Milwaukee County, WI

Change in Jail Population 18%

Action Areas Courts Data Analysis Diversion Mental Health Reentry

Last Updated

Background

In 2015, Milwaukee County had 33,500 jail bookings per year. Most county jail bookings were tied to misdemeanors arrests. People with mental health issues and substance use disorders also cycled through the justice system.

Both community members and system personnel were exposed to trauma in the justice system. This was particularly true of people of color, who were and continue to be disproportionately involved in the justice system. In 2015, Black and Hispanic people made up less than half (41%) of the population of Milwaukee County and yet comprised almost 70% of the local jail population.

Strategies

Milwaukee 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

MENTAL HEALTH

A new, countywide Crisis Assessment Response Team helped people across the county get help while in a mental health crisis, rather than being jailed. A new mental health diversion program placed a behavioral health liaison in the jail to conduct assessments and connect people to community resources. Peer support specialists, people with lived experience with the justice and behavioral health systems, were trained on helping people manage their mental health conditions.

02

DATA ANALYSIS

An analyst began dedicated work monitoring jail population data and system bottlenecks. A new jail population review team worked to identify trends at the system level and cases that could be eligible for faster resolution and alternatives to incarceration. A court reminder program was also established.

03

DIVERSION

The county expanded the capacity for diversions and deferred prosecution agreements; re-examined practices around unpaid fines and fees; expanded mental health resources; connected people to community-based behavioral health services; created mental health diversion processes; and increased availability of peer support. The expansion included developing a deferred prosecution program for domestic violence cases.

04

REENTRY SERVICES

Milwaukee County expanded the services that helped people return to the community. The Home to Stay Resource Fairs helped connect people with supportive resources. For returning citizens with medical needs, they could find the help they needed at the Midwest’s first Transitions Clinic.

05

COMMUNITY ENGAGEMENT

New staff focused on reentry and community engagement. The Community Justice Council (CJC) created a process to release community subgrants. The county hosted open dialogues with community members and helped build connections between the community and criminal justice systems to work together to advance change.

Results

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

Quartery ADP for Milwaukee County (2016-2024)

17.7% from baseline

More Results

Milwaukee County has far exceeded its original goal, which was to reduce the overall jail population by 19%, thanks to a partnership among system and community stakeholders working hand-in-hand to build a more fair, efficient, and effective justice system.

As a result of the county’s efforts to center racial equity, county departments are now required to use an equity budget tool across multiple domains, including workforce inclusivity and diversity, people-focused design, employee perspective, and improved performance/equity practice.

The county’s emphasis on trauma-informed practices resulted in a better understanding of trauma among system stakeholders. Over 500 county employees were trained in how trauma impacts people throughout the justice system.

Remaining Challenges

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

Racial disparities continue to persist in the local justice system. Going forward, the Race, Equity, and Procedural Justice workgroup outlined a six-point Racial Equity strategy. Under this strategy, the CJC will hire a racial equity coordinator, engage in analyses to address disparities at system decision points, develop a criminal justice strategic plan with system and community partners, re-launch a criminal justice learning series, and invite community members and people with lived experience to join criminal justice workgroups.

Lastly, 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 the local jail. However, the foundation of collaborative, data-driven strategies supported by the Safety and Justice Challenge, 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 effectively.

Lead Agency

Milwaukee Community Justice Council (CJC)

Contact Information

Mandy Potapenko
CJC Director
mpotapenko@milwaukeecjc.org

Erin Perkins
SJC Project Manager
eperkins@milwaukeecjc.org

Partners

Medical College of Wisconsin, Milwaukee County Circuit Court, Milwaukee County Behavioral Health Division, Milwaukee County District Attorney’s Office, Milwaukee County Executive, Milwaukee County House of Correction, Milwaukee Police Department, Milwaukee County Sheriff’s Office, Wisconsin Department of Corrections, Wisconsin State Public Defender’s Office

Follow @MKECJC

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Charleston County, SC

Change in Jail Population 12%

Action Areas Community Engagement Courts Diversion Racial Disparities

Last Updated

Background

In 2014, there were nearly 25,000 local admissions to Charleston County’s jail. The most frequent charges resulting in jail use were municipal and magistrate charges (e.g., simple possession of marijuana) that also disproportionately impacted the county’s Black community. Individuals living with mental illness, substance use disorders, and/or homelessness were among the most frequent users of the jail, often cycling through repeatedly.

In the courtroom, defendants in bond court rarely had representation, and judges had minimal information when making decisions at initial appearance. Judges ordered financial bonds routinely. If they were not able to get released, people often remained in jail for long periods while waiting for their cases to resolve.

