HomeMy WebLinkAbout06/05/2018 12 Governor's Gang Proviso DiscussionBUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDASTATEMENT
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Item No. 12.
For Meeting of: June 5, 2018
ITEM TITLE: Discussion regarding next steps on Governor's Gang Proviso
SUBMITTED BY: Cliff Moore, City Manager
SUMMARY EXPLANATION:
City staff seeks Council guidance on next steps for operationalizing plans for the $150,000
proviso. Assistant City Manager Ana Cortez presented a general outline in an email to Council on
May 24, 2018 (see attached).
ITEM BUDGETED:
STRATEGIC PRIORITY:
APPROVED FOR
SUBMITTAL:
City Manager
STAFF RECOMMENDATION:
BOARD/COMMITTEE RECOMMENDATION:
ATTACHMENTS:
Description Upload Date
0 May 24 outline 5/30/2018
0 gang prevention memo 5/29/2018
Type
Coker Memo
Coker Memo
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From: Cortez, Ana
Sent: Thursday, May 24, 2018 5:30 PM
To: All City Council
Cc: Moore, Cliff
Subject: Governor's Funding: Anti -gang Initiative
Dear Council, the City Manager's Office wanted to give give you an update on the "Proviso" funding. This information
was presented to the Public Safety Committee today.
Under the guidance of the City of Yakima PubIic Safety Committee, staff developed a safety plan that connects
three areas of priority for the City: youth, domestic and neighborhood safety. The original purpose of this plan
was to guide the work and funding of anti -gang activities. However, we quickly discovered that we needed to
broaden the focus and that we could not engage in a youth/gang discussion without also addressing general
safety and domestic violence.
On January 30, 2018, staff presented the first draft of Vision 2025 to the Public Safety Committee. On February
1, 2018, staff presented a second draft to the full Council at its briefing session. The second draft was also
presented to a group of community-based organizations on February 21, 2018. The foliowing agencies attended
the convening or provided input for the third draft:
• Yakima County
United Way
�
Yakima Housing Authority
• Rodshouse
La Casa Hogar
�
Safe Yakima
�
People for People
Comprehensive Healthcare/Aspen Victim Advocacy Services
�
YWCA
Catholic Charities
These partners gave tremendous direction and perspective, which staff incorporated in the third draft of the
plan. Council adopted the Comprehensive Community Safety Plan — Vision 2025 on March 6, 2018. This plan
includes a discussion on the operational model that would be used for changing negative outcomes among some
youth.
Currently, the City is finalizing its application to the Department of Commerce for $150,000 from July 1, 2018 -
June 30, 3019. These funds will be used to develop Yakima'violence prevention program.
Now is the Time (NITT) seeks to leverage existing and yet to be identified resources and to increase the capacity
of our local network of providers by assigning the City the role of convener and capacity builder. NITT is a pilot
program that develops, connects and supports a network of local, regional and statewide partners that have
proven records of reducing gang involvement. NITT builds directly from the Gang Reduction Initiative of Denver
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(GRID) Program in its structure and operational model. NITT, as GRID, uses the foliowing fundamental program
components:
a. Governance
ww Steering Committee composed of subject matter experts from relevant sectors including:
�
Family support and Case management
� Mental Health and PubIic Health
• Independent Living SkiIIs
°e
Employment Training and Retention
�
School District and education
�
Probation and Police
�
Faith and Youth Development
b. Roles and Responsibilities
w City of Yakima: Convener
• Community Based organizations: Steering
• Lead Agency (Community based): Lead/Coordinator
� University Partners: Capacity Building
• Community/public and faith partners: Services provision, family support, prevention,
intervention, suppression
• Public and mental health partners: services provision
• Schools/Community partners: prevention
�
Resource development/sustainability: Coordinator
�
Consultant: Coordinator
00DP outlines a series of Best Practices for
planning and implementation of gang models;
the Department of Commerce expects that City
to follow OJJDP's GRID we outline these practices
and indicate how Yakima is emulating the
practice.
• Steering Committee- Creation of a group
formed by cross section of subject matter
experts.
• Lead Agency- Selection of a community
based organizations to act as Iead.
• Coordinator- Selection of a contracted
coordinator with explicit sustainability goals.
Network Development- Connecting existing
resources instead of re -inventing wheels.
Assessing Gang problem- Steering Committee and Coordinator are responsible for this task.
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Key Next Steps
In June/July, the City will contract a Coordinator. This position will eventually be housed at the Lead Agency.
However, for the first 12 months, the position will reside within the City on a contract basis. The job description
is included below.
Staffwill engage in a procurement process as directed by city policy. Any contracts for NITTthat exceed $50,000
will need Council authorization; contracts below that amount fall under the purview of the City Manager.
No general funds allocations will be used to cover expenses related to this contract.
REDUCING GANG VIOLENCE IN YAKIMA
NOW IS THE TIME
Beginning in July 2028, supported by a one-time, one-year budget proviso, the City of Yakima will be developing
a framework for an on-going effort to reduce gang violence in our community. The funding will enable the City
bring on a contractor to coordinate a comprehensive partnership of community, public, private and faith based
organizations. Together we hope to prevent gang involvement among a target sector of our youth population
and to help a separate cohort of gang affiliated youth dis-engage from involvement. Specifically, efforts will
target youth in the 6th grade and their families. We also expect to work with a number of youth who are currently
incarcerated.
The, selected contractor will support a network/coalition of organizations from criminal justice, case
management, youth development, faith, mental health, public health, and others. Primary goals of this effort
will include convening and coordinating the efforts of partners and enhancing the capacity of these partners to
serve our community. In addition, a key focus of this contract will be to identify and apply for on-going
additional funding to continue the effort.
The ideal person for this position will have a history of:
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Proven fund development expertise (40%)
Capacity Building (20%)
Program design (10%)
Program coordination (3096)
Program evaluation (1O%)
The ideal candidate will work behind the scenes, ensuring the network of providers succeeds. The ideal
candidate will aggressively pursue funding to support the network of providers and fund his/her own position
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beginning month 13.
Purpose. To coordinate efforts, support networks of providers and develop organizational capacity of partners.
Required Skills: Fund development, program design, provision of technical assistance and grant administration.
The ability to speak and conduct business in Spanish is highly desired.
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Compensation: Contractor will be issued a 12 -month contract. Hourly rate will depend on qualifications, but
will fall within a range of $30.00 to $38.0O per hour. The person selected for this effort will need to meet
insurance requirements for professional services required by the City of Yakima.
Duties
Coordination
Serve as connector between community and faith based partners 50 that target population accesses services
and activities already provided by these partners. Ensure that all MOU's, workplans, communication protocols
and policies are in place to provide seamless services to target populations.
Fund Raising/Grant Applications
A mjor component of this work will be to identify ongoing mjor funding streams to support the continuation
ofthese efforts.
Support
Assist partners with program design, communication, policy development, evaluation and documentation
support to collect successes and challenges.
acity Building
Convene and coordinate technical assistance providers (evaluation, policy, media, program development) to
improve capacity of partners.
For more information contact Ana Cortez, Assistant City Manager, (509)406-3906
If you have questions, do not hesitate to ask.
