Adrian Fenty, Mayor Elect “Pre-Transition” Task Force Reports November 6, 2006

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Updated: 02:09 pm UTC, 14/10/2024

Asian and Pacific Islander Affairs	Affordable Housing
Arts	CapStat (Capital Accountability Program)
Democracy and Voting Rights	Economic Development
Education	Environment
GLBT	Health
Latino Affairs	Public Safety
Technology	Women and Girls
Creating a Safer City

Fenty Pre-Transition Asian and Pacific Islander Affairs (API Affairs)

Executive Summary

Chair: Jeanny Shu Ho

Make the Asian Lunar New Year, a Day of Commemoration in the District of Columbia in recognition of the economic and cultural contributions of API community; the State of Maryland, New York and the New York City have already passed legislation that designates the Lunar New Year as a Day of Commemoration. Provide funding of $100,000 to promote annual Asian Lunar New Year Parade in Chinatown, which routinely attracts more than 40,000 patrons/tourists.
Identify a surplus or a purchase-assisted land to establish Asian businesses and Affordable and Stable Housing for Asian seniors and low-income, limited English residents as of the Wah Lock House in Chinatown area.
API Community-based Organizations can serve as the grassroots extension of District’s services to API resident at the grassroots level; providing vital and effective city social services including educational, mentoring, parental involvement, health, translations, and employment and human services.
Support OAPIA’s request for an additional funding of $750,000 to increase access and utilization of services by the District’s API residents who have linguistic and cultural barriers and to continue to sustain and/or increase the number and quality of services provided by API Community-based Organizations.
Name the API community to high level positions in the Fenty Administration including Cabinet level positions.
Conduct the Diversity Business Summit – The annual forum will be in collaboration with OAPIA of the Mayor’s office, the Office of Latino Affairs, the Minority Business Development Agency (MBDA) of US Department of Commerce, Small Disadvantage Business (SDB) of SBA, and specifically targeted business organizations.
Continue providing translation of fundamental documents and oral interpretation to ensure equal access and participation to public services, programs and activities for residents of the District of Columbia who are not English proficient. Make translated materials readily available and accessible for resident with limited English.
Add more key Asian languages of Bilingual Immersion program in the elementary/middle School level to allow the students to get a wide worldview and more marketable skills. As of today, the only DC Public School offering a dual-language program is Oyster Bilingual Elementary in NW.

ADRIAN FENTY DEMOCRATIC NOMINEE FOR THE MAYOR OF THE DISTRICT OF COLUMBIA AFFORDABLE HOUSING PRETRANSITION TEAM

EXECUTIVE SUMMARY

OBJECTIVE: To recognize the Commitments Councilman Fenty made during his Campaign on Affordable Housing and Analyze those Commitments.

KEY COMMITMENTS:

Ensure Housing Task Force Plan is updated annually including informing the community on available housing options
- Office of the Deputy Mayor for Planning and Economic Development (“DMPED”) can implement commitment which will require a nominal budgetary impact. Commitment can be fulfilled immediately. DMPED, DCHFA, DCHA and others already inform community on housing options.
Increase technical assistance for tenant organizations and support tenant organization efforts to purchase their building
- DMPED can implement commitment with a small reallocation of resources to focus on aggressively having DMPED staff, DCHFA, DHCD, DCHA, NCRC and AWC to educate tenant organizations on TOPA. Also, DMPED has to give directive to agencies under DMPED to allocate more funding for community based housing organizations to educate their constituents on TOPA. DMPED has to support tenant organizations by providing low cost financing, technical assistance and management resources or capabilities. Budget impact should be small, but this depends on the amount of resources needed to assist tenant organizations including financial assistance.
Legislation giving the District the right to purchase Section 8 Buildings
- The Mayor under the Low Income Housing Preservation Act (2002) (the “Act”) requires owners of federally assisted housing accommodations which includes Section 8 to notify the Mayor 1 year in advance on the cessation of their participation in the program. The Mayor under the Act has the same powers Tenants have under TOPA. The Mayor needs to delegate opportunity to purchase to DCHFA which has the resources and capabilities to capitalize on these opportunities. Budget impact could be small as DMPED has to make sure to allocate HOME, CDBG and Tax credits to the projects to minimize budget impact.
Make Owners keep up their Properties
- DCRA’s Housing Regulation Administration’s Office has to use the “Threatening Conditions Fund” DC Code 6-711.01. DCRA has to strengthen overall Housing Code enforcement. DCRA has to make better use of the receivership part of the Nuisance Properties Abatement and Condemnation Act to achieve repairs and avoid abandonment of occupied rental properties. The budgetary impact is minimal with a slight increase in funding.
Devote more of the real estate recordation and transfer tax to the Housing Production Trust Fund
(“HPTF”)
- The DHCD has responsibility for HPTF. Action of the DC Council would be required to increase the percentage of transfer and deed recordation transferred to HPTF. The major impediments to this proposal are budgetary which could be a major Redirection of resources and current HPTF funds are not being spent. Introduce any increase with a comprehensive affordable housing legislative package.
Adopt mandatory inclusionary zoning rules that require a portion of all new and substantially renovated housing be set aside for low and moderate income residents
- The Council of the District of Columbia (“District Council”) has before it B16-0779, introduced on June 5, 2006
  (“Legislation”), which is the Inclusionary Zoning Implementation Act of 2006. The Zoning Commission and Mayor per his delegation can promulgate regulations (ZC has drafted proposed regulations). Impediments are developers and some neighborhood groups. Current legislation needs some changes and clarifications. Legislation can be passed and implemented in 6 months. Budgetary impact depends on any decreased economic development activity versus decreased spending on social services for individuals and families with a home.
Improve Shelters and Provide Shelters Downtown
- Deputy Mayor for Children, Youth, Families and Elders (“DMCYFE”) and DCHA can create permanent housing that moves the homeless out of the shelter system, whether into conventional low rent housing or housing with supportive services. The Mayor has to pick one or more downtown shelter locations to facilitate the transition from homeless to permanent housing. Budget impact could be very significant as the cost to build permanent housing for people transitioning and to build or renovate a downtown facility will be costly.
Require at least 30% of all new housing developed on city or purchase-assisted land be affordable
- The Mayor must declare city owned land surplus and the council must approve the disposition. In this process they can put the 30% requirement on the disposition. Also, the Mayor and the Council have to require any purchase-assisted land be done with the 30% requirement. The Mayor has to give developers bonus density, reduced fees and other incentives to make such a high percentage work. The Mayor can implement this in his first year in office. Budgetary impact could be positive as increases in some fees and more households paying taxes.
Commercial Linkage Programs
- OP has $80,000 to examine commercial linkage programs (OP – pending RFP release to choose a consultant), in which commercial project developers pay a compensating fee to affordable housing funds. Impediments will be considered a tax and will go against Councilman Fenty’s no new tax pledge. Also, the District has a high commercial tax rate and any additional fees will make it harder for the small, local businesses or non profit institutions to stay in the city because developers will pass of the fee in higher rent to the tenants.
Increase Development Subsidies and supplement federal funding of Section 8
- The DC Housing Authority (“DCHA”) would lead the implementation of this promise, in cooperation with DCHFA, NCRC, AWC and DHCD. The Mayor through DMPED must quickly implement the DCHA Rent Supplement Act of 2006 providing rental vouchers that can be tenant-based, project-based or sponsor-based (underway). DCHA must match these vouchers with HUD subsidies. This can be rolled out in the first year of the new administration. Budget impact has already been contemplated as a part of the legislative process.

FENTY PRE-TRANSITION ARTS COMMITTEE

EXECUTIVE SUMMARY

Chair: Judith F. Terra

Vice-Chairs: Rhona Wolfe Friedman and Jan Du Plain

THE MAYOR WILL MAKE A BOLD STATEMENT ON THE ARTS WITHIN TWO MONTHS OF HIS NEW ADMINISTRATION BRANDING DC AS A “WORLD-CLASS CULTURAL CITY.”
The Mayor will appoint a new Chair for the DC Commission on the Arts and Humanities fill vacancies on the Commission and hire a new Executive Director.
The Commission will develop a Marketing Plan with the assistance of arts agencies of the branding of DC as a
“World-Class Cultural City.” Increase Commission funding.
Begin Public Conversations in each Ward, starting with existing groups and organizations, on the revitalization of the Arts, Culture & Humanities in DC.
Develop an Arts Marketing Consortium to publicize the Arts and Culture in DC.
Plan and implement a web-based “Cultural Map of DC” for local neighborhood and city-wide art related activities and events.
Plan and develop incentives for all schools to incorporate art education into their curriculum. Work with Economic/Business groups to fund this plan.
Develop Strategic Partnerships to promote the arts with DC economic/federal groups.
Develop plans for Kiosks in DC to act as information bases for the arts and culture.
Create a structure for “ART DC.” Place art forms permanently throughout the city.

Future Plans Include:

Form an “International Cultural Alliance” in DC with Embassies.
Develop and implement an Arts Summit/DC Cultural Festival
Develop an Arts/Cultural Database for the District- including an
Arts Media Network.
Develop the initial plans for a Cultural/Arts World Fair in DC.

FENTY PRE-TRANSITION TEAM 10/31/06 CAPSTAT WORKING GROUP: DON WILSON, CHAIR

CAPSTAT: ACTION OPTIONS PLAN — EXECUTIVE SUMMARY

“Now begins a new era of accountability in the District of Columbia – a new era where all of us come together in new and innovative ways to turn problems into opportunity.” Adrian Fenty

CAPStat (the Capital Accountability Program) will be the overarching system of accountability that Mayor Adrian Fenty and City Administrator Dan Tangherlini will use to steer all D.C. government agencies — tracking performance, measuring progress, uncovering gaps, and finding financial windows of opportunity to shift resources to pressing needs.

An innovative program inspired by award-winning efforts in New York and Baltimore —CAPStat will go much further than any other municipal accountability program. It will be a national model for mayoral engagement, making leaner government work through better focus, smarter use of technology, and relentless follow-through that delivers key results. It brings leadership to details and details to leadership –– emphasizing swift action. It is ground up and top down, vertical and horizontal. Its transparency will allow citizens to track performance.

The heart of CAPStat will be weekly meetings led by the Mayor with his key staff and the relevant agency head –– in a “HotRoom” that will bring high tech mapping and live performance data to bear, driven by best practices tailored to District needs. Each week, a “RedBook” is prepared for the Mayor and Administrator to cover key measures. Executive dashboards on PCs and field ready Blackberry–like PDAs will keep managers and frontline employees across the government fully engaged. Citizens engage too, by channeling their suggestions and following progress. The CAPStat approach will drive agencies to achieve.

KEY DECISION OPTIONS

Integration: A CAPStat steering design committee composed of the three key aides of the Mayor, City Administrator & City Council Chair will ensure the triple effect of strong mayoral leadership, effective Administrator management, and informed Council oversight. A CAPStat officer will be empowered within each agency to make sure that CAPStat methods are followed, and each agency is well prepared.

