Community Justice Collaborating Council - September 10, 2026 — Agenda Packet

Community Justice Collaborating Council (CJCC) Agenda September 10, 2026 8:00 AM St. Croix County Government Center - Room 1400 Government Center - 1101 Carmichael Road, Hudson, Wisconsin Call to Order Roll Call Approval of Minutes 1. Minutes of Previous Meeting - July 30, 2026 Public Comment Business 1. Treatment Alternative & Diversion (TAD) Grant Updates 2. Family Treatment Court Updates 3. CJCC Proposed Strategic Plan Outline and Discussion 4. Court Navigation Updates 5. Presentation from Sheriff's Office on Jail Project 6. Subcommittee Reports Request for Future Agenda Items Announcements Date of Next Meeting 1. Date of Next Meeting - November 19, 2026 Adjournment Reasonable efforts will be made to provide special accommodations for access to public meetings. To request a special accommodation, please contact the County Clerk’s Office at (715) 386-4600 at least two business days prior to the time of the meeting. For more information on St. Croix County's public meetings visit: sccwi.gov/meetings Page 1 of 47 Community Justice Collaborating Council (CJCC) Minutes July 30, 2026 8:00 AM St. Croix County Government Center - Room 1400 Government Center - 1101 Carmichael Road, Hudson, Wisconsin Call to Order Roll Call PRESENT: Heather Amos, Karl Anderson, Bob Feidler, Amber Hahn, Craig Hooyman, Scott Knudson, Randy Morrissette II, Scott Needham, Liesl Nelson, Mark Richert, Bob Rohret, Greg Tellijohn, Ken Witt, ABSENT: Eilidh Pederson, Travis Satorius, Kyle Schaffer, Kristi Severson, Curt Thomassen, Mark Carlson, Approval of Minutes 1. Minutes of Previous Meeting - May 14, 2026 Approved Public Comment None Business 1. TAD Grant Updates Diversion Supervisor Lisa Multhauf provided updates on the Treatment Alternatives & Diversion (TAD) Grant. 2. Adult Treatment Court Updates Judge Nordstrand provided updates to the Adult Treatment Court. 3. Family Treatment Court Updates Judge Waterman and Aubrey McLear provided updates to the Family Treatment Court. 4. Justice Support Service Updates JSS Director Galli provided updates to the court navigator program. 5. Pretrial Dashboard Discussion JSS Director Galli discussed data usage and a pretrial dashboard. 6. CJCC Assessment Report Discussion JSS Director Galli discussed the CJCC Assessment Report provided by Justice Management Institute. 7. Presentation from Deacon Gregg Miller with Fill the Crack of St. Patrick Church Deacon Gregg Miller discussed the work being done by Fill the Crack of St. Patrick Church. Page 2 of 47 8. Subcommittee Reports Subcommittee chairs reported out. Request for Future Agenda Items Judge Needham recommended a presentation on the jail expansion project for the next meeting. Announcements Date of Next Meeting 1. Date of Next Meeting - September 10, 2026 Adjournment Page 3 of 47 Justice Support Services Counc Co 1101 Carmichael Rd | Hudson WI 54016 www.sccwi.gov CJCC Strategic Plan Proposal Outline (2027-2029) This proposed strategic plan outline is informed by the work completed in conjunction with Justice Management Institute and the final assessment of our CJCC. I. Goal: Become a more data-informed body insofar as resources are deployed in response to trends and challenges the community and legal system