MONTGOMERY COUNTY
Department
of
Correction and Rehabilitation
A Montgomery County Collaboration
Addressing Offender Reentry “Barriers”
Serving our citizens:
• A collaborative effort among corrections, public safety, workforce, public
health, mental health, social services, children & family services and
education systems at state and local levels to promote the successful
reintegration of ex-offenders into our communities.
• Increase cost effectiveness of wrap around service delivery to the
“at risk” ex-offender population through increased efficiencies.
• Increase the probability of rapid and sustainable ex-offender lawful
employment, creating a tax payer not a tax burden.
• A primary outcome of successful prisoner reentry is improved public
safety.
This document is a collaborative work product of the Montgomery County Correctional
Facility ReEntry Unit, under the leadership of Robert Green, Warden.
Wendy Miller, Facility ReEntry Social Worker
Bobbi Thompson, Principal Administrative Assistant
Craig Dowd, ReEntry Employment Development Endeavor
Shawn M. Flower, Ph.D, Principal Researcher (Consultant)
Gale Starkey, ReEntry Unit Manager
EXECUTIVE SUMMARY
An important part of the Montgomery County Correctional Facility’s
mission is to be a catalyst for change in the realm of local offender reentry. This
enables work performed “outside the walls” to complement programs conducted
inside the walls to directly impact the probability of success for inmates returning
to their communities from jail. At the conclusion of the first year of MCCF
Collaborative Case Management (CCM) Meetings, Warden Robert Green
facilitated a conversation with the CCM partners (service providers). *1 This
discussion identified “barriers” that offenders often face upon release from jail.
Many of the barriers identified are those which service providers addressed as a
normal part of their daily work. The balance requires action by the government
and action within the community. It is anticipated that subsequent discussions
will heighten awareness and enable work to be accomplished toward reentry
solutions by the government and community to diminish the debilitating effect of
the barriers for the “at-risk” ex-offender population.
*1. Addendum, Ref. List of Collaborative Case Management Partners I
CONTENTS
EXECUTIVE SUMMARY…………………………………………………….………….…..…….……………I
OVERVIEW…………………………………………………………………………………………………………………..1
BARRIERS TO EFFECTIVE REENTRY……………………………………..…….…………....4
ADDENDUM………………………………………………………………………………………………….……..…...10
Jail Based Reentry Process Flow Chart...………………….…………..…………..…………11
Jail Inmate Programming Document ……………………………………………….…….…….12
Collaborative Case Management Acronyms Explained……….……………....…….22
Collaborative Case Management Partners……….………………………………………….28
Community Reentry ID Card……….………….……….………………………………………………29
Mapping – Map of Montgomery County Address Location of Inmates
Released……….……………………………………………………………………………………………………30
OVERVIEW
Montgomery County Correctional Facility
Collaborative ReEntry Case Management Addressing ReEntry
Barriers
The Montgomery County Correctional Facility (MCCF) releases more than 5,000
sentenced inmates each year back to the streets of our community. Many may have
supervision upon release, but a great number will not. Many of these individuals will
have participated in treatment, educational and pre-employment programs while in the
facility, and this population tends to function well in a structured environment. However,
without good supportive services post-release, they often will relapse into past criminal
behaviors. The next logical step for MCCF is to “reach beyond the walls” to form
collaborative partnerships with a team of existing service providers to ensure a
continuum of post-release care.
The MCCF ReEntry Collaborative Case Management (CCM) Group was
established and held its first bi-weekly meeting on February 22, 2006. The objective of
these meetings is to provide coordination of direct services to offenders reentering our
-1-
community after a period of incarceration. The group is comprised of local corrections
(MCCF Case Managers, treatment staff and a Social Worker), Mont. Co. Police, Parole
& Probation, human service agencies, local non-profit, and faith-based organizations
(see addendum – CCM Partners and Jail Based Re-entry Flow Chart). The
collaboration involves bridging potential “gaps” to provide an effective continuum of post-
release services to the ex-offender and their families. The Re-Entry Unit Social Worker
then coordinates linkage to these critical support services. A Re-Entry Unit Benefits
Specialist is available to assist both the offender and their family in connecting or re-
connecting with entitlements. The collaboration of the individuals in this group has
provided a quantum leap forward in providing much needed coordination of direct
service delivery. The number of cases reviewed in the past twelve months is portrayed
in the following graph:
RE-ENTRY CASES PRESENTED AT BI-WEEKLY
COLLABORATIVE SERVICE PROVIDER/CASE MANAGEMENT MEETING
(Twelve Month Snap Shot)
40 39
35
30 29
26
25 24
22 22
Number of Cases
21
20
19
20
16 16
15
11 11
10
5
0
Apr-07
Aug-07
Feb-07
Jun-07
Jul-07
Sep-07
Oct-07
Dec-07
Jan-08
Feb-08
May-07
Nov-07
Mar-07
Month
* Nov/Dec/Jan only one meeting held
* Anticipated Number of Monthly Cases Reviewed in 2008 Expected to Increase Due to Process Change (Approximately 30+)
* These Cases Require Intensive Wrap Around Services
-2-
During the bi-weekly meetings, appropriate service needs of soon to be released
offenders are identified and discussed. Identified needs may include: substance abuse
treatment, mental health treatment, medical treatment, medications, housing and
homeless services, family reintegration, legal reporting requirements, and pre-
employment training. Available community resources to meet those needs are identified
and an initial contact plan is established. In many instances, a potential treatment
provider is present as a CCM group member, and plans are initiated to begin services as
soon as possible. This is an attempt to match the offender with the most appropriate
services immediately; thereby, reducing redundancy of services, as well as social costs.
By setting the appointments up in advance, and allowing the opportunity for the offender
to meet and connect with his or her service provider face-to-face before released into the
community; the offender’s chances of successful reentry into the community are greatly
enhanced.
The CCM meetings have been instrumental in providing a more efficient post
release service delivery system for this highly “at risk” population. During the past two
years we have made great progress in identifying and addressing formally
insurmountable barriers for the ex-offender population. At this time a detailed analysis of
existing barriers is warranted. “A barrier is defined in the dictionary as something that is
difficult, or an obstacle. It can be a stumbling block for someone or something. It can be
a hindrance or a sticking point. A barrier can also be a major hurdle for our clients and is
usually an obstruction for them to access services in Montgomery County.” (Donna
Hudson Coakley – PATH / MCHHS)
-3-
IDENTIFIED BARRIERS TO OFFENDERS
REENTERING OUR COMMUNITIES
Montgomery County, Maryland
Housing
Individuals being released from detention face many unique barriers when trying to
obtain stable housing. The first is affordability. Housing costs are very high and few
individuals being released directly from incarceration have income or savings in reserve
to afford a home or apartment.
An additional barrier is accessibility of housing for the criminally involved.
