Public Safety Improvement ProjectSFPD – San Francisco Police

DesignStrategy-USA

Roger- McKean Bazeley

M.S.T.M., M.S.I.D., IDSAIndustrial Designer Marketing Consultant

Public Safety/EMS, School Safety, Transportation/Traffic and Pedestrian Safety

DesignStrategy-USA: Experience

Roger-McKean Bazeley-DirectorMarketing Communications - Industrial Design Consultant30 Years of International Design Experience – MarCom, ID, CI, Arch.Developed over $2.5 Billion in profitable new products and expanded worldwide markets by launching over 2,000 new products, MarCom/Advertising ProgramsProjects Included: NYPD Identity Program, NYC MTA MarCom Program, Pan Am, Atlantic Avenue NYC Urban Renewal Projects, The School Traffic and Pedestrian Safety Improvement Project –SF/PTA Director 1994-2003

Industrial Design Professional

NYC - Urban + Public Safety Design

NYFD – Design Concepts

NYC – MTA Transportation Concepts

Corporate IdentityLexington Marine Transport, Charter Bank, Pan Am, NART MTA

NYPD: Identity + Safety Program

SCHOOL TRAFFIC AND PEDESTRIAN SAFETY IMPROVEMENT PROJECT – SAN FRANCISCO

San Francisco – Our Community

Growth, Change, Transition, and RenewalGrowth, Change, Transition, and Renewal

Seniors, children, workers, minorities, and visitors make-up San Francisco’s diverse community

What is our Image?

How does the public view the SFPD?How do we view ourselves?What are our defined duties and priorities?What is our community relationship?How is our past image defined?How is our present Image defined?What goals are key for self renewal?

R E A C T I O N + P E R C E P T I O N = R E S P O N S E

SFPD - Bad Press/Publicity

SFPD - Satire and Ridicule 2003

NYPD - Satire and Ridicule 70’s

Children’s Perception K-5 NYC

“SFPD must have the will to change.”

SFPD Vehicle Design – Visibility Hazard

Community RelationsAnd Concern

WAR PROTEST – 2/2003 SF

San Francisco 2003 - 2004Civil Disorder = Law and Order Issues

SFPD – Crowd Control-Protest

SFPD Public School Relations

Thurgood Marshall HS – SFUSD School Disturbance/IncidentOctober 11, 2002 Incident Created a rift in community relationsStakeholders comprised of Police, Community Leaders, Parents, Students, Teachers, SFUSD Administrators met to identify causes and issues in “lack of communications and physical altercations between students and responding Police units and Sheriff riot squad interaction.SFUSD/Community Task force Inquiry addressed Four Key Areas of issues and recommendations

School Site and School Site Safety PlanSchool ClimateCommunication with PolicePolice Conduct-Response

Thurgood Marshall HS Community Task Force - Recommendations

School ClimateThurgood Marshall School community was struggling with issues that included a new administration, academic issues and a lack of student discipline.Recommendations: New Communications methodology and channels between district administration, teachers, parents, and students. New Performance, accountability, community support standards/policy and defining student school rules, expectations, and consistent ruleenforcement.

School Site ResponseFailure of Communication and lack of a SFUSD safety planRecommendations: Create School safety plan and training to address emergency response and creating a safe learning environment.

Thurgood Marshall HS Community Task Force - Recommendations

SFUSD and SFPD CommunicationsThurgood Marshall School community concluded that there was a massive failure of communication, response policy, and coordination between district staff and SFPD officersRecommendations: New Communications methodology and channels between district administration and the SFPDRe-evaluate and define SFUSD relationship to the SFPD in relationship to emergency response and School Resource Officer program

Police ConductSchool Community alleged incidents of SFPD officers brandishing of a weapon, use of batons, hitting, pushing, kicking and use of profanity or slursRecommendations: Protocol for Police conduct on school campus be developedTraining for police and school personnel-Procedures, Student RightsPositive methodology/activities for mending Student and Police relationship

Community Youth needs Mentoring

K-12 School Children Safety and Accident Concerns

Children 5-12 Highest Injury/fatality rates-PSA

Elizabeth Dominquez 4 Years OldBuena Vista Elementary School Student

Memorial School Safety Pedestrian March For Elizabeth Dominquez, age 4 - 2/11/2003 Fatally Struck By Vehicle

Vulnerable Populations: School Children, Seniors, the Disabled

Community Memorial Safety Marchand Protest – Potrero Ave. & 24th St.

