violence requires an interdisciplinary effort aimed at linking existing city efforts, community organizations, and members of the community. a comprehensive community approach recognizes that no single program is sufficient and there are many opportunities for effective prevention and programs that use strategies of combined service coordination partnership between the police and the community, neighborhood mobilization and job training for youth have all proven to be successful. they have proved success. we must also again have some system of metric to measure the success so we know that our efforts are good. so before i bring up the staff i have one amendment to the ordinance to incorporate that we have learned through the bla report and colleagues you

should have a copy of the amendment in front of you. i'm going to read the proposed changes just into the record. in the findings sections i would like to add the following language. "according to the budget and legislative analyst january 13, v violence prevention report from the fiscal year listed san francisco has spent approximately $208 million on violence prevention programs and services. despite this level of funding the city doesn't have a process or way to measure performance so i would like to bring up the director of violence prevention service for the mayor's office whom we have been working with from the beginning, and also want to take a moment to commend her for her

hard work and thank you for the compassion you bring to your job. i would love you to begin to walk us through some of the existing violence prevention services that are run out of your office. thank you. >> thank you. good afternoon supervisors. i actually have copies of the powerpoint so i will pass it to the clerk to pass it to you so thank you for having us here today to talk about the services for violence prevention. what i would do to start the presentation is briefly give an overview of the initiative, its inception, what the different strategies are and cover a little bit about the outcomes that have been presented so far since the actual release of the initiative. if we can start off with the presentation. okay.

thank you. i want to start off before i start talking about the initiative itself i want to acknowledge the efforts that we have here in the city and county of san francisco not only are supported by multiple departments in the city and county including the department of public health, the san francisco police department. we have violence prevention strategies also through dc ys and throughout the city departments and we have many community based organizations such as young community developers and. [speaking spanish] and workday in and day out with us to make sure that we have interventions that are community based and culturally comtent and i want to acknowledge that and it wouldn't be where it is without the organizations and collaborations in the city that there are so with they will

give a high level introduction around ipo. it was launched in july 2012. this is an initiate lead by mayor lee. he announced the ipo initiative which stands for interrupt, predict and organize and for a safer san francisco and has three core strategies and the strategies just as the tag line states is interrupt, predict and organize. the interruption piece refers to a enforcement strategy and deals with hot spot neighborhoods and make that we identify those spots and target individual neighborhoods or areas that are impacted by any type of form of violence including homicides, shootings, activated assaults and create an opportunity to collaborate with other agencies here in san francisco and the police department to make sure

that they interrupt, the violence. the second strategy is predict and stands for predictive policing for an effective violence prevention strategy. this strategy refers to making sure that he we use our innovation and enhancement through the departments and the probation department to look at different trends, different areas that are impacted by violence in order to be able to predict in the future somewhat or make correlation around where we believe that we need to concentrate our work and organize is the third strategy that really calls out more of the comprehensive approach. it calls out organizing social service agencies, enforcement partners, none profits and faith based communities to address all forms of violence in the city and county of san francisco. the last strategy is a strategy that i oversee directly the

organized strategy. and what you see in here in terms of a diagram in the three prong approach that we have. in each strategy there are different sub strategies that actually are performed in order to get to making sure that we have a safer city. under the organized specifically i will concentrate on that since today i was asked to concentrate on that violence prevention work. we are charged under the office of violence prevention services to actually make sure that we organize social service agencies and we work closely with city departments and key stakeholders to identify any gapies in service and we look at goals identified by our departments and public safety partners and we keep track there are correlations among the city and look how trends are changing given the impact of services. we are

charged with a strategy and make sure any victim of homicides, shootings or activated assaults get these services and we have 14 city departments that come on a regular basis and we basically discuss any incidents that impact the city a week prior to that wednesday meeting. the meeting is held for an hour. i facilitate with my team this session and we make sure that all of the resources of any victim is actually identified. we identify community based strategies that need to be implemented right away and also look at any families that are impacted including any district students in san francisco unified school district students that are impacted by an incident. we coordinate and work with the other city departments in making sure that

