SSOC CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION Public Safety and Services Oversight Commission (SSOC)
November 29, 2022
Report to Joint Meeting of the
Oakland City Council, Department of Violence Prevention, Police Commission and the Community Policing Advisory Board
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
1) Evaluate, inquire & review the administration, coordination and evaluation of strategies and practices mandated in this Ordinance
2) Make recommendations to City Administrator regarding scope of program evaluation 3) Receive draft performance reviews before evaluator finalizes the report 4) Report issues identified in the annual fiscal audit to the Mayor & City Council 5) Review annual fiscal and performance audits & evaluations Measure Z Mandated Duties of Commission
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
6) Report in a public meeting to the Mayor & City Council on the implementation of MZ and recommend ordinances etc to ensure compliance with the requirements of MZ 7) Provide input on strategies: at least every 3 years each head of a department receiving funds from MZ shall present a spending plan for the funds received from MZ 8) Semi-annual progress reports shall be received by Commission from the departments receiving funds updating their progress toward desired outcomes.
Measure Z Mandated Duties of Commission
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
• SSOC has received & reviewed reports from OFD, OPD, Ceasefire and the DVP • SSOC was informed of the Crime Reduction Teams (CRTs) being absorbed into the new Violent Crimes Operation Center after the fact
• SSOC was informed of the reorganization of DVP after the fact
1. Evaluate, inquire & review the administration, coordination and evaluation of strategies and practices mandated in this Ordinance
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
2. Make recommendations to City Administrator regarding scope of program evaluation
• Commissioner Beth Hodess represented SSOC on the RFP Panel for DVP evaluation
3. Receive draft performance reviews before evaluator finalizes the report • N/A for this year
4. Report issues identified in the annual fiscal audit to the Mayor & City Council • No issues have been identified
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
5. Review annual fiscal and performance audits & evaluations • Reviewed reports from the OFD, OPD and DVP
6. Report in a public meeting to the Mayor & City Council on the implementation of MZ and recommend ordinances etc to ensure compliance with the requirements of MZ
• Commissioner Omar Farmer is working on a proposal regarding fire alarm response
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
7. Provide input on strategies: at least every 3 years each head of a department receiving funds from MZ shall present a spending plan for the funds received from MZ
• OFD does not account for MZ funds separately; SSOC
reviewed DVP spending plan and is awaiting OPD Spending Plan
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
8. Semi-annual progress reports shall be received by Commission from the departments receiving funds updating their progress toward desired outcomes.
• Evaluations of DVP programs, Ceasefire and OPD’s Community Policing are done by outside experts and reported to the SSOC when available. No evaluations were done in 2022.
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
Concluding Remarks
SSOC had a quorum for each meeting this year, which is a success given that most of the time we are down a member or two due to people not being appointed.
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
SSOC Strategic Plan: 2022-2024
IMAGE CREDIT: OAKLAND SUPERHEROES MURAL, MARKET ST AND 580
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
SSOC Strategic Plan: Background
Purpose of SSOC is to oversee revenue spending by and evaluate the strategies of the Oakland Police Department, Oakland Fire Department and the Department of Violence Prevention, the three city departments tasked fulfilling the goals of Measure Z:
• Reduce homicides, robberies, burglaries, and gun-related violence • Improve police and fire emergency 911 response times and other police services • Invest in violence intervention and prevention strategies that provide support for at- risk youth and young adults to interrupt the cycle of violence and recidivism
CITY OF OAKLAND PUBLIC SAFETY AND SERVICES OVERSIGHT COMMISSION SSOC
SSOC Strategic Plan: Mission
To ensure that the Public Safety and
Services Violence Prevention
Oversight Commission (“SSOC”)
fulfills its duties under Measure Z
in an effective and strategic manner,
resulting in improved public safety,
a more informed community,
and a healthier quality of life for all
Oakland residents.
SSOC
Part 1: Financial Accountability & Transparency
Stemming from the duties to: "Review fiscal and performance audits and evaluations”, “report issues identified”, refine or create methods for evaluating how MZ funds are spent on programs mandated by the Ordinance. MZ Part I, Section 4(A)(6)(d)-(e) [14] Objective 1.1
: Analyze the city auditor's report of each department's funds. The tax proceeds raised through MZ are only allowed to pay for costs or expenses related to efforts to achieve the three primary objectives of the Ordinance. [16]
Objective 1.2: Once each fiscal year, before the city adopts its 2-year policy budget or its mid-cycle budget adjustments, determine whether the police personnel hiring plan effectively demonstrates how the City will achieve or maintain the strength of force required by the Ordinance or whether the SSOC feels the City should be prohibited from collecting the taxes provided in the Ordinance at any time OPD falls below 678 sworn police personnel, and determine whether the prohibitions in Section 3(C)(2)(e) of MZ should apply to the fiscal year of that budget. [17] SSOC
Part 1: Financial Accountability & Transparency
Objective 1.3: Receive an annual report from DVP about which areas the department needs more funding for so that it can fulfill its duties under Measure Z.
