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From YouTube: Jail and Corrections Reform Task Force
Description
Jail and Corrections Reform Task Force meeting located in room 171 of the Annex.
Live Stream provided by LRC Staff
A
E
F
B
A
Here
in
the
room,
we
do
have
a
quorum
and
ready
to
proceed
with
business.
First
thing
we
need
to
do
is
to
approve
the
minutes
from
the
previous
meeting.
Do
I
hear
a
motion
motion
from
I'll?
Take
that
as
a
second
senator,
I
have
a
motion
in
a
second
all
in
favor,
say
aye,
all
right,
all
right
proceeding
with
the
meeting
for
those
of
you
all
who
are
going
to
be
testifying
today,
please,
as
you
start,
your
presentations
identify
yourself
for
the
record
so
that
we
have
that
on
and
we'll
get
started.
A
C
You,
sir,
by
way
of
introduction,
my
name
is
ray
weiss
president
and
ceo
of
dismiss
charities,
miss
kim.
C
You,
sir,
what
I
would
like
to
do
first
of
all,
is
thank
the
committee
for
the
opportunity
to
present
to
you
all.
I
think
this
task
force
and
what
charles
mission
is,
is
just
really
so
critical
to
the
commonwealth,
a
little
bit
different
from
the
agenda
that
you
will
see
just
a
little
history
about
myself.
I've
been
involved
in
criminal
justice
for
50
years,
also
in
the
court
system,
when
we
changed
the
entire
court
system
to
what
we
have
today
pre-trial
services.
C
our
program
started
out
as
a
volunteer,
15
bed
male
program
to
now,
where
we
have
over
31
centers
throughout
the
united
states,
where
we
provide
the
largest
provider
for
the
federal
bureau
of
prisons
and
providing
re-entry
services,
but
our
roots
are
in
kentucky.
You
know
we
are
really
about
kentuckians
for
kentucky
and
trying
to
provide
the
best
reentry
centers
that
we
can
provide
as
an
organization.
C
C
We
have
a
30
bed,
sex
offender
program
that
we've
established
in
in
owensboro
kentucky
and
I
think
really
one
of
the
only
two
sex
offender
programs,
west
care
and,
I
think,
dismiss
charities
in
in
owensboro.
C
Overall,
since
you'll
see
a
lot
of
data
that
relates
to
2005-
and
that
is
because,
even
though
we've
been
in
in
business
providing
these
services
since
1964.,
it
was
in
2003
that
we
decided
that
we
were
going
to
create
a
data
driven
organization.
C
We
developed
our
own
software
programs,
try
to
to
shoot
horn
different
types
of
software,
but
we
found
it
just
wasn't
infected.
So
we
we
committed
tremendous
amount
of
money
to
develop
our
own
data-driven
organization
and
you'll.
We
refer
to
it
as
proprietary
proprietarily
as
a
fresh
start
system
started
out
as
a
case
management
system.
So
that's
how
we've
been
able
to
track
the
110
000
residents
we've
had
since
2005
of
those
110
000
25.
000
of
them
have
been
state
residents
which
breaks
down
to.
C
C
C
Our
sentence
defenders
stay
a
little
over
200
something
days
in
a
community
reentry
center
with
community
custody
and
our
probation
and
pro
residents
are
about
57
days,
and
that
is
because
they
generally
are
in
the
process
of
of
returning
in
their
community.
To
so,
their
stay
with
us
is
is
much
shorter.
C
We
believe
in
accountability
and
through
this
case
management
system
we,
which
is
we've
talked
to
you
mentioned,
is
fresh
start
everything
that
every
transaction
that
occurs
with
a
resident
and
a
staff
is
biometrically
managed.
In
other
words,
we
were
being
buried
under
paperwork
and
we
came
up
with
a
system
that
every
transaction
literally
a
case
note
a
person
leaving
in
and
out
of
the
facility
going
to
a
job
they
sign
in
and
out
of
the
facility
with
their
fingerprints
and
all
the
verification
and
authenticing.
That
is
also
done
by
the
staff
member.
C
It's
now
all
electronically
cl
controlled
and
managed.
We
have
just
talking
about
the
data
just
since
2005,
you
know
over
11
million
hours
of
program
hours,
community
service
hours,
that's
where
our
residents
that
are
on
some
form
of
community
release
are
working
in
communities
for
communities,
whether
it's
a
food
bank
or
taking
care
of
public
cemeteries.
C
They
just
go
on
and
on
and
on
about
the
tremendous
number
of
services
our
residents
provide
in
local
communities.
Obviously,
we
really
believe
in
education
we
have
a
strong
emphasis
of
ged,
adult
basic
education,
and
so
we've
tracked
over
100
000
hours.
That
way,
we
also
believe
in
secondary
education
as
well,
and
we're
very
involved
in
that
with
our
residents
attending
local
colleges.
C
Also,
in
addition
to
the
second,
we
have
over
a
hundred
thousand
hours
of
residence
involved
in
second
secondary
education.
The
other
thing
is
that
is
so
critical
to
us.
Is
we
really
emphasize
a
lot
of
a
lot
of
research
in
what
we
do
and
how
well
our
residents
complete
our
programs
and
so
right
now
we
have
a
successful
completion
rate
of
about
71
percent
and
it
has
varied
through
the
years
from
high
80s
to
to
7
in
the
low
70s,
and
it
just
varies
about
what's
going
on
at
that
particular
time.
C
C
It
is
better
family,
member
than
when
they
first
went
to
prison,
something
that
we
did
was
a
unique,
a
very
unique
partnership
through
the
state
department
of
corrections
that
we
started
back
in
2009.,
and
that
was
being
no
matter
whether
I
go
to
washington
or
frank
or
here
in
frankfurt
or
just
local
community.
Everybody
wants
to
know
well
what
is
your
recidivism
rate?
I
know
you're
successfully
getting
them
through
the
programs,
but
how
you're
measuring
recidivism
and
through
really
working
closely
with
the
kentucky
department
of
corrections.
C
It's
we've
been
down
through
three
administrations.
Doing
that
we
were
able
to
merge
our
data
with
the
department
of
data
once
a
resident
goes
into
obviously
a
state
institution.
They
have
a
tracking
number
and
that
number
stays
with
them
wherever
they
go
whatever
reentry
program,
and
so
what
we
were
able
to
do.
C
Our
programs
are
really
really
committed
to
you
know
how
effective
or
how
are
these
people
going
back
out
in
the
community
because
none
of
us,
none
of
us
and
many
of
us
and
I'm
sure
many
of
you
all-
have
been
victims
of
crimes,
our
offenses,
our
offenders
and
we
say
we're
really
doing
our
job
effectively.
Yes,
we
want
to
work
with
offender
and
we
do
work
with
the
offender,
but
our
ultimate
goal
is
to
prevent
further
victimization.
C
C
C
The
staff
at
the
kentucky
department
of
corrections
have
a
tremendous
responsibility
for
a
tremendous
number
of
residents,
not
only
in
monitoring
the
jail
programs
but
the
state,
their
own
prison
systems
and
all
the
re-entry
centers,
so
filling
those
beds
having
enough
staff
to
do
that
and
to
monitor.
That
is
a
real
challenge.
I
think,
for
the
kentucky
department
of
corrections
we've
been
working
with
them.
We
talk
with
them.
C
We
let
them
know
what
our
populations
are,
but
you
know,
prior
to
covid,
empty
beds
has
not
been
what
has
always
remained
an
issue
for
us
and
I
think
for
other
reentry
programs.
It's
not
like
the
department
is,
you
know
not
trying
to
fill
our
beds.
I
think
it's
just
tremendous
challenges
that
they
that
they
work
under
is
is
extremely
extremely
difficult.
C
I
know
they
don't
have
some
of
the
kind
of
programs
that
we've
been
been
able
to
create
through
our
own
software
development.
You
know
whether
you're
a
private,
not-for-profit
or
a
private
for
profit.
You
have
resources,
you
have
abilities,
you
don't
have
to
work
through
so
many
issues
when
you're
trying
to
create
a
new
initiative-
and
I
think
that's
really
the
value
of
a
partnership
that
we
can
create
things
we
can
show
and
help
illustrate
some
gaps
in
working
with
the
kentucky
department
and
the
justice
secretary.
C
We've
had
really
great
conversations
with
department
lately
and
also
with
justice,
justice
noble
who
have
known
for
many
many
years
working
through
the
pre-trial
program
and
her
drug
court
systems
that
we
worked
in
partnerships
with
in
lexington
kentucky
when
she
was
on
the
bench
in
lexington.
C
Everything
we
do
is
always
data
driven
and
research
driven
and
we're
very
committed
to
that.
We'll
remain
committed
to
that
and
we're
probably
in
our
fourth
reiteration
of
our
data
driven
outcomes,
programs
and
constantly
improved
improvement
upon
that
on
your
screen.
You're
going
to
see
tons
and
tons
of
programs
is
the
way
we
refer
to
it
and
that's
why
a
partnership
with
a
program
like
business
charities
when
you
talk
about
a
big
bang
for
the
dollar
amount
that
the
the
commonwealth
is
investing
in
our
program.
C
Our
staff
develop
all
of
these
programs
with
local
volunteers
in
local
communities
and
and
that's
the
very,
very
value
of
having
re-entry
locally.
Is
that
you're?
Really
the
neighbors
and
you're
getting
involved
with
local
elected
officials
you're
getting
involved
with
other
not-for-profits
you're,
getting
involved
with
the
local
education
systems
that
help
you
and
volunteer
their
time
or
help
create
programs
in
partnership
with
you.
So
it's
a
tremendous
tremendous
value
driven
program
as
a
result
of
all
the
you
want
to
go
on
to
the
next
slide.
There
miss
chan.
C
Okay,
we've
been
through
the
outcomes.
You
know,
I
I've
been
in
this
business
for
a
long
time.
I've
been
a
state
employee.
I
know
the
commitment
of
state
employees.
I
know
the
commitment
you
know,
and
I
have
a
lot
of
friends
folks
that
have
worked
with
the
department
of
corrections.
So
I
I
do
know
some
of
the
pains
that
they
go
through.
C
I
know
the
pains
of
the
court
systems.
I
know
the
pains
of
the
mental
health
systems
and
what
we
we
get
through.