are experiencing. A. Short-Term Objective (2027): Collect and review types of contact, clients served, and other points of interest for the court navigator role. B. Medium-Term Objective (2027-2028): Continue to track and discuss quarterly pretrial data points (return to court, public safety) and assign available resources to those areas of need (drug testing, GPS monitoring, etc.). C. Longer-Term Objective (2027-2029): Internal Criminal Justice Dashboard displaying trends and basic information to inform service provision. II. Goal: Engage community members and organizations in substantive ways, to include involvement in our committee and subcommittee work. A. Short-Term Objective (2027): As part of updated by-laws, include individual(s) with lived experience in the criminal legal and/or behavioral health systems on the full committee and subcommittees. B. Medium-Term Objective (2027-2028): Hold CJCC-sponsored events to engage the community such as educational opportunities to learn more about the criminal legal system and increase transparency of our work. C. Longer-Term Objective (2027-2029): Increase community participation in overlapping activities between human services and the criminal legal systems (public health forums, etc.). III. Goal: Update committee by-laws to reflect the changing goals and objectives of the CJCC. A. Short-Term Objective (2027): CJCC Coordinator and Vice-Chair work to draft an updated copy of by-laws to be presented to the Executive and Full committees. B. Medium-Term Objective (2027-2028): Updated by-laws reflect a purpose which is in alignment with new Treatment Alternatives & Diversion (TAD) direction. Page 4 of 47 C. Longer-Term Objective (2027-2029): Updated by-laws reflect a purpose beyond information sharing and includes policy recommendations for programs and interventions. Page 5 of 47 ST. CROIX COUNTY (WI) JAIL MASTER PLAN UPDATE DATA ANALYSIS SERVICES SOURCE: Web_St._Croix_County_Jail_-_WI-1156063014 from INMATE-AID Page 6 of 47 Over the past several months, BKV / RDS collected and analyzed data provided by St. Croix County, WI, and the St. Croix County Sheriff's Office to provide an independent estimate of jail bed needs and estimates of separation requirements and optimal housing unit sizes to accommodate anticipated jail bed requirements for through the year 2040. Sources include: a) Published reports (county population projections, available information regarding crime and arrests, and other data); b) Information provided from the County Jail system data for 2015 through September, 2023, including admissions data, housing unit management data, and nightly headcount data. For today: a) Summaries of existing data showing current and historic use of the facility and housing / inmate data; b) Estimates of likely requirements for overall bed capacity for the facility, booking area (intake-transfer-release area) use level; and c) Initial summary estimates of likely requirements for special management housing needs through 2040 or beyond. The information is intended to help guide the County, Sheriff's Office, and the BKV Group team understand more about the existing facility and operations, and more about the needs for housing, inmate services, and inmate programs in the future. '' ... their approach