Objective 1.4: Receive an annual report concerning expenditures to combat the commercial sexual exploitation of children from OPD's Special Victims Section ("SVS").
Objective 1.5
: Receive an annual report from DVP on: (1) the estimated number of residents who are victims of Gender-Based Violence ("GBV"); (2) out of the 4,200 estimated residents DVP has planned to serve each year, what percentage are victims of commercial sexual exploitation, intimate partner violence and sexual violence; and (3) how much is being spent per person.
SSOC
Part 2: Evaluation of Violence Reduction Measures
Stemming from the duties to: “Evaluate, inquire & review the administration, coordination and evaluation of strategies and practices mandated in this Ordinance” and "recommend to the Mayor and City Council whether specific strategies should be continued or terminated based on successes in reducing or preventing violent crime." MZ Part I, Section 4(A)(6)(a),(g) [18] [11] Objective 2.1
: Receive a detailed annual Ceasefire analysis that illustrates to the public whether Ceasefire has been an effective violence reduction measure. [39] Objective 2.2: Receive an annual update concerning the quality, quantity, and beat location of Community Resource Officer (“CRO”) SARAnet-based projects that are in progress or completed and request for the department to create a metric to determine how each project supports MZ goals. [21, 32, 35, 37]
Objective 2.3: Request that a metric for OPS 1-3 personnel (aka CRTs) be created that will assist the SSOC in evaluating the OPS 1-3 personnel crime reduction efforts. [19, 36] SSOC
Part 2: Evaluation of Violence Reduction Measures
Objective 2.4: Create a document that tracks all recommendations from Evaluations. This will help us gain a deeper understanding of the timeline for implementation and effectiveness of each recommendation.
Objective 2.5: Receive updates concerning staffing for CROs, OPS 1-3 personnel, Ceasefire Officers, and SVS personnel who are under MZ-funded positions, as well as plans for improved diversity and recruitment within these ranks. [28, 31, 38]
Objective 2.6: Receive a report on success markers for OFD in relation to the three primary objectives of MZ, including analysis from Dudek regarding OFD 911 response times. [18, 40] SSOC
Part 3: Community Outreach & Engagement
Stemming from the duty to: “Conduct public informational meetings on the subject of public safety.” MZ Part I, 4(A)(5).
Objective 3.1: Consider creating a community engagement committee to discuss the efficacy of MZ with NCPCs, CBOs, and other community members.
Within the committee: (1) share all the areas MZ funds are spent on, (2) create recommendations for the future of MZ, (3) discuss with the public whether or how CROS and OPS 1-3 personnel have helped build community trust and reduced violent crime; (4) receive feedback from the community. [22, 24, 25, 33, 34]
Objective 3.2:
Create an annual report to present to the Joint City Council Meeting, informing City Council and the public of the SSOC's progress on key Strategic Plan objectives.
SSOC
Part 4: Policies and Practices to Improve MZ Outcomes
Stemming from the duty to: “Recommend ordinances, resolutions, and regulations to ensure compliance with the requirements and intent of the Ordinance.” MZ Part I, Section 4(A)(6)(f) Objective 4.1: Consider drafting ordinances, resolutions, or regulations that support the three primary objectives of MZ (e.g., policies created to increase investments in Restorative Justice as a violence reduction measure, or policies designed to increase CRO activities). [13] SSOC
SSOC Strategic Plan: Implementation
The bulk of the Strategic Plan is designed to be implemented through reports presented at the monthly meetings of the SSOC. Some of the objectives of the Plan will be realized through the creation of ad-hoc committees.
The 14 objectives can be completed in a single year or spread out over two years.
The plan is intended to be flexible. The SSOC can vote to modify, add or remove objectives based on new or evolving circumstances.