That
process
is
having
a
really
keen
respect
for
everybody,
trying
to
do
the
most
effective
thing
that
that
they
can,
because
no
one
wants
to
see
these
residents
come
back
to
the
institutions,
and
you
know,
with
the
risk
small
recidivism
rates,
recidivism
rates
that
we
have.
C
We
also
know
that
only
about
four
percent
of
the
people
come
back
through
our
programs,
so
we
know
what's
really
really
happening
with
them
and
through
this
also
this
partnership,
something
that
we
can
do
that
it's
not
often
able
to
be
done
by
like
the
state
has
to
do
sometime.
They
have
many
many
different
needs
when
we
started
our
program
in
owensboro,
recover
owensboro
in
owensboro
kentucky
and
the
mayor
david
axe
asked
us
to
come
down
and
start
that
program.
C
Our
family
has
been
on
the
receiving
end
of
when
I
talked
about
victimization
had
a
police
officer
brother-in-law
who
was
killed
in
the
line
of
duty,
trying
to
apprehend
an
offender
which
later
appeared
in
our
program
in
addiction.
I
had
a
daughter
that,
through
the
state
program
stars
program,
who's
now
has
four
years
of
successful
recovery
and
her
granddaughter
my
granddaughter
as
well.
C
So
it's
like.
Not
only
do
I
have
a
professional
conviction
of
all
the
staff
that
we
work
in
with
the
department
of
corrections
and
addiction,
services
and
law
enforcement
and
the
jailers,
because
back
in
the
early
70s
he'll
work
very
very
closely
with
jellers
with
those
folks
wanting
to
start
programs
in
their
jails.
There's
many
great
programs
in
jails
so
through
all
that
professional
and
personal
conviction
through
all
these
years.
C
C
H
I
B
C
C
This
is
lrcit.
Can
you
hear
me.
I
B
A
We
have
they're
on
the
website
for
anybody
that's
attending
virtually
or
in
the
room,
or
if
you
want
to
pull
up
on
your
phone
or
on
your
devices,
you
can
have
it
in
front
of
you.
I
have
a
paper
copy
in
front
of
me,
but
go
ahead
and
go
ahead
and
proceed.
H
J
I
H
Volunteers
of
america
and
I'm
joined
today
by
tiffany
cole
hall
who's,
our
chief
operating
officer
tiffany,
and
I
have
13
and
18
years
respectively,
here
at
volunteers
of
america
and
tiffany
our
resident
expert
on
all
things,
behavioral
health
and
has
really
been
responsible
for
growing
our
reentry
services,
so
you're
going
to
get
to
hear
from
her
in
just
a
moment
regarding
the
nuts
and
bolts
of
our
re-entry
work.
H
But
first
I
wanted
to
frame
the
discussion
by
letting
those
of
you
who
aren't
as
familiar
with
volunteers
of
america
know
that
we
offer
very
comprehensive,
evidence-based
services
across
a
a
wide
spec
spectrum
of
both
populations
and
program
offerings.
We
serve
about
25
000
people
a
year
and
we
serve
them
in
a
variety
of
ways.
We
have
public
health
services,
we
have
veteran
services,
we
have
services
for
individuals
who
are
experiencing
homelessness
or
at
risk
of
homelessness,
and
we
provide
support
to
individuals
who
are
dealing
with
the
issue
of
substance
use
disorder.
H
H
We
are
also
the
only
provider
in
kentucky
to
be
certified
as
and
this
came
through
our
freedom
house
program
last
year,
we
were
the
first
to
get
certified
by
the
american
society
of
addiction,
medicine
and
one
of
the
seven
providers
in
the
nation
to
do
so
again
speaking
to
quality
outcomes,
we
measure
our
own
results
and
have
a
department
inside
our
organization
responsible
for
managing
and
measuring
all
of
our
work,
and
then
we
partner
with
research
institutions
like
uofl
uk
ethan,
use
spaulding
university
who
get
an
independent
evaluation
of
our
work
as
well.
H
H
Of
our
organization,
but
certainly
in
this
population,
so
we're
not
just
engaging
the
individual
we're
engaging
the
entire
family
system.
We
have
a
division
within
our
organization
that
is
devoted
to
and
we
call
it
voa
justice
it's
devoted
to
either
pre-trial
diversion,
and
in
one
case
we
have
a
program
in
jefferson
county.
That's
a
pre-arrest
diversion
in
partnership
with
lmpd,
where
we
provide
on-demand
access
to
treatment
for
individuals
who
would
otherwise
be
locked
up
for
drug
related
crimes.
H
We
also
offer
a
restorative
justice
program
and
we
have
enjoyed
our
partnership
with
the
secretary
and
her
team
and
appreciate
the
support
from
the
general
assembly
that
is
allowing
us
to
expand
that
program
with
the
partnership
of
secretary,
noble
and
her
team
into
southeastern
kentucky
and
that's
another
example
where
we're
diverting
individuals
out
of
the
system.
These
are
all
youthful
offenders
who
have
committed
crimes
that
don't
include
sex
or
violent
crimes,
but
everything
else
essentially
and
we're
keeping
them
in
the
community.
Helping
them
safely
make
amends
and
restoring
a
victim's
sense
of
safety
and
wholeness.
H
So
that's
another
example
of
some
of
the
diversion
work
that
we're
doing
and
then
you're
going
to
get
to
hear
more
about
our
specific
re-entry
partnership
with
the
cabinet.
We've
enjoyed
a
two-decade-long
partnership
there
and
we'll
be
happy
to
speak
more
to
that
and
we'll
answer
any
questions.
But
I
really.
I
H
I
Jennifer
said
I'm
the
chief
operating
officer,
volunteers
of
america,
so
thank
you
all
so
much
for
having
us
today.
So
what
jennifer
said
our
our
men's
program,
our
halfway
back
program,
is
what
that
doc.
Re-Entry
program
is
called
and-
and
it
has
been
around,
we've
had
that
program
and
that
partnership
with
department
of
corrections
since
the
80s.
I
It
is
today
a
50
bed
unit
in
louisville
on
in
germantown
and
shelby
on
shelby
street,
and
I'm
going
to
kind
of
talk
about
the
structure
of
it
here
in
a
minute,
but
really
is
that
has
had
different
iterations
over
time.
We
we
use
evidence
to
really
guide
our
practice
and,
and
you
know,
obviously
best
clinical
practices.
We
have
a
what
we
call
a
hybrid
model
where
we
have
professional
licensed
clinical
staff
or
we're
a
an
accredited
accredited
organization
by
icoa.
I
We
we
track
outcomes
as
well
and
really
use
that
to
inform
our
services
and
our
programs.
So
we
have
clinical
staff
and
we
also
have
peer
support
specialists
and
really
that
together
is
it
makes
that
kind
of
a
model
of
our
program.
I
We
have
about
a
35
hour
a
week,
schedule
that
we've
pretty
much
been
able
to
continue,
even
despite
some
of
it
being
virtual
today,
but
that
we're
able
to
really
engage
guys
in
treatment
and
their
their
families
in
some
cases
and
really
focusing
on
them
and
their
growth,
but
also
their
place
in
their
family
and
and
healing
from
some
of
that
damage
and
some
of
that
trauma
about
a
year
ago
and
a
little
over
a
year
ago,
we
worked
with
the
substance,
use
department,
abuse
department
within
the
department
of
corrections
and
really
came
up
with
what
I
think
is
a
great
model
before
we
had
kind
of
a
six
months.
I
I
What
we
started
to
see
together
with
the
department
is
kind
of
a
one-size-fits-all
model,
and
we
realized
that
for
some
people
they
don't
need
that
long
and
some
people
do
but
and
I'm
on
slack
five
for
anybody
that
does
have
the
slides
in
front
of
them,
but
we,
but
for
some
people
they
they
don't
need
that
long
or
they
even
go
backwards,
sometimes
after
a
period
of
time
right
their
progress,
and
so
we
developed
a
program.
I
That
was
this
kind
of
45
16
90
day
and
really
just
let
the
clinical
impression
guide
that
that
program,
and
so
someone
might
come
in
and
get
a
60-day
program
recommendation
and
then
they
return
to
use.
Or
there
is
some
violation
and
we're
able
to
then
offer
90
day,
and
there
have
been
times
again
that
we've
been
able
to
keep
people
for
longer
than
that.
I
We've
seen
a
large
increase
in
people's
ability
to
be
able
to
really
stay
engaged
in
that
program
and
do
very
intensive
work
and
really
kind
of
we've
approached
made
us
appreciate
kind
of
quantity
versus
quality,
sometimes
right,
so
we
and-
and
we
use
the
atm
criteria
to
determine
that,
along
with
some
of
these
other
items,
that
we
look
at
around
stability,
housing
and
their
likelihood
for
success
when
they
leave.
I
And
so
today
we
have
a
65
completion
rate
in
in
the
program
and
and
that's
completing
whatever
level
that
they
were
recommended
at
and
we
also
have
aftercare.
So
we
like
to
engage
people,
we
we
like
for
people
to
be
involved,
ideally
for
our
women
and
our
families.
I
We
save
three
years
ideally
and
for
for
the
guys
we'd
like
to
live
to
have
them
be
involved
for
at
least
two
years
post
post
graduation
and,
as
we
all
know,
our
ability
to
be
able
to
engage
people
for
in
different
settings
that
are
not
staying
in
jefferson.
County
has
increased
with
covent
and
our
ability
to
to
use
telehealth.
I
So
that's
been
great
to
be
able
to
do
after
care
in
that
way,
so
the
so
freedom,
so
freedom
house
is
on
slide
decks,
and
so
I'm
going
to
kind
of
shift
to
that
a
little
bit
just
because
that's
obviously
a
pro
that's
a
program
that
we
don't
have
a
contract
with
dlc,
but
we
really
work
a
lot
with.
I
mean
this
really
is
a
re-entry
program
in
so
many
ways
any
when
you
combine
all
of
a
criminal
justice
kind
of
area.
I
That
is
absolutely
our
biggest
referral
source
for
freedom
house
and
so
with
combined
clay
county
and
with
southeastern
kentucky
and
louisville
combined.
We
have
the
capacity
to
serve
almost
70
families,
women
and
their
children,
so
46
families
in
and
in
louisville,
all
of
a
sudden.