they attend our monthly public safety cluster meetings where we identify not only semester plans that we need to plesmment or look at trends or areas that the initiative needs to be adjusted. part of our role is work with the existing councils and really be supportive in terms of looking at the way that the councils are operating, whether they're effective, they have actual efficiencies in the way they're developing strategies, and we also keep real close track in terms of the funding requested through the councils. in terms of specific projects we're required to oversee this [inaudible] program and something specific asked by our office however we leveraging the human services agency, department of public health and others to implement this program. it's a program that targets high risk individuals

given in 2012 what we found in different community forums residents were telling us over and over again that we needed to concentrate on the victims of homicides and the victims of highest concern are between the ages of 18-25 so we created a program which our office oversees that actually works with these individuals that are high at risk. we identify them through the gang task force, through the police department and the probation department and the street outreach team. we work with these individuals i like to say from the ground up. we identify them and work closely with them to be able to make sure they work with us for a 12 month period through public works who are the host and we offer job training, mental health services and work with some of the community based partners trying to make sure they choose an alternative lifestyle so that is an actual

special project that we oversee specifically given the mayor is a champion making sure that we use jobs and a way and motivating preventing violence in the city and county of san francisco. we oversee the street violence program and the outreach program here in the city and county of san francisco some of you may have known as the crn in the previous iteration. we directly over see this group and with the department of public health and dcyf and part of the reason it's moved is to make sure there is align line with enforcement partners and strong oversight in terms of performance and we like to make sure that all of the administrative pieces are settled so that they can continue doing the work they're known for. the last piece we're in charge of is working with agencies around faith based gatherings so what you see on

the power point is examples of different events and different types of community or public awareness strategies that we've had and implemented such as the gun buy back event, different forums to basically get the community aware of the importance of ending violence, so that's our roles and responsibilities. in terms of our outcomes of what we have seen since we launched i feel we have seen a 36 reduction in homicides since the launch of this initiative. communities with low resources have received very much supportive resources such as the visitacion valley neighborhood. they received close to $3.5 million in social services and they were in dire need of that so that's one area we ended up moving forward under the ipo initiative. we have seen different impacts in the juvenile and probation diameters and seen the juvenile rates

drop and average of 70 a month and it's a true success if you look at the trends throughout the country. we have dropped the rates dramatically and also with the probation department and despite realignment and we have many that reduced revocations, have demonstrated a low count of recidivism rates here in the city and county of san francisco, and other things i would mention is since ipo we have been able to target 110 high risk individuals and at risk individuals who are served by the program and 500 individuals through the state violence response teams and make sure any victim of violence has a wrap around approach and finally the city and county of san francisco with the domestic violence part of the work that we've done cell straighted 10

years of zero homicides in the city and county of san francisco and also a hallmark to the work that has gone on. in terms of the gun violence prevention and public safety cluster we were asked to go ahead and present some of our recommendations and moving forward with the gun violence prevention task force and what we have -- in conversations that we've had with the mayor's office and the supervisor we agreed that joining the task force together would make sense and there definitely needs to be a focal point around genviolence. we are recommending that the cluster and violence prevention forum actually get tied together given we have an existing body that meets on a monthly basis. you can see on the board we have 16 different departments that participate including the san francisco police department and they meeting regularly to

basically analyze public safety trends to look at crime trends and make recommendations and basically strategically plan for the city and county of san francisco on how to reduce forms of violence that include gun violence, domestic violence and human trafficking. all of the city departments and either the director or a deputy director at our meetings and we believe that joining together with supervisor cohen in creating a joirnt task force would make sense there are a couple of benefits in doing that. one we would build upon the success of the public safety cluster. we would eliminate redundancies and staffing that is needed. our office is willing to do that to make the gun violence prevention task force successful so merging with them we would work closely with supervisor cohen's office and we're willing to increase the attention on the issue of gun violence. we're happy to look at that area as one of the key areas that our office focuses on. we're not in disagreement