Leadership: Pre-selecting a CAPStat Director of Deputy Mayor rank or higher at the start of the transition to drive the process to initiation on Mayor Fenty’s first day, will be very helpful to success.

Swift Choices: CAPStat budget & procurement will be done in November to be ready in January.

Location: As the Fenty key innovation & reform – it is a natural for CAPStat to take over the Center for Innovation and Reform (CIR) and be renamed the CAPStat Center – also absorbing key staff from other agencies. Putting CAPStat directly in the City Administrator’s office will keep it central and empowered.

Magnitude: A CAPStat core team of 9 supported by a tech team of 14 at a budget of $3 million is the size needed for swift and agency-wide work. Capital funding for year one will dominate. CAPStat Mayoral meetings will start on day one, and drive agencies up from 1.0 to 4.0 versions of maturity & effectiveness.

Build on Work Done: Two attempts at establishing a CitiStat system have occurred in the Williams era. The new effort will make maximum use of experienced people and tech built. A broad range of existing nonprofit studies and data collection will be put to use. Learning from other cities will be leveraged.

Best Practices Improved: A national consultant who helped build Baltimore’s effort and advises mayors on STAT systems around the US will advise Mayor Fenty on how to make DC meetings the nation’s best.
CAPStat tech and consulting teams will spread out to agencies, making sure that best practices prevail. A world class “HotRoom” in the Wilson building will focus Mayor Fenty’s leadership on swift progress.

The Fenty “Moving Forward” Team Meeting

Tuesday, October 31, 2006, 7:30 – 9:30 am

Judith Terra’s Home, 4845 Colorado Avenue NW

I. STATEMENT OF THE ISSUE: Achieving Democracy and Voting Rights

A Fenty administration will aggressively pursue full representation in the Congress for people living in the District of Columbia. We recognize the irony that in our nation’s capital democracy has not yet fully emerged.

A Fenty administration will take a leadership role in making DC voting rights a national issue. I will personally work with Members of Congress and national leaders to help them to understand what this injustice does to our people and our City and our nation. The Mayor has great power to engage national and regional leaders directly and I promise to take full advantage of that. I will use my powers as Mayor to speak directly to the Senate on a regular basis. I will also ensure that the commission created by the Council is appointed and includes special representatives, with international stature, who will champion our cause. A Fenty Administration will work closely with advocacy groups and those seeking to do business in the District to better advance the cause of full democracy in our city.

We can no longer accept sending our sons and daughters to war to fight for democracy around the world only for them to return home and not have their own.

II. CONTRIBUTORS:

Kevin Kiger, DC Vote, co-chair, Democracy & Voting Rights Working Group

Karen A. Szulgit, co-chair, Democracy & Voting Rights Working Group

John Capozzi, former U.S. “Shadow” Representative (D-D.C.)

Timothy Cooper, WorldRights

Elinor Hart, *League of Women Voters-District of Columbia

John Hlinko, citizen

Anise Jenkins, Stand Up! for Democracy in DC Coalition/FREE DC

Samuel Jordan, citizen

Rebecca Kingsley, The LAST COLONY

Shuta Myoli, Stand Up! for Democracy in DC Coalition/FREE DC

Michael Panetta, Mike Panetta for Shadow Representative (D-D.C.)

Rob Richie, FairVote

Jane Varner Malhotra, DC Young Suffragists

Brian Weaver, Stand Up! for Democracy in DC Coalition/FREE DC

* For identification purposes only.

PLEASE NOTE: This plan is merely a compilation of ideas suggested by various contributors.
It does not represent the consensus of the D&VR Working Group.

DRAFT Action Plan – DEMOCRACY & VOTING RIGHTS WORKING GROUP

Executive Summary:

START NOW

(1) Lack of D&VR affects every issue in DC: education, health care, public safety, etc.

(2) Insert D&VR in every document, letter, speech, envelope, etc.

(3) Wear hats and/or lapel pins to convey the message.

(4) Call nonvoting Delegate Eleanor Holmes Norton, Delegate Norton.

(5) Refrain from calling the District a “city.”

AS MAYOR-ELECT

(6) Appear on national, political talk shows.

(7) Make a YouTube video to reach younger generations.

AS MAYOR

A. Inaugural Speech

(8) Choose your words wisely, and say what you mean.

B. Use Mayoral Powers

(9) Take advantage of important authorities given to the mayor.

(10) Set up offices in the JAW Building or on Capitol Hill for the “Shadow” Delegation.

(11) Explore establishing an office for a representative or delegate to the Senate.

(12) Pay lobbyists to pursue budget autonomy, eliminate riders, and secure federal payment.

(13) Make good appointments to the DC Board of Elections and Ethics.

(14) Demand higher performance from the BOEE.

(15) Establish the District as a model of participation in the electoral process.

(16) Increase voter participation in the District.

(17) Strengthen the Youth Poll Worker Program that began in January 2004.

(18) Ensure D&VR is part of the DCPS curriculum.

(19) Help fund the final production and distribution of the film, “The LAST COLONY.”

C. Launch Local Public Awareness Campaign

(20) Go on a “listening tour” around DC.

(21) Define the word “democracy” and explain how it affects DC residents.

(22) Organize an all-day “Democracy Summit.”

(23) Set up an office for liaisons to local and national organizations that promote D&VR.

(24) Share info with new residents (advertising, brochures, DMV, www.dc.gov).

(25) Add the words “Taxation Without Representation” to the official DC flag.

(26) Place sign outside of JAW Building to show how much money we paid in federal taxes.

(27) Fund a summer boot camp with grassroots organizations and DCPS students.

(28) Observe: Tax Day, DC Emancipation Day, Constitution Day, B.A.D. Day, etc.

(29) Children’s Education Project: hold teach-ins and rallies at schools.

(30) Give out $51,000 in mini-grants to organizations working on democracy.

(31) Propose a referendum on the commuter tax.

D. Continue National Public Awareness Campaign

(32) Push for the reestablishment of the federal payment.

(33) Convince the DNC to let DC conduct a binding, first-in-the-nation presidential primary.

(34) Provide grants for media outreach, national advertising, grassroots ed. programs.

(35) Educate tourists and other visitors about DC’s denial of democracy.

(36) Turn the basement of the JAW Building into a museum to court visitors.

(37) Define the opposition to full representation for DC residents, and post online.

(38) State our plight at every NLC, USCM, NGA, and DGA meeting, and distribute info.

(39) Sister schools and classes: Pair up with every class that visits the CUF, and give welcome.

(40) Rename RFK Stadium “Taxation Without Representation Field at RFK Stadium.”

(41) Produce, and telecast a national 30- or 60-second commercial during Super Bowl XLII.

(42) Organize a national rally in DC and elsewhere.

E. Support International Public Awareness Efforts

(43) Visit all 344 foreign embassies and legations in the District.

(44) Augment successful initiatives before OAS, OSCE, and UN at EP and COE.

(45) Create a fund for an international commission.

(46) Set aside June 8th as the “International Day of Demand.”

F. Identify Local, National, and International Champions of Democracy

(47) Find celebrities, statesman, opinion-leaders to champion DC’s fight for full democracy.

G. Institutionalize Congressional Outreach

(48) Host welcoming reception for incoming representatives/senators, to introduce yourself.

(49) Introduce members of Congress and staff to DC’s history and culture.

H. Organize and Institutionalize Direct Action

(50) Organize a march to go up to Capitol Hill once a month at noon on Friday.

(51) Be open to civil disobedience at an opportune time (Mayor SPK, Councilmember
KPC)

I. Work Toward Statehood

(52) Reactivate, structure, and fund the DC Statehood Commission.

(53) Work to get “statehood” re-inserted into the National Democratic Party platform.

(54) Convince Delegate Norton to introduce a Statehood Bill.

(55) Partition the District: Lobby Congress to declare the enclave/NCSA as distinct.

(56) Create the Territory of New Columbia from the remaining land mass.

(57) Admit the Territory of New Columbia to the Union.

ECONOMIC DEVELOPMENT

EXECUTIVE SUMMARY

DCRA

The perception is that the DCRA has been hampering the ability of businesses, homeowners and developers to easily and quickly transact business with the District. The Subcommittee believes that this is due in part to poor staff training, lack of technology, ill defined business processes, and poor management. So we are making the flowing recommendations:

I. DCRA Staffing Problems

We believe that DCRA has suffered a rapid erosion of human capital in recent years (through firings, quitting and retirement), the exodus of long-time staff has occurred with little or no succession planning, and that the agency has become “highly politicized” leaving staff overly “fearful” of making “wrong” decisions. Short Term Recommendations include: hiring a Director with proven management capabilities, and hiring a nationally-recognized management consulting firm to conduct a staffing audit and make recommendations on aligning staffing and operations. Medium Term Recommendations include: recruiting qualified personnel from neighboring jurisdictions, increasing the compensation of experienced personnel, and tying Performance Bonuses/Raises to Improved Service delivery.

II. One Stop Shop Problem Statement

One of the main challenges that DCRA faces is in coordinating decisions with other District agencies. DCRA’s inability to timely and accurately secure decisions and facilitate in securing decisions hamper the agency’s ability to render timely and professional service to its customers. This process must become automated, using a true e-government platform so that businesses and residents can perform these functions in real time at one place. Short Term Recommendations include: creating a blueprint with business rules and processes for a one-stop shop establishment at DCRA; and creating statutory deadlines for requested documentation/approvals from other DC Agencies that interface with DCRA. Long Term

Recommendations include: improving Automation/Technology; examining Decentralizing DCRA; establishing DMV license renewal center near permit office so that as people are waiting for permits, they may also renew their licenses, creating a true One-Stop Service Center.

III. Technological Improvements for DCRA

One of the main challenges facing DCRA is in the area of implementing and leveraging technology to improve the customer experience at the agency. Ideally, the goal is to ensure that DCRA constituents are able to complete all forms on-line, and to have DCRA electronically issue permits back to applicants and allow applicants to track the status of their permit online. Recommendations include: deploying XML forms to allow for true E-commerce/online use; enabling customers to have access to and fill out electronic forms, offering electronic distribution of Permits, enabling business corporations to incorporate online and receive confirmation via email.

IV. Business Licensing and Permitting

Many permits/certificates issuable by the DCRA now take weeks instead of days. Challenges in this part of the agency include: Complex rules and regulations regarding the permitting process itself; No set standards for review; No ability to electronically track status of permit in the sign-off process; Lack of clear and well defined timelines for review; Lack of accountability of staff for reviewing permit applications; No value added technology that can speed up the permit process; and Lack of a consistent customer service. Short Term Recommendations includes: determining whether private funding of additional staff is a viable concept, adding additional staff, on an emergency basis, to the Zoning function, establishing a 48 hour guarantee for review of permit applications are complete, and establishing separate units for major/minor permits, and streamlining permit process for minor permits.

V. Records Issues – Need Better Use of Technology.

DCRA needs to make Certificates of Occupancy and all other public records available to the public online. Short-Term Recommendations include: determining which records should be placed online, and procuring a vendor. Long-Term Recommendations include: creating technology revolving fund to improve customer service, allowing the private sector to purchase on-line access to certain records and use the funds collected to support further technology improvements, and assessing whether DCRA is organized strategically to carry out its mission in 2006.

