Los Angeles County Board of Supervisors Meeting

with Native peoples and local tribal governments, including in no particular order. Fernandeno Tataviam Band of Mission Indians, Gabrielino Tongva Indians of California Tribal Council, Gabriolano Tongva San Gabriel Band of Mission Indians, Gabrieleno Band of Mission Indians Kish Nation, To learn more about the First Peoples of Los Angeles County, please visit the Los Angeles City-County Native American Indian Commission website at lanaic.lacounty.gov Very good, thank you. The invocation this morning will be led by Rabbi Howard from Siani Temple from the 3rd District. I hope I said that correctly. Followed by the Pledge of Allegiance which will be led by Georgina Ravalero former E-4th Specialist for the United States Army representing the 4th District.

Those of you that are here please join us and stand.

Supervisors Solis, Mitchell, Horvath and Han and distinguished guests. It is an honor to be invited to deliver this invocation on behalf of Sinai Temple. The Jewish community of Los Angeles, and our fellow Angelenos of all faiths and none. This week begins a significant time on the Jewish calendar as we enter the 40-day period leading up to the holiest day of Yom Kippur.

It is a time of reflection and contrition. of stock-taking and amends making, of atonement, forgiveness and reconciliation with others and ultimately with God. It is also an especially propitious time for prayer when tradition says the Lord is in the field ready to be encountered. While there are few fields in downtown L.A., though Chavez Ravine is close and God is certainly a Dodger fan The sentiment still stands.

God's presence is near to those whose eyes, ears and hearts are open. So in lieu of a ritual ram's horn to summon our souls to attention I humbly offer these words. May you have the wisdom to know when to lead and when to be led. May you have the compassion to bear the pain of others alongside your own May you have the humility to hold two truths in one heart, and may you heed the charge of the psalmist.

Be strong and of good courage, and put hope in God. And let us say together, amen.

Good morning. Please face the flag. Place your right hand over your heart

Thank you Supervisor Horvath. Thank you, Madam Chair. Please join me in thanking Rabbi Moe Howard for providing our invocation today. Rabbi Howard joins us from Sinai Temple in Westwood which was first established in 1906 and moved to its current location in Westwood in 1956. The temple is a congregation of spiritual seekers who love tradition, embrace modernity and are animated by the Jewish mission of improving the world. Rabbi Howard is a native Angeleno he was sharing many generations over. He completed his undergraduate studies at UCLA and taught middle and high school math in Westwood. He has also served as a Bible teacher at Valley Beth Shalom Day School, a student chaplain at Cedar Sinai Medical Center and a faculty member of the Massar Institute.

He will complete his ordination at the Ziegler School of Rabbinic Studies in 2027 and we wish you all the best in that. And we thank you for all that you do for our community. We are especially proud to have you in the third district. Thank you very much for being with us this morning. Very good, and congratulations. Thank you so much. Absolutely.

Supervisor Hahn? Thank you. Thank you Madam Chair. It's my pleasure to thank and welcome Georgina Ravalero who led us in our Pledge of Allegiance today. Georgina is currently a peer support specialist with Veterans Stand Together, an organization based out of our Southgate community. Her work encompasses the advocacy of veterans goals and needs as well as empowering them towards success.

Georgina is a member of the United States Army and served from November 2018 to April 2021, during which time she earned the Korea Defense Service Medal. She retired from the service as a U.S. Army Unit Special Supply Specialist. Thank you, Georgina for your service and for the work you continue to do for your fellow veterans and our community. Thanks for being with us this morning. And we have a little token of our appreciation signed by all the members of the Board of Supervisors.

Executive Officer, will you please call the agenda?

Good morning Madam Chair, members of the board. Today's agenda will begin on page 2 consent calendar Board of Supervisors items 1 through 12. On item one this includes a revision as indicated on the supplemental agenda. On item five this includes a revision as indicated on the supplemental agenda. On item six supervisor Mitchell requests that this item be held. On item nine supervisor Horvath request that this item be held. On Item 10 supervisor Hahn requests that this I didn't be held also this includes On Item 11, Supervisor Horwath requests that this item be held. On Page 12, Administrative Matters Items 13 through 16.

