provides a good summary of evidence-based and best practices and suggests reviewing the Substance Abuse and Mental Health Services Administration’s (SAMHSA) Guide to Evidence-Based Practices available at www.samhsa.gov/ebpwebguide. They recommend suggested guidelines for dosage

1 Second Chance Act Reentry Program for Adults with Co-Occurring Substance Abuse and Mental Disorders FY 2015 Competitive Grant Announcement; BJA-2015-4061, CFDA #16.812. 2 Martin, S.S.; Butzin, C.A.; Saum, C.A; and Inciardi, J.A. Three-year outcomes of therapeutic community treatment for drug-involved offenders in Delaware: From prison to work release to aftercare. The Prison Journal 79(3):294–320, 1999; Prendergast, M.L., Podus, D., Change, E., and Urada, D. The effectiveness of drug abuse treatment: A meta-analysis of comparison group studies. Drug Alcohol Depend 67(1):53–72, 2002 3 www.bjs.gov/index.cfm?ty=pbdetail&iid=778 4 www.bjs.gov/content/pub/ascil.mhtip.txt 5 http://gainscenter.samhsa.gov/pdfs/disorders/gainsjailprev.pdf 6 Second Chance Act Reentry Program for Adults with Co-Occurring Substance Abuse and Mental Disorders FY 2015 Competitive Grant Announcement; BJA-2015-4061, CFDA #16.812) 7 Second Chance Act Reentry Program for Adults with Co-Occurring Substance Abuse and Mental Disorders FY 2015 Competitive Grant Announcement; BJA-2015-4061, CFDA #16.812)

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and intensity of services, identifying 200 - 300 hours of cognitive-based interventions for moderate and high-risk individuals respectively. They also describe the need for three (3) to nine (9) months’ post-release services with 40-70% of high-risk individuals’ free time being occupied with routine and appropriate services.8 Miller and Rollnick, 2002, states “programs with staff who are trained and proficient in motivational interviewing are more likely to have clients who are engaged in behavioral change. “Research also shows that utilizing cognitive behavioral interventions and higher levels of structure and services for high risk individuals”.9

Like Federal efforts to increase continuity of care from incarceration to community, the TJC model calls for comprehensive reentry processes including, but not limited to, client assessment, transition and case planning and targeted services in the correctional and community setting based on the assessed individuals risk and needs. Proposers are encouraged to review and utilize the TJC toolkit at http://tjctoolkit.urban.org/. The model calls for evidence-based/best-practice services that are effective with medium-to-high-risk persons who are likely to re-offend upon entrance back to the community without support and intervention. In addition, best practices for reentry services are culturally responsive and address factors or “criminogenic needs” of the individual including cognitive processing, attitudes, beliefs, values and emotional regulation, employment and education including supported employment, developing positive family, peers and natural supports, productive use of time, brain and mental/trauma, health and substance use treatment and recovery support. Services and skills also address reentry planning and barriers to reentry such as obtaining valid personal documents necessary for work or driving, compliance with valid court orders, system navigation, benefit acquisition and referrals, and continuity of care, which are all integral to successful reintegration. In support of Denver’s continuing effort to manage the jail population, and given a large number of persons in jail due to a technical violation or revocation resulting from non-compliance with terms and conditions of community-based supervision (probation, parole, pre-trial), funds from this solicitation could be used to work with persons who are currently under community-based supervision and in jail due to a technical violation or revocation, who have recently been in jail due to such a violation or are in jail at a pre-trial or sentenced status. Participants have to be Denver residents and living in and/or returning to Denver post- release.

It is anticipated that the estimated total amount of funding available under this Request for Proposal (RFP) will be approximately $550,000. The City intends to execute contracts starting on January 1, 2018 and ending December 31, 2018. Funding is for a one (1) year

8 Second Chance Act Reentry Program for Adults with Co-Occurring Substance Abuse and Mental Disorders FY 2015 Competitive Grant Announcement; BJA-2015-4061, CFDA #16.812). Bourgon, G., and B. Armstrong (2006). Transferring the Principles of Effective Treatment into a “Real World” Setting. Criminal Justice, 32(1), 3-25. Gendreau, P. and C. Goggin (1995). Principles of effective correctional programming with individuals. Center for Criminal Justice Studies and Department of Psychology, University of New Brunswick, New Brunswick. Latessa, E.J. (2004). The challenge of change: Correctional programs and evidence based practices. Criminology & Public Policy, 3(4), 547-560.5 9 Second Chance Act Reentry Program for Adults with Co-Occurring Substance Abuse and Mental Disorders FY 2015 Competitive Grant Announcement; BJA-2015-4061, CFDA #16.812). Miller, W. and S. Rollnick (2002). Motivational Interviewing: Preparing people for change. New York, NY: Guilford Press.

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period with an option to renew for up to an additional three (3) years contingent on funding availability and program delivery and outcomes. DDHS reserves the right to negotiate all contract amounts. Parties interested in submitting a proposal to provide such services are required to follow the guidelines and instructions contained in this RFP. If the applicant agency or its partners, or referring agency, can invoice another source for some or all the services, that must be done and shown and noted in the budget. The RFP packet may be obtained on or after July 31, 2017 by visiting “Bidding Opportunities” on the denvergov.org web site at Denver Human Services, Contracting Services for an electronic download. If you are unable to download the RFP packet please contact Contracting Services at 720-944-2233 to pick up a packet at DHS during the hours of 9:00 A.M. to 4:00 P.M., Monday – Friday. All successful proposers will be required, at their own expense, to secure and deliver within a specified timeframe to the City, a current Certificate of Insurance (COI) showing coverage for all required insurance prior to the initiation and execution of any contractual agreement according to the “Insurance Information and Sample Certificate of Insurance Form” (Attachment 6) in this RFP. The successful proposer will be required to provide proof that the insurance is current and will be kept in force at all times during the term of the contract. The proposer is also required to complete Attachment 7, “Compliance with Contract and Insurance Certification Form,” and submit with the proposal along with any current insurance verification. Please submit the Proposal Certification form and attachments to the attention of : RFP Information Contact Person:

Tami Tapia Contractor Administrator Denver Human Services 1200 Federal Boulevard 4th floor Denver, CO 80204-3221 Phone: 720-944-3108 Fax: 720-944-2224 E-mail: tami.tapia@denvergov.org

Only applicants that meet the minimum qualifications as set forth in the complete Request for Proposals packet will be reviewed. The responses from this RFP will be reviewed for appropriate qualifications and experience in relation to the services to be provided. The Executive Director reserves the right, at his/her sole discretion, to reject any or all responses and to waive informalities and minor irregularities in responses received and to accept any portion or all items proposed if deemed in the best interest of the City and County of Denver. Registration Required:

Upon receipt of this RFP, it is your obligation to register with DDHS by sending an email to: tami.tapia@denvergov.org You will be asked to provide your company name, two (2) contacts, email address, fax number, and telephone number. This information is required should DDHS amend the RFP and/or need to communicate with proposers. If a proposer is not registered, any information that is related to and is subsequent to the release of this RFP, may not be communicated to the proposer.

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Denver Human Services Business Management Division

Contracting Services

On behalf of Office of Behavioral Health Strategies

Transition from Jail-to-Community

Request for Proposals Package RFP_TJC2017_OBHS

This Request for Proposal package is divided into two parts. Part I contains general information and instructions necessary for submission of a proposal to the City and County of Denver. Timelines of the RFP will be included in this section. Part II contains information regarding the scope of services to be provided, any general specifications, and documents specific to this solicitation to be completed and submitted as part of a response. Evaluation criteria will be included in this section.

PART I INSTRUCTIONS FOR SUBMITTING PROPOSALS

To be considered, all proposals must be submitted in accordance with these instructions. Note: the following are general instructions for submitting proposals. Additional and/or conflicting instructions outlined in part ii (general specifications) of this request for proposals (RFP) may supersede these instructions. 1. Issuing office

This RFP is issued for the City and County of Denver by Denver Human Services (DHS), 1200 Federal Boulevard, Denver, Colorado 80204.

2. Purpose

This RFP is designed to provide qualified proposers sufficient information to prepare and submit a proposal.

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3. Scope This RFP contains the instructions for submitting a proposal, the information to be included in the response and any mandatory requirements which must be met for the proposer to be eligible for consideration.

4. Who Should Respond

All interested proposers who have the capability to meet the specifications are invited to submit a proposal in accordance with the specification, procedures, dates, and times as set forth herein. Proposals will be accepted from public, private non-profit, faith-based or private for-profit firms, which meet at least one (1) of the following criteria:

• Governmental/ political entity of the state of Colorado • Registered or incorporated in the state of Colorado and in

good standing • A foreign corporation registered with the Colorado

Secretary of State and in good standing • Individuals

Prior to contracting, private corporations must either be incorporated in the state of Colorado or registered with the state as a foreign corporation, and must be in good standing. Proof of such standing is required prior to the start of the contracting process.

5. Inquiries Proposers may present questions concerning this RFP to the contact person specified in this section. Any such inquiries must be submitted by e-mail to Tami Tapia (tami.tapia@denvergov.org) or in writing and faxed to 720-944-2224 from July 31, 2017 through August 14, 2017. Questions must be typed or printed clearly, and include the proposer’s name, telephone number, e-mail address and the name of the organization(s) being represented. All questions will be answered fully and submitted to all proposers and posted at “current bidding opportunities” at: http://www.denvergov.org/humanservices/denverhumanservices/aboutus/doingbusinesswithus/contractingservices/tabid/441524/default.aspx; by 4:00 p.m. August 17, 2017.

6. Addendum to Request for Proposals If it becomes necessary to revise any part of this RFP, an appropriate addendum will be issued by the City. The City may re-publish, at its sole discretion, any such addendum.

7. Proposal Submission

Proposal must be received no later than 3:30 p.m., Mountain Daylight Time, September 11, 2017. Proposers mailing their submissions must allow sufficient delivery time to ensure receipt of their proposals on or before the time and date specified at:

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Denver Human Services Contracting Services Attention: Tami Tapia, Contract Administrator 1200 Federal Boulevard, 4th floor Denver, Colorado 80204-3221 (no fax or e-mail copies will be accepted)

Please include one (1) proposal clearly marked “original” and nine (9) copies as well as an electronic copy, as stated on the “proposal checklist”. These should be submitted in an envelope or container with the name of the proposer clearly shown on the top left-hand corner of the envelope or container.

8. Late Proposals

It is the responsibility of the proposer to assure that the proposal packet arrives at the specified location by or prior to the date and time specified. Proposals postmarked by the due date but received after the due date, will not be considered.

9.Rejection of Proposal

The Executive Director reserves the right, at his/her sole discretion, to reject any or all proposals and to waive informalities and minor irregularities in proposals received and to accept any portion or all items proposed if deemed in the best interest of the City and County of Denver.

10. Incurring Costs

Expenses for developing a proposal are entirely the responsibility of the proposer, and the City shall not be liable in any manner for any costs incurred in connection with the preparation, submittal, or subsequent negotiation.

11. No Arrearages/No Defaults

No proposal shall be accepted from, and no contract will be awarded to, any person, firm or corporation that is in arrears to the City and County of Denver, upon debt or contract, or that has defaulted, as surety or otherwise, upon any obligation to the City and County of Denver, or that has failed to attain or demonstrate compliance with any law, ordinance, city regulation, or contract term or condition as may be provided for or required in any city contract, or that may be deemed irresponsible or unreliable by the City. Proposers may be required to submit satisfactory evidence that they have the necessary financial resources to perform and complete the work outlined in the proposal.

12. RFP Closing Date

All proposals must be received by 3:30 p.m. Mountain Daylight Time September 11, 2017, as specified in the RFP. In the event of an emergency (i.e., inclement weather) which causes the mayor of the City and County of Denver to close Denver Human services offices, the Executive Director of DDHS has the

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authority to reschedule the RFP closing date. All proposers will be allowed to resubmit prior to the new date and time specified.

13. Insurance

To be in accordance with the terms and conditions of a contract agreement with the City and County of Denver, the successful proposer will be required to have a current and valid insurance policy in effect always that is in compliance with mayoral executive orders, Denver charter, the revised municipal code and the city’s risk requirements. Proof of insurance is a major aspect of contract compliance.

The successful proposer will be required, at its own expense, to secure and deliver to the City a current Certificate of Insurance (COI) showing coverage for all required insurance as shown in the Insurance Information and Sample Certificate of Insurance Form attached to this RFP as Attachment 6 within ten days of award of funding. The proposer will submit a signed Compliance with Contract and Insurance Certification Form, labeled as Attachment 7, which acknowledges an understanding of insurance requirements for the proposal. The coverage is to be kept in force at all times during the term of the contract.

14. Executive Order 101 Diversity and Inclusiveness Provisions in City Solicitations

Executive order 101 establishes strategies for the City and County of Denver to use diversity and inclusiveness to promote economic development in the city and to encourage more businesses to compete for contracts and procurements awarded by the City. Please use the following link to complete the diversity and inclusiveness requirements for this solicitation: https://fs7.formsite.com/ccDenver/form161/index.html. All proposals that do not complete executive order 101 diversity and inclusiveness in city solicitations information request form prior to this RFP submission will be rejected.

15. Conflict of Interest No official, officer, or employee of the City shall have any personal or beneficial interest whatsoever in connection with the services, agency, or business proposed within this RFP. The proposer agrees not to hire or contract for services with any official, officer, or employee of the City or any other person in any manner, which would be in violation of the Denver revised municipal code chapter 2, article iv, code of ethics, or Denver City charter 1.2.9, and 1.2.12.

16. Parent Company/ Fiscal Agent

If a proposer is owned or controlled by a parent company, or utilizes a fiscal agent, the name, main office address and parent company’s/fiscal agent’s tax identification number shall be provided in the proposal.

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17. Non-Discrimination Proposer shall comply with all city, state and federal laws, rules, and regulations involving non-discrimination based on race, color, religion, national origin, gender, age, military status, veteran status, sexual orientation, marital status or physical or mental disability.

18. Proposal Disposition/Proposal Open Record

All proposals and the materials attached thereto submitted in response to this RFP, except for any identified proprietary material, shall become the property of the city upon delivery to the city. The city reserves the right in its sole discretion to use without limitation any and all information, concepts and data contained therein. Any portions of the proposal that the proposer deems confidential shall be clearly marked as such. An entire proposal marked “confidential” or “proprietary information” will be declared non-responsive. If a request to inspect the proposal, or any portion thereof, is made by a third party, the City will endeavor to treat all materials requested to be kept confidential and not disclosed to the extent provided by C.R.S. § 24-72-201, et. Seq., the Colorado open records act. The proposer understands that the city may be subject to the provisions of such act together with the uniform trade secrets act. The City will endeavor to inform the proposer of any third-party request for disclosure of such information pursuant to the Colorado Open Records Act or as may be otherwise made to the City. If the proposer requests that such information be held confidential and not disclosed by the City, the proposer will assume the defense of such position, up to and including litigation, and will indemnify and save and hold harmless the City, its officers and employees, from any expense, fees, costs or liability associated with such third-party request or such litigation.

19. Compliance with Federal, State, And City Laws

The proposer agrees to comply with all federal, state and local laws and regulations applicable to the funding source authorizing any program or activity funded through this RFP (including, but not limited to Title VI of the Civil Rights Act of 1964, including the limited English proficiency requirements) and with all laws, policies, procedures, ordinances, and regulations of the City and County of Denver.

20. Prohibition against employment of illegal aliens to perform work under this

agreement The successful proposer is prohibited from knowingly employing or contracting with illegal aliens to perform services pursuant to this proposal, and shall execute a certification to that effect at the time of entering into a contract with the City.

The successful proposer will not enter into a contract with a subcontractor that knowingly employs or contracts with an illegal alien or that fails to certify to the successful proposer that it does not knowingly employ or contract with illegal aliens to perform work on this proposal.

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If the successful proposer executes a contract with the City and fails to abide by these prohibitions, the City may terminate the contract, and the successful proposer will be liable for actual and consequential damages to the City.

21. Certification Regarding Debarment, Suspension, And Other Responsibility Matters

Federal law implementing Executive Order 12549 requires that the prospective proposer certify that it and its principals are not debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded by any federal department for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (federal or state or local) transaction or contract under a public transaction; or are in violation of federal or state antitrust statutes or are indicted for or otherwise criminally or civilly charged with a commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property. This form is attached to this RFP as Attachment 5 and is also available in an electronic format. If you desire an electronic copy, please request the form be sent to you by e-mail. Complete the form and include it with your proposal in hard copy.

22. Selection of contractor(s): evaluation process

A. Committee An evaluation committee will evaluate all proposals received prior to the proposal deadline for completeness and the proposer’s responsiveness to all specifications as outlined in the RFP. Once the review is complete, recommendations for funding will be submitted to the Executive Director of DDHS for final determination of the successful proposers and dollar amount of the contracts.

B. Disqualification Failure by a proposer to provide all information requested in the RFP may result in disqualification of the proposal.

C. General Evaluation Criteria Information submitted by the proposer should be in the order as outlined in the RFP specifications. Proposals will be evaluated according to the following criteria: services to be provided, record keeping, meeting program goals and reporting, history and ability to administer services and fiscal feasibility.

D. Record Keeping The proposer’s record keeping system must be available to program monitors and auditors and must be maintained in an orderly fashion to easily locate necessary documents. The proposer’s record keeping system must be electronically compatible with excel computer software program and must be maintained to easily locate necessary documents. Such records must be maintained for a period of six (6) years after receipt of the final payment under the contract.

E. Subcontracts

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Any subcontracted services proposed by the proposer shall be described and information provided as to the nature of the services. The financial and legal relationship between the proposer and the subcontractor must be described in the proposal and approved by DDHS prior to initiation of a contract. Proposers and their subcontractors must comply with all confidentiality, privacy and HIPAA laws.

F. Interviews The purpose of an interview, if held, is to gain a better understanding, by all parties, of the work to be performed. Proposers selected to be interviewed will be contacted and scheduled, in no particular order, to meet with the evaluation committee or a representative of DDHS at the City’s sole discretion. Interviews are held during regular working hours. During the interview, additional general and/or budget information may be requested. Any additional information will become part of the submitted proposal and, subsequently, part of the final contract. Based on (1) evaluation of the submitted proposals, (2) any information gathered during the interview process and (3) all additional submitted information, selected proposers will be invited to execute a formal contract with the City and County of Denver.

G. Recommendation The objective of the evaluation committee will be to recommend to the Executive Director of DDHS the proposer(s) whose proposal is most responsive to the specifications as stated in this RFP. The specifications within this RFP represent the minimum performance necessary for response by an interested proposer. Upon the decision of the Executive Director, the contract will be prepared and submitted for signature through the city’s contract approval signature process. All proposals and associated documentation, including final executed contracts may be subject to disclosure as open records pursuant to C.R.S., title 24, article 72, of the Colorado Open Records Act.

23. Terms of Payment Funds are to be distributed to the successful proposer on a reimbursement basis only. Billings submitted for reimbursement must be accompanied by adequate documentation. All costs must be supported by properly executed payrolls, time sheets, invoices, contracts or vouchers, or other official documentation evidencing in proper detail the nature and propriety of the charges. The successful proposer will be required to submit monthly billings using designated DDHS forms. These forms are due by the 15th day following the month in which services were rendered. Only those budget items approved in the final contract will be reimbursed. Each billing shall include, but not be limited to, documentation and/or reports as required to support appropriate program expenses. Recipients of city funds must agree to comply with all applicable regulations governing contracts with the City and County of Denver and all applicable state

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and federal regulations including but not limited to financial audits contained in the office of management and budget’s uniform administrative requirements, cost principles, and audit requirements for federal awards.

24. Term of Services

Services by the selected proposers are to commence on January 1, 2018 and continue through December 31, 2018. All contracts, contract amounts, and extensions are contingent upon funding availability and contractor performance.

25. RFP Cancellation

The City and County of Denver reserves the right, at its sole discretion, to cancel this RFP in whole or in part, if it is in the best interest of the City and County of Denver.

26. Contracting Procedures

The successful proposer will be required to execute a contract with the city. The city reserves the right to contemporaneously negotiate the final terms of the proposed contract with one or more of the highest rated responsive proposers. If the city is unable to reach an agreement as to final contract terms with any selected proposer, the city expressly reserves the right to terminate negotiations and enter into contract negotiations with one or more of the other finalists.

All contracts will be executed in accordance with the City and County of Denver contract administration process. Services and payment may commence upon the complete execution of the signed contract between the successful proposer and the city.