IMAGE CREDIT: FAVIANNA RODRIGUEZ
SSOC
SSOC Strategic Plan: References
1. MZ page 1, paragraphs 2 and 5, and page 2, Part 1, Section 1B
2. MZ Section 4A, page 7
3. MZ page 1 paragraph 6
4. MZ page 2 Part 1 Section 1(A)
5. MZ Section 4(A)6(a) page 8
6. MZ Section 4(A)6(b), page 8
7. SSOC 4/25/22 Meeting Items 7 and 10
8. Strategic Planning for Public & Nonprofit Organizations: A Guide to Strengthening & Sustaining Organizational Achievement (3rd edition), page 6
9. Oakland Board & Commission Member Handbook “Collaborating with the public” page 10
10. MZ section 4 “Planning, Accountability And Evaluation” page 7
11. MZ section 4A6(a)(b), page 8
12. Efficacy of MZ presentation 12/7/21
13. MZ section 4A6F, page 9
14. MZ section 4 “Planning, Accountability And Evaluation” page 7
15. MZ Part II, Section 4(B), page 14, and Section 5, page 15
16. MZ Part I, Section 3(A), page 3
17. MZ Part I, Section 3(C)2(c)(d), pages 4-5
18. MZ section 4A6(a)(b), page 8
19. SSOC 6/27/22 Meeting Items 6 and 7
20. MZ section 4A6F, page 9
SSOC
SSOC Strategic Plan: References (cont.)
21. OPD 2020 Evaluation, page 2 paragraph 4, and last line on page
22. OPD 2020 Evaluation, page 3 2nd bullet item
23. OPD 2020 Evaluation, page 4, paragraph 1
24. OPD 2020 Evaluation, page 6, paragraphs 1 and 2
25. OPD 2020 Evaluation, page 6, paragraph 3
26. SSOC By-Laws, Article IX, page 7
27. Robert's Rules 11th Edition, page 328
28. OPD 2020 Evaluation, pages 10-12
29. OPD 2020 Evaluation Recommendation 2, page 25
30. OPD 2020 Evaluation Recommendation 3, page 26
31. OPD 2020 Evaluation Recommendation 4, page 26
32. OPD 2020 Evaluation Recommendation 5, page 26
33. OPD 2020 Evaluation Recommendation 6, page 27
34. OPD 2020 Evaluation Recommendation 7, page 27
35. OPD 2018 Evaluation Finding #2, page 42
36. OPD 2018 Evaluation Finding #13 page 46
37. OPD 2018 Evaluation Recommendation #4, page 48
38. OPD 2019 Evaluation Recommendation #6, page 29
39. Ceasefire Evaluation 2018, page 100
40. SSOC 6/27/22 Meeting Item 7
41. Oakland Board & Commission Member Handbook "Expressions of Personal Opinion" page 9 Ceasefire Oakland Strategy
SSOC Presentation 2022
22 23
Implementation of the Oakland Ceasefire strategy was
specifically demanded by community members to
address gun violence. In direct response, the City of
Oakland and its partners began implementation of the
strategy in 2012 after years of community pressure.
What is
Ceasefire
Oakland?
Ceasefire Oakland is a partnership-based,
intelligence led, and data-driven strategy designed
to:
– Reduce Gang/Group related shootings and homicides
– Reduce the recidivism rate amongst participants
– Improve community police relationships
24 How Ceasefire
Oakland Works
Goals
Reduce:
1. Homicides &
Shootings
2) Recidivism
3.) Build Community
Trust
2. Direct
Communication
(Call-Ins, Custom
Notifications)
3. Services &
Support
(Interested Direct
Communication
participants)
4. Law
Enforcement
follow through (First
and worst offenders)
1. Ongoing
Analysis
Data & Intel
Shooting Reviews
2. Typically conducted
by OPD, Community
Partners, USAO, DA,
service providers, faith
leaders, victims of
violence
1. Typically involves
problem analysis; crime
analysis, OPD, and other
law enforcement
partners
3. DVP Service
Providers and Life
Coaches
4. OPD Ceasefire Unit and
other units/agencies as
necessary
25 Problem Analysis
Results
Summary:
Homicides
&
Gun Violence
• 86% of homicides from 2019-2020 were gun homicides.
• Most homicides evolve from ongoing personal disputes (24%), sudden disputes (20%), and group-related disputes (12%). • Although only 12% of incidents involved a group-related conflict, at least 49% of all homicides involve group/gang members as victims, suspects, or both.
• About 34-37% of victims and 43-52% of suspects were
identified as group/gang-associated.
• 63% of homicides evolved from dispute-related
circumstances. Of these disputes, 59% involved group
members as victims, suspects, or both.