On Item 23, Supervisor Solis is recusing herself pursuant to Government Code Section 84308 because she received a contribution or contributions of more than $500 within the past twelve months from Al Ballesteros who was a party participant or agent of a party or participant in the preceding. On Item 26, the Director of Public Works requests that this item be continued to October 6th, 2026 as indicated on the supplemental agenda.

On Item 33, Supervisor Barger requests that this item be continued to September 1st, 2026 as indicated on the supplemental agenda. On page 36, this includes miscellaneous additions to the agenda which were posted more than 72 hours in advance of the meeting as indicated on the supplemental agenda. Items 58A and 58B. On page 37, ordinance for introduction item 61. On page 38 separate matter item 62. On item 62, the board will take a separate vote on this matter. On page 39 special district agenda, this is the agenda for the meeting of the Los Angeles County Development Authority items 1D and 2D.

On Item 2D, Supervisor Horwath requests that this item be held. Also on this item the Board is acting as the Board of Supervisors and the Board of Commissioners of the Los Angeles County Development Authority. Item 2D is in addition as indicated on the supplemental agenda. On page 40, notices of closed session items. Item CS1 and CS2. On item CS1 County Council requests that this item be continued to September 1st 2026 as indicated on the posted agenda. The request for refer back and continuances through CS2 are before you. That completes the reading of the agenda Madam Chair.

Ladies and gentlemen, may I please have your attention. The meeting of the Los Angeles County Board of Supervisors is about to commence. A code of conduct will now be read and we request that you comply with it to ensure the efficient administration of the meeting. Members of the public, it is your right to participate in today's board hearing and the Board encourages such participation. However, the right of the public to address the Board must be balanced with the need to ensure that public comment does not interfere with the orderly course of the Board's business.

All are reminded to abide by the following rules. Speakers must cease speaking immediately when their time has ended. Public comment on agenda items must relate to the subject matter of that item. General public comment is limited to subjects within the jurisdiction of the Board. Public comment does not include the right to engage in a dialogue with Board members or staff.

Please remain respectful of the forum and refrain from uttering, writing or displaying profane personal threatening derogatory demeaning or other abusive statements toward the board any member thereof staff or any other person. Members of the audience should be respectful of the views expressed by speakers, staff and board members and may not clap, cheer, whistle or otherwise disrupt the orderly conduct of the meeting.

Any person engaging in conduct that disrupts the meeting is subject to being removed from the board meeting. And finally, if you witness conduct or behavior by other members of the public that disrupts your ability to remain engaged or participate in this meeting, please notify the sergeant at arms or other county staff. Thank you for your cooperation.

Thank you. Today's meeting order will be the following, public comment on items not held for discussion by the board including the closed session matters followed by item six and nine then items 10 11 and 2D followed by general public comment finishing up with closed session before we begin executive officer please read the call-in information and explain the speaking rules thank you

Good morning members of the public. If you wish to participate in public comment, you may do so in person or remotely. To participate remotely please visit our website at www.bos.lacounty.gov to register and join the meeting or you may call 213-306-3065 and use access code 2532 0268973 and meeting password 2672026 You will have the opportunity to address the board throughout the meeting. For items not held by the board, you will receive one minute for one item and up to two minutes for two or more items. For items held by supervisors, you will have one minute to address the board and one minute to address the board on general public comment. Please clearly state your name and indicate the agenda item numbers you will be addressing. Please note, once your time has expired we will immediately

We will now call an in-person speakers and while they're coming forward, we will take remote speakers. This will be for all items not held by the board for discussion and closed session items. Will the following individual please come forward and staff will assist you? Sean Patrick Patterson. And Madam Chair, we do not have any remote speakers to address the board on these items. The remote participation for these items is concluded. We'll go to our in person speaker, please begin.