27. PROPOSAL FORMAT INFORMATION

This RFP is designed to allow each proposer to highlight the services it intends to provide. To facilitate an effective evaluation process, proposers are instructed to utilize the following format in preparing a proposal.

Proposal should be prepared on 8½ x 11-inch paper. Proposal narratives may not exceed twelve (12) single-spaced

pages in length. All pages should be numbered in the following manner: page

____ of ____ pages. (example: page 1 of 12; page 2 of 12, and so on)

Page margins must be at least one inch on all sides. Any type smaller than a 12-point font will not be accepted in

proposal narratives. All acronyms must be defined. All proposals must be bound together by a binder clip. Do not use

professional binding methods, staples, or paperclips.

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This RFP requires the submission of one (1) original, and nine (9) copies (total ten) of the full proposal and attachments, plus one full electronic copy of the full proposal and all the attachments on a cd or flash drive. Please submit all electronic attachments in Word form.

Letters of collaboration (from partners identifying willingness to collaborate)

Letters of referral (from agencies identifying willingness to accept referrals from your agency)

Job descriptions and resumes Abstract Complete budget and narrative for each provider and total project Proposal Certification Form: complete, sign and place as cover

page of your proposal. (attachment 1) Proposal Checklist Form: complete, sign, and attach to your

proposal following Proposal Certification Form. (attachment 2) Compliance with Contract and Insurance Certification Form:

complete, sign, and attach to your proposal following Proposal Checklist Form. (attachment 7)

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Part II City and County of Denver Denver Human Services

Contracting Services General Specifications

for Office of Behavioral Health Strategies

Transition from Jail- to- Community

A. BACKGROUND

The City and County of Denver, Crime Prevention and Control Commission (CPCC) was formed in 2005 and is committed to reducing crime and delinquency in Denver through an evidence-based, accountable and efficient public safety strategy. The CPCC was established to reduce crime, partly by reducing criminal recidivism. It was tasked with the following: facilitate coordination among justice system agencies; support the development of a data-driven criminal justice system that offers a range of evidence-based interventions, sanctions, and programs; facilitate the development of information technology and data necessary for effective criminal justice policy development, jail population management, and evaluation of sanctions and programs to hold offenders accountable; facilitate use of jail space by encouraging alternatives, where appropriate; analyze and make recommendations for policy on effective crime prevention strategies, community education about the justice system and other community related justice system issues, and, recommend expenditures for the Crime Prevention and Control Commission Fund. CPCC is part of the Office of Behavioral Health Strategies tasked with creating proactive, responsive and integrated strategic leadership supporting mental wellness and public safety in Denver.

Information to prepare this RFP came from a literature review including the TJC Toolkit, reports from current service providers, surveys, interviews, focus groups (providers, system and currently incarcerated persons receiving services), system and provider meetings, and a community-provider led meeting. In addition, information came from data of persons in Denver’s criminal justice system, reentry return on investment calculations, and a comprehensive review (2015-16) of processes used in Denver to implement the TJC model. Interviews also included TJC leaders implementing the model in several cities with similar jail capacity as well as creators of the TJC model. We wish to thank everyone who participated and contributed to gathering this information with special thanks to JVA and CRP for the reports they created and shared. You can find the JVA report and CRP Reentry Roundtable notes attached to this RFP.

We strongly encourage you to read the two attached documents, the JVA TJC Research Report and Recommendations (Attachment 11) and notes from the CRP Re-entry Roundtable Newsletter (Attachment 12), to better understand current views of needs for reentry in Denver. Recommendations, summary and common themes from the JVA TJC report and the strategies from the Reentry Roundtable Notes are provided below. Questions throughout this RFP refer to information from these documents.

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Following are the summary of takeaways from the JVA Research and Recommendations report. Key takeaways were drawn from those themes that came up as a result of the various methods used in data collection, including survey responses, facilitated meetings, jailed inmates focus groups, and key informant interviews. The following are the important highlights of the research:

There are important assets already in practice for Denver’s reentry services. Focusing on such strengths can heighten the impact the TJC model has on current inmates.

There are significant barriers and challenges that limit the success of reentry services, that include;

Programming for reentry services is important at all levels. Specialized services are more extensive and serve population groups with the greatest needs.

Collaboration and shared ownership are important values shared by all participants of this research project.

Evaluation is an important element to consider and implement to ensure the effectiveness of practices.

Recommendations:

The following are a collection of suggested recommendations by participants in survey responses, facilitated meetings, jailed inmates focus groups and key informant interviews, and further refined by JVA:

Collaboration is key Acknowledge the importance of collaboration as key to success for reentry services at all levels and between all players within the TJC model.

Reentry starts at arrest Provide reentry services starting at arrest, every step of the way, and to all population groups, which is crucial to reduce recidivism at all levels of the chain.

Mental health as top priority Recognize mental health as a top priority given the high percentage of people suffering from mental health issues who are in jail and the high level of vulnerability the population group endures.

Lessen stigma around incarceration Work to alleviate community stigma around the incarcerated population through widespread education in order to improve the jail-to-community population’s access to essential services and resources in the community.

Basic life skills programming Provide improved life-skills programming that focuses on practical education that includes financial literacy, business

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courses and money management in order to increase the confidence level and success rate of inmates going back to the job market.

Booklet of services and resources Generate an inclusive package that contains comprehensive information on available community services and resources as well as useful and current contact information.

Logistical support upon release Improve coordination of logistical support upon release, including limiting midnight releases, readily available transportation outside the jail, accessible communication devices (i.e., cellphones) and knowledge of or contact information for available community-based services and resources.

Debt management services Promote the establishment of programs that focus on helping jail-to-community individuals relieve debt accrued as a result of an individual’s case through community service or other effective methods.

The Reentry Roundtable, convened by CRP, included 40 participants coming from a variety of backgrounds and areas of work and experience. According to their notes, the emerging themes were: reentry needs to be community based and community organizations are assets; transportation, housing, medical services, substance abuse and mental health services are currently barriers to reentry; all populations should be served; gaps in service provision exist in the delivery of current jail-based services; cross learning and sharing among community organizations is needed to better meet the needs for those returning from jail. Following are the combined strategies shown in broad categories/issues from the five break out groups that were written on easel paper and included in the summary of the meeting.

Reentry Roundtable Combined Strategies • Collaboration: Create systems and processes to foster community collaboration. It is the City’s role to support collaboration. Better communication, coordination amongst providers that’s sustainable; service coordination; relationships. Working together-make the most of what we currently have-go from there. Collaboration- getting everyone on the same page. Aligned goals. • Start services pre-release and continue in the community. Use the one stop shop model for reentry. Reentry definition needs to include pre-incarceration as well; including the initial police contact or complaint, police interaction, the arrest. Community providers should navigate systems and processes with persons with disabilities. How to be proactive versus reactive. Evidence-based practices; Free EBP training; MI. Awareness of services available. • Train corrections staff and deputies in other skills, such as communication. • City should use community based agencies for RFP’s, not non-local, private organizations; shift system dollars to community based programs. More financial resources need to be allocated for persons reentering. Many are experiencing poverty and have large expenses derived from incarceration. Need more community based programs. Find out what the needs of the homeless and justice involved are. • Know and meet the needs of the client; increase self-efficacy • Creating trust; integrity, rapport building • Peer support; constant follow up • Systems accountability (informing of rights); account for dollars; political activism

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• Interfaith. Community welcome • Space that is not stigmatizing • Employment Training Cross Agency Training. Technology education, computer classes, resume

building • Accessible transitional housing; Reduce employment and housing barriers due to criminal background • Free and accessible trauma, grief counseling, mental health substance use supports and assessments • Financial literacy and education; Increased access to vocational rehabilitation. Strategic employment practices to get first interview; sustainable wages • More forums for inmates, homeless, justice involved people. • Need to introduce new services to clients, such as bowling, fishing, softball, basketball games, etc. Life Skills/ Functioning skills, catch bus, laundry; Dress for Success, professional clothing. Confidence- building self-worth Modeling- life skills, employment, self-care. • Teaching community regarding criminal charges; Host a Release Fair for returning citizens • Assessments should be shared between probation, jail, and providers to help identify what else is

needed, who does what, where do clients go for resources, how do they get in and open line of communication with probation and jail personnel

The potential contractor(s) will demonstrate a commitment to developing and maintaining strong partnerships between community and government-based entities. In their application, the proposer will provide a comprehensive overview of their proposed services and processes as well as their ability to manage the project, operations, infrastructure, relationships, and financial aspects required by this RFP. Potential contractor(s) will demonstrate their knowledge and implementation of the TJC model including what screening and assessments will be used and how assessments are utilized to identify client risks and needs, to match clients with services, the delivery of services and/or direct referrals to appropriate services, and measure client progress and stabilization. The contractor(s) will be responsible for ensuring that they and/or their service partners are tracking assessment and outcome data and will provide this data for evaluation purposes. The contractor(s) will also demonstrate that they utilize varied teaching and service delivery methods to address various culturally responsive learning styles. In addition, contractor(s) will articulate the evidence and best practice models they are using including how they will maintain fidelity to the model including staff skills and training.

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A. REQUIREMENTS

Please include responses to the following items: • Proposers may submit individually or as a collaborative of two or more

agencies. However, an agency can only be part of one submitted application. o If the proposal is a collaborative effort, letters of collaboration or a

memorandum of agreement (MOA) outlining the program design, services and roles and responsibilities of collaborating entities must be submitted with the proposal, The contract recipient agency must be clearly identified and must be the fiscal and managing agency. The City may engage more than one proposer to provide the services requested.

o In addition, applications must include letter(s) from the agency(s) that agree to refer clients for services. Referring agencies may or may not be formally part of the collaborative effort. Referring agencies can include community-supervising agencies (probation/parole, pre-trial) whose clients end up in a jail as a result of sanctions, and/or from the Sheriff Department itself.

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• If volunteers/interns and peer supports are utilized by the proposer, the proposer will describe the screening process and scope of work they will provide. Job/position descriptions for all personnel should be included in the prospers application. They will also describe and ensure that they are appropriately trained and supervised. All staff, including any volunteers/interns and peers, will provide services in a manner that is sensitive to the backgrounds and cultures of program participants. All staff, volunteers, peers and interns will have to complete a background check. Persons with prior criminal justice history may be allowed to participate according to the policies held by the referring agencies and the Department of Safety. The cost of background checks needs to be written into the grant.

• The provider will be responsible for ensuring confidentiality of all records associated with the performance of the contract which includes, but not limited to, names of individuals served. Right to privacy laws can be found in C.R.S. 26-1-114, 26-13-107(3) (a&b) and 18-55-102, 26-13-102.7. Federal Code, 42 USC 654 (26), 45 CFR 2015.50, 42 USC 653 (b) (2). A release of information should be used by the providing agency(s).

• Describe the willingness to use the TJC reentry database developed specifically for TJC reentry services. In some cases, to avoid duplication of data entry, providers may choose to only use this database. This database is to be used by program staff of the Denver Sheriff Department and TJC community-based providers. Protection of privacy is already part of the database and can be tailored if needed.

B. SCOPE OF WORK Abstract

In no more than one page, single space, 12-point font, 1-inch margins provide the following. This page does not count against the maximum pages allowed for the proposal narrative.

• Describe the overall scope of work, targeted population and numbers to be

served and brief overview of the agency(s) providing the services. • Describe the goals and objectives of the program and the intended impact. • Describe both pre-and post-release service delivery for program participants

o Identify if you are providing any of the following services to individuals

while they are in jail or other custody setting (please include all that apply): o Gender-specific treatment services o Treatment for trauma/PTSD o Motivational enhancement therapy o Cognitive-behavioral interventions, including those

focused on “criminal thinking”

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o Relapse prevention o Parenting skills training o Employment, vocational, and educational skills o Peer support, mentoring, and self-help groups o Pre-release planning o In-reach by community treatment providers and

supervision o Other

o Identify if you are providing any of the following services to individuals once they are released from jail, prison or other custody settings (please include all that apply):

o Case management o Gender-specific treatment services o Treatment for trauma/PTSD o Motivational enhancement therapy o Cognitive-behavioral interventions, including those

focused on “criminal thinking” o Relapse prevention o Parenting skills training o Employment, vocational, and educational skills o Peer support, mentoring, and self-help groups o Other

C. PROPOSAL NARRATIVE The following information should be fully explained in your proposal and be

presented as follows: 1. AGENCY HISTORY, CAPABILITIES, COMPETENCIES, COORDINATION AND ABILITY

TO ADMINISTER THE PROGRAM • Provide a brief overview of your agency or organization including mission,

history, years in operation, total staff size and staffing related to this program. Describe for each collaborative program a multi-agency application.

o Briefly describe your agency’s infrastructure (financial, technology used, location, Human Resources, etc.) to manage this type of contract and provide these services.

o Describe your staffing model, staff experience and training working with persons involved in the justice system. Describe how many staff will be dedicated to this project and the staff to client ratio. Describe staff supervision processes.

o Describe hours of operation and the ability to provide services outside of an 8-5, Monday-Friday work day.

o Describe the level of training staff have in delivering cognitive skills o Describe the level of training staff have in motivational interviewing.

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o Describe special training, certificates or licensure staff have or will be required to have as part of this program.

o Describe staff experience working with and meeting the needs of various cultural communities.

• Briefly describe any experience you have in managing previous contracts with the city and county of Denver and/or other government agencies in the last five years and describe your organization’s ability to effectively manage those contracts.

• Describe any fund raising or other funds that would be leveraged to support this project.

• Describe current partnerships/collaborations in which you are involved and how they might be enhanced by or supported by this project.

• Describe the relationship and agreements with your current referral sources. • If proposing a collaborative effort with services from multiple agencies,

and/or delivery of services by some agencies specifically in one setting or another, describe expectations, roles and responsibilities including how decisions will be made, who is leading the effort, who will coordinate with the referral agencies and how often the group/team will meet. Describe how coordination of staff from multiple agencies will be managed. Describe how conflict will be resolved and any anticipated policies that need to be developed. Include a summary of these agreements in your signed MOA.

2. PROGRAM DESIGN AND IMPLEMENTAITON

All services and processes should be presented here and outlined in the signed MOA or letters of collaboration. OBHS/CPCC will be part of the overall TJC implementation, but cannot act as collaborator/partner in this solicitation. A detailed logic model or examples in the Urban Institute TJC Toolkit may be appropriate to use in describing some of the items below. Provide a detailed description of the services you propose to provide and include a narrative and timeline that explains the entire process from start to finish. At a minimum address the following:

• Describe how your proposed program/services address the major components of the TJC model and support reentry-best practices. Include your definition of “Reentry”

• Describe the population(s) you will serve, what services you will provide and why you believe those are the best services to provide to that population.

• Describe what evidence-based/best practice services you will offer. Describe any manualized curriculums that will be used and staff training necessary to increase implementation fidelity.

• Describe cultural considerations your target population(s) present and how you will respond in a culturally responsive manner.

• Describe the proposed location(s) of the services to be provided: Detention Center (short-term or longer-term trustees), jail, community (provide specific location(s) or community-supervision agencies), a combination of the above, or other settings. Note: In the best-case scenario, services would be

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initiated and delivered in jail and continued into the community with the same service provider. However, the model allows for different providers to provide services in different locations if there is continuity of care and seamless integration so that strong relationships are built with the client regardless who is delivering the services. In some cases, staff may not be cleared to provide services in certain settings due to criminal or other history. Criminal justice agencies reserve the right to not allow specific person(s) to provide services to clients or in certain settings.

• If you are proposing to only provide services in the detention center, or jail, or only in the community, describe how you will ensure coordinated efforts with others who are supervising and/or providing services to clients you are engaged with.

• Identify the number of clients to be served by setting/location and services by frequency and duration.

• Be specific in your description of what types of case management services are provided pre-release and post-release? Address how you will manage the delivery of services given the anticipated length of stay for someone in detention vs a jail sentence.

• Describe the process for linking individuals to services outside of what you provide.

• Identify if you would be willing to co-locate with other successful providers to deliver services from a centralized, downtown location. Identify how many staff you would anticipate working from that location.

• Identify how you will ensure clients are connected to and receiving benefits and services available from Denver Human Services and other city, state and federal benefit resources.

• Describe collaboration and coordination efforts. Describe who has final say in a specific case and how disagreements related to services, client needs, judicial actions will be managed and resolved. Describe areas where joint policies may need to be developed.

• Provide detailed goals, objectives, activities, and outcomes, timeline for program implementation and staffing for proposed services. At least one goal or objective must address how the program will maximize the likelihood that clients will utilize services upon reentry into the community.

• Identify who will deliver services and how many clients will receive services by placement location - detention, jail and community-supervision side and transition to the community-based services.

What incentives are proposed to be used to encourage client participation by location of service. Describe the level of engagement necessary to receive particular incentives.

Describe the staff-to-client ratio by service type and location(s).

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• Eligibility, exclusions and Length of Services • Describe eligibility and exclusion criteria for your services?

(gender, geographic catchment area, risk and need criteria, etc.)

• Describe anticipated lengths of services for each section of your proposal. (Keep in mind clients may be eligible for “earn and good time” which may reduce jail length of stay. In general, it is best to plan on persons only being available for 30 days or less while incarcerated).

• Describe the anticipated intensity, duration, and frequency of services. Define “completion of service” for each service offered. If working with a population who is also under community supervision, how will you track and report clients’ total hours of occupied time, engagement in cognitive skill training, etc.

• What services are provided to assist participants in assessing insurance/benefit status and to make applications to obtain or restore benefits?

Screening, Assessment and Referral

• Currently, community-supervision agencies, the Denver Sheriff Department, Denver Health and Hospitals Authority, etc., utilizes, or is the process of utilizing specific standardized screening and assessment tools. Describe your willingness and what it would take for you to adopt those tools/results as part or as the screening/assessment information you will use to provide client services.

• Describe the screening and assessment instrument(s) that will be used, when they will be administered, by whom and how various providers will be notified of the results. How will they inform the development and outcomes of the case plan? Distinguish from risk, need, treatment and reentry assessments as necessary. o Describe any additional screening/assessment tools you will use that

are specific to your services. Describe staff training necessary to use the screening/assessment tools. Describe how you will inform collaborating agencies about your specific tools.

• Describe the client identification, referral and acceptance/rejection and termination process for services. Describe if a client can be served more than once. o What is the duration of case management and other aftercare (post-

release) services? o What level of coordination is provided between aftercare services and

correctional treatment, and community supervision?

3. IMPACT/OUTCOMES, EVALUATION, DATA COLLECTION, INFORMATION SHARING

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A TJC database has been created and designed to be used by Denver Sheriff staff and community provider(s). It is expected that this database will be used for all successful awardees. In addition, OBHS/CPCC conducts an annual Return on Investment (ROI) program evaluation and ongoing dashboard. Please describe your willingness to enter data into this database, use this database, comply with the ROI, dashboard and program evaluation. Describe any specific data-sharing requirements needed for you to share data with OBHS/CPCC, with referring agency(s) and with other collaborators. If a collaborative, a section in the MOA or letters of collaboration must include information/data sharing agreement information.

• Describe any other data you are required to collect due to licensure or other funding streams that will benefit this program.

• Describe your “release of information” and/or consent to release information process. Describe confidentiality requirements. Successful contractors will be required to provide identifying information (name or program ID) for clients to justify costs. If bus passes, incentives and other items of value are given to clients, they will have to sign a log that will have to be submitted for reconciliation.

• At a minimum, provide a definition of the following: o Client “stabilization” or “reintegration” and how your program will

impact and measure client stabilization. o Recidivism; how and when will you check and report recidivism? o Enrolled and levels of engagement o Types of completion/termination o Length of involvement in services

• Describe what data will be collected by whom, when and how data integrity will be managed. Who is responsible for compiling, analyzing, and reporting the data? Note: reports are due each quarter and funds may be withheld if a report is not submitted and/or approved.

• Describe the role of screening/assessment scores in relation to data collection and program outcomes.

Process improvement and evaluation: • Describe how and when your organization will evaluate the outcomes of your

proposed services. Specify process and outcome measures to determine program effectiveness. How and when will the data collected be used to inform the development and refinement of your program?

• Describe your organization’s experience evaluating your program and making corrections as a result of the evaluation.

• Describe how your organization will monitor and evaluate the quality of the services delivered.

• Describe any partnerships with local research organizations that can assist with data collection, performance measurement, and evaluations.