NEIGHBORHOOD FINANCING INCENTIVES

The Subcommittee has focused its attention upon reviewing financing tools which will encourage the creation/development of businesses (and, in particular, retail) to underserved neighborhoods. As such, we are making the following recommendations in response to certain finance-related objectives set forth in the Fenty Economic Development Plan:

I. Allocate Tax Credits to small and seasoned businesses that assist with revitalization/redevelopment of neighborhoods all over the city

We would recommend the creation of a finance swap team to (i) interact with the CFO’s office (and perhaps the Chamber of Commerce/Board of Trade) to determine the full range of existing tax incentives, and determine the financial feasibility of creating additional ones, (ii) identify both governmental tools (tax credits/TIF financing) and non-government tools (utilization of joint ventures, partnerships and fee for development business models) to facilitate neighborhood revitalization.

II. Assemble a package of finance options and a variety of tax incentives to meet the needs of business/industry owners and encourage more local, minority-owned businesses (Public/Private sector loans, SBA 7A and 504 Programs, Venture Capital Loans, and Minority Business Loans).

Our recommendations include: (i) exploring the creation of equity funds to creatively finance public/private partnership deals [One idea is to consider expanding the NCRC $150M Equity Fund with Morgan Stanley to $1B plus to ensure financing for citywide development projects], (ii) examining the efficacy of the District’s CAPCO Program; (iii) consider the dissolution of the NEDCO partnership, and creation of a brand new partnership with District banks, (iv) partnering with local, community-based organizations to develop small surface parking lots that support neighborhood-serving retail establishments; and (iv) creating venture capital funds to meet businesses’ working capital and property acquisition needs.

III. Use Tax Increment Financing tools to create a mixture of retail and small office and/or business incubator development that will target disadvantaged neighborhoods

We would recommend hiring outside consultants to examine how best to bring neighborhood retail to disadvantaged neighborhoods—particularly since it is less profitable development-wise when compared to housing products (thought should be given to creative solutions, such as subsidized rents, grants or other economic incentives).

IV. Enhance the DC Main Streets Initiative to better target neighborhoods where services and jobs have been lost and there is no strong tax base.

We would recommend that the new administration (i) concentrate on aggregated property holdings of governmental entities (NCRC/DHCD/OPM) for concerted development opportunities along commercial corridors; (ii) focus on small business lending and grants for façade and streetscape improvements; and (iii) evaluate the role of CDCs and assess how effectively they can operate with their existing resources.

SMALL BUSINESS DEVELOPMENT

This Subcommittee’s goal is to enable the Transition team to plug into a fully articulated Small Business and Entrepreneurial development plan; and provide the new Fenty Administration with tools to hit the ground running. The Subcommittee has prepared a draft Economic Development Vision Statement which, in brief, seeks to establish a set of policies, actions and legislative initiatives that will create sustainable Business growth in the District of Columbia. Sustainability is seen as requiring a holistic, long-term planning approach, as well as certain general policy directions such as the development of Washington, DC’s 6 major commercial. To this end, we are making the following recommendations:

Retain existing and attract new businesses, and encourage entrepreneurship in every neighborhood:

Recommendations include: (1) establishing an Entrepreneurship Institute which will work with the DC Public School System, develop micro business formation and lending initiatives, and partner with the Kaufman Foundation for Entrepreneurship to foster an Entrepreneurial environment in the District; (2) Legislatively establishing DC Hub Zones which will enable the District to utilize TIF tools and, thereby, attract new businesses to designated areas; (3) Finance the existing Great Streets initiative with another $100M (appropriated by creating a development trust account paid to the city by Developers completing projects in excess of $1B of Real property value). This additional $100 million dollars can be used to improve the lighting, curb appeal and signage along these 6 major corridors.

Another recommendation is to develop programs that encourage property ownership for Small Businesses within the City. Ideas include: (1) Legislatively requiring a certain percentage of CRA loans for commercial property acquisition; (2) Fully fund SBA’s DC Small Business Development Center with $500,000, enabling the City to receive technical assistance on Section 504, Community Express and 7(a) SBA loan programs. Finally, another tool in helping to increase the business presence in our neighborhood is by up zoning where feasible with minimal impact on the residential community.

Promo DC as a place to do business:

We would recommend reestablishing the Committee to Promote Washington. The new committee to Promote Washington will be focused on positioning DC as a great city to do business in. This Committee will work with local, National and international business interests and emphasize the economic power of the Nation’s Capital.

Small Business Development

Recommendations include: (1) Creating legislation that utilizes the Community Reinvestment Act portion of DC’s Bank Charters regulation and sets aside $2B for investment/loan trust fund, specifically for undercapitalized LSDBEs, (2) creating legislative limitations on portions of Agencies’ expendable budget which can be exempt from the 51% participation that is required by LSDBE Act; (3) Remove the LSDBE certification function from the Department of Local Business to DCRA; (4) Through the Department of Local Business Development, administer certification based classes that train appropriate DC government employees on the legal framework of the LSDBE Act; (4) Create a Task Force on Small Business that will review the environment for small business and recommend needed legislation; and (5) Create business incubators for LSDBEs, and provide a partnership by combining the technical expertise of the Howard University DC Small Business Development with the Department of local Business Development.

Executive Summary: Adrian Fenty’s commitment to excellent public education

Appoint a Deputy Mayor for Education (DME) to ensure that the continuum of education—from early childhood programs and the K-12 system, to out-of-school programs, post-secondary and continuing education, career, technical, family and adult literacy programs and workforce training — is coordinated, well resourced, continually monitored and assessed.
- Place agencies that impact education under the DME: State Education Office, Early Care and Education Administration, School Health program, Mental Health Programs for Schools, DC Public Library, Department of Parks & Recreation and direct Liaison with UDC and
  DCPS. Charge all City agencies to participate in strategies aimed at the provision of excellent public education.
- Charge the DME with:
  - Identifying the measures of an excellent public school system: for example, 80% on-time graduation with 92% daily attendance within seven years. (Establish CapStat measures within first 3 months)
  - Managing the transfer of State Education Agency functions from
    DCPS. (By mid January 2007).
  - Supporting the Master Education Plan adopted by the Board.
  - Establishing a Pre-K –16 Council to forge collaboration among nonprofits, universities, community organizations, government agencies, and the schools, etc.
  - Developing of a fund-raising program to support rapid reform.
  - Auditing spending and monitoring performance of the District’s traditional public
    (DCPS) charter and private voucher-receiving schools and all schools receiving federal program funding.
  - Advising the Board of Education as DCPS crafts the budget for the upcoming year.
Modernize our schools.

The DME will monitor the progress of school modernization. The DME will:
- Create a School Inspection Program (under State function) to ensure that all students in the public schools are in safe and healthy facilities and to ensure that capital investment is maintained.
- Insist on maintenance of facilities; take necessary measures to ensure health and safety of all public school environments.
- Work with the modernization program to develop an 2 Year $40m Deferred Maintenance Catch-up Grant Program and establish a requirement for Comprehensive Maintenance Plan to Access capital dollars as well as ensuring that there is an Effective Operations Program (Clean Buildings Now).
Make strategic use of community and City resources to focus attention on critical programs.
- Increase graduation rates.
  - Set ambitious goals for increasing the graduation rates of all public schools.
  - Establish citywide identification system that provides accurate data about school attendance, transfers, and graduation and drop-out rates (in place March 2007.)
  - Direct the police to enforce truancy laws.
  - Link City agency programs to stay-in school programs.
- Improve special education services and contain costs.
  - Relocate State special education functions to a citywide service center for provision of timely and/or to a State Education Agency for monitoring and enforcement
  - Create a funding mechanism for non-profit specialized schools located in the District;
  - Support temporary supplemental funding to increase special education staff.
  - Negotiate for federal government to assume the same costs of special education in the District that are normally assumed by state governments.
- Support development of first-class vocational/career and technical education.
  - Evaluate the feasibility of establishing a new D. C. Institute of Technology, to provide academic, technical, and career training with certification.
  - Establish internships and work-based learning opportunities for students, counselors, teachers, and adult learners.
- Provide high quality early childhood programs.
  - Fund a comprehensive system of consistently high quality developmental programs;
  - Ensure that health and developmental screening and immunizations are performed in all programs and expand the Early Intervention Program so that children with special needs are identified at an early age;
  - Require that all child development facilities meet prescribed standards;
  - Require that all child development programs become accredited or demonstrate that they are making progress toward accreditation; and
  - Co-locate child development facilities with other government programs and businesses.
  - Establish a Taskforce on School Readiness to forge agency cooperation and collaboration.
- Build the network of Out-of-School Time (OST) programs
  - Develop a system of District-wide OST programs, starting with an inventory and gap analysis of OST programs in the District.
  - Institutionalize professional development, standards and outcomes .
  - Appoint OST providers/experts to the Advisory Committee on Early Childhood Development.
- Overhaul workforce training programs/Strengthen the adult and family literacy initiative.
  - Integrate our workforce training programs with literacy and numeracy instruction.
  - Link graduation equivalency degree (GED) instruction with workforce training, and match GED graduates with potential employers and apprenticeships.
  - Engage employers and industry associations in advisory.
  - Expand community and faith-based learning centers providing in workforce training.
  - Increase the number of job coaches at one-stop training/employment centers.
  - Develop occupational mentorship programs.
  - Ensure that there are enough programs for learners who are limited-English speakers;
  - Establish transitional employment programs.
  - Ensure the provision of supportive services through interagency collaboration.
  - Support childcare centers and libraries to nurture regular family reading events.
  - Work with the University of the District of Columbia to increase the size and scope of the District’s adult literacy classes for both English and non-English speaking adults.
  - Develop and strengthen adult education programs in libraries.
  - Ensure that adult education programs are made available in easily accessible locations.
  - Encourage DCPS to establish family literacy programs in middle and high schools.
  - Seek community assistance for childcare to enable people to attend these programs.
- Improve DCPS interaction with the City’s management and financial systems.
  - Establish a multi-year budget process for our public schools that prevents mid-year deficits that can cause disruptive teacher and administrative lay-offs and lobby the Congress to approve such a multi-year budget.
  - Initiate legislative action to require DCPS’ Chief Financial Officer to report directly to the Superintendent.
  - Address other areas where DCPS fails to have the authority to fulfill its responsibilities, (e.g. school-based nurses who report to the Department of Health).

FENTY PRE-TRANSITION TEAM

RECOMMENDATIONS OF THE ENVIRONMENT TEAM

November 6, 2006

EXECUTIVE SUMMARY

The Environment Team recommendations identify positions adopted by Mr. Fenty during his campaign and associated policy recommendations from the Team in a four page summary. The summary cites policy papers that are attached. Thirty policy papers were completed by the Environment Team, though only six are highlighted here in the Executive Summary (with quite a few more are in preparation). These six represent a sample of the opportunities offered by innovative solutions to environmental issues, and the urgency with which some must be addressed.