ANA CORTEZ-STEINER
Assistant City Manager
City of Yakima
129 N. Second Street
Yakima WA 98901
(509) 575-6040
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MEMORANDUM
To: Honorable Mayor Coffey and Members of the Yakima City Council
From: Ana Cortez, Assistant City Manager
Date: June 5, 2018
Subj: Department of Commerce Funding for Gang Prevention Program/ Now is the Time
Council Review
Under the guidance of the City of Yakima Public Safety Committee, staff developed a safety plan
that connects three areas of priority for the City: youth, domestic and neighborhood safety. The
original purpose of this plan was to guide the work and funding of anti -gang activities. However,
we quickly discovered that we needed to broaden the focus and that we could not engage in a
youth/gang discussion without also addressing general safety and domestic violence.
On January 30, 2018, staff presented the first draft of Vision 2025 to the Public Safety Committee.
On February 1, 2018, staff presented a second draft to the full Council at its briefing session. The
second draft was also presented to a group of community-based organizations on February 21,
2018.
These partners gave tremendous direction and perspective, which staff incorporated in the third
draft of the plan. Council adopted the Comprehensive Community Safety Plan — Vision 2025 on
March 6, 2018. This plan includes a discussion on the operational model that would be used for
changing negative outcomes among some youth- attached.
Governor's Proviso.
The Governor's Office included $150,000 in the 2017 budget. Below we include the specific
reference:
2017-2019 — State of Washington Supplemental Operating Budget -
Yakima Gang Prevention Pilot Program. ESSB 6032 — Page 43
$150,000 of the general fund state appropriation for fiscal year 2019
is provided solely for a grant to the city of Yakima to establish a
gang prevention pilot program. The pilot program shall have the
goal of creating a sustainable organized response to gang activity
utilizing evidence -based resources.
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The Governor's Office made two important clarifications:
1- The funding is $150,000 for one year, beginning July 1, 2018.
2- The funding is for implementation of an anti -gang program that emulates OJJDP's Gant
Reduction Initiative of Denver.
Currently, the City is finalizing its application to the Department of Commerce for $150,000 from
July 1, 2018 -June 30, 2019- attached. These funds will be used to develop Yakima's Now is the
Time violence prevention program. Now is the Time (NITT) seeks to leverage existing and yet to
be identified resources and to increase the capacity of our local network of providers by assigning
the City the role of convener and capacity builder.
NITT is a pilot program that develops, connects and supports a network of local, regional and
statewide partners that have proven records of reducing gang involvement. NITT builds directly
from the Gang Reduction Initiative of Denver (GRID) Program in its structure and operational
model. OJJDP outlines a series of Best Practices for planning and implementation of gang models;
the Department of Commerce expects that City to follow OJJDP's GRID we outline these practices
and indicate how Yakima is emulating the practice.
• Steering Committee- Creation of a group formed by cross section of subject matter
experts. "In virtually every demonstration of OJJDP's Comprehensive Gant Model,
the effectiveness of its steering committee has been crucial in determining the
success or failure of the community in implementing a comprehensive approach."
(Page 6- U.S. Department of Justice. Best Practices to Address Community Gang
Problems).
• Lead Agency- Selection of an organization to provide an administrative framework
to facilitate the work. See page 8- U.S. Department of Justice. Best Practices to
Address Community Gang Problems for comparison on types of lead agencies.
• Coordinator- Selection of a contracted coordinator with explicit sustainability
goals. This position will also have the following responsibilities: Criminal justice
system understanding, data collection and analysis, goal development, public
speaking, fund development, budget management, people skills, meeting
facilitation, negotiations, understanding of risk factors and supervision. (Page 10 -
U.S. Department ofJustice. Best Practices to Address Community Gang Problems).
• Network Development- Connecting existing resources instead of re -inventing
wheels; developing contract protocols, policies, personnel, training, referral
process, form creation, and job descriptions. (Page 16- U.S. Department ofJustice.
Best Practices to Address Community Gang Problems).
• Assessing Gang problem- Steering Committee and Coordinator are responsible for
synthesizing data and formulating strategic direction. (Page 14- U.S. Department
of Justice. Best Practices to Address Community Gang Problems).
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The Department of Justice's Best Practices to Address Community Gang Problems can be found
at: https://www.ncirs.gov/pdffilesl/oiidp/231200.pdf and parts are included as attachments.
Key Next Steps
In June, the City will contract a Coordinator. This position will eventually be housed at the Lead
Agency. However, for the first 12 months, the position will reside within the City on a contract
basis. A draft job description is attached.
Staff will engage in a procurement process as directed by city policy. Any contracts for NITT that
exceed $50,000 will need Council authorization; contracts below that amount fall under the
purview of the City Manager.
Impact on General Fund
This program will not demand resources from the General Fund. The proposed budget is
attached. 100% of funds needed to start up the project are from the Department of
Commerce. The grant allocates $15,000 for administrative support (revenue to City).
Attachments:
1- Vision 2025. Excerpt.
2- Department of Commerce Application.
3- Department of Justice's Best Practices to Address Community Gang Problems. Excerpt.
4- Draft Job Description.
5- Proposed 2018 Budget.
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ATTACHMENT 1
FROM THE COMMUNITY HEALTH AND SAFETY PLAN — VISION 2025
I. TWO YEAR OPERATIONAL MODELS: YOUTH AND DOMESTIC
HEALTH
We have learned lessons from the GFI and from the fields of gang prevention, youth
development and domestic violence about effective organizational models to implement
violence prevention initiatives. In this section, we outline the option of adopting a model used
by the U.S. Department of Justice and other violence prevention initiatives such as the Wellness
Foundation's Violence Prevention Initiative.
Suppression
Intervention
Steering
Cmt/Commission
Lead
Agency-
Coordinator
gency-
Coordinator
In the latter, youth violence was addressed using a
public health framework in
which prevention as the key
to healthy communities and
that gang violence, like
disease, has to be
addressed regionally.
Capacity
Building
Prevention
an essential function of the lead so
Evaluator
+ Media
It calls for a centralized lead
agency (governmental or
community based) that is
guided by a steering or
advisory committee. The
effort's lead is accountable
to the steering committee
and serves as the connector
of resources needed to
implement the activities in
the table. The lead
oversees an inventory of
resources and community
assets. This person acts as a
connector and broker of
human, social and financial
capital. Securing capital for
long term sustainability is
that this position is less of a program implementer and more
of a development officer/fundraiser.
It is important to recognize non -program partners that are essential for long term sustainability under
this model:
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• Capacity Building- These partners will work with all services providers to identify
evidence -based approaches for service delivery and program design. They will also
work with governance bodies of various organizations to increase their effectiveness in
long-term sustainability and resource development.
• Media Relations/Access- These partners will work with services providers to educate the
public and policy makers. They will build the capacity of all those involved in violence
prevention to effect public perception and public opinion.
• Evaluators- Finally, these partners will evaluate the effectiveness of programming and
will track performance measures and indicators.
• Multidisciplinary Intervention Team approach- services providers will be linked and
provide wrap around services that are evidenced based and specific in their targets.
• 211. This model acknowledges the importance of working with the current 211
structure and avoid duplication.