Federal guidelines for subsidized housing programs prohibit those with arrests or
convictions for certain criminal offenses (such as drug-related or violent offenses), from
access to public housing for three years post conviction/arrest. This is also an issue for
families who are forced to turn away a criminal justice involved family member from
living with them, in order to avoid possible eviction. Private landlords routinely
discriminate against ex-offenders by refusing to rent to them based on a criminal records
check. All of these practices clearly contribute to the increase of homelessness among
this population.
Housing eligibility policies governed by law were also explored. The group
discussed which policies might be amenable to change, including policies that prohibit
individuals with felonies from accessing public housing, receiving food stamps or other
public entitlements. In the case of policies not governed by law, such as landlords and
employers discriminating against offenders, the group explored the possible impact that
a concentrated outreach to the public might make to amend these practices.
-4-
Housing availability is a fourth significant barrier. Montgomery County has a limited
number of available beds at the emergency shelter level. For example, there are
approximately 200 slots available for men. As a result, many individuals must turn to
Prince Georges County, the District of Columbia or Virginia for shelter. The availability
of shelter beds also fluctuates depending on the different seasons, with some shelters
closing from March through October. The group suggested the need for a Hypothermia
Law in the county which would impact both winter and summer seasons.
Some shelters are closed during the day which can be problematic for individuals
who have serious medical needs, and/or are in rehabilitative care. The county does not
have a rehabilitative shelter for individuals who, due to health issues, cannot or should
not leave the unsupervised shelter during the day.
Finally, more transitional housing programs with liberal eligibility criteria are
needed, specifically a 24 hour residential treatment facility for those with co-occurring
(mental health and substance abuse) disorders. A highly structured, supervised housing
program for the mentally ill is also needed to enhance the likelihood of success for
individuals coping with these complex needs.
Access to Services
Empirical evidence supports the effectiveness of Day Reporting Centers for reducing
crime and recidivism rates.1 The recommendation is for countywide Day Reporting
Centers (up to 3 to meet the geographical range of the county) where service providers,
Parole and Probation, and case management can come together under one roof to
provide services and referrals.
1
A rigorous evaluation (including a matched comparison group on education, gender, age, race, and
criminal history) was conducted on a Day Reporting Center (DRC) in Chicago in 2002. The DRC program
components included assessment case management and individualized treatment plans (Petersilia 2003).
The evaluation found that recidivism rates (measured as re-arrest and reincarceration) in a 3 year follow-up
were significantly lower than those of the comparison group (35% versus 52%). In addition to reducing
criminal participation, the program “reduced drug use, increased job attainment and responded to the real
needs of residents” (Petersilia, 2003, p. 101).
-5-
There is also a need to improve the level of engagement with non-profit programs to
work with ex-offenders. One suggestion was to reevaluate the grant process to
include an award as an incentive for non-profits who support and work with criminal
justice involved clients.
Two additional needs identified included a resource for providing documentation of
lawful status for immigrants to enable access to public social services. The second
need identified was based on the understanding that the return of an ex-offender to their
family and community can be both a joyful occasion and a source of stress and change.
Thus, the group discussed the need to reach out to family members of clients involved in
the criminal justice system, and offer more services to families as a whole.
Ex-offenders face substantial barriers when attempting to access education,
employment, and housing opportunities. The group briefly discussed the expungement
process, specifically addressing the process of removing any non-convictions
(acquittal, dismissal, nolle prosse, STET or PBJ) from a person’s criminal records
and expungment of felonies for good cause. One example of good cause is an
individual who has an opportunity for employment but their arrest record is the only issue
holding up the job offer. If the applicant can produce a letter from the prospective
employer, then the expungement process for good cause may be granted prior to the
expiration of the waiting period. Other examples of “good cause” might include access
to housing and education.
Enhancing Communication
The group discussed the possibility of providing a co-occurring disorders
treatment unit (therapeutic community) in the jail. There is a tremendous need, thus
this type of unit could be filled immediately. However, there is no additional funding for
staff and programs, so the jail would need to make it work with current resources.
-6-
Many providers expressed concerns about the lack of leverage for reinforcing the
releasee’s treatment plan, as many do not follow through with their re-entry plan once
released. Suggestions included court ordering compliance and encouraging compliance
through a sanction vs. reward system such as that imposed by the Baltimore City Mental
Health Court.
There was an expressed need for a List Serve for Community Service Providers
that would be private, and strictly limited to the Collaborative Case Management (CCM)
Team partners. This would enhance communication in general, and perhaps could be
used to share information regarding specific client needs. (Privacy concerns are
somewhat alleviated by the release form signed by the re-entry unit participant, but may
still need to be addressed.) This List Serve would not be available to the public.
The county has a fragmented case management system where there are often
multiple case managers (Health and Human Services, Montgomery County Public
Schools, DOCR, Parole & Probation, Public Defender, Department of Juvenile Services)
assigned to work with different members of the same family. Unfortunately, these case
managers do not always coordinate delivery of services; instead, focusing on the
individual. While individual needs must be addressed, there is also a need to address
the family as a whole as these are families in crisis. The group discussed the possibility
of a single, county-wide Case Management System as a means to facilitate
responding to both the individual’s needs and to allow for coordinated family-centric
case management when appropriate. This is a topic on the Criminal Justice
Coordinating Council’s agenda to be discussed in the future.
The discussion also included several ideas that could be both helpful and
problematic to the CCM process. One suggestion was to include a State’s Attorney in
the CCM group meetings. Concerns were raised that this may hamper the ability of the
-7-
group to freely discuss an individual’s case, regardless of whether they are sentenced or
pre-trial. Also mentioned was a need for an advocacy attorney for CCM group.
Lastly, a need for research was identified in order to facilitate a clear understanding
of the process and outcomes achieved as a result of the CCM group efforts.
Transportation
Montgomery County covers a large geographical area, over 497 square miles.
Although the Re-Entry ID card (see addendum), enables free access to the county’s
Ride On Buses, there is a need to extend that same access to the entire Metro
system. The time it takes for ex-offenders to access needed services when using the
public transportation system has also been a problem. For example, the length of time it
takes to get to services in the community from the emergency shelter can be extensive,
and consumers often show up late or even miss appointments due to travel time
involved.
The cost of public transportation can be overwhelming for consumers with little or
no income or resources. Even the nominal fee of .50 to $1.00 for bus fare is simply too
much given the financial constraints of most ex-offenders.
The group also identified a problem for offenders retrieving official documents
such as drivers’ licenses after they are confiscated by the police. While some have had
success regarding this process by calling the arresting officer, others have not. There is
a need for a policy that would allow for state IDs or licenses to be turned over to a
designated place or area (such as the jail), so that individuals would know where to go to
retrieve their documents.