Four of the six policy options address energy use and global climate change – the most urgent environmental concern of our day. On the up-side, addressing this concern permits opportunities for public-private partnerships, job growth and huge cost savings to the Government and citizens of the District. It is important to understand that we have lived in an era of cheap energy and easy waste disposal. Gradually, this is changing and the costs of both are rising. It was once cost-effective to save money with energy-inefficient design and construction of buildings because operational cost for energy use in the buildings was low. This has changed; and it is now cost-effective to save on operational energy costs by investing more “up-front” in design and construction. Operational savings opportunities also exist for the installation of new energy production such as geo-thermal and solar. Policy Option #16 identifies several “cost-neutral” strategies investing in energy efficient improvements to building design and retrofits, and paying for them with the savings harvested from energy efficiency over the pay-back period. After the pay-back period, the District realizes annual operational savings. While this strategy is attractive for any building, it holds doubly so for schools that can then shift budget from operations to curriculum. Similarly, Policy Option #18 addresses district heating and cooling and offers the prospect of District business or government generating energy locally to meet electric demand, heating and cooling. This option improves the efficiency of fuel conversion to usable energy by about 70%, with equivalent cost-savings. Policy option #22 simply recommends that DC join the Regional Greenhouse Gas Initiative (RGGI) concurrent with Maryland. The net result is that DC will receive RGGI allowances that may be worth as much as several million dollars at auction. Rate payers in the District will pay for this regardless, DC should reap the benefit. The benefit can be put toward several of the other policy options included in this report, but notably the purchase of low-emission, high efficiency vehicles for DC fleet operations – as described in Policy option #23. As with buildings, high efficiency fuel vehicles mean lower annual operation costs for the District Fleet – and of course reduced air emissions of polluting exhaust.

Policy option #1, Clean and Healthy Neighborhoods, identifies a strategy aligned with the new Office of Neighborhoods and Partnerships to address neighborhood quality of life across the spectrum of government services, and to promote active civic participation in the care and beautification of communities in the District. Finally, on an urgent note, the new administration must address the still unresolved problem of responsibility for storm-water management in the District. Policy option paper #24 provides background and recommends next steps. This is a multi-billion dollar issue that will reportedly raise District sewer rates 2-3X in the years ahead.

This is a glimpse at some of the immediate innovations and cost savings available, as well as an urgent issue that requires immediate attention. In addition, the team assembled 24 other recommendations responsive to Adrian Fenty’s campaign statements such as policies for the new Department of Environment. These policy options only skim the surface of what the Environment Team hopes to offer the Transition Team in the months ahead, as we look to the larger universe of best practices for protection of human health and the environment.

Fenty GLBT Pre-transition Team Report

Executive Summary

The GLBT community plays a large role in the life of the District of Columbia. The community has a stake in every area of life including education, religion, economic development, housing development, the arts and the rebuilding of our neighborhoods and communities.

A Fenty administration must make a bold statement in its first days by:

Naming open and “out” members of the GLBT community to high level positions in the Administration including Cabinet level positions and potentially as a Deputy Mayor.
Naming a strong individual to the position of Director of the LGBT Office.
On January 2, 2007 reissuing the non-discrimination Executive Order mandating explicit recognition of every class protected under the DCHRA in all D.C. government agencies anti-discrimination statements.

Within the first 90 days a Fenty administration will:

Speak out publicly on a plan to ensure appropriate and culturally sensitive training for all city agency personnel on how to work with and respond to the GLBT community.
Name a special panel to work with the GLBT Office to review how GLBT youth are served by the District.
Speak out on HIV/AIDS and how the administration will deal with this epidemic.

Within the first Year a Fenty administration will:

Convene a GLBT economic development conference in conjunction with a group such as the National Gay and Lesbian Chamber of Commerce.
Support and pass legislation to enhance benefits under the Domestic Partner program in the District.
Have members of the GLBT community represented on all Boards and Commissions.
Issue the first annual report on the health of the GLBT community in the District of Columbia and provide additional funding in the fight against Crystal meth and HIV/AIDS.
Have ongoing sensitivity training in every City agency with a strong focus on the uniform agencies, Police, Fire/EMS, to ensure that the needs of the GLBT community are addressed in both the agency and the community.

Fenty Pre-Transition Health Team

Analysis and Recommendations of Adrian Fenty’s Vision for a Healthy City

(Executive Summary)

James A. D’Orta, MD, Co-Chairman

Robert A. Malson, Esq., Co-Chairman

October 31, 2006

1. Comprehensive Health Systems Plan – Healthy People 2010

a. Support completion of the State Health Plan

b. Develop & implement uniform data elements

c. Enhance IT systems to better manage data collection

d. Elevate the role of SHPDA

e. Enhance school programs for prevention & treatment requirements

f. Develop a MOU between DCPS & DOH for better health oversight

2. Providing Accessible and Quality Health Care

a. Enhance Medicaid waivers to reach up to 300% of poverty

b. Increase funding of the Healthcare Alliance to cover 40,000

c. Establish parity of benefits between Medicaid & the Alliance

d. Enhance reimbursement rates to recruit more primary & specialty care providers

3. Strengthening the Health Care Safety Net

a. Invest in safety net health care facilities at primary, secondary, & tertiary levels

b. Create a captive insurance company to offset insurance rates

c. Increase the DC Loan Repayment Program to $500,000 level

d. Support enactment of the Health Care Omnibus Bill

4. Winning the Fight Against HIV/AIDS

a. Convene a Summit of stakeholders w/in the first 90 days

b. Support the reorganization & improvement of surveillance

c. Increase public awareness & willingness to be tested

d. Enhance HIV education for youth

5. Addressing the Health Care Workforce Shortage

a. Develop & implement a DC-wide plan to develop & establish nurses
& allied health workers

b. Develop & implement programs in middle & high schools to channel
students into the health professions

6. Prevention and Recovery Approach to DC’s Addiction Epidemic

a. Establish an interagency training & service task force to identify problems with alcohol & drug related programs

b. Support primary care training to trigger appropriate responses

c. Match the federal block grant with equal local dollars

d. Work with courts & congress for earlier response programs

7. A Comprehensive Mental Health Strategy

a. Acquire & implement best practices from other jurisdictions

b. Increase funding for school centered prevention & early treatment

c. Maximize federal funding for treatment programs

d. Maximize services to the homeless

8. Reforming Emergency Medical Services

a. Separate Emergency Medical Services from DC Fire Department

b. Establish DC Emergency Medical Service Agency

c. Benchmark current status

d. Create a Task Force to establish a timetable for transition

e. Identify interim transition DCFEMS leaders

f. DOH’s EHMSA should re-engage to oversee EMS functions

g. Establish EMS Chief on par with Police & Fire Chiefs

9. Healthy Children

a. Create “State-of-the-art” Healthcare Quality as a goal for children

b. Create a Health Commission of residents & professionals to focus on reducing rates of morbidity & mortality

c. Create a group of stakeholders to draft a “pay for performance” plan to improve pediatric quality

d. DOH should commission a study to quantify the capacity & need for pediatric primary & specialty services

e. DOH should commission a study to discover why families seek ER services that could be provided as effectively in outpatient settings

f. Require screening for all nine newborn screening conditions

g. Establish paraprofessionals to provide support for pregnant women

h. DOH should take the lead in verifying immunization compliance

i. DOH should invest in programs to increase childhood vaccinations

j. DOH should have a major unit with greater focus on oral health

k. DMH should increase its focus on pediatric mental health by developing an implementing a plan to address unmet needs

l. DOH should commission a study to quantify the capacity needs of DC to increase accessible primary care for children & adolescents

m. DOH should ensure that federal funding is directed to early substance abuse prevention

n. A working group should be convened to create a plan to prevent child abuse and neglect

o. An effective lead prevention program must be established

p. Expand Medicaid & Alliance coverage by increasing efforts to enroll eligible children in these programs

q. Implement a program to improve medical care for children by holding parents responsible for ensuring their health needs are met

r. Ensure that every school has a nurse who coordinates a health team including social workers and mental health professionals

s. Enhance school health suites to include computers to access health records and city-wide health resources in real time

t. School & community health interventions must be required to improve the health status of the children of the District of Columbia

EXECUTIVE SUMMARY REPORT

DIVERSITY/LATINO PRE-TRANSITION TEAM

Presented by Arturo Griffiths and Jay Haddock

October 31, 2006

ADRIAN FENTY’S VISION FOR THE LATINO COMMUNITY

A Fenty administration will improve access to services for the members of the Latino community and ensure issues directly impacting their community are addressed. We will recognize the unique issues of the Latino community and will encourage full enforcement of the Language Access Act and hire bi-lingual government employees. We will provide appropriate training for government employees to better serve the needs of this Latino community. The growing Latino community within our city will be a full part of our government in a Fenty Administration. We will encourage a greater range of participation in our business community and will enhance the efforts of the Commission on Latino Affairs as they work to address the needs of the community.

Demographics of the District Latino community

According to the official 2002 Census, Latinos comprise 9.4% (53,289) of the District’s population. Due to census undercount the figure is closer to 13%. Latinos demonstrated a 56% growth rate from 1990 to 2002, making them the fastest growing ethnic minority in D.C. By the year 2010, D.C. will have an estimated 70,000 Latino residents. As a whole, the population size of District children decreased by 3% between 1990 and 2000, while the population of Latino children grew by 66%.

In consultation with the Latino community we recommend that the Fenty Administration adopt the following strategies.

EXECUTIVE SUMMARY RECOMMENDATIONS:

1. Cabinet and Commission appointments: appoint 4 Latinos to cabinet level positions – including the Office of Latino Affairs (OLA). As a cabinet level office, OLA should have increased authority. Implementation first 100 days.

2. Increase Latino employment in the D.C. Government: In 2006 Latinos represent only 1.56% of the total city’s work force. This percentage has not changed in 15 years. Adopt a pro-active recruitment policy to increase the number of Latino employees. Latinos comprise at least 10% of the population and this should be reflected in D.C. government employment ratios. Implementation over 4 years.

3. Full enforcement, oversight, and funding of the Language Access Act. Expand the current number of individuals to implement and enforce the act and ensure its viability going forward. Implementation: first 100 days with total enforcement and integration over 2 years.

4. Outreach efforts: Increase the number of bi-lingual, bi-cultural employees in key agencies to serve as liaisons with the Latino community. Pro-actively promote policies which increase initiatives to reach the Latino community regarding the availability of D.C. government programs such as housing, health care, and employment. Implementation over one year after Mayoral order.

5. Voting Rights: Support legislation to ensure Latino legal residents have the right to vote in all local elections. Implementation via City Council in year one.

6. Education: With the drop-out rate among Latinos is the highest in D.C. and the enrollment rate for Latino students is the fastest growing, it is critical to establish goals for the Deputy Mayor for Education to tackle issues, such as truancy, bi-lingual education, vocational education programs, and literacy development programs. Establish a working group to assess the capacity and effectiveness of the Office of Bilingual Education. The Deputy, together with a working group, should establish programs to reduce the drop-out rate by 50%. Implementation would begin within the first six months.