provides the data for planning and data to help future operations ... " PROCESS Page 7 of 47 KEY FACTORS TO CONSIDER WHEN ANALYZING JAIL POPULATION ... In an article in the magazine American Jails (January / February 2003 edition), Neil Vance (D.P.A. from the University of Arizona), a noted author and lecturer on the criminal justice system, identified fourteen “usual suspects” when analyzing jail population: 1. Cite and Release Practices 2. Initial Appearance Court 3. Bail / Pretrial Release 4. Prosecutor Charging Decision 5. Defense Counsel Waivers 6. Substance-Abuse Related Charges 7. Mental Health Issues 8. Probation Related Charges 9. Sentencing Alternatives 10. State D.O.C. Inmates 11. Failures to Appear 12. Warrants 13. Court Case Flow / Calendaring 14. Management Information Systems Page 8 of 47 PROCESS DEFINE HOUSING / PROGRAM  NEEDS FOR GENERAL AND  SPECIAL MGMT POPULATIONS BKV ‐ FINALIZE AND ADOPT IMPROVEMENT PLANS AND PRELIMINARY  COST ESTIMATES REVIEW DISCUSS SYSTEM GOALS State‐of‐the‐art operations and  facilities:  • Centralized / Decentralized  Operations ‐ technology  supported • All services and supplies,  including law enforcement,  vehicle support, with special  facility / storage requirements  and access controls • Support for appropriate facilities  and storage • Operational separations for 12‐ hour or limited shift operations ‐‐ facilities designed for 24‐hour  zoning Flexible / Adaptable / Responsive  Planning and Design: • Appropriate supervision models  and effective designs for  standard, peak and low‐ occupancy operations • Planning for more than 20  separate functions and  operations for general and  special management ‐ including  medical, mental / behavioral  health, and other classifications • Improvements in Intake /  Transfer, classifications /  assessments, programming,  education, support services Law Enforcement / Support  Services / Administration Justice System ‐‐ Adult  Continuum of Services ... CONSIDERING ... Opportunities for adopting evidence-based best practices Reviewing core requirements, standards, functional flows and addressing special management Medical, Behavioral Health & Substance Abuse and other services and support DETERMINE BEDSPACE  REQUIREMENTS DISCUSS ALTERNATIVES TO  INCARCERATION PROGRAMS DISCUSS ALTERNATIVES TO  INCARCERATION COLLECT AVAILABLE DATA  AND SYSTEM INFORMATION DEVELOP INITIAL DATA  MODEL / BASELINE ANALYSES BKV ‐ EVALUATE  EXISTING  FACILITIES  POTENTIAL DEVELOP  POPULATION  FORECASTS IDENTIFY POSSIBLE PROCESS  IMPROVEMENT AND  DIVERSION ALTERNATIVE  IDEAS BKV ‐ REVIEW SHORT‐ TERM FACILITY USE AND  CAPACITY ACTIONS DEVELOP INITIAL  DATA MODEL AND  BASELINE ANALYSES Page 9 of 47 DEMOGRAPHICS Page 10 of 47 Source: 2013-2050 -- Egan-Robertson, David. Projections for the State, Its Counties and Municipalities, 2010-2040, UW-Madison Applied Population Laboratory. updated Prepared for the Wiscsin Department of Administration, Demographic Services Center. Actual US Census 2020 83536 (vs 96985); adj. age cohort proportionally. Updated 2020 provided from Wisconsin Department of Administration Updated Population Projections for Counties by Age: 2010-2040; vintage 2013. Prepared by Eric Grosso, Bureau of Aging and Disability Resources (8/2015). 