Delays in the earliest stages of a case (while evidence was transferred from law enforcement to prosecution, for example, or attorneys for defense or prosecution were assigned) added to the time it took to bring cases to justice.

Strategies

Since joining the Safety and Justice Challenge in 2015, Charleston 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

INCREASED COLLABORATION

The county’s Criminal Justice Coordinating Council (CJCC) formed in 2015 to make sustainable, data-driven improvements to the local criminal justice system, as well as improve public safety and community well-being. The CJCC is a collaboration of elected and senior county officials, law enforcement leaders, judicial and court leadership, behavioral health professionals, victim and legal advocates, and community leaders.

02

COMMUNITY ENGAGEMENT

The CJCC aimed to use data alongside expanded community engagement as it developed its strategic plan, using the idea of a “dialogue to change.” This included a particular focus on those most impacted. The CJCC engaged people through a series of events, roundtable dialogues, and surveys, which helped involve the community in setting the course for the next strategic plan.

03

ENHANCED DATA

Charleston County strengthened its commitment to transforming the local criminal justice system using a variety of data-based strategies. To make sure the county could track progress, a centralized database was developed to track progress across the criminal justice system and study trends.

04

DIVERSION TO SERVICES

Charleston County set out to divert people from jail on municipal and magistrate charges when appropriate. The program expanded the options that law enforcement could use beyond jail, offering alternatives that helped individuals get the help they need and reduce the number of people cycling repeatedly through the jail.

05

IMPROVED COURT RESOURCES

More resources were set up for individuals within the courts. For the first time, public defenders were available at Centralized Bond Court for defendants who qualified. Docket management was transferred from the Solicitor to the Court, and people were able to get through the early stages of case processing faster through new, more efficient processes (e.g., transferring evidence and assigning attorneys faster).

06

JAIL POPULATION REVIEW

Charleston County instituted regular reviews of the jail population to identify pretrial defendants that are not a threat to safety or flight risk and remain in jail on financial bonds in an effort to expedite case movement and reduce how long they stay in jail before the trial.

Results

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

Quartery ADP for Charleston County (2016-2024)

11.6% from baseline

More Results

By 2020, jail use in Charleston County was returning to its intended purpose, reducing the harms of unnecessary incarceration on people, families, and communities. This included a reduction in the jail population, local bookings, individuals booked, and charges.

The centralized database, launched in 2017, and now provides access from across the criminal justice system to see results, conduct analysis, and evaluate how the local criminal justice system is functioning and allows for identification of areas with the opportunity for improvement. This reporting shows that the municipal and magistrate charges brought to the jail declined by 78% from 2014 – 2020.

Five single-charge bookings, including simple possession of marijuana, open container, misdemeanor shoplifting, trespassing, and public intoxication, were specifically targeted as part of the county’s Safety and Justice Challenge efforts, and as a result, were reduced by 84% from 2014 – 2020. The number of people regularly cycling through the jail who were booked and released between 2014 – 2020 decreased by 63%.

The county made significant progress in diverting people from jail to alternatives to help get the help they need. In 2019, law enforcement referred 74 individuals to the Tri-County Crisis Stabilization Center, conducted 473 law enforcement consultations with embedded clinicians, and executed 152 law enforcement drop-offs to the Charleston Dorchester Mental Health Center.

Bond court representations by public defender attorneys started in 2016, gradually increasing from zero in 2015, to 2,128 in 2020. Bond court judges also became involved as partners, getting more information on setting bonds that are fair, just, and meaningful. As part of this, Pretrial Service Reports were set up in 2018 to better inform bond setting judges. These reports offered a consistent, objective, and reliable way to assess for risk of rearrests and/or missing court. By 2020, the reports became available to over 90% of bond hearings in the Centralized Bond Court.

The average number of days in the early stages of case processing improved from 2015 to 2020. This included improvements in the time it took to be assigned a public defender, assigned a solicitor, and how long it took for initial evidence from law enforcement to be provided to prosecutors.

While analyzing the relative rates of incarceration between racial and ethnic groups helped the county improve inequities in the criminal justice system, there is still more work to do. Disproportionately, Black people were booked into the local jail on low-level target charges as well as overall charges, although the gap had shrunk between 2014 and 2017.

