New York, NY

Change in Jail Population 7%

Action Areas Bail Courts Data Analysis Diversion

Last Updated

Background

In 2018, New York City had the lowest incarceration rate of any large city in the country. Despite the city’s success in reducing the overall jail population, certain fundamental inequalities persisted in the jail.

People of color were overrepresented in the jail. Black and Latinx people made up a little more than half of the city’s population yet comprised nearly 90% of the local jail population from 2013 – 2018.

While the number of people in custody with behavioral health needs was falling, it was falling more slowly compared to the overall number of people in custody. In 2018, 43 percent of individuals in New York City jails had behavioral health disorders.

Strategies

Since joining the Safety and Justice Challenge, New York City has advanced a number of strategies to rethink and redesign its criminal justice system to make it more fair, just, and equitable for all.

01

EXPANDED SUPERVISED RELEASE

The city updated the program model for supervised release and conducted trainings to inform the courts on the changes. The updates included expanding program eligibility to allow a younger population charged with serious offenses and expanding the range of charges that were eligible. State-wide bail reform legislation, which passed in 2019, required further expansion of the supervised release program to be made available to all individuals charged with a crime, at the discretion of the court.

02

PARTNER VIOLENCE RESPONSE

Previously, incidents involving intimate partners were not permitted within the supervised release program. However, since bail reform legislation passed, and these individuals were now accepted by the program, a class specific to intimate partner violence (IPV) was developed and implemented to respond to the needs of this population. It encourages judges to allow defendants charged with IPV to participate in the supervised release program, as an alternative to jail.

03

DIVERSION TO SERVICES

The city has increased the use of alternatives to detention and incarceration for people in the jail. Specifically, the city expanded the uptake of diversion initiatives. To ensure people could be successfully diverted to these services, the city identified and addressed barriers to diversion in the arraignment process.

04

ENHANCED INFORMATION FOR JUDGES

The city has also worked to provide enhanced information to judges in arraignments, which has included updating a release assessment tool that offers judges the likelihood that the individual will make all court appearances.

05

NEW METRICS FOR SUCCESS

In light of criminal justice reforms, the city developed bail and discovery reform metrics. With the substantial changes made to state laws, these metrics can be used to track the implementation and progress of these reforms.

Results

As a result of the strategies above, New York City has made progress towards its goal of rethinking and redesigning its criminal justice system. The jail population has been reduced while keeping the community safe.

Quartery ADP for New York (2016-2024)

7.4% from baseline

More Results

Specifically, judges are using supervised release for a broader range of cases than they used to.

The city has built collaborations with other agencies, which has allowed the city to facilitate jail releases in response to COVID-19 while keeping the community safe and protecting public health.

Remaining Challenges

New York City is focused on addressing its remaining challenges in its local justice system.

With changes to the state-wide bail reform law, there is no longer a need to focus on expanding the supervised release programs. The challenge will now be to encourage judges to consider release for the more serious charges, for which bail still remains a legal option, and to continue to build out support services within the program.

The city has also been working to identify where racial and ethnic disparities occur in the justice system and will be working to address the issue going forward.

Finally, the COVID-19 pandemic has had a significant impact on every aspect of the city’s local justice system and continues to uniquely affect those incarcerated in local jails. The NYC jail population has seen a re-increase since the beginning of the pandemic, which requires a regular review of jail reduction approaches and their effectiveness.

The foundation of collaborative, data-driven strategies, including the necessary structures and collaboration from local stakeholders that are in place to support these strategies, has set the city up well to respond to the pandemic swiftly and effectively.

Lead Agency

NYC Mayor’s Office of Criminal Justice

Contact Information

Miriam Popper

Partners

Office of Court Administration, New York City, Criminal Justice Agency, Center for Court Innovation, CASES

Follow @CrimJusticeNYC

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Shelby County, TN

Change in Jail Population 5%

Action Areas Courts Pretrial Services

Last Updated

Background

Shelby County, which contains the city of Memphis, is the most populous county in the state.

When Shelby County joined the Safety and Justice Challenge, the number of bookings into its jail was decreasing, but the average length of stay was rising, particularly for in-custody felony defendants.

The Shelby County Jail is a pretrial detention facility. In August 2017, 15% of the people had been in jail for more than 500 days.

