Recording in progress.

All right.

So good morning, everyone.

You started with a joint meeting of uh the health committee and public protection committee.

Clerk take the role.

Supervisor Town.

Present.

Supervisor Miley.

Here.

Supervisor Marquez, excuse.

Right.

Any instructions we need to provide?

No.

Okay.

Right.

So we have one agenda item this morning.

And it's an informational item.

Okay, first, yes, last, a progress update.

Good morning, Chair Miley, Supervisor Tam.

Thank you.

It's a pleasure to be here today.

What you have, my name is Dr.

Karen Tribble.

I'm the behavioral health director of Alameda County, and I am pleased to be here representing first our department, but also a system effort.

So today's item is the Alameda County Care First Jails Last Progress update that your board has asked to have an update.

And I acknowledge that there is so much more than our department.

There are many different stakeholders and colleagues involved in this, and I've been asked to start the process just to lay the groundwork in context before we begin.

Next slide, please.

As you know, your board unanimously approved the resolution to begin this process to describe Alameda as a care first jail's last county.

And it actually stands on the back of many of the efforts and your advocacy over the last several years.

The Care for Shields has process ultimately created a task force that developed 58 recommendations that came before your board in August of 2024.

And as you know, you delegated the county's mental health advisory board to monitor the implementation and track as well as support the efforts through all of the departments and also directed our board, our department to conduct a cost analysis, funding resources, and work to support the integrated county plan once that work is underway.

Next slide.

So the next couple of slides is just an overview.

I'll do that briefly before I hand it over to our other colleagues.

Next slide, please.

So the context to this is again to highlight some of the intersectional elements, some of the other initiatives that are currently occurring, and some of the community stakeholders and advocates that have been fundamental in support and follow through for your leadership and the work that's been occurring to date.

Next slide.

Essentially, essentially a gaps analysis of what all of the system looks like.

Alameda County is unique in that it created two additional areas of focus.

So aside from the typical six, where you have zero to six in terms of the strategies and the sequential areas, it added intervention and support and earlier intervention, which we'll go through now.

Next slide.

So the two models that Alameda County added and believe that it would be important to do based on those hundred stakeholder meetings was to include prevention as an intercept negative two and early intervention, which is intercept negative one.

And again, that is slightly different than the evidence as evidence-based model because those that convened at that time, many of us who participated believe that Alameda County wanted to be ahead of some of the issues and not only provide throughput but also path forward to decrease the number of individuals that are just as involved or that need support through the system.

And so as you can see, beside those two community services, law enforcement, the initial court hearings, detention, jails, courts, re-entry, and community corrections.

And again, that's intercept five.

So the highest being five, the lowest at the time that was developed in the model was negative two.

So ultimately, that map helped to launch more strategies that the county engaged in to move things forward.

Next slide, please.

And following that, in early 2018, your board also approved the development of the Justice Involvemental Health Task Force, many of which uh some of the members of the community as well as uh the counties are involved today and are present, and that interdisciplinary team was involved to help make a recommendation to policymakers, yourselves around what would truly help to improve the system right resources and individuals.

And so that Justice Mental Health Task Force also identified some recommendations that also included county and statewide coordination.

So that also served as the basis for which uh some of the efforts continued through today.

Next slide.

Um as you know, there was also um a lot of activity in the behavior health space, and as you recall, you your board also directed in May of 2020 the forensics plan that was created and developed by our department, which synthesized some of the work that you saw before, the advocacy, the feedback, the direction your board had provided us, and then also synthesize the recommendations from Justice Mental Health, excuse me, the Justice Involved Task Force.

And so that created and yielded a plan that the department used to chart its efforts specifically.

As you also know, uh former Chief Wendy Still from probation was also charged by our former board leadership to develop and spearhead the Alameda County Reimagine Justice Initiative, which you're also familiar with.

So again, all of these are intersections and develop developed a lot of opportunity for interagency planning and so forth.

And that particular work also included more to specific recommendations regarding data sharing and what the county could actually do to support the system-wide effort.

And finally, uh locally in Oakland, there was a specific call for a youth justice report, which was commissioned and completed in 2023.

So that work also contributed to some of the work, although most of what you see here focused on adults, but again, it did fit with the county's earlier intervention and prevention type of approach, starting early.