Parents/PTA/Community Ask San Francisco for Traffic and Pedestrian Safety Improvements

Community, Parents, and PTA Request PED Safety Improvements including:

Install new pedestrian count down crossing signalsIntersection Crosswalk of Potrero & 24th Street to be remarked and designated as a school safe route YELLOW LADDER style crosswalkRed Light Runner Camera to aid in enforcement/motorist behavior modificationRestriction on cross traffic turns at specific timesRetiming of Intersection signals to allow adequate crossing timeAdult DPT Crossing Guards at 24th and 25th Streets due to hazard presented by traffic speeds and volumes to Elementary School ChildrenReplace older School Zone and Pedestrian Warning signs with (FYG) Fluorescent yellow green/DOT signs to increase motorist awarenessRe-mark non school crosswalks along Potrero Avenue corridor especially opposite General Hospital with White PED LADDER CrosswalksIncrease SFPD traffic unit and radar enforcementEstablish 4 Way Stop at Utah and 24th Street adjacent to hospital garageModernization of Potrero Avenue and its signals and intersections with turn lanes pockets and signal heads with turn indicators

12/12/2008 36

Project Benefits: SAFE STREETS

Our Children need Protection+ Safety Educational Outreach

Pedestrian Safety SFDPH –School PSA Poster

Drug Abuse Resistance Drug Abuse Resistance Education ProgramEducation Program

SFPD - Public Image Minority Community Complaints

Inflexible and rigid in responseDiversity and cultural respect issuesMilitary law enforcement response instead of public safety approachNegative public response to methodsAggressive heavy handed – not friendlyUnsafe vehicle pursuits – accidents

Community Policing – Public Safety

Community policing means revitalizing goals and priorities aligned with community needsThe SFPD can not accomplish this alone in its reconstructionThis means reinventing the way all city agencies, community members, policy makers, and the police work with each otherEveryone must share the responsibility for the safety and well being of our neighborhoodsSolving crimes is and will continue to be an essential elementPrevention of crime from the start is the most effective way to create a safer City environment for ourselves, our families, and our neighbors.Achieving our strategic goal of an improved quality of life in our neighborhoods must go beyond the search for a new policing strategyAs modern urban life becomes more challenging and complex so does the role of police officers and the demands upon the command structure

The Rationale For ChangeThe causes of crime in society are increasingly are more complicated

Changing demographicsShifting economic baseDeterioration of public school funding and educational safety netThe breakdown of the family structureChronic drug and alcohol abuseRacial tensions with multicultural issues and fragmenting politicsRising Domestic and International terrorism and related issuesDeteriorating economy, state and local budget deficits, and revenue short-falls as in California's in excess of $38 Billion Dollar deficitCut backs in health and social economic assistances and services

These and other issues all contribute to increased crime rates and growing sense of fear and disorder in neighborhoods

SFPD – Ranks Poorly in Crime Solving Statistics

Murders SolvedSan Francisco 50%Baltimore 51%Chicago 52%Los Angeles 52%Boston 54%Columbus 54%San Diego 64%Jacksonville 64%Dallas 65%Memphis 65%San Antonio 67%Houston 67%Austin 70%San Jose 70%Philadelphia 71%Indianapolis 78%New York 79%Milwaukee 84%

FBI and Police Data – Chronicle1997 – 2001 Murder By ethnicity

African American -- 53 solved 80 UnsolvedAsian/Pacific Islander-- 21 Solved 25 UnsolvedWhite -- 45 Solved 30 UnsolvedLatino -- 21 Solved 24 UnsolvedAmerican Indian -- 1 Unsolved

Pedestrian Fatalities 19 (2001) – 18 (2002)Traffic and PEDS 37 (2001) – 32 (2002) Down 13.51%

Community Public Safety

Solving crimes is an essential part of law enforcementPreventing crime is the most effective way to create a safer environment for ourselves, our families, and our neighborsAchieving our strategic goals of an improved quality of life in our neighborhoods must go beyond the search for a new policing strategyAs modern urban life becomes more challenging and more complex so does our public safety role as police officersWe must seek out new ways for citizens and our government to work in partnership toward solving the range of difficult and constantly changing problems that effect our entire communityTogether as community partners we can make a difference in improving San Francisco’s public safety and the quality of life

“It takes a Community Policing approach and Community Partnership to stop crime.”