Racial and ethnic disparities persisted in the county’s justice system. Specifically, Black and Hispanic people were overrepresented in the jail.

Case processing times continued to increase. Delays in the held-to-state process, which refers to those cases that are bound over to the grand jury and reflect mostly felony cases, and lengthy time intervals associated with continuances, were identified as two main factors contributing to this increase.

Overuse of detention causes disruption in the stability of arrestees’ families and communities, leads to higher re-arrest rates, and produces worse case outcomes with more back-end incarceration.

Strategies

Since joining the Safety and Justice Challenge, Shelby County has advanced a number of strategies to rethink and redesign its criminal justice system to make it more fair, just, and equitable for all.

01

IMPROVED CASE PROCESSING

To reduce case processing time for in-custody felony defendants, the county used many approaches: developed a Differentiated Case Management plan; reviewed cases for people in custody 500+ days; established a third Grand Jury and a process for those cases that are bound over to the grand jury; and provided earlier appointment of counsel for felony defendants.

02

PRETRIAL RISK ASSESSMENT

In July 2019, the courts began using a new research-based risk assessment tool, the Public Safety Assessment, to predict pretrial success and ensure people could be released from jail safely.

03

CONSOLIDATING MISDEMEANOR CITATIONS

For people facing misdemeanor citations, there was an opportunity to make the system more efficient. The misdemeanor citation process was consolidated to one appearance date that now includes both processing and court.

Results

As a result of the strategies above, Shelby County has made progress towards its goal of rethinking and redesigning its criminal justice system. The county has been able to reduce its jail population while keeping the community safe.

Quartery ADP for Shelby County (2016-2024)

4.7% from baseline

More Results

As of early 2021, the Public Safety Assessment tool was used to review more than 26,000 people in jail to assess whether or not they could be safely released back into the community while awaiting trial. In July 2019, the release on recognizance rate, which measures the amount of people who are safely released without paying bail, barely exceeded 15%. As of January 2021, the release on recognizance rate had nearly doubled to more than 31%.

As a result of efforts to improve case processing, the Differentiated Case Management plan was signed by all ten independently elected criminal court judges in September 2019. Two Differentiated Case Management Coordinators began in January 2020, and are working more closely with five of the ten criminal court judges, as of February 2021.

In addition, six jail population management reports were developed and completed by April 2019 to measure the length of time between various steps in the criminal justice system. Without data to understand the current situation, decisions about change could not be made.

The Criminal Court Clerk’s Office also reduced and began reporting the time between indictment returned and arraignment in criminal court. The time from arraignment to appointment of a public defender for felony cases in General Sessions Court began decreasing in May 2018, a change that was widely embraced by judges.

Remaining Challenges

Shelby County is focused on addressing its remaining challenges in its local justice system.

Access to data that would allow for both an analysis of what is happening now in the justice system and creating data-driven solutions remains a challenge.

To get there, the county will build case management dashboards that provide a current summary and detailed information for those in criminal court. Once the dashboard is completed, it will give people a better understanding of cases on each docket. Following this, the county will build pretrial dashboards, which will track information related to appearance rate, concurrent rate, success rate, pretrial length of stay, and recommendation rate among other key data.

Finally, the COVID-19 pandemic has had a significant impact on every aspect of the county’s local justice system and continues to uniquely affect those incarcerated in local jails. The foundation of collaborative, data-driven strategies, including the necessary structures and collaboration from local stakeholders that are in place to support these strategies, has set the county up well to respond to the pandemic swiftly and effectively.

Lead Agency

Shelby County Sheriff’s Office

Contact Information

Katy Mack
Katy.Mack@shelby-sheriff.org

Partners

Shelby County Criminal Court Clerk's Office, Shelby County Criminal Court Judges, Shelby County Pretrial Services, Shelby County District Attorney's Office

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Ada County, ID

Change in Jail Population 9%

Action Areas Community Engagement Courts Pretrial Services Racial Disparities

Last Updated

Background

Ada County joined the Safety and Justice Challenge to better understand its jail population and to implement impactful, data-informed changes across the system to reduce the jail population and disparities.

At the time, there was over-reliance on incarceration for lower-risk, non-violent offenders in the jail. The biggest contributors to the jail population were pretrial detainees, accounting for well over 50 percent of the overall population, as well as length of stay. The average length of stay for low- and low-moderate-risk defendants was 56 days.