1. Ongoing
Analysis
Data & Intel
Communication is
The Key
27 Research is clear – A Group Violence Reduction
Strategy (CEASEFIRE) that follows the cycle is the
most effective strategy to reduce community levels
of violence
Core driver of Ceasefire is direct communication
with those at highest risk. (VHR)
Procedural justice/legitimacy, community values
and deterrence are at work in that communication.
Overall Design Principles: Communicate with (a)
the right people, (b)
in the right way (d) do what
you say.
2. Direct
Communication
(Call-Ins, Custom
Notifications)
28 Communication is
The Key
Direct communications are a means of
communicating with those driving or drawing
gun violence, to warn them of violent activity,
to give them information about their legal
exposure and risks and to offer them
opportunities for help – services through
Oakland’s Department of Violence Prevention
and its network.
2. Direct
Communication
(Call-Ins, Custom
Notifications)
Communication is
The Key
29 Research shows that a relatively small number of
highly active groups, representing less than one half
of one percent of a city’s population, will routinely
be connected with up to three-quarters of all of the
City’s homicides. Within that small population of
groups, an even smaller number of highly active
“impact players” drives the violence. Impact players
typically represent only 10 to 20 percent of group
members, yet they are responsible for a majority of
group violence, whether by instigating conflict or
committing violent offenses themselves. Both in
theory and in practice, it follows that changing the
behavior of these groups and impact players will
have a powerful impact on violence.
2. Direct
Communication
(Call-Ins, Custom
Notifications)
people
450
k
250
-
350
people
Focus on the
very high risk
individuals
OAKLAND’S
POPULATION
VERY HIGH RISK
POPULATION
30 31
WHO ARE THE
RIGHT PEOPLE?
Identifying the Individuals
There are 2 kinds of players – impact players and influencer's.
Impact players are those who drive or draw the majority of the violence we see day-to-day. Typically, law enforcement captures this intelligence during:
• Shooting reviews - every shooting over the prior week is reviewed by OPD and its partners every Thursday morning • Monday morning weekly crime updates
• 8 am calls (Tues. – Fri.)
An “influential” is a person close to an impact player who has his respect and can help him make positive choices.
2. Direct
Communication
(Call-Ins, Custom
Notifications)
WHO ARE THE
RIGHT PEOPLE?
AS ID’D BY Shooting Reviews:
1.Shooters
2.Recent shooting victims who are likely to retaliate
3.Those who can influence shooters
4.Highly network connected individuals
5.Who is likely to shoot next or be shot
• Not who is convenient to reach
• Rather – who can make the shooting stop if they choose. • Work back from them to tailor the interaction.
32 2. Direct
Communication
(Call-Ins, Custom
Notifications)
Custom
Notifications
Custom Notifications are a quick tactical tool, that is tailored for particular individuals/groups. Custom notifications are usually used to:
1. Manage near-term spikes in violence, including
conflicts between groups.
2. Interrupt retaliatory shooting.
3. Communicate with groups/individuals offering
services.
4. To keep open lines of communication with priority
groups/individuals.
2. Direct
Communication
(Call-Ins, Custom
Notifications)
33 Call-Ins
Call-ins can be transformative experiences in which group members, community members, and law enforcement
experience each other in a different –direct way. At their core, call-ins are a communication tool, a way to speak to group members and deliver critical information.
1. A call-in is a face-to-face meeting between the Ceasefire partnership and group members representing groups active in the City of Oakland.
2. Call-ins rely on probation and parole to bring group members to the meeting.
3. Call-ins communicate with groups/individuals offering services.
4. Partners present their message and ask the attendees to take what they have heard back to their groups.
2. Direct
Communication
(Call-Ins, Custom
Notifications)
35 37
Services &
SupportProviding an offer of services to those who are driving or drawing violence is a critical part of Ceasefire. Services play several roles in the strategy.
Experience shows that after a call-in some of the seasoned group members will accept the offer of help and change their lives. They may be tired of the violence, tired of going to jail and prison, and tired of being afraid for themselves and their loved ones. Getting them to accept help is enormously important for them, their families, and the community.
3. Services & Support
(Interested Direct
Communication
participants)
Effective Gun Violence Intervention Services
ID Very High-Risk
(VHR) Individuals,
from:
• Weekly Shooting
meetings
• Weekly
Coordination
meetings
Direct & Respectful Communication
Invite identified individuals to Call-In or
conduct Custom Notification with them
• VHR individuals connected through
Direct Communication are enrolled
in Intensive Life Coaching (ILC)
• Connect clients with needed
services
(relocation etc.)