My
mouth
is
struggling
and
23
in
southeastern
kentucky,
where
we're
able
to
serve
those
families
and
be
able
and-
and
that
is
about
that-
can
be
a
four
to
six
month
program
and
we
work
really
really
closely
with
with.
I
If
there
is
an
entity,
that's
involved,
probation
parole
officers,
come
on
site
and
and
meet
with
the
ladies.
There
and
we've
always
had
a
really
good
relationship
and
have
seen
huge
shifts,
and
you
know,
improvements
in
recidivism
in
that
population
for
sure.
I
And
again,
for
those
of
you
that
have
it
in
front
of
you,
I'm
on
slide
seven.
So
just
we
again,
we've
really
benefited
from
a
positive
relationship
with
with
all
of
our
partners
in
this
space
and
appreciate
that
so
much.
I
think
that
the
fact
that
we
were
able
to
form
that
program
and
kind
of
that
was
really
a
brainchild
that
combines
efforts,
and
I
think
that
has
met
the
needs
and
it
was
great
because
it
was
a
kind
of
able
to
be
both.
I
Partners
saw
the
need
for
that
and
came
together
on
that.
We
really
want
to
be
collaborative.
We
have
a
lot
of
collaborations
in
all
of
our
programs
and
that
some
that
are
more
formal
and
some
that
are
more
intentional
about
you
know
people
come
on
site
and
come
to
case
review.
I
We
go
to
their
case
review
and
what
we've
consistently
seen
through
the
years
is
a
positive
correlation
between
client
success
and,
obviously,
then
the
likelihood
reduction
of
likelihood
of
them
interfacing
with
any
of
these
systems
negatively
again
and
our
relationship
with
that
referral
source
and
our
collaboration
with
that
referral
source.
So
we
just
want
to
make
sure
that
we
and
we
are
always
partners
in
that
way
in
re-entry
and
and
some
of
the
other
ways
that
jennifer
has
has
named
I'm
going
to
pitch
this
back
to
jennifer
for
a
bit.
H
We
recognize
that
by
providing
residential
services,
we
have
both
our
staff
and
clients
and
an
increased
risk
of
exposure.
We
are
very
aggressive
in
implementing
and
monitoring
implementation
of
all
of
the
protocols.
Tiffany
mentioned
our
utilization
of
telehealth
in
some
cases
we're
allowing
our
residents
to
literally
participate
in
group
therapy
down
the
hallway
from
their
private
bedrooms,
so
that
they're
not
congregating
in
a
room
together
over
an
extended
period
of
time.
H
We
are
really
rewarding
and
recognizing
our
frontline
staff,
who
did
not
necessarily
anticipate
being
in
a
position
to
make
this
type
of
personal
sacrifice
when
they
took
a
role
at
volunteers
of
america.
So
we
have,
as
an
executive
leadership
team,
been
very
focused
over
these
past
months
and
taking
care
of
those
who
are
responsible
for
taking
care
of
the
most
vulnerable
amongst
us.
H
We
do
have
capacity
to
do
even
more.
On
behalf
of
the
commonwealth,
tiffany
mentioned
the
spirit
of
collaboration
in
which
we
approach
this
work.
We
think
that
we
have
some
unique
services
because
of
the
the
broad
nature
of
our
mission,
because
of
the
evidence-based
and
evidence-supported
work
that
we
do,
that
we
deliver
and
because
of
our
proven
outcomes.
H
We
do
have
current
capacity
and
we're
working
closely
with
secretary
noble
and
her
team,
who
have
been
engaging
with
us
in
some
creative
conversations
about
how
we
can
eliminate
any
barriers
that
keep
from
a
workflow
standpoint
the
referrals
coming
in
as
efficiently
as
possible,
so
that
we're
maximizing
the
bed
capacity
that
we
have
and
I'll
just
close
with
sharing.
What
I
think
is
the
most
powerful
testimony
to
the
impact
of
this
work.
H
H
H
Our
six-month
program
allowed
him
to
stay
for
six
months
and
then
he
continued
on
into
transitional
housing
with
us
for
another
six
months.
While
he
began
to
work,
he
started
working
as
an
auto
mechanic
and
quickly
got
promoted
to
be
the
the
manager
of
a
particular
store.
H
He
has
continued
to
give
back
to
this
community
and
give
back
to
volunteers
of
america,
so
he
stayed
connected
with
us
even
after
he
graduated
from
our
program
and
would
come
back
and
provide
aaa
and
other
supports
to
the
current
residents
of
our
program.
Well
fast
forward.
Now,
12
years
later,
and
I'm
talking
about
a
gentleman
and
I'm
on
the
last
slide
now
his
name
is
ricky
green
and
he
is
a
successful
entrepreneur.
H
Business
owner
married
a
nurse
who
works
at
norton
healthcare
and
they
had
two
sons
together.
He
also
got
a
pardon
from
former
governor
bashir,
which
enabled
him
to
test
to
become
a
real
estate
agent,
and
so
he
is
successful
in
so
many
ways
and
I'm
really
proud
to
tell
you
that
we
care
so
deeply
about
having
the
thought,
leadership
of
and
perspective
of
the
consumer,
guiding
our
work.
That
ricky
green
is
now
a
member
of
our
governing
board
and
a
key
part
of
our
board
of
directors
here
at
volunteers
of
america.
H
So
he's
now
in
a
position
of
having
the
fiduciary
responsibility
for
the
organization.
He
speaks
on
behalf
of
voa
frequently
and
is
just
one
example
of
thousands,
literally
that
we
have
served
over
the
course
of
our
partnership.
So
thank
you
so
much
for
allowing
us
to
be
with
you
this
morning.
We
look
forward
to
doing
even
more
with
you.
We
think
we
have
some
unique
solutions
that
can
address
some
of
the
most
complex,
complex
challenges
facing
our
commonwealth
today.
A
Jennifer
thank
you
and,
as
I
asked
ray
earlier,
if
you
all
could
just
stay
on
for
a
few
more
minutes,
while
we
move
to
the
next
portion
part
of
this
portion
of
the
agenda,
and
then
we've
got
some
questions
coming
up
for
those
of
you
all
who
will
have
questions
as
we
get
to
the
end
of
this
part.
If
you,
if
you're
virtual
and
you've,
got
a
question,
you
can
send
it
over
to
me
through
text
or
jennifer
or
katie
and
we'll
get
those
questions
asked.
J
Okay,
I'm
going
to
attempt
to
share
my
screen
and
see
if
we
have
any
more
success
than
did
our
predecessor
and
we'll
get
rolling.
J
B
J
Okay,
it
didn't
show
it
on
mine,
so
I
wasn't
certain
so
without
further
ado
I'll
go
ahead
and
get
going
good
morning.
My
name
is
tony
higgins.
I
am
the
president
and
ceo
of
opportunity
for
work
and
learning
from
well.
I
am
joined
today
by
dawn
hansel,
our
center
director,
who
handles
all
of
our
education
and
employment
services.
J
So
I
want
to
thank
you
for
the
opportunity
to
allow
us
to
talk
to
you
today
about
owl
and
some
of
the
great
things
we're
doing
here
and
how
we're
making
impact
both
with
people
in
reentry
and
outside
of
reentry
owl
in
a
nutshell,
is
here
to
empower
people
to
get
together
to
get
an
entire
obtain
and
then
retain
employment.
J
So
we
partner
with
different
people
within
the
community
different
businesses
and
help
people
with
barriers
to
employment,
get
those
jobs.
You
know
we
believe
that
everybody
can
work.
We
believe
it
might
look
different
for
different
people,
but
we
believe
everybody
has
the
ability
to
work
as
long
as
they
have
the
desire
to
do
so.
So
that's
kind
of
us
in
a
nutshell
about
what
we're
about.
J
We
started
in
1961
as
a
sheltered
workshop
for
those
of
you
who
aren't
familiar
with
what
a
sheltered
workshop
is.
It
was
a
very
secluded
environment
where
people
with
disabilities
would
come
and
they
would
come
in,
they
would
work
and
then
they
would
go
home,
but
they
didn't
really
ever
have
any
interaction
with
people
outside
we
kind
of
that
was
in
the
60s.
J
We
have
a
few
different
divisions
within
owl.
We
have
a
what
we
call
our
al
center,
which
is
dawn,
is
a
part
of
and
leads,
and
you
know
they
do
different
types
of
again
and
she'll
get
into
more
of
that
later,
but
they
have
different
types
of
programming
that
help
people
get
ready
to
work,
identify
their
strengths
and
weaknesses,
identify
jobs
that
may
be
good
for
them
and
then
help
them
obtain
those
jobs
and
then
support
them,
while
they're
on
those
jobs
to
ensure
that
they
maintain
that
employment.
J
We
follow
people,
for
you,
know
90
days
up
to
several
years,
for
instance,
and
again
she'll
go
into
that
a
little
more
later.
We
also
have
a
medicaid
waiver
program
where
we
assist
people
with
developmental
and
intellectual
disabilities.
J
That
is
not
really
particularly
relevant
to
what
we're
doing
here
today,
so
I
won't
go
into
a
lot
of
it,
but
we
do
have
that
program
as
well
and
then,
as
I
stated
earlier,
we
have
lmc
or
lexington
manufacturing
center,
which
is
a
company
that
owl
owns
and
operates,
and
its
sole
existence
is
to
provide
employment
for
anybody.
Not
just
participants
within
an
owl
program
dismiss
charities
is
on
here.
J
So
I'm
going
to
talk
a
little
bit
more
about
lmc
before
I
pass
it
to
dawn
and
she'll
get
more
into
the
programming
piece
so
again,
lexington
manufacturing
center
allen
c
is
a
for-profit
manufacturing
center.
We
are
held
at
the
same
standards
as
any
manufacturing
center.
We
are
iso
certified
and
we
are
an
integrated
and
competitive
workplace.
We
do
assembly,
we
do
kidding,
we
do
logistics
services,
we
handle
things
coming
in
the
country
and
we
from
overseas.
We
help
get
that
into
people's
supply
chains.
J
So
everything
we
do
is
relevant
and
value-add
for
our
customers
and
we
work
with
several
large
large
companies
in
the
lexington
area,
schneider
electric,
for
example,
labosto,
which
does
sun
roofs,
train
heating
and
air
conditioning.
So
we
work
with
a
lot
of
large
corporations
and
everything
we
do
is
not
carved
out
for
us.
