Figure 1: Recent Trends and Projections in California’s Jail, Prison, Probation, and Parole Populations, 2004 - 2017
Source: Reallocation of Responsibility, Changes to the Correctional System in California Post-Realignment Stanford Criminal Justice Center, January 2014
Riverside County Community Corrections Partnership Executive Committee Work Group is comprised of seven subcommittees that advise how realignment measures should be funded and implemented. The Fiscal Sub-Work Group oversees accounting procedures and reviews reports regarding how AB 109 funds are being spent by programs and County departments. The Operational Effectiveness Sub-Work Group manages data sharing between the Probation Department, the Department of Public Social Services, and the Sheriff’s Department in order to monitor offenders’ risk to public safety. The Post-Release Accountability and Compliance Team also works to ensure public safety by providing policemen to assist probation officers in compliance checks. The Health and Human Services Sub-Work Group also plays a significant role within the Community Corrections
Partnership since it aims to guarantee that all PRCS offenders receive sufficient medical and mental health resources. The Community Corrections Partnership also includes the Day Reporting Center, Measurable Goals, and Court Sub-Work Groups. Riverside County faced significant troubles beginning the process of integrating triple-non offenders into the community. However, the largest problems arose due to miscalculations in state projections. For example, before October 1, 2011, the California Department of Corrections and Rehabilitation had projected that 1,688 offenders would be transferred from the state to Riverside’s PRCS Department. In fact, as of February 7, 2014, 2,057 offenders had been placed under county supervision, 22% more than the state estimate. Because funding allocations were based on the 2011 estimates,
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