SFPD – Limitations of Traditional Policing

Past decades of nationwide public concern over police internal management discipline policies, accusations of police corruption, and undue political influence and city hall control on police departments resulted in random preventive patrols, rapid response calls for service, sophisticated 911 communication systems, and better crime investigation methods and procedures --- have succeeded in making law enforcement more professional and respected.

Police operational innovations, organizational restructure alongthe lines of meeting community needs, and higher police officer requirements with broader training in community socio-cultural diversity issues, and innovation in community involvement can have a lasting positive impact on Police Department culture and employee esprit de corps.

SFPD Community Participation and Outreach to improve relations

Identifying the nature and extent of the problem promptlyDocumenting best practice solutions and methodsSoliciting community ideas about what approaches the police command staff should embrace to evolve effective outreach and implement community safety and service solutionsImplementing open dialogue and town hall meetings where the community can fully participate and develop partnership trustDetermining how terminology and semantics effect or hinderthe problem solving process between the SFPD and diverse community groups and safety stakeholdersDefining clearly the roles and parameters needed to improve relations between the SFPD and minority communities or communities of cultural and lifestyle diversity.

Chinese New YearSFPD Community Participation + Partnership

Minority Community Outreach =One on One to Gain Youth Involvement

Reaching ConsensusThe SFPD needs to balance effective crime control strategies with an equal appreciation of how citizens are treated.Reducing crime cannot be accomplished at the expense of losing the trust and active participation of any of our community partners.

MAIN CONCERNS:Lack of Communication is identified by community leaders and the SFPDas a major source of tension.Lack of mutual Respect for people as human beings-is expressed by members of the minority communities.SFPD Accountability for internal disciplinary issues cited as unresponsive to community complaints.Minority community youth and residents need to alter their attitudes to feel a Freedom from Fear of the Police, which drives social and cultural wedge between police and neighborhood residents and creates an unacceptable “us vs. them” environment.The need for strengthening Trust between SFPD Police Officers by the community feeling a commitment to working in partnership with them.

SFPD – The Widening Budget GapThe current city and state budget deficit will continue to negatively strain and challenge crime-fighting abilities, and public safety projectsCity budget reductions in family social services, children and family medical and mental health programs along with problems of drug abuse, drop-outs and educational program cuts, along with societal rage and violence have grown more serious, complex, and costly to mitigate.The funding and revenue resources have not kept pace with the demand and city’s changing needsFederal and state support for a range of social services that directly impact crime and neighborhoods have been drastically reducedLocal government has been left to absorb more of the financial burdenSan Francisco is faced with a widening gap between citizen demands and government resources

NYPD - An Urban Emergency Communications GAPPolice Chief Magazine 1974 – Roger-McKean Bazeley

An Urban Emergency Communications GAP – Con.

Lessons Learned and SharedCitizen fear and not just index crime rates are important in measuring neighborhood safety and public satisfaction wit the police.Limitations of preventive patrol by sticking to the patrol car as a linchpin of the traditional modelLimitations of rapid response calls for service is most effected by the speed in which a victim or witness contacts the policeCitizen information, as much as forensic technology, is key to identifying offenders and solving crimeContinuing to arrest and incarcerate offenders has little deterrent effect in the long term as half were repeat offendersForced-isolation of the Police from the community by the traditional Policing model of increased service call demand with technology reliance cuts the Police off from the one on one and community input and interaction of the community foot patrol or ‘beat officer’ creating the metaphor the “thin blue line” of community oriented policing

SFPD-Role of the Community

Commitment to establish a relationship between community and the SFPD that will breakdown long-standing barriers, reduce community tensions, open-up channels of information and provide meaningful opportunities for collaboration

All levels of operation and command management must see community outreach as a vital ongoing element of their job

The community partnership can not be a superficial one – but instead seek input from the different communities and areas of the city we serve in setting priorities and implementing public safety and crime prevention strategies

The key goal of partnership must go beyond the issues of crime and encompass the common goal of making San Francisco a better and safer city.