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 St. Croix County, WI Historic Populations and Population Estimate Actual Projected St. Croix County, Wisconsin, is the 17th largest county in Wisconsin. St. Croix County population increased by 3,058 between 1920 and 1960, and doubled between 1960 and 2000 (the population increased by almost 34,000). Estimated 2023 county population is 96,293 with a growth rate of 0.96% in the past year, according to the most recent United States Census data. Page 11 of 47 CRIME RATES Page 12 of 47 NATIONAL AND STATE CRIME Data source: https://cde.ucr.cjis.gov/LATEST/webapp/#/pages/explorer/crime/crime‐trend  Page 13 of 47 St Croix County Sheriff's Office VIOLENT CRIME PROPERTY CRIME Page 14 of 47 Hudson Police Department VIOLENT CRIME PROPERTY CRIME Page 15 of 47 New Richmond Police Department VIOLENT CRIME PROPERTY CRIME Page 16 of 47 North Hudson Police Department VIOLENT CRIME PROPERTY CRIME Page 17 of 47 Violent  Crime Hammond Police Department VIOLENT CRIME PROPERTY CRIME Page 18 of 47 JAIL STATISTICS Page 19 of 47 ADMISSIONS ... The inquiry into the jail population issue begins by asking, “Who is in the jail, why are they there, and what is keeping them from being released?” Page 20 of 47 Admission Rates, by Arresting Agency Over the past 8.75 years, the St. Croix County Jail has admitted in-custody prisoners from more than twenty law enforcement, court, and probation agencies. ARRESTING AGENCY COUNT % Baldwin Police Department 512 2.0% Challenge Incarceration Program 9 0.0% Dention Reason Code 1000+ 8 0.0% Department of Natural Resources 1 0.0% Dunn County Sheriff 7 0.0% Glenwood City Police Department 127 0.5% Hammond Police Department 177 0.7% Hudson Police Department 3,797 15.0% Legacy-River Falls Police Department 0 0.0% New Richmond Police Department 2,376 9.4% Non-System Agency 74 0.3% North Hudson Police Department 411 1.6% Pierce County Sheriff 14 0.1% Polk County Sheriff 6 0.0% Probation & Parole 193 0.8% River Falls Police Department 539 2.1% Roberts Police Department 374 1.5% Somerset Police Department 613 2.4% St. Croix County Courts 277 1.1% St. Croix County Sheriff 13,633 53.8% Star Prairie Police Department 1 0.0% United 3 0.0% Washington County Sheriff 5 0.0% Wisconsin State Patrol 212 0.8% Woodville Police Department 164 0.6% Blanks 1,827 7.2% TOTALS 25,360 Page 21 of 47 60% FROM ZIP CODES 54016 54022 54017 54002 54025 54015 54023 54013 54005 54767 54028 54082 54007 54026 54749 54027 HOME LOCATION Page 22 of 47 JAIL STATISTICS, BY GENDER Page 23 of 47 SUMMARY STATISTICS, BY GENDER Page 24 of 47 JAIL STATISTICS, MALES Page 25 of 47 JAIL STATISTICS, FEMALES Page 26 of 47 JAIL STATISTICS ADMIS- SIONS 12,832 5,621 1,706 2,078 2,370 271 49 TOTAL DAYS 3,125 12,190 9,684 37,500 183,178 66,002 23,243 ALOS 0.2 2.2 5.7 18.0 77.3 243.6 474.3 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 180,000 200,000 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 LESS THAN 1 DAY >1<4 DAYS>4<8 DAYS >8<32 DAYS >32<184 DAYS >184<366 DAYS >366 DAYS ADMISSIONS ‐‐ TOTAL DAYS ADMIS‐SIONS TOTAL DAYS • Almost 9 years of data • 1/2 of total admissions stayed less than 1 day - used a total of 3,125 days (less than 1% of total days) • The group that stayed 1 week to 1 month used 37,500 days (more than 10% of total) • The group that stayed 1 month