It
is
real
value-added
work
matter
of
fact,
with
one
of
our
customers
we're
such
an
integral
part
of
what
they
do,
we're
actually
considered
a
division
of
them
in
their
system.
J
We
are
one
of
their
divisions
so,
and
we
are
a
second
chance
employer,
as
I
mentioned
earlier,
and
that's
a
big
part
of
what
we
do-
and
you
know
part
of
that
is,
we
believe
everybody
that
wants
to
work
should
work
and
can
work.
J
As
I
alluded
to
earlier,
we
are
an
iso
certified
organization,
which
means
we
adhere
to
the
same
quality
standards
as
all
the
major
players
in
this
industry.
We
bid
on
all
of
our
projects
competitively.
J
J
We
do
a
lot
of
rework
things
come
in
matter
of
fact.
We
used
to
build
3d
printers
for
a
company,
they
shipped
those
3d
printers
to
china
because
they
thought
they
could
save
money.
It
turned
out
that
all
of
those
came
back
to
us
and
we
had
to
rework
them
and
fix
problems
with
them.
So
we,
you
know
we
are
very
capable
to
do
many
different
things
again:
local
international
and
national
warehousing
distribution.
B
All
right,
good
morning,
as
tony
mentioned,
we
have
several
branches,
we've
got
the
manufacturing
center
and
then
we
also
have
that
out
center,
which
is
the
human
services
and
education
employment
center,
and
we
have
three
major
programs
that
we
offer.
Most
of
our
consumers
come
as
referrals
from
the
community
rehabilitation
provider
as
ovr
office
of
vocational
rehabilitation.
B
They
refer
to
us
and
those
clients
can
have
a
wide
range
of
disabilities,
which
does
include
substance,
use,
disorder
and
re-entry,
and
then
we
have
the
workforce
re-entry
program
which
we
provide
a
lot
of
the
same
services.
It's
currently
not
funded
this
fy,
but
we
are
believing
that
it
will
be.
I
funded
the
next
fy
and
has
been
funded
for
the
past
three
years
and
I'll
talk
a
little
bit
more
about
that,
and
then
we
also
are
partnered
with
the
snap
employment
and
training
program.
B
As
I
mentioned,
our
participants,
clients
is
anyone
that
needs
assistance
with
employment
and
some
employment
services
and
they're
deemed
eligible
through
the
ovr,
the
lfcug
workforce,
re-entry
program
and
the
snap
program
could
be
disabilities.
Justice
involved,
sud,
snap
and
other
clients
that
and
then
also
we
consider
our
businesses
in
the
community
client,
so
we're
two
full
program.
B
I'm
going
to
share
start
off
by
sharing
with
you
one
of
our
success
stories,
one
of
our
many
success
stories
of
somebody
that
was
in
the
program.
This
is
william
moment.
He
was
employed
two
years
ago
with
our
program
you're,
going
to
see
our
former
ceo
featured
in
this
program
and
our
former
mayor.
However,
the
services
that
we
provide
and
the
clients
we
serve
are
still
very.
B
J
A
B
B
A
J
A
J
J
Okay,
it
did
properly
so
we
couldn't
couldn't
get
to
it
any
other
way.
B
J
J
A
A
J
B
B
B
And
is
now
successful
has
been
placed
successfully
and
through
our
workforce
ministry
program,
and
I
hope
you
will
get
a
chance
like
that,
because
him
tell
his
story
of
his
successful
place.
So,
basically
not
only
the
office
of
vocational
rehabilitation,
but
all
through
programs
and
they're
going
to
vary
depending
on
individual
needs,
and
we
we
offer
comprehensive
adjustment,
vocational
assessments,
rival,
planning
education,
skills
programs,
work
invested
at
workplace
learning.
B
Basically,
that
means
we
partner
with
other
businesses
and
with
the
legacy
manufacturing
center.
And
if
someone
has
a
long
history
of
the
injustice
involved
or
not
working,
we
assess
their
needs
and
skills
and
then
provide
them
coaching
and
skills
before
we
actually
place
them
with
an
employer.
And
then
we
do
job
placement
supported
employment
with.
B
That
means
it's
going
to
depend
on
the
business
and
industry
and
the
individual
needs,
but
once
they
start
the
job,
we'll
assist
them
on
onboarding
and
provide
coaching
and
mentoring
until
they
can
be
independent
in
that
call,
and
we
have
followed
the
retention
services
and
then
we
offer
certification.
B
They
can
get
training
and
manufacturing
production
with
logistics,
material
handling,
forklift,
certification,
customer
service,
representative
certification,
and
then
we
partner
with
the
kentucky
career
center
provide
that
continuously
potential
skill
certificate
and
career
ready
that
content,
and
then
we
also
market
that,
with
business
and
industry
and
like
I
said,
we
have
the
three
main
programs
that
we
partner
with
so
with
a
website
manufacturing.
Here,
someone
can
come
in
in
the
transition,
work
program
and
they're
hired
on
full
time
and
we
they
learn
all
different
types
of
phones
within
manufacturing
and
then
they'll.
B
Also
from
employment
coordinators,
they're
going
to
receive
posting
mentoring
and
assessment
of
skills
workplace
attention
skills,
then
they
can
get
the
best
forklift
certification
or
they
can
get
a
longer
workload
certification,
while
they're
working.
Then
they
can
either
choose
the
state.
They
need
clothing
production
standards,
they
can
choose
the
space
manufacturing
center
or
we
can
place
them
out
the
community
if
their
goal
is
in
manufacturing.
If
their
goal
is
not
manufacturing,
then
we
identify
what
problem
they
have
and
we
partner
with
business
and
industry
to
place
themselves.
B
B
B
We
partner
with
probably
50
different
agencies
within
the
community
and
specifically
with
mental
health
agencies,
substance
abuse,
recovery
agencies.
We
try
to
address
the
whole
person
when
we're
working
with
them
on
child
placement
and
we
sit
on
the
board
for
drug-free
legacy.
B
We
partner
with
many
businesses-
I
just
listed
a
few
here-
that
we
identified
as
government
friendly
the
fair
corporations,
don't
tend
to
have
policies
in
that
area.
However,
we
have
identified
specific
stores
and
the
hr
directors
in
those
stores
and
retailers
and
businesses
that
will
work
with
us
and
employing
and
supporting
people
that
have
a
background
in
the
justice
system
in
obtaining
and
maintaining
employment.
B
That's
pretty
much
all
I
have
for
you
all
today.
We
appreciate
the
opportunity
we
share
what
we
do
and
we'll
be
open
to
any
questions
you
may
have.
A
Thank
you
very
much
and
so
ray.
Would
you
all
come
back
to
the
table,
so
you
all
have
a
like
in
front
of
you.
The
first
line
of
questions
that
I
think
we've
got
that
have
come
in
to
me
virtually
through
my
phone
from
a
couple
of
different
people,
I'm
going
to
kind
of
combine
them
and
I
think
it
will
be
pointed
mostly
towards
jennifer
and
you
all
it
kind
of
appears
in
looking
at
some
of
your
census
numbers
and
things
of
that
nature
that
you
probably
and
y'all
answer
this.
A
And
then
the
second
thing
was,
as
far
as
a
plan
to
fill
those
beds,
I
mean
we,
we
know,
there's,
there's
obviously
folks
being
released
currently
through
some
of
this
process,
as
well
with
with
covid
they're,
but
it
doesn't
appear
they're
being
released
into
re.
Successful
type.
Reentry
programs
like
you
all,
are
having.
Are
they
folks
that
are
not
eligible
for
those
programs?
A
H
H
We
have
been
actively
discussing
with
the
team
and
secretary
noble's
division
in
her
cabinet
with,
as
recently
as
as
this
week
with
her
team
some
of
the
challenges
and
how
we
can
work
together
to
to
better
solve
them.
I
I
would
defer
to
secretary
noble
to
speak,
to
her
view
of
those
challenges.
H
I
just
want
to
be
very,
very
dire
challenge
for
many
many
years
for
us,
which
is
why,
when
tiffany
described
this
new
service
model,
what
has
been
beneficial
from
a
fiscal
standpoint
is
that
we
can
now
bill
iop
for
those
medicaid
eligible
services
which
helps
us
from
a
revenue
standpoint
to
offset
the
issue
with
volume,
because
our
costs
are
most
of
our
costs
are
fixed.
We
have
to
have
this.
H
We
have
to
have
24-hour
staff,
we
have
to
keep
the
lights
on
and
I
can't
cut
costs
as
quickly
as
we
have
the
revenue
loss
so
that
new
service
model
and
having
that
mix
of
payers
medicaid
and
the
per
diem
has
enabled
us
to
be
able
to
tolerate
a
70
census
we're
at
48
census.
Today,
I
don't
know
if
that
helps
chairman
your
question.
C
And
just
to
to
say
yes
that
pre-covet
is
it's
been
a
system
issue
through
all
the
years
through
all
previous
administrations?
It's
not
unique
here,
so
I
think
that
that
process
has
to
be
developed
further,
with
the
justice
secretary
and
commissioner
cruz
to
see
how
that
referral
process
can
be
sustained
to
maximize
the
re-entry
programs
that
exist,
I
mean
we
track
all
the
re-entry
programs.
This
is
not.
This
is
not
germane
to
voa
or
dismiss
it's
all
the.
C
So
it's
that's
why
you
know
it's
sort
of
a
bigger
problem
for
the
corrections
entity
to
help
solve,
and
that's
why
both
of
us
are
trying
to
do
that,
and
we
really.
I
do
appreciate
the
opportunity
to
speak
with
the
justice
nova
this
past
we
last
week
and
commissioner
cruz,
because
awareness
is
critical,
but
you
know
when
you're
at
50
capacity,
it's
a
serious,
serious
issue,
we've
not
laid
off
anybody.
C
We
committed
to
not
laying
off
any
of
our
staff
and
continue
to
invest
in
it,
so
it
I
believe
it
is
solvable
because
they
got
got
really
close
in
the
past,
making
it
work.
A
E
Getting
my
mic
on
mr
chairman,
we
have
met
with
both
dismiss
and
voa
very
recently,
and
let
me
say
that
I
am
very
aware
of
what
the
problem
is.
We
are
in
right
now,
of
course,
and
obviously
artificial
situation
because
of
the
covet
restrictions
that
we
have,
but,
prior
to
that,
we
weren't
completely
filling
up
centers
either.