I'm Sean Patrick Patterson, program

director at PATH. Hold on a sec. Can you start the clock over? We couldn't hear you. Go ahead.

Okay, I'm Sean Patrick Patterson Program Director at PATH. I am here for...I am looking for the permanent housing situation in Civil Lake is addressed and proposal that was submitted along with The attachment, it provides immediate employment through the recycling program. It allows pathways to permanent housing through PATH. Thank you, Mr. Chair and members of the board. I would like to start by saying that Congressman Gomez has expressed interest in the recycling attachment and the program can resolve We have one remote speaker in the queue. Roy Humphreys, your line is open. Please state the agenda items you are addressing and

begin.

This is the item regarding the fact that your monitor person continually cuts me off on a general public comment when that is not included in these other computations and as per your person. So, but it is what it is and we know you for what you are. Thank you.

Thank You Madam Chair that concludes the time for public comment on these items

At this moment, members we're going to table a consent calendar at this time and we're gonna go directly to the next item which is Item 62. Because there is a, can you?

We have recusals on item 23. And so we're going to need to do the drawing of the votes. We

have to do drawings

because we don't have enough members. So we need to prepare for that.

Okay. Very good. We'll come back to it. Okay. Executive officer. So Madam Chair

what I'll do is I could, we'll do the vote on item

62

and then we'll move onto the rest of the held items.

Right, okay. So moved by Supervisor Horvath, seconded by myself to approve the item. Executive Officer call the roll.

motion passes we will now

Thank you. Supervisor Mitchell how would you like to proceed?

If I could just make a opening statement and invite the panel to come join us at the table that would be great

Please come forward and have a seat, panelists.

There appears to be some hesitancy. We don't bite on the Tuesday before summer break. This is the best Tuesday to be here. Thank you very much. Let me thank our partners that are here today to talk about this item. I look forward to the conversation. I also want to acknowledge the work that the jail closure implementation team, J-CIT has provided thus far. We now have a set of required actions, excuse me, that will help us reduce our incarcerated population and so we also know The required actions that JASIP presented, it's not the final blueprint for jail closure. It was a point in time so I'm clear about that and that's why I brought today's motion forward because this underscores the urgency and necessity of advancing coordinated action to reduce harm, reduce the population and safely get us to a point where we can close MCJ.

We are clearly working very hard to change a system. And that requires us to strengthen the planning framework and ensure that this work is guided by a comprehensive, system-wide approach informed by the expertise of our county and the community who know our jail population best. And a systems-wide approach from my perspective ensures that behavior health, health services operations and all other programs and services with the nexus to jail closure are indeed coordinated and at the table I think both literally and figuratively.

In conversations that we've had with J-CIT, the CEO's office and the departments we've come to a collective understanding that there is still much that we as a county can do to depopulate our jails with greater cohesion engagement and alignment all to meet the needs of our family members and community members within these facilities. That's why this item will direct the CEO's office through J-CIT and in coordination with the departments to do the following.

Coordinate the closure process through a multidisciplinary lens, set departmental goals and related benchmarks to ensure accountability, incorporate budgetary considerations and program outcomes, and complete a requested report back on this matter. You know, I've heard as I've tried to talk to a variety of these departments. As well as the sheriff's department that there is kind of a difference of opinion about who should drive this process. If it's care first from my perspective it shouldn't be driven by the sheriff and it was suggested that perhaps some motion was necessary to express the desire to have all the departments at the table. And so that's how we got here for me today.

Again, this is not about building a replacement jail for MCJ. From my perspective, this is not about building a replacement jail for MCJ. It's about finding solutions that will get us to jail closure. It's about ensuring that all efforts ahead are guided by the expertise of our health and care departments to ensure that all decisions have been informed from that lens, health and care. And that requires a holistic view of justice reform.