to 6 months used 183,178 days (more than 50% of the total days) • The statistics point to a facility with two discrete groups. One is the group that is not in the facility a long time but is involved in booking, processing, screening, assessments, bonding, and releases. Others rely on classification, separation for stable housing. Page 27 of 47 SPECIAL MANAGEMENT & WATCH STATUS ALL DESCRIPTION No. % Tot Days % ALOS Comment Less than 1 day 393 46.2% 199 7.8% 0.5 >1>4 days 365 42.9% 760 29.7% 2.1 >4>8 days 61 7.2% 328 12.8% 5.4 >8>32 days 27 3.2% 375 14.6% 13.9 31-183 days 3 0.4% 348 13.6% 116.0 183-365 days 2 0.2% 550 21.5% 274.8 Over 1 Year 0 0.0% 0 0.0% 0 TOTALS 851 100.0% 2,560 100.0% 3.0 MALES DESCRIPTION No. % Tot Days % ALOS Comment Less than 1 day 260 43.7% 133 6.3% 0.5 >1>4 days 261 43.9% 535 25.1% 2.0 >4>8 days 44 7.4% 240 11.3% 5.5 >8>32 days 25 4.2% 325 15.3% 13.0 31-183 days 3 0.5% 348 16.3% 116.0 183-365 days 2 0.3% 550 25.8% 274.8 Over 1 Year 0 0.0% 0 0.0% 0 TOTALS 595 100.0% 2,131 100.0% 3.6 FEMALES DESCRIPTION No. % Tot Days % ALOS Comment Less than 1 day 131 52.0% 65 15.3% 0.5 >1>4 days 102 40.5% 220 52.1% 2.2 >4>8 days 17 6.7% 88 20.8% 5.2 >8>32 days 2 0.8% 50 11.8% 24.9 31-183 days 0 0.0% 0 0.0% 0 183-365 days 0 0.0% 0 0.0% 0 Over 1 Year 0 0.0% 0 0.0% 0 TOTALS 252 100.0% 423 100.0% 1.7 UN-NS DESCRIPTION No. % Tot Days % ALOS Comment Less than 1 day 2 50.0% 1 14.2% 0.4 >1>4 days 2 50.0% 5 85.8% 2.6 >4>8 days 0 0.0% 0 0.0% 0 >8>32 days 0 0.0% 0 0.0% 0 31-183 days 0 0.0% 0 0.0% 0 183-365 days 0 0.0% 0 0.0% 0 Over 1 Year 0 0.0% 0 0.0% 0 TOTALS 4 100.0% 6 100.0% 1.5 • WATCH STATUS FOR FEMALES TYPICALLY UNDER FOUR DAYS • WATCH STATUS FOR MALES MOST FREQUENTLY UNDER FOUR DAYS, BUT SIGNIFICANT GROUP ON WATCH STATUS FOR SEVERAL MONTHS Page 28 of 47 SPECIAL MANAGEMENT & WATCH STATUS sk to self: Threatens the security and order of the jail: Risk to others: Inhibits a pending disciplinary hearing: Risk to property: Medical/mental health w atch: 30 minute wa t c h : Number 228 173 189 73 33 349 95 Percent 26.8% 20.3% 22.2% 8.6% 3.9% 41.0% 11.2% Days 556 887 1,059 347 466 788 219 Percent 21.7% 34.6% 41.4% 13.6% 18.2% 30.8% 8.5% • Seven watch status categories used by SCCSO. Each group has some individuals assigned solely and uniquely to the group. • Assignments often grouped into two major categories -- a) Medical / Mental Health issues and b) Administrative / Disc. Risk - threats. • The M/MH group was 2/3 - 1/3 males / female, but this means that the proportion of females assigned to the M/MH watch was higher than males • Males were more frequently assigned to the other group than females (80% or more) (threats to others; security and order of the jail) Page 29 of 47 CONSIDER M/MH - THREE LEVELS Medical / MH + risk to self for 30-min. watch Medical / MH + risk to self (step down unit) Medical / MH - no other issues MEDICAL / MH WATCH ALL MFCommentALOS%Tot Days% of ttlNo.DESCRIPTION 65.9%2281181/3 F2.358.1%78740.9%348All Med/MH Watch 65.4%104551/3 F2.631.0%42018.7%159M/MH + Risk to Self 67.3%37181/3 F2.49.9%1346.5%55M/MH + RTS + 30M 50.0%4450% F1.61.0%130.9%8 M/MH+RTS+30M+Risk to Others 2.4100.0%1,354570TOTALS 3.7851 total days At 41%, the case is solid for a housing decision based on M/MH status for SPMH, others. Not all M/MH would require