This overuse of detention caused disruption to the stability of arrestees’ families and communities, and led to higher re-arrest rates.

Strategies

Ada County advanced a number of strategies to rethink and redesign its criminal justice system so that it is more fair, just, and equitable for all.

01

IMPROVED CASE PROCESSING

To improve case processing, the county implemented additional “second look” practices through collaborative efforts by the jail population review team, which includes system stakeholders who meet on a regular basis to discuss case types that drive the jail population and determine potential cases for safe release; reducing timelines for pre-sentence investigations; and speeding up the processing of parole violations.

02

EXPANDED PRETRIAL SERVICES

The county expanded its use of evidence-based risk assessments to help judges measure risk to the community. This helped judges make more informed decisions regarding pretrial release, instead of relying solely on a cash bail system.

03

COMMUNITY ENGAGEMENT

The county facilitated direct, honest conversations with members of its community about their experiences. It also studied relevant arrest and booking data to understand racial disparities in jails. Moving forward, the county is working to engage with the community to develop effective and sustainable solutions to make the justice system more fair and equitable.

04

COURT NOTIFICATIONS

The county created a new text, email and call-based notification system to allow the Ada County Clerk of Courts staff to send alerts to people with upcoming court dates and ultimately, reduce failure to appear rates in court.

05

BEHAVIORAL HEALTH CRISIS CENTER

The State of Idaho opened a new Behavioral Community Crisis Center in Boise to provide support for people suffering from mental illness or substance use issues, a disproportionately high population in the jail. Ada County continues to work closely with the State of Idaho to ensure that the center will be able to serve as many citizens who need it as possible.

Results

As a result of the strategies above, Ada County has made progress towards its goal of rethinking and redesigning its criminal justice system.

Quartery ADP for Ada County (2016-2024)

9.2% from baseline

More Results

Initially, the county struggled to achieve a meaningful decrease in the jail population. The jail facility was continuously over capacity and was burdened by a large state inmate population. Relentless and rapid local population growth as well as limited resources for pre-arrest support, intervention and diversion were also significant factors.

But when the COVID-19 pandemic hit, the strategies that were in place as a result of the Safety and Justice Challenge set the county up to respond quickly and meaningfully to the crisis. COVID-19 posed a serious health risk to the community, people being held in the jail, and staff. To reduce unnecessary exposure and transmission in our jail, the county was able to quickly and dramatically reduce the population to allow for proper distancing and quarantine space. Fortunately, the county had strong, collaborative relationships in place and was able to work with partner law enforcement agencies, public defenders, prosecutors, and the Department of Correction to reduce the jail population swiftly while maintaining community safety and protecting public health. The county continues to review its efforts to ensure that they are having the impact desired.

Beyond the jail reduction, the county also improved the Pretrial unit, by expanding the staffing and adopting the new pretrial assessment tool. The Pretrial program helped many avoid a return to jail after being released safely into the community.

For example, one man was charged with a Felony DUI when he was working as a full-time chef. Being released before his trial allowed him to keep working. During his sentencing hearing, the judge told him because he did well on Pretrial, he would not be serving time in prison. The Defendant now owns his own restaurant and food truck, and just recently opened a second location.

Remaining Challenges

Ada County is focused on addressing its remaining challenges in its local justice system.

Rapid local population growth — and corresponding jail population growth that follows — continues to be a challenge. While the county was able to safely reduce the jail population during the pandemic, the difficulties the jail faced pre-pandemic have not gone away. With all jury trials starting up again after being delayed, the county expects there to be some backup with people who have been in the jail long-term, until the courts can catch up. The COVID-19 pandemic did show what was possible with buy-in from law enforcement, prosecutors, and the District Court.

Another challenge will be continuing the system-wide commitment to the reduction of the jail population without the threat of a once-in-a-lifetime pandemic. The county is developing strategies and collecting data to show partners how crime rates have not gone up as the jail population has decreased, so the work can be sustained after the pandemic.

Overall, the county has learned that meaningful and lasting change is going to be a marathon. Ada County will continue to work towards achieving a more equitable, efficient, and safe system.