The Criminal Justice Coordinating Council (CJCC) efforts to engage the community in the development of the strategic plan brought together over 1,200 community members, including many with direct experience of the justice system. Together, community members and system stakeholders (i.e., judges, public defenders, prosecutors, etc.) created the CJCC’s strategic plan in 2020, focusing on identifying data trends and community priorities to advance change for the next three years (FY2021 – FY2023).

Remaining Challenges

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

The county’s current strategic plan aims to do more to help protect public safety, minimize harm, and more efficiently use limited system resources—all to create an effective, just, and equitable local criminal justice system.

The strategic plan includes a focus on community engagement, to keep people involved and provide more ways to engage in improving its criminal justice system. It also includes a planned update on the data around racial and ethnic disproportionality and disparities. Beyond data, a race equity fellowship proposal is in the works to create effective agents of change in building consciousness and reducing disparities among criminal justice system actors and people who are leading efforts to address racial and ethnic inequities throughout the community.

Regular reviews of the local jail population continue to be necessary, helping make sure that people who are not a threat to public safety or a flight risk are not detained pretrial unnecessarily. Continued General Sessions court reminders continue to remind defendants of their upcoming court events to increase court appearances and help make sure that the system doesn’t lose contact with people while their cases are pending.

The county must also continue to work on options for diverting and deflecting people from jail. This will include inter-agency case conferencing with service providers, law enforcement, and judicial stakeholders to improve outcomes for those who are most frequently booked into the local jail in an effort to break the cycle of repeated jail use; research on how diversion and deflection from the criminal justice system and into diversionary options impacts arrests, jail population, and behavioral health outcomes; and stronger county-wide tracking on crime and jail use.

The county will also continue to focus on bond hearings in Centralized Bond Court are fair, just, and meaningful. Regardless of the type of bond set, within the state there is currently minimal oversight of the conditions of the bond setting, let alone feedback about pretrial outcomes or a continuum of pretrial options available to help maximize safety and improve the rate of appearances. The strategic plan includes developing a proposal to help address these challenges.

The CJCC, in partnership with Trident United Way 211, is working to strengthen the directory of services for justice-involved people that will help ensure they know which services are available and who they can help.

Last, 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 jail. More research is needed on the impacts of the pandemic on the justice system, and what lessons can be learned in the long-term.

Lead Agency

Criminal Justice Coordinating Council
3831 Leeds Avenue
North Charleston, SC 29405

Contact Information

Kristy Pierce Danford
Project Director
kdanford@charlestoncounty.org
843-529-7307

Partners

Charleston County Council, Charleston Sheriff's Office, Charleston Police Department, North Charleston Police Department, Mount Pleasant Police Department, Ninth Circuit Defender, Ninth Circuit Solicitor, Charleston County Clerk of Court, Judiciary, including Circuit, Probate, Magistrate and Municipal Court Leadership, Charleston Dorchester Mental Health Center, Charleston Center, Probation, Parole and Pardon Services, Victim Advocacy, Veteran Justice Outreach, American Civil Liberties Union, One80 Place, 12 diverse community representatives

Follow @ChsCJCC

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Allegheny County, PA

Change in Jail Population 32%

Action Areas Courts Defense Counsel Pretrial Services

Last Updated

Background

For many years, Allegheny County has been committed to making improvements to the local justice system.

The overuse of the Allegheny County jail takes an especially heavy toll on people of color. Despite making up only 13% of the local population, Black people make up 67% of the jail population as of June 2021.

In addition, roughly 75% of the jail population has been identified as having a mental health issue or substance use disorder. Those with a history of behavioral health issues spend an average of 14 days longer in jail than those without that background.

Though there has been marked progress, the data shows there is still more to be done to address racial and ethnic disparities in the justice system, more effectively address behavioral health issues, and more efficiently process cases.

Strategies

Allegheny 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

COUNSEL AT FIRST APPEARANCE

The county expanded public defender representation at first appearance by hiring additional attorneys to represent people during evening and overnight hours.

02

COURT PROCESSING

The county developed a plan to expedite the court process by combining two hearings into one.

03

RESOLVING PROBATION VIOLATIONS

The county implemented a new procedure to resolve probation violations and new charges with one hearing.

04

REDUCING DETAINERS FOR PROBATION VIOLATIONS

The county implemented strategies to reduce the number and length of detainers for probation violations by adopting a new policy to limit the use of detainers and expedite lifting them and by establishing a multi-agency workgroup to review cases of people held on detainers.

05

RACIAL & ETHNIC DISPARITIES

The county is participating in a research study commissioned by the University of Pittsburgh's Institute of Politics to use qualitative and quantitative data to determine what is driving racial and ethnic disparities in the criminal justice system and to recommend solutions.