Our community based strategy must not become a forum for promoting a particular group to the exclusion of others, or those without voice.

Special Interest group agenda promotion will only polarize and isolate other community stakeholders and organizations creating further distrust, strife, and non-participation in public safety issues and solutions.Experienced community members and well trained Police need to effectively create oversight to monitor and modify this type of self defeating behavior.

Strategic Vision for the FutureNeighborhood Strength: Back to the Grassroots

San Francisco needs a collective intolerance for those conditions and behaviors that undermine our strength and our very soul – an intolerance not only for crime and violence, but for neighborhood decay, open defiance of the laws of society and San Francisco, and other dangerous conditions of hate crimes and domestic violence.Collective intolerance requires the moral commitment of the community and government working together as partners and a teamThe creation of strong and safe neighborhoods requires more than the creation of another government agency, level of management, or programPeople see through—another box on the organization chart giving the false appearance that “something” is being done to solve the problem often in a reactive, expensive, and non-sustainable methodology rather than addressing the underlying problems that erode neighborhoods

San Francisco is at a Critical Crossroad

SFPD resources have been stretched by overwhelming service callsThe budget strains on the budgets of not only the SFPD, but also fire/EMS services. Hospitals, schools, parks, streets, sanitation, publictransportation and other city services has only exacerbate the already dangerous conditions of urban crime, disorder, and neighborhood fear.The present and past option to maintain the status quo and hope for economic improvement is rapidly disappearingThe preferred path is to better manage the changes that effect use and develop a more effective strategy to solving the problems facing the City, the Police Department, and most importantly the citizen’s we serveThe new strategy must go beyond the limitations of traditional policing.SFPD needs to expand capacity to control and prevent crime through the results of our work and task management in a united effort to make a positive difference in the lives of all San Franciscans.

SFPD - Our Positive Self View

To protect and to serve the peopleStriving for constant community outreachA family of Police Officers-proud to serveSan Francisco’s finestStriving to build internal and external trustLaw enforcement CareerTo reduce and investigate criminal behavior and unsafe driving/accidents

A Positive Self Image

SFPD Renewal Goals

Building TrustCommunity PartnershipPublic Safety PriorityService to Community

Public SafetyProtection from CrimeEquality in TreatmentCultural and Diversity Sensitivity

SFPD – A Smarter Way of Policing

Policing continues to be a dynamic interactive profession with yesterday’s methodology becoming today’s challenges

The growing separation between Police and the people they serveTechnology becoming the master of an officer’s time and prioritiesUnacceptably high crime rate and low crime solving percentagesGrowing fear and disorder in minority neighborhoods

The changes needed must be fundamental and sweepingThese changes will envision a Smarter way of policingA growing realization that law enforcement is just one of several means for the police serving the community in crime control responsibilityConflict resolution, order maintenance, problem solving, community involvement/empowerment (CAC’s), and city agency/departments interactivity are key in impacting crime as well as address the conditions contributing to unacceptable levels of neighborhood fear and disorder

The NEW SFPD Image

Public Safety PriorityService and Protection to all citizensA Community Partner – our customersRespect for Cultural and Ethnic DiversityEquality in treatment and access to PoliceThe “Fine Blue Line” of building TRUSTModern Technology - Communications

Service diversity EMS, Rescue, Traffic, Law

SFPD + Self Renewal =Safety Service Equality

The SFPD – Can Be a Catalyst for Change“Mobilizing Resources To Get the Job Done”