movement to unit. This means that M/MH+ RTS + 30 M (most severe) may warrant dedicated area; new person put on watch every 8-10 days on average, Peaks above this but 40% of days someone (avg) someone was on this status -- Need 2 (4 peak) beds for M/MH + RTS + 30M for close observation for Risk to Self. Peaks of 4 (see other chart) at today's populations -- could see higher peaks as population rises. SPECIAL MANAGEMENT & WATCH STATUS • 18 MONTHS OF DATA EVALUATED (3/11/22 TO 9/19/23) Page 30 of 47 CONSIDER HIGH-RISK High-Risk - Threatens Security + one or more other High-Risk w priv - Threatens security but no risk to othres INSTITUTIONAL RISK - THREAT TO OTHER - DAMAGE ALL DESCRIPTION No. % of ttl Tot Days % ALOS Comment FM Risk to Others 188 22.1% 1,058 52.6% 5.6 81% M 35 153 81.4% RTO + Threatens Security 103 12.1% 694 34.5% 6.7 86% M 14 89 86.4% RTO + TS + Risk to Prop 14 1.6% 251 12.5% 17.9 93% M 11 3 92.9% RTO+TS+RTP +Inhibits Disc hrg. 5 0.6% 8 0.4% 1.6 100% M 05 100.0% TOTALS 310 2,011 100.0% 6.5 851 total days 5.5  Data shows that those in the RTO group are higher in headcounts ov er 18 month period to the m/mh groups in suicide watch Data shows that those in the RTO group are just over 50% of RTO, but 2/3 of days; in-custodies placed on this watch stay on th e watch longer This means that the RTP are small percentage of total jail population, but equal almost 33% of time on watch - they tend to st ay SPECIAL MANAGEMENT & WATCH STATUS • 18 MONTHS OF DATA EVALUATED (3/11/22 TO 9/19/23) Page 31 of 47 LOS 4/26/22 5/3/22 5/10/22 5/17/22 5/24/22 5/31/22 6/7/22 6/14/22 6/21/22 6/28/22 7/5/22 7/12/22 7/19/22 7/26/22 8/2/22 8/9/22 8/16/22 8/23/22 8/30/22 9/6/22 9/13/22 9/20/22 9/27/22 10/4/22 10/11/22 10/18/22 10/25/22 11/1/22 11/8/22 11/15/22 11/22/22 11/29/22 12/6/22 12/13/22 12/20/22 12/27/22 1/3/23 1/10/23 1/17/23 1/24/23 1/31/23 2/7/23 2/14/23 2/21/23 2/28/23 3/7/23 3/14/23 3/21/23 3/28/23 4/4/23 4/11/23 4/18/23 4/25/23 5/2/23 5/9/23 5/16/23 5/23/23 5/30/23 6/6/23 6/13/23 6/20/23 6/27/23 7/4/23 7/11/23 7/18/23 7/25/23 8/1/23 8/8/23 8/15/23 8/22/23 8/29/23 9/5/23 9/12/23 9/19/23 9/26/23 0.3 1.8 0.9 0.5 0.6 1.3 2.7 1.7 0.6 1.8 1.7 0.5 1.8 2.6 0.8 2.8 0.2 2.0 0.6 0.0 0.7 0.2 5.4 1.1 0.8 0.6 0.3 8.7 1.7 0.5 0.5 0.1 1.0 0.1 3.7 4.8 3.1 3.7 2.2 2.5 1.6 3.0 1.9 0.9 0.9 0.4 0.8 0.9 0.9 0.9 0.8 2.6 0.6 0.9 1.0 2.8 1.8 3.1 0.7 0.2 0.1 1.0 0.7 4.0 3.1 0.9 0.8 1.0 2.6 1.6 6.6 4.9 6.0 2.4 1.4 0.4 3.1 17.1 2.0 1.7 0.5 0.2 2.7 1.1 5.2 1.9 0.1 1.0 0.9 2.2 5.0 1.0 1.4 8.0 4.0 0.4 2.0 SPECIAL WATCH STATUS • 18 months of data • Inmates placed on suicide watch status (and LOS) shown on graphic. • On left side, light blue boxes indicated when 3-4 in- custodies were on this status at a time (two periods with four; nine periods with three on this status concurrently) • Future facility should accommodate routine needs for 3-4 (discuss options for more). • Consider layered M/MH area with full observation, designed for higher supervision, up to 15 minute and/or continuous Page 32 of 47 INTAKE-TRANSFER-RELEASE • Design for actual average daily admissions • Max or "Peak" Daily Admissions on seasonal or monthly basis are useful -- the ITR area needs to accommodate these -- with an understanding of needs for both compliant and uncooperative arrestees, gender status, risk (charge, previous histories) and medical / mental health needs • Capacity of ITR holding must be related to processing area planning and staffing. Where holding is used to help handle peak workflows, additional holding may be required • Both supervision and observation are required; direct line-of-sights and fast response time (unimpeded and close) for special holds Page 33 of 47 ADMISSIONS Page 34 of 47 BOOKINGS BY THE NUMBERS Page 35 of 47 2016 2017 2018 2019 Page 36 of 47 2020 2021 2022 2023 Page 37 of 47 EXISTING BEDS Page 38 of 47 EXISTING JAIL UTILIZATION, BY HOUSING UNIT F A C I L I T Y U N I TA B C D E F I J K L H ‐ 1H ‐ 2H ‐ 3H ‐ 4H ‐ 5H ‐ 6R ‐ 1R ‐ 2R ‐ 3 H o l d i n g 2017 AVG 485.0 456.8 403.1 376.5 129.0 80.6 167.4 161.1 112.3 75.9 407.6 282.3 29.4 2 5.9 22.1 7.1 2018 AVG 577.6 547.5 448.3 394.3 129.3 73.4 159.8 156.5 109.3 129.3 460.5 371.5 27.0 26.1 24.9 8.1 2019 AVG 571.8 563.3 468.3 373.3 136.9 69.7 145.7 146.8 115.0 136.1 575.8 368.7 27.3 26.6 25.8 15.8 2020 AVG 313.9 341.2 326.6 224.7 95.3 43.3 31.0 42.5 27.5 13.0 113.3 96.7 84.1 63.0 35 6.8 271.8 23.9 23.3 24.4 6.2 2021 AVG 332.6 334.6 354.7 271.8 74.0 50.5 51.3 40.9 41.3 55.2 80.9 82.3 73.7 76.9 309 .3 275.4 24.1 21.8 20.2 4.3 2022 AVG 411.8 404.6 378.1 309.3 65.9 60.2 57.3 49.0 46.7 65.6 125.5 125.7 103.8 96.3 340.3 289.5 21.4 24.0 20.3 5.3 2023 AVG 488.5 468.1 392.5 355.5 71.3 77.5 53.0 51.6 54.1 90.0 121.4 114.3 103.0 64.4 443.6 264.3 20.4 19.3 17.6 7.8 138 C E L L S 1 2 1 2 1 0 8442232888 1 2 2 2 1 8 111 188 C A P A C I T Y 2 4 2 4 2 0 1 6 882232888 1 2 2 2 1 8 111 FUNCT CAP 80% 80% 80% 80% 80% 80% 100% 100% 100% 100% 80% 80% 80% 80% 80% 80% 100% 100% 100 % 148 1 9 1 9 1 6 1 2 6622326669 1 7 1 4 111 USE MALE‐ MEDI UM  SECURITY ‐  SENTENCE D MALE‐ MEDI UM  SECURITY ‐  UN‐ SENTENCE D MALE ‐  MAX  SECURITY ‐  SENTENCE D MALE ‐  MEDI UM  SECURITY M‐MAX‐ Incl  Di s c.  Seg/ S‐US Step down  from "E" ‐  no  c omplic at i ons SH‐Lower ‐  Disc/Ad  Seg/Suic./ M‐ MH/Hol d  sep SH‐Lower ‐  Disc/Ad  Seg/Suic./ M‐ MH/Hol d  sep SH‐Upper ‐  Disc/Ad  Seg/Suic./ M‐ MH/Hol d  sep SH‐Upper ‐  Disc/Ad  Seg/Suic./ M‐ MH/Hol d  sep F‐Dorm ‐  Huber‐ Genpop /  S F‐Dorm ‐  Huber‐ Genpop /  US F‐Dorm ‐  Mi n. Se c ‐  Huber  (out) / S Ma l e  ‐  Dorm ‐  Mi n.  Security  (in‐ fac ilit y ) ‐  Sentenced Ma l e  ‐  Dorm ‐  Mi n.  Security ‐  Huber  (out) ‐  Sentenced Ma l e  ‐  Dorm ‐  Mi n. Se c. /  Sentenced Recv'g Cell Recv'g Cell Rec v 'g C ell  ‐ High  Obs erv OF 24 OF 24 OF 20 OF 20 OF 8 OF 8 OF 2 OF 2 OF 3 OF 2 OF 8 OF 8 OF 8 of 12 of  22 of 18 % CAP 62.2% 60.9% 65.0% 67.6% 41.2% 26.7% 79.0% 75.5% 46.5% 91.8% 53.6% 51. 8% 41.1% 25.1% 61.7% 55.3% OF 19.2 OF 19.2 OF 16 OF 16 OF 6 OF 6 OF 6 OF 6 OF 6 of 9 of 18 of 14 % FCAP 77.7% 76.1% 81.2% 84.4% 51.5% 33.3% 67.0% 64.7% 51.4% 31.3% 77.1% 69 .1% 2017 21 21 20 16 8 400008865 2 1 1 4 1114 2018 24 24 19 16 13 60000888 1 2 23 1 8 1113 2019 24 24 20 16 740000888 1 2 24 1 8 1117 2 0 2 0 1 9 1 9 1 6 1 4 7322226779 2 2 1 5 1113 2 0 2 1 1 9 1 9 1 6 1 4 7322226779 2 2 1 5 1113 2022 17 18 17 14 4 3 6 23 3 778 1 0 1 9 20 2 1 3 2 2023 23 23 19 16 6 10 223 6 8 8 7 1 21 81 7 1 1 3 3 MAXIMUMS AVERAGES Page 39 of 47 HEADCOUNT (BY HOUSING UNIT) 2015-2023 • Average occupancies based on daily headcounts, monthly averages, then annual averages. • Eight units exceeded 