4. BUDGET AND FISCAL FEASIBILITY

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Provide a complete budget for the entire program (regardless of who is providing the services) and, if more than one agency is involved, either prepare separate budgets for each agency/component or clearly delineate what agency will be receiving what funds by specific services. If more than one agency is involved, the agency and person responsible for coordinating, approving and reporting expenses and preparing all financial accounting must be clearly defined in the proposed budget as well as in a signed letter or MOA.

• Complete a proposed budget, using the budget spreadsheet template form

attached to this RFP. Capital costs and costs to purchase a vehicle are not allowed. Out of state travel costs are generally not allowed unless cleared prior to travel or any travel arrangements are made.

• Describe accounting processes and experience of financial personnel. • Complete a line item budget narrative. Include cost calculations and

rationale for the costs. Include employee benefits and what portion this RFP will provide for.

• If an employment program, include any program participants’ paid wages or incentives and potential transportation costs in the budget.

• Identify what specific services will be paid (treatment, transitional housing support, bus passes, ID’s, work clothing, etc.) what other resources will be leveraged and provided in-kind.

• Identify cost for operational support such as technology, training materials and equipment, etc.

• The rationale and methodology used to establish the budget must be clearly explained, showing any calculations in the budget.

• Please note that there are two options for overhead costs: A) Indirect cost rate (ICR): must be at 10% de minimus

unless the contractor has an approved federal ICR letter. ICR does not require monthly back up documentation to be submitted with invoices. If you have a federal approved ICR letter, please submit with proposal.

B) Administrative Cost Rate (ACR) is the second option for overhead reimbursement. ACR can be at any amount (with funder approval) but will require monthly back up documentation to justify the costs.

Note: if there is one fiscal agent who will sub contract with other providers, the fiscal agent is the only one who can be reimbursed for the overhead costs.

• Describe any additional resources that are available and will be leveraged to sustain and support the proposed service/program.

D. RFP EVALUATION

The RFP evaluation criteria described below will be evaluated by DDHS and an Evaluation Committee. Proposals will be utilized to establish the experience and qualifications of the proposer as well as to rank the proposals according to the

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criteria set out herein. The evaluation committee will evaluate the proposals based upon how well the proposer’s responses meet or exceed the expectations/deliverables of the RFP. Final budgets may need to be adjusted as directed by DHS and the review panel.

PROPOSALS WILL BE EVALUATED AS FOLLOWS: AGENCY HISTORY, CAPABILITIES, COMPETENCIES, COORDINATION AND ABILITY TO ADMINISTER THE PROGRAM (25% OF 100)

• Demonstrates a strong background in administering services to the target population(s) to be served.

• Demonstrates a strong organizational history and infrastructure commensurate with the scope proposed.

• Staff are trained in evidence-based practices including motivational interviewing and cognitive behavioral skill training. Staff are skilled/licensed to provide treatment components as necessary.

• Proposer articulates how they will coordinate and make joint decisions with referral and collaborating agencies. Information is also included in their MOA/letters of collaboration and letters from referral sources.

PROGRAM DESIGN AND IMPLEMENTAITON (40% OF 100) • The extent to which the proposal addresses understanding of the TJC model. • The screening and assessment process and how that information will be used to

create a case plan and address client needs. • Clearly articulated goals, objectives, measures and anticipated impact. • The proposer’s activities/services and timelines are detailed and realistic and

necessary to accomplish goals. • The impact the proposer expects to have on the need(s) addressed by the project is

clearly articulated.

IMPACT/OUTCOMES, EVALUATION, DATA COLLECTION, SHARING INFORMATION (25% of 100)

• Proposer specifies procedures that ensure client confidentiality and describes use of a release of information.

• The methodology and ability to track data and program participants is clear and concise.

• Proposer clearly defines terms, process and outcome measures. Measures are tied to goals, objectives, services, and client needs.

• Proposer demonstrates how the goals of the program are met. • Proposer responded to questions regarding database usage. • Proposer MOA/letters of collaboration and letter(s) of referral are complete and

reflective of their proposal.

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BUDGET AND FISCAL FEASIBILITY (10% OF 100) • Proposed budget and narrative are cost effective, competitive and clearly defined. • Proposer shows experience in successfully managing fiscal requirements of

government contracts.

E. PROPOSAL AND ATTACHMENTS The RFP packet is designed to provide sufficient information for proposers to prepare and submit a complete and responsive packet with the “Proposal Certification Form” and attachments. All responses should provide a straightforward, concise description of qualifications. The proposal narrative is limited to twelve (12) one-sided pages, plus the following attachments:

A. Completed “Proposal Certification Form” (Attachment 1) B. Completed “Proposal Checklist Form” (Attachment 2) C. Proposal narrative (proposed scope of work) not to exceed twelve

(12) pages (Attachment 3) D. Proposal budget with narrative (Attachment 4) E. IRS 501(c)(3), certificate of good standing with Colorado Secretary of

State F. Current agency annual budget G. Most recent independent audit, financial review or IRS tax forms H. List of boards of directors with occupations and affiliations of primary

agency I. Organizational chart with staff names for primary agency and/or

collaborative entities J. Key staff job descriptions or resumes for primary agency and/or

collaborative entities K. Non-discrimination statement and policy for primary agency and/or

collaborative entities L. Completed “Certification Regarding Debarment, Suspension and

Other Responsibility Matters” (Attachment 5) M. Certificate of Insurance (as defined in Attachment 6 sample) N. Completed “Compliance with Contract and Insurance Certification

Form” (Attachment 7) O. Copy of client grievance policy and procedures P. MOA or letter(s) of collaboration and referral Q. Abstract R. Logic model or TJC Toolkit form (optional)

F. One (1) original, and nine (9) copies (total ten) of the full proposal and

attachments, plus one electronic copy of the full proposal and all the attachments on a cd or flash drive. Please submit all electronic attachments in Word form.

G. SOLICITATION SCHEDULE

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TRANSITION FROM JAILTO COMMUNITY

REQUEST FOR PROPOSALS TIMELINE

DATE TASK

JULY 31, 2017 RFP ANNOUNCED AUGUST 14, 2017 DEADLINE TO SUBMIT

QUESTIONS 8/17/17 DHS DEADLINE TO RESPOND

TO QUESTIONS SEPTEMBER 11, 2017 PROPOSALS DUE BY 3:30

P.M. BY OCTOBER 2017 AWARDS ANNOUNCED JANUARY 1, 2018 CONTRACT(S) COMMENCE

RFP ATTACHMENTS

1. Proposal Certification Form 2. Proposal Checklist Form 3. Proposal Narrative 4. Budget Format 5. Certification Regarding Debarment, Suspension and Other Responsibility Matters 6. Description of Required Insurance and Sample Certificate of Insurance Form 7. Compliance with Contract and Insurance Certification Form 8. Financial Documentation Requirements 9. Items Provided to Multiple Clients Template 10. Sample Agreement 11. JVA TJC Report and Recommendations 12. CRP Reentry Roundtable Newsletter

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Attachment 1 Denver Human Services

Transition Jail to Community Proposal Certification Form

(Please Print or Type) Agency/Name: _________________________________________________________

Type (LLC/Sole Prop/etc.): __________________________________________________

Address: ______________________________________________________________

City: ________________________State: ___________________Zip: __________

Telephone Number: ___________________Fax Number: _______________________

Website: __________________________ Email Address: _______________________

Contact Person for this Application: ___________________________________________

Title: ________________________________ Phone: _______________________

Email Address: _______________________

Executive Director, CEO, or Owner: ________________________________________

Title: _______________________________ Phone: _______________________

Email Address: _______________________

Federal Identification Number or Social Security Number: _______________________ Total Proposal Request $____________________

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Attachment 2 Transition Jail to Community DENVER HUMAN SERVICES

Proposal Checklist Form Your Proposal will not be considered complete unless all the documents are included. Please make certain that you include all the following: ____ Completed Proposal Certification Form (Attachment 1) ____ Completed Proposal Checklist (Attachment 2) ____ Proposal Narrative (proposed Scope of Work) not to exceed twelve (12) pages (Attachment 3) ____ Completed Budget with Narrative (Attachment 4) (not counted as part of the 12-page limit) ____ Copy of IRS 501(c) (3), Certification of Good Standing with Colorado Secretary, or State Corp Papers ____ Current Agency Annual Budget ____ Most recent Independent Audit, Financial Review or IRS Tax Forms ____ List of Board of Directors with occupations and affiliations ____ Organizational chart with staff names ____ Key Staff Job Descriptions or Resumes ____ Non-discrimination Statement and Policy ____ Client Grievance Policy and Procedures ____ Completed Certification Regarding Debarment, Suspension (Attachment 5) ____ Certificate of Insurance Completed as in Sample (Attachment 6) ____ Compliance with Contract and Insurance Certification Form (Attachment 7) ____ 1 Original of your proposal, nine (9) Copies and 1 flash drive or CD ____ Letter(s) of collaboration, MOA ____ Letter(s) for referrals and coordination of services ____ Logic model (not required) ____ Abstract (required but not counted as part of the 12-page limit) ____ Executive Order 101 Diversity and Inclusiveness in City Solicitations Information Request Form has been completed per Part I, #14 of this RFP. Please place an X next to each item above to indicate that it is included in your submission. This form must accompany your proposal. You are advised to review your materials to ensure it is comprehensive before you submit it. I have reviewed this Proposal and have included all the required information: _________________________________ Print Name of Person completing Proposal _________________________________ _______________ ____________ Signature of Person completing Proposal Title Date _____________________________________

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Print Name of Agency or Corporation Executive _____________________________________ ________________ ____________ Signature of Executive Title Date

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Attachment 3 PROPOSAL NARRATIVE

The following information should be fully explained in your proposal:

1. AGENCY HISTORY, CAPABILITIES, COMPETENCIES, COORDINATION AND ABIILTY TO ADMINISTER THE PROGRAM

2. PROGRAM DESIGN AND IMPLEMENTATION

3. IMPACT/OUTCOMES, EVALUATION, DATA COLLECTION, SHARING INFORMATION 4. BUDGET AND FISCAL FEASIBILITY

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Attachment 4 Budget Format BUDGET (Cost Reimbursement)

Contractor Name: Contract Term: Program Name: Transition Jail to Community Collaborative Agency Name:

ITEM BUDGET BUDGET NARRATIVE JUSTIFICATION INDIRECT COSTS % of time working on TJC Staffing

Sub-Total(Staffing) Other Administrative Costs

Sub-Total (Other Costs) Total Indirect Costs

DIRECT COSTS Staffing

Sub-Total (Staffing)

Client Services

Sub-Total (Client Services) Total (Direct Costs)

TOTAL BUDGET: The Narrative must outline and clearly describe all items associated with each line item, the rationale and methodology used to establish the fees, cost allocations, and calculations associated with the funded program. If the applicant agency or their partners, or referring agency can invoice another source for some or part the services that must be noted in the budget. Estimated cost per client served must be included in the narrative.

Contracting Services - Business Management Division

1200 Federal Boulevard, Fourth Floor

Denver, Colorado 80204-3221

Phone: 720-944-2233 FAX: 720-944-2224 Email: DHS_Contracting_Services@denvergov.orgs

Phone: 720-944-2233 FAX Phone: 720-944-2224

Email: DHS_Contracting_Services@denvergov.orgs

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Attachment 5 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 necessarily 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 Government, 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 certification was erroneous when submitted or has become erroneous by reason of changed circumstances. 5. The terms covered transaction, debarred, suspended, ineligible, lower tier covered transaction, 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. CERTIFICATION (1) The prospective primary participant certifies to the best of knowledge and belief, that it and its principals: (a) Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded by any Federal department; (b) Have not within 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 with 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) Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity (Federally, State or local) with a commission of any of the offenses enumerated in paragraph (1) (b) or this certification; and (d) 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.

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_________________________________________ _______________________ Signature Principal Officer Title _______________________________________________________________________ Name of Agency Date __________________________________________ ______________________________ Address City, State, Zip Code

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Attachment #6 Insurance Information and Sample Certificate of Insurance Form

Following are the insurance requirements that may need to be provided per the contract requirements. Please provide a copy of this information to your insurance agent or broker to insure you have complete and appropriate coverage. The agent should send only the Certificate of Insurance (COI) /ACORD form (see attached sample) with the evidence of the following items.

Insurance Description Commercial General Liability - $1,000,000 for each occurrence, $1,000,000 for each personal and advertising injury claim, $2,000,000 products and completed operations aggregate, and $2,000,000 policy aggregate. Evidence of Sexual Abuse and Molestation Insurance (may also be referred to as Sexual Misconduct) Contractor shall maintain a sublimit of $100,000 or more. Sublimits below $100,000 will not be accepted.

• The City requires that contractors working with children, the elderly, disabled, or other vulnerable populations have no exclusion for sexual abuse or molestation on their general liability policies.

• It is essential that this contractual coverage requirement be evidenced on the Certificate of Insurance because insurance policies may (1) specifically exclude this coverage, (2) specifically include this coverage, or (3) be silent on the coverage (no mention of an exclusion or inclusion). Therefore, acceptable evidence of the coverage may take two forms, as described in Evidence of Coverage below.

• Evidence of Coverage: Coverage should be evidenced on the ACORD forms in the General Liability and/or Professional Liability section per the attached sample(s). It is acceptable for the broker to provide a statement in the description section such as “sexual abuse and molestation coverage is not excluded” or “policy is silent on sexual abuse and molestation coverage” or, to show the $100,000 or higher sublimit for the coverage. • Policies and/or endorsements in lieu of certificates will be rejected. • Coverage Included in the Professional Liability Policy:

Coverage will be accepted under a professional liability policy, if part of a combined general/professional liability policy or if also covered under a separate general liability policy.

Business Automobile Liability – Maintain Business Automobile Liability with limits of $1,000,000 combined single limit applicable to all owned, hired, and non-owned vehicles used in performing services under this Agreement. Proposers may request substitution of Business Automobile Liability with an adequate justification for the substitution and with provided proof of Personal Automobile Liability with limits of $100,000 bodily injury per person; $300,000 bodily injury per accident; $50,000 property damage for all vehicles used in performing services under this Agreement. The personal automobile liability policy will include a business use endorsement. Workers’ Compensation/Employer’s Liability Insurance - $100,000 per occurrence for each bodily injury claim; $100,000 per occurrence for each bodily injury caused by disease claim, and $500,000 aggregate for all bodily injuries caused by disease claim. If proposer is exempt from the legal requirement to have Workers’ Compensation Insurance, and has in fact properly rejected Workers Compensation Insurance with the Colorado Department of Labor and Employment (CDLE) as of the date of submission of its proposal to this RFP, then proposer will provide with its proposal proof of approval of rejection by CDLE. Commercial Crime - $1,000,000; The City and County of Denver shall be named as Loss Payee.

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In addition to the types of insurance, the Certificate must show:

1. Denver Human Services listed as the Certificate Holder in the box at the lower left corner. In the lower right-hand box, it should be noted and include a 30-day written notice of cancellation, and 10 days’ notice for nonpayment of premium.

2. In the description/endorsement box, the following is to be the only wording included: “As required by written contract, The City and County of Denver, its Elected and Appointed Officials, Employees and Volunteers are included as Additional Insured” with regards to XXXXX (insert the appropriate policies only such as “commercial general liability policy and the business auto liability policy”).

To remain compliant to the terms & conditions of the contract agreement, please have your agent or broker provide proof that the insurance for this agreement (COI/ACORD) is updated and that there is no lapse in coverage of required insurance.

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City and County of Denver Contractor Certificate of Insurance

Contractors, please provide this sample certificate to your insurance agent or broker

Certificates must mirror this sample

Note the Additional Insured special instructions below

*The ‘description’ box must only contain project/contract detail such as the contract name and number and “As required by written contract, the City and County of Denver, its Elected and Appointed Officials, Employees and Volunteers are included as Additional Insured” with regards to the appropriate policies ONLY. QUALIFYING LANGUAGE SUCH AS “SUBJECT TO THE TERMS AND CONDITIONS OF THE POLICY” and “IF REQUIRED PER WRITTEN CONTRACT” CAN NOT BE ADDED. DO NOT ATTACH ADDITIONAL INSURED ENDORSEMENTS OR POLICIES

If any additional language is added to this section, the certificate will be rejected. If the requirements cannot be complied with, we reserve the option to move on to another contractor

Policy start date must be prior to effective date of the contract

Policy limits must be same or greater than required in contract

Contractor’s Legal Name

Type of insurance Required in

If other insurance (Builder’s Risk, Professional Liability, For Example) is Required, please list it here

Only project/contract info and additional insured in this box

Verify correct address & contact information

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Attachment 7 COMPLIANCE WITH CONTRACT

AND INSURANCE CERTIFICATION FORM

DENVER HUMAN SERVICES Transition Jail to Community

I, on behalf of the proposer identified below, hereby certify that I have submitted and provided a Certificate of Insurance with this proposal that shows evidence of the insurance required as described in the Description of Required Insurance within this RFP and as stated in the Sample Certificate of Insurance (Attachment #6) and the Sample Contract (Attachment #10) or will submit and provide the required COI within ten days of selection. _______________Initials __________Date I further hereby certify that I have read a copy of the sample contract attached to the RFP and understand the terms and provisions contained in that contract and it is the proposer’s intent to comply with each and every term and provision contained in the sample contract and propose no modifications to the sample contract except as follows (There will be NO modifications to insurance provisions except in regards to regarding the waiver of Workers’ Comp for sole proprietors and personal auto in place of business auto for those who use personal autos for business use): 1) 2) 3) I understand that the modifications stated above, if any, are offered for discussion purposes only and that the City and County of Denver reserves the right to accept, reject, or further negotiate any and all proposed modifications to the sample contract. _______________Initials __________Date Proposer Name: Program Name (if applicable): Authorized Signature: ________________ Date: _________________ Name (please print): Title: ______ ______

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Attachment 8 Required Documentation

1. Salaries & fringe Complete Expense Breakdown for Salary and Fringe form Payroll Register (employee information) Activity report (if applicable) Time Sheets signed by employee 100% time certification Supervisory approval

2. Supplies, capital Equipment (<$5,000), Facility expense Invoice Proof of payment (receipts) Sales Tax NOT reimbursed

3. Gift Card, Bus Passes, and client foods and incentives Complete Items Provided to Clients form Client signature or confirmation of client receipt for anything given to

clients Receipts Sales Tax NOT reimbursed Copy of gift card back, proof of payment Serial numbers for bus passes and tickets, proof of payment

4. Administrative / Indirect Costs Administrative 10 percent or lower

o Documentation to substantiate submitted charges Administrative over 10 percent

o Documentation to substantiate submitted charges Indirect 10 percent or lower

o No documentation required Indirect over 10 percent

o Federally Approved Indirect Cost letter

*Indirect Cost Rate depends on contract funding source. Non-federal funding sources will be negotiated during contract creation

5. Professional Services/Fee For service Detailed invoice from Service provider

o This must include the service provided o Client identifier if services were provided for a client

Proof of Payment or Attendance o Canceled check or bank statement to prove payment o Sign in sheet, certificate of attendance, registration for proof

of attendance if needed 6. Mileage/Travel Expense

Mileage o Must have mileage spreadsheet showing starting and

ending physical address for every trip

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o Purpose of trip Non-Mileage Travel to include Parking

o Supporting documentation or proof of payment for all charges. This could be an invoice, receipts, ACH forms, bank statements or credit card bill

o All documentation must be clear and identifiable amounts must match the requested reimbursement

7. Conference/Training (employee) Employee name and purpose Proof of Attendance (Certificate of Attendance, Agenda, Travel

documents) Itemized Receipts for Expenses Prior approval must be received for training costs over $200;

generally, out-of-state training, meetings or conferences are not allowed unless necessary to perform and inform specific tasks/skill and the training is not available in Colorado. Attendance at a general conference or out-of-state training/conference requires prior approval from OBHS and must be directly job related.

8. Training/Certification (client) Client name and purpose Proof of Attendance (Client registration, Certificate of Completion,

List of Attendees) Proof of Payment

9. Construction or similar costs are not allowed ** NOTE: All backup documentation must be legible. If multiple items have been purchased but a select few are reimbursable, please annotate applicable expenses on documentation

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Attachment 9

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Attachment 10 SAMPLE AGREEMENT Request for Proposals Denver Human Services Local Funds

AGREEMENT

THIS AGREEMENT is made between the CITY AND COUNTY OF DENVER, a municipal corporation of the State of Colorado (the “City”) and _____, whose address is _____ (the "Contractor"), collectively (the “Parties”).