I think we've treated jail closure primarily as a justice system challenge, with health departments supporting the work. And I think we need to flip that script and shift that thinking. There's so many people in our jails with complex needs including behavioral health, substance use abuse and housing needs. Departments with a nexus to these needs I want to see that reflected in the level of initiative, creativity and ownership that they bring to this effort as well. It's my expectations that departments We are at the table with the CEO and J-CIT to speak to what is possible, what is most care centered for incarcerated people and what is needed to continue to move jail closure forward while centering the health of those in MCJ.

I look forward to the conversation. And at this point, Madam Chair, I've got a couple of questions really to kind of get the conversation started and I welcome hearing from my colleagues as well. So to the Departments of Mental Health, Correctional Health Services and DHS ODR. J-CIT has identified where we need additional strategies and expertise. From your department's perspective, where do you see your responsibility for driving solutions for jail closure?

Mental health, correctional health, ODR?

Sure. Good morning Supervisor. I can speak for correctional health so I'll start us off as I think everybody's aware correctional health is charged with the current care and treatment of all of the patients entrusted to us at the jail and for years we've been doing this under the umbrella of Department of Health Services We regularly engage with our county partners and have for years with the Department of Mental Health, with ODR, with public health, with our outside county stakeholders in helping them especially understand our patient population and their specific needs. And I think one of our biggest roles as correctional health is helping is just that, helping people understand who is in the jail.

What their health care concerns are what their mental health concerns are and assisting in identifying ways that they could potentially no longer be incarcerated or a path out of the jail so We welcome all of our partners regularly into the jail. We share data, and I think that's a big role that we have in correctional health is putting together and helping understand not just the specific patients that we deal with but the aggregate of our population because again if we're looking to close a jail, we're looking to remove thousands of people from our care And Correctional Health's role really is to help understand what that population looks like.

So you don't see that your department has any specific role or responsibility to really help drive solutions to closure?

Well, I think providing that information and that data really is the first step to driving the solutions to closure. We have to understand who's there and what their needs are so we can identify those services on the outside so that does drive closure. At the same time, we have over 100 individuals dedicated to release planning services that are on a daily basis working with our county partners and our contracted county partners to identify where individuals go. And that's been going on for years and that goes on regardless of whether or not we were trying to close the jail but that's a huge role that we play in correctional health In providing that reentry planning services or that release planning service as well.

Do you play any role in helping to support, build out, provide data to those external entities and placements? Is there any role you play in supporting them or expanding their capacity or their numbers?

Sure. For example, and I know Dr. Hong will speak about this with ODR, we provide to ODR a good amount of data because they are one of the main conduits for our patients upon release or in order to be released. So yeah, we play a large role there in building out and advocating for expansion of community programs.

Hi, I'm Clemens Hong. I'm with the Office of Diversion Reentry and Director of Community Programs. Thank you for having us. I will add one piece to the correctional health services which is we worked in whole person care and then in a subsequent waiver to really get into place Medicaid funding for pre-release services that California's the first state in the country to sign this waiver with the federal government to provide services pre-release right going past what some would call the inmate exemption.

It took a while for us to get into place, but that launched in the jails. Tim could speak to this because he launched it in July in our phase one population. But this has been, it's a really critical piece and he spoke about the 100 case managers. But this is a piece that would likely grow if the waivers extended, right? We're kind of in that period where we're renewing our waivers.

This set of services is really important, I think because it allows us to not only deliver the best care we can in the jails to stabilize people as much as possible. But then once they are ready to go to the community, we're doing a warm handoff to providers in the community whether Especially mental health services providers, substance use treatment providers or primary care enhanced care management providers that can connect people to resources such as housing. That are really critical for people to reenter safely and remain in the community and not go through that continuous cycle that lands them back incarcerated often due to health conditions and other things that play a role in that. And so I think that's a really key piece of this. Independent of ODR it's work that we're doing together.

And sort of the state level work and trying to get this on the ground here. So it just started in July with the P2 population, that's sort of intensive outpatient level of care and it's going to expand from there.