The group also recommended further defining areas where services to ex-offenders
are needed (mapping). [See Addendum – Map of Montgomery County Address Location
of Inmates Released]
-8-
Court room releases continue to be a problem. Individuals are routinely released
from court wearing jail-issued jumpsuits and must walk 3.5 miles to retrieve their
belongings. This issue may require a change in the law which would allow the jail to
provide transportation to bring individuals back to the facility for a short period of time
(e.g., 2 hours) so they can be processed and receive their belongings and medications.
This would also provide a vital opportunity to activate the linkages established in the re-
entry plan and coordinated with the CCM service partners.
Overall, the group felt that much progress has been made in the past eighteen (18)
months. By identifying the remaining barriers, the CCM group hopes that resources can
be pooled, and plans can be developed to effectively reduce these barriers. Ultimately,
it is the hope that we can become even more successful in aiding clients’ reintegration
into to community.
END
-9-
ADDENDUM
Jail Based Reentry Process Flow Chart
Jail Inmate Programming Document
Collaborative Case Management Acronyms
Explained
Collaborative Case Management Partners
Community Reentry ID Card
Mapping – Map of Montgomery County Address
Location of Inmates Released
- 10 -
JAIL BASED REENTRY PROCESS FLOW CHART
Jail Based Reentry
Transitional
Jail Based Programming Transitional
Housing CRES
Housing CRES Crisis C
Crisis
Center
Center O
CATS
CATS
M
M
Education OPD
OPD
Client Services U
JAS Client Services
N
MRT Addictions Data I
Addictions
Treatment
CIU One 90 Day Treatment
Collection
T
Sentenced One
Stop Coordinated And
Inmates
Work skills Stop
Work
Reentry Faith Based Mapping Y
(90 Day Minimum) Life Skills Work
Case
Planning Faith Based
Community
Center
Center Management Community
Reentry
Parenting Reentry R
Parole
DBT Parole E
And
ESOL And
Probation T
Work Force Probation
IDENTITY
Latino Youth
IDENTITY
U
Faith Based And Families
Latino Youth R
And Families
N
Benefits
Benefits
Specialist
Bio
Research PATH Specialist
Statistician
- 11 -
JAIL PROGRAMMING DOCUMENT
Crisis Intervention Unit (CIU)
Ancillary Treatment for Mentally Disordered
Inmates in the CIU
Crisis Intervention Unit
Dialectical Behavioral Therapy Program
Jail Addiction Services (JAS)
Behavioral Health and Crisis Services
Criminal Justice Behavioral Health Services
Library Services
MCCF Re-Entry Unit
MCCF Re-Entry Collaborative Case Management
Model Learning Center Program Overview
Moral Reconation Therapy (MRT)
Re-Entry Employment Development Endeavor (REDE)
- 12 -
Crisis Intervention Unit (CIU)
Ancillary Treatment for Mentally Disordered Inmates in
the CIU
Guided Relaxation
This therapeutic activity is conducted by the CIU Officers on duty. On Monday
and Friday we provide a video tape which guides the participating inmates in deep
relaxation. Through relaxing images and sound the inmates are encouraged to let go of
their pent up negative feelings and allow themselves to reach greater levels of relaxation
and reduction of anxiety.
Pod Meetings
These are dorm meetings that are conducted by mental health trained Officers
and Therapists. These meetings are conducted on Monday, Tuesday and Thursday
mornings. It allows the inmates to introduce themselves and express how they feel.
There is an opportunity for staff announcements. The crux of the meeting allows the
inmates to express pod issues that may affect that individual and others in the pod. The
meeting also gives inmates the opportunity to compliment others as well as provide
constructive criticism.
Creative art therapy
This therapeutic activity is conducted on Fridays by a Therapist. It allows inmates
to express themselves through art. This activity is especially beneficial for those that are
limited cognitively and/or have difficulty expressing themselves verbally. The Therapist
processes the pictures with the inmates and deals with any emotions that surface due to
the activity. During significant holidays, there may be a theme attached to this art
activity.
Medication education/re-entry planning
This group is conducted by the psychiatric nursing staff. It is an eight module
group that covers a variety of topics associated with medication management. It
explores possible side effects to the various psychotropic medications as well as the
expected main effects. This group encourages compliance and will assist in the re-entry
needs relating to continued compliance of the medication upon release.
Psychiatric Services
A contract Psychiatrist provides 20 hours of psychiatric services for the facility.
The psychiatrist is responsible for the assessment and psychotropic intervention for the
mentally disordered inmates in the facility. This individual provides ongoing medication
management, crisis intervention and assessment for involuntary commitment to the
State psychiatric hospital.
- 13 -
Crisis Intervention Unit
Dialectical Behavioral Therapy Program
Submitted by
Patricia Sollock, MA, LCPC
The Mental Health Services section of the Montgomery County Correctional
Facility offers a Dialectical Behavior Therapy (DBT) Program for emotionally and
cognitively dysregulated inmates who are prone to self-injury and suicide attempts and
who pose the most difficult management and treatment challenges to both, treatment
providers and security staff.
This program is the only jail-based program in the nation that adheres to all DBT
components including (1) Individual Therapy (2) DBT Group Skills Training, (3) Skills
Coaching (4) Therapists Consultation and (5) Ancillary Therapy. Specifically, the
program takes place in a dedicated, 40-bed, all male, Crisis Intervention Unit (CIU)
where all inmates are assigned to a primary therapist. On average, approximately 16-20
inmates participate in DBT at any given time. To be eligible for participation, these
inmates must be fairly stable and consent to all aspects of the program as well as
complete all homework, diary cards and other assignments or ancillary treatment
recommended by the primary therapist. The Skills Groups include Mindfulness,
Emotional Regulation, Distress Tolerance and Interpersonal Effectiveness. Each group
is offered twice a week and the entire program lasts six and a half months. Individuals
transferred to the General Population may return to CIU to complete the program if they
exhibit continued commitment and if approved by their therapist.
DBT is a principle-based and complex method of treatment that borrows from a
combination of cognitive/behavioral and psychodynamic therapies as well as from Zen
mindfulness practice. Therapists utilize an array of strategies designed to treat inmates
who are severely dysregulated in many areas of their lives and most prone to self-injury
and/or suicide attempts. Among the techniques utilized by Therapists are: contingency
management, cognitive therapy and exposure based techniques. In DBT, Therapists
prioritize target behaviors. Reducing high-risk, out of control, and suicidal behavior is
the primary target. Subsequent targets in descending order include: the reduction of
therapy interfering behaviors, behaviors that interfere with the individual’s quality of life,
and post –traumatic stress responses. Lastly, therapists work on increasing self-respect
and applying behavioral skills learned in groups so that individual may then work on
achieving other goals they set for themselves.