The Parties agree as follows:

1. COORDINATION AND LIAISON: The Contractor shall fully coordinate all services under the Agreement with the Executive Director of Denver Human Services (“Agency”) or The Executive Director’s Designee.

2. SERVICES TO BE PERFORMED:

a. As the Executive Director directs, the Contractor shall diligently undertake, perform, and complete all the services and produce all the deliverables set forth on Exhibit A, the Scope of Work, to the City’s satisfaction.

b. The Contractor is ready, willing, and able to provide the services required by this Agreement.

c. The Contractor shall faithfully perform the services in accordance with the standards of care, skill, training, diligence, and judgment provided by highly competent individuals performing services of a similar nature to those described in the Agreement and in accordance with the terms of the Agreement.

3. TERM: The Agreement will commence on ____, and will expire on _____ (the “Term”).

4. COMPENSATION AND PAYMENT:

a. Fee: The City shall pay and the Contractor shall accept as the sole compensation for services rendered and costs incurred under the Agreement an amount not to exceed _____ Dollars and 00/100 ($___.00) (the “Maximum Contract Amount”). Amounts billed may not exceed the budget set forth in Exhibit A.

b. Reimbursable Expenses: There are no reimbursable expenses allowed under the Agreement. All the Contractor’s expenses are contained in the budget in Exhibit A.

c. Invoicing: Contractor shall provide the City with a monthly invoice in a format and with a level of detail acceptable to the City including all supporting documentation required by the City. The City’s Prompt Payment Ordinance, §§ 20-107 to 20-118, D.R.M.C., applies to invoicing and payment under this Agreement. Funds will be disbursed in appropriate monthly increments, upon receipt and approval of

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Contractor’s monthly invoices and any City required budget documents or reports. Contractor’s invoice(s) will include all appropriate supporting documentation, including time sheets, payroll records, receipts, and any other document which may be pertinent considering the nature of the services performed or expenses incurred under this Agreement. Contractor’s invoice(s) will reflect in detail the services performed within the period for which the payment is requested and will address all completed project outcomes. Contractor’s invoices must identify costs and expenses incurred in accordance with the budget contained in Exhibit A. Budget line items may be modified by the written approval of the Executive Director if no budget line item modification causes the budget to exceed the Maximum Contract Amount. Funds payable by the City hereunder shall be distributed to the Contractor on a reimbursement basis only for work performed and expenses incurred during the prior month. Invoices submitted for payment must be received by the Agency on or before the fifteenth (15th) day of the month after the month for which reimbursement is being sought. Invoices submitted for services rendered that are submitted after such deadline are untimely and must be submitted separately to be considered for payment. Payment for such late-submitted invoices shall be made only upon a showing of good cause for the late submission. Timesheets must reflect the amount of time, in hours and tenths of hours, attributable to each activity performed under this Agreement. If the Contractor allocates allowable costs to more than one grant, project, or contract, then timesheets must further identify the allocation of allowable costs for each grant, project or contract.

d. Budget Modifications: Budget line items may only be modified by the written approval of the Executive Director, if in the Executive Director’s sole judgment such modification is reasonable and appropriate. However, such budget modifications will not alter the Maximum Contract Amount. Any modification to Exhibit A shall not take effect until approved in writing. Any agreed to modification to Exhibit A that requires an increase in the Maximum Contract Amount shall be evidenced by a written Amendatory Agreement prepared and executed by both parties in the same manner as this Agreement.

e. Maximum Contract Amount:

(1) Notwithstanding any other provision of the Agreement, the City’s maximum payment obligation will not exceed the Maximum Contract Amount. The City is not obligated to execute an Agreement or any amendments for any further services, including any services performed by Contractor beyond that specifically described in Exhibit A. Any services performed beyond those in Exhibit A are performed at Contractor’s risk and without authorization under the Agreement.

(2) The City’s payment obligation, whether direct or contingent, extends only to funds appropriated annually by the Denver City Council, paid into the Treasury of the City, and encumbered for the Agreement. The City does not by the Agreement irrevocably pledge present cash reserves for payment or performance in future fiscal years. The Agreement does not and is not intended to create a multiple-fiscal year direct or indirect debt or financial obligation of the City.

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(3) If, because of any audit or program review relating to the performance of the Contractor or its officers, agents or employees under this agreement, there are any irregularities or deficiencies in any audit or review, then the Contractor will, upon notice from the City, correct all identified irregularities or deficiencies within the time frames designated in the City’s written notice. If corrections are not made by such date, then the final resolution of identified deficiencies or disputes shall be deemed to be resolved in the City’s favor unless the Contractor obtains a resolution in its favor from the responsible official conducting the audit or review. In any event, the Contractor shall be responsible to indemnify and save harmless the City, its officers, agents and employees, from and against all disallowed costs.

5. REPORTS/CORRESPONDENCE:

a. Submission Deadlines of Reports: The Contractor shall provide the Agency with a contract summary report on activities performed with the assistance of funds provided under this Agreement no later than the fifteenth (15th) day of the month following the end date of this Agreement. Such reports may be submitted electronically by disk or e-mail, followed by hard copy transmittal. In addition, the Contractor shall comply with all contract closeout procedures directed by the Executive Director to be performed under this Agreement for final reimbursement, including but not limited to final review of payments, invoices, referrals, and required reporting documents, including close-out signature.

b. Correspondence: All reports and other written correspondence concerning procedural or administrative contract matters, other than invoices and notices required under Article 20, shall be delivered electronically to DHS_Contracting_Services@denvergov.org, or by U.S. mail to:

Attn: Contracting Services Denver Human Services 1200 Federal Boulevard, 4th Floor Denver, Colorado 80204

Invoices shall be delivered electronically to DHS_Contractor_Invoices@denvergov.org or by US Mail to:

Attn: Financial Services Denver Human Services 1200 Federal Boulevard Denver, Colorado 80204

6. MONITORING: The Contractor shall permit the Executive Director to monitor and review the Contractor’s performance under this Agreement. The Contractor shall make available to the City for inspection all files, records, reports, policies, minutes, materials, books, documents, papers, invoices, accounts, payrolls and other data, whether in hard copy or electronic format, used in the performance of any of the services required hereunder or relating to any matter covered by this Agreement to

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coordinate the performance of services by the Contractor in accordance with the terms of this Agreement. All such monitoring and inspection shall be performed in a manner that will not unduly interfere with the services to be provided under this Agreement.

7. STATUS OF CONTRACTOR: The Contractor is an independent contractor retained to perform professional or technical services for limited periods of time. Neither the Contractor nor any of its employees are employees or officers of the City under Chapter 18 of the Denver Revised Municipal Code, or for any purpose whatsoever.

8. TERMINATION:

a. The City has the right to terminate the Agreement with cause upon written notice effective immediately, and without cause upon twenty (20) days prior written notice to the Contractor. However, nothing gives the Contractor the right to perform services under the Agreement beyond the time when its services become unsatisfactory to the Executive Director.

b. Notwithstanding the preceding paragraph, the City may terminate the Agreement effective immediately:

(1) if the Contractor or any of its officers or employees are convicted, plead nolo contendere, enter into a formal agreement in which they admit guilt, enter a plea of guilty or otherwise admit culpability to criminal offenses of bribery, kickbacks, collusive bidding, bid-rigging, antitrust, fraud, undue influence, theft, racketeering, extortion or any offense of a similar nature in connection with Contractor’s business.

(2) if there is a breach of any lease of premises leased by the City to the Contractor.

c. Termination for any reasons stated in this paragraph 8 is effective upon receipt of notice.

d. Upon termination of the Agreement, with or without cause, the Contractor shall have no claim against the City by reason of, or arising out of, incidental or relating to termination, except for compensation for work duly requested and satisfactorily performed as described in the Agreement.

e. If the Agreement is terminated, the City is entitled to and will take possession of all materials, equipment, tools and facilities it owns that are in the Contractor’s possession, custody, or control by whatever method the City deems expedient. The Contractor shall deliver all documents in any form that were prepared under the Agreement and all other items, materials and documents that have been paid for by the City to the City. These documents and materials are the property of the City. The Contractor shall mark all copies of work product that are incomplete at the time of termination “DRAFT-INCOMPLETE”.

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9. EXAMINATION OF RECORDS: The Comptroller General of the United States of America or his authorized representative, any authorized agent of the City, including the City Auditor or his representative, or any authorized representative of the State of Colorado has the right to access and the right to examine any pertinent books, documents, papers and records of the Contractor, involving transactions related to the Agreement until the latter of three (3) years after the final payment under the Agreement or expiration of the applicable statute of limitations. The Contractor shall keep true and complete records, and shall annually furnish an accurate statement for the preceding calendar year, of all business transactions under this Agreement, which statement shall be certified by an authorized representative of the Contractor to be correct. The Contractor agrees to establish and maintain a system of bookkeeping satisfactory to the Executive Director or the City's Auditor and to give any authorized representatives of the State, City or federal government access during reasonable hours to such books and records. The State of Colorado or the City's Auditor or the federal government shall have the right at any time, and from time to time, to audit all the books of account, bank statements, documents, records, returns, papers and files of the Contractor related to this Agreement, whether prepared manually or electronically, and the Contractor, upon request, shall make all such matters available for such examination. If said records exist in electronic form, the Contractor shall maintain a means of transferring said records to hardcopy form. The Contractor's obligation to retain the above records shall expire three (3) years after the Contractor's statement for any period has been delivered to the City.

10. WHEN RIGHTS AND REMEDIES NOT WAIVED: In no event will any payment or other action by the City constitute or be construed to be a waiver by the City of any breach of covenant or default that may then exist on the part of the Contractor. No payment, other action, or inaction by the City when any breach or default exists will impair or prejudice any right or remedy available to it with respect to any breach or default. No assent, expressed or implied, to any breach of any term of the Agreement constitutes a waiver of any other breach.

11. INSURANCE:

a. General Conditions: agrees to secure, at or before the time of execution of this Agreement, the following insurance covering all operations, goods or services provided pursuant to this Agreement. Contractor shall keep the required insurance coverage in force always during the term of the Agreement, or any extension thereof, during any warranty period, and for three (3) years after termination of the Agreement. The required insurance shall be underwritten by an insurer licensed or authorized to do business in Colorado and rated by A.M. Best Company as “A-”VIII or better. Each policy shall contain a valid provision or endorsement requiring notification to the City in the event any of the required policies be canceled or non-renewed before the expiration date thereof. Such written notice shall be sent to the Parties identified in the Notices section of this Agreement. Such notice shall reference the City contract number listed on the signature page of this Agreement. Said notice shall be sent thirty (30) days prior to such cancellation or non-renewal unless due to non-payment of premiums for which notice shall be sent ten (10) days prior. If such written notice is unavailable from the insurer, contractor shall

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provide written notice of cancellation, non-renewal and any reduction in coverage to the Parties identified in the Notices section by certified mail, return receipt requested within three (3) business days of such notice by its insurer(s) and referencing the City’s contract number. If any policy is in excess of a deductible or self-insured retention, the City must be notified by the Contractor. Contractor shall be responsible for the payment of any deductible or self-insured retention. The insurance coverages specified in this Agreement are the minimum requirements, and these requirements do not lessen or limit the liability of the Contractor. The Contractor shall maintain, at its own expense, any additional kinds or amounts of insurance that it may deem necessary to cover its obligations and liabilities under this Agreement.

b. Proof of Insurance: Contractor shall provide a copy of this Agreement to its insurance agent or broker. Contractor may not commence services or work relating to the Agreement prior to placement of coverage. Contractor certifies that the certificate of insurance attached as Exhibit B, preferably an ACORD certificate, complies with all insurance requirements of this Agreement. The City requests that the City’s contract number be referenced on the Certificate. The City’s acceptance of a certificate of insurance or other proof of insurance that does not comply with all insurance requirements set forth in this Agreement shall not act as a waiver of Contractor’s breach of this Agreement or of any of the City’s rights or remedies under this Agreement. The City’s Risk Management Office may require additional proof of insurance, including but not limited to policies and endorsements.

c. Additional Insureds: For Commercial General Liability, Auto Liability, Professional, and Excess Liability/Umbrella, Contractor and subcontractor’s insurer(s) shall name the City and County of Denver, its elected and appointed officials, employees and volunteers as additional insured.

d. Waiver of Subrogation: For all coverages, Contractor’s insurer shall waive subrogation rights against the City.

e. Subcontractors and Subconsultants: All subcontractors and subconsultants (including independent contractors, suppliers or other entities providing goods or services required by this Agreement) shall be subject to all the requirements herein and shall procure and maintain the same coverages required of the Contractor. Contractor shall include all such subcontractors as additional insured under its policies (except for Workers’ Compensation) or shall ensure that all such subcontractors and subconsultants maintain the required coverages. Contractor agrees to provide proof of insurance for all such subcontractors and subconsultants upon request by the City.

f. Workers’ Compensation/Employer’s Liability Insurance: Contractor shall maintain the coverage as required by statute for each work location and shall maintain Employer’s Liability insurance with limits of $1,000,000 per occurrence for each bodily injury claim, $1,000,000 per occurrence for each bodily injury caused by disease claim, and $1,000,000 aggregate for all bodily injuries caused by disease claims. Contractor expressly represents to the City, as a material representation upon which the City is relying in entering into this Agreement, that

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none of the Contractor’s officers or employees who may be eligible under any statute or law to reject Workers’ Compensation Insurance shall affect such rejection during any part of the term of this Agreement, and that any such rejections previously effected, have been revoked as of the date Contractor executes this Agreement.

g. Commercial General Liability: Contractor shall maintain a Commercial General Liability insurance policy with limits of $1,000,000 for each occurrence, $1,000,000 for each personal and advertising injury claim, $3,000,000 products and completed operations aggregate, and $3,000,000 policy aggregate.

h. Business Automobile Liability: Contractor shall maintain Business Automobile Liability with limits of $1,000,000 combined single limit applicable to all owned, hired and non-owned vehicles used in performing services under this Agreement.

i. Additional Provisions:

(1) For all Commercial General Liability and Excess Liability, the policies must provide the following:

a. That this Agreement is an Insured Contract under the policy;

b. Defense costs are in excess of policy limits;

c. A severability of interests, or separation of insureds provision (no insured vs. insured exclusion);

d. A provision that coverage is primary and non-contributory with other coverage or self-insurance maintained by the City; and,

e. No exclusion for sexual abuse, molestation, or sexual misconduct.

(2) For claims-made coverage:

f. The retroactive date must be on or before the contract date or the first date when any goods or services were provided to the City, whichever is earlier

(3) Contractor shall advise the City in the event any general aggregate or other aggregate limits are reduced below the required per occurrence limits. At their own expense, and where such general aggregate or other aggregate limits have been reduced below the required per occurrence limit, the Contractor will procure such per occurrence limits and furnish a new certificate of insurance showing such coverage is in force.

12. DEFENSE AND INDEMNIFICATION:

a. Contractor hereby agrees to defend, indemnify, reimburse and hold harmless City, its appointed and elected officials, agents and employees for, from and against all liabilities, claims, judgments, suits or demands for damages to persons or property arising out of, resulting from, or relating to the work performed under this

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Agreement (“Claims”), unless such Claims have been specifically determined by the trier of fact to be the sole negligence or willful misconduct of the City. This indemnity shall be interpreted in the broadest possible manner to indemnify City for any acts or omissions of Contractor or its subcontractors either passive or active, irrespective of fault, including City’s concurrent negligence whether active or passive, except for the sole negligence or willful misconduct of City.

b. Contractor’s duty to defend and indemnify City shall arise at the time written notice of the Claim is first provided to City regardless of whether Claimant has filed suit on the Claim. Contractor’s duty to defend and indemnify City shall arise even if City is the only party sued by claimant and/or claimant alleges that City’s negligence or willful misconduct was the sole cause of claimant’s damages.

c. Contractor will defend all Claims which may be brought or threatened against City and will pay on behalf of City any expenses incurred because of such Claims including, but not limited to, court costs and attorney fees incurred in defending and investigating such Claims or seeking to enforce this indemnity obligation. Such payments on behalf of City shall be in addition to any other legal remedies available to City and shall not be considered City’s exclusive remedy.

d. Insurance coverage requirements specified in this Agreement shall in no way lessen or limit the liability of the Contractor under the terms of this indemnification obligation. The Contractor shall obtain, at its own expense, any additional insurance that it deems necessary for the City’s protection.

e. This defense and indemnification obligation shall survive the expiration or termination of this Agreement.

13. TAXES, CHARGES AND PENALTIES: The City is not liable for the payment of taxes, late charges or penalties of any nature, except for any additional amounts that the City may be required to pay under the City’s prompt payment ordinance D.R.M.C. § 20-107, et seq. The Contractor shall promptly pay when due, all taxes, bills, debts and obligations it incurs performing the services under the Agreement and shall not allow any lien, mortgage, judgment or execution to be filed against City property

14. ASSIGNMENT; SUBCONTRACTING: The Contractor shall not voluntarily or involuntarily assign any of its rights or obligations, or subcontract performance obligations, under this Agreement without obtaining the Executive Director’s prior written consent. Any assignment or subcontracting without such consent will be ineffective and void, and shall be cause for termination of this Agreement by the City. The Executive Director has sole and absolute discretion whether to consent to any assignment or subcontracting, or to terminate the Agreement because of unauthorized assignment or subcontracting. In the event of any subcontracting or unauthorized assignment: (i) the Contractor shall remain responsible to the City; and (ii) no contractual relationship shall be created between the City and any subconsultant, subcontractor or assign.

15. INUREMENT: The rights and obligations of the Parties to the Agreement inure to the benefit of and shall be binding upon the Parties and their respective successors and

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assigns, provided assignments are consented to in accordance with the terms of the Agreement.

16. NO THIRD-PARTY BENEFICIARY: Enforcement of the terms of the Agreement and all rights of action relating to enforcement are strictly reserved to the Parties. Nothing contained in the Agreement gives or allows any claim or right of action to any third person or entity. Any person or entity other than the City or the Contractor receiving services or benefits pursuant to the Agreement is an incidental beneficiary only.

17. NO AUTHORITY TO BIND CITY TO CONTRACTS: The Contractor lacks any authority to bind the City on any contractual matters. Final approval of all contractual matters that purport to obligate the City must be executed by the City in accordance with the City’s Charter and the Denver Revised Municipal Code.

18. SEVERABILITY: Except for the provisions of the Agreement requiring appropriation of funds and limiting the total amount payable by the City, if a court of competent jurisdiction finds any provision of the Agreement or any portion of it to be invalid, illegal, or unenforceable, the validity of the remaining portions or provisions will not be affected, if the intent of the Parties can be fulfilled.

19. CONFLICT OF INTEREST:

a. No employee of the City shall have any personal or beneficial interest in the services or property described in the Agreement. The Contractor shall not hire, or contract for services with, any employee or officer of the City that would be in violation of the City’s Code of Ethics, D.R.M.C. §2-51, et seq. or the Charter §§ 1.2.8, 1.2.9, and 1.2.12.

b. The Contractor shall not engage in any transaction, activity or conduct that would result in a conflict of interest under the Agreement. The Contractor represents that it has disclosed all current or potential conflicts of interest. A conflict of interest shall include transactions, activities or conduct that would affect the judgment, actions or work of the Contractor by placing the Contractor’s own interests, or the interests of any party with whom the Contractor has a contractual arrangement, in conflict with those of the City. The City, in its sole discretion, will determine the existence of a conflict of interest and may terminate the Agreement in the event it determines a conflict exists, after it has given the Contractor written notice describing the conflict.

20. NOTICES: All notices required by the terms of the Agreement must be hand delivered, sent by overnight courier service, mailed by certified mail, return receipt requested, or mailed via United States mail, postage prepaid, if to Contractor at the address first above written, and if to the City at:

By Contractor to: Executive Director, Denver Human Services City and County of Denver 1200 Federal Boulevard Denver, Colorado 80204-3221 With a copy to: Supervisor, Contracting Services

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Denver Human Services 1200 Federal Boulevard

Denver, Colorado 80204-3221 And Denver City Attorney’s Office 1437 Bannock St., Room 353

Denver, Colorado 80202.

Notices hand delivered or sent by overnight courier are effective upon delivery. Notices sent by certified mail are effective upon receipt. Notices sent by mail are effective upon deposit with the U.S. Postal Service. The Parties may designate substitute addresses where or persons to whom notices are to be mailed or delivered. However, these substitutions will not become effective until actual receipt of written notification.