So this is a waiver that the state is lead on and has already applied to be re-upped if you will?

Yes, we were the first. I don't know how many are enrolled now but we're the first state in the country to sign it about four years ago I believe it was and then they've been rolling it out across the state to implement across all counties including LA County and we started in July of this year. And it needs to be renewed. It's a part of the 1115 waiver construct so it needs to be renewed.

I appreciate you piggybacking on health services. Can you talk a little bit about, again from ODR's perspective what your responsibility is for driving solutions for jail closure?

Happy to do so, thank you. So ODR, I'll talk about three programs briefly and I think the first is what we call a community diversion program. I think a really critical part as Will and Jason alluded is like reducing inflow and I think there's two real critical ways to reduce inflow. One is to reduce recidivism, right? People who come out have them avoid coming back in. The second is to avoid them from being arrested and put into jail in the first place in the community. So LEAD is a community diversion program where we partner in certain zones with law enforcement and also take community referrals for people who have just frequent arrests, frequent sort of touches with the justice system. And what we try to do is we try to engage them in the community, give them housing and integrated care management and link them to healthcare.

And by doing so, we try to stabilize them in the community, avert the arrest at the front door like they don't even hit the front door And this program, just as one data point has reduced felony arrests by five-fold. So people who are enrolled in this program compared to a comparison group. So that's one program where we really reduce the inflow into the jails. The other two programs I'll talk about are jail based diversion programs. One is the Felony Incompetence and Trial Program. This is a program that we partner with the state, so the Department of State Hospitals funds this program wholly. So we take individuals that would have otherwise gone to the Department of State Hospitals and we do something called community-based restoration or diversion.

be restored to competency and come back to their trials or be released sometimes to the community without the types of connections that ODR provides. FISTS enables us to get them out right away, instead of having them go to the Department of State hospitals. And they get the type of housing integrated mental health treatment, substance use treatment, physical health treatment that ODR provides in these settings. So we go to the house and we provide care in the house, right? And we have care managers and case managers to keep them housed and all those sorts of things. That model has been really successful. It's a model for the rest of the state.

People who enter this program, the FIST program 70% never go back to jail in the two years that they're in the program. This is as opposed to people who go to the state hospitals where 70% go back right? So if you think about just the impact that ODR is having and removing this population that is incompetent to stand trial when they start with us so they're extremely sick And we remove them, we give them housing and treatment and then they don't go back to jail. We remove them from that sort of pathway for a period of two years. The trick now is trying to get them permanently housed thereafter right? To break that cycle permanently and we do some of that. The third program which is really critical and important is the ODR Housing Program.

This is a program that was started here has been immensely successful in diverting individuals with serious mental illness to the community who are also experiencing homelessness. This program is at risk for shrinking. So in October of this year, if we're not able to expand funding to this program, this is funding that was put forward and met needs and is a little bit outside of the scope of what was approved two weeks ago by the board.

The ODR housing program will start to reduce the number we're able to serve from about 120 per month to about 60 per month. However, if we're able to maintain it at 120 a month, we remove about 2,500 people a year who are experiencing homelessness and are some of the sickest folks in our jails. Because the focus of the program is on the P3 and P4 populations. So it's people who come in, they're the sickest and we remove them to the community.

When we do that 54% never go back to jail in multiple years. And this is a population that has an average of ten incarcerations before ODR starts working with them. So we're drastically again changing the trajectory. We've also done an analysis looking at the two years prior to two years after they're served, and we've shown that we've reduced the number of jail days, the time that they spent in jail compared to the two years prior by 380,000 jail days, right? And so if you think about closure of jail beds or moving people who are really sick, this P3-P4 population, we're giving them housing, mental health treatment, and getting them into care And we're removing them from that pathway to the tune of 380,000 fewer days in just that two-year time period.