This program has had very positive outcomes as evidenced by a significant
reduction of suicide attempts and gestures, major incidents in the unit, inmates requiring
15-minute observation and involuntary hospitalizations. As an added benefit these
results have also resulted in cost savings given a reduction of transports to/from
hospitals and overtime to provide supervision to these inmates.
- 14 -
Jail Addiction Services (JAS)
Behavioral Health and Crisis Services
Criminal Justice Behavioral Health Services
Montgomery County Correctional Facility
Mission: To provide substance abuse treatment for incarcerated men and
women at the Montgomery County Correctional Facility (MCCF).
Hours: 8:30am - 5:00pm Monday through Friday
Clients: Incarcerated men and women
Access to Service
Clients can refer themselves; in addition to staff members, attorneys, parole and
probation agents and judges referrals.
Services Offered
JAS in partnership with the Department of Corrections and Rehabilitation offers
Addiction Treatment and Education, with advocacy in Court for alternatives to
incarceration, provided by Community Re-entry Services (CRES). Participants reside in
therapeutic housing units separate from the general population in MCCF. Treatment
involves an eight (8) week education phase and an ongoing aftercare phase.
Therapeutic activities include community meetings, task, education and therapy groups,
peer counseling, self-help meetings and cognitive behavior skill-building. The program is
designed to:
• Encourage and increase the offender's willingness to participate in
addictions treatment while in jail and in the community;
• Provide assessment of drug/alcohol use and criminal thinking;
• Increase access to community based addiction treatment services to
offenders released from MCCF;
• Reduce the recidivism rate of program participants; and
• Promote permanent abstinence from alcohol and other drugs.
What's New
Serving more clients with co-occurring disorders
- 15 -
Library Services
Montgomery County Correctional Facility
The Montgomery County Correctional Facility Library operates as a branch of the
Montgomery County Department of Public Libraries, and is open 32 hours weekly. The
MCCF Library offers free and equal access to services and resources to help the inmate
population find the general and legal information they need to improve and enrich their
lives, and enable their successful re-entry into the community. A wide variety of reading
material is available, comprised of a collection of 15,000 fiction and nonfiction titles,
paperbacks, reference books, encyclopedias and newspapers, including materials in
Spanish, Chinese, Korean and Vietnamese. Inmate’s have access to the library on a
biweekly basis, and may check out seven books to take back to their cells. Requests for
specific titles and subject matter are accepted and processed by staff as computer-
generated holds. Requested materials are often available with a one or two-week turn-
around.
The MCCF Library provides inmates with assistance in legal matters, as
mandated by Maryland and Federal law. On the basis of individual requests, inmates are
scheduled in groups for Law Library time. During Law Library they may research their
charges and access materials which may be helpful in preparing motions and pleadings
such as bond reduction, reconsideration of sentence, power of attorney, temporary child
custody, and so forth. WESTLAW is available in addition to numerous legal texts related
to Maryland law, federal law, immigration, drugs and alcohol, appeals, legal forms, family
law and prisoners’ rights issues. Personal computers are available for inmate use,
providing templates for legal motions along with general word processing. Free notary
public service is provided library staff.
Library staff (1.5 WY, projected for 2 WY in FY 07) and four inmate workers are
available to provide assistance.
Library service goals are supported by the assistance of a Library Advisory
Committee (LAC), consisting of volunteers from the community who advocate for
services to the incarcerated.
During FY 05 a total of 375 housing pods visited the library, comprising 7,877
inmates. A total of 326 Law Library groups were provided, including 5,210 inmates.
Circulation totaled 32,367 materials, a 19% increase from the previous year. 1,700 new
users were registered – more than some community-sized libraries.
- 16 -
Montgomery County Correctional Facility Re-Entry Unit
(Re-Entry For All Program)
The MCCF Re-Entry Unit facilitates many collaborative activities to provide
offender opportunities for successful transition from incarceration to the community. The
Re-Entry Unit firmly believes that successful re-entry is a part of effective crime control.
The foundation for successful re-entry begins during incarceration and includes a heavy
emphasis on employment development. The Re-Entry Employment Development
Endeavor (REDE) teaches essential soft skills and work habits to offenders in the Job
Shop and Digital Imaging Shop. This activity enhances both rapid employment, in
addition to employment sustainability.
The Offender Employment Specialist at the MCCF / MontgomeryWorks One Stop
Employment Center provides pre and post release job search and employment skills
development; and secures employment placements for offenders. During the bi-weekly
Re-Entry Collaborative Case Management meetings, MCCF counselors, treatment staff
and social workers, along with a multitude of service providers from other County and
State Agencies, local non-profits, faith-based organizations and local civic leaders, assist
in addressing offender needs upon release. The Re-Entry Social Worker then
coordinates linkage to these critical support services. A Re-Entry Benefits Specialist is
available to assist both the offender and their family in connecting or reconnecting with
entitlements. The Community Re-Entry Photo Identification Card is a Montgomery
County Government approved temporary (60 day) ID card. The card is issued to
qualified offenders upon release from the Montgomery County Department of Correction
and Rehabilitation. The ID card assists the ex-offender in obtaining a State of Maryland
permanent identification / Drivers License, Montgomery County Library card,
employment (meeting the Federal I9 guidelines), and serves as a free Montgomery
County Ride On bus pass for sixty days; which enables access to needed
services (medical, housing, etc.) throughout the County.
The Re-Entry Unit works with faith-based organizations pre and post release to
provide employment readiness classes mentoring, life skills, and assistance with family
and societal reintegration. All of these combined activities contribute to building a stable
foundation for successful offender re-entry.
- 17 -
MCCF Re-Entry Collaborative Case Management
The Montgomery County Correctional Facility (MCCF) releases more than 5,000
sentenced inmates each year, back to the streets of our community. Many of these
individuals will have participated in treatment, educational and pre-employment
programs while in the facility and this population tends to function well in a structured
environment. However, without good supportive services post-release they often will
relapse into past criminal behaviors. The next logical step for MCCF is the “reach
beyond the walls” to form collaborative partnerships with a team of existing service
providers to ensure a continuum of post-release care.
The MCCF Re-Entry Collaborative Case Management (CCM) Group was
established and held its first bi-weekly meeting on February 22, 2006. The objective of
the meetings is to provide coordination of direct services to offenders reentering our
community after a period of incarceration. The group is comprised of local corrections
(MCCF Case Mangers, treatment staff and a Social Worker), Mont. Co. Police, Parole &
Probation, human service agencies, local non-profit, and faith based organizations. The
collaborative involves bridging potential “gaps” to provide an effective continuum of post-
release services to the ex-offender and their families. The Re-Entry Unit Social Worker
then coordinates linkage to these critical support services. A Re-Entry Unit Benefit
Specialist is available to assist both the offender and their family in connecting or re-
connecting with entitlements. The collaboration of the individuals in this group has
provided a quantum leap forward in providing much needed coordination of direct
service delivery.