100% capacity over the period • Female housing units typically averaged 60%-65% of functional capacity; 50%-55% of full capacity • Male Huber / Minimum security units at lower capacity percentages than standard units • High-observation, special management and high security at highest occupancy levels (typic.) Page 40 of 47 PROJECTED NEEDS Page 41 of 47 Page 42 of 47 PROJECTED NEED Capacity of 150‐168 beds in housing for ADP of 120‐140 through 2040 ‐‐ in at least sixteen separate  housing areas of 2‐12 beds (indirect) plus (at least) four dorm units of 4‐8 / 12‐16 capacity (for min.  security "in" or "out" (Huber)), assuming: • 15‐20% peaking / classification factor . Currently would require 20% or higher (see E.H.U. capacity chart). • Continued use of Huber and alternative‐to‐incarceration programs per County CJ Committee criteria; • Improvements in intake‐transfer‐release center (ITR), including addition of 20‐22 holding cells with appropriate  separations (combative, high observation, med/mh hold, high observation / detox, cooperative) and provisions for  classification, and appropriate transfer / release processes) for first 4‐8 through 16 hours; • Commitment to use of established classification system (various models) for initial screening and classification (repeat  offenders plus new charges; after classification process incl. M/MH/Programming evaluations, risk) • SH ‐ Increased capacity and appropriate housing for short‐ and longer‐range holding / housing of special management  populations ‐‐ including ‐‐ three levels of medical / mental health special populations (incl. high observation of 4‐6 high‐ observation danger to self; step down (30‐ to 60‐minute but special watch; other M/MH housing serious and persistent  mental illness (diagnosed) as residential groups (may require multiple subgroups). • SH ‐ Increased capacity for high‐risk holds (multiple genders); including provisions for long‐term holds with 23‐hour  restrictions ‐ to provide protected access for recreation, religious, diet, law library, etc.  Could make use of I, J, K, L if  other housing provided for M/MH.  • Assume transitional housing for classification, reclassification, high‐observation holding • Plan for future expansion for 48 or more beds beyond 2045‐2050. Page 43 of 47 FACILITIES Page 44 of 47 NATURE OF THE POPULATION 2015-2023 24.927 JAIL ADMISSIONS 12,832 ADMISSIONS = LESS THAN 3,125 DAYS 12,095 ADMISSIONS = 331,796 DAYS ITR SH M WR  ENTRANCE future Page 45 of 47 REPEAT OFFENDERS Page 46 of 47 REPEAT ADMITTEES - SOME NOTES RESPONSE TO REPEAT OFFENDERS SYSTEMATIC APPROACH Would need considerable study -- ALOS difference and numbers of admissions could be due to how "admissions" are counted, and due to the number of sentenced admittees (more than 2,000) and the average length of their sentences. However, it could be a County Justice Steering Committee discussion point, and could lead to a program to use more individual assessments, develop individual plans, and look at close monitoring in conjunction with Probation / other services. Key: Consistency with SCC MISSION 1 11,659 77.2% 2 1,508 10.0% 3 698 4.6% 4 419 2.8% 5 229 1.5% All Others 595 3.9% Totals 15,108 100.0% TOTAL ADMISSIONS 24,927 ADMISS 11,659 3,449 TTL D 128,089 206,832 ALOS 11.0 60.0 Page 47 of 47