7. Affordable Housing: Develop policy initiatives that address home ownership, access to public housing, and strengthen tenant rights. Implementation over one year.

8. Immigration: Reiterate the policy of non-interrogation about immigrant/legal status of D.C. residents by all agencies. Strengthen this commitment via appropriate training and enforcement. Implementation within 45 days.

9. Health: Strengthen and continue implementation of the D.C. Health Care Alliance. Reinforce the commitment to local and supplemental local funding for health and mental health coverage to low-income DC residents, no matter their legal status. Increase the hiring of bi-lingual medical professionals, streamline the eligibility and enrollment process for health coverage and pursue federal funding sources for health care. Implementation could be over two years and the initiative to begin within 100 days of the Mayor taking office.

10. Economic Development: Allocate sufficient funding to strengthen Latino businesses and organizations. Revise government minority procurement process to implement reform proposals that will increase participation of Latino small businesses. Implementation over two years.

11. Public safety: Foster safe Latino communities through immigrant-friendly, culturally competent community policing. Implementation over one year.

12. After the November election, ensure that Latino community members and pre-transition members be part of the formal Latino Transition

Fenty 06 Pre Transition
Team

Public Safety Team

EXECUTIVE SUMMARY

Oct. 31, 2006

The Pre Transition Team for Public Safety report sets out a transition
guideline designed to launch programs to achieve effective policing, fair
and equal justice and emergency protection.

Top priorities for effective policing is more and better presence of
police officers on the street, both uniform and undercover. The challenge
will be to speed up recruiting and training and find new means of inducing
lateral hires. But it also means changing procedures for papering cases
and improving the use of electronic communications.

It will be critical to institute programs that enhance community
interaction. This should include incentives to get officers to live in the
District. Investigative teamwork will be enhanced by completing a state of
the art forensic laboratory. Additionally end constant redeployment of
investigative personnel and set maximum caseloads for detectives.

Improving emergency protection requires establishing a new
institutional structure for delivering emergency medical services.
Separate EMS from the Fire Department and streamline coordination and
communication among health and public safety agencies, emergency rooms and
improve oversight and infrastructure inspections.

Strengthening emergency preparedness and management requires improving
coordination with the Federal government and states of our region as well
as highlighting the District’s unique security risks from terrorism and
obtaining proportional funding based on the unique risk.

Fair and equal justice requires overhauling juvenile justice by
stepping up prevention, intervention and treatment. Oak Hill needs to be
reformed. And incarceration alternatives directed at early education,
child abuse and neglect, after school needs and troubled kids are
mandatory.

Reentry programs for adult offenders requires a needs and services
assessment, specifically a review of pre release planning. drug treatment,
mental health treatment and employment programs all need to be stepped up.
A better protection program is required for women and girls subject to
violence. Access to 24 hour services is vital. There also is need for
increased training of police officers and judges as well as increased
availability of judge in chambers and on duty in DC Superior court.

Fenty Technology Policy Recommendations

Purpose: This paper is developed to delineate specific task and timelines that will enable the actual Transition team to plug into a fully articulated Technology Plan; subsequently providing the new Fenty Administration with the tools to hit the ground running. The policies enumerated below will give the new administration the technology tools to improve the government’s business processes, provide transparency for citizen’s services delivery and spur Economic development.

Technology DCRA (Vision Statement):

Using forms is one of the most common ways for business constituents and governments to interact. DCRA’s traditional paper-based process creates communication that is costly, time consuming, and susceptible to errors. By using the current process of creating electronic forms that have to be printed out and filed out by hand, DCRA is maintaining disparate databases, incompatible back-end systems and a manual process that discourages business from operating in the District. It is our goal to deploy technology that enables DCRA constituents to complete building permits, Condo Doc certification, zoning applications and all forms on-line. Along with submission on-line, the technology will allow for an electronic signature with Plans and Drawings attachments in CAD. DCRA will be able to review the application and attachments on-line, as well as provide the application with a status of permitting process. Lastly, DCRA will be able to electronically issue permit back to applicant.

DCRA Commitment:

DCRA will become an office that retains and attracts new businesses to the City by addressing their needs in regards to opening, owning and operating a business in the District of Columbia.

1) Deploy XML forms for online use DCRA.

DC government should provide hardware, software, and financial services that create the foundations for self-service e-business applications. The
solution should be a combination of Forms, Database, Workflow, and eCommerce. The
Forms Designer is an easy-to-use WYSIWYG e-form designer that supports the drag-and-drop creation of precision forms based on open standards including XML. The
Forms Server enables the creation and delivery of XML forms applications and enables integration of e-forms data with server-side applications with a zero-footprint solution. Workplace Forms embraces XML for form data representation in an open, structured, and transportable format, making it instantly available and easier to aggregate. The resulting flexibility can help transform an organization from one that reacts to market conditions to one that leads and drives innovative solutions and capabilities.

Unification of the IT Strategic Planning Process

2) Provide a framework for governance of the technology infrastructure for the District. The framework ensures all projects at all agencies are aligned with the Mayor’s strategic goals and plan, and are driven by service delivery to citizens.

3) Adapt all agencies’ business processes to encompass compliance with federal security and privacy standards, to insure that the District resident’s data and systems are protected, and that the District liability risk is minimized.

Establish Quality Assurance & Accreditation Agency

In order to ensure this ‘new era’ the technology committee recommends the formation of the Risk Assessment, Quality Assurance & Accreditation Agency an independent agency that is charged with the following:

Risk assessment;
ROI project evaluation;
Compliance;
Information technology audits;
Contingency and Disaster Recovery Planning;
Quality Assurance Reviews.

This agency will work closely with all 68 agencies. We recommend tasking existing agency personnel to work as a liaison between the Risk Assessment, Quality Assurance & Accreditation Agency and their respect agency. The advantages are as follows:

The ability to rapidly stand up the new agency with the expertise needed to perform a proper evaluation of that agency’s technology plan.
The cost will be considerably less because the liaison position is not a full time position.
More accurate metrics that capture the real value and cost of a given project.

Risk Assessment – Expectations for improved governance have caused organizations to rethink how they manage and control risk. State and Municipal entities are reviewing the roles and responsibilities of internal review and newly created internal controls functions to respond to the new requirements.

ROI Project Evaluation – The metrics must be open and transparent. There are a variety of collection methods used to determine ROI. ROI evaluation does not have to be restricted to a particular type of data collection method, such as monitoring of business data. Instead, questionnaires, built-in action plans, focus groups and observations are used in developing the complete profile of six types of data in the ROI methodology.

Compliance – helps organizations on multiple fronts: security architecture, identity and access management, privacy and compliance (e.g., FIPS, FISMA, Privacy Act, HIPAA) and application security. While the benefits to compliance are substantial the penalties from the various regulations, laws and rules can be equally substantial. A brief look at HIPAA penalties if you are found in violation i.e.; HIPAA calls for severe civil and criminal penalties for non-compliance, including: fines up to $25K for multiple violations of the same standard in a calendar year, fines up to $250K and/or imprisonment up to 10 years for knowing misuse of individually identifiable health information

Establish Commission on Technology.

4) Establish a Technology Advisory Board, reporting to the Mayor, to help provide the initial analysis and make recommendations to facilitate a rapid deployment of 1-3 above utilizing federal and other municipal governments’ lessons learned and industry best practices. The Board would review in-place planning and projects, and then make recommendations for what organizational and business process changes would be required to insure all technology was aligned with Fenty service delivery strategic objectives.

Empowering Women and Girls in the District of Columbia

A Pre-Transition Action Plan for Adrian Fenty

Executive Summary

Team Co-Leaders: Janice Ferebee and Lois Frankel

There are approximately 303,000 women and girls living in the District of Columbia. They outpace national numbers in such areas as employment rates, income, and educational levels. They promise to be a key resource as the District evolves into a world class city. But not all women and girls are able to participate, so the Fenty Administration is developing a plan to open doors to all of the women and girls in our great city, so that we can all contribute to and benefit from our promising future. Recommendations for action include, but are not limited to:

The Engine Driving the Plan: The D.C. Commission for Women

Ensure a funding stream, appoint a chair, and hire a director for the D.C. Commission for Women so that it can guide and oversee the Action Plan for Women and Girls.

Leadership/Giving Back

Hire and appoint women to the highest positions in the administration; and
Create Safe Spaces for girls to thrive and be safe.

Economic Security

Deliver programs and establish policy to prepare unemployed and underemployed District women to fully participate in the workforce, focusing on public and private workforce development systems and employer participation.
Encourage partnerships and provide incentives to employers to adopt workplace flexibility programs.

Education

Create a 6-month Task Force to design a city-wide campaign to close the gender gap in computer science, technology, and engineering.

Housing

Provide safe, affordable housing to vulnerable populations of women and their children (victims of domestic violence, formerly incarcerated women, and elderly and disabled women) by:
- renovating abandoned properties and funding capital and operational expenses for shelter beds;
- enforcing D.C. Human Rights Act prohibitions on housing discrimination;
- training Housing Authority staff on domestic violence and funding safety initiatives; and
- providing supports through such initiatives as rent controls and tax incentives.

Health and Well-being

Provide adequate health insurance and access to health services (including preventive and emergency) to enable women and girls to lead healthy and productive lives, from birth to death.

Violence and Safety

Appoint a full complement to the Commission on Violence Against Women to assess and advise the Mayor on District policies, on local funding levels for community-based services to women and girls, and on increasing public awareness;
Instruct appropriate city and local service agencies to keep and publish annual statistics on crimes committed against women while abiding by current District privacy laws; and
Institutionalize comprehensive training for government agencies on violence against women issues, including funding community based organizations to provide training.

Criminal Justice

Implement an array of services to improve women offenders’ chance of successful re-entry by, for instance:
- releasing women with the resources they need (civilian clothes, adequate medication, etc.);
- funding the approved proposal to add case managers to the D.C. Jail;
- reviewing women held while awaiting treatment; and
- implementing Federal certification and initial operation of the Prison Industry Enhancement (PIE) program authorized by DC Law 11-117.
Establish a task force to lead a city-wide consultative process on the issue of prostitution and earmark more funds for programs that work in the community with sex workers, to improve services for health, safety, employment, etc.

With the foundations of an opportunity to thrive and to lead, economic security, education, housing, health, safety, and a chance at successful reentry, all of the women and girls of the District, of all backgrounds, can realize their full potential as an asset for the future of this city. Partnering our creative, home-grown program models with government, private, and community resources will lay the foundation for this success. The D.C. Commission for Women will ensure that this vision is carried out and sustained.

REPORT OF THE FENTY 06 PRE
TRANSITION TEAM ON PUBLIC SAFETY

NOVEMBER, 1, 2006

Creating a Safer City

Pre Transition Action Guide for the Adrian Fenty for Mayor Transition

Introduction

During the campaign for Mayor, Adrian Fenty made seven promises to the
citizens of the District of columbia designed to improve the city’s
public safety and make its streets safer. This action guide was prepared
by a pre transition team on public safety to enable the the transition
team to focus on actions which the mayor could undertake in the first
months of his administration.