It is equally important to recognize the value of the steering committee membership. One option that
should be carefully considered is the selection of a cross disciplinary steering committee to guide,
monitor, modify and promote programming. The steering committee may include representatives from
the following sectors:
• Those impacted by youth, family and neighborhood violence
• Police Department
• Sheriff Department
• District Attorney's Office
• Department of Corrections
• Adult and Juvenile Probation
• Community based organizations
• Human Services
• Faith based
• School District
• City
• Civic organizations
• Workforce development
• County Public Health
Selection of a lead agency that is either faith based, community based or school based and that will be
accountable to the steering committee should also considered. This agency will be the main
administrator and connector of all the activities and services. One of the most important functions of
the lead agency's governance body will be resource development. It is imperative that lead agencies
understand that municipal resources are limited and should be used mostly for leveraging other funds.
Examples of organizations that can serve in this capacity include:
• Schools
• Hospitals
• Faith based organizations
• Non -profits
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• Community Foundations
• Public-private partnerships
• Community Action Groups
Under this model, the lead agency hires a coordinator and is directed by a steering committee. The lead
agency enters into formal partnerships (MOU's) with community and faith based organizations with
proven history of working with the target populations and their families; these partners must document
that their approaches are evidenced based.
The GFI Retrospective report indicates that two key alliances were desirable but unattained at the time
of the GFI implementation. Partnerships and key leadership roles for the United Way and for the
Yakima Valley Community Foundation are highlighted as highly desirable.
The University of Washington Gang Prevention & Intervention Project: Final Evaluation Report of 2013
includes five recommendations that are relevant to this plan:
1. Future funding initiatives should require the adoption of the OJJDP Comprehensive Gang Model.
2. MOU's with service providers should include definitive language related to the agency's role and
responsibilities specifically regarding the types of program youth to be served e.g., gang
involvement, level and dosage of prevention and or intervention services, and requirements for
data collection.
3. To increase the likelihood of youth achieving targeted youth centered outcomes, service
providers should implement evidence based programs designed for youth of focus e.g., gang
involvement or high risk.
4. Data on program performance should be monitored by the Project Coordinator as well as the
Project Evaluator, to assess how well prevention and intervention services are working for
individuals youth, to problem solve issues related to service barriers and ensure that service
providers are meeting contracted deliverables.
5. Finally, as projects are required to implement the OJJDP CGM, the evaluation, too, should follow
the recommended data collection process including the collection of gang related crime data,
individual client data, key agency participation data (process and outcome) and community
perception data.
Recommendations 1, 2, 3, 4 and 5 are incorporated in the business model proposed in this section. As
far as lessons learned from previous gang initiatives, the lead agency will have to be ready to:
1- Enter into contracts within one week of the initiative's official start date.
2- Give potential partners a list of competencies that will be needed to participate in initiative.
3- Ensure that partners have all key program components in place prior to formally requesting to
enter into the initiative
4- Mobilize staff to go to target households to secure parental consent- we can't wait to parents to
get around giving consent.
5- Execute the initiative in a 2 to 2.5 years program period with proper start up, execution,
evaluation and documentation phases.
6- Build capacity of potential partners ahead of the start up phase
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ATTACHMNET 2- APPLICATION TO DEPARTMENT OF COMMERCE
Gang Prevention Pilot Program
BIENNIUM 2017-19 (Second Fiscal Year) Grant Application (July 1, 2018 — June
30, 2019)
The Gang Prevention Pilot Program is a grant program intended to establish a pilot program with the
goal of creating a sustainable organized response to gang activity utilizing evidence -based resources.
A complete grant application packet is required before your contract can be prepared. This includes the
application form and the following attachments:
• Gang Prevention Pilot Program Activities 2017-2019 Biennial Budget Form
Contract Information
1. Name of Organization:
2. Address:
3. Contact name, title, phone number, and email address:
4. Fiscal Year End Date:
5. Statewide Vender Number (SWV):
6. Service Area (County) for Activities Funded through this Proposal:
Community Strategy
The City of Yakima Gang Prevention Pilot Program should be a program that increases collaboration with
community and state organizations and maximizes community resources develop a response to gang
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and group violence based on the identified causes of the violence. An example of one approach to this
program is the Gang Reduction Initiative of Denver (GRID) Program. Detail the ways in which your
program follows the program guidelines for the GRID Program by answering the following questions:
1. The pilot program should work to develop and support a network of partner agencies and programs
to provide effective and efficient prevention, and intervention strategies focused on youth or young
adults in gang or group activities with the goal of reducing gang -related violence. What is the
strategy that will used to implement these program goals?
2. Conducting a comprehensive assessment of the community's gang program is the foundation for
planning and implementing a comprehensive response. What has been done, or is planned, to help
determine types and levels of gang activity, gang crime patterns, community perceptions and
service gaps, and target population?
3. If the target population has been identified, provide information below as to the populations that
have been identified as being most severely impacted and/or most at risk included in the strategy.
4. The pilot program should seek to support a network of partner agencies that can provide effective
and efficient strategies that collectively strengthen families, and communities. Provide the names
and organizations you are collaborating with to create strategies that strengthen families and
communities. Attach or provide information below.
5. The pilot program should seek to create and support criminal justice partnerships to effectively
address violent gang activity in the community. Provide the names and organizations you are
collaborating with to create, and support criminal justice activities in your community. Attach or
provide information below.
6. The pilot program should be based on the Office of Juvenile Justice and Delinquency Prevention
Comprehensive Gang Model. Please identify the strategies and best practices, in addition to those
above, you will be using to develop, and implement your response.
Existing Efforts
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1. Identify all resources that will be used, or have already been used, to carry out specific activities
identified in the strategy outlined above. Resources can include financial (both public and private
sources) and other measureable commitments of support including in-kind, donated goods and
services, etc.
2. Explain how the strategy involves and builds on existing efforts of local organizations or coalitions
that are already carrying out community efforts against gang activity.
Complete the following information for each activity that will be funded through this proposal.
1. Provide an activity title.
2. Provide a brief overview of the activity. Make sure and include the specific objective(s) that link this
activity with the community strategy.
3. Provide specific details of the activity (who, what, where, when, and how) and the plan for
implementation. Attach or provide information below.
4. Explain why the requested funds are necessary to effectively carry out this activity.
5. In addition to these funds, are there other resources being used for this activity? If yes, provide
details below.
6. We understand that grant funds used for this activity are not intended to replace activity funding
already in place. (Indicate agreement)
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7. Please indicate that the program will be able to be sustained after the grant period ends. Please
provide details of how you will keep the program viable after the grant period.
8. What are the measurable results you expect to achieve from this activity and how will the activity be
evaluated?
on c Signature
Please accept this proposal on behalf of our organization.
Authorized Signature (can be typed):
Title:
Date:
Return completed application packet and attachments to:
Mary Baldwin
mary.baldwin@commerce.wa.gov
360-725-2890
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ATTACHMENT 3- DEPARTMENT OF JUSTICE'S BEST PRACTICES TO ADDRESS COMMUNITY
GANG PROBLEMS.
