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Community Policing
Immediate interventions
District based Planning
Community Peace Budget
[Community Initiated Strategies For Violence Prevention]
Proposed by the African American Community Police Relation Board and the African American, Latino, Asian /Pacific Islander Coalition
The Plan's key Action Steps to Impact Violence and Murder
1) Establish Community Policing Unit within SFPD:
The unit will train, certify all police offers in the science technique of community policing.
Develop community driven district policing plans, policies, plans and procedures
2) Enact Immediate violence intervention strategies
Increase the number of community policing trained officers, assign them to beat patrols in high impact areas.
Develop and fund a comprehensive street worker program assign street workers to high impact areas.
Develop and fund a comprehensive re-entry case management counselors for juvenile and adult ex-offenders.
Develop a comprehensive block parents program within public housing.
Develop comprehensive public employees mentor program for high risk youth/adults by providing public employees release time.
Increase number of critical incident response teams to assist individuals/families impacted by violence and murders.
3) Begin Community driven District Based Planning Process
Involve all stakeholders; Consumers, policy makers, public, private, non-profit, faith based providers of services within and between districts in a community driven planning process to:
Create coordinated, integrated district strategies, that makes everyone accountable for the effective use of programs, staffs and funds by public, private and community based service providers to address the crisis of murder, violence and its underlying socio-economic causes for at risk youth/adults. The district based planning process will help guide the development of program and funding strategies in the city's annual budget.
4) Develop a Community Peace Budget component in current city budget planning process.
Hold a series of community driven budget planning workshops as part of the current city's annual budget planning process. Involve residents (particularly from high impact districts) service group clusters from public departments and private, non-profit agencies providing related services ie- public safety, health and human services, economic development/employment to:
Develop a coordinated, integrated cluster group violence prevention strategy that defines the use of programs and funds to address the issues of violence and murder and its underlying causes. Integrate the individual cluster group strategies into a citywide community peace strategy..
Cluster groups should commit to funding the priorities jointly through the overall budgets available to all members of the cluster, and were relevant, between clusters groups The funds to be used by the most effective system (s) of service, public departments, private, non-profit agencies or a blending of these; the Mayor and Board of Supervisors integrate the community peace budget into the annual city budget
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Establish
Community
Policing
Unit
Duties and Responsibilities of the Community Policing & Recruitment Services Unit
The Director of the Community Policing & Recruitment Services Unit, ,will move ahead with the department's new strategy to rebuild trust and communication with the community. His primary role will be to help establish and implement 10 district based community- policing plans that meet the approval of the diverse communities throughout San Francisco. The duties and responsibilities shall include, but not be limited to the following:
The Director of Community Policing acts as the liaison for the Police Department with the Mayors Office of Criminal Justice, the Mayors office of Neighborhood services, the Safety Network Community Partnership for safer neighborhoods, and various public agencies, organizations and associations.
One of the primary roles of the Director is to receive and track the progress of all assessment forms submitted by the Police Department, and by outreach workers of Community Partnership for Safer neighborhoods. Working with the full commitment of the Mayors office, the Chief of Police, and various community participants, the Director will engage the services of those agencies necessary to address community problems.
In order to bring about resolutions to community problems the Director:
Will work in partnership with the Training Division to assist in the development of community policing training curriculum.
Will report directly to the Commander of field operations Bureau.
Will meet with the Chief of Police, the Deputy commander of field operations, and the Director of MOCJ, on a regularly scheduled basis in order to update them on progress being made on community policing initiatives, to seek their input, and to report any concerns or recommendations.
At the request of the Director, the Chief, and the Director of MOCJ will meet to discuss the progress of community policing efforts.
Will attend the Community Partnership for Safer Neighborhoods meetings, and assist the groups to ensure that the needs and concerns of their community are being addressed.
Will attend community based organizations meetings to ensure that the needs and concerns of their community have been addressed and keep the community updated
Will review and evaluate submitted assessment forms, initiate the delivery of services by the agencies deemed necessary to provide long term resolution to the specific problem.