One of the promises dealing with emergency medicine and emergency
preparedness has been split into two sections. That violence element of
the Fenty promises dealing with Women and Girls has been incorporated in
this public safety report.

Part One of this guide is a summary of action items that the transition
team must address from the following standpoints:

What actions are required? — Legislative, executive order,
administrative,
What agencies are impacted?
What if any are the budget implications?
Are there appointments to be made to agencies, boards or
commissions. If so, what are the titles and terms? Who makes the
appointment?
What programs, if any, should be added to those in this report?
Are there alternative actions the Mayor can take. If so, what are
they.

The members of the team preparing this report are listed at the
conclusion of Part One. Part two consists of the background papers that
are the foundation of this document and maybe found on the Public Safety
blog.

EXECUTIVE SUMMARY

The Pre Transition Team for Public Safety report sets out a transition
guideline designed to launch programs to achieve effective policing, fair
and equal justice and emergency protection

PART ONE–THE ACTION PLAN

ACTION PLAN FOR STRENGTHENING COMMUNITY POLICING PARTNERSHIPS

It is imperative to forge partnerships among citizens, police,
prosecutors, courts, and other public and private agencies to prevent
crime and mitigate the public’s fear of crime.

1. Enable and support cooperation between the police department and
other public agencies and community groups and citizens in order to
prevent crime.

Which Agency, Board, or Entity can fulfill this commitment? MPD, Mayor’s
Office.

a) In order for this promise or any of the statements of promise to be
implemented, the Metropolitan Police Department (MPD) must stabilize the
number of police officers it employs. Currently, MPD is losing between 20
and 30 officers every month, including experienced officers and detectives
who are resigning to work for other agencies or leaving law enforcement
altogether. To put this issue in perspective, the Department has lost more
than 45 police officers in the last two months. That is manpower,
training, and experience that we cannot recover. Many of the officers that
have left, and recruits that have decided not to accept a job offer with
MPD, have done so because of MPD’s shift schedules. To address attrition
and recruitment, consider making an immediate commitment to something as
cost-neutral as 4/10 shifts for officers – a common benefit of competing
agencies. In doing so, the rate of attrition could be immediately slowed
so that there would be more police officers to deploy.

Timeframe: Immediate.

b) In order to build relationships with community groups and citizens,
MPD and other public agencies need to design a system that allows for not
only communication, but ensures that the ideas and suggestions that are
raised reach the division or unit that has the ability and the authority
to address the concerns. Consider having a lieutenant designated in each
police district to oversee community interactions. The Community Outreach
Lieutenant could be responsible for developing plans for collection and
distribution of information from the community, as well as plans for
contacting and disseminating information out to the community.

Timeframe: Immediate.

2. Ensure police officers are intimately familiar with the community in
which they are hired to protect.

Which Agency, Board, or Entity can fulfill this commitment? MPD, Mayor’s
Office, D.C. Council.

a) Professionalizing the field training process, and integrating
community outreach as part of that process, could foster better
relationships between new officers and the community. Consider fully
staffing and professionalizing the Master Patrol Officer (MPO) program in
MPD. MPO’s are responsible for training new officers and experts in
patrol techniques and the neighborhoods where they work. Consider
providing additional training to the MPO’s on how to establish and
maintain relationships with community groups. As the MPO’s train new
officers, those officers will have an opportunity to meet the community
groups and become part of the process of working closely with citizens.

Timeframe: Immediate.

3. Give officers incentives to live in or very near the community where
they work in order to understand its dynamics and help nurture
relationships.

Which Agency, Board, or Entity can fulfill this commitment? MPD, Mayor’s
Office, D.C. Council, OAG, Department of Housing and Community
Development, Advisory Neighborhood Commissions.

a) Consider developing a program that would identify a location (or
multiple locations) in each Patrol Service Area (PSA) that the community
believes would benefit from having a police officer living there; acquire
a property in that area; and then sell the property at a special price to
a patrol officer, MPO, or sergeant who works in that PSA.

Timeframe: Immediate: Set up a working group to identify the city
agencies necessary to create the program. Long-term: Draft legislation to
facilitate the program, identify necessary funds, and develop a process by
which neighborhood groups could submit suggestions for properties.

b) Consider creating a competitively selected position of Master
Sergeant, which would offer enhanced compensation and housing packages in
return for living in a PSA for at least a 10-year term. The Master
Sergeant could be responsible for directing the use of police resources in
the PSA and be a prime MPD liaison to other D.C. agencies.

Timeframe: Immediate: Develop a competitive selection process.
Negotiate with the Fraternal Order of Police to establish criteria for the
position. 60 Days: Draft rules and standards. 90 Days: Identify funds for
compensation.

4. Support partnerships between citizens/neighborhoods and officers.

Which Agency, Board, or Entity can fulfill this commitment? MPD, Mayor’s
Office, OAG.

a) Increasing opportunities for neighborhood groups to provide input on
the types of enforcement they want to see in their neighborhoods will
result in better partnerships and communications. Expanding the type of
community groups the Department interacts with will provide more ideas and
greater dialogue, including faith-based groups. In addition, MPD should
openly discuss its deployment decisions and strategies with neighborhood
and community groups in order to avoid complaints and misunderstandings.
Consider having Community Outreach Lieutenants establish regular forums
with community, neighborhood, and faith-based groups.

Timeframe: Immediate.

b) In order for MPD to establish partnerships with other agencies and
the community, it must be honest and open about its resources, manpower,
and deployment. Transparency, accountability, and oversight of Department
matters, including accurate reporting of manpower and resource allocation
are necessary to build trust. Consider creating better oversight and
transparency for MPD’s compliance with laws, regulations, and reporting
requirements. The OAG is responsible for MPD’s Office of General Counsel
and its staff of attorneys. The General Counsel and staff have not been
replaced, reviewed, or rotated by the OAG. Consider establishing a
mandatory rotation for a new General Counsel for MPD every two years in
order to ensure the office is adequately performing its duty. Consider
developing penalties for officials that alter or fail to disclose
information.

Timeframe: Immediate.

5. Protect and educate citizen partners in the Patrol Service Area.

Which Agency, Board, or Entity can fulfill this commitment? MPD, Mayor’s
Office, OAG, USAO, D.C. Council.

a) Consider implementing a Citizens Police Academy based on the Senior
Citizens Police Academy. Consider having Community Outreach Lieutenants
conduct classes and seminars regarding police work and
partnership-building out in the community.

Timeframe: 60 Days to establish a curriculum and announce community
classes and seminars. 90 Days to draft and publish rules and guidelines
for a Citizens Police Academy.

b) Citizens must believe that they can work with the police without
fear of retaliation. Complaints of retaliation or intimidation must be
thoroughly investigated by MPD and be a priority investigation. Consider
establishing a working group to propose new laws to clarify and identify
protections granted to individuals that work with the police and
prosecutors. Consider having the group review witness tampering and
witness protection laws to increase penalties for any interference or
threats.

Timeframe: 30 Days to establish working group.

6. Increase the number of officers on the streets.

Which Agency, Board, or Entity can fulfill this commitment? MPD, Mayor’s
Office, OAG, USAO, D.C. Council, OCTO.

a) Consider overhauling the papering process at the USAO and OAG by
implementing around-the-clock papering at the seven police districts. This
would not only keep officers out on the streets, but would also
significantly decrease the amount of time officers are in court. Consider
instructing the Chief of Police to stop having officers paper cases.

Timeframe: Immediate.

b) Consider implementing a computerized reporting system that
eliminates duplication of data entry and which streamlines the entire
process by interfacing the police reporting system with the arrest
processing and papering computer systems.

Timeframe: 60 days to identify all necessary systems and agencies and
establish a working group.

c) Consider implementing a "take-home" car program for all
MPD officers. A take-home program will immediately increase police
presence throughout the city. Officers coming on duty can go in service
(i.e., begin patrol and accept calls) without having to wait for the
arrival of officers who are going off duty. Officers can be recalled
immediately into service. Officers will be able to walk a foot-beat, but
still have a vehicle available if an emergency arises. (Note: This will
have the added benefit of reducing vehicle maintenance and replacement
costs, as take-home cars are treated better than fleet vehicles.)

Timeframe: Immediately begin assigning vehicles in the MPD fleet and
begin the procurement process for additional vehicles.

7. Provide police officers and their partners with the funding,
technology, and training they need to do their jobs. In addition,
streamline administrative jobs so more police can be on the beat.

Which Agency, Board, or Entity can fulfill this commitment? MPD, Mayor’s
Office, OAG, USAO, D.C. Council, OCTO.

a) Consider appointing a panel with a long-term goal of
professionalizing and modernizing the Institute of Police Science (Police
Academy).

Timeframe: Immediate.

b) Consider appointing a panel to review and adopt the best available
practices and technologies for police officers.

Timeframe: Immediate.

c) Consider civilianizing all positions in MPD which do not require
police powers.

Timeframe: Immediately begin identifying positions. Long term: Identify
funds and begin hiring of civilians.

8. Improve communication skills and tools of the Patrol Service Area
officers.

Which Agency, Board, or Entity can fulfill this commitment? MPD.

a) Consider making communication skills a component of Police Academy,
initial field training, and in-service training. Consider holding classes
and seminars for officers and community members in the areas where the
officers work and the citizens live.

Timeframe: Immediate.

9. Encourage citizens to report unusual incidents in their
neighborhoods and demand that police officers address all crimes –
whether they are big or small.

Which Agency, Board, or Entity can fulfill this commitment? MPD, Mayor’s
Office, OAG, USAO, Public Defender Service.

a) Consider establishing community meetings where detectives, officers,
and prosecutors explain and give examples of how the smallest piece of
information or cooperation has led to breaks in major crimes. Consider
having the Department engage in a public relations effort to educate the
public in the importance of their assistance. Make sure information lines
are manned and the representatives receiving information are professional
and supportive. Ensure all successes are widely publicized to demonstrate
the effectiveness of the system.

Timeframe: Immediate.

b) Consider setting incentives for officers and police units making
arrests for minor or quality of life crimes or taking police action for
nuisances. Consider streamlining the court system for any minor crimes
through the OAG.

Timeframe: Immediate.

IMPROVING EMERGENCY MEDICAL SERVICES

The city must provide emergency medical service to its residents and
visitors which is responsive and responsible. There must be a streamlining
of coordination and communication among health and public safety agencies,
emergency rooms and improved oversight and infrastructure inspections.