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U.S. Department of Justice
(Mice ul .1uslicc Programs
ru kT rulirni
Convening a Steering Committee
How a community begins to address gang problems dif-
fers depending on the event or events that draw public
attention to the issue. In some cases, a high-profile, often
tragic event occurs that galvanizes the community and
stimulates mobilization to address gangs. In other cases, a
groundswell of public support to deal with gangs builds
more gradually and Iacks or,Iy an individual or agency to
serve as a catalyst. At some point, key agencies and com-
munity leaders begin to openly discuss and address gang
issues. At that point, a standing task force, committee, or
organizational structure (henceforth referred to as the
steering committee) should be convened and begin to
work on next steps. Ideally, this group oversees an assess-
mentofthe|oca|gangprob|emond'u,ingdataobtained
through the assessment, develops strategies to combat it.
In virtually every demonstration of OJJDP's Comprehen-
sivesive Gang Model, the effectiveness of its steering commit-
tee has been crucial in determining the success or failure
of the community in implementing a comprehensive
approach.
Core Strategy: Community Mobilization
Critical Elements
• Local citizens, induding youth, community groups, and �
agencies, are involved, and programs and functions of
staif within and across agencies are coordiriated.
• A steering committee is available to initiate the project
by involving representatives of key organizations and
the community and to guide it over time by responding
to barriers to implementation, developing sound policy,
lending support to the project where and when appro-
priate, and taking general ownership of the commu- •
nitywide response.
To be effecive the steering committee should:
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Include, at a minimum, representation from the
foliowing groups: Iaw enforcement, corrections,
probation/parole (juvenile and adult), schools, social
services agencies, local units ofgovernment, faith -
based o»ganizations,re|/giousinstitudons,emp|oy'
ment programs, and community residents.
Make and oversee policy for the project.
Oversee and provide general direction to the agencies
collaborating in conducting an assessment of the gang
problem and planning/implementing the project.
The membership of the steering committee is an essential
element in determining program success. Steering com-
mittees with well-respected leaders (chairs or cochairs)
who have a reputation for problem -solving and objectiv-
ity have proven most successful.
Best results have been obtained when the steering com-
mittee mixes two groups:
• Individuals from upper-level management inkey part-
nering agendn,whooanefhectorganizato"a|change
within their own agencies.
The also is charged with creating
and maintaining interagency and community relation
ships that facilitate program development. For example
the btee could create coordinated outreach and
law enforcement policies and practices and facilitate
the development of community groups such as block
watches, neighbors/mothers against gangs, or other
community alliances and coalitions.
The program is supported and sustained across all levels
(top, intermediate, and street/line) of the criminal and
juvenile justice systems, schools, community-based and
grassroots organizations, and government.
6 4 Best Practices To Address Community Gang Problems: 0.11DP's Comprehensive Gang Model
13
Z Individuals with influence within the community, in-
cluding msidents,andrepnsentatiwsofg/asaro«ts
community groups, neighborhood associations, reli-
gious organizations,andadvocacygnoups.
Steering committeehave been most successful when
they have established a formal structure, such as
adoption of bylaws describing how the committee would
function. Using an approach such as Robert's Rules of Or-
der provides a way to consider opposing opinions and
can assist the committee in reaching consensus on dif-
ficult issues. Execution of memorandums of understand-
ing (MOUs) among key agencies commits them to
assessment tasks and Iong-term roles in implementing
comprehensive strategies to address identified gang
g
stra ship ajar e
f rrne an hg- tat)
Administering the Program
Selecting the appropriate lead agericy and program direc-
tortor are crucial steps in ensuring program success.
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Lead Agency
Unlike other initiativesthe lead agency inthese multidis-
ciplinary pnugramsdoe»notaoumeoontro|oftheinitia'
initia-
tive, but instead provides an administrative framework to
facilitate the work of the intervention team and the
steering committee. A wide variety of agency types have
led these initiatives. No matter which agency assumes
primary responsibility for this initiative, its credibility and
influence within the community are directly correlated to
the success of planning and implementation activities.
The lead agency has a number of important
Providing a secure location to house client intake in'
formation' consent forms, and intervention plans.
A Tracking the activities of the partnering agencies,
M Coordinating the activities and meetings of the inter-
vention team and the steering committee.
Providing an administrative frameworfor hiring staff,
if necessary.
111 Administering funds and grant contracts as directed by
the steering committee.
As set forth in table 1, experience has shown that each
type of agency has its advantages and disadvantages.
Each community has varying needs based on existing
community dynamics (e.g., local politics, existing collabo-
anions,agende'managementcapachies,andtholoca-
tion of the target area), which will inevitably influence
the selection of the Iead agency for the program.
Lead agencies will incur significant costs when building
and administering the multiagency infrastructure of the
program. These costs are closely associated with the
gang coordinator's position. |nO]]DPtGRP demonstra'
tion, approximately $150,000 was budgeted for the posi-
tionandneceoarysupport.A|thoughnnsiteuseda||of
those funds in any given year, the value of a full-time
employee's ability to focus partners on the message,
Best Practices for Planning and Implementing the Comprehensive Gang Model 7
14
-���
TABLE 1: Lead Agency Advantages/Disadvantages: Program Implementation Characteristics
Prosecutors
and Other
Criminal
Justice
Entities
City
Government
School
Districts
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Law enforcement involved in planning and
implementation
• Processes in place for crime and gang
information sharing
• Greater access to daily updates regarding
criminal activity
Access to financial and business management
support
• Community members may not understand the
role of program personnel
• It may be difficult to overcome distrust between
outreach workers and law enforcement, resulting
in obstacles to information sharing
• Able to leverage the participation of law
enforcement agencies
• Access to police incident reports and law
enforcement data
• Access to financial and business management
support
• Access to key personnel in city departments and
elected officials
• Access to sensitive data from law enforcement
• Credibility and buy -in from city agencies
• Access to financial and business management
support
• Ability to set policy for key agencies
• Buy -in from school administrators to ensure
local school participation in the intervention
team
Access to educational data
• Large enough to absorb the program once other
funds are spent
Access to financial and business management
support
Local
Service
Providers
State
Agencies
Working knowledge of the target area
• Experience with community planning
and action
• Resources and credibility
Expertise in grant management and
administration
• Access to financial and business
management support
• They may be perceived as interested only in
prosecuting/incarcerating gang members
• They may not have a strong connection to the
target community
• There may be historic distrust between criminal
justice entities and service providers
• Shifts in political leadership can destabilize the
program
• City policies and/or budget constraints may
make it difficult to hire personnel
• They may be unwilling to provide services to
youth not enrolled in school
• Decisionmaking may be bogged down by
district policies
• Hiring policies may make it difficult for school
districts to employ outreach workers
• Agencies may lack experience in working with
gang -involved clients
• Gang programming may not be given a priority
• They lack administrative structure to manage
funds/grants
• The lead agency may be located well away
from the actual program activities
• State agencies may often be perceived as
outsiders without a strong connection to the
target community
• They have less awareness of local politics and
historical issues
8 ., Best Practices To Address Community Gang Problems: OJJDP's Comprehensive Gang Model
15
The
ansive
Richmond, Virginia
The Richmond project (Gang Reduction and Intervention
Program [GRIP]) target area consists of two police re-
porting sectors in south Richmond. The target area is a
suburban -type community of single-family homes and
apartments. The area 5 transitioning from a middle-class
to a working-class population, with an increase in Hispanic
residents. Traditional "homegrown" African-American
gangs also reside in the area. Law enforcement reported
representation and activity by members of Hispanic gangs
with roots in the western United States and Central Ameri-
ca. Law enforcement is
meh'cu.Lawpnforamontis concerned about gang crime and
delinquency directed against Hispanic workers in the area,
who are often reluctant to report crimes. The traditional
African-American gangs are the prevalent gang presence
in membership and activity.