Lead Agency

Ada County Sheriff’s Office

Contact Information

Kristen MacLeod
Ada County Sheriff’s Office Criminal Justice Coordinator/Safety + Justice Grant Manager
kmacleod@adacounty.id.gov

Partners

Ada County Clerk's Office, Idaho 4th Judicial District judges and magistrate judges, Idaho Department of Correction, local law enforcement agencies, Ada County Prosecutor's Office, Ada County Public Defender, Ada County Trial Court Administrator, Ada County Commissioners, Boise City/Ada County Housing Authority, Boise State University, community leaders and service organizations, Idaho Commission of Pardons and Parole, Idaho Department of Health & Welfare, mental health professionals, Pathways of Idaho Community Crisis Center, Idaho Black History Museum, state legislators

Follow @AdaCoSheriff

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Harris County, TX

Change in Jail Population 6%

Action Areas Community Engagement Courts Pretrial Services Racial Disparities

Last Updated

Background

Harris County operates one of the largest jails in the U.S.

At the time of joining the Safety and Justice Challenge, 20% of pretrial detainees in Harris County were charged with low-level, nonviolent felony offenses, such as drug possession and theft, and often posed little to no risk to public safety. People of color were and continue to be over-represented in the jail. When Harris County joined the Challenge, 51% of people in jail for low-level, nonviolent felony offenses were Black people, and 21% were Hispanic.

Nearly 70% of offenders who were placed in pretrial detention and charged with a low-level, nonviolent felony ended up reoffending and cycling back through jail.

Twenty-nine percent of individuals held in Harris County for a misdemeanor had a documented mental illness.

Strategies

Harris County advanced a number of strategies to rethink and redesign its criminal justice system so that it is more fair, just, and equitable for all.

01

RACIAL EQUITY COMMITTEE

To support the county’s efforts to eliminate racial and ethnic disparities in the justice system, the Racial and Ethnic Equity Standing Committee was launched. The committee consists of thirteen community representatives and four government officials. It is focused on improving education and transparency, developing interventions to reduce disparities, and advancing best practices.

02

COMMUNITY ENGAGEMENT

Harris County created two new staff positions to strengthen racial and ethnic equity and community engagement. These positions have implemented micro-grants to community-based organizations with the goal of achieving public safety through the community’s own solutions and services.

03

IMPROVED CASE PROCESSING

In 2016, the county implemented a Responsive Interventions for Change (RIC) docket that focuses on individuals charged with low-level felony drug possession offenses. The RIC docket diverts individuals from jail to community-based services in lieu of conviction and offers deferment from imprisonment for individuals with a lengthy non-violent criminal history.

04

PRETRIAL RELEASE

Harris Countyadded assistant public defenders to represent people at their initial appearance in Probable Cause Court for the purposes of a bail hearing. The county criminal courts at law and the criminal district courts implemented General Order Bonds (unsecured) to reduce the overreliance on money bail on certain offenses and speed up how quickly people can be released back into the community. In courtrooms, judges used public safety assessment risk tool to maximize safe pretrial releases.

05

DEDICATED STAFF

A new position was created within the Sheriff's office—the In Custody Population Manager—who helps identify individuals who could be good candidates for release, either because they pose a low risk to the community or because they’re in a vulnerable population. The manager has started to speed up various processes, like parole interviews and hearings, as well as the release process in partnership with Pretrial Services.

Results

As a result of the strategies above, Harris County has made progress towards its goal of rethinking and redesigning its criminal justice system.

Quartery ADP for Harris County (2016-2024)

5.9% from baseline

More Results

Due to improvements made to pretrial services, the county experienced a massive 593% growth in the number of individuals placed on pretrial supervision. Before having access to supervision and the appropriate interventions, nearly 70 percent of offenders placed in detention and charged with a low-level, nonviolent felony reoffended and cycled back through jail.

This drop in recidivism was due to the risk assessment tool successfully implemented by the Harris County Courts, as well as the new Responsive Interventions for Change (RIC) docket. Since October 2016, over 21,000 cases have been filed in the docket. Specifically, between October 2016 and early 2021, the county diverted 6,125 (85%) people to supervision and treatment, with only 15% of cases ending in conviction and incarceration. The RIC Docket completely reversed sentencing disposition from four years earlier when 79% of defendants charged with a state jail felony chose incarceration over diversion to supervision and treatment.

Finally, Harris County has taken multiple steps in working toward racial equity in its justice system. In addition to re-instituting the Racial and Ethnic Equity Standing Committee and establishing a micro-grant program to support community-based organizations, a new Racial Equity Index was built, which, upon completion, will be a dashboard open to the community and the public.