21. NO EMPLOYMENT OF ILLEGAL ALIENS TO PERFORM WORK UNDER THE AGREEMENT:

a. This Agreement is subject to Division 5 of Article IV of Chapter 20 of the Denver Revised Municipal Code, and any amendments (the “Certification Ordinance”).

b. The Contractor certifies that:

(1) At the time of its execution of this Agreement, it does not knowingly employ or contract with an illegal alien who will perform work under this Agreement.

(2) It will participate in the E-Verify Program, as defined in § 8-17.5101(3.7), C.R.S., to confirm the employment eligibility of all employees who are newly hired for employment to perform work under this Agreement.

c. The Contractor also agrees and represents that:

(1) It shall not knowingly employ or contract with an illegal alien to perform work under the Agreement.

(2) It shall not enter into a contract with a sub-consultant or subcontractor that fails to certify to the Contractor that it shall not knowingly employ or contract with an illegal alien to perform work under the Agreement.

(3) It has confirmed the employment eligibility of all employees who are newly hired for employment to perform work under this Agreement, through participation in the E-Verify Program.

(4) It is prohibited from using either the E-Verify Program procedures to undertake pre-employment screening of job applicants while performing its obligations under the Agreement, and that otherwise requires the Contractor to comply with all federal requirements related

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to use of the E-Verify Program including, by way of example, all program requirements related to employee notification and preservation of employee rights.

(5) If it obtains actual knowledge that a sub-consultant or subcontractor performing work under the Agreement knowingly employs or contracts with an illegal alien, it will notify such sub-consultant or subcontractor and the City within three (3) days. The Contractor will also then terminate such sub-consultant or subcontractor if within three (3) days after such notice the sub-consultant or subcontractor does not stop employing or contracting with the illegal alien, unless during such three-day period the sub-consultant or subcontractor provides information to establish that the sub-consultant or subcontractor has not knowingly employed or contracted with an illegal alien.

(6) It will comply with any reasonable request made during an investigation by the Colorado Department of Labor and Employment under authority of § 8-17.5-102(5), C.R.S., or the City Auditor, under authority of D.R.M.C. 20-90.3.

d. The Contractor is liable for any violations as provided in the Certification Ordinance. If Contractor violates any provision of this section or the Certification Ordinance, the City may terminate this Agreement for a breach of the Agreement. If the Agreement is so terminated, the Contractor shall be liable for actual and consequential damages to the City. Any such termination of a contract due to a violation of this section or the Certification Ordinance may also, at the discretion of the City, constitute grounds for disqualifying Contractor from submitting bids or proposals for future contracts with the City.

22. DISPUTES: All disputes between the City and Contractor arising out of or regarding the Agreement will be resolved by administrative hearing pursuant to the procedure established by D.R.M.C. § 56-106(b)-(f). For the purposes of that administrative procedure, the City official rendering a final determination shall be the Executive Director as defined in this Agreement.

23. GOVERNING LAW; VENUE: The Agreement will be construed and enforced in accordance with applicable federal law, the laws of the State of Colorado, and the Charter, Revised Municipal Code, ordinances, regulations and Executive Orders of the City and County of Denver, which are expressly incorporated into the Agreement. Unless otherwise specified, any reference to statutes, laws, regulations, charter or code provisions, ordinances, executive orders, or related memoranda, includes amendments or supplements to same. Venue for any legal action relating to the Agreement will be in the District Court of the State of Colorado, Second Judicial District.

24. NO DISCRIMINATION IN EMPLOYMENT: In connection with the performance of work under the Agreement, the Contractor may not refuse to hire, discharge, promote or demote, or discriminate in matters of compensation against any person otherwise qualified, solely because of race, color, religion, national origin, gender, age, military

55

status, sexual orientation, gender identity, gender expression, marital status, or physical or mental disability. The Contractor shall insert the foregoing provision in all subcontracts.

25. NO DISCRIMINATION IN PROGRAM ASSISTANCE: In connection with the performance of work under the Agreement, the Contractor may not, in providing program assistance, discriminate against a program beneficiary or prospective program beneficiary on the basis of race, color, religion, national origin, gender, age, military status, sexual orientation, gender identity, gender expression, marital status, or physical or mental disability. The Contractor shall insert the foregoing provision in all subcontracts.

26. FAITH BASED ORGANIZATIONS AND SECTARIAN ACTIVITIES: The Contractor shall not engage in inherently religious activities, such as worship, religious instruction, or proselytizing as part of the programs or services funded under this Agreement.

27. COMPLIANCE WITH ALL LAWS: Contractor shall perform or cause to be performed all services in full compliance with all applicable laws, rules, regulations and codes of the United States, the State of Colorado; and with the Charter, ordinances, rules, regulations and Executive Orders of the City and County of Denver.

28. LEGAL AUTHORITY: Contractor represents and warrants that it possesses the legal authority, pursuant to any proper, appropriate and official motion, resolution or action passed or taken, to enter into the Agreement. Each person signing and executing the Agreement on behalf of Contractor represents and warrants that he has been fully authorized by Contractor to execute the Agreement on behalf of Contractor and to validly and legally bind Contractor to all the terms, performances and provisions of the Agreement. The City shall have the right, in its sole discretion, to either temporarily suspend or permanently terminate the Agreement if there is a dispute as to the legal authority of either Contractor or the person signing the Agreement to enter into the Agreement.

29. NO CONSTRUCTION AGAINST DRAFTING PARTY: The Parties and their respective counsel have had the opportunity to review the Agreement, and the Agreement will not be construed against any party merely because any provisions of the Agreement were prepared by a particular party.

30. ORDER OF PRECEDENCE: In the event of any conflicts between the language of the Agreement and the exhibits, the language of the Agreement controls.

31. INTELLECTUAL PROPERTY RIGHTS: The City and Contractor intend that all property rights to any and all materials, text, logos, documents, booklets, manuals, references, guides, brochures, advertisements, music, sketches, plans, drawings, prints, photographs, specifications, software, data, products, ideas, inventions, and any other work or recorded information created by the Contractor and paid for by the City pursuant to this Agreement, in preliminary or final form and on any media whatsoever (collectively, “Materials”), shall belong to the City. The Contractor shall disclose all such items to the City. To the extent permitted by the U.S. Copyright Act, 17 USC § 101, et seq., the Materials are a “work made for hire” and all ownership of copyright

56

in the Materials shall vest in the City at the time the Materials are created. To the extent that the Materials are not a “work made for hire,” the Contractor (by this Agreement) sells, assigns and transfers all right, title and interest in and to the Materials to the City, including the right to secure copyright, patent, trademark, and other intellectual property rights throughout the world and to have and to hold such rights in perpetuity.

32. SURVIVAL OF CERTAIN PROVISIONS: The terms of the Agreement and any exhibits and attachments that by reasonable implication contemplate continued performance, rights, or compliance beyond expiration or termination of the Agreement survive the Agreement and will continue to be enforceable. Without limiting the generality of this provision, the Contractor’s obligations to provide insurance and to indemnify the City will survive for a period equal to all relevant statutes of limitation, plus the time necessary to fully resolve any claims, matters, or actions begun within that period.

33. ADVERTISING AND PUBLIC DISCLOSURE: The Contractor shall not include any reference to the Agreement or to services performed pursuant to the Agreement in any of the Contractor’s advertising or public relations materials without first obtaining the written approval of the Executive Director. Any oral presentation or written materials related to services performed under the Agreement will be limited to services that have been accepted by the City. The Contractor shall notify the Executive Director in advance of the date and time of any presentation. Nothing in this provision precludes the transmittal of any information to City officials.

34. CITY EXECUTION OF AGREEMENT: The Agreement will not be effective or binding on the City until it has been fully executed by all required signatories of the City and County of Denver, and if required by Charter, approved by the City Council.

35. COMPLETE INTEGRATION: The Agreement is the complete integration of all understandings between the Parties as to the subject matter of the Agreement. No prior, contemporaneous or subsequent addition, deletion, or other modification has any force or effect, unless embodied in the Agreement in writing. No oral representation by any officer or employee of the City at variance with the terms of the Agreement or any written amendment to the Agreement will have any force or effect or bind the City.

36. USE, POSSESSION OR SALE OF ALCOHOL OR DRUGS: The Contractor shall cooperate and comply with the provisions of Executive Order 94 and its Attachment A concerning the use, possession or sale of alcohol or drugs. Violation of these provisions or refusal to cooperate with implementation of the policy can result in contract personnel being barred from City facilities and from participating in City operations.

37. ELECTRONIC SIGNATURES AND ELECTRONIC RECORDS: Contractor consents to the use of electronic signatures by the City. The Agreement, and any other documents requiring a signature hereunder, may be signed electronically by the City in the manner specified by the City. The Parties agree not to deny the legal effect or enforceability of the Agreement solely because it is in electronic form or because an

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electronic record was used in its formation. The Parties agree not to object to the admissibility of the Agreement in the form of an electronic record, or a paper copy of an electronic document, or a paper copy of a document bearing an electronic signature, because it is an electronic record or electronic signature or that it is not in its original form or is not an original.

EXHIBITS:

EXHIBIT A SCOPE OF WORK

EXHIBIT B CERTIFICATE OF INSURANCE

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OBHS TJC REPORT 1

ATTACHMENT 11

Office of Behavioral Health Services Transition from Jail to Community Program:

Research Report and Recommendations

Report to Office of Behavioral Health Services Written by Joining Vision and Action

July 2017

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Table of Contents List of Figures ..................................................................................................... 3 Introduction and Background ............................................................................ 4 Methods ............................................................................................................... 4

Online Survey .................................................................................................. 4 Survey Demographics .................................................................................... 5

Facilitated Meetings ........................................................................................ 7 Focus Group .................................................................................................... 7 Key Informant Interviews ................................................................................ 8 Research Limitations and Implementation Challenges................................ 8

Research Results ................................................................................................ 8 Values and Guiding Principles ....................................................................... 9

Survey Findings .............................................................................................. 9 Providers and Partners Feedback .................................................................. 9 Key Informants Feedback ............................................................................ 11

Assets ............................................................................................................. 11 Providers and Partners Feedback ................................................................ 11

Challenges and Barriers ............................................................................... 12 Providers and Partners Feedback ................................................................ 12

Needs and Gaps ............................................................................................ 13 Survey Findings ............................................................................................ 13 Providers and Partners Feedback ................................................................ 14

Supports and Services .................................................................................. 16 Survey findings ............................................................................................. 16 Jail Inmates Feedback ................................................................................. 29 Key Informants Feedback ............................................................................ 33

Program Organization and Structure ........................................................... 34 Key Informants Feedback ............................................................................ 34

Program Evaluation ....................................................................................... 34 Key Informants Feedback ............................................................................ 34

Research Implications and Recommendations.............................................. 36 Summary of Takeaways ................................................................................ 36 Recommendations ........................................................................................ 36

Future Research ................................................................................................ 37 Extensive Jail Population Inclusion ............................................................. 37 TJC Model Structure Considerations........................................................... 37

Appendix A: English Online Survey Sample .................................................. 39 Appendix B: Facilitated Meeting Guide .......................................................... 49 Appendix C: Jail Inmates Focus Group Script ............................................... 52 Appendix D: Key Informant Interviews Script ................................................ 55

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List of Figures Figure 1. Respondents were affiliated with (n = 53) .............................................. 5 Figure 2. Primary role at organization (n = 53) ...................................................... 6 Figure 3. Average ranking of prioritized recipient groups of jail to community services. .............................................................................................................. 14 Figure 4. Number of responses for when and where mental health screenings should be administered ....................................................................................... 17 Figure 5. Number of responses for when and where reentry needs assessment should be administered ....................................................................................... 17 Figure 6. Number of responses for when and where offense specific programming should be administered. ................................................................ 18 Figure 7. Number of responses for when and where specialized services should be administered .................................................................................................. 19 Figure 8. Number of responses for when and where offender based programming should be administered ....................................................................................... 19 Figure 9. Number of responses for when and where peer and natural support should occur ....................................................................................................... 20 Figure 10. Number of responses for when and where financial support for: transportation, shelter/housing, and treatment should be administered .............. 20 Figure 11. Number of responses for when and where self management skills should be taught ................................................................................................. 21 Figure 12. Average rank for service area ............................................................ 22 Figure 13. Who is best positioned to administer mental health and substance use assessments ....................................................................................................... 22 Figure 14. Who is best positioned to provide re-entry needs assessments ........ 23 Figure 15. Who is best positioned to conduct criminogenic needs assessment . 23 Figure 16. Who is best positioned to treat mental illness, traumatic brain injury, and trauma co-occurring ..................................................................................... 24 Figure 17. Who is best positioned to provide referrals for community based behavioral health services .................................................................................. 24 Figure 18. Who is best positioned to administer treatment for drug and alcohol addiction. ............................................................................................................ 25 Figure 19. Who is best positioned to provide referrals to community-based drug and alcohol addiction services ............................................................................ 25 Figure 20. Who is best positioned to provide services for those living with a developmental disability or cognitive impairment ................................................ 26 Figure 21. Who is best positioned to address the needs of short-term detention center populations ............................................................................................... 26 Figure 22. Who is best positioned to provide transitional housing needs ............ 27 Figure 23. Who is best positioned to provide employment skills ......................... 27 Figure 24. Who is best positioned to provide employment placement ................ 28 Figure 25. Who is best positioned to provide cognitive-behavioral training skills 28 Figure 26. Who is best positioned to provide life skills classes ........................... 29

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Introduction and Background The Denver Department of Human Services (DDHS) Office of Behavioral Health Services (OBHS) Transition from Jail to Community (TJC) program model works to reduce recidivism in the Denver metro area through a community collaborative that promotes access to services, resources and supportive relationships to medium-to-high-risk felons upon entering jail and continues through their reentry process back into the community. In an effort to improve the services and resources the TJC program model provides to the population that it serves, OBHS partnered with Joining Vision and Action (JVA) to gather feedback from a wide audience to develop a better understanding of:

Core values and guiding principles for the model Best practices followed by similar programs Existing assets of services and resources Areas of opportunity to fill gaps and overcome barriers Experiences of current jail inmates with the TJC program Opinions of providers and partners

This data will be used to inform the development of a Request for Proposal opportunity to provide or meet the needs identified from the data collected. To gather the information, JVA conducted two facilitated meetings with service providers and TJC model partners, one focus group with jail inmates from the Denver County Jail, and three key informant interviews with representatives and administrators from TJC programs in other counties across the country. JVA also heard from more than 100 individuals through an online survey. The following report presents the research findings, followed by a review of the recommendations that were informed by the research.

Methods To gain insight into experiences and opinions, JVA employed three methods of research to collect the voices of service providers, jail inmates and TJC program representatives or administrators: online survey, focus groups and facilitated meetings, and semi-informal interviews.

Online Survey A survey was created and administered online via Survey Monkey (n = 108). This anonymous and confidential survey was designed in English to solicit responses from participants who are involved in the Denver TJC model. Survey respondents were recruited and contacted by OBHS via an email template requesting voluntary participation to gather data regarding ideas, approaches, needs and effective practices to improve the TJC model (see Appendix A).

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Survey Demographics A total 53 survey participants completed the majority of the survey. Those responses were included in the data set for this report.

Organization Survey respondents represented a variety of organizations (Figure 1). Commonly selected organizations were those working in reentry services (17%) and the Denver Sheriff’s Department (11.3%). Figure 1. Respondents were affiliated with (n = 53)

The most commonly selected option was other. Respondents were given the opportunity to specify what organization not listed they were affiliated with, those responses were:1

CCJRC Community based treatment, employment and housing services for

women and transwomen Community Development/Youth development Denver Health – safety net health care provider Drug policy reform Indigent defense Medical and behavioral services Mental health National Institute of Corrections

1 These options represent an unaltered list from survey responses.

1.9%1.9%1.9%1.9%1.9%1.9%

3.8%3.8%3.8%

7.5%7.5%

9.4%11.3%

17.0%24.5%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

CourtsDistrict Attorney/City Attorney

Denver Police DepartmentCommunity Corrections

Veteran ServicesCity of Denver

ProbationAfrican American Services

Faith ServicesMental Health Services

Higher EducationHomeless Services

Denver Sheriff DepartmentReentry Services

Other (please specify)

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6 OBHS TJC REPORT

New Foundations – Alternative to Violence Project Public Health State – public safety

Role Survey respondents were asked about the primary role they fulfill at their organization. Overall, respondents fulfilled a wide variety of roles within their organization with some of the more common roles being program manager (15.1%) and non-profit reentry service provider (15.1%; Figure 2). Figure 2. Primary role at organization (n = 53)

Respondents were given an option to select other and specify the role they fulfilled. This was the most commonly selected option. Responses to the other option were:2

Client Affiliate Faculty of Homeland Security/Security Studies Department Behavioral Health Organization Criminal Justice Coordinator Database provider Executive Director Information specialist Local congregation Police – instructor- crisis intervention

2 This list represents and unaltered list provided by survey respondents.

1.9%

1.9%

3.8%

3.8%

3.8%

5.7%

5.7%

7.5%

7.5%

15.1%

15.1%

28.3%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

Criminal Justice Partner

Case manager

Volunteer/peer

Local/state supervision services provider

Faith-based program service provider

Government city/state agency staff

Support and advocacy program staff

Denver Sheriff uniform staff

Licensed health care provider

Non-profit reentry service provider

Program manager

Other (please specify)

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7 OBHS TJC REPORT

Professor Provide mental health services to those on probation/parole/court

supervised Public health leader Trauma specialist/licensed supervisor Youth Violence Prevention Initiative

Facilitated Meetings The facilitated meetings were designed to create an environment of positive participation in which TJC service providers and partners could comfortably share their experiences with and opinions about current reentry services in Denver in an orderly fashion. Given the highly diverse backgrounds of the group participants, the session included guided, dynamic exercises that promoted methodical discussion and sharing of information through small group conversations and topic rotation. A total of 26 individuals participated in one of the two 90-minute facilitated meetings, which were conducted in English and took place in meeting rooms at the Wellington E. Webb Municipal Office Building in downtown Denver. Light refreshments were provided during both sessions. The facilitated meeting guide (see Appendix B) was designed to:

Identify perceived needs, assets and barriers of Denver’s jail-to-community reentry services

Assess participant’s opinions regarding values and guiding principles for the TJC model

Examine population groups prioritization Discuss priorities for post release services

Recruitment and outreach for the facilitated meetings was primarily done by OBHS through electronic, massive means with the support of JVA.

Focus Group JVA conducted a focus group with inmates at the Denver County Jail to gauge their experiences with reentry services and resources within the jail and out in the community. A total of eight male inmates from diverse units within the jail and serving different convictions attended a 60-minute focus group. The script (see Appendix C) for this session was designed to:

• Explore the kinds and frequency of classes attended in the jail

• Role of services providers in jail and out in the community

• Resources available in jail and out in the community

• Perspective shifts as a result of services received Recruitment for the inmates’ focus group was initiated by OBHS, and the session was organized by the Denver Sherriff’s Department with the support of JVA.

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Key Informant Interviews Three key informant interviews were conducted with representatives or administrators of TJC programs in other counties to explore their experiences and discuss their expertise on the reentry services and resources model for their cities and jails. The semi-structured interviews lasted approximately 30 minutes and were conducted over the phone. The interview script (see Appendix D) was designed to examine:

The most important principles that guide reentry services for their community

Reentry services and resources provided to their target population The managing structure and organization for their TJC program Challenges in providing reentry services

Key informants for interviews were contacted by JVA through the Urban Institute with the support of OBHS.

Research Limitations and Implementation Challenges Limitations experienced by this project primarily revolved around recruitment for the inmates’ focus group. Specifically, the research team attempted to conduct a focus group with both male and female participants or two separate focus groups, one for males and one for females. Unfortunately, the former was not possible due to security restrictions of the jail, and the budget limited the possibility to organize the latter option. Additionally, the diversity of backgrounds of those who participated in the facilitated meetings (i.e., service providers) fosters a high level of disagreement and divergence of opinions, which produces an environment charged with competitiveness and certain tension. Such elements called for a very mindful facilitation during the meetings as well as communication tactics to mitigate conversational domination and conflict. Research Results The following sections present the research findings from the surveys, the facilitated meetings, the inmates’ focus group and the key informant interviews. The data and feedback are grouped into the following categories:

Values and guiding principles Assets Challenges and Barriers Needs and Gaps Supports and Services Program Organization and structure

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Program Evaluation

The information presented in these sections was then used to inform the recommendations for the Request for Proposal opportunity (page 36).