Intensive Life Coaching
Law
Enforcement’s
Role
39 The Role of OPD’s Ceasefire Unit
Strategic & Laser Focused
Coordinated law enforcement action against members of a violent group, performed by the law enforcement operational team of the Ceasefire partnership. The Ceasefire unit
coordinates with other agencies conduct its enforcement. (i.e., local, state, and federal agencies) Sanctions include performing full conspiracy investigations, vigorously enforcing the conditions of group members’ probation or parole and serving outstanding arrest warrants. Performed upon a jurisdiction’s most violent group, it demonstrates to other groups that the partnership is serious about ending violence.
4. Law
Enforcement
follow through (First
and worst offenders)
125 90 79 83 85 71 67 75 102 124 107
553
471
420
342 307 279 276 287
495
599
408
678
561
499
425
392
350 343 362
597
733
515
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Homicides Shootings Total Injury
Oakland Homicides and Shootings
2012-2022**
*Ceasefire Partnership began on October 18, 2012. There had been a 46.7% reduction in fatal and non-fatal shootings between 2012-2019. 2022 data is through November 7, 2022.
40 41
Department of Violence Prevention
Special Joint Meeting of SSOC, City
Council, Police Commission and CPAB
November 29, 2022
Grant
Awards
FY22-23
Photo by Derick Daily on Unsplash
Strategy Areas Overview
RFQ Strategy Area Annual Allocation
Gun/Group/Gang Violence Response $10.52 million
Gender-Based Violence Response $4.40 million
Community Healing and Restoration $4.45 million
TOTAL $19,370,000
Grant Awards FY22-23
Strategy Area/Sub-Strategy # Awards Funding
GUN/GROUP/GANG VIOLENCE RESPONSE
Violent Incident Crisis Response 8 $3.12 million
Youth Diversion and Youth and Adult Life Coaching 11 $3.20 million Youth and Adult Employment & Education Support Services 7 $1.8 million School-site Violence Intervention and Prevention Teams 7 $2.4 million
GENDER-BASED VIOLENCE RESPONSE
Crisis Response 3 $900,000
Housing 4 $1.1 million
Wraparound Services 8 $2.4 million
COMMUNITY HEALING AND RESTORATION
Neighborhood and Community Teams with Town Nights 6 $2.4 million Healing/Restorative Activities 4 $1 million
Therapeutic Supports 1 $200,000
Community Capacity-Building and Mini-Grants 2 $850,000
GRAND TOTAL 61 $19.37 million
Funded Agencies
1. Abode Services
2. Building Opportunities for Self-Sufficiency
3. Catholic Charities of the Diocese of Oakland
4. Center for Employment Opportunities, Inc.
5. Communities United for Restorative Youth
Justice
6. Community & Youth Outreach, Inc.
7. Community Works West, Inc.
8. Covenant House California
9. Destiny Arts Center
10. East Bay Asian Youth Center
11. Lao Family Community Development Inc.
12. Movement Strategy Center (Urban Peace
Movement)
13. National Institute of Criminal Justice Reform
14. Oakland LGBTQ Community Center, Inc.
15. Oakland Kids First
16. Oakland Private Industry Council, Inc.
17. Oakland Unified School District Office of Equity
18. Oakland Unified School District-Juvenile Justice
Center
19. Restorative Justice for Oakland Youth
20. Roots Community Health Center
21. Ruby’s Place
22. Safe Passages
23. Sister-to-Sister 2 Inc.
24. Student Program for Academic and Athletic
Transitioning
25. Family Violence Law Center
26. The Mentoring Center
27. Youth Employment Partnership, Inc.
28. The Youth Leadership Institute
29. Trybe, Inc.
30. Urban Strategies Council
31. Young Women’s Freedom Center
32. Youth ALIVE!
Please note this list does not include subgrantees.
Improved
Capacity
Photo by Derick Daily on Unsplash
Infrastructure: DVP Office & Expanded Staffing
• Office: Construction of the
new DVP office is near
complete and is located at
250 Frank Ogawa Plaza on
the 6
th floor.
• Staffing: Total team of 38.8
FTE including 17 new hires
in the last year
Data & Evaluation
In the last year, the DVP has greatly expanded its capacity for data and evaluation by hiring 2 staff to work on internal evaluation, improving data systems, and conducting research analyses, including:
• Procuring the Apricot 360 Data Management System
o In July 2022, City Council approved a 5-year contract with Social Solutions Global, Inc. for the DVP to utilize the Apricot 360 Data Management System and replace the Cityspan Data Management System in order to improve data collection capacity and ease of use. This system will:
o Improve coordination amongst agency partners
o Improve user-friendliness
o Provide in-system referral capacity
o Improve reporting including dashboards, charts, maps, etc.