Will work closely with the various community based organizations to ensure that they are meeting specified criteria for community policing and crime prevention and verify that they are assisting in each district based strategy
Will regularly review the status of the assessment forms, which have been assigned to other agencies, to assure every effort is being made to promptly and efficiently provide the services needed to resolve the problem.
Acting as liaison with the commanding officers and community policing lieutenants at district stations, to provide updates on matters submitted, or to obtain additional information to facilitate the needs of cooperating agencies
Will meet with all forty district community policing lieutenants on a regular basis to discuss the success of community policing efforts and initiatives and how they can be improved
Will produce a monthly report identifying the district station, the number assessments forms received, those in progress, and the number closed.
Will send community satisfaction surveys to those individuals, groups, and organizations that have requested assistance through the Community Partnership for Safe Neighborhood Program.
May have offices both in at the Hall of Justice and city Hall, Mayors Office of Criminal Justice.
Will have responsibility for implementing the community policing policies, procedures, programs and training
Will be responsible for reviewing existing departmental documentation (e.g. community policing manuals, bulletins, worksheets, resource cards etc) and make specific recommendations as to what changes and updates are needed to make them more current, relevant, and helpful.
Will work with various entities,both inside and outside the Department, to increase the participation of all communities and non-profit agencies tasked to engage the community.
Will arrange and facilitate quarterly meetings with the district captains the community organizers, and all 40 community policing lieutenants. These meetings will include a member of the SFPD Command Staff (Field operations Bureau) and the Director of the Mayors office of Criminal Justice. These meetings, which will rotate among the various district station community rooms, are intended to serve as a forum to discuss best practices, give district updates, share information and keep everyone engaged and create accountability.
In conjunction with the Chief of Police, and the Director of the Mayors Office of Criminal Justice, will attend weekly meetings with the African American Community Police Relations Board and its coalition and collaborative partners to provide updates. These meetings will be limited to one hour in length and be preceded by a formal written agenda delivered in advance to the meetings. The frequency of these meetings will be adjusted by mutual agreement between the Chief of Police, AACPRB, and MOCJ.
Will participate in district station planning sessions involving the SFPD, community organizers, and the community. The goal of these planning sessions is to build a comprehensive plan which will begin with a framework of 5 issues. These issues are : beat patrol schedule and strategy; public health response in aftermath of violent crime; neighborhood needs assessment; communication protocol; and updated training documents.
Will work with all members of all Bureaus of the Department to develop a process whereby each member, all ranks and Department- wide will participate in training and orientation regarding cultural competence and community policing. Each participant will receive a certificate verifying his or her participation in training. Culturally competent community policing strategies will be incorporated into all activities of the Police Department.
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Initiate
Immediate
Violence
Intervention
Strategies
Immediate Violence Intervention Strategies
1: Homicide, Crime and Violence:
Work with the Community Policing & Recruitment Unit.(CPRU)
The CPRU established by the SFPD, Mayors Office, and the AACPRB, is designed to change the culture of how policing is conducted .CPRU Director Con Johnson, will select, train, supervise and certify peace officers in the principles of community policing. The CPRU officers will be assigned to walk the streets in all high impact areas through out the city. They will work to develop mutual respect and trust between the SFPD and the residents' in the district (s).
The CCC will work directly with the CPRU in developing and providing an array of services they can use as alternatives to incarceration and referrals for general support services residents may need.
Establish community street workers /mobile street patrol:
Place well disciplined and trained street workers, who are familiar with and not afraid of interacting with at risk youth/adults at all hot points in districts. The street workers will be supervised and trained by the Center for Self Improvement and Community Development. The street workers will wear special insignia jackets that identify them.
The Street workers will:
ˇ Be on the streets in high impact areas in the neighborhood, on a twenty four hour rotating basis. Use vans to do a roving street patrol, transport residents to safe areas, CCC services.
ˇ Establish a policy of zero tolerance for violence and homicide, establish and patrol violence free zones.