Mostly
that
is
logistic
problem.
E
The
fact
of
the
matter
is
there
are
a
lot
of
good
competing
programs
out
there
that
provide
these
services
and,
as
the
state
of
kentucky,
we
have
a
number
of
factors
that
we
consider
when
we
place
people
and
being
the
state,
it's
the
best
of
all
worlds.
For
us
that
we
have
a
lot
of
options,
it's
much
more
difficult
for
the
individual
operators.
E
E
The
thing
that
amazes
me
and
and
I'll
just
tell
you,
representative
barrett.
If
it
comes
to
me
from
1995,
really
when
we
started
drug
court
programs
and
how
we
were
looking
everywhere
for
treatment
providers
and
there
were
none
and
now
in
kentucky,
I
can
say
that
we
are
honestly
blessed
to
have
a
lot
and
the
state
that
state
does
not
enter
into
exclusive
contracts
with
anybody.
We
have
a
number
of
them
and
it
that's
just
part
of
the
nature
of
the
beast.
E
Is
it's
hard
to
completely
support
any
one
program
because
we're
supporting
all
programs-
and
as
you
can
see,
both
of
these
providers
are
very
understanding
of
that
we
are
in
an
unusual
slowdown
that
will
improve,
but
I
seriously
doubt
it
could
get
a
lot
better
than
it
was
before
the
covet
hit,
because
you
only
have
so
many
people
to
go
around,
but
we
are
very,
very
attentive
to
their
needs
they're,
a
very
important
partner
to
us.
We
we
have
to
have
them
and
we're
glad
to
have
them.
A
Thanks
secretary
senator
schickel
is
on
virtually
and
I
think
he
had
some
questions.
C
Thank
you,
mr
chairman.
I
think
after
listening,
I'm
just
going
to.
B
A
All
right
thanks,
sir
I've
got
one
quick
question
and
this
kind
of
goes
to
both
jennifer
ann
ray
with
ural's
experience
in
the
program
you
mentioned
success
rates
and
recidivism
rates,
and
things
that
nature
break
down
kind
of
the
difference
in
that
success
rate
versus
the
recidivism
rate,
the
recidivism,
I
think
the
way
I
understand
it
is
that's
somebody
who
has
successfully
made
it
through
the
program
but
has
reoffended
in
some
manner
after
the
program,
whereas
the
success
rate
would
be
those
who
have
completed
the
program
versus
those
who
have
not
completed
the
program.
C
For
us,
the
success
rate
is
those
that
have
completed
the
program.
The
recidivism
rate,
which
I
said,
was
13
or
14
to
10
over
those
periods,
are
folks
who
have
re-offended
in
two
years
with
a
new
crime,
so
70
to
80
percent.
Whatever
that
number
is
are
not
recidivating,
which
is
an
outstanding
thing
here
in
the
commonwealth
that
is
occurring.
A
C
I
know
that
in
the
previous
per
share
administration,
the
commonwealth
or
the
corrections
department
working
with
those
those
recidivism
rates
and
they
have
raised
their
success
rate
significantly.
I
don't
recall
what
that
was
from,
but
I
remember
reading
about
that
in
an
effort
that
they
made
toward
introducing
new
programs,
so
it
the
that
that
piece
is
improving
significantly
because
of
all
the
programs
that
are
being
required
now
by
the
kentucky
department
of
corrections
with,
I
think,
is
a
fantastic
effort
that
they
have
been
making
to
achieve.
That.
A
C
They're
they're,
the
biggest
thing
is
their
failure
to
complete
the
program
because
of
reinvolvement
with
drugs.
58
percent
of
our
well
they're
in
sap
programs,
or
not
in
15
of
our
referrals,
have
some
history,
some
involvement
with
drugs,
drug
usage
or
alcohol.
I
put
them
all
together,
substantial,
it's
unbelievable.
The
number
all
right.
Thank
you
all.
I
Okay,
I
mean,
obviously
all
of
our
folks
are
substance.
Use
disorder
and
that
would
turn
return
to
use
or
kind
of
relapse
is
one
of
the
biggest
ones,
and
if
we
can
get
people
past
that
first
72
hours
we
found
out
that
their
chance
of
success
doubles.
I
mean
it
is
you
know
if
we
can
get
people
to
sit
still
for
that
first
72
hours,
that's
our
biggest
risk,
so
we
really
try
to
engage
them
intentionally
very
very
intensely
during
that
time.
A
F
F
Okay,
before
we
get
started
I'll,
introduce
myself,
my
name
is
kirsty
willard.
I
am
the
division
director
for
local
facilities
within
the
kentucky
department
of
corrections
and
the
division
is
the
arm
of
the
department
that
works
overwhelmingly
with
the
county
jail.
So
our
our
folks
deal
with
the
county
jail
pretty
much
day
in
and
day
out.
F
Let
me
see
if
I
can
get
my
clicker
to
work.
Okay,
so
just
to
give
you
a
brief,
brief
statement
before
we
start,
you
all
had
asked
me
to
talk
about
the
local,
correctional,
local
correctional
facility
construction
authority,
which
is
a
whole
lot
to
say.
I
took
that
as
focusing
today
on
the
changes
that
were
made
as
part
of
hospital
463
in
2011
and
moving
forward.
Obviously,
the
construction
authority
has
existed
since
the
mid-80s.
F
I
believe-
and
there
were
some
changes
to
it
in
the
early
90s,
and
I
know
that
there
are
some
folks
in
the
room
there
with
you
or
on
the
call
that
have
some
historical
references
to
to
that,
and
could
probably
speak
to
that
much
better
than
I
can
the
construction
authority
when
it
was
first
created
the
main
statutory
authority
for
that
is
found
in
krs
441
605
through
695.,
but
for
the
purposes
of
today's
presentation
and
the
topics
that
we're
going
to
be
talking
about
we're
going
to
focus
on
that
section
of
441,
which
is
subsection
420
through
450.,
which
specif
specifically
are
the
changes
that
were
enacted
as
part
of
household
463
back
in
2011
that
created
a
requirement
for
approval
through
the
authority.
F
Historically.
Prior
to
that
piece
of
legislation,
the
department
of
corrections
was
an
entity
that
reviewed
construction
plans
and
worked
with
counties
anytime.
They
wanted
to
do
expansions
renovations
to
existing
facilities,
building
new
facilities.
The
department
of
corrections
has
always
had
an
interaction
with
that.
F
It
has
typically
been
more
of
a
technical
assistance
and
kind
of
oversight
arm,
and
so
we
have
historically
continued
to
review
those
plans
of
blueprints
to
ensure
that
they're
already
meeting
their
requirements
on
the
physical
plant
side
for
the
kentucky
jail
standards,
the
administrative
regulations,
and
so
this
new
process,
kind
of
folds
in
and
the
department
of
corrections
became
involved.
In
that
I
think
because
of
that,
existing
relationship
that
we
already
had
in
the
process
of
constructing
new
facilities,
really
to
put
it
short
and
sweet.
F
It
really
almost
created
a
certificate
of
need
if
you
would
similar
to
the
process
that
hospitals
and
things
go
through
prior
to
that.
If
a
county
wanted
to
build,
it's
completely
the
county's
decision.
Obviously
they
were
the
overwhelming
majority
of
the
funding
mechanism
for
that,
their
their
bonding
capacity
and
their
responsibility
to
pay
for
that
or
a
conglomeration
if
they
chose
to
go
together
with
multiple
counties.
So
this
basically
just
created
a
new
step
in
the
process,
and
it
applies
to
any
new
facility,
construction
or
expansion.
F
That
includes
an
increase
in
the
square
footage
to
add
prisoner
bed
space.
So,
to
put
that
simply
if
somebody
has
an
existing
facility
and
they
want
to
add
on
a
new
kitchen
or
they
want
to
add
on
a
new
property
room
that
does
not
need
to
go
through
the
authority
for
this
approval
process,
it
is
only
for
the
expansion
of
a
facility
where
that
increase
of
square
footage
is
being
utilized
for
prison
or
bed.
Space.
F
F
Specifically,
when
we
talk
about
the
department
of
corrections,
like
I
said
historically,
we
have
had
that
that
involvement
of
providing
that
construction
oversight
for
this
particular
piece
it
added
that
local
facilities
was
the
entity
of
the
department
of
corrections
that
kind
of
compiled
the
application,
the
statutory
language
talks
specifically
or
utilizes
the
term
application,
but
there's
really
not
an
application
as
far
as
a
form
that
is
filled
out.
F
It's
really
more
of
a
checklist
of
things
that
we
have
compiled,
that
the
statute
says
must
make
up
that
request,
and
so
those
requests
come
to
the
division
of
local
facilities.
We
will
go
through
that
to
ensure
that
all
of
the
information
that
the
statutory
requirements
say
has
to
be
in
that
request
are
included.
F
There's
a
provision
in
the
statute
that
says
that
the
department
must
make
a
recommendation
to
the
authority
upon
reviewing
the
the
application,
and
so
the
division
of
facilities
will
review
that
and
make
that
recommendation,
and
we
will
provide
that
to
the
authority
at
the
time
that
the
application
is
submitted.
F
There's
also
another
statutory
provision
in
there,
and
this
is
the
one
that
has
caused
the
most
hardship
overall
for
the
department
from
the
very
beginning,
which
is
that
the
department
is
responsible
for
the
cost
of
architectural
plans
and
engineering
services
for
all
newly
approved
facilities,
so
any
county
that
wants
to
build
a
brand
new
facility.
F
So
this
doesn't
apply
to
the
expansion,
but
for
any
brand
new
facility
that
comes
online,
the
department
of
corrections
is
responsible
for
paying
for
those
architectural
and
engineering
fees
and
the
the
problem
with
that
is
that
we
have
historically
never
been
provided
funding
in
our
budget
to
cover
that.
So
the
expectation
was
then
when
this
came
online.
F
F
We
paid
architectural
and
engineering
fees
for
oldham,
county
rowan,
county
knox,
county
and
laurel
county.
Those
were
the
four
new
facilities
that
had
been
approved
up
until
that
budget
language
take
effect
so
that,
therefore
the
department
was
statutorily
required
to
pay
those
fees.