The Apricot 360 system is currently being built out and will be implemented with grantees in January 2023.
• Conducting geographic analysis of violent crime trends in Oakland by police beat over the years • Researching the Latino Landscape Analysis in Oakland as well as the experience of unaccompanied minors from Central America and their risk for gang-joining in order to procure additional funding • Improving the data collection across approaches including Triangle Incident Response, Community Engagement Teams, and Ceasefire
Training - Bright Research Group
In FY 2021-2022, the DVP continued its investment in convening, training, and technical assistance opportunities for its network of grantees.
Bright Research Group was engaged to support the development and implementation of these activities, including the following:
• Town Halls and stakeholder convenings on various topics including GBV
• Networkwide Convenings on Restorative Approaches to Community Safety & Healing, including multiple sessions on both Healing- Centered Coaching & Family Partnerships
• The Life Coaching Fellowship program to certify four fellows in community coaching
Featured
Programs
Photo by Derick Daily on Unsplash
Triangle Incident Response
Triangle Incident Response is a 24/7 real-time, coordinated crime scene response that aims to reduce retaliatory group/gang related violence, reduce the levels of trauma experienced by individuals, families, and impacted community members, and improve police-community relationships.
TIR partners, staffed by professionals with different orientations and responsibilities, include:
a) Violence interrupters
b) DVP Crime-scene Response Advocates with expertise in crisis intervention principles c) Law enforcement with knowledge of the geographic areas in which the triangle is implemented.
Since March 2022, the DVP and its funded agencies have responded to over 330 shootings and homicides to provide support and resources to victims and their families.
Town Nights
Town Nights is a community-driven, multi-
generational violence prevention and intervention
strategy that involves four components:
1) Outreach to community members to
attend events
2) Employment opportunities for residents
who work at events
3) Recreational activities and food available
for free to all attendees
4) Violence interruption dialogues facilitated
by violence interrupters and community
engagement teams that are intended to
reduce future violence
# of Nights # of Locations # of Estimated
Attendees
Winter 2021 3 8 4,000
Summer 2022 5 9 12,000
Total 69 total Town Nights events 16,000
Community Engagement Teams & Ceasefire
Community Engagement Teams
Community Engagement Teams (CET) send trusted messengers with lived experience and familiarity in neighborhoods of focus to deliver outreach messages to community members and connect individuals to services. Since April 2022, CET members have conducted outreach to over 1,000 individuals.
Ceasefire
The DVP continues to participate in the Ceasefire partnership and has conducted over 145 custom notifications and attended call-ins with over 55 participants since January of 2022. As of September 2022, 60% of very high-risk individuals identified through Ceasefire have enrolled in life coaching with the DVP or DVP-funded agencies.
Federal,
State. &
Philanthropic
Grants
Photo by Derick Daily on Unsplash
Term: July 2022 to June 2025 (3 Years)
Amount: $1,800,000
Grant Activities:
Implement family systems work with high-risk students in OUSD schools Host Summer 2023 Town Nights events for 8 weeks at 9 locations Develop and implement a violence prevention and intervention awareness media campaign
Gilead Foundation, Oakland Fund for Public Innovation
Term: July 2022 to December 2025 (3.5 Years)
Amount: $6,000,000
Grant Activities:
Implement family systems work with high-risk individuals affiliated with Case/Acorn, ENT/Ghost Town, or Norteños groups
Hire 24 Community Engagement Team members to perform street outreach with above groups
Implement Cognitive Behavioral Therapy training with high-risk individuals Implement Crime Prevention through Environmental Design (lighting, blight remediation, etc.)
The Board of State and Community Corrections (BSCC)’s
California Violence Intervention and Prevention (CalVIP)
Term: October 2022 – September 2024 (2 years)
Amount: $200,000
Grant Activities:
Hire a Program Analyst I to support the department’s violence incident crisis response activities, specifically to:
Manage contracts with eight community-based organizations (CBOs) that are funded through the DVP to hire and supervise violence interrupters and hospital-based responders
Provide administrative support to violence interrupters and crime scene response advocates who participate in the DVP’s triangle incident response (TIR) to shootings and homicides.
The Bureau of Justice Assistance’s Byrne Discretionary Grants Program
Thank You
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