ˇ Interact with residents, intervene and mediate individual and group conflicts, hold ongoing meetings between rival factions, advocate violence prevention, guide individuals to support services that address the underlying causes of crime and violence.
ˇ Be at targeted school sites, working in coordination with: school staff, school resource officers, truancy programs, and on targeted buses before and after school.
ˇ Go door to door to access youth/family needs and refer them to CCC comprehensive support services.
ˇ Act as role models, mentors, surrogate family for youth/adults who have no or little family support or guidance, teach personal responsibility, discipline, morals, code of ethics, values, and self esteem.
Develop comprehensive re-entry case management counseling system
The re-entry case managers will:
Engage juvenile and adult offenders six months to one year before their release date depending on their sentence, to develop a re-entry strategy and resources that are tailored to the individual needs for successful re-entry
Identify and develop protocols for use of comprehensive network of support services for their clients ie.- counseling, housing, employment
Meet with clients at least once a week
Develop the appropriate protocols/guidelines that would allow ex-offenders to visit, reside in public housing
Provide case management for clients three years after release
Increase Critical Incident Response Teams:
Hire community residents to assist in helping individuals, families impacted by violence and murder.
Use Public Employees as Mentors.
Give public department employees specific hours of release time to work with the outreach workers in mentoring at risk residents.
Request that military personnel in area be given a set number of release hours to mentor at risk residents.
2:1 Disproportionate involvement with the criminal justice system
Develop Public Safety Infrastructure
ˇ The OCP, DA, PD, JPD, SD, MOCJ, SFA,OFJ, OCC and CBO'S should develop a formal coordinated, integrated staffed infrastructure to plan and coordinate the use of programs and funds for crime prevention/intervention/diversion strategies.
Develop protocols
Develop risk assessment criteria, with graduated sanctions, to act as policy guidelines for police officers to divert residents to the CCC support programs instead of the criminal justice system
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Develop basic services
Develop CCC community liaisons at Youth Guidance Center and Hall of Justice to assist clients and their families navigate the system, and provide the court with CCC alternative plans to divert residents from the criminal justice system..
Establish Evening Reporting Center with the capacity to serve residents ( 7days a week) who are eligible to be diverted from detention
.Expand home detention, intensive case management programs (DDAP), electric monitoring services.
Develop comprehensive transitional and integration after care programs for individuals transitioning from Log Cabin, California Youth Authority, County Jail , prison.
2:2 High percentage rate of out of home placement
Increase Family Unification Services
Strengthen comprehensive family reunification programs for males and females to strengthen and keep families together.
Develop/expand comprehensive parenting training/ counseling programs.
Develop alternative family structures for youth- foster care, group homes, mentor families, peer support groups.
Develop corps of block parents who will work with street workers to interact, mentor, teach personal responsibility, discipline, morals, code of ethics, values, and self esteem to children and young adults who live on their block/public housing complexes.
Develop Housing/ Increase Case Management
Develop: Male transitional housing programs, including intensive case management and mental health services.
Develop transitional housing programs for females; address issues of; abuse, pregnancy, trafficking lasting six months to one year. Provide intensive case management and mental health services.
Renovate and develop alternative housing and a wide range of multi-disciplinary support programs for males and females at Log Cabin/Hidden Valley Ranches. To include: A residential education program, vocational training, substance abuse, health, mental health services (residential treatment), leadership development, cultural awareness.
3: Improve Academic Achievement:Develop Education Corps
Develop highly trained/ motivated Education Corp (EC) made up of college, high school students who will act as tutors and mentors to improve the academic and life skills of under achieving students. Special emphasis will be placed on insuring that elementary school students are at the level of profiency they are supposed to be at, as this is an indicator of future academic performance, and middle, high school and individuals out of school.. Concentrate on STAR and County Community Schools.
EC staff will be paid stipends to tutor students during and after school. The SFSU College of Education will train Corp members.
EC staff will wear special insignia jackets and berets that identify them as Corp members.