1. Establish a new institutional structure for delivering services.

which agencies, board or entity can fulfill the commitment? Mayors
office, Fire Department, Health Department.

a) Consider the establishment of a restructuring team for the
separation of EMS services from the Fire Department. Other district
agencies have been restructured and should be studied for how it was
accomplished; at what cost, the effect on DC employees and the length of
time for accomplishing the restructuring. these agencies include DOH from
DHS, DDOT from DPW, OUC from MPD/FEMS/EMA and DMV from DPW.

b) examine recommendations and commonalities of four relevant
background studies: Blueprint for Change–1989,Tri-Data Report (specific
to DC Fire & EMS–1997), Inspector general’s 2001-2002 study, and
the Inspector General’s June 2006 Special Report on the Emergency
Response to the Assault on David E. Rosenbaum.

c) Consult with Boston, MA, Louisville, KY, Charlotte, NC and Austin
TX, all separate Emergency Medical Services , as to their best practices
and operational strategies.

d) Consider reviving the EMS legislation currently in place and prepare
a process for selecting agency leadership.

e) plan for the realignment of the Fire Department without EMS to
reflect a concentrated emphasis on fire suppression, fire safety
education, arson investigation, rescue, hazmat, and accelerated emergency
preparedness planning, training and drills with city regional and federal
partners.

f) Determine the true EMS FY ’07 and ’08 budgets, including the
amount of Homeland Security money, earmarked for EMS and how that money
has been spent.

g) Reallocate the revenue generated by the ambulance transport fees
from the general fund to a newly created EMS Department. This may fund
approximately 50% [possibly $10+ million] of its personnel services.

Time frame: immediate

2. Co-locate the current EMS crews and their transport units, as soon
as possible, to firehouses and other public facilities, such as MPD
stations, hospitals, etc. According to the draft Comprehensive Plan, the
Fire Department is developing (or cooperating in the development of) a
"Public Facilities Master Plan" to "replace, upgrade and
renovate aging fire fighting stations and other facilities such as its
training center … fleet maintenance yard and … additional space for
its headquarters." EMS headquarters and ambulance stations must now
be included in this plan.

Which agency, board or entity can fulfill the commitment? Mayor’s
Office,

Fire Department, GSA

time frame: immediate

3. Streamline coordination and communication among health and public
safety agencies, emergency rooms and improve oversight and infrastructure
inspections.

a) Reexamine FEMS personnel assignments and placements. Personnel
shifts will take serious analysis and implementation. A Fire Department
hiring freeze and operational moratorium should be placed into effect as
soon after the November 7th election as can be arranged. FEMS is currently
hiring firefighter/EMT recruits (approximately 100 FTEs) and a great deal
of funds are about to be expended by the FEMS management team now in
place. The citizens of DC would be better served by having these monies
reallocated to the restructuring of the two separate agencies, i.e., EMS
and Fire.]

b) Reestablish the Mayor’s Emergency Medical Service Advisory
Commission (dormant for the past 3&1/2 years)*; Emphasis should be
placed on appointing citizen, medical and business representatives to
guide the Mayor on EMS matters, once an independent "third
service" is designed and established. Its important ongoing
subcommittees are the Medical Control Subcommittee; Trauma Subcommittee;
and Paramedic Review Board, all of which have immediate and critical
purposes. It is recommended that the Mayor reduce the appointees from 30
to a manageable number of 3-5 per each subcommittee, plus an overall chair
and vice chair. The EMS Advisory Committee should have staff and budgetary
allocation.

c) The EMS Medial Director, who now reports to the DC Fire Chief,
should be reassigned within the Department of Health. The Medical Director
should be responsible for the training (initial and ongoing),
certification and medical protocol development for all three public safety
emergency services: EMS, Fire and MPD. The Medical Director should not
control or be responsible for the operations of the EMS Department.

d) Coordinate EMS outreach with the DC Department of Health (DOH) to
address injury prevention and the chronic medical conditions and diseases
impacting DC residents, such as hypertension, cardiac and respiratory
ailments, stroke and diabetes.

e) Charge the Medical Director with developing a program to train and
certify all (3,794) MPD officers in CPR and in the operation of automatic
external defibrillators (AEDs) with an added goal of having at least one
fully trained EMT officer in an equipped police vehicle per PSA.

time frame: 60 days

STRENGTHEN INVESTIGATIVE TEAMWORK

The closure of a fair case is based on teamwork. To enhance the
relationship with police, prosecutors, investigators and forensic
technicians, the investigative process must be made more consistent and
efficient.

1. Create more consistent and efficient investigative processes

Which Agency, Board or Entity can fulfill the commitment? MPD, OAG,
USAO, OCTO

a. In order to create stronger investigative teams, or to address any
of the promises for strengthening investigative teamwork, the Metropolitan
Police Department (MPD) should address two threshold issues: 1)
Transparency and disclosure as to reporting manpower and resource
allocation. (For example, MPD reported 16 detectives working in the
financial crime unit for 2005, when there were actually only 8 detectives
handling cases.) Without accurate information regarding the actual number
of investigators available and working on cases, any recommendations or
policies will be in jeopardy. 2) Develop a plan for stabilizing the work
force. In order for there to be enough detectives to investigate crimes,
there must be enough officers to provide adequate patrol coverage. r.

Timeframe: Within first 60 days.

b. Consider ending redeployment of all investigative personnel.
Additional overtime funds have recently been approved for voluntary
overtime positions by D.C. Council. Consider using those funds to replace
redeployment personnel.

Timeframe: Within 30 days via General Orders.

c. Consider setting maximum case loads for detectives. These maximum
caseload should be based upon the type of cases the detective or
investigator is working.

Timeframe: Within 30 days via General Orders.

d. Track the progress of a case from arrest until final disposition.
MPD, OAG, and OCTO should work with USAO to create a system to track a
case through the entire criminal justice process.

Timeframe: Within first six months.

e. Evaluate performance on not only number of arrests or number of
cases closed, but also on numbers of indictments and convictions.
Professionalize the selection process for investigators, detectives, and
any special assignment positions for detectives or investigators. Consider
requiring MPD to provide independent third party monitoring of all
selection processes, including certification by the third party of the
list of candidates and their rankings. Legislative – Introduce
legislation to make this process required under the Comprehensive Merit
Personnel Act. Have MPD work with the Fraternal Order of Police to create
a system (within the

confines of the Collective Bargaining Agreement) that could be used to
provide

an evaluation of officers and detectives.

Timeframe: Within first six months.

f. Consider stopping the closure of homicide cases administratively
without outside oversight, and prohibit continued "closure" of a
case when the charges are dismissed before going to trial. Have MPD
identify and work with an outside agency such as FBI or other law
enforcement agency to review such closures.

Timeframe: Within first 60 days via General Orders.

g. Require MPD to reopen cases when charges are dismissed.

Timeframe: Within 30 days via General Orders.

2. Work with other jurisdictions to responsibly share databases, new
forensic technologies and other resources to help solve crimes

a. Obtain a state-of-the-art forensic laboratory for the District of
Columbia. This lab should seek out and use "best practices" from
throughout the country. Explore the possibility, until we have our own
lab, of partnering with surrounding jurisdictions to share grant money and
other resources to speed up our DNA processing and diminish the backlog of
untested of evidence. Also consider partnering with a local university to
jointly built and staff a forensic lab for regional use. The university
could use lab for teaching of forensic sciences programs, intern
placements for students and could assist the city in accessing federal
grant money and money from our regional partners.

Timeframe: Long-term.

b. Test every piece of DNA evidence in our possession despite the
status of the case (open, closed, dismissed and unfounded).

Timeframe: Within first year.

c. Place the Forensic Science Services Unit, responsible for evidence
collection and processing, under the Office of the Superintendent of
Detectives.

Timeframe: Within first 60 days via General Orders.

d. Enhanced and ongoing in-service training for detectives including
effective uses of forensic technologies.

Timeframe: Within first 60 days

e. Create a single central record keeping database and tracking system
for the entire police department, as well as revamping the system to make
it state of the art. Current systems such as COLUMBO and WACIIS are poorly
designed, have information scattered throughout the system, and lack
quality controls. MPD currently uses six different databases to track
crime. System should fully integrate with CapStat program.

Timeframe: Within first year.

f. Contribute fully, as appropriate, to national databases such as the
National Crime Information Computer (NCIC), Missing Person and
Unidentified Dead databases, the National Missing Person and Unidentified
Dead DNA databases, and the FBI Violent Criminal Apprehension Program.

Timeframe: Within first six months.

One of the biggest impediments to these actions is they require a
cultural change within MPD. Often the department is overly focused on
arrests and closing out cases without regard to what happens after the
arrest. In addition to MPD almost every agency with responsibility for
public safety will be impacted; OAG, USAO, OCTO, and D.C. Superior Court,
as well as other agencies such as DCHD to assist in developing new
policies.

A second impediment is money. The forensic lab is estimated to cost
$250 million. Although Congress has promised some of that money, the
District will need to provide most of it. The Fenty administration should
consider making this an immediate priority for the new administration.
Consider a goal of securing complete funding by the end of 2007. One
advantage of combining a forensic lab with a bio-terrorism lab is that it
would allow us to access more Homeland Security money. The Deputy Mayor
for Public Safety should determine the actions necessary to move this
project forward.

OVERHAULING JUVENILE JUSTICE

Our future is dependent upon our youth. reforming how we administer
juvenile justice will determine what kind of society we will have.

1. Statement of the issue – Reforming Oak Hill

"Far too many of our city’s youth are involved in or harmed by
crime. I believe that the government can intervene in the lives of at-risk
youth so that they can grow into members of our community. As Council
member, I have pushed the District to build a new secure youth detention
facility to replace the crumbling Oak Hill facility. Smaller, secure
settings with effective rehabilitation services have been shown to reduce
recidivism rates, improving the safety of neighborhoods and extending a
second chance to troubled youth."

Agencies that can fulfill the promise: Department of Youth and
Rehabilitative Services(DYRS) has a plan on how to downsize Oak Hill and
create smaller secure settings (secure centers) with rehabilitation
services around the District. These efforts need to be coordinated with
Department of Mental Health (DMH) and the Addictions Prevention and
Rehabilitation Administration (APRA) to ensure that the secure centers act
as one-stop centers providing the young person with supervision and
treatment simultaneously. The Procurement Office needs to facilitate a
streamlined process where by each secured center can access funds from
each of the responsible departments. The ANC and the Zoning Commission
will need to help locate the centers. This policy strategy, and funding
for it, will need to be coordinate with the Juvenile Advisory Group (JAG).

Initial Actions: The plan for location of the secure center needs to
developed and then marketed to those communities by the Mayor and the City
Council.

Who can make the change?: Council legislation or Mayoral order.

How long it will it take to make the change?: The initial actions could
be done within the first months of the Fenty administration with the full
implementation of the plan taking 2 to 4 years.

What are the impediments to fulfilling the commitment?: The public is
more nervous about criminal justice policy than a year ago, and "Not
In My Back Yard" (NIMBY) may be a problem around siting facilities.

Are there any special circumstances that we need to be aware of?

Public education will be needed to easy NIMBYism, and concern over
crime.

Developing clear objective risk assessment tools to address the
appropriate places for juvenile supervision—meeting diverse system needs
around supervision, and public safety.

Encourage the courts to make better use of alternatives that already
exist, i.e. Evening Reporting Centers.