Since
then,
for
the
2021
budget
that
is
currently
in
place,
there
again
is
budget
language
this
time
around.
Also,
that's
still
expressly
prohibits
us
from
reimbursing
any
county
for
any
new
facility
that
may
may
receive
approval
from
from
the
authority.
F
This
next
slide
really
just
talks
about
the
statutory
requirements
for
consideration.
So
basically
it
says
that
when
the
authority
gets
this
packet
of
information
included
in
it
is
supposed
to
be
all
the
information
that
the
authority
needs
to
consider
to
decide
whether
or
not
they
think
this
is.
This
is
a
a
request
that
should
be
supported
and
approved
or
denied,
and
so,
as
you
can
see
there,
obviously
the
biggest
question
is:
is
it
necessary?
F
You
know
what
size
facility
are
they
proposing
to
build?
Is
that
necessary?
You
know
whether
they're
sufficient
bonding
and
revenue
sources
to
pay
for
the
proposed
facility.
The
number
and
source
of
prisoners
is
is
sufficient
to
maintain
financial
viability
and
those
are
one
of
the
things.
That's
one
of
the
things
that
that
often
you
know
causes
the
most
contention
is
that
revenue
stream
are
there
sources
of
revenue
that
are
sufficient
to
pay
for
the
operation
in
the
maintenance
clause?
F
One
of
the
things
quite
honestly
that
we
see
historically
in
these
applications
is
that
so
much
of
the
energy
and
the
resources
and
the
focus
is
on
panda
county
physically
afford
to
build
the
facility
that
we
kind
of
lose
sight
of
what.
How
are
they
going
to
maintain
it
long
term?
What
are
those
operational
costs
shift
to
for
those
new
facilities
and,
if
that's
something
that
the
county
can
can
maintain
and
have
they
considered
that
cause?
F
It
also
talks
about
whether
the
if
it's
applicable
are
there
contracts
or
interlocal
cooperation
agreements
for
sharing
the
liability.
So
this
would
come
in
the
form
of
a
regional
jail
or
for
a
county
who
has
decided
to
contract
with
a
neighboring
county.
Maybe
they're
not
going
to
do
a
former
regional
authority
for
a
board
of
oversight.
F
So
not
only
the
the
initial
liability
for
costs,
but
but
then
also
the
management
and
operation
of
that
facility
going
forward,
and
that
you
know
again
that
all
information
required
by
the
statute
has
been
provided
so
that
that
really
sets
out
the
the
tone
of
the
authority's
mission
and
the
things
that
they
should
be
considering
when
they're
having
these
conversations.
F
This
next
slide
is
just
a
listing
of
the
projects,
since
this
a
provision
was
put
in
place
that
has
gone
before
the
construction
authority,
and
I
will
tell
you
that
we
have
not
had
any
projects
that
have
been
put
forward
to
the
construction
authority
that
have
been
denied.
F
As
you
can
see,
there
are
the
four
new
facilities
which
again
I
mentioned
earlier,
because
those
were
the
facilities
that
we
actually
paid
the
architectural
and
engineering
fees
for,
and
then
there
have
been
a
number
of
additions
for
those
of
you
all
who
have
heard
me
talk
about
jails
before
you're,
probably
very
familiar
with
the
the
term
rcc
or
restricted
custody
center.
That's
going
to
be
our
minimum
security
units
where
you
see
rcc,
that's
typically,
a
standalone
building,
not
necessarily
attached
to
the
secure
jail
and
then
there
in
that
listing
those
secure
additions.
F
That's
going
to
be
those
secure
bets
that
we
typically
think
or
that
most
people
tend
to
think
about
when
we
talk
about
jail
or
prison,
that
those
those
beds
are
secure
beds,
so
pretty
much
any
level
of
prisoner
could
could
be
housed
in
those
particular
areas.
There
you
see
the
bed
counts
and
the
approval
dates
where
those
those
projects
were
approved
and
then
the
completion
date
you'll
notice
that
boys,
county
and
jessamine
county
have
not
applicable
on
their
completion
date.
F
Both
of
those
counties
received
approval
from
the
authority
to
proceed
with
with
projects,
and
then
the
counties
themselves
chose
not
to
go
forward.
F
I
F
Don't
believe
that
grayson
county
will
be
constructed
and
ready
to
start
occupant
occupancy,
probably
until
early
2021.,
so
with
that,
really
that
that's
the
the
overall
details
as
far
as
our
involvement
with
an
authority.
So
are
there
any
questions
that
anybody
has.
F
J
F
So
any
any
project
that
is
going
to
add
that
space.
So
if
we
had
a
facility
that
was
only
at
50
beds
now
and
they
wanted
to
add
that
capacity,
they
will
have
to
go
before
the
authority
because
they
are
adding
that
space
and
any
any
project
would
upon.
Completion
have
to
total
at
least
150
beds
or
more.
A
Okay
and
then
my
other
question
you
mentioned,
there
has
never
been
a
denial
of
an
application.
That's
been
presented
is
that,
by
virtue
of
the
fact
that
the
statute
is
not
tight
enough,
is
it
by
pure
necessity
that
these
have
all
been
built?
A
Or
would
you
suggest
that
something
needs
to
be
tightened
up
in
some
of
the
legislative
language
to
to?
I
guess
give
a
little
more
teeth
to
the
commission
with
regard
to
making
yes
or
no
decisions.
F
Well,
quite
honestly,
I
think
that
you
know
the
department
of
corrections
has
historically
always
been
there
to
provide
that
technical
assistance
and
kind
of
that
informational
aspect
for
the
counties
and,
of
course,
one
of
the
conversations
that
we've
always
had
with
the
counties,
and
it's
also
part
of
the
recommendation
made
to
the
authority.
Are
you
know
that
consideration
that
there
is
not
going
to
be
any
way
that
the
state
can
guarantee
that
there's
going
to
be
an
inmate
source
to
be
able
to
fund
those
facilities?
F
So
I
think
that
that's
always
the
topic
of
conversation
for
for
those
counties.
Ultimately,
it's
a
county
decision.
You
know
they're
the
ones
that
are
that
are
charged
with
operating
these
facilities,
they're
the
ones
that
are
charged
with
selling
these
these
facilities
and
paying
for
them.
Ultimately.
So
while
we
can
provide
them
with
you
know,
information
and
and
suggestions
and
best
practices.
F
Ultimately,
the
decision
is
theirs
because
they're,
the
ones
that
are
going
to
have
to
financially
pay
for
it.
In
the
you
know,
the
30
years
to
come,
or
whatever
their
their
bond
and
their
loan
amount
is
going
to
be
for
and
and
ultimately
it's
going
to
be
their
responsibility
to
try
to
find
a
revenue
source
to
generate.
For
that.
A
Because
the
department
can't
account
for
that,
okay
and
then
final
question
that
I
have
we've
now
seen
this
reimbursement
language
for
the
last
three
years
in
budget
bills.
I
mean,
if
it
be
the
will
of
the
general
assembly,
would
you
all
say
that
that's
probably
good
language
going
forward
from
from
euros
perspective.
F
Quite
honestly,
we
would
love
to
see
it
moved
from
being
dependent
upon
being
added
into
a
budget
bill
and
moved
over
to
statutes,
so
that
there's
something
that's
just
standing,
because,
obviously
we
know
what
the
financial
situation
of
the
state
has
been
in
the
years
leading
up
to
this
and
we'll
kind
of
see
what
the
forecasts
are
in
the
years
ahead.
And
you
know
this
is
something
that
we
have
historically
never
been
allocated
funds
for
so
with
with
the
budget
constraints
being
what
they
are.
F
A
All
right
final
portion
of
the
agenda
today
are
folks
from
behavioral
health,
developmental
and
intellectual
disabilities.
I
don't
know
if
you
all
have
kind
of
a
joint
presentation
or
if
it's
going
to
be
phased
into
different
phases,.
D
So
this
is
commissioner
wendy
morris.
Thank
you
for
your
invitation
to
speak
today
and
I'll
be
giving
the
presentation
and
dr
brunson
and
calling
on
with
me
to
answer.
If
there's
questions
that
I'm
not
able
to
answer.
A
D
All
right
great
well,
thank
you,
so
I
will
we'll
go
ahead
and
proceed
and
we
were
we
had
quite
a
few
slides.
So
do
you
want?
Do
you
want
to
tell
me
a
time
limit?
You
want
me
to
work
through,
so
I
will
adjust
accordingly.
This
is
about
a
22-minute
presentation,
but
I
can
cut
it
down
if
I
need
to.
D
And
then
we'll
do
it.
Thank
you.
So
again
we
just
in
response
to
the
questions
and
an
article
that
were
shared.
This
is
kind
of
what
I
plan
to
go
over
there'll,
be
a
super
brief
overview,
our
department,
our
system
of
care,
I'll
talk
a
little
bit
about
forensic
services,
inpatient
psychiatric
services,
our
icfs
and
then
there's
one
slide
on
a
little
more
future
oriented
again
our
department,
and
this
is
a
slide.
D
We
do
develop
departmental
goals
at
the
beginning
of
every
calendar
year
and
try
to
share
those
with
all
the
legislators.
So
hopefully
you
saw
these
back
in
january.
Just
real
briefly
here
in
bread,
is
to
preserve
and
enhance
our
behavioral
health
safety
network
over
here
in
teal.
We
want
to
continue
to
develop
and
expand
a
recovery,
oriented
system
of
care
for
substance
use
disorders
over
here
in
the
gold
we
want
to
support
and
promote
the
behavioral
health
and
wellness
of
children
and
families
who
are
at
risk.
D
I
do
before
I
get
into
the
presentation
just
want
to
again,
as
I
always
do
talk
a
little
bit
just
about
the
rationale
for
promotion
prevention
and
early
intervention.
D
D
So
while
we
absolutely
need
to
talk
about
solutions
and
what
we
can
do
right
now
on
the
back
end
of
things,
it's
this
early
intervention,
where
an
investment
is
really
going
to
make
a
difference
in
the
future.
D
I
was
asked
to
touch
on
our
icfs,
which
are
in
the
blue
stars,
but
just
to
note
that
this
overall
represents
our
public
behavioral
health
system
of
care,
which
includes
all
14
of
our
community
mental
health,
centers
so
again
I'll
dive
into
forensic
psychiatric
services
a
little
bit,
because
there
was
an
article
attached
to
the
request
for
us
to
speak.