Mandate Public, Private, Non-profit Agencies Provide On-Site Support for Schools.
The Mayor and District Supervisor should instruct the CCC S public, private, non-profit providers to develop memorandums of understanding with targeted schools to provide multi-service support resources: tutoring, mentoring, health, mental health, counseling, youth leadership development, conflict resolution, anti-truancy, training in morals, ethics, personal responsibility, culturally relevant history, art, music programs.
Use Public Employees as Tutors.
Give staff from public departments a set number of hours per month of release time to provide tutoring and mentoring services to students.
Request military personnel in area be given a set number of hours of release time to act as tutors and mentors in targeted schools.
Involve Culturally Relevant Artists
Involve artists such as JT the Bigga Figga, Ise Lyfe, and groups- Colored Ink, Loco Bloco, Youth Speaks, Straight Forward Club/One Block Movement and other culturally relevant groups in an anti-truancy and achieving educational excellence campaign at targeted schools.
4:1 Employment:
Expand Opportunities
MOCD,PIC and private, non-profit employment agencies within the district should develop a coordinated job development strategy to include: use of reverse phone directory to identify all businesses within districts; campaign to have businesses adopt a neighborhood employment first policy, have businesses define job skills, establish training program with relevant employment agency; tax credits to businesses employing residents.
Expand MYEP and EDEP programs. Place EDD and ATP staff at CRC offices, target all major developments to hire this target population - Shipyard, Laguna Honda, etc.
4:2 Economic Development
Expand Opportunities
§ MOCD MOED/ /RDA, City's and Ethnic Chamber of Commerce's should develop coordinated strategies to: expand opportunities for business ownership; provide training and support services that will assist residents to become entrepreneurs; establish entrepreneurial programs in targeted schools, develop curriculum, and instruct students about how to start and run a business.
Encourage joint ventures:
§ Provide business tax credits and other incentives to encourage established businesses wanting to or doing business in the district to develop joint venture projects with interested district entrepreneurs.
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3]
Develop
Community
Driven
District Based
Planning
Process
Purpose:
To develop a community driven district based strategic planning infrastructure and process that:
Involves all stakeholders; Consumers, policy makers, public, private, non-profit, faith based providers of services.
Creates a coordinated, integrated district strategy for the use of programs, staffs and funds by all providers to address the crisis of murder, violence and its underlying socio-economic causes for at risk youth/adults.
Develops strategies within and between all districts with a focus on the most impacted-5, 6,7,9,10,11.
Planning Principles:
Mandated participation in planning process:
§ All public departments and related private, non-profit and faith based providers of services in the district(s), as a condition of funding, must participate in the strategic planning process and demonstrate how their programs, staff and budgets are integrated into a coherent strategy for their activities.
Integrate organizations, programs, services:
§ Create decentralized district based plan to blend programs, staffs, budgets, and funding strategies of public, private ,non-profit and faith based agencies, providing social and economic activities. Standardize forms, program criteria, evaluation and reporting processes.
Accountability for use of resources/funds:
§ Use monthly, quarterly, and annual performance data, consumer quality questionnaires, and random sample surveys to measure performance in implementing strategic plans.
Ensure sustainability/Most effective service (s) receive funds
The city's general fund and other sources of funding should be available to the most effective system (s) of service, public departments, private, non-profit agencies or a blending of these.
The city should work with the community to develop civil service or prevailing wages classifications for staff of community based agencies providing critically needed services not provided by public agencies..
District Planning Infrastructure:
The proposed committee infrastructure integrates the numerous disconnected planning activities of all stakeholder groups into a seamless process that coordinates planning of programs/ budgets and delivery of services, sharing of information within and between policy makers/government, systems that provide services and the consumers they serve, and emphasizes participation and leadership of the recipient of services in the planning process.. The District Supervisor and staff should sponsor/ participate in and use the planning process as a basis for recommending programs and funds for the district.