During the bi-weekly meetings, appropriate service needs are identified and
discussed. Identified needs may include: substance abuse treatment, mental health
treatment, medical treatment, housing and homeless services, family reintegration, legal
reporting requirements, and pre-employment training. In addition to identifying offender
needs, available community resources to meet those needs are identified and initial
contact is established. In many instances, then potential treatment provider is
represented as a CCM group member and plans are initiated to begin services
immediately. This is an attempt to match the offender with the most appropriate services
immediately, therefore reducing the redundancy of services, and social costs. These
proactive steps greatly increase the offenders’ chances of successful reintegration into
the community by both setting the appointments up in advance and allowing the
opportunity for the offender to meet and connect with his or her service provider face to
face before release to the community.
The CCM meetings have been instrumental in providing a more efficient post
release service delivery system for this high risk population. The improved use of
existing resources ultimately results in a societal cost savings to the taxpayer.
- 18 -
Model Learning Center Program Overview
The Montgomery County Correctional Facility, in partnership with Montgomery
County Public Schools has provided and adult education program to inmates since
1978. Initially, the focus of the program was General Education Diploma instruction.
Over the past 28 years, the program has evolved to meet the needs of the changing
demographic of the offender population. Specifically, we have seen a decrease in the
academic skill level of program participants and a corresponding increase in the number
of people who have not graduated from high school. Consequently, we have increased
the number of remedial education programs we offer. In addition, we have seen
increases in the number of youthful offenders and inmates who do not speak English as
their first language. In response, we have increased the number of programs for
youthful offenders and added additional ESOL classes.
During FY2006, 3,669 inmates participated in educational and self-improvement
classes at the Model Learning Center. On average, 51 people per month participated in
GED classes, 33 in ESOL classes, 62 in Life Skills, 49 in programs specifically tailored
to meet the needs of youthful offenders, and 104 in a variety of self-improvement
classes.
The Model Learning Center is an integral part of the department-wide services
provided to a disadvantaged population. In the past year, the department has taken the
initiative and increased the quality of services provided to inmates as part of the reentry
process. The Model Learning Center is currently restructuring its curriculum to support
the services offered to inmates through the Workforce and One Stop programs.
The most significant change to correctional educational programming this year is
the addition of special education services for students with special needs. For the first
time, we are taking steps to provide services federally mandated under IDEA and ADA.
In addition, we will seek accreditation of our educational program by the Correctional
Education Association. Successful completion of the process will mean the Montgomery
County Correctional Facility will be the first county facility in Maryland to have an
accredited education program.
- 19 -
Moral Reconation Therapy (MRT)
There are three MRT Programs at the Montgomery County Correctional Facility:
1. The Youthful Offender Unit for inmates under 22 years of age
2. Adult Work Force/MRT which combines a supervised Work Ethics Program
with MRT
3. MRT for women inmates
MRT is a cognitive-behavioral treatment program that is designed to increase
positive self image with the goal of raising the level of moral reasoning. The program
helps the inmates to begin to think about the implications of the decisions they make and
to give them the tools necessary to make decisions at a higher level of moral judgment.
MRT requires active group participation along with structured exercises utilizing a 12
step format. MRT helps the participants understand they have choices and choices
have consequences. They are empowered by accepting that they are responsible for
their poor decisions, not anyone else. Officers working in the MRT Units are trained in
MRT and facilitate groups as well as support the structure and ideals of the program.
MRT is an excellent behavior management tool which increases safety for the
community, inmates and staff.
The Youthful Offender Unit is a highly structured program that uses MRT as its
therapeutic component. Each inmate is assigned to an MRT group which meets three
times each week. Inmates who have not acquired their high school diploma or their GED
are required to attend GED classes. Occasionally, an inmate may meet the criteria to
continue to pursue his high school diploma while incarcerated. A full-time MRT trained
counselor is assigned solely to this unit. This counselor conducts additional groups such
as Cage Your Rage (an anger management program geared towards inmates), Building
Bridges (a conflict resolution curriculum which encourages respect for other cultures),
and Victim Impact Classes. Community Meetings are conducted weekly or as needed.
Adult male inmates at MCCF may voluntarily enter the Adult Work Force/MRT
program. In this program pod, inmates are also assigned to MRT groups which meet
three times each week. An MRT trained counselor also conducts weekly Community
Meetings as well as many of the same adjunct programs as the counselor in the Youthful
Offender Unit. Some inmates are able to participate in the Work Force Program learning
positive work habits and skills.
The Women’s MRT Unit includes both youthful offenders ages 21 and under as
well as adult inmates who voluntarily enter the program. MRT groups are conducted
twice each week as are Community Meetings. Additional programs facilitated by the
counselor include: Keep Fit (exercise three times a week), Self- Improvement, Women’s
Empowerment, Sharing of Journals, and Language Time (teaching Spanish).
- 20 -
Re-Entry Employment Development Endeavor (REDE)
REDE activity encompasses inmate pre-employment training in the Correctional
Facility’s Job Shop and the Digital Imaging Shop. In this setting Correctional officers
provide soft skills training, workplace survival techniques, and encourage development
of good work habits in both sentenced and unsentenced inmate workers. This type of
training is inspired by feedback from focus groups including inmates, Probation & Parole
Officers, and potential ex-offender employers, all of whom have stressed the importance
and need for basic work habits and skills as essential for obtaining employment
placement in most industries.
Job Shop training is task-based, performing basic assembly work and bulk mail
preparation. For six hours during weekdays, four to twelve workers operate under the
same language, etiquette, and performance expectations of a normal business
workplace.
Workers in the Digital Imaging Shop perform imaging, indexing and archive tasks
for the Office of Public Information’s News clip Service and the Department of Permitting
Services, Digitizing Services. This work helps these twelve to sixteen men and women
develop marketable work skills and self confidence needed to aid them in sustaining
lawful post-release employment.
To increase the employability of formerly incarcerated persons, REDE is
pursuing new certificate programs in the areas of Barbering, Electrical Work Apprentice
preparation, Plumbing, and Commercial Vehicle Driver Licensing. These endeavors
would begin during incarceration and be completed post release utilizing union,
academic, and employer partners in the community.
REDE monetary productivity is measured by revenue generated, cost savings to
County agencies, and cost savings to community non-profit groups. This is consistent
with the current restorative justice philosophy of having offenders make a contribution to
the community in which their offence was committed. Since opening September, 2003, nearly
200 inmates have voluntarily participated in this activity. REDE gets them ready for employment.
EFFECTIVE REENTRY IS EFFECTIVE CRIME PREVENTION
- 21 -
MONTGOMERY COUNTY CORRECTIONAL FACILITY
COLLABORATIVE CASE MANAGEMENT SERVICES
(ACRONYMS EXPLAINED)
Clinical Assessment and Triage Services (CATS) assesses incoming inmates’ risk of
suicidal/homicidal potential and makes recommendations for their care and placement in
the Montgomery County Detention Center/Montgomery County Correctional Facility.