Values and Guiding Principles A key component of the research process was to determine opinions around what particular set of guiding principles could provide direction on how the Transition from Jail to Community framework could be implemented. As such, the survey included questions designed to assess priorities around principles for different groups within the detained population. The facilitated meetings and interviews guides also included questions addressing priorities for reentry services guiding principles more broadly.

Survey Findings Survey participants were asked to indicate the top three values or guiding principles to be included in Denver’s jail to community general reentry process as well as the top two principles for: detention facility only (fewer than 20 days) reentry services and short-term or detention (fewer than 45 days) reentry services. Participants had the opportunity to answer all four questions. Below are the top answers for the following segments:

Reentry Services in General Collaborative structure and joint ownership Targeted interventions Evidence-based practices

Detention Facility Reentry Services Targeted interventions Community support

Short-Term Reentry Services Targeted interventions Collaborative structure and joint ownership

Providers and Partners Feedback Feedback from facilitated meetings participants provided further clarification around the prioritization of values for Denver’s reentry services. Participants were asked to write down the top three principles they believe should guide reentry services for Denver. Responses were then collected, compiled, grouped and displayed for group discussion. The following themes emerged:

Individualized, Client-Centered Approach The top cluster of values selected and discussed by participants revolved around the concept of individualized and client-led services. Participants agreed that the approach to reentry services should be centered on the clients’ needs in a way that is meaningful to each specific individual, culturally responsive to

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demonstrate impartiality and bolster integrity, and focused on the strengths of the individuals. An inclusive, trauma-informed approach should also look to empower the population that it serves.

Holistic Model Participants acknowledged the need to prioritize an approach that looks at its various stages, providers and planning in a holistic manner. Services and resources should be provided as a continuum that engages individuals every step of the way and looks at need through a well-rounded perspective. Transition planning must begin pre-trial and follow clients throughout the duration of their detention or sentence and continue on into the community.

Collaborative and Community-Based Approach Participants proposed a variety of elements that centered on the idea of a “tribal approach.” Reentry services require the support and collaboration of the community in order to promote integration, transparency, responsibility and trust among clients and between community members. Feedback provided suggests that it is highly important to understand and view reentry services from a tribe-based perspective that stimulates clients, providers and the larger community to work together, thus creating a smooth transition from detention centers into community services.

Ethical Management and Treatment A variety of ethical values came up as a result of this exercise during the facilitation. Participants named compassion, respect, honesty and equality as important elements to be included as part of the overall value structure guiding reentry services. It is evident that ethical management and treatment of clients in transition is an essential component of a model that addresses needs of such a vulnerable population. Participants agreed that these varied ethical values should be grouped together to address the equitable and humanitarian handling of TJC services in order to promote human rights, hope and true hospitality among the people providers serve.

Evidence-Based Practices Participants discussed the importance of providing evidence-based practices and arranging an approach guided by data-driven decision making. Providing services that are proven to improve the quality of life of clients is an important priority for the TJC model.

Recidivism Reduction A model that promotes reduced recidivism and ultimately decreases incarceration was also a topic of discussion and a selected set of proposed top values. Participants stated that reentry services must start at arrest and work as a rehabilitation process that promotes healing and long-lasting change among the incarcerated population.

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Sustainable Model Lastly, participants proposed sustainability as a principle to guide reentry services for Denver. It seems important to look at the TJC model as a system that can be sustainable in terms of funding and policy.

Key Informants Feedback JVA reached out to representatives and administrators for similar models in other counties across the United States to discuss their experiences, opinions and current practices for their TJC program. Interviewees were asked to share what they consider to be the top three values guiding reentry services for their cities as well as best practices necessary for their program. Through phone conversations with the three key informants, the following themes emerged as priority values for jail-to-community reentry services:

Evidence-Based Practice It is important to provide evidence-based practices and programming, or best practices if there is not enough evidence. Additionally, programming must be delivered by effective curriculum that targets the right population. Fidelity is a crucial element by ensuring the management of the facility works around programming.

Shared Ownership Collaboration with all providers and agencies involved as well as the community is key. The model works by engaging all community partners to help with a smooth transition and working collaboratively with community and criminal justice partners. Shared ownership of the programs and the results promotes the creation of strong relationships among the partners as well as real conversations.

Recidivism Reduction Recidivism applies to everyone. All providers and agencies involved play an important role in terms of reducing recidivism rates.

“It’s not about expecting people to never come back to jail, but to reduce, reduce, reduce, and then stop.”

Assets Understanding the current strengths of Denver’s reentry services was an important element of this research; as such, participants in the facilitated meetings and the interviews were asked to share feedback on specific assets they believe should be reinforced and focused on.

Providers and Partners Feedback Facilitated meeting participants were asked to come together in small groups to discuss during a timed period the assets they believe currently exist in Denver’s reentry services. After small group discussions, participants exchanged ideas and opinions as a larger group. In particular, facilitated meeting participants shared the following feedback regarding existing strengths.

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Programming: Current programming and services for the TJC

model contain various assets already that should continue and be improved, including: Classes and programs within the jail Community-based programs Transition services such as shelter vouchers, identification

letters and transportation passes Current service providers: Community members and nonprofit

organizations that provide services currently Financial resources and funding: Available resources to provide

reentry services Coordination of mental health and substance use treatment:

Coordination of care for mental health and substance abuse programs enhances the effectiveness of such treatments

Trauma-informed service: Delivering services that are trauma-informed and appropriate on a case-by-case basis

Favorable policies: Legislation in place that supports reentry services programs and funding

Existing forums and groups. Spaces for brainstorming ways to improve services as well as advocacy groups that promote positive discussion

“Denver is very forward thinking on how to get better and do better, as evidenced by ‘this’ forum.”

District Attorney involvement. Having the District Attorney on board to minimize incarceration and utilize risk and needs assessments

Challenges and Barriers Just as important as highlighting the strengths of current reentry services is identifying barriers and gaps that limit potentially effective strategies to support the jail-to-community population. The following section presents findings from the facilitated meetings around the greatest perceived gaps and barriers.

Providers and Partners Feedback As part of the participation exercise, small groups of participants were directed to discuss barriers and challenges that limit access to services among the incarcerated population. The facilitated meeting participants shared and discussed the following as main challenges and barriers to accessing reentry services.

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Gaps in collaboration between agencies: There seems to be a lack of collaboration between service providers and other supporting agencies when it comes to addressing reentry services needs. Participants agreed that information sharing is splintered and siloed. There also seem to be differences in understanding and priority setting.

Length of stay: Higher security inmates have limited access to service, while lower security inmates have easier access. Moreover, inmates with longer sentences have wider access to services, while those in short-term stay have little. Such discrepancies may limit opportunities for individuals with significant needs for services and treatment to access such resources.

Community stigma: The lack of acceptance from the community upon release may limit the jail-to-community population to access necessary services. Stigma and prejudice are especially harmful when it comes to housing and employment opportunities.

Inadequate logistical support upon release: Elements such as readily available transportation, communication mediums and top-of-mind knowledge of services are insufficient upon release from incarceration, which limits access to resources. Midnight releases were also discussed as barriers to reaching the targeted population during their most vulnerable period.

Overdue debt: Debt accrued as a result of an individual’s case and incarceration time presents a significant challenge for clients to obtain financial upward mobility. Programs that address such issues, such as paying through community service, are lacking.

Needs and Gaps Another key component of the research was to identify areas of opportunity that need further exploration to improve the quality of reentry services for the jail-to-community population. This section outlines the top prioritized population groups identified in the survey and by facilitated meeting participants. Additionally, this section highlights the most discussed needs and gaps in Denver by participants of the facilitated meetings.

Survey Findings

Population Priorities Respondents were asked to prioritize jail to community services for various populations. A range of 34 to 46 respondents ranked each item. A summary of these ranking, presented as the average rank given, can be seen below in Figure 3. Persons living with mental illness ranked as highest priority. With 15 survey respondents ranking this item as the number one priority, this item received the lowest average rank (indicating the highest priority). Other items receiving low

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average rankings were those with drug and alcohol addiction, those with traumatic brain injury and individuals who were homeless prior to incarceration. Men, low-risk classified and general population services ranked the lowest. With an average ranking of 13 and 12.4 and 12.2 respectively, these three items were ranked the lowest in priority on average. Figure 3. Average ranking of prioritized recipient groups of jail to community services3.

Providers and Partners Feedback The third element of the facilitated meeting revolved around discussions on existing needs to improve reentry services. The facilitated meeting participants outlined the following as the most important needs to be addressed.

Basic post release support and services: Participants shared there aren’t enough services available to support the needs of the jail-to-community populations. Resources such as employment leads, housing, treatment, legal support, assisted living and education, among others, are insufficient, which threatens the stability of the overall model by putting clients at a high risk of recidivism when services run out or are not provided. Participants also had a voting exercise through which they selected the elements they believe should be prioritized upon release. The top priorities are as follows.

3 Please note: lower numbers denote higher rankings (i.e., 1 represents the highest rank and 17 the lowest).

13.012.4

12.211.4

9.89.59.4

9.18.3

7.97.7

7.27.0

6.26.1

6.03.0

1.0 3.0 5.0 7.0 9.0 11.0 13.0 15.0

Male populationJail-based classification-low risk

General populationCultural-specific populations

LGBTQ communityFemale population

Jail-based classification-medium riskPersons under the age of 25

Sex workersVeterans

Seniors/persons living with dementiaJail-based classification-high risk

Persons living with developmental disabilitiesHomeless prior to incarceration

Persons with traumatic brain injuryPersons with drug and alcohol addiction/DUI

Persons living with mental illness

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1. Transitional housing support: Denver has become a city with a high cost of living, which particularly affects the jail-to-community population. Transitional housing is a key stability piece for people reentering the community and a basic pillar for them to progress.

If a person is in their home, we have a better community and a better family.

2. Adequate mental health treatment: A larger percentage of the incarcerated population suffers from some kind of mental health issue; it is, therefore, critical that adequate assessment and care are provided as a treatment and preventive measure.

3. Transportation: Participants shared that transportation is an issue that continues to come up during most conversations with providers around reentry services and a problem that continues without lasting solutions. Transportation passes are big incentives for people upon release and the main and most important link connecting them to services out in the community.

Inadequate program and services assessments: Jail-based programming isn’t assessed properly to evaluate the effectiveness of the classes or services.

Lacking inmate voices: Similar to a lack of program assessment, there is a lack of spaces to hear the voice of inmates to identify possible areas of opportunity and current effectiveness of services, and the impact these have on clients as well as their families.

Pre-trial intervention: Participants discussed the need to begin services pre-trial and target intervention strategies for this population as part of a systemic shift that begins at arrest.

Community re-introduction education: After incarceration time, participants agreed that there is a need to educate clients around how to become part of the community once again. Such concerns revolve around financial education as well as social and technology education, especially for individuals who have been incarcerated for a long time or who have been in and out of jail several times for a long period of time. It seems there is an area of opportunity around teaching the jail-to-community population how to become independent individuals and providing them with the resources to empower them to do so.

Another element discussed during the facilitated meeting was the perception around what incarcerated population group is in greater need for services or what population groups struggle with the wider gaps in services or resources. Participants voted for the following as groups suffering the greatest lack.

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16 OBHS TJC REPORT

1. People suffering from mental health issues: This is a prevalent factor that heavily impacts the incarcerated population and its chances of success. Participants shared that individuals with developmental disabilities, traumatic brain injury and substance abuse or addiction issues should be combined into the mental health group. Additionally, it was mentioned that this grand category should be treated as a high priority group due to treatment needs and the fact that they are often not able to advocate for themselves.

“There is a high demand and need to serve those with mental illnesses.”

2. General incarcerated population: While there were a couple of marked priorities in terms of groups with the greatest current deficit of services, there was extensive discussion questioning the mere idea of prioritizing services. Therefore, group participants agreed to add a group category labeled as “no priorities” or renaming the “general population” as such and voted for the option heavily, placing it as a top two priority. Participants agreed that in order to provide quality jail-to-community services, individuals must not be pigeonholed but instead assessed and treated personally.

3. Individuals with a high risk of recidivism: Most reentry services and programs target individuals with medium to high risk to recidivate, given the need such population has been proven to need from a data-driven and best-practices perspective. The opinion of facilitated meeting participants was aligned with this idea.

Supports and Services The following section covers survey findings around what kinds of reentry services and resources exist, when and where they are offered, who administers them, and their prioritization as per survey respondents. Additionally, it outlines programming curriculum and frequency of participation as well as support provided to inmates while in custody and in the community as described by jail inmates and key informants.

Survey findings

Administration of Services For this section survey respondents were asked when and where respondents believed persons involved in the criminal justice system should receive the following services. A total of 55 respondents answered this series of questions.

Mental Health Screenings Respondents generally agreed mental health screenings should be administered to recipients throughout the process. The most common response, indicating the most agreed upon time, for administering mental health screenings was while the person involved in the criminal justice system was in detention or jail, which was

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17 OBHS TJC REPORT

closely followed by the belief that it should be administered while in the community by a community provider (Figure 4). Importantly, there is less agreement on the time frame (e.g., first 30 days after release) on when this support needs to occur. Figure 4. Number of responses for when and where mental health screenings should be administered

Reentry Needs Assessment Respondents generally agreed that the reentry needs assessment should take place while the person involved with the criminal justice system is in detention or jail, with 91% of respondents indicating this (Figure 5). Figure 5. Number of responses for when and where reentry needs assessment should be administered

0%

45%

49%

49%

56%

62%

76%

84%

89%

0% 20% 40% 60% 80% 100%

Never

First 3 months in community

First 6 months in the community

First 72 hours in community

First 30 days after release

Just prior to release to community

While under community supervision by communitycorrections-based provider

While in the community by a community provider

While in detention or jail

0%

22%

22%

31%

33%

33%

44%

53%

91%

0% 20% 40% 60% 80% 100%

Never

First 6 months in the community

First 3 months in community

First 30 days after release

First 72 hours in community

While in the community by a community provider

While under community supervision bycommunity corrections-based provider

Just prior to release to community

While in detention or jail

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Offense specific programming For offense specific programming (DV, DUI) survey respondents again generally mostly agreed that services should be administered while the persons involved with the criminal justice system are in detention or jail. Over 60% also agreed programming should continue in the community by a community provider and while under community supervision by a community corrections-based provider (Figure 6). Importantly, in contrast to mental health screenings and reentry needs assessments, there seems to be less agreement around the most appropriate place for offense-specific programming to occur. Figure 6. Number of responses for when and where offense specific programming should be administered.

Specialized services For specialized services, such as substance use, mental health, trauma and traumatic brain injuries, respondents generally agree that these should be administered throughout the process with over half of respondents selecting every option. Most agreed that these services should be administered while the persons involved in the criminal justice system are in detention of jail (Figure 7).

0%

36%

36%

36%

42%

44%

65%

65%

73%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Never

First 6 months in the community

First 3 months in community

First 72 hours in community

First 30 days after release

Just prior to release to community

While under community supervision bycommunity corrections-based provider

While in the community by a communityprovider

While in detention or jail

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19 OBHS TJC REPORT

Figure 7. Number of responses for when and where specialized services should be administered

Offender based programming Survey respondents mostly agreed services for offender based programming should be administered throughout the process. There is divergence on when exactly offender based programming should be administered with the various responses on timing receiving between 44% and 58% of respondents in agreement (Figure 8). Figure 8. Number of responses for when and where offender based programming should be administered

0%

56%

58%

58%

64%

69%

78%

80%

84%

0% 20% 40% 60% 80% 100%

Never

First 6 months in the community

First 3 months in community

First 72 hours in community

First 30 days after release

Just prior to release to community

While under community supervision by communitycorrections-based provider

While in the community by a community provider

While in detention or jail

0%

44%

45%

47%

55%

58%

75%

80%

80%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Never

First 6 months in the community

First 72 hours in community

First 3 months in community

Just prior to release to community

First 30 days after release

While under community supervision bycommunity corrections-based provider

While in detention or jail

While in the community by a communityprovider

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20 OBHS TJC REPORT

Peers and natural support Survey respondents were in strong agreement that peers and natural support should occur throughout the process of persons being involved in the criminal justice system (Figure 9). Of note, respondents agree on the importance of this support occurring either very quickly upon reentry or just prior to release. Figure 9. Number of responses for when and where peer and natural support should occur

Financial Support Survey responses for when financial support services should be administered show widespread agreement that this should be administered while in the community by a community provider and it should occur right before release into the community or thereafter. (Figure 10) Figure 10. Number of responses for when and where financial support for: transportation, shelter/housing, and treatment should be administered

2%

64%

67%

69%

71%

71%

73%

75%

78%

0% 50% 100%

Never

First 6 months in the community

First 3 months in community

While under community supervision by communitycorrections-based provider

First 30 days after release

Just prior to release to community

While in detention or jail

First 72 hours in community

While in the community by a community provider

0%

47%

47%

51%

60%

60%

69%

69%

75%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Never

First 6 months in the community

While in detention or jail

First 3 months in community

First 30 days after release

While under community supervision by…

First 72 hours in community

Just prior to release to community

While in the community by a community…

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Self management skills Survey responses to when and where self-management skills, such as employment readiness, financial literacy, parenting, self-management and healthy living, should be taught indicate these are needed throughout the process of persons being involved with the criminal justice system with over 80% of respondents indicating these should be administered in jail and in the community (Figure 11). Figure 11. Number of responses for when and where self management skills should be taught

Prioritizing services Survey respondents were asked to rank the various service areas associated with the transition from jail to community. Transitional housing and mental health treatment seen as highest priorities. Being the two items most commonly ranked as the highest priority, these items saw the lowest average rank position. Other highly prioritized areas were substance abuse treatment and transportation. On the low end of service area priorities were employment placement, education and literacy support, and co-pays for treatment, including UAs (Figure 12).

2%

58%

60%

64%

65%

69%

71%

82%

82%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Never

First 3 months in community

First 6 months in the community

First 30 days after release

First 72 hours in community

While under community supervision bycommunity corrections-based provider

Just prior to release to community

While in detention or jail

While in the community by a community provider

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22 OBHS TJC REPORT

Figure 12. Average rank for service area

Who is in best position to provide services Survey respondents were asked to identify who was best positioned to provide various services during the transition from jail to community.

Mental health and substance use assessment For administering mental health and substance abuse services, survey respondents generally agreed that licensed health care professionals and licensed community treatment providers were best suited to handle mental health and substance use assessments and screenings (Figure 13). Figure 13. Who is best positioned to administer mental health and substance use assessments

6.7

6.5

6.3

5.9

5.5

4.7

3.5

2.5

2.5

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0

Co-pays for treatment, including UAs

Education/literacy support

Employment placement

Specialized treatment support (e.g., DUI,…

Employment readiness training

Transportation (bus passes, etc.)