Today.
I
talked
about
a
specific
case
and
competency
evaluation
was
a
big
part
of
that,
a
big
part
of
that
case.
D
So
we
we
do
have
a
very
limited
amount
of
forensic
psychiatric
services
that
we're
able
to
provide
here
in
the
commonwealth.
We
do
competency,
evaluations
and
that's
for
the
court,
and
we
do
those
for
folks
who
have
felony
charges
as
well
as
folks
of
misdemeanor
charges.
D
We're
able
to
do
those
inpatient
settings,
we're
able
to
do
those
in
the
jails
and
in
some
cases,
folks
who
are
in
the
jail,
will
be
brought
to
a
community
based
location.
Where
that
can
happen,
we
do
have
a
waiting
list
for
that
service,
specifically
for
felony
charges.
Misdemeanors
usually
get
done
pretty
quickly,
and
then
we
do
a
very
limited
amount
of
competency,
restoration
which
I'll
talk
about
briefly.
D
So
this
is
this
slide.
It
gives
a
little
bit
more
detail
about
the
one
facility
we
have
that
does
these
forensic
psychiatric
services,
which
is
the
kentucky
fractional
psychiatric
center
or
kcpc
in
lagrange,
kentucky
or
staff
for
72
beds,
and
this
data,
I
just
want
to
say,
is
free,
covered
and
I'll.
Give
you
a
little
bit
of
a
code
update,
but
what's
important
to
know,
this
is
kind
of
how
it's
operated
for
a
number
of
years,
and
I
didn't
want
to
skew
the
perception
by
by
sharing
current
data.
D
So
you
can
see
our
average
daily
census
is
about
62.
That's
how
many
people
would
be
there
on
any
given
day
that
on
average
folks
are
there
for
about
24
days.
Our
wait
list
usually
runs
around
130
140
and
average.
Wait.
Time
is
six
to
eight
weeks,
it's
a
little
longer
for
women,
because
we
don't
have
as
much
capacity
to
serve
women.
We
do
keep
males
and
females
separated
on
the
unit.
I
can
tell
you
that
it
has
had
an
impact
one
with
the
courts.
D
Close
we're
not
getting
nearly
as
many
referrals
during
the
time
frame
that
we've
been
dealing
with
the
pandemic.
They've
decreased
about
50
to
60,
so
it's
been
pretty
significant.
We
also
are
not
accepting
referrals
from
any
jail
that
has
an
active
outbreak.
The
jails
have
been
great
about
working
with
us.
It's
not
not
been
a
big
issue,
but
that
has
our
weightless
down
to
about
60
and
our
average
wait
time.
Right
now
is
about
two
weeks,
but
that's
definitely
an
anomaly.
D
D
What
we
do
with
competency
evaluation
falls
under
krs
504
and
that
I
just
what
I
want
to
bring
to
your
attention
on
this
part
of
that
is
about
the
determined
mental
illness
and
intellectual
disability
does
not
include
this
as
item
two
and
abnormality,
manifested
only
by
repeated
criminal
or
otherwise
anti-social
conduct.
So
it
does
require
that
there's
a
diagnosis
by
a
physician
and
there
are
criteria
specific
to
those.
D
And
then
another
part
of
504
that
was
specific
to
the
article
is
again
it's
part
two,
and
that
is
that
if
a
defendant
is
found
incompetent
to
stand
trial,
but
there's
no
substantial
probability,
they
will
attain
confidence
in
the
foreseeable
future,
which
is
generally
defined
as
about
a
year
that
there
will
be
a
proceeding
for
krs-202a
or
a
202v
which
I'll
talk
about
in
just
a
minute.
D
D
It's
important
to
know
that
not
all
conditions
will
improve
with
treatment
and
some
are
progressive.
Intellectual
disabilities
and
brain
injuries
are
things
that
may
not
you're
not
going
to
get
significant
improvement
with
treatment.
D
Dementia
same
thing,
and
it's
also
going
to
be
progressive
and
so
no
matter
how
long
you
attempt
to
restore
certain
conditions,
you're
not
likely
to
see
any
improvement
and
again
once
criminal
charges
are
dismissed
or
set
aside,
a
person
can
come
and
be
evaluated
for
the
civil
commitment
proceeding,
but,
as
a
general
rule,
those
charges
have
to
be
dismissed
or
set
aside,
and
so
the
person
is
no
longer
in
that
criminal
system.
They're
moved
over
to
the
civil
system,
which
has
very
specific
requirements
and
I'll
talk
about
what
those
are
and
why
those
exist.
D
So
acute
go
to
acute
psychiatric
impatient
services.
Next-
and
this
is,
I
want
to
talk
to
you
a
little
bit
about
what
we
do
in
our
state:
psychiatric
hospitals.
First
and
foremost,
we
do
a
very
in-depth
psychosocial
assessment.
Those
take
up
to
three
full
days.
It's
a
multi-disciplinary
team
approach.
So
you
have
your
psychiatrists,
psychologists,
social
work,
nursing,
you're,
going
to
have
recreation,
therapists,
occupational
therapists,
there's
a
lot
of
people
involved.
They
come
together
daily
to
discuss
their
findings
and
then
work
with
the
patient
on
a
treatment
plan.
D
D
We
have
established,
what's
called
a
therapeutic
milieu,
which
is
basically
it's
a
place,
that's
safe
for
people
to
co-mingle
a
place
where
people
are
safe
from
harm
and
that
there's
lots
of
interactions
to
the
face,
so
they
can
focus
on
their
well-being.
D
Another
thing:
that's
a
big
part
of
our
treatment
is
education
and
we
do
our
hospitals
all
have
what's
called
a
recovery
model.
So
the
way
that
is
designed
to
work
is
that
folks
will
move
from
their
unit
where
they're
getting
their
care
down
to
the
mall,
which
is
a
series
of
classrooms
and
they
might
go
to
a
class
on
medication
management
and
then
move
into
an
exercise
class.
D
Maybe
take
a
class
on
nutrition
or
cooking
skills,
then
go
to
one
of
maybe
their
symptoms
and
have
a
crisis
plan,
and
then,
at
the
end
of
the
day
they
would
go
back
to
their
unit
for
their
evening
meal,
their
medications
and
for
some
downtime
discharge
planning
is
another
really
big
piece
of
what
we
do
and
that's
making
sure
that
we
understand
what
the
person
is
going
to
need
to
be
safe
when
they
leave
the
hospital
and
to
to
not
have
to
come
back
to
the
hospital.
D
So
we
will
meet
with
family
members
we'll
meet
with
significant
others,
whoever
the
person
is
going
to
be
living
with
or
whoever
their
support
system
is
we'll
come
into
the
facility
and
we'll
we'll
talk
with
them
about
it
too.
So
that
support
housing
is
very
important.
We
want
to
be
sure
that
people
have
safe
and
affordable
housing.
That's
a
big
challenge
here
in
the
commonwealth
and
the
main
thing
is
about
those
aftercare
services
and
supports
whatever
those
make
look
like
to
make
sure
folks
have
what
they
need,
including
a
two-week
supply
medication.
D
Excuse
me,
this
is
just
a
graphic
on
the
state
designated
hospitals.
We
do
on
three
of
those
facilities.
Central
eastern
and
western
arh
is
owned
by
arh,
and
then
we
operate
two
of
our
facilities,
the
other
two
operate
under
a
contract.
This
gives
you
idea
of
how
many
staffed
beds,
how
many
patients
we
have
there
on
any
given
day.
How
long
folks
stay-
and
you
can
see
it's
very
short,
two
two
and
a
half
weeks
is
about
how
long
folks
are
in
our
facilities.
D
It's
a
very
short
stay
and
virtually
everyone
comes
on
an
involuntary
commitment
and
we
very
rarely
have
a
voluntary
patient.
You'll
see
that
happens
a
little
bit
more
at
arh
because
they
have
an
emergency
room,
and
so
that's
one
reason
that
number's
a
little
a
little
lower
admission
to
and
treatment
in
the
psychiatric
hospitals
is
regulated
by
krs-202a.
D
This
is
the
criteria
for
inhospitalization,
which
is
one
thing.
That's
been
talked
about
a
lot,
and
is
this
piece
about
being
able
to
reasonably
benefit
from
treatment,
but
what's
important
is
that
the
person
which
could
not
no
one
could
be
involuntary
committed
unless
they
have
a
mental
illness?
So
that's
again
a
formal
diagnosis,
which
is
there's
certain
criteria.
A
person
has
to
meet
to
be
diagnosed
with
schizophrenia
or
not
hormone
disorder.
D
Those
types
of
things
have
to
present
a
danger
to
sell,
for
others
as
a
result
of
that
mental
illness.
So
again
back
to
kind
of
some
of
those
early
slides
that
dangerousness
is
related
specifically
to
their
symptomology,
their
symptom
burden
and
not
just
a
different
factor.
They
can
reasonably
benefit
and
that
this
is
the
least
restrictive
alternative.
Again,
our
system
of
care,
community
health
centers
had
a
whole
host
of
treatment
and
intervention
available.
That
would
be
much
less
restrictive
than
the
hospital.
D
There
are
limitations
to
our
inpatient
treatment.
When
you
talk
about
trying
to
take
care
of
folks
who
have
criminal
charges
or
who
who
needs
some
sort
of
forensic
services
or
competency
evaluation,
I'm
sorry.
These
keep
popping
up.
D
One
is
that
we,
our
hospitals,
are
joint
commission
accredited
and
they
are
licensed
under
the
rules
of
centers
for
medicaid
and
medicaid
services.
So
there
are
lots
of
restrictions
and
rules.
One
is
that
we
cannot
use
any
type
of
punitive
measure.
We
can't
do
anything,
that's
for
the
convenience
of
the
staff,
so
there
are
lots
of
rules
about
the
use
of
seclusion.
You
can't
just
tell
somebody
to
stay
in
their
room.
That's
that's
considered
seclusion.
Even
if
the
door
is
not
lost,
we
can't
use
restraints
without
a
whole
lot
of
rules.
D
We're
not
allowed
to
use
locking
restraints
at
all,
so
that
would
prohibit
a
whole
host
of
things.
Patients
have
a
long
list
of
rights
that
have
to
be
maintained.