Remaining Challenges

Harris County is focused on addressing its remaining challenges in its local justice system.

The county has faced several crises over the past few years with major impacts on the criminal justice system. Its biggest challenge remains trying to sustain a jail population reduction while dealing with the criminal case backlog created when courthouses were closed during Hurricane Harvey, followed by the limited capacity for dockets due to Covid-19. The courts are working to address the backlog, with three emergency response dockets for pre-trial hearings, three emergency response dockets for jury trials that focus on the oldest and most serious cases, and continue to operate jury assembly operations and voir dire at NRG Arena that follow CDC and public health guidelines. Justice Administration Department and the Office of Management and Budget Department are working with stakeholders to identify additional strategies and resources needed to address the backlog.

People of color also continue to be over-represented in the justice system. To expand on the work underway, the county is in the process of searching for new community engagement opportunities and will be moving forward with a comprehensive study of racial and ethnic disparities in the justice system.

Lead Agency

Harris County Justice Administration Department

Contact Information

Stephanie Armand
Stephanie.Armand@jad.hctx.net

Brandi Ebanks Copes
Brandi.EbanksCopes@jad.hctx.net

Partners

Harris County Criminal Justice Coordinating Council, Harris County Sheriff's Office, Harris County District Attorney's Office, Harris County Public Defender's Office, Harris County District Clerk's Office, Harris County Administrative Office of the District Courts and Criminal District Courts, Harris County Community Supervisions and Corrections Department, Harris County Pretrial Services, Office of Court Management and County Criminal Courts at Law, Office of Management and Budget Department

Follow @HCJAD1

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Buncombe County, NC

Change in Jail Population 2%

Action Areas Community Engagement Courts Data Analysis Diversion Pretrial Services Racial Disparities

Last Updated

Background

Over the past decade, the Buncombe County jail population has fluctuated, but when the county joined the Safety and Justice Challenge in 2018, the jail population had grown to historically high levels. At that point, the data suggested that the percentage of females in the jail would rise so high that by 2020, the facility would be over capacity.

While there were a range of reasons that people have been detained in the jail, the main drivers of the jail population were pretrial defendants and the length of stay. Between 2015 and 2018, the pretrial population grew nearly 15%, from just over 300 to 350 people awaiting trial.

Detention continued to disrupt the lives of people’s families and communities. It led to higher re-arrest rates and produced worse case outcomes, including people cycling in and out of jail. A high percentage of people in jail had an identified mental health issue, and these individuals often experienced longer stays in pretrial detention. The impact of jail was placing a particularly heavy toll on Black, Indigenous, Latinx, and other people of color.

Strategies

Since joining the Safety and Justice Challenge, Buncombe County has advanced a number of strategies to rethink and redesign its criminal justice system so that it is more fair, just and equitable for all.

01

ENHANCING PRETRIAL RELEASE

The county continues to enhance strategies for pretrial release, including pursuing diversion options, especially for people with substance use disorders; introducing a structured risk assessment to inform magistrates’ pretrial release decisions; and maintaining the use of non-financial release conditions and focusing on safely releasing individuals charged with non-violent offenses.

02

IMPROVING CASE PROCESSING

The county continues to increase efficiencies in case processing in several ways: creating a Jail Review Team and expanding its focus to include criteria for unsecured bonds and parameters for detention; reviewing cases for early release of people who have received jail sentences and identifying non-jail alternatives for certain charges; and increasing early access to defense counsel.

03

INCREASING COMMUNITY ENGAGEMENT

The Community Engagement Workgroup held a series of listening sessions to create space for community members to share experiences and concerns and generate solutions. Looking ahead, the workgroup will provide education on the justice system, collaborate with community members to develop interventions that address community safety and drivers of incarceration; and partner with community groups on events.

04

BUILDING COLLABORATIVE RACIAL EQUITY

To advance racial equity in its justice system, the county has hired a coordinator to champion collaborative racial equity work; is expanding data analysis and the review of policies and practices using the local Racial Equity Workgroup’s equity tool; continues to train stakeholders; and partners with community members to discuss challenges and co-design solutions and interventions.