Prevention activities are aimed at the broad population of
families and youth who are at risk of becoming involved in
gang and delinquent activity. Prevention activities include:
• One -Stop Resource Center—an information and referral
case management entry point to prevention services.
• Prenatal and infancy support.
• English as a Second Language for Hispanic residents.
• Spanish as a Second Language, with an emphasis
providing Ianguage skills to those serving the Hispanic
population.
• Class Action Summer Camp.
• Richmond school resource officers train the Class Action
curriculum in target -area schools under the auspices of
the Gang Reduction Program.
• PubIic awareness programs and community events.
• School-based educational and family wraparound
services.
• Sports and Iife-skill activities and training.
• Theater group to showcse issues involving gang -
involved youth.
• Gang awareness training to community and service
providers.
w" Hispanic Ilaison to link the program to local Hispanic
residents.
21
Actictynee
• Mentoring/tutoring for youth at risk of gang
involvement.
• Immigratioservices to Hispanic
• Afterschool and summer programs for ele
middle school youth.
• Arts and recreation for at -risk youth.
Intervention activities are supported by a multidisciplinary
intervention team that conducts case -management activi-
ties, including Street outreach to support gang -involved
youth, with the goal of providing an alternative to gang
membership. Activities with individual youth are targeted
toward that goal and tracked via case -management soft-
wae.Re|atedactivities|ndude:
• Job training development and placement through
pubUdphvutepurtnemhipm.
40 Entrepreneurial training for at -risk youth.
• Role modeling and mentoring.
• Truancy and dropout prevention programs.
• Mental health and substance abuse services.
• Educational support and GED service .
• Tattoo removal.
• Community service projects.
Suppression activities include directed police patrols, com-
munity policing, community awareness, supporting in-
ceasad|awenforcement|meUigencesharing.estabUshing
a multiagency Iaw enforcement and prosecution response
to target gang leaders, increasing the number of school
resource officers in target area ohoo|s, and expanding
neighborhood watch teams in partnership with the Rich-
mond Police Department and community members. GRIP
ich'mondPo|iceDepartmentandcommunitymembem.GR|P
also supports police department review of crime data for
evaluation purposes.
Reentry activities are closely tied to the multidisciplinary
intervention team and include self-sufficiency skill training
and job training and placement, Support services—such as
food, transportation, and other services—are available.
Best Practicefor Planning and Implementing the Comprehensive Gang Model
16
keep promsed work on schedule, and assure that prob-
lems*emquick|ybroughttotheattendnnofseniorpo-
litical or operational Ieadership far exceeded the cost in
dollars. Moreover, in Los Angeles and Richmond, the site
coordinators have become part of their employing agen-
des. because their leadership does not want to return to
their prior way of doing business. In North Miami Beach,
the coordinator and others are forming a nonprofit orga-
nizadontomi,emoneyandcontinuethemmrkvvithsup'
portfmmtheir|avvenfnrcementpartners.
tlighlights From the Field—Lead Agency
Richmond, VA. Richmond's GRP demonstration des-
ignated the Virginia Attorney General's office as
the lead agency allowing the project to interact
with a larger number of partners. The experience
and credibility offered through oversight by the
attorney general's office allowed the project to le-
verage greater support
Las Angeles, Cirl, and Houston, TX. The lead agency
for both the Los Angeles and the Houston demon.
strations was the ntayor's office. That office vvas
able to influence and coalesce the conimunity
around the prciject.
Miami -Dade, FL. The Miarni-Dade County 13ublic
Schools served as the lead agency for its commu-
nity's Gang -Free Schools project. This agency was
able to provide consistent and wide -reaching school
district support that enabled the project to set up a
community-based facility where key partners uti-
lizeid an existing school district property to
co- ocate.
Pittsburgh, PA. The Pittsburgh Gang -Free Schools
project benefitted from the Pittsburgh Public
Schools serving as /ead agency because it allow d
project staff to access crucial scllool-tevel data e
about clients involved in the program and /evera
Program Director
The program director is the key to successfl implementa-
tion of the Comprehensive Gang Model. Selection of a
program director with specific skills and abilities is of par-
amount importance. Best results have been obtained
where the steering committee and the lead agency joint-
ly develop a written job description for this position and,
22
in concert, select the program director. This step may be
difficult, especially where funding for that position is be-
ing raised through joint contributions or as a result of a
grant. In Los Angeles, the GRP coordinator position was
of great interest to the police department and mayor's
office. While each agency attempted to exercise substan-
tia| control on the selection process, [U]DP, by virtue of
its funding control, mediated the discussions. The result
was that both agencies have been well served by a tal-
ented and committed coordinator who has remained in
place during the entire 4 -year program.
Program directors with these skills have produced the
r4
The skifls to understand and work within complex sys-
tems such as criminal justice, education, and social
services.
id An understanding of data collection and analysis pro
tocols, as well as how to read, interpret, synthesize,
and clearly explain data orally and in writing to a
wide range of audiences.
The skills to understand and develop short- and long-
term plans for implementation.
rtThe skills to move flexibly among a variety of complex
tasks—from public speaking and writing grants to
managing program funds and effectively supervising
personnel.
The skills to work well with personnel at different Iev-
elsels of responsibility, from agency heads to grassroots
personnel, and from avariety ofdisciplines: law en-
forcement, education, social services, justice systems,
and outreach.
Meeting facilitationconflict resolution, and consensus -
building skiUsthatenab|cthepnogramdirec*nrto
serve as an intermediary between agencies, resolve
differences of opinion during meetings, and effectively
address potentially inflammatory and emotional
topics.
10 - Best Practices To Address Community Gang Problems: 01.1DP's Comprehensive Gang Model
17
I The skills to understand the risk factors leading to
gang involvement, local gang activities and gang
research, community dynamics and history, and pre-
vention/intervention/suppression strategies; and to
explain these concepts to others from a variety of
educational and cultural backgrounds.
The skills to supervise, engage, and motivate staff
from a variety of agencies and racial/cultural/economic
backgrounds, including staff over vvhom the director
may not have direct supervisory authority. This is espe-
cially important when working with outreach staff
who may have prior offending histories, prior gang
affiliation, and unstable work histories.
Program directors who generate passion and enthusi-
asm, and who inspire others, achieve solid results. The
importance of the program director's role cannot be
overstated.
23
Assessing the Gang Problem
Conducting a comprehensive assessment of the commu-
nity's gang problem is the foundation for planning and
implementing the Comprehensive Gang Model. Where
assessments were done methodically and comprehen-
sively, efficient and effective targeting resulted. The
assessment process helped projects determine types and
levels of gang activity, gang crime patterns, community
perceptions, and service gaps. The assessment also assist-
ed steering committees in identifying target populations
to be served, understanding why those populations mer-
ited attention, and making the best use of available
resources.