Public safety provides the necessary anchor for strong neighborhoods and families, safe schools, healthy business environment, and a safe cultural climate for community growthSFPD – has knowledge, experience, community presence, energy and resources to address community problems by encouraging government agencies, community institutions to be involvedImplementation of a new identity, image, and incorporating the principals of responsive customer service, problem solving, prevention, and shared responsibility and accountability by all partners to sustain critical community involvement and cohesion Reinventing the San Francisco Police Department in methodology, strategic community involvement and crime prevention is needed as a wholesale transformation in procedures and community perception

SFPD – Community Goals

Reinventing the SFPDChange from a largely centralized, incident driven crime suppression agency to one that is a more decentralized customer driven organization dedicated to solving problems, preventing crime, and improving the quality of life throughout San Francisco

A major shift is needed in the way of thinking, behaving, and believing internally and externally through refocusing the department command and employees and how members of the community at large, view the world and SFPD’s role and mission or place within the community

SFPD needs to fully embrace the commitment to protect the lives, property and rights of all people, to maintain order and enforce the law with impartiality and insuring equality and maintaining the highest degree of ethical behavior and professional conduct at all times.

SFPD – Officer and Employee Excellence

SFPD – must do more to empower it's own employeesBeat officers should have the opportunity and power to identify and prioritize problems and decisions in their solutionSupervisors should have the chance to be the mentors and motivatorsCommand staff should have true operational and organizational for proposing, defining, and managing change through out the organization and not just in their own areas of specialtyCreate values that emphasis individual creativity , initiative, and ingenuity at all department and staffing levelsTap a broader recruitment base of people skilled in problem solving concepts and team buildingHire highly trained and motivated civilian personnel who believe in the SFPD’s revitalized mission and can contribute to itOrganizational unity through change by growing member respect for one another and sharing information as team participants and members

Guiding Principals for ChangeOrganizational culture must be redefined to emphasize and rewardorganizational and individual behavior that makes a real difference in crime reduction and solving neighborhood problems

Results, and not activities is the essence of measurementCrime control and prevention must be dual parts of the missionSolving crimes is essential, but prevention is key for increasing safetyThe principals of customer service and problem solving must be incorporated into all organizational entities in a unified clear mannerThe SFPD command structure must reinforce integrity and ethical behavior among department members—ethics and integrity are key in building community trust perception of the SFPDIsolation between SFPD and the community must be broken down by shared responsibility, shared involvement in the policy decisionprocess, and open constructive two way communications

SFPD – 911 ResponseStandards for responding to Calls for Service

SFPD – will respond to life-threatening emergencies as quickly as possible and in sufficient numbers of people to ensure the safety of the public and our own members—(Visible Safe Emergency Vehicles a Key Component)The SFPD – will increase the amount of time for proactive policing activities within beats and neighborhoodsThe SFPD – will respond to each 911 request with the most appropriate service, whether that be personal, telephonic, or police response, or through another government or community based agencyA uniformed patrol unit will be be dispatched to the scene of a 911when the presence of a police officer will solve the problemThe public must recognize that the uniformed patrol force cannot be effective if totally consumed with responding to 911 calls, and still maintain proactively in crime prevention and solving community safety problems

SFPD – Training + Self Education

The ability to adapt to change is essential to the survival of any organization.Effective training is the most efficient way to institutionalizethis flexibility.Positive organizational values, policies, and procedures are communicated, reinforced, and improved through training.Shortchanging our commitment to training is unacceptable.New tools and retooling through training to empower with the skills that will be critical to future success.Critical Skills to insure this success include: communications, team building, problem solving, community outreach, and leadership.

SFPD – Employee and Team Discipline

DISCIPLINE has never been synonymous with punishmentDiscipline has both positive and negative aspects that go far beyond punishmentIntentional violations differ from the mistakes unintentionally made in solving problems or serving the community which are corrected through training, counseling, and management.

EMPLOYEE MORALE is a true indicator of organizational quality and strength and resulting teamwork flexibility.PERFORMANCE EVALUATION and ACCOUNTABILITY go hand in hand and need to be retooled and reevaluated both qualitatively and quantitatively.RECRUITMENT needs youth and experienced people that possess those key skills of creativity, self-motivation, analytical abilities cultural awareness, communications proficiency, technical skills, and moral integrity that are compatible with the renewed SFPD strategy.CAREER DEVELOPMENT needs the commitment to recruit the best and give them the decision-making authority and tools to reach full potential and get the job done. Career advancement must be rewarded on performance results, dedication and communications abilities in dealing with internal and external conditions in solving public safety problems and not politically driven.