05

ADVANCING COMMUNITY SAFETY & VIOLENCE PREVENTION

The county launched a new initiative in 2020 to work with community partners to identify strategies to address violence and work towards community healing, through investing in community-led initiatives and engaging stakeholders in developing a collaborative and coordinated plan to prevent and respond to community violence.

Results

As a result of the strategies above, Buncombe County has made progress towards its goal of rethinking and redesigning its criminal justice system. Specifically, the county has been able to safely reduce its jail population. In 2020, there was an increase in the number of people charged with lower level offenses released without having to pay bail/bond, and these individuals had decreased recidivism rates compared with similar releases in 2019.

Quartery ADP for Buncombe County (2018-2024)

1.6% from baseline

More Results

Key to the success of the county’s Safety and Justice Challenge work to date has been the creation of the Community Engagement Workgroup (CEW). Community interest in advancing change in the justice system has been high and progress has been made to increase public involvement in this work. The county has increased the representation of community members across workgroups and on councils, intentionally engaging people impacted by the justice system. As of May 2021, the CEW had hosted nine engagement events reaching over 500 participants. As a result of community engagement efforts, the information from these conversations was shared with other workgroups in the justice system and informed the inclusion of the county’s community safety and violence prevention strategy.

To better embed racial equity in efforts to transform the justice system, the Racial Equity Workgroup (REW) has held over 15 educational and training opportunities, both internally and with broader justice system stakeholders and partners. The REW has analyzed disparities across justice system decision points, developed strategies to incorporate a focus on equity, and laid the foundation for the County’s proclamation of Racism as a Public Safety Emergency. The REW developed a Racial Equity Tool to identify policies and practices contributing to inequities, and is designing a local equity curriculum for justice system partners.

Collaboration between the county’s behavioral health and criminal justice partners has focused on screening people in jail for diversion to treatment and supporting planning for re-entry into the community. More specifically, the county was able to enhance its Familiar Faces program for individuals with complex needs to reduce arrests and increase collaboration across service providers. Between January 2020 and January 2021, the Familiar Faces program coordinated care of 15 individuals and clients saw a 45% reduction in arrests and reported increased collaboration across service providers. From July 2020 to March 2021, more than 100 clients were released from jail to treatment through the diversion program for substance use.

With the addition of a re-entry case manager in October 2020, 28 individuals were able to receive additional case management support upon release. Of these clients, 86% engaged in more community-based mental health treatment; 75% were able to establish and maintain stable housing; 75% reported abstinence from and/or a decrease in substance use; and 93% did not experience rearrest within the reporting period.

Finally, thanks to the support of the Safety and Justice Challenge network, strong collaboration in the criminal justice system to-date, and community partners working toward the goal of safely reducing the jail population, the county was able to respond quickly during the COVID-19 pandemic and simultaneously protect public health and public safety.

Remaining Challenges

Buncombe County is focused on addressing its remaining challenges in its local justice system.

While the county has seen progress with safely decreasing its jail population, the proportion of Black people in jail reached its highest levels in July 2020, which was also the point where the jail population was at its lowest level. Moving forward, the county is focusing on root causes of inequities, including investing in and growing the new community safety and violence prevention initiative.

In addition, the limitations of the state-based court reminder system have been a consistent challenge as the county has worked to improve access to reliable court reminders and reduce failures to appear in court. There has also been confusion around who is expected to appear in court during the pandemic. To address this, the county is working to try to coordinate messaging across court partners to communicate with the public about expectations related to appearing in court during the pandemic.

Lead Agency

Buncombe County

Contact Information

Tiffany Iheanacho or Hannah Legerton

Partners

There are two groups through which community leaders and organizations engage with reform strategies.

First is the Justice Resource Advisory Council (JRAC), which is comprised of District and Superior Court Judges, Clerk of Court, Magistrate, District Attorney, City Manager, City Mayor, Public and Private Defense, Law Enforcement, Bureau of Identification, Pretrial Services, Community Corrections, Juvenile Justice, Behavioral Health Managed Care Organization, representatives from the Office of the County Manager and Board of Commissioners, and Community Members.

Second is the Community Engagement Workgroup, which was established after the county received its first SJC Implementation award. The role of this group has been to infuse community voices and perspectives throughout the work of reducing jail population and racial disparities. CEW is comprised of a range of individuals, including people with lived experience and representatives from organizations providing direct support to people involved in the justice system.

Follow @buncombeGov

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