Members of the steering committee must share power
and influence during the assessment phase. Real power-
sharing among key agencies at this juncture has not only
been shown to have an influence on data collection, but
Core Strategy: Organize lone! Change and Develop
Critical I
♦ Policies and procedures that result in the most effective
use of available and potential resources within and
across agencies are developed and implemented.
• The policies and practices of organizations, particularly
of agencies providing intervention team staff, are
adapted to conform to the goals and objectives of the
project as identified through the strategic planning
exercises.
4 Each program, agency, or community representative on
the steering committee ensures that its internal units
are cooperating with and supporting the work of the
intervention team.
• Various agencies learn not only to understand the com-
plex nature of the gang problem and cooperate closely
with each other in the development and implementa-
tion of the program, but also to assist other organiza-
tions, particularly agencies involved with the
intervention team, to achieve their respective mission
objectives.
♦ In the process of collaboration, a team approach means
a maximum sharing of information about targeted
youth such that activities of team members are modi-
fied in a generalist direction (e.g., police take some
en
responsibility for social intervention and outreach
workers assist with the suppression of serious crime and
violence).
• A case management system and associated data system
are established so that contacts and services by all mem-
bers of the intervention team can be monitored for
purposes of effective targeting, tracking youth entry
into and exit from the program, and measuring out-
comes at individual and program area levels.
• Staff development and training for the intervention
team are conducted for the different types of team par-
ticipants separately and collectively, especially regard-
ing data sharing, joint planning, and implementation
activities.
• Special training, close supervision, and administrative
arrangements are established, particularly for youth
outreach workers and law enforcement, to carry out
their collaborative roles in a mutually trustworthy
fashion.
• Organizational policies and practices become inclusive
and community oriented with special reference to the
interests, needs, and cultural background of local resi-
dents, including the targeted youth.
Best Practices for Planning and Implementing the Comprehensive Gang Model s 11
18
has been particularly beneficial in forming and maintain-
ing the partnerships needed for success over the life of
the project.
Communities should make sure thaeach participating
agency benefits from collaboration. Clear communication
is critical. Simply assuming that overall goals will be
meaningful to all partners may result in some partners
feeling discouraged or that they are being asked to do
work that only benefits other groups or interests. Since
partners interested in addressing gangs share many inter-
esz in helping the at -risk population, and almost all work
that improves the community or situation of at -risk kids
adds to anti -gang efforts, finding shared goals need not
be difficult. Once each partner identifies their interest
and goals, they should keep a record of how well those
OLIDre rd- edurd lord 13r.
Los Angeles, California
The Los Angeles Gang Reduction Program site is Iocated in
the Boyle Heights area, 3 miles east of downtown Los An-
ge|es. It is home to a large immigrant population made up
mostly of residents from Mexico and Central America. Five
major gangs inhabit the target area, including White
Fence (established in the 1930s), Varrio Nuevo Estrada
"VNE" (established in the 1970s and inhabiting the Estrada
Courts Public Housing Development), Indiana Dukes, Opal
Street, and Eighth Street (inhabiting Wyvernwood Apart-
ments). A number of street -front, grassroots community
organizations, health providers, churches, and youth cen-
ters are located in the neighborhood and have a history of
involvement in gang prevention and intervention activi-
tie*. Five public elementary and middle schools are located
in the target area, with more than 5,000 students enrolled.
The Los Angeles Police Department's Community Law En-
forcement and Recovery (CLEAR) Program isatargeted
gang suppression program and operates as a partner in
the Boyle Heights community.
Prevention activities focused on providing youth with al-
temotivesandsupporttopeventurresistgang|nvo|ve'
ment include:
• Early College Awareness and Literacy Program for fifth
grade students and their parents.
• Afterschool programs for elementary and middle school
youth at high risk of gang membership.
24
interests are met. Meeting goals may involve raising
funds to help a service provider, increasing the number of
volunteers who provide specific aid, or increasing local or
national media exposure. Finaily, collecting baseline data
will help demonstrate the value of each partner's work
and the collaboration's ability to leverage resources.
Selecting representatives from a cross-section of agencies
to work on each assessment task will produce stronger
coalitions. The steering committee should designate an
agency to coordinate the assessment process.
Prior to beginning woron the assessment, the
steering committee should identify the scope and extent
of the assessment. Will the assessment be conducted
communitywide? If a smaller area of the community is to
• "The Story Projectafterschool
munication program to encourage school attendance
and increase students' grade point average.
• Prenatal and infancy support for
reduce risk factors related to gang involvement.
• lntensive case management for youth and families
residing in the target area, including mentoring for
high-risk males ages 10-14.
• Gang awareness training for schools, residents, local
businesses, and parents.
Intervention and reentry activities are primarily case man-
aged by a multidisciplinary team. Other intervention ser-
vices for gang members in the Los Angeles plan include:
4, lndividual and group counseling for behavior, substance
abuse, and other needs.
• Educational and vocational training.
• Tattoo removal,
41. Anger management and conflict resolution.
Suppression activities are conducted in the target area by
the CLEAR program. CLEAR involves targeted gang en-
forcement, prosecution, and community awareness.
h. 12 Best PracticesTo Address Community Gang ProHems: OJJDP's Comprehensive Gang Mod&
19
be assessed, some preassessment work should be done,
including a scan of overall violent crinie statistics, to iden-
tifytify an appropriate target area.
OJJDP developed the Web -based Socioeconomic Mapping
and Resource Topography (SMART) system, which pro-
vides a substantial amount of community-Ievel data, from
the U.S. Census to Uniform Crime Report (UCR) data, and
a Community Disadvantage Index (a research and data
derived index that provides a way to compare the
strength of one community against another). The SMART
system is free of charge and available ordine (go to the
OJJDP Web site, http://www.ojp.usdoj.gov/ojjdp, and
select "Tools").
Because of the importance of the assessment, it is critical
that the steering committee allots sufficient time to con-
duct data collection and analysis. The more extensive the
assessment, the more time-consuming and expensive this
process will be. Because most communities do not have
unlimited funds, best results were produced when the
steering committee identified and prioritized critical data
to be collected and set a reasonable timeline for these
activities. This timeline may range from 3 months to more
than a year, depending on the scope of the assessment.
Data collection was nitiated more quickly and proceeded
more smoothly when the steering committee established
written agreements with the key agencies. These written
agreements identified the types of data to be collected,
specified whether an archival record review was needed,
and indicated the time frame within which the review
should be conducted. If analysis and explanation of the
data are required, the written agreement should also set
forth these responsibilities. Furthermore, based on expe-
r/onosatmu|tip|esites'thew,ittenagmementensu/es
that the data, once collected, are avaiIabe to all parties
and cannot be hidden or removed from the assessment.
Progress is enhariced when the steering committee agen-
ciescies agree to underwrite or conduct pieces of the assess-
ment and to create contracts for specific tasks that the
assessment requires. Ideally, these written agreements
will also commit key agencies to ongoing data collection.
25
To ensure that data are coltected consistently and with-
outout discrepancies, and where State law does not define
these terms, the steering committee must establish defi-
nitions of "gang," "gang member," and "gang crime."