Substance use treatment

Mental health treatment

Transitional housing support

1

2

2

4

4

4

4

6

7

9

11

32

38

40

0 10 20 30 40 50

Vocational institutes/continuing…

Denver uniform staff

Community volunteers

Faith based providers

City Agencies

Support and advocacy programs

Culturally specific communities

Students/interns

For-profit providers

Local or state supervision supervision…

Denver sheriff's civilian/program staff

Nonprofit providers

Licensed community treatment…

Licensed health care professionals

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Reentry needs assessments For administering re-entry needs assessments survey respondents mostly agreed that nonprofit services providers were best positioned. Vocational institutes, uniformed staff and local or state supervision offices were least frequently selected to conduct this assessment (Figure 14). Figure 14. Who is best positioned to provide re-entry needs assessments

Criminogenic needs assessment Nonprofit providers, licensed health care professionals, Denver sheriff ‘s civilian or program staff and licensed community treatment providers were those most commonly selected to be in best position to conduct a criminogenic needs assessment (Figure 15). Figure 15. Who is best positioned to conduct criminogenic needs assessment

133

5778910

1214

2223

45

0 10 20 30 40 50

Vocational institutes/continuing educationDenver uniform staff

Local or state supervision supervision…Support and advocacy programs

Students/internsCulturally specific communities

City AgenciesFor-profit providers

Community volunteersFaith based providers

Licensed health care professionalsDenver sheriff's civilian/program staff

Licensed community treatment providersNonprofit providers

122

33

45

68

1021

232626

0 5 10 15 20 25 30

Vocational institutes/continuing educationFaith based providers

Community volunteersStudents/interns

City AgenciesCulturally specific communities

For-profit providersSupport and advocacy programs

Local or state supervision supervision…Denver uniform staff

Licensed community treatment providersDenver sheriff's civilian/program staff

Licensed health care professionalsNonprofit providers

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Treatment of mental illness/traumatic brain injury/trauma co-occurring Licensed professionals were the most commonly identified as being best positioned to administer treatment of mental illness, traumatic brain injuries, and co-occurring traumas (Figure 16). Figure 16. Who is best positioned to treat mental illness, traumatic brain injury, and trauma co-occurring

Referrals to community based behavioral health services Nonprofit providers and licensed health care providers were the most commonly selected groups best positioned to provide referrals to community based behavioral health services. The civilian program staff at the Denver sheriff’s department also received a number of selections for being well positioned (Figure 17). Figure 17. Who is best positioned to provide referrals for community based behavioral health services

0012233

58

1012

2531

39

0 5 10 15 20 25 30 35 40 45

Local or state supervision supervision…Vocational institutes/continuing education

Denver uniform staffFaith based providers

City AgenciesCommunity volunteers

Culturally specific communitiesStudents/interns

Support and advocacy programsDenver sheriff's civilian/program staff

For-profit providersNonprofit providers

Licensed community treatment providersLicensed health care professionals

23

45

8101010

1114

2123

2930

0 5 10 15 20 25 30 35

Vocational institutes/continuing educationCulturally specific communities

Local or state supervision supervision…City Agencies

Support and advocacy programsFaith based providers

Community volunteersStudents/interns

For-profit providersDenver uniform staff

Licensed community treatment providersDenver sheriff's civilian/program staff

Licensed health care professionalsNonprofit providers

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Treatment for drug and alcohol addiction Licensed community providers, nonprofit providers and licensed health care professionals were selected the most as being the best positioned to administer treatment for drug and alcohol addiction (Figure 18). Figure 18. Who is best positioned to administer treatment for drug and alcohol addiction.

Referral to drug and alcohol addiction services Nonprofit providers, licensed health care professionals and civilian program staff at the Denver sheriff’s department were identified most commonly as those being best positioned to provide referrals to community based drug and alcohol addiction services (Figure 19) Figure 19. Who is best positioned to provide referrals to community-based drug and alcohol addiction services

11223

5667

1112

2929

34

0 5 10 15 20 25 30 35 40

Denver uniform staffVocational institutes/continuing education

Local or state supervision supervision…City Agencies

Culturally specific communitiesSupport and advocacy programs

Faith based providersStudents/interns

Community volunteersFor-profit providers

Denver sheriff's civilian/program staffLicensed health care professionals

Nonprofit providersLicensed community treatment providers

13

44

8101010

1113

2024

2829

0 5 10 15 20 25 30 35

Vocational institutes/continuing educationCulturally specific communities

Local or state supervision supervision…City Agencies

Support and advocacy programsFaith based providers

Students/internsFor-profit providers

Community volunteersDenver uniform staff

Licensed community treatment providersDenver sheriff's civilian/program staff

Licensed health care professionalsNonprofit providers

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Services for those with developmental disabilities or cognitive impairment Licensed health care professionals, nonprofit providers and licensed community treatment providers were identified as those best positioned to provide services for those with development disabilities or cognitive impairment (Figure 20). Figure 20. Who is best positioned to provide services for those living with a developmental disability or cognitive impairment

Short-term detention center populations Civilian staff from the Denver sheriff’s department and uniformed Denver staff were identified most often as being best positioned to see to the needs of short-term detention center populations (Figure 21). Figure 21. Who is best positioned to address the needs of short-term detention center populations

11

3333

66

810

1524

2732

0 5 10 15 20 25 30 35

Local or state supervision supervision…Vocational institutes/continuing education

Denver uniform staffStudents/interns

City AgenciesCulturally specific communities

Faith based providersCommunity volunteers

Support and advocacy programsDenver sheriff's civilian/program staff

For-profit providersLicensed community treatment providers

Nonprofit providersLicensed health care professionals

23

4444

57

99

1017

1924

0 5 10 15 20 25 30

Vocational institutes/continuing educationLocal or state supervision supervision…

Students/internsFor-profit providers

City AgenciesCulturally specific communities

Support and advocacy programsFaith based providers

Community volunteersLicensed community treatment providers

Licensed health care professionalsNonprofit providers

Denver uniform staffDenver sheriff's civilian/program staff

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Transitional housing needs Nonprofit providers were identified as being best positioned to provide transitional housing needs (Figure 22). Figure 22. Who is best positioned to provide transitional housing needs

Employment skills Nonprofit providers were the most commonly identified group to be best positioned to provide employment skills (Figure 23). Figure 23. Who is best positioned to provide employment skills

134455

99101112

1417

33

0 10 20 30 40

Denver uniform staffVocational institutes/continuing education

Local or state supervision supervision…Support and advocacy programs

Students/internsCulturally specific communities

Denver sheriff's civilian/program staffCity Agencies

For-profit providersLicensed health care professionals

Faith based providersCommunity volunteers

Licensed community treatment providersNonprofit providers

2334

88910101112

1416

36

0 5 10 15 20 25 30 35 40

Local or state supervision supervision…Denver uniform staff

Culturally specific communitiesSupport and advocacy programs

Faith based providersVocational institutes/continuing education

Students/internsLicensed health care professionals

City AgenciesLicensed community treatment providers

For-profit providersDenver sheriff's civilian/program staff

Community volunteersNonprofit providers

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Employment placement Nonprofit providers were the most commonly identified group as being best positioned to provide employment placement (Figure 24). Figure 24. Who is best positioned to provide employment placement

Cognitive behavioral training skills Nonprofit providers were the most commonly identified group as being best positioned to provide cognitive behavioral training skills. Licensed medical professionals and licensed community treatment providers also received numerous selections (Figure 25). Figure 25. Who is best positioned to provide cognitive-behavioral training skills

3344

89991011111212

37

0 5 10 15 20 25 30 35 40

Local or state supervision supervision…Culturally specific communities

Denver uniform staffSupport and advocacy programs

Vocational institutes/continuing educationFaith based providers

Students/internsLicensed health care professionals

Licensed community treatment providersDenver sheriff's civilian/program staff

City AgenciesCommunity volunteers

For-profit providersNonprofit providers

22

344

666

81111

2325

31

0 5 10 15 20 25 30 35

Denver uniform staffLocal or state supervision supervision…

Vocational institutes/continuing educationCity Agencies

Culturally specific communitiesCommunity volunteers

Students/internsSupport and advocacy programs

Faith based providersDenver sheriff's civilian/program staff

For-profit providersLicensed health care professionals

Licensed community treatment providersNonprofit providers

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Life skills classes Nonprofit providers were the group most commonly identified as being best positioned to provide life skills classes such as financial literacy, healthy eating, etc. (Figure 26). Figure 26. Who is best positioned to provide life skills classes

Jail Inmates Feedback An important element of the research project entailed speaking directly with jail inmates to examine their experiences and opinions around services and resources within the jail as well as resources available in the community. Through a series of questions designed to address curricula, available support, post release resources, and shifts in perceptions, JVA was able to gather sufficient feedback to grasp a decent, albeit incomplete, understanding of reentry services from the perspective of those on the receiving end.

Classes in Jail Inmates mentioned being involved in a variety of courses that ranged from cognitive classes to an immersive mental health treatment program. Some individuals participate in classes a few times during their stay, while others attend comprehensive programs that deliver classes all day several times a week. The type of classes available and the frequency of class attendance depend on an individual’s needs weighed during risk and needs assessments as well as the classification system, which takes into consideration criminal records and sentence types.

Participation Frequency Most self-standing or coupled classes participants had joined lasted several weeks. For immersive programming such as the Mental Health Transition Unit and the Rise Program (i.e., substance abuse rehabilitation), the curriculum is more extensive, treatment is available throughout the duration of stay, and frequency of participation is much higher.

23

56

891010

12131415

1937

0 5 10 15 20 25 30 35 40

Local or state supervision supervision…Culturally specific communities

Denver uniform staffSupport and advocacy programs

City AgenciesStudents/interns

For-profit providersVocational institutes/continuing education

Community volunteersFaith based providers

Licensed health care professionalsLicensed community treatment providers

Denver sheriff's civilian/program staffNonprofit providers

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Class Type Participants shared experiences related to their attendance in a variety of classes, including:

Substance abuse Healthy relationships Relapse prevention Stress management Anger management Cognitive skills Thinking for Change

Resulting Shifts and Perspectives Participants agreed that one of the most important shifts they have experienced since attending classes while in custody is their sense of responsibility around their behavior and choices as well as self-control over what their circumstances or environment provoke.

“I am trying to adjust my lifestyle to think differently. We all know the truth somewhere along the line; it’s either wrong or it’s right. So I try to lead my life to the point where I am a grown man and leave childish thoughts behind, so I can function in society to where I am expected to function, or where I want to function.”

Participants mentioned a gained ability to think before acting, distinguishing between right and wrong courses of action, and managing emotions in a more positive manner. It was made evident through conversation that participants learn specific skills during class that equip them to make practical changes and gradually absorb them as long-lasting qualities. Other acquired shifts and skills include:

Identifying triggers Facilitating discussion with other peers Holding themselves accountable Inner reflection Accepting mental disorders and recognizing symptoms Responding vs. reacting Feeling hopeful Creating connections

Support while in Custody Participants were asked about the level of perceived support they feel they receive while in custody that can help them while in transition from jail to the community.

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Availability of Resources Participants agreed that there is a good variety of useful curricula offered for specific units within the jail that largely prepare individuals for a successful reentry back into the community. They also mentioned that a strong resource they obtain while in custody is the connections made through service providers who come in to offer classes or treatment. These providers can ultimately become a strong resource out in the community, if individuals choose to continue and grow said relationships.

Areas of Opportunity There is a lack, however, of concrete resources inmates feel would be useful while in custody to prepare themselves practically for their release. Inmates agreed that having access to a booklet or resource package containing specific contact information for services providers in the community could be a crucial element in helping them and their peers successfully renter society, which could include contacts for obtaining: jobs, clothing and food vouchers, among others. Moreover, they shared that, with the exception of those enrolled in immersive programs, many are not receiving enough life skills training to help them feel confident about going back into the community. Basic life skills include financial and business courses that address thing such as creating a small business, setting up a bank account, financial literacy and other practical education content. Lastly, they mentioned that some inmates who wish to access specific classes feel limited by their unit type or are unaware of what kinds of services are available to them while in custody, which calls for a wider broadcasting of classes’ availability.

Housing Post Release Most participants in the focus group shared that they already have housing options upon release; however, they are aware, and emphasized, that this does not hold true for many of their peers in the jail, which aligns with the top needs identified by service providers in previous sections. Those with existing housing options mentioned their family’s home as the place to go post release.

Employment Post Release In general, focus group participants shared that they do not have readily available employment leads to follow upon their release. However, a few of them mentioned that they feel confident falling back into the industry they were part of before being incarcerated (e.g., painting, fast food service, telemarketing). Participants agreed that one of the biggest challenges they will face upon release is going back into workplace after being out of it for a long time. In order to become a productive member of society, there is a need to find and keep employment with upward mobility.

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“There’s the fear of getting out there and not being able to compete in the market.”

Community Support

Relationships with Providers Participants shared that they have built relationships with service providers in jail that have the potential to continue once they are back in the community. Nevertheless, they acknowledge that such relationships are fragile connections that must be nurtured upon release.

“The major thing about relationship is that it takes two. A lot of people make plans for when they get out, but a lot of times we go back to our mud and vomit where we came from and get back in that cycle.”

Ongoing Communication Different kinds of communication were mentioned as accessible ways to stay in touch with community-based providers. Telephone, email and in-person visits appeared to be feasible options for participants to stay in touch with providers, although this might not hold true for the larger incarcerated population.

Motivators to Engage An important change and engagement inspiration is a strong support system that motivates them to stay on track with their willingness to improve. Whether it is a family, a group of peers with similar experiences or an organization with whom they feel comfortable, solid support systems appear to be a strong instigator of change. Additionally, they believe having programing or services that directly target transition challenges and post release acclimation would work as a useful bridge to help individuals adapt back into the community.

Commitment to Community Participants agreed that the possibility to have a successful future upon release is their main incentive to change and stay engaged with available services. Nonetheless, they realize this is ultimately a very personal choice.

“What it comes down to upon release is the willingness to want to change.”

Besides effective, available services, personal responsibility and accountability are what creates lasting change. Participants agreed and acknowledged their readiness to improve as they renter the community, recognizing it is a day-by-day choice strongly attached to their will and continuous choices.

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Key Informants Feedback Representatives and administrators from TJC models in other counties also provided valuable input regarding programming and classes their jails provide the incarcerated population.

Programming Targets population with high risk of recidivism: Programming is

designed to target the population that has been assessed and classified as being at high risk to recidivate.

Designed for individuals who will be able to complete the program: Class models are designed and target the population that will have enough time to complete it, which is usually those who will remain incarcerated for at least six to eight weeks.

Specialized programming: There are specific, more immersive programs that target individuals with specialized needs, including:

Veterans Mental health patients High classification level Long-term stay (i.e., vocational training or work from jail

options) Curriculum for everyone: While most programming has been

designed to target populations that will be in jail for a longer period of time, or those with specialized needs, everyone in the jail receives some level of reentry services and programming even if this only includes high-level classes.

Class Type Similar to the classes received by the inmates at the Denver County Jail, key informants shared examples of the variety of classes and programming that jails in their cities offer:

Thinking for a Change Criminal conduct Substance abuse treatment Career development (courses validated outside of the jail) Battered men and women programs Parenting classes DUI safety school Community education program Second chance program (animal training) Healthy relationships classes Pre-apprenticeship courses

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Jail job trainings

Program Organization and Structure

Key Informants Feedback Through a semi-structured interview, representatives and administrators of TJC models across the country spoke to JVA about the ways in which their reentry services are organized and managed. Through conversations with these three key informants, the following themes emerged around TJC structure.

Centralized and Strategic Structure Key informants agreed that the most effective change they have executed since the implementation of the TJC model is the centralization of the management of their model. Having one particular agency or organism vet and evaluate the effectiveness of programs has helped them streamline the structure of their services and simplify relationships with and between providers.

Relationship Building and Clear Communication Communication within the managing organism, between the managing entity and the providers, and among the providers is clear and transparent. Solicitation of services is open and clear, which limits confusion. The number of providers delivering a specific service is controlled, limiting overlapping and competition. More importantly, collaboration is a key element guiding relationships between all members. Through frequent meetings and open channels of communication, collaboration is strongly reinforced by continuous repetition of the advantages of working together as a team and the reveal of proof that teamwork is beneficial for everyone.

Systematic Approach A shift in perspective at all levels seems to be another key factor for the success of their model in which TJC is not viewed as merely a program but a system. The enforcement of TJC has moved from the personnel level to more of a policy issue that is implemented systematically and strategically.

Supportive Technology Another element key informants mentioned that has supported them in their improvement or success is an efficient information system or software to help capture data; such technology has helped centralize information and simplify communication.

Program Evaluation

Key Informants Feedback Key informants were asked to share information about the evaluation efforts they have implemented to ensure programming is effective and measure results in a significant manner.

Evaluation Efforts Interviewees shared the various ways in which they have implemented some evaluation methods for their programs, including:

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Creating a quality assurance team to evaluate some of the specific programs provided while in custody by certifying internal staff through the correctional program checklist.

Pulling external data from the police department and conducting a monthly evaluation of services

Looking at recidivism rates each quarter as well as the pre and post arrest rest per program

Designing dashboards that display real-time data on rebooking rates and employment outcomes for reentry program participants

Performing ad-hoc analyses to assess the performance of individual projects as necessary done by analysts from Department of Human Services and the courts

Evaluators It seems that most of the evaluation currently implemented in the counties of key informants is done internally. However, depending on the needs of specific programs, some extra assessment is done by analysts in other agencies. Additionally, interviewees shared that they have also worked with third-party consultants for formal evaluations of reentry services overall, including the Urban Institute. Said evaluation included a fidelity assessment and an impact analysis of the jail’s reentry programs originally funded through the Bureau of Justice Assistance Second Chance Act.

Frequency or assessments The frequency of evaluation depends on the type of the evaluation that is conducted. Some assessments are done monthly, others quarterly, and the most formal or complete evaluations are completed yearly or once every few years.

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Research Implications and Recommendations

Summary of Takeaways Key takeaways were drawn from those themes that came up as a result of the various methods used in data collection, including survey responses, facilitated meetings, a jailed inmates focus group and key informant interviews. The following are the important highlights of the research:

There are important assets already in practice for Denver’s reentry services. Focusing on such strengths can heighten the impact the TJC model has on current inmates.

There are significant barriers and challenges that limit the success of reentry services, that include;

Programming for reentry services is important at all levels. Specialized services are more extensive and serve population groups with the greatest needs.

Collaboration and shared ownership are important values shared by all participants of this research project.

Evaluation is an important element to consider an implement to ensure the effectiveness of practices.

Recommendations JVA is pleased to make recommendations based on the data collected and feedback received through the research that specifically alluded to ideas for a Request for Proposals opportunity to fill gaps and identified needs found through the research. The following are a collection of suggested recommendations by participants in survey responses, facilitated meetings, a jailed inmates focus group and key informant interviews, and further refined by JVA:

Collaboration is key. Acknowledge the importance of collaboration as key to success for reentry services at all levels and between all players within the TJC model.

Reentry starts at arrest. Provide reentry services starting at arrest, every step of the way, and to all population groups, which is crucial to reduce recidivism at all levels of the chain.

Mental health as top priority. Recognize mental health as a top priority given the high percentage of people suffering from mental health issues who are in jail and the high level of vulnerability the population group endures.

Lessen stigma around incarceration. Work to alleviate community stigma around the incarcerated population through widespread education in order to improve the jail-to-community population’s access to essential services and resources in the community.

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Basic life skills programming. Provide improved life-skills programming that focuses on practical education that includes: financial literacy, business courses and money management in order to increase the confidence level of inmates around going back to the job market and becoming successful.

Booklet of services and resources. Generate an inclusive package that contains comprehensive information on available community services and resources as well as useful and current contact information.

Logistical support upon release. Improve coordination of logistical support upon release, including: limiting midnight releases, readily available transportation outside the jail, accessible communication devices (i.e., cellphones) and top-of mind knowledge of or contact information for available community-based services and resources.

Debt management services. Promote the establishment of programs that focus on helping jail-to-community individuals relieve debt accrued as a result of an individual’s case through community service or other effective methods.

In conclusion, there are various windows of opportunities to implement the learning from the findings this research yielded. Importantly, not all has to be addressed within a specific timeline, but utilizing an intentional approach focused on outcomes that address more than one area of need is possible. Focusing on the areas of strengths will also be critical.

Future Research JVA identified a couple of areas that may call for further exploration to obtain a more complete picture of reentry services for Denver.

Extensive Jail Population Inclusion While collecting input from a group of male inmates yielded significant value to the research project, it is advised that further research be conducted to include the voices of the female incarcerated populations. Moreover, given that there are three different facilities in Denver that house different incarcerated populations and provide varied reentry services, it would also be helpful to expand research efforts to include the examination of reentry services for the different locations and population groups.

TJC Model Structure Considerations Given the quality of recommendations provided by key informants managing reentry services for TJC models in other counties across the country and the wealth of information and expertise contained in this area, it would be of interest to explore ways in which effective models function more in-depth to identify

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specific ways through which the Denver TJC model can be improved as a structure through a systematic approach.

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Appendix A: English Online Survey Sample

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Appendix B: Facilitated Meeting Guide Office of Behavioral Health Service TJC Model: Facilitated Meeting Goals

1) Identify core values and guiding principles that jail to community reentry services should embrace.

2) Gather ideas, approaches, needs, and effective practices to improve Denver’s Transition from Jail to Community Model (TJC).

Materials Marked flipcharts for World Café

Markers

Name plates

Sticky screen

Quarter sheets

Blue and red dot stickers

Script Introduction (3 minutes) Hello. Thank you all for participating in this discussion. My name is _______ and this is my partner ________, and we will be helping to facilitate the discussion. As you know, the Office of Behavioral Health Strategies (OBHS) and Crime Prevention and Control Commission (CPCC), is looking to identify core values and guiding principles that jail to community reentry services should embrace as well as gather ideas, approaches, needs, and effective practices to improve Denver’s Transition from Jail to Community Model (TJC). To help develop and gather the necessary data, OBHS has engaged Joining Vision and Action (JVA), a Colorado-based research and evaluation firm, to accomplish this goal. Our meeting today is designed to gather your feedback on best practices for jail to community transition models and to better understand ways to improve reentry services in Denver.