When you then extrapolate that forward, we don't know yet what the impact of that could be in terms of completely removing people from that structure. So it's a hugely impactful program and these are the types of programs ODR operates that really help to remove and we're seeing just the growing population as you know with serious mental illness in our jails but that population ODR can serve at scale and move them to the community And that's I think probably where ODO has the biggest role to play, right? In the closure of Men's Central Jail because we serve people that outside of DMH who can obviously do this. We're a program in place that's doing this in partnership with the courts so.

I appreciate that and just want to make sure I heard you. Based on your current funding level, you extrapolated that you remove about 2,500 annually. And about half that number, I think you said 54%, don't return?

Yeah they don't go back at all. Got it. With an average of 10 prior to coming

here. Right and if through the unmet needs letter in the budget process If your needs aren't met, you'll have to serve half of who you're serving now. You said you're serving 120, it will drop down to 60?

Around 60 per year and that's just leveraging existing beds across our programs. Got it. Thank you.

Can I ask a question just to follow up on what you're asking because this is intriguing. So where does your funding come for this program, this particular program?

ODR housing is funded predominantly through AB 109 dollars to care first community investment funds. And that's currently how it's funded, through state and local funds.

But we haven't seen any cut back in AB 109. Right, is that correct?

We haven't. So the program currently with the number of beds that we have today and the number of slots is sustained so we don't have a fiscal cliff where we'll have to close those beds without obviously changes in direction of that. Where we face the trouble is we need to continue to expand the beds to continue to serve more and more people. And so what functionally happens in October is without the growth of those beds there's about 60 people we can no longer remove from the jails We can use the existing beds because people graduate, they move on to family and those sorts of things. And there's some turnover obviously so we can use those beds to continue to move 60 people out but we lose the capacity, the growth that's needed to serve the other 60.

So maybe the question is for our CEO, could you help us figure out why this gap exists and give us some background on it? Because I'm hearing some good figures here if they are Thank you for the question, Supervisor. Acknowledging the outcomes of ODR, it is a great program. In fact, ODR figures prominently into

The J-CITS seven required actions occupying, I think three or four of those. We have invested a lot in ODR and fortunately because of the cost to the program it is very costly we've done some...we've invested some one time money which didn't facilitate ongoing expansion. We've been creative in leveraging other funding sources Ms. Carter and I had a recent conversation about my consternation over the cost of the program, and how we can get to a sustainable funding model for ODNR.

I would just ask Ms. Carter to kind of walk through some of our thinking going forward as to how we might expand upon what is already invested in what we're looking for for the future?

Good morning Supervisors, Maggie Carter Chief of Strategic Initiatives for CEO and Chief DOJ Compliance Officer. As our CEO mentioned ODR is a critically important program both for jail closure and for DOJ compliance in part because as Dr. Hong I'm going to talk a little bit about what ODR is. to follow them on their journey to stability and to provide different levels of support over time, there's not a lot of turnover in the program. So that's the issue with why the program needs to grow to sort of stay constant in terms of how many new individuals are coming out of the jail.

And we're deeply engaged with Dr. Hong Both look at every possible source of funding for the program to try to draw down more Medicaid dollars for the program. And there's been a lot of progress made just recently between DHS and DMH on how to do some of that billing, that's very exciting. I think the result of a long time of those two departments working together to try to achieve that And also, ODR is looking very carefully at the program to understand are there places where we can cut costs to the program without sacrificing the trust that they've built in part because it's such a high-touch program.

I guess that makes sense, the funding and I've heard over the years that people tend to stay longer than we can maybe actually afford it. But then the handoff from that program needs to be extended I think to some of our other support systems that we are now popping up and have been over the last three years, like JCOT. So I'm just curious what connection if there exists one between you and JCOT? How are you interfacing on that issue?

And maybe Judge, you can also chime in.

I think the one thing I'll say, and then I'll hand it off to Judge Armstead. We serve different populations is one answer to that question. We serve a very sick population that has a very high level of clinical needs. It's not that JCOT doesn't serve some of those folks as they sort of come out. However there is a little bit of a, I would say like maybe How would you put it? We serve a different population, so the services that we leverage in the partnerships like for instance with DMH are a little bit different. However we've been long at the table together right around CFC and other dollars and collaborating where we could. So I would sort of start there and then I don't know.