Each inmate is screened for diversion eligibility and in collaboration with Pre-Trial
Services; a recommendation is made to the Court incorporating appropriate community
treatment placement. On average, 1400 assessments are conducted annually. CAT
staff members have been diverting on average 19% of all assessed inmates, by placing
them in a wide array of community resources. The CATS program serves clients at
post-booking and pre-bond junctures in their legal proceedings.
The CATS program maintains an up-to-date database of all inmates who are prescribed
psychotropic medications. This database includes the jail housing location, upcoming
court dates, release dates, county of residence, number of detainers and name of HHS
staff with need-to-know, in effect to improve collaboration and communication. One of
the barriers faced by the CATS staff has been the decrease in community based detox
and intermediate care beds when someone has been found eligible for diversion.
Community Re-Entry Services (CRES) assists inmates of the Montgomery County
Correctional Facility in transitioning from the jail to the community. CRES acts as a
liaison to the Criminal Justice System, Parole Commission and community based
treatment services. The program’s goal is to provide planning and coordination by
assessing inmates’ behavioral health needs. CRES staff members work with inmates
housed in the Crisis Intervention Unit (CIU) and Jail Addiction Services (JAS) at MCCF.
CRES serves inmates who are on pre-trial status and adjudicated clients serving local
jail time.
The CRES program also works with sentenced inmates housed in general population on
psychotropic medications and who require a transition of their psychiatric services and a
referral linkage to a psychiatric provider in the community to ensure a smooth transition.
Additional services include liaison for out-of state long-term residential programs for
substance abusers and facilitating transition of inmates from the Maryland Department of
Corrections and other prisons to local treatment and out-of state programs. In FY 05
CRES screened 406 inmates, served 562 inmates and placed 171 inmates in community
based treatment programs. A traditional barrier has been the lack of staff to provide for
the treatment needs of a greater proportion of the inmate population who could benefit
from re-entry services.
Transitional Services is a branch of both the CATS and CRES programs, includes a
psychiatrist (Dr. Carnota/20 hours), a full-time (CATS) CSA position (currently vacant)
based at the Pre-Trial Services site located at 12500 Ardennes Avenue and a portion of
time from the CRES CSA. This unit serves inmates who are on psychotropic
medications and are housed in general population. Priority is given to inmates who are
Montgomery County residents and have no detainers; these inmates are linked to
available services in the community. Because of rapid movement of pre-trial populations
there is a very tight window for assessing, planning, and accessing services for these
inmates. The CSA serves approximately 50 inmates housed in general population at
any given time. Dr. Carnota, the psychiatrist, is available to provide medication and
- 22 -
transitional psychiatric services upon release and the Community Services Aides assists
with linking these discharged offenders to more permanent services.
PATH (Projects for Assistance in Transition from Homelessness) Services:
provided by the Montgomery County Core Service Agency Community Integration
Specialists (CIS) were transferred to Community Case Management Services (CCMS) in
February 2005. The clients served are from the Crisis Intervention Unit of the
Montgomery County Correctional Facility who are homeless and severely and
persistently mentally ill. During FY05 196 clients were referred to PATH from
Correctional Behavioral Health services; of these 153 clients were admitted to PATH and
were referred to co-occurring disorders treatment services, residential partial hospital
programs, provided assistance with applications for entitlements, housing and continued
to receive case management services until stable in the community. The scope of
services continues to focus on mental health medication and treatment engagement,
linkages to entitlements, and access to vocational programs and housing. PATH serves
inmates on pre-trial status and adjudicated clients serving local jail time.
Barriers/Limitations include: an insufficient number of staff to support the needs of
DOCR, having a staff person on contract and therefore not able to transport clients in
county vehicles, and limited housing resources in the community to place clients who are
seriously and persistently mentally ill.
All of the above services utilize the services of Behavioral Health Access to Care when
they are not able to locate services on their own and the discharged inmate is not
already connected to the necessary services somewhere.
Behavioral Health Specialty Services includes the Adult Behavioral Health program
and the Access to Behavioral Health Care program. The Adult Behavioral Health
program provides a comprehensive range of mental health services including
assessment, referral, diagnostic evaluation, psychotropic medication prescription and
monitoring, and family and psycho-educational support to Montgomery County residents
who have a high level of acuity and are involved in multiple systems in the community.
These individuals are unable to receive Public Mental Health System services or the
level of care necessary in order to effectively stabilize their illness. This program has
expanded capacity to provide services to limited English proficiency (LEP) clients and
those with specialized cultural and language needs. The Access to Behavioral Health
Care program provides screening, assessment, and linkage for individuals seeking
Behavioral Health services, addictions services, mental health services, or services to
individuals with a co-occurring disorder. This service is for Montgomery County
residents of all ages.
Behavioral Health Community Support Services is composed of three sub-programs:
Community Case Management Services, the Urine Monitoring Program, and the
Program Monitoring Unit. These programs provide: 1. case management services to
Temporary Cash Assistance (TCA) clients, homeless women, and other clients who are
“high-end” users of services and involved in multiple programs within HHS; 2. the Urine-
Monitoring Program provides services to clients referred by the courts, child welfare, the
criminal justice system and others required to submit to urine surveillance or who require
or request urine screening and testing; and 3. the Program/Contract Monitoring Unit
monitors compliance for private addiction treatment providers of detoxification,
outpatient, intensive outpatient, residential half-way house, combined care, and long-
term residential treatment services to enhance the addictions treatment continuum of
services for residents of Montgomery County.
- 23 -
Outpatient Addiction Services (OAS) provides outpatient, intensive outpatient and
Medication Assisted Treatment (MAT/methadone) services for clients who are homeless,
are referred by the criminal justice system, and/or meet medical need requirements.
Special emphasis is placed on treating the homeless; opiate addicts; and individuals with
co-occurring psychiatric and substance abuse disorders. OAS also provides addiction
treatment and urine monitoring services for clients served by the Montgomery County
Circuit Court Adult Drug Court treatment program.
24-Hour Crisis Center provides telephone, walk-in, and crisis residential services to
persons experiencing situational, emotional, or mental health crises. In addition, the
Crisis Center provides a mobile crisis team response for sixteen hours/day (8:00 AM to
midnight), seven days/week. Much of the work of the Crisis Center is focused upon
providing the least restrictive community based service which is appropriate. Many of the
services provided are alternatives to more traditional mental health services. Psychiatric
crisis resources are used to prevent hospitalizations and suicides. Disaster mental
health services include crisis management and consultation for disasters, as well as
consultation and services for community crises. The Crisis Center coordinates mental
health response during disasters and community critical incidents. The Assertive
Community Treatment (ACT) Team provides community based mental health services
for those individuals with the highest level of acuity. During the off-hours (after 5:00
p.m., weekends and holidays), crisis back-up services are provided for various health
and human services needs when the clients' primary service providers are not available
Rental & Energy Assistance Program provides subsidies to low-income renters,
handicapped persons, and families with dependent children.
