Community Initiated Justice Strategies
District Based Planning
December 12, 2005
Adopted by the San Francisco Juvenile Probation Commission
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.
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
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
District Supervisor and staff should sponsor/participate in and
use the planning process as a basis for recommending programs
and funds for the district.
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 cochaired
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
§ 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
§ Use the strategic plans as the foundation for developing
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
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.
One Stop Resource Center(s)
Establish accessible, one stop Community Resource Center(s).
(CRC'S) - staffed by public, private and community based agencies
(JPD,DPH,HSA, SFPD, SFUSD, SFHA, CBOs ). The CRC will provide
intake, assessment, direct and referral services to a broad network
of CCC programs. A district computerized Citi-Stat System will
be established to continuously track and link all programs, funds
and measure performance/accountability in meeting
Key Programmatic Strategies
1: Homicide, Crime and Violence:
Work with the Office of Community Policing (OCP)
n The Office of Community Policing established through a MOU between
the SFPD, Mayors Office, and the AACPRB, is designed to change
the culture of how policing is conducted. OCP Director Con Johnson,
will select, train, supervise and certify peace officers in the
principles of community policing. The OCP 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 OCP and the residents' in the district (s).
- The CCC will work directly with the OCP 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
The Street workers will:
- 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.
- Establish a policy of zero tolerance for violence and homicide,
establish and patrol violence free zones.
- Interact with residents, intervene and mediate individual and
group conflicts, hold ongoing meetings between rival factions,
advocate violence prevention, guide individuals to alternatives
to anti-social behavior
- Be at targeted school sites, working in coordination with:
school staff, school resource officers, truancy programs, and
on targeted buses before and after school.
- Go door to door to access youth/family needs and refer them
to CRC and CCC comprehensive support services.
- 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
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
Develop criminal justice infrastructure
- The OCP, DA, PD, JPD, SD, MOCJ, SFA,OFJ, OCC and CCC should
develop a formal coordinated, integrated staffed infrastructure
to plan and coordinate crime prevention/intervention/diversion
-- Develop risk assessment criteria, with graduated sanctions,
to act as policy guidelines for police officers to divertresidents
to the CRC and CCC support programs instead of the criminal justice
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 at CRC with the capacity
to serve residents ( 7days a week) who are eligible to be diverted
n Expand home detention, intensive case management programs (DDAP),
electric monitoring services.
n 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
-- Develop/expand comprehensive parenting training/ counseling
-- 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
Develop Housing/ Increase Case Management
- Develop: Male transitional housing programs, including intensive
case management and mental health services; Develop transitional
housing program for females and pregnant parenting program each
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,
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 proffiency 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
Involve Culturally Relevant Artists
--Involve artists such as JT the Bigga Figga , Loco Bloco, Youth
Speaks, and other culturally relevant groups in an antitruancy
and achieving educational excellence campaign at targeted schools.
- 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.
n 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
-- 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.
African American Police Community Relations Board (AAPCRB) Proposal
- 2/04 Adopted by Juvenile Probation Commission 6//04 AAPCRB Contact-