Results

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

Quartery ADP for Allegheny County (2018-2024)

31.7% from baseline

More Results

The county has been able to reduce its jail population since joining the Safety and Justice Challenge while keeping the community safe.

In addition, the county found that individuals who are represented by the Public Defender at first appearance have a lower booking rate than those who are not. From there, the Office of the Public Defender started providing representation during evening and overnight preliminary arraignments. As a result, Magisterial District Judges used monetary bond 39% less often versus a comparison from the same timeframe in 2018.

The number of people detained by the county’s Adult Probation dropped 41.5% from October 2018 to April 2021. In addition, during the same time period, the early probation violation process saved an average of 84 days in jail for over 300 cases.

Remaining Challenges

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

First is that the COVID-19 pandemic has profoundly impacted how long it takes to resolve cases, and second, and the county has seen an increase in racial disparities in the jail population.

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 were developed to support these strategies, set the county up well to respond to the pandemic swiftly and effectively, however challenges remain.

Like many jurisdictions, Allegheny County has seen incarceration rates drop for Black individuals, while the racial disparity in the jail population has grown. The county is working with the Burns Institute on strategies to address this disparity, while still working tirelessly to reduce overall incarceration rates.

Lead Agency

Allegheny County Manager’s Office

Contact Information

Molly Morrill
Mmorrill@alleghenycourts.us

Partners

Fifth Judicial District Court Administration, Allegheny County District Attorney's Office, Executive Branch of the County government, including the Jail, the Office of the Public Defender, Allegheny County Adult Probation, and the Department of Human Services

Follow @allegheny_co

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Likely Broad Impact for a U.S. Department of Justice Finding on Incarceration of People with Mental Illness

By: Ira A. Burnim

Courts Jail Populations Mental Health June 29, 2021

A pivotal moment has come in the long and complex effort to reform the U.S. criminal justice system.  The U.S. Department of Justice (DOJ) has directed officials in Alameda County, California, to fundamentally change the way it deals with people with mental illness.

DOJ did so by issuing a formal “letter of findings“, taking the county to task for failing to meet the needs of people with mental illness and entangling them in the criminal justice system. Policy makers and lawyers are watching the situation closely, and the outcome is likely to have an impact far beyond the Bay Area.

The DOJ letter recognizes that people with serious mental illness can live productive lives in our communities. Many of them do so by receiving services funded by the government, such as mental health treatment, peer supports, and housing. Many others, however, do not get the services they need, and those individuals are disproportionately Black, Indigenous, and people of color. Among those who lack services are people commonly called “frequent fliers.” People with mental illness are repeatedly jailed for low-level offenses such as trespassing, shoplifting, and disorderly conduct. Their mental health care consists of visits to emergency rooms and short hospital stays. They typically lack stable housing. They cycle between jails, hospitals, and the streets.

The Cycle as a Single, Failing System of Care

The DOJ letter is a turning point in remedying the cruel trap that this cycle creates, harming people with mental illness, their families, and their communities. The letter recognizes that, as a practical matter, jails, emergency rooms, and hospitals operate as a single, failing system of care. The letter requires the county to abandon that failed system and instead provide community-based treatment and housing to people who cycle in and out of the criminal justice system. It directs the county to deliver evidence-based mental health services, such as mobile crisis teams, assertive community treatment, intensive case management, peer support, supported employment, and supported housing.

DOJ’s letter shows that the political and legal landscape is changing. The letter is a sign of new priorities, reflecting a changed federal approach to criminal justice reform. And it also reflects a renewed federal commitment to civil rights enforcement. Much of the letter is a legal analysis of why Alameda County’s practices violate the Americans with Disabilities Act, a federal statute, enforced by DOJ, prohibiting discrimination against people with disabilities, including people whose disabilities stem from mental illness.

Assuring that people who cycle in and out of jails get the community-based treatment and housing they need is not “pie-in-the-sky.” It is achievable. The expertise exists. The MacArthur Foundation’s Safety and Justice Challenge, which is helping to reduce jail populations across the country, has provided a blueprint.

First, we must identify the individuals who are trapped in the cycle and work with them to identify better ways of providing them services. Second, we must invest in the community-based services we know are effective.

Fortunately, new federal funding is available through President Biden’s new American Rescue Plan. It increases the federal Medicaid contribution for community mental health services, including an 85% federal Medicaid contribution for the cost of mobile crisis teams. It also provides new federal funding for housing.