at all there is a need to look at additional strategies and supporting what is already existing and out in the community in terms of reducing gun violence. we also would include the engagement of existing participants in the public safety cluster which are called out in the ordinance themselves. we would eliminate redundancys in that fashion and then we also would support and given that we would increase the voice of community members since we understand that the ordinance would actually make seats available for community residents to come and join us in these conversations and strategies in more official capacity so with they will just leave it there. i don't know if there are any questions by the rules committee. >> supervisor campos. >> thank you. i want to thank supervisor cohen for bringing this item forward and i actually think that the work that has

been done by her office and the work that that includes the work of the budget and legislative analyst is something that could be very useful, and i think it's very carefully thought out. i actually think that the selection of the members, the 13 members is something that makes a great deal of sense. the couple of questions that i have were points of concern are not so much with the mechanics of what the task force looks like, but quite frankly the priority that this will be given and whether or not for the mayor's office this will be a top priority. i am very familiar with the work that she has done and she's amazing and great that she is there, but i think it

really requires a commitment that goes beyond your office because i know that your office does great work and the commitment is there, but i actually think that for something like this to be successful it has to go beyond that. it has to rise to the level for the mayor's office itself. it becomes a top priority so that is something i would like to hear more from the mayor's office about, and what i have experienced -- not only as a member of the police commission but as a member of the board of supervisors is and i think supervisor cohen and other supervisors who have violence -- gun violence happen in the district it's an ongoing issue that there are discussions and

reports come out and then reports are completed and they go on a shelf, and nothing happens after that, and so that's the thing that worries me making sure that there's actually work that follows. one thing that i would have a question about and i don't know that this is something that a person that should be a member of the task force per se, but i know something that has been important for us in the violence prevention work that we have done in the mission is how do we bring more than just the usual suspects or the typical players into the fold? and specifically i am thinking about the business community because i think -- i would imagine that some of the recommendations that will come out of this task force will

require involvement by the business community. nothing stops a bullet like a job. well, i think that it would be helpful for us to include some role by the business community because i think that gun violence has not only implications in terms of human life but also there are implications in terms of the finances and the business of the city, so that would be one thing, and to the extent that some of these major companies and tech companies included see gun violence that involves them as well but it's not just a mission or a bay view or western edition issue but it's something that they are connected to and

committed to, so i don't know if you have any thoughts in terms how the business community could be part of this? >> sure. i definitely think adding seats is a solution and representation for the communities you mentioned. we work with the neighborhoods and [inaudible] torres and the work of the office of economic development. we try to engage the merchants association. one thing in the report that was highlighted and published around services there are multiple councils in the city and county of san francisco and i wouldn't disagree and i think our office is looking at the redundancies so we as an office would be more than willing to be able to modify the priority in terms of the public safety cluster. we would highlight of course gun violence as the number one priority in order to avoid redundancies and have a full buy in so that's the only area i am

cautious about and creating another council and the report is highlighting and that would create another body and what strides are we making? i believe we have made strides in the last couple of years with you and supervisor cohen and supervisor tang and i think the council is one aspect and one mechanism of looking at it but it's the ground level work -- for example our [inaudible] meetings that are most effective and call in the different partners and i encourage the engagement at that level so i am happy that we bring to light with a district format if there are cases that we discuss these issues. i would caution in a very respectful way just creating another council versus really looking building off of what we have. >> no. i don't think it's about creating another council. how do we engage the corporate business community in this

discussion? i am not worried about the merchants being involved and the small business owner because i think that is already happening, but what role do these tech companies that are making a lot of money in san francisco what role -- or some of the other big corporations have in this? right? i think it's a very important question because i haven't seen sf city and some them doing this kinds of work. the other question is i think it would be important to have someone from the mayor's budget office also involved because i would imagine there are budget implications to some of the recommendations, so i would sort of say if there is someone from the budget office that is involved as well, so if there are specific actions that are needed where money or other things that are needed that they have a role, but i want to thank