That
includes
the
ability
to
refuse
treatment
and
includes
the
ability
to
refuse
medications.
So
we
have
to
operate
under
all
of
those
rules.
D
The
facilities
themselves,
not
only
the
the
actual
physical
facility,
but
also
our
programming,
are
all
designed
for
short-term
admissions.
Everything
we
do
is
designed
for
those
folks
are
going
to
be
there
at
two
to
two
and
a
half
weeks.
I
already
talked
about
therapeutic
movie.
This
is
a
place
where
people
call
mingle,
they
have
rooms,
they're
encouraged
not
to
be
in
their
bedrooms.
They
spend
most
of
time
in
common
areas
on
the
porches
in
the
dining
room
in
the
in
the
recovery
malls.
So
folks
are
not
in
our
rooms.
D
This
isn't
like
a
medical
hospital.
This
is
a
completely
different
environment.
Most
all
of
our
rooms
are
double
occupancy
with
shared
bathrooms.
We
do
have
some
rooms
in
our
older
facility
down
at
western
state
that
has
three
people
to
a
row
and
most
important.
These
are
not
forensically
secure.
While
the
hospital
itself
is
a
locked
facility,
there's
no
fence,
we
don't
have
you
know
our
guards
on
duty.
We
don't
have.
We
don't
have
any
of
those
types
of
things.
D
You
know
we
don't
have
metal
detectors
when
you
come
through
the
doors
we're
not
at
all
set
up
like
a
forensic
like
kcps
or,
like
you,
would
think
of
it
of
a
forensic
study.
D
I'm
going
to
talk
about
ics,
very
briefly,
because
it
was
something
that
was
specifically
requested.
Our
icf
served
people
with
intellectual
developmental
disabilities.
They
do
not
serve
people
with
mental
illness
unless
somebody
happens
to
have
a
co-occurring
disorder,
but
their
intellectual
disability
would
be
their
primary.
D
The
primary
thing
working
with
what
we
do
in
our
icfs
is:
we
provide
active
treatment.
We
do
a
whole
lot
of
training
and
we
spend
a
lot
of
time
getting
folks
out
into
the
community.
They
may
go
to
church,
they
may
go
to
walmart
and
they
go
out
to
eat
now.
Obviously,
all
that's
impacted
by
covet,
but
just
like
in
the
psychiatric
hospitals.
D
I
meant
to
mention
the
psychiatric
hospitals
that
I'm
mentioning
here,
because
it
does
apply
to
both
facility
types
and
that's
the
onset
decision,
which
was
the
supreme
court
decision
in
1999,
which
falls
under
the
falls
under
the
american
disabilities
act,
and
that
is
that
people
cannot
be
compelled
to
live
in
a
congregate
setting
such
as
our
ics
or
state
hospitals,
long
term
people
have
to
be
given
the
option
to
live
in
the
community
and
states
are
obligated
to
make
sure
that
a
full
array
of
housing
and
support
services
are
available
available
to
allow
people
who
want
to
move
to
do
that
as
closely
as
periodical
protection
advocacy
here
in
our
state,
and
we
are
under
a
settlement
agreement
that
specifically
looks
at
getting
people
out
of
the
hospitals
and
our
facilities.
D
D
So
again
you
can
see
this
is
what
our
footprint
for
our
ics
looks
like
we,
we
stay
pretty
full
this.
The
total
person
served
shows
us
pretty
high,
because
we
do
do
some
respite
where
people
won't
be
there
for
just
a
few
days
or
a
few
weeks
due
to
a
crisis
or
family
situation,
then
we
do
have
some
turnover.
We
have
quite
an
elderly
population
that
lives
at
most
of
our
facilities.
People
do
pass
away
and
we
get
new
admissions
to
let
this
happen.
D
The
admission
to
our
ics
is
regulated
by
krs-202b,
it's
very
similar
to
what
I
showed
you
for
202a.
Again,
every
single
person
in
our
icf
is
there
under
an
involuntary
commitment.
Those
come
before
the
court
on
a
regular
basis
to
determine
whether
they
continue
to
meet
criteria.
D
And
again
it's
about
diagnosis.
It's
about
dangerousness,
it's
about
this
being
the
least
restrictive,
and
it's
about
the
ability
to
benefit
from
treatment
and
that's
to
to
protect
people
and
make
sure
that
they're
not
forced
into
target
settings
when
they
don't
need
to
be
limitations
of
our
icfs.
Just
like
our
psychiatric
hospitals
were
licensed
by
the
center
for
medicaid.
Under
those
regulations
for
cns,
the
health,
safety
and
welfare
of
individuals
is
paramount.
D
You
have
to
keep
that
in
mind
at
all
times.
They
have
a
wrong
again,
a
long
list
of
rights,
and
we
cannot
use
you
know
there
are
certain
kinds
of
interventions
or
restrictions
that
we
cannot
use
even
more
than
our
psychiatric
hospitals.
Our
icfs
are
not
forensically
secure,
they
are
not
locked
buildings,
we
are
not
allowed
to
lock
the
buildings.
These
are
brew,
palms,
common
spaces.
Again,
people
share
bedrooms,
they
share
bathrooms,
they
dine
together.
They
have
common
spaces.
D
D
Some
of
this
you
know
was
talked
about
by
steve,
shannon
at
the
pitcher
last
meeting,
and
I
understand
he's
now
a
committee
member,
so
we're
glad
to
hear
that,
but
really
again
increasing
our
capacity
to
provide
mental
health
promotion
prevention
and
early
intervention
is
going
to
continue
to
be
priority
for
us
as
we
come
out
of
this
pandemic,
and
we
look
to
build
our
mental
health
system
back
better
than
it
was
when
we
went
into
the
pandemic
so
that
cit
training
for
police
officers
again
maintaining
our
behavioral
safety
network,
which
includes
our
community
health,
centers
and
our
facilities.
D
D
It's
really
a
primary
intervention
without
safe
and
affordable
housing,
it's
hard
for
people
to
think
about
treatment
and
other
things
that
they
need
to
focus
on
to
be
their
very
to
be
at
their
healthiest,
but
continuing
to
look
at
things
like
integrating
behavioral
health
and
physical
health
care.
The
specialty
course
which
steve
also
talked
about
in
drug
court's
mental
health
courts
and
assisted
outpatient
treatment
known
to
moses
tim's
law.
We
did.
D
We
did
just
get
a
grant
for
that
and
we're
doing
a
pilot
in
in
a
couple
of
our
areas,
and
then
we
want
to
continue
to
explore
some
new
strategies.
Specifically.
The
certified
community
bill
helps
community
behavioral
health
centers,
which
steve
also
talked
about
in
an
asset,
my
waiver
and
again,
since
he
talked
about
that.
I
won't
spend
a
lot
of
time
on
it
since
we're
about
out
of
time
and
then
happy
to
take
any
questions.
And
this
is
just
a
reminder
that
without
mental
health,
there
is
no
help.
A
I
know
as
we
look
through
the
presentation
we
talked
about
several
things.
One
of
the
things
that
that
continues
to
come
up
over
and
over
again
is
the
will
will
have
determined
to
be
beneficial
to
for
treatment.
That
treatment
would
be
beneficial.
A
It
seems
as
though,
and
if
you
all
could
address
this,
it
might
be
helpful.
It
seems
as
though
there
is
a
certain
small
piece
of
the
population.
That's
just
falling
through
the
cracks,
because
there's
not
an
option
for
them.
Are
there
other
states
that
have
options
or
is
there
anything
that
you
all
could
suggest
there.
D
Yeah
and
we've
talked
to
multiple
other
states,
and
a
lot
of
what
we
hear
is
don't
do
what
we
did
we.
This
is
what
we've
tried
and
it's
been
a
disaster.
People
are
getting.
You
know,
there's
huge
waiting
lists.
People
are
getting
put
here,
long
term.
That
don't
need
to
be
so
there's
not
any
great
solutions.
D
We
have
explored
those
and
we're
happy
to
have
some
follow-up
conversation
about
different
things
that
we've
we've
looked
at,
and
we
do
believe
that
we're
shifting
some
things
around
we
could
have
capacity
for
some
some
more,
not
a
lot
but
more
work
at
kcpc.
It
would
require
doing
more
in
the
jail
more
in
that
community.
So
far,
we
have
to
invest
in
getting
some
more
of
the
rooms
able
right
now.
It's
there
are
a
lot
of
facility
issues
where
all
the
space
is
not
usable,
so
we
would
with
some
investment
we
could.
G
You
know
I
just
had,
if
I
could,
you
know,
there's
a
small
subset
of
individuals
who
are
found-
incompetent,
not
restorable,
who
continue
to
have
severe
behavioral
challenges
and
we
share
the
goal
of
keeping
our
communities
safe.
Our
citizens
safe,
but
also
those
with
mental
illness
and
behavioral
health
disorders,
safe
daytime
deals
with
it
in
many
different
ways.
G
One
of
the
ways
some
have
done
is
to
use
civil
commitment
to
turn
their
hospitals
into
correctional
facilities,
basically
to
house
people
long
term.
That's
the
recommendations
that
we
have
heard
that
are
to
be
avoided.
You
turn
those
into
unsafe
places
where
no
treatment
occurs,
where
it's
difficult
to
hire
and
recruit
staff,
they
become
dangerous.
G
But-
and
so
you
know,
the
trade-off
is
safety
and
an
individual
civil
rights
and
an
individual's
rights
to
live
in
the
community,
so
we
think
building
a
behavioral
health
system
that
has
safeguards
that
can
monitor
and
care
for
people
in
the
community
if
it
is
a
mental
illness
and
it
deteriorates
that
we
can
intervene
at
that
time,
but
creating
a
situation
where
you
warehouse
these
folks
in
facilities
and
basically
incarcerate
them
under
the
guise
of
mental
health
commitment,
is
one
of
the
things
that
becomes
incredibly
expensive.
G
You
build
lots
of
bricks
and
mortar
in
facilities,
and
then
you
don't
offer
any
opportunity
to
treat
those
folks
and
again
they
become
dangerous
places.
So
we
we
do
share
your
concerns.
We
share
your
desire
to
fix
this
issue,
but
we
do
have
to
be
careful
with
with
creating
a
situation
where
we,
we
really
interfere
with
our
ability
to
care
for
those
who
do
need
treatment
and
who
have
a
mental
health
disorder.