Yes Judge Armstead yeah.

Thank you, Supervisor. I would agree with some of that. We do serve a small number of P1 and P2 folks, not so many people in the P3-P4 area. And I would say the JCOTS focus is really for those folks that we can stabilize and make fully independent. So we are able to get a person housed, employed, medicated stable so that they can support themselves. I would say that some of the population that ODR is dealing with are folks that are not able to become as independent in the same sort of timeframe. So I would say that's one of the differences and then also an individual can move in and out of stability, right? So a person could be stable at one point but need more supports later. And so that's when we kind of lean on each other and also with DMH to try to help tackle those things.

But once a person is able to be stable then we're more than happy to be able to get a person employed and housed and move forward. In times when a person needs more supports and services then we lean on our other health partners.

There's still kind of a missing link for me from what I'm hearing. Just there has to be, I think more effort placed once they are capable or able to leave you then find another set of services that mental health, Department of Mental Health's here I see. And how we can try to bridge that so it is seamless because I get it the costs are very high but these people do need sub-specialized maybe step down after they leave you but where is that? Where is that target and I guess maybe that's the question.

Well Madam Chair pose a perhaps more global broader question to Jay Codd, which is where do you see your role and opportunities to do more across the board around jail closure? Not just the population that OCR manages but the entire jail population. What role do you play?

Thank you for that question, Supervisor. I would say that since we've launched we've been steadily building in a bunch of different areas and our outcomes have been pretty strong so of the people that we have served if you're looking at just sort Our pre-trial services, we see that 91% of them return to court and 80% or more stay arrest free. So that's kind of... You said 80%? Yes.

Stay arrest free so as was mentioned earlier

To stay arrest free means I am not in jail? Yes,

it means you're not in jail. So recidivism is like was mentioned earlier there's two ways to sort of keep a person out of jail. One is to make them not go there in the first place. The other one is to keep them from going back right and so our focus is really about keeping people from going back and also pulling them out as soon as possible. So I would say that we are continuing but for instance our courthouse navigation program it's only at three courts It's at Airport Compton in Lancaster.

We are placing people, we are transporting people, we're doing the work but we don't have the resources to expand beyond that at this time. I would say our RDP program is working quite well as well. We're in eight courthouses. We don't have the capacity to expand. Our transportation is one of the things that the courts love because that's the number one way that people pick up bench warrants they don't get to court.

Getting folks to court, we are providing wraparound services for them. We don't have the capacity to expand. And then also our stop program is being used both for the courts and by the jails as well. And those numbers have been pretty well, as well I think of the 60 people the jail has placed in the program since they have started it only four have absconded so that's showing that people are actually staying in the program but once again we don't have the capacity to

Let me just say, I am clear that no one has the capacity to do all that you would want to do. That's a given. Yeah. I think the point of today's conversation and this motion is if you had the opportunity to think creatively. Yes. And I'm clear about JCOTS pretrial role and it's important to stem the tide of people entering the system. Do you see... We're going to put resources to the side just for a moment that there is a role JCOD could play beyond the pretrial services? Is there an appropriate role for JCOD to play, to not only stem the tide but play a role in reduction those that are already incarcerated.

Yes, I kind of see it in three places. I think one of the places that we could do more work is sort of in the jail and reach place starting with folks when they're in custody helping to get them stable developing those relationships starting the case management to be able to move them through so we already have I think that's a place that I would like for us to do.

Thank you.

I appreciate that. That might be the kind of connection you were talking about, Madam Chair, even though it might not be directly with the unique population at ODR houses but what role JCOC plays, I think across the board. Thank you for that. If I could circle back to mental health on my initial question in terms of where do you see your responsibility for driving solutions for jail closure?