supervisor cohen. i think this is exciting and i look forward to working on this. >> okay. i just want to clarify just some things. this is a conversation that we're having about an ordinance to amend the administrative code to establish the gun violence prevention task force and this task force will advise the departments and policy makers on methods to reduce gun violence so we're discussing the membership and the duties of the task force with the legislation. also i want to call -- there's been a lot of reference to the budget legislative analyst report which is available today for the members of the public. it's a good read and talks about things that are important. there are three key things i will put into this particular ordinance. first of all this body is defining performance

metrics to evaluate non-profit organization and department heads using money, general fund dollars. second, this report specifically calls out that the board of supervisors needs better information on gun violence prevention programming in order to effectively appropriate money. believe it or not there are 11 departments that receive almost $50 million and there is inconsistencies under the definition of what is violence prevention? what is a strong program versus an inadequate program? so this legislation will require the department head toss come back to the board of supervisors to make a report. >> >> on an annual basis and they're going to be reporting on their program performances. the third -- this body will recommend ways of leveraging funding to supervisor campos' point and if there are federal or state dollars available and

identifying and going after and again the fourth under lining purpose of the body is also to build effective city department practices so that we are more informed how we're making decisions, where we're making them and how we can continue to move forward. i have a few suggestions on the membership and i'm going to read to you what the legislation has spelled out. this is for members listening and in the committee room today. the first seat shall be held by a current or former resident owned by the housing authority appoints d by the board of supervisors. the second seat shall be held by a current or former employee with a community based organization affected by gun violence appointed by the board of supervisors. the third seat shall be held by a clinician who has worked with victims of

violence appointed by the board of supervisors. the fourth seat shall be a parent who has been affected by gun violence appointed by the board of supervisors. the next seat shall be held by a person who has engaged in gun violence appointed by the board of supervisors. a sixth seat shall be held by a member of the general public appointed by the board of supervisors and i would like to propose an amendment here. colleagues i would like to propose that we reserve the sixth seat for an academic in the field that has some field of expertise. i think it's important that we're anchored in an academic body of work. the seventh seat shall be held by a registered nurse who works with victims or perpetrators of gun

violence also appointed by the board of supervisors. the next seat shall be held by a current employee of the district attorney's office appointed by the district attorney. i would like to amend this that this seat shall be held by a current senior staff employee of the district attorney's office appointed by the district attorney. the ninth seat shall be held by a current employee of the department of public health with a background in providing mental health treatment appointed by the director of public health and amend this to say a senior staff employee within the department of public health with the background in mental health. the next seat shall be held by a currentchee on the human services agency appointed by the director. i would like to amend this to read that this seat shall be held by a current

employee senior staff member of the human service agency. next seat shall be held by a current or retired member of the police department appointed by the chief of police. the next seat should be held by a senior member of the police department. the 12th seat shall be held by a current employee of adult probation department appointed by the chief of the adult probation officer. again that should read a current senior employee. the 13th seat shall be held by a current employee of the san francisco unified school district who has experience recognizing and working with at risk youth appointed by the board of education provided if

they decline to appoint by member by the date listed the board of supervisors shall appoint an individual with experience and identified working with at risk youth and it's a again a current senior employee. all members of task force shall be residents of san francisco so those are the suggested amendments and the distinction within current employees and senior employees this is serious business we're dealing with and i want to have decision makers at the table influencing the policy as we move forward. >> can i ask for clarification mainly because i have been talking about seniors a lot? would there be any misinterpretation when you say a senior staff member? i am not trying to be funny. i want to make sure that we have the right word. >> sure. deputy city attorney john gibner. every department has its own hierarchy and structure, and ultimately it's going to be up to the

appointing authority, whether the district attorney or the probation department or the board whether the appointee fits in that higher level in the department, but the term "senior staff member" is appropriate for this kind of ordinance. i think it designates that this has to be somebody who is a higher level employee of the department. >> thank you. >> so that -- we have one more presentation. laura are you here? laura moyer? i want to acknowledge laura from the department of dcyf. are you planning on making a small presentation? >> [inaudible] >> okay. sure. great. so we've got a representative from dcyf in the committee room today. i also want to acknowledge