Funding can come as well from savings generated by reducing jail populations. When people with mental illness receive needed services, far fewer go to jail. Far fewer people in jail should yield substantial cost savings, which can be reallocated to pay for an expansion of community services.

Third, we must shift responsibility from the criminal justice system to the mental health system. It is not acceptable to rely on the criminal justice system to address what is, at its core, a mental health care problem. Moreover, it is dangerous to have police respond when people with mental illness are in crisis or need services. Far too many people have been killed in such encounters. Fully one-quarter of the people killed in police shootings are people with mental illness.

The current system, which takes lives, also exacts an enormous financial cost. We are squandering millions of dollars on maintaining the trap of cycling. For example, it costs Alameda County in the vicinity of $120,000 per person per year for avoidable jail and hospital stays. For substantially less, it could provide an apartment and quality community-based treatment. It may be that Alameda County could fund the reforms sought by DOJ entirely from the money it spends on practices that consign many people with mental illness to repeated and avoidable stints in jail, hospitals, and the streets.

Taking these steps would dramatically improve, indeed transform, the lives of many people with mental illness. It would recognize them as deserving members of our communities with much to contribute. Taking these steps would also promote greater equity in the health care and criminal justice systems, since those who would benefit are disproportionately Black, Indigenous, and people of color.

No one should be caught in a futile system of harm. DOJ has now joined and given a big boost to the effort to dismantle that system and replace it with effective community-based treatment and housing. It will be a long road, but such systemic reform is within our grasp.

Jail Costs Strain Local Budgets Even as Crime Falls

By: Julie Wertheimer

Costs Courts Diversion May 5, 2021

In 2015, the City of Philadelphia—where I led the local Safety and Justice Challenge work through 2019—contemplated replacing a jail that was more than a century old. But following a public outcry against building an expensive new facility, and thanks to concerted efforts by government agencies and community advocates working to reduce the level of incarceration in the city, Philadelphia was able to close the existing jail in 2018 without building a replacement—because the jail population had fallen significantly since historic highs in 2012.

As many cities, counties, and states face significant budget pressures as a result of the pandemic, spending on jails is receiving increased attention. The cost of these facilities has grown 13% over the last decade, despite falling crime and fewer people being admitted to jail. Spending on jails far outpaces many other vital services, such as fire protection, housing and community development, and libraries. About 1 in 17 county dollars nationwide is targeted for incarceration costs, with jails among the top six cost-drivers for the average county.

The Pew Charitable Trusts recently examined expenditure data for all U.S. localities and undertook an analysis of jail costs, primarily from 2007 and 2017, when jail spending could be disaggregated from the relatively small amount of other costs at local jails. We found that local corrections costs rose sixfold between 1977 and 2017, when adjusted for inflation.

These rising jail costs have occurred even though 2 million fewer crimes were reported to law enforcement in 2017 than in 2007. During that same period, jail admissions dropped 19%, from 13.1 million to 10.6 million, while the average daily jail population remained relatively flat, declining only 4%, or by 27,500 people. The gap between the change in admissions and population is because of rising average lengths of stay between 2007 and 2017.

Jail costs can rise for a variety of reasons. Growing populations lead to an increase in variable costs, such as utilities, but jails also carry sizeable fixed costs because of their physical footprint and staffing requirements—regardless of how full a facility may be. Counties with older jails may have to contend with frequent repairs or the prospect of replacing a deteriorating building with a new facility, an expense that can cost hundreds of millions of dollars. And the growing number of people with behavioral health and substance use issues in jails can contribute to escalating health care costs, which can eat up 1 in 3 correctional dollars.

And although people typically equate spending more on jails with safer communities, the numbers do not bear that out. Pew found that increased spending on jails as a percentage of local budgets within a state did not correlate with state crime rates:

A recent Vera Institute report on large city jails showed that safely reducing jail populations can be an effective way for local jurisdictions to curb incarceration costs. Of the jails in the study, almost half of those that cut their population by at least 30% since 2011 were able to decrease their spending. All but one of the jails that increased their population saw increased costs. Philadelphia was one of those cities that decreased its population by 45% and was able to achieve an 18% reduction in jail expenditures. And public officials can expand policies implemented during the pandemic—which have proved effective in safely lowering jail populations—to continue to downsize their jail systems even when COVID-19 is no longer a threat.

The data is clear and suggests a solution that can satisfy those with fiscal and safety concerns alike. By continuing and strengthening efforts to reduce jail populations, policymakers can make more effective use of public safety dollars while keeping communities safe.

­—Julie Wertheimer directs the public safety performance project at The Pew Charitable Trusts.