Shelter Services coordinates and provides shelter services to both families with
children and single adults on a seasonal and emergency basis. Support services,
including case management and outreach, are provided to persons transitioning to more
permanent housing. Front-end assessments are provided to identify persons who may
have a mental illness, substance abuse concerns, or other issues that contribute to their
homelessness.
Supportive Housing Services provides transitional housing for families with children
and persons with mental disabilities. On-site case management is provided to assist
persons receiving services to become self-sufficient.
Housing Stabilization Service provides intake and assessment for County households
who are experiencing a housing-related emergency. State and County grants are
provided, as well as referrals for Temporary Cash Assistance (TCA), in order to prevent
homelessness, assist with utility arrearage, and avoid welfare dependence. This
program also offers mediation services to prevent homelessness by reconciling young
adults and their children with the family of origin.
- 24 -
BEHAVIORAL HEALTH AND CRISIS SERVICES
TRANSITIONAL SERVICES
12500 Ardennes Avenue751 Twinbrook Parkway
Rockville, MD 20851 Rockville, MD 20851
Telephone: (240) 777-5441 Telephone: (240) 777-1531
FAX: (240) 777-3381
Mission: To provide case management and transitional psychiatric medication
services to inmates transitioning from the Montgomery Correctional
Facility and served by the Department of Correction and Rehabilitation
Pre-Trial Services Division.
Hours: 9:00-5:30pm Tuesday and Thursday
Access to Service
This unit serves inmates who need psychotropic medications while transitioning
to community-based services and referred by Clinical Assessment and Triage Services
(CATS), Community Re-Entry Services (CRES) and Projects for Assistance in Transition
from Homelessness (PATH) Services team members.
Services Offered
Transitional Services, a branch of both the CATS and CRES programs includes a
Psychiatrist (20 hours), a full-time (CATS) Community Service Aide position (currently
vacant) and a portion of time from the Community Re-entry Services Community Service
Aide. This unit serves inmates who need psychotropic while transitioning to community-
based services and are housed in general population. Priority is given to inmates who
are Montgomery County residents and have no detainers. Inmates are linked to
available services in the community. The Community Service Aides served
approximately 50 inmates housed in general population at any given time. The
Psychiatrist is available to provide medication and transition psychiatric services upon
release and the Community Service Aides assists with linking these discharged
offenders to more permanent services.
- 25 -
BEHAVIORAL HEALTH AND CRISIS SERVICES
PROJECTS FOR ASSISTANCE IN TRANSITION FROM
HOMELESSNESS (PATH)
255 Rockville Pike, Suite # 145
Rockville, MD 20850
Telephone: (240) 777-4710
FAX: (240) 777-4740
Mission: To provide case management services to homeless and severely
mentally ill or co-occurring inmates transitioning from the Montgomery
County Correctional Facility. The scope of the services focuses on mental
health stability, treatment engagement, medication compliance, linkages
to entitlements, housing and continued case management monitoring for
a brief period of time.
Hours: 8:30am – 5:00 pm Monday through Friday – though availability for crisis
intervention and emergency are also provided.
Clients
Serious and persistently mentally ill inmates, both pre-trial and adjudicated, of the
Montgomery County Correctional Facility - Crisis Intervention Unit (CIU) and General
Population units, also inmates from the Montgomery County Detention Center assessed
by the Clinical Assessment and Triage Services (CATS).
Access to Services
Referrals are made during weekly CIU staff meetings and faxed to the PATH
Supervisory Therapist.
Services Offered
The scope of the services focuses on attaining mental health stability through
treatment engagement, medication compliance, access to entitlements, and linkage to
housing and continued case management services in the community.
- 26 -
STATE OF MARYLAND
OFFICE OF THE PUBLIC DEFENDER NANCY FORSTER
PUBLIC DEFENDER
199 E. Montgomery Avenue, Suite #P PAUL B. DeWOLFE
Rockville, Maryland 20850 DISTRICT PUBLIC DEFENDER
Phone (240) 773-9600 Fax (240) 773-9660
BRIAN SHEFFERMAN
MARTIN O’MALLEY Toll free number 1(888) 430-5187 DEPUTY DISTRICT PUBLIC
GOVERNOR DEFENDER
The Montgomery County Office of the Public Defender (OPD) is pleased to
announce the establishment of a client services team, which expands the representation
of clients beyond traditional criminal defense. The team approach is an experiment in
“holistic” defense. It combines the services of attorneys, social workers, paralegals,
investigators, administrative staff and interns and seeks to address problems that are
collateral to the criminal charge. These include addiction, mental illness, inadequate
education, lack of access to social support services and family conflict. Traditionally, the
OPD has represented indigent clients charged with criminal offenses. With the new
team approach, the OPD will branch out and assist clients in various other necessary
areas, based upon the client’s individual needs. One of these areas is reentry. The
office hopes to maintain a relationship with the client beyond the disposition of the
criminal charge in an effort to assist the client in breaking the cycle of failure. Direct and
referral services will be provided to clients upon the termination of their jail sentence.
The office is committed to working with clients, their families and the community to
address the multitude of problems that have driven the clients into the criminal justice
system. We are happy to be in partnership with the Department of Corrections,
Montgomery County Correctional Facility, Identity Inc. and other community programs in
this important effort.
- 27 -
RE-ENTRY COLLABORATIVE CASE MANAGEMENT
PARTNERS
(As of February 25, 2008)
• Identity • HHS – Ageing and Disability
• Montgomery Works One-Stop Services/Medical Assistance Out
Career Center Reach Unit
• Clinical Assessment and Triage • Contemporary Services, Inc.
Services (CATS) (Outpatient Mental Health Clinic)
• Community Re-Entry Services • CBH Life Skills (Psychiatric
(CRES) Rehabilitation Day Program)
• Project for Assistance in Transition • Montgomery County Coalition for
from Homelessness Services the Homeless
(PATH) • Criminal Justice Coordinating
• MC Core Service Agency Commission
• 24 hour-Crisis Center • Division of Rehabilitation Services
• Assertive Community Treatment • Life Skills Workshop, Inc.
(ACT) Team • Mobile Med
• Office of the Public Defender • Woman Who Cares Ministries
• State of Maryland Division of • Youth Opportunity Center
Parole and Probation • Primary Care Collation
• Jail Addiction Services (JAS) • Volunteers of America Chesapeake
• MCCF Case Management Staff
• MCCF Medical Staff
• MCCF Crisis Intervention Unit
• Pre-Release and Re-Entry Services
• Montgomery County Police
• Pre-Trial Services Unit
• MC Conservation Corps.