In many cases, it may be necessary to conduct a manual
archival record review of Iaw enforcement data during
the initial assessment. Most sites found these manual ar-
chival record reviews to be a necessary, but expensive and
time-consuming, process. They also found it best to iden-
tify protocols that, when key agencies and the steering
committee put them into place, would make it easier to
collect data in the future. Some sites ultimately amended
computerized police incident reports toinclude a"gang-
related" check box. Other sites established protocols to
channel specific types of reports to the gang unit for
regular review.
Assistance from a Iocal research partner trained in statisti-
calcal analysis can benefit an assessment greatly. Some data,
such as gang crime data, community demographic data,
and school statistics, can almost certainly be collected
without a research partner. But sites planning to inter-
view gang
nter-vievvgang members; conduct focus groups with parents,
community residents, or school staff members; or use in-
depth survey instruments should consider engaging a re-
search partner with some expertise in data analysis. That
partner can work through processes such as obtaining
consent and ensuring and protecting confldentiality. The
research partner also should perform more complex data
analyses, as required. As with other service providers,
staff should establish a detailed scope of work or a job
description for the research partner. The scope of work
may include a summary of the data reports to be devel-
oped and a timeline for completion. The scope of work
eve|'npe6andatime|ineforcomp|ehon.Thescopeofmm,k
also should include a process for addressing issues that
may arise with the research partner's quality of work and
timeliness.
In addition to collecting the data mentioned abovesites
that conducted comprehensive assessments found that
they were better equipped during the planning and im-
p|ementation process to design appropriate responses,
Best Practices for Planning and Implementing the Comprehensive Gang Model ,* 13
20
target appropriate populations to serveand implement
program activities if they did the foliowing:
▪ Investigated underlying demographic factors that
affect Iocal gang problems.
N Measured the extent of gang activity in schools.
�
Included qualitative educational factors affecting
local youth.
IM Surveyed residents and youth about perceptions of
gangs.
M Inventoried community resources to address gangs.
Highlights From the Field—Assessing the
Gang Problem
Los Angeles, CA The Los Angeles GRP Project iden-
tified gaps in services by conducting a community
resource assessment and holding focus groups in
the community. This information helped the project
in the development of the strategic plan and map-
ping out funding levels for each of the program's
components—primary prevention, secondary pre-
vention, intervention, re-entry, and suppression.
Richmond, VA. An assessment of police incident re-
ports for gang -affiliated offenses led to a change
in the way that the police department captured
gang -related incidents. Reports now require officers
to input any infortnation that assists with identify-
ing gang affiliation.
Pittsburgh, PA. M Pittsburgh, the assessment pro-
cess used in the Gang -Free Schools project led to
extensive changes in the Pittsburgh Bureau of Po-
lice's methods of capturing gang crime data and the
creation of a new gang intelligence collection sys-
tem. Pittsburgh Public Schools surveyed all students
in three grades (5, 7, and 9) across the entire school
district. These student surveys helped the commu-
nity address widespread denial.
Houston, 7X. In Houston, the GFS demonstration
conducted an archival review of police incident re-
ports that revealed that more than 80 percent of
police incidents involving gangs were missed in the
existing data collection system, and has led to rou-
tine record reviews by the gang enforcement squad
in the target COMMUnity
26
Planning for Implementation
The steering committee serves as the primary decision-
making body for implementation planning. It should use
the assessment as a guide in formulating a strategic plan
to mitigate the community's gang problem.
The steering committee should synthesize data collected
from the assesment into a usable form for planning pur-
poses. Specifically, the steering committee needs to know
the following information:
N Types of gang -related crime.
M Patterns of change in gang incident rate .
M Locations of gang crime.
Si Increases/decreases in numbers of gangs and gang
members.
P. Level of citizen concern about gang activity.
ta Community perceptions of gang activity.
Of Gang -related activity in schools.
IN Changes in community demographics.
Planning objectives are used to:
M Determine the criteria for targeting clientthat this
multidisciplinary approach will serve (age, race, gen-
der,
�
Determine a geographic area of the community to be
served (if necessary).
N Determine the goals of the program; intewention,
prevention, and suppression strategies; and types of
services to be provided. Activities, goals, and objectives
also are identified based on the problems described
during the gang assessment.
Determine the targets for intervention by the multidis-
ciplinary
14 Best PracticesTo Address Community Gang Problems: OJJDP's Comprehensive Gang Model
21
Assign staff members to an intervention team to co-
ordinate provision of services to clients and manage
client cases.
Practices that have proved helpful to the planning pro-
cess include:
a Providing steering committee members with a copy of
the assessment report and thoroughly discussing the
data and the problems identified as a result of the
data review.
The
O ? 2
27
III Conducting training on the program model with each
of the partnering agencies prior to the planning
process.
Introducing the model in a formal manner with multi-
media materials, such as OJJDP's online Strategic Plan-
ning Tool (http://www.iir.com/nygdtool/), which helps
identify programs and compare existing community
resources with existing needs.
a
North Miami Beach, Florida
The North Miami Beach Gang Reduction Program, known
as PanZou (reclaiming the community), target area com-
prises the city of North Miami Beach, which is located in
northeast Miami -Dade County, FL. The area was originally
a middle-class retirement area with few services for youth
and families. The community has changed over the last 20
years to a working-class area populated by a largely Hai-
tian population, and residents have to rely on services pro-
vided in other areas of Miami -Dade County. Transportation
is an issue, as is the lack of service providers who are famil-
iar with the primary Haitian language, Creole. Local law
enforcement reports indicate that the city population is
approximately 50 percent Haitian, with undocumented
Haitians representing an estimated additional 10 to 15
percent. The city economy is primarily service oriented
without the presence of any major industries.
Prevention activities are aimed at the broad at -risk popu-
lation, with several appropriate activities also available to
gang youth being served at the intervention level. The
project also is involved in various community awareness
activities. A One -Stop Resource Center is operating in the
target area. Prevention activities include:
• Mentoring for youth at risk of gang involvement.
• Early literacy for Haitian youth.
• Youth empowerment (life skill classes) and midnight
basketball.
+ Strengthening Families Program, focused on parenting
skills and reducing substance abuse and behavioral
problems in youth ages 10-14.
• Intensive case management.
♦ Alternatives to suspension for middle and high
school youth.
♦ Truancy interdiction.
• Developing Intelligent Voices of America (DIVAs) for
young women (ages 8-18) to develop social, emotional,
and behavioral competence.
• Man -Up! For young men between the ages of 12-18 to
develop social, emotional, and behavioral competence.
4 Increased recreational opportunities for elementary and
middle school youth.
i Self-sufficiency training.
Intervention activities are centered on a multidisciplinary
team providing intensive case management and street out-
reach to gang members and their families. Activities
include:
• Substance abuse counseling.
• On-the-job training.
Referrals to community agencies, including counseling
and tattoo removal.
♦ Six Rounds to Success Boxing Program (mentoring and
physical and boxing skills).
4 Community service opportunities.
Suppression activities involve additional directed foot and
bike patrols in "hot spot" gang -crime areas, identification
of gang leaders, and coordination with juvenile probation
on gang activity. In partnership with the Gang Reduction
Program, the North Miami Beach Police Department cre-
ated a specialized gang unit, increased gang intelligence
gathering, and increased participation with the local Multi -
agency Gang Task Force.