SFPD – Other Key Areas of Concern

USE OF TECHNOLOGY - New technology must be properly integrated with a new SFPD strategic plan and mission that supports the crime reduction and prevention capacity and strengthens community partnership and emergency response.RULE and REGULATIONS – SFPD’s entire system of orders, notices, policies and directives must be brought in line with our new strategic direction as a value driven approach with accountability.RESOURCE ALLOCATION needs to be based on objective criteria and internal and external community needs with mutual accountabilityBUDGETING must be structured to enhance and sustain the achievement of the new strategic plans goals and mission and not the perpetuation of existing bureaucracies or ineffective methodology with a more decentralized approach.INFORMATION SHARING must be meaningful and accessible to all partners in solving and preventing crime and promoting communitypublic safety.

SFPD Command Staff + Emblems

SFPD - Vehicle Fleet Photo Audit

SFPD – Fleet Vehicles

SFPD – Fleet Vehicles

SFPD – ON CALL+SFFD EMS

SFPD Vehicle Fleet Reliability and Safety Issues

Patrol Car- Mech. Defects News

CHP Black + White Traffic UnitLow Visibility – Night/Low Light

NEW NYPD-Patrol Car: Blue + White3M Reflective Decals/Stripe 1972-97

Design: DesignStrategyDesign: DesignStrategy--USA, Roger Bazeley USA, Roger Bazeley NYPD Vehicle Fleet Graphics, Light RackNYPD Vehicle Fleet Graphics, Light Rack

NYPD-Vehicle Safety DesignReflective 3M Decals + New Emergency Light Racks

Concept to ImplementationConcept to Implementation

NYPD – Police Vehicle 1972-97

NYC – Implemented City Public Safety - 74

NYPD – Vehicle FleetBefore and After New Design 1974

NYPD Blue – Vehicle Fleet

Fleet Graphic Design 25 Years usage before New Fleet Graphic Design 25 Years usage before New 2000 Blue Graphics on White Format2000 Blue Graphics on White Format

NYPD - Emergency Service + Aviation Units

NYPD - Modified Decals 1995Blue + White Traffic Unit

NYPD-Blue + White Fleet

NYPD 2000 Traffic UnitAll White Body + Blue reflective Decals

NYPD – White Vehicles + BlueReflective Decals and Markings

NYPD-2004 NYC Night & Day

NYPD – Operations, Mobile-HQ2004 Urban Security Alert

Police Fleets: White + Color Graphics Trend

CHICAGO POLICE

New York Police Department

UK UK London London MetroMetro

POLICEPOLICE

Boston, Wash DC, Philadelphia

2004 East Coast Photo 2004 East Coast Photo AuditAudit

Generic POLICE Decal Kits

UK - London Metro Police

UK – Police EMS - Response

UK Police Vehicles – Safety Graphics

UK – High Visibility Graphics

Stratford Upon Avon-Cotswold's

County/Town Police

SFPD – Image Renewal Elements

Safety – Service – Equality

POLICEPOLICE

SFPDSFPD

SFPD – Patrol Car Concept

SFPD – Vehicle Concepts

SFPD – Vehicle Concepts

SFPD – Low Night Visibility

MUNI Cable Car and Taxi Accident – 5/10/2003 California/Leavenworth 8 PM

SFPD – Mobile Command 2

SFPD – Existing vs. New Application

SFPD – Car Design Strengths

Visually Safer Night and Day – Intersections – 911 RunsRenewed Image and Identity – Phoenix Symbol of RenewalSFPD Community Public Safety Mission Slogan

SAFETY – SERVICE – EQUALITYCommunications Clarity In Messaging – Public Safety/Emergency Priority

3M Reflective Yellow Safety Stripe, Red Emergency Accent – Safety LookPolice Blue the – Positive Color – “Fine Blue Line”

International Color for Police