• Saint Marks United Methodist
Church
• Mount Jezreel Baptist Church
Partners who do not regularly attend Collaborative Case Management (CCM) Meeting, but
provide important services to our clients in the community:
(Additional resources used by MCCF Social Worker)
• Pablo Rubio, Case Manager, Community Vision, Community Ministry of Montgomery County
• Vesta, Inc., Outpatient Mental Health Clinics, Germantown , Lanham, & Silver Spring
• Darrell Butler, Community Ministries of Rockville Housing Programs (Chase Partnership House)
• Access Team, Health and Human Services
• Dianne L. Jones, Mentor, Seneca Creek Community Church, Germantown Maryland
• Tanya Jones, Homeless Services, Health and Human Services, Carroll House and Sophia House
• Alex Wertheim, Program Manager Homeless Services, Health and Human Services
• Outpatient Addictions Services, Health and Human Services
- 28 -
COMMUNITY RE-ENTRY ID CARD
Montgomery County took a quantum step forward with the establishment of a Community Re-
Entry Identification Card for offenders leaving a Montgomery County Correctional Facility and returning
to our community. To our knowledge we are one of the first, if not the first jurisdiction to successfully
tackle this major issue facing the incarcerated – legal identification upon release.
Legal & Verifiable ID Card
From the period 1/1/05 to 5/9/06 (after the ID card was reviewed and endorsed by Criminal
Justice Steering Committee) 59 Cards have been issued for this pilot project. The pilot addresses only
Sentenced Inmates (20% to 25% of the MCCF Population) who meet the Federal, State and local
requirements for a legally issued ID card. While the number issued is relatively small, the positive
impact is significant for the users. The Card is valid only for 60 days from the date issued. The card is
issued one to two weeks before release, thereby reducing the actual use time by one or two weeks.
The card is legal government issued photo identification that can be accepted and verified by
employers, banks, landlords, schools, law enforcement, and the MD State Dept. of Motor Vehicles.
Temporary Bus Pass
The Department of Correction and Rehabilitation is working with the County Transportation
Department to implement usage of the ID card as a 60 day temporary Ride On pass to enable ex-
offenders to engage the essential services they need to be successful citizens. The pass would enable
similar privileges to those of the currently used Student Bus Pass. The Bus Pass an essential short
term linkage to services because the next most challenging barrier (after a legal ID) facing ex-offenders
is the ability to engage transportation to meet the many needs and commitments they face. These
include probation requirements, drug and/or alcohol programming, obtaining essential prescribed
medication and medical treatment, securing housing, finding employment, and securing permanent
identification. These are a few of the needs for transportation that are often problematical and can lead
to immediate technical violations.
Temporary Library Card
The card is accepted as a temporary library card at 23 locations in the County. This enables
internet access (in the ex offenders neighborhood) to e-employment sites, job readiness sites and
enables sending electronic resumes and job applications.
This initiative is successful because of the support of the entire group of re-entry collaborative
partnership including: Community Faith Based Groups, Dept. of Health and Human Services, Identity
(The Latino Connection), Office of the Public Defender, Parole & Probation, and the Department of
Libraries.
- 29 -
Reentry Potential Service Recipient Map
This map provides a snapshot of where in the County inmates have addresses of record. This information is important as a possible
indicator of where possible resources will be needed and an indicator of potential transportation issues to deploy those resources.
- 30 -
Special thanks to the following people who participated in the “barriers conversation” at
the January 23, 2008, Collaborative Case Management Meeting.
The Honorable Judge Cooksey, Mental Health Court / Baltimore City Courts
Michael Subin, Executive Director, Criminal Justice Coordinating Committee
Lisa Mandel-Trupp, Chief of Staff to Councilmember, Phil Andrews
Suzy Malagari, Deputy Warden of Programs and Services / MCCF
Patricia Sollock, Crisis Intervention Unit Manager, MCCF
Ka Wong, Income Assistance Program Benefits Specialist, MCCF/Health and Human Services
Donna Coakley, PATH/ Health and Human Services
Jennifer Zuckerman, CSIV, MCCF
Dana Hackey, Social Work Intern, MCCF
Shawn Flower, Researcher, Choice Research
Dana Lewis, CSII, MCCF
Carlos Mellott, Identity
Selena Saillard, CBH Health
Joan Cappell, Nurse Pract., MCCF
Bonnie Robinson, CSII, MCCF
Joyce Reimherr, Montgomery Works Offender Employment Specialist, MCCF
Kim Ball – Supervisor, PATH/ Health and Human Services
Mary Saxon-Clipper, Volunteer Coord, MCCF
Karalynn Davis, CSII, MCCF
Bernard Woolley, Therapist II, CRES/ Health and Human Services
Sarah Hardin, Social Work Intern, MCCF
Christine Delcid, CS II, MCCF
Arion Kirven, CSII, MCCF
Hardy Bennett, Manager, Health and Human Services
Larry Wilson, Clinical Supervisor, JAS/ Health and Human Services
Alison Cusick, Office of the Public Defender
Marc Levant, Therapist III, MCCF
Doctor Aram Mokhtari, Psychiatrist, MCCF
Audrey Smith, CATS Health and Human Services
Nicole Grant, CBH Health
Carolyn McChesney, CRES/ Health and Human Services
Brenda Mader, Office of the Public Defender
Meredith Jossi, Office of the Public Defender
Mae Atterberry, PATH, Health and Human Services
Gustaro Hernandez – CBH Health
Rasheed Tahir, U.S. Probation
Teresa Lawrence, Therapist II, Health and Human Services
Joan Harris, Montgomery County Emergency Shelter
Angela Freeman-Gittens, CSII, MCCF
Greg Green, CSIV, MCCF
Mary Cheng, Staff Attorney, Maryland Legal Aid Bureau
Andrea Coleman, Registered Nurse, MCCF
Veronica Cruz, Social Worker, Office of the Public Defender
Judith Clark, Women Who Care Ministries, Inc.
Athena Morrow, CATS/ Health and Human Services
Carolyn Berger, CSIV, MCCF
Suzy Malagari, Deputy Warden, MCCF
Pamela Stafford, CSII, MCCF
Mary Kendall, Program Director, CSAFE/Tacoma Park Police Department
Sharon Stewart, U.S. Probation
Travis Brown, CRES/ Health and Human Services
Randy Smith, Office of the Public Defender
Jeff Grace, Pre-Trial Unit, MCDOCR
- 31 -
MONTGOMERY COUNTY GOVERNMENT
MISSION STATEMENT
Montgomery County Correctional Facility
22880 Whelan Lane,
Boyds, Maryland 20841