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The information you share today is confidential. We will combine all the responses from our discussion into the report. This report will assist DDHS in developing a Request for Proposal opportunity to provide or meet the needs identifies from the data collected. My colleague _________ is taking notes from the discussion today. Our discussion today should take about 90 minutes—we’ll be sure to get you out of here on time. Thank you for your participation. Do you have any questions before we get started? Participant Introductions (5 minutes)

1. Could you please introduce yourself by telling us: a. your name, b. your role and description of what you do c. your favorite place to spend time in the city

Needs, Assets and Barriers (30 minutes)

2. EXPLAIN WORLD CAFÉ. For the next 30 minutes, we are going to be brainstorming the biggest needs, the greatest barriers, and the greatest assets of Denver’s reentry services (10 minutes at each). By rotating around the room, please respond to each of the following questions:

a. What do you think are currently the biggest needs for Denver’s reentry services?

b. What do you think are the biggest barriers for Denver’s reentry services?

c. What assets do you feel are already in place for the reentry services in Denver?

Report out and discuss (10 minutes)

Values and Guiding Principles (20 minutes)

3. EXPLAIN TOPS. For the next 20 minutes, we are going to be brainstorming what values and guiding principles you believe should be prioritized when thinking about reentry services in Denver.

a. First working independently, please use the quarter sheets to write down the top three core values or most important principles that should guide Denver’s reentry services (use one quarter sheet per core value or principle).

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b. As a small group, take some time to share out, consolidate ideas and identify the areas of convergence around those values or principles.

c. Report out (using sticky screen)

After all have reported out, discuss if there are any holes or additions.

Prioritizing Population Groups (15 minutes)

4. DOT VOTING: For the next 15 minutes, we will be prioritizing the different population groups that benefit from reentry services.

a. Out of these options, using the 3 blue dots you were given, vote for your three, two, or one population group you believe should be prioritized.(Participants can place all of their blue dots on one option or divide them up as they see fit).

i. LGBTQ community ii. Persons with drug and alcohol addiction/DUI iii. Persons living with mental illness iv. Persons with traumatic brain injury v. Veterans vi. Homeless prior to incarceration vii. Seniors/persons living with dementia viii. Persons living with developmental disabilities ix. Sex workers x. General population xi. Female population xii. Male population xiii. Persons under the age of 25 xiv. Jail-based classification—low risk xv. Jail-based classification—medium risk xvi. Jail-based classification—high risk xvii. Cultural-specific populations (e.g., American Indian,

monolingual speaking, etc.)

b. I see that OPTION X and Y have a majority of blue dots, can someone explain to the group and me why these seem to be the most popular options?

c. Are there any other population groups that we did not mention here you believe should be prioritized? Why?

Prioritizing Post Release Services (15 minutes)

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1. DOT VOTING: For the next 15 minutes, we will be prioritizing post release services in the community.

a. Out of these options, using the 3 red dots you were given, vote for your three, two, or one post release services you believe should be prioritized. (Participants can place all of their red dots on one option or divide them up as they see fit).

i. Transitional housing support ii. Transportation (bus passes, etc.) iii. Mental health treatment iv. Substance use treatment v. Specialized treatment support (e.g., DUI, DV, sex offender,

etc.) vi. Co-pays for treatment, including UAs vii. Employment readiness training viii. Employment placement ix. Education/literacy support

b. I see that OPTION X and Y have a majority of red dots, can

someone explain to the group and me why these seem to be the most popular options?

c. Are there any other post release services that we did not mention here you believe should be prioritized? Why?

Closing (2 minutes)

THANK YOU FOR YOUR THOUGHTS THIS MORNING!

Appendix C: Jail Inmates Focus Group Script

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Office of Behavioral Health Strategies: Inmates Focus Group Script Goals

1) Assess the opinions and experience of the imprisoned population regarding reentry programs and services offered in jail and in the community.

Script Introduction The Office of Behavioral Health Strategy and the Crime Prevention and Control Commission are interested in better understanding the needs and gaps of jail-to-community reentry services in Denver. We want to learn from you what your greatest needs for reentry services are. This focus group represents one part of this assessment, and it will give you an opportunity to share important information, opinions and experiences. Thank you so much for giving us your time and valuable insights into what is needed for returning to the community. Joining Vision and Action, LLC (JVA) is conducting this focus group in partnership with the Office of Behavioral Health Strategy. The information you share today is confidential. We will combine all the responses from our discussion into a report. My name is _______ and this is my partner ________, and we will be helping to facilitate the discussion. Guidelines:

1. Confidentiality / Vegas Rule No personally identifying information will be shared outside of this room, and I would ask that each of you not share this information outside of this room as well.

2. There are no right or wrong answers – be honest Our discussion today will be informal. There are no right or wrong answers. We simply want to know what you think and why. We aren’t from DHS, so feel free to share your honest opinions.

3. Ask questions

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I will help guide our conversation, but I encourage each of you to ask questions if any of my questions are not clear.

4. Respect others’ opinions and don’t speak over each other It is important that wide ranges of ideas are expressed. If you would like to add to an idea, or if you have an idea that is different from others, please speak up. I do ask that you try to respect each person’s opinions or experiences, even if you don’t agree with them. You are encouraged to speak with each other and not just to me.

My colleague _________ is taking notes from the discussion today. He’ll be writing down what you say on these flip charts, and also taking typed notes on his computer. Our discussion today should take about forty-five minutes—we’ll be sure to get you out of here on time. Thank you for your participation. Do you have any questions before we get started? Participant Introductions (3 minutes)

1. Could you please introduce yourself by telling us your name?

Questions (10 minutes)

2. Do you have a place to go when you are released from custody? PROBE: If no, where will you go?

3. Do you have employment readily available when you are released from

custody?

4. How many classes have you participated in, while in jail?

5. Which classes have you found most beneficial to your situation? PROBE: How much impact does earn-time credit have on your decision to participate in a class?

6. When you think about what lead you to be in jail, what are one or two

things you need to change when you go back to the community so that you are likely to be to stay out of jail?

7. How have the classes changed your perspectives, empowering you to make choices for your life going forward?

8. Would you find it beneficial to be able to apply for jobs, housing and other services to support you re-integrating to the community before you are released?

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PROBE: Why or why not?

9. Have you built a relationship with a provider that you will continue with while you are in the community to support your reentry?

PROBE: If yes, which provider will you maintain contact for services with?

PROBE: How will you maintain contact with them (phone, go to office, other)?

10. Please name 1-3 items that would be the most beneficial to you either

while in custody, or upon your release that would assist you in successfully returning back to the community.

11. What would motivate you to continue services when you return to the community?

Closing (2 minutes)

12. Is there anything else you would like to share with us?

THANK YOU FOR YOUR THOUGHTS THIS AFTERNOON!

Appendix D: Key Informant Interviews Script OBHS TJC Key Informant Interviews Script

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Introduction Hello and thank you for your time. My name is _______, and I work with Joining Vision and Action, a Colorado-based planning and research firm hired by the Denver Department of Human Services (DDHS) Office of Behavioral Health’s (OBHS) to facilitate discussions around identifying core values and guiding principles that jail to community reentry services should embrace as well as identifying ideas, approaches, needs, and effective practices to improve the Denver Transition from Jail to Community Model. Just to run through the basics: The information you share today is confidential. I will combine the responses from our discussion into a larger report that will inform future planning for DDHS OBHS. There are no right or wrong answers. Our discussion today will last no longer than 30 minutes. I have you on speakerphone, as I am going to be taking notes on my computer as you speak. Can you hear me OK? Do you have any questions before we get started? Interview questions Background

1. To begin, please tell me briefly about the ____________ jail and your area of focus within _____________.

2. Could you please tell me a little bit about your familiarity with the Transition from Jail to Community Initiative?

Population

3. Can you tell me some key elements that describe the jail at _____________. PROBE: How big in size is it? How many inmates are in here?

4. Can you talk about the population that you serve? PROBE: For how long do people stay there? Are there any specific populations that you serve?

Core Values and Principles

5. How would you describe the top three core values or most important principles that guide reentry services for ________________?

6. What are some best practices you consider to be necessary for any jail to community reentry system?

7. How does _____________ ensure that the TJC Model is being followed? Reentry Services

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8. What does the population receive as part of reentry services—both inside the jail and once discharged into the community?

9. Who is providing the different services to this population? PROBE: What agencies, organizations, institutions are providing services?

10. Do different populations receive different reentry services? PROBE: How are services different for different populations? PROBE: Who is providing these specialized services?

11. How does the hand-off from jail to community work for ______________? PROBE: Is there a main connector from jail to community? Who or what is it?

12. What is the managing structure for reentry services at ______________? PROBE: Is there one core entity that manages the services? Is it done through contracts with various agencies?

Challenges/Lessons Learned

13. What are the main challenges that you encounter for reentry services in ____________?

14. What would you do differently if you had the opportunity to do so? PROBE: How would this make reentry services better for ___________?

Closing

15. Do you have any additional thoughts about how or what Denver could focus on to improve its Transition from Jail to Community Model?

16. Any other comments or feedback that you think would be helpful for me or DDHS OBHS to know?

Thank you very much for your time! Your feedback and perspectives have been very valuable. If you have any other thoughts that come to mind after we get off the phone, please feel free to contact me at any time. Or if I have additional questions, would it be all right if I got back in touch?

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July 2017

Above: Reentry Roundtable participants discuss the future of community-based reentry services in Denver

Newsletter Contents:

1. Reentry Roundtable Agenda

2. Emerging Themes

3. Reentry Roundtable Notes

4. Next Reentry Roundtable Meeting

CRP Newsletter

Attachment 12

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Reentry Roundtable Agenda June 15, 2017

9:00 -10:30 am Shorter Community AME Church

1. 9am- 9:10am Welcome and Introductions – Lisa Calderon, Executive Director, Community

Reentry Project (CRP)

2. 9:10am Overview: Reentry Services in Denver

1. History of Reentry Services in Denver– Lisa Calderon

2. Current State of Jail Population – Phil Cherner (retired Criminal Defense Attorney)

3. Additional historical perspectives - Group

3. 9:25 CRP RFP – Angela Hardin (CRP Director of Case Management Services) and William Cash

(Principal, Kmodity)

1. CPCC/OBHS Focus Group and Survey Feedback

2. Community Based Services vs Privatization/Institutionalization

3. Cash flow and capacity (3rd fiscal agent in 10 years)

4. Collaboration vs. Competition

5. Staff Development

4. 9:40 Reentry Barriers/Needs and Strategies for Community Program Sustainability – Small

Group Discussion Facilitators: Ageno Otii (CRP Director of Employment and Education), Rev.

Tammy Garrett Williams (CEO, Above Waters Project); Angela Hardin, William Cash and Lisa

Calderon

5. 10:15 Report Back

6. 10:30 Next Steps and Adjourn

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Emerging Themes We had 40 participants including formerly and currently justice involved folks, service providers, faith leaders, and public officials attend and engage in a very lively discussion about the future of community-based reentry services in Denver and the Crime Prevention and Control Commission’s RFP process. The themes that emerged included:

• Community organizations are assets and need to be supported.

• Reentry needs to be community based and individualized.

• Transportation, housing, medical services, substance abuse and mental health services are all barriers to reentry in Denver.

• Populations for services should not be ranked against each other. Everyone deserves services.

• The City of Denver’s RFP Focus Groups and Survey needed to be clear that it pertained to CRP’s funding.

• Need more community feedback applied to the City’s RFP process.

• The RFP survey wasn’t accessible to all. The jargon was confusing.

• Persons most impacted (those incarcerated or recently incarcerated in Denver’s jails) need to be included in the RFP process.

• Why are some populations in the jail are underserved? What are the gaps in services and barriers in the system?

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NOTES: Reentry Roundtable

June 15, 2017

9:00 -10:30 am

Shorter Community AME Church

Current State

• Jail at 97% occupancy

• Reentry is relatively new in Denver, CRP created in 2007

• Need pre-release services for youth, gang members

• Need streamlined reentry services

Reentry Focus Group Debrief

• Common theme from the asset activity is that community organizations are assets

• Common theme from the barriers activity is that transportation, housing, medical services,

housing, substance abuse and mental health services are all barriers to reentry in Denver

• Common theme from prioritization of populations for services is that there is not need to

prioritize. Everyone deserves services.

• Need to make clear that the RFP Focus Groups and Survey are about the CRP RFP.

• Need more community feedback applied to the City’s RFP process.

• Reentry needs to be community based and individualized.

Reentry Survey Debrief

• The survey wasn’t accessible to all.

• The language was confusing.

• Man stopped filling it out due to poor construction.

• Persons most impacted (those incarcerated or recently incarcerated in Denver’s jails) not

included.

• Some populations in the jail are underserved, there are gaps in services. Questions: Why? What

are the barriers?

RFP Process

• CRP has worked for 8 years to find a appropriate fiscal sponsor (an agency with a large cash

flow, current operating and administrative processes, and able to decrease administrative stress

on CRP).

• Collaboration not competition amongst community organizations.

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• CRP has spent time and resources developing staff expertise, which has gone under recognized.

There are also several master trainers in this group, which is also under recognized.

• Need cross learning and sharing amongst community organizations to better meet the need for

those returning from Denver’s jails.

• Look at public safety as an outcome.

Break Out Group 1: Barriers

• Lower levels of Maslow’s hierarchy of needs, persons trying to survive with housing, transportation,

lack of support, and life resources at a minimum.

• Lack of supportive services for housing, transportation, access to quality food and medical supports.

• Multiple locations for services, no one stop shop

• Navigating the legal system is complex. Most persons lack the resources to navigate it successfully

(post bail, hire adequate legal representation, pay for community supervision fees, etc). Persons

report taking plea deals for crimes they didn’t commit in order to get released.

• Housing and living wage employment are major needs.

• Funds are available for punishment (incarceration, supervision) but not for reentry (supportive

services).

• Lack of systems vision, oversight, and knowledge; particularly from the Denver Sheriff Department.

• There is a gap in what the jail has to offer persons.

• There is no shared definition of reentry

• DSD, Probation, Community Corrections needs assessments to identify the needs to operate

coordinated flow for programs.

• It is a challenge getting the jail to provide services and partner.

• Working with persons with disabilities. Many programs do not know how to help persons with

disabilities navigate reentry. “CRP was very helpful to me because they linked me up to services I

needed and did in a way that I could access”.

• Connecting with community supervision agencies (probation, pre-trial, parole, etc) is difficult and

often non-responsive.

• Community supervision is hard to communicate with a lacks a standard of care.

• Community supervision often creates barriers, not alleviates them.

• People are unable to stay in school (HSE, college) due to need to work, pay for housing (including

mandatory rent at half way houses), access supportive services in order to stay afloat. Colleges and

universities experience a high dropout rate from formerly incarcerated persons.

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• Not having the organizational capacity to meet all the needs.

• Lack of navigation between the client and the community (pre and post release for the person and

their family).

• Sheriff department doesn’t communicate with community agencies.

• The city opens up the RFP process for anyone to apply.

Strategies

• Community providers should navigate systems and processes with persons with disabilities.

• Create systems and processes to foster community collaboration. It is the City’s role to support

collaboration.

• Start services pre-release and continue in the community.

• Train corrections staff and deputies in other skills, such as communication.

• City should use community based agencies for RFP’s, not non-local, private organizations.

(Workforce is a great example of failed contracts from outside agencies).

• Use the one stop shop model for reentry

• More financial resources need to be allocated for persons reentrying. Many are experiencing

poverty and have large expenses derived from incarceration.

• Reentry definition needs to include pre incarceration as well; including the initial police contact or

complaint, police interaction, the arrest.

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• Cost of Supervision (parole and probation)

• Defining Success

• Community Based Support Network

• Trauma of incarceration rarely addressed

• Presenting and Follow Up

• Literacy

• Stigmas

• Referrals and Probation

• Knowledge of Rights

• Discrimination in system and society

• Show your support strongly. They won’t

believe you or come to you if don’t support.

• Limited in-reach services

• Community navigation and peer support

• No housing, safe place to stay

• Access to housing

• Fending meaningful employment and

housing

• Lack of substance abuse treatment on

demand

• “I can’t get to services”

• Access to services

• “Where do I find services”

Strategies

• Access to date

• Know the needs of the clientele

• Creating trust

• Peer support

• Peer Support

• Aligned goals

• Systems accountability (informing of rights)

• Integrity

• Interfaith. Community welcome

• Space that is not stigmatizing

• Awareness of services available

• Employment Training

• Survey those being released

• Cross Agency Training

• “Give me a chance”. No place to go is a

barrier. Believe in that person, who really

will do good.

• Free and accessible substance and mental

health treatment

• Transitional housing

• Share your story.. “we don’t want to be

judges as ‘felons’”

• Trauma, grief counseling

• Accessible transitional housing

• Constant follow up

• Financial literacy and education

• Mental health supports and assessments

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• Roadblocks to serving diverse populations

o Which are over represented with

support? Veterans

o Who is not? Juveniles, seniors, sex

offenders, violent offenders

• Recidivism reduction

o Incentives to help change mindset

o Pro-social activities to replace anti-

social behaviors

o More role-playing opportunities

o Tell stories of success

• Housing for Felons

o Lack of affordable housing

o Creates stability

o Support community based housing

o Criminal background

• Employment

o More GED access, assist with costs

o Long term, sustainable

o Higher wages

o Access/funding for service

providers to population trying to

reach and funding

o Criminal background

• Drug Treatment

o Too expensive

o Increase access

Strategies

• Increased access to vocational

rehabilitation

• Reduce employment and housing barriers

due to criminal background

• Shifting systems dollars to community

based programs

• Account for dollars

• Better communication, coordination

amongst providers that’s sustainable

• Strategic employment practices to get first

interview

• Political activism

• More forums for inmates, homeless, justice

involved people.

• Need more community based programs.

Find out what the needs of the homeless

and justice involved are.

• Need to introduce new services to clients,

such as bowling, fishing, softball, basketball

games, etc.

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Break Out Group 4: Barriers

• Mental health and medical services

• Housing

• Housing

• Employment

• Employment Opportunities

• Misrepresented criminal history

• Access to a community of network the

people that meet on a regular basis

• Help with getting record expunged

• Poverty

• Unreasonable probation restrictions (look

for support to change restrictions)

• Restrictions to relationship with family (in

families)

• Lack of family unification discourages

• Access to transportation

• Transportation

• Attitudes of providers who don’t

understand the struggle

Needs

• Technology education, computer classes,

resume building

• Life Skills/ Functioning skills, catch bus,

laundry

• Dress for Success, professional clothing

• Confidence- building self-worth

• Sustainable wages

Strategies

• Modeling- life skills, employment, self-care

• Change legislation at the federal level

• Teaching community regarding criminal

charges

• Host a Release Fair for returning citizens

Break Out Group 5: Challenges/Barriers

• getting into the jail to provide programming

• flexibility with class/therapy/meeting schedules

• the cliff effect when getting off of parole/probation

• waitlists

• access to treatment -substance use needs of population

• employment

• Medicaid income threshold for single women

• basic needs (Maslow's hierarchy of needs)

• transportation- RTD cutting services

• housing-cost, accessibility

• roles of services- system-community

• not enough direct hand off

• what does community mean?

• assessment of needs

• MI, rapport building-resources

• lack of clarity on what "success" means

Strategies

• rapport building

• evidence based practices (EVP)

• free trainings for EVP practices

• MI

• assessments- shared between probation, jail, and providers- what else is needed?

• info sharing-who does what? -where do I go?- how do I get in?

• collaboration- getting everyone on the same page

• service coordination

• open line of communication with probation

• probation ensure inreach into jail

• Sending to the right people

• providers linked for success

• relationships

• working together-make the most of what we currently have-go from there

• increase self-efficacy

• how to be proactive versus reactive

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Community Reentry Project 1391 Delaware St. Denver, CO 80204

P: 720-865-2330 F: 720-865-2335

• comprehensive current resource list- info accessible, and types of programming being offered in the jail

• tell the community how they can help-get involved

• $ follows client

Definitions of Success

• quantified individually

• flexible end goals- different for each person

• markers for change

• all stakeholders at the table with the same goals

• driven by the participant

NEXT MEETING: August 8th, 10-11:30 am, Blair-Caldwell African American Research Library (2401 Welton St.)

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