Staffing:
The Mayors Office of Neighborhood Services (MONS) along with designated planners from existing public, private, community based agencies, supplemented by public policy masters candidates from UC and SFSU, will help staff the district planning process under the direction of the district planning committee(s).
District strategic planning committees:
A district strategic planning committee will be formed to develop strategic plans for the district. The committee will be co-chaired by a consumer and provider of services. The committees will include representatives from all stakeholders groups: Consumers, youth, parents, labor, civic organizations, public, private, non-profit and faith based providers of services,
The committees will:
§ Act as the central clearinghouse for all public, private, community based planning activities
Identify: Type of services needed by residents at various stages of risk; existing public, private, nonprofit programs and funds in the district; additional programs and funds needed to address the crisis.
§ Analyze the effectiveness of existing legislation, policies, plans, programs and use of funds by all providers of services
§ Use the analysis to set priorities and develop strategic plans, for the use of programs and funds for the district.
§ Monitor the implementation of strategic plans and use of funds
§ Use the strategic plans as the foundation for developing district budget
The district committees will use the following bodies to assist in developing strategic plans
Provider cluster groups :
Public departments, related private, non-profit and faith based agencies providing the same types of services will form provider cluster groups to develop integrated strategic cluster plans for the use of funds and programs for their activity ie health, public safety education- within districts. Each cluster should develop priorities for programs and funding, all members of the cluster public, private, community based agencies should be committed to ensuring that the priorities are funded jointly through the overall budgets available to all members of the cluster, and were relevant between clusters. The cluster budget should be included in the city's annual budget, designated as a community peace budge to address issues of crime and violence.
Subject area Focus groups :
§ The district strategic planning committees will form focus groups that address specific subject areas health/public safety employment etc. The groups will be made up all stakeholders and be chaired by a consumer and the primary providers of services for that activity.
Organizational Infrastructure to Implement Strategic Plans:
Establish an official district Continuum of Care Consortium (CCC) involving public, private, non-profit providers of services. The CCC will coordinate and integrate implementation strategies, developed by the planning committees, to address the social and economic issues of residents in the district. The CCC will provide intake, assessment, direct and referral services to a broad network of support programs. A district computerized Citi-Stat System will be established to continuously track and link all programs, funds and measure performance/accountability in meeting proposed strategies.
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Develop
A
Community Peace Budget
Community Peace Budget [Creating accountability in developing the city's annual budget]
San Francisco must develop, in the current city budget planning process, an analysis and accounting of the use of existing programs and funds by public, private, non-profit agencies. In order to ensure sustainability, the discussion of all funding initiatives should be guided by this analysis.
Proposed Budget Planning Process
Utilization of Provider Cluster Groups:
Public departments, related private, non-profit and faith based agencies providing the same type of services, provider cluster groups, should meet and develop integrated plans for the use of funds and programs for their respective activity health and human services, public safety, housing, employment, economic development.
Budget Planning Meetings:
A series of community driven, district based budget planning workshops should be held co-sponsored by community based non-profit and public sector clusters to develop a coordinated, integrated budget plan that addresses the issues of violence and it's social and economic causes.
District based non-profit and public sector agencies should come to the workshops with a profile of existing priorities and programs, and the revenue streams they use for funding.
Budget Planning Objectives:
Establish overall integrated public, non-profit cluster strategies.
Define how the use of existing programs, funds and staff can be better coordinated and integrated within and between cluster activities to implement strategies.
Identify if there is a need and source of revenue for additional programs and funds.
§ Define how the proposed strategies can be funded jointly through the overall
budgets available to all members of the cluster, and were relevant, between
cluster groups.
§ Integrate the individual cluster group strategies into a citywide budget plan.
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Ensure funds are allocated to the most effective system (s) of service, public departments, private, non-profit agencies or a blending of these.
African American Police Community Relations Board (AAPCRB) Proposal - 2/04
Adopted by Juvenile Probation Commission 6//04
AAPCRB Chairperson Min .Christopher Muhammad
Liaison- Jim_queen@msn.com (415) 515-9987
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