Best Practices for Planning and Implementing the Comprehensive Gang Model 15
22
R Engaging representatives from other communities that
have successfully implemented comprehensive models
to provide training and guidance on program plan-
ning and implementation.
Attending neighborhood association, chamber of com-
merce, and other community meetings on a regular
basis to hear their ideas on gang programming.
Highlights From the Field—Planning
plementation
ang Reduction Program. All GRP projects found
hat involving individuals from experienced sites
was effective in training on implementation activi-
ties such as the operation of the multidisciplinary
intervention team.
Richmond, VA. Richmond invited approximately
100 people to participate on their four working sub-
committees broken down into the following groups:
prevention, intervention, suppression, and reentry.
The subcommittees consisted of State end local gov-
ernment, nonprofit, for-profit faith -based, and
community organizations. They determined gaps in
community services and made recommendations.
Participation by these large groups allowed for
greater input from the community and a commit-
ment to seeing the program succeed.
Los Angeles, CA. The Los Angeles GRP used the
community resource assessment and focus groups
o help develop their strategic plan and map out
funding levels for each programmatic area of the
project.
Riverside, CA. Riverside, one of QJJDP`s initial dem-
onstration sites, placed emphasis on training steer-
ing committee members on the Model and the
irnportance of their roles as decisionmakers and in
oversight of the project An orientation on the proj-
ect was also implemented for each new steering
ittee member.
Implementing the Program
28
11 Developing contracting protocols and/or requests for
proposals.
Developing program policies and procedures.
R Selecting intervention team members.
II Determining what training is needed for key agencies
to serve gang -involved youth and how and by whom
this training will be conducted.
ilA Determining sources of clients and referral processes.
III Creating a consent and intake process for clients.
Determining how outcome data from clients will be
collected, stored, and analyzed.
RI Developing job descriptions for key personnel.
la Training intervention team members on their roles
and responsibilities.
Maintaining the Steering Committee
The role of the steering committee during program im-
plementation may include:
IR Making decisions regarding program changes or
expansion.
Id Ensuring that the program is responsive to the needs
of program clients and the community.
111 Ensuring that key agencies continue to participate in
and support the program.
The implementation process is accelerated when the
steering committee agencies, the lead agency, and the
program director conduct startup and capacity -building
activities prior to beginning services. These activities
include:
Conducting training and activities to increase commu-
nity awareness of the program.
IN Identifying ways to ensure long-term sustainability.
The members of the steering committee should be cham-
pions of the program as a vehicle for change within the
community. The chair and/or cochair should be passionate
and committed to the program and should work to en-
sure that the steering committee maintains its
momentum.
16 ' Best Practices To Address Community Gang Problems: OJJDP's Comprehensive Gang Model
23
29
ATTACHMENT 4- DRAFT JOB DESCRIPTION
REDUCING GANG VIOLENCE IN YAKIMA
NOW IS THE TIME
Beginning in July 2018, supported by a one-time, one-year budget proviso, the City of Yakima will
be developing a framework for an on-going effort to reduce gang violence in our community. The
funding will enable the City bring on a contractor to coordinate a comprehensive partnership of
community, public, private and faith based organizations. Together we hope to prevent gang
involvement among a target sector of our youth population and to help a separate cohort of gang
affiliated youth dis-engage from involvement. Specifically, efforts will target youth in the 6th
grade and their families. We also expect to work with a number of youth who are currently
incarcerated.
The selected contractor will support a network/coalition of organizations from criminal justice,
case management, youth development, faith, mental health, public health, and others. Primary
goals of this effort will include convening and coordinating the efforts of partners and enhancing
the capacity of these partners to serve our community. In addition, a key focus of this contract
will be to identify and apply for on-going additional funding to continue the effort.
The ideal person for this position will have a history of:
• Proven fund development expertise • Program design (10%)
(40%) • Program coordination (20%)
• Capacity Building (20%) • Program evaluation (10%)
The ideal candidate will work behind the scenes, ensuring the network of providers succeeds.
The ideal candidate will aggressively pursue funding to support the network of providers and
fund his/her own position beginning month 13.
Purpose: To coordinate efforts, support networks of providers and develop organizational
capacity of partners.
Required Skills: Fund development, program design, provision of technical assistance and grant
administration. The ability to speak and conduct business in Spanish is highly desired.
Contractors with these skills have produced the best results:
• The skills to understand and work within complex systems such as criminal justice,
education, and social services.
• An understanding of data collection and analysis protocols, as well as how to read,
interpret, synthesize, and clearly explain data orally and in writing to a wide range of
audiences.
• The skills to understand and develop short- and long term plans for implementation.
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• The skills to move flexibly among a variety of complex tasks—from public speaking and
writing grants to managing program funds and effectively supervising personnel.
• The skills to work well with personnel at different levels of responsibility, from agency
heads to grassroots personnel, and from a variety of disciplines: law enforcement,
education, social services, justice systems, and outreach.
• Meeting facilitation, conflict resolution, and consensus building skills that enable the
program director to serve as an intermediary between agencies, resolve differences of
opinion during meetings, and effectively address potentially inflammatory and emotional
topics.
• The skills to understand the risk factors leading to gang involvement, local gang activities
and gang research, community dynamics and history, and
prevention/intervention/suppression strategies; and to explain these concepts to others
from a variety of educational and cultural backgrounds.
• The skills to supervise, engage and motivate staff from a variety of agencies and
racial/cultural/economic backgrounds, including staff over whom the director may not
have direct supervisory authority.
Compensation: Contractor will be issued a 12 -month contract. Hourly rate will depend on
qualifications, but will fall within a range of $30.00 to $38.00 per hour. The person selected for
this effort will need to meet insurance requirements for professional services required by the
City of Yakima.
Duties
Coordination
Serve as connector between community and faith based partners so that target population
accesses services and activities already provided by these partners. Ensure that all MOU's,
workplans, communication protocols and policies are in place to provide seamless services to
target populations.
Fund Raising/Grant Applications
A major component of this work will be to identify ongoing major funding streams to support the
continuation of these efforts.
Support/Coordination
Assist partners with program design, communication, policy development, evaluation and
documentation support to collect successes and challenges.
Capacity Building
Convene and coordinate technical assistance providers (evaluation, policy, media, program
development) to improve capacity of partners.
For more information contact Ana Cortez, Assistant City Manager, (509)406-3906.
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ATTACHMENT 5
PROPOSED NITT BUDGET
(12 MONTHS)
PERSONNEL
Role: Navigator/Promotora. This person
will be responsible for reaching out to
1 FTE/Mental Health Promotor target youth and engaging them in NIT.
$36,900.00
1 FTF/NTT Cnnrriinatnr
Role: Coordinate partners (services and
canacity hiiilriinnl
X77.900.00
$36,900.00
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$0.00
$0.00
Technical Assistance
$18,700.00
$0.00
Travel
$1,500.001
$1,500.00
Supplies $0.00
$0.00
INDIRECT
10% for Admin Support
City of Yakima
■ $15,000.00
TOTAL
$150,000.00
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