There is a need to fund, and develop a comprehensive aftercare strategy
for young people leaving facilities and group homes, and make sure that
they are ready to return to school, a job, and reintegrate to their
families and communities.

2. Statement of Need: Prevention, Intervention and Treatment.

"But closing Oak Hill is only the start to addressing youth
violence. In that regard, a Fenty Administration will implement a general
three-step plan for youth and young offenders: Prevention, Treatment and
Intervention.

Prevention. Increasing vocational training in schools to provide
marketable job skills for our youth coupled with after school programs and
other recreational activities will give our youth positive options besides
crime.

Treatment. Many crimes committed by youth are the result of mental
illness, or alcohol and drug abuse. By working with teachers, mental
health specialists along with community and business leaders, our youth
can receive treatment for negative actions that result from these
afflictions. In addition, we will offer rehabilitative services for first
time and minor offenders.

Intervention. Youth will also benefit by participating in programs that
address gang prevention and leadership development. Coupled with those
initiatives, jobs programs and youth court exposure will also help address
youth violence and crime."

Agencies that can fulfill the promise and what is needed from them? .

Prevention: DC Children and Youth Investment Corporation (CYITC);
District of Columbia Public Schools (DCPS); Child and Family Services
Administration (CFSA) and Department of Employment Services; Department of
Parks and Recreation (DPR).

Intervention: Metropolitan Police Department (MPD) and Office of the
Attorney General (OAG), numerous community partners.

Treatment: Addictions, Prevention Rehabilitation Administration (APRA);
DMH; DYRS;

What are the impediments to fulfilling the commitment?:

Major impediment: Need for Agency Collaboration Plan from the Mayor:
There is concern that there is no lead agency to deal with the problem of
youth violence and insufficient funding to deal with the breath of the
problem. The Mayor should commission a plan that would: designate each
agency’s role individually and in collaboration with other agencies;
coordinated the Request for Proposal process among agencies to streamline
the application process for contractors providing services; articulate the
role of not-for-profits in providing services: and provide budget
estimates for funding the plan. Moreover, the plan should analyze and
include relevant recommendations from the youth development and youth
violence prevention plans developed during the Williams administration.
Other collaboration issues include:

APRA needs to provide in-house drug treatment centers for young people.

DMH needs to work closely with Mental Health Core Service Agencies that
serve youth to facilitate the provision of services to at-risk youth.

DMH, APRA and DYRS need to work together ensure that youth diagnosed
with mental health or drug abuse programs receive assistance.

Other impediments

Too few dollars exist for out-of-school time activities for all youth.

Too few "beds" or noncustodial options exist for youth
involved in the D.C. Children’s and Family Services Administration.

Too little collaboration between non-profits, and agencies that work on
prevention, and too little connection between successful prevention and
intervention programs.

DYRS allocates resources for youth who are engaged in the juvenile
justice system. Prevention and diversion resources to insure that youth
engaged in unlawful behavior, but are not part of the system, do not exist

Currently, few, if any city appropriated dollars exist for job training
services and supports for youth and young adults.

Many of the prevention and intervention programs in this city have not
been evaluated for their effectiveness in some cases, we have no idea if
what we are doing is effective helping reduce recidivism.

Successfully placing programs where the need is the greatest. There are
concerns that too many after school programs are situated in the central
city, when the greatest need is in South East and North East Washington

Who can make the change?

Need for a Mayor Appointment to Implement and Oversee Plan: There needs
to be a Mayoral designee to "ride herd" on an overall prevention
and intervention strategy. The appointee needs to be a person closer to
the mayor (Deputy Mayor or Chief Administrator) to take charge and make
the various departments overseeing young people work together effectively.

How long it will it take to make the change?

In his first year the Mayor should allocate supplemental budget funds
for juvenile justice, youth violence programs and youth development:
develop an agency collaboration plan; and appoint a top person in the
administration to oversee the implementation of the plan.

Are there any special circumstances that we need to be aware of?

Staffing—Particularly for Evidence-Based Practices. We need more
skilled youth workers, therapists and psychologists.

Targeting youth of the right age? The lion’s share of the funds spent
on prevention are spent on younger children, neglecting middle school and
high school aged young people, or "disconnected youth" is a
problem.

DC law enforcement is very supportive of expanding the city’s
investment in intervention and prevention programs—the new mayor needs
to take advantage of this situation

Focus prevention and intervention on the young people most likely to
have "negative life outcomes" – reconnect disconnected youth.
In 2004, over 15 percent of DC teens qualified as "disconnected"
youth, meaning that they weren’t working or in school. These young
people are the mostly likely to have negative life outcomes. If treatment,
education, and job training is targeted at this segment of DC residents,
it will have a larger public safety impact.

Dealing with Disproportionate Minority Contact (DMC). There is a need
to view juvenile justice policy through the policy lens advanced by the
Justice Department around reducing Disproportionate Minority Contact. The
San Francisco-based Burns Institute, one of a handful of organizations in
the country that has expertise on reducing DMC, is working in more than a
dozen sites around the country on this kind of approach.

Comments: On evening-reporting centers, Gang Intervention Partnership,
agency coordination, and mayoral designee on prevention.

Comments: Balance on spending between children, and young adults, and
Connecticut intervention model (posted to the blog).

Comments: On the need for comprehensive aftercare models and
coordination of aftercare activities between DYRS, the courts, and law
enforcement. On the need for more manageable caseloads at court social
services, need for more dispositional alternatives for judges, and
training for police to refer youth somewhere when in non-criminal contact.

Comments: On the need to address Disproportionate Minority Contact,
recommendation to work with the Burns Institute. (posted to the blog).

Comments: Papers submitted on broader agenda on violence prevention
(recommend posted to the document library).

Comments: On the need for a blue-ribbon task force on juvenile justice,
on using the CSOSA model in juvenile justice, and on reviewing the Latin
American youth Center’s programs as a city model (posted to the blog).

DEVELOP INCARCERATION ALTERNATIVES

Reentry issues are only one correctional challenge facing our city. It
is also important to explore alternatives to incarceration, thus saving us
millions of dollars spent to house inmates awaiting trial, while
maintaining citizen protection.

1. Crime prevention

Which Agency, Board or Entity can fulfill the commitment? Deputy Mayor
for Public Safety, Deputy Mayor for Education, OAG, USAO, Superior Court,
CSOSA, DC Pretrial Services Agency, and Office of Public Defender, and the
Child and Family Services Agency.

a.) The best incarceration alternative is preventing crime. Research
and experience show that certain targeted investments in programs that
give children a good start in life will prevent them from engaging in
later crime and violence. Effective investments include quality early
education and care, child abuse and neglect prevention, after-school
programs, and programs that help troubled kids get back on track.

EARLY EDUCATION: High quality pre-kindergarten and educational child
care programs prepare children to succeed in school and reduce later
crime.

CHILD ABUSE AND NEGLECT: Abused and neglected children are more likely
than other kids to become adult criminals. Research shows that parent
coaching cuts abuse and neglect.

AFTER SCHOOL: The prime time for juvenile crime is between 2:00 and
6:00 pm. High quality after-school programs teach kids skills and values
and cut crime.

TROUBLED KIDS: Interventions targeting bullies and youths already
involved in crime, such as gang members, cut violence and repeat arrests.

b.) Consider a policy statement from the Mayor recognizing the
overwhelming evidence that a commitment to early education, child abuse
and neglect prevention and intervention, quality after school programs,
and interventions targeting troubled youth are the most effective means to
prevent crime. Recognition of the interconnection between these programs
and increased educational opportunities in later life, improvement of
quality of life and the reduction of crime is essential to creating and
funding successful programs. Early education and after school programs
have already been identified as priorities for the Fenty Administration’s
plans for revitalizing the school system. These programs should also be
considered a priority for public safety and crime prevention.

c.) There are numerous resources that advocate and recognize the
interconnection between these programs and increased educational
opportunities in later life, improvement of quality of life and the
reduction of crime. In particular, "Fight Crime: Invest in
Kids," has offices in 18 states and its national headquarters here in
Washington, DC. This organization has been highly successful in lobbying
congress, tracking legislation and funding, and in creating public private
partnerships to fund the core programs outlined above.

d.) Consider a working group consisting of the Deputy Mayor for Public
Safety, the Deputy Mayor for Education, law enforcement, and the Child and
Family Services Agency. This working group would help coordinate the
efforts to improve the areas outlined above and make contact with
"Fight crime: Invest in Kids" and other relevant organizations
to discuss new programs and new funding options in the District.

Time frame: Within the first 30 days via general orders.

2. Identify new initiatives, partnerships, and potential sources of
funding for Incarceration Alternatives.

Which Agency, Board or Entity can fulfill the commitment? OAG, USAO,
Superior Court, CSOSA, DC Pretrial Services Agency, and Office of Public
Defender.

a.) Some areas of concern that have been raised include a shortage of
drug programs, mental health evaluation and treatment, and job development
and job coaching. Existing drug programs cannot address the needs of some
individuals currently supervised by PSA and CSOSA. Some individuals have
experience in skilled labor such as masonry, painting or other
construction trades but resources are not available to enable them to gain
additional experience or earn certification that would allow them to enter
the job market.

b) Literacy training is also an essential service for some parolees and
probationers. More particular concerns involve the lack of
Spanish-speaking resources and literacy programs for English as a second
language.

c.) Consider a working group consisting of representatives of OAG, USAO,
Superior Court, CSOSA, DC Pretrial Services Agency, and Office of Public
Defender to identify the specific areas of need to adequately promote
successful Incarceration Alternatives. In the District, churches and other
neighborhood organizations have the existing physical facilities and the
potential to provide important services. The working group should identify
and create partnerships between these organizations and funding streams to
maximize the number of individuals reached. Community-based programs have
proven to be highly effective for drug treatment, job training, and
literacy training. Federal funding is available for all of these services.
This working group should fully integrate this identification and
monitoring with the CapStat program.

d.) Teen Challenge and Victory Outreach are two faith-based national
organizations that are dedicated to drug treatment and rehabilitation.
These organizations have significant presence and facilities in other
cities. Expansion of these organizations or related organizations to the
District should be explored.

e.) Consider exploring other options such as updated inmate monitoring
systems, the use of secure alternative housing, and third party custodians
for inmates awaiting trial. These options would ease jail overcrowding and
help commit needed resources to "at-risk" offenders.

f.) Consider setting up an Alumni program. Other jurisdictions have had
great success with having "graduates" of drug programs and job
training programs act as mentors to new participants.

g.) Consider designating a full time Public Safety Grant assistant to
find and apply for grant money for the Mayor’s public safety
initiatives. This assistant could be in the Deputy for Public Safety’s
Office or in the Office of Attorney General.

Time frame: Within the first 30 days via general orders.

3. Identify the incarceration alternatives currently in place.

Which Agency, Board or Entity can fulfill the commitment? OAG, USAO,
Superior Court, CSOSA, DC Pretrial Services Agency, and Office of Public
Defender.

a. The District currently has several programs in place that provide
incarceration alternatives for criminal offenders. The D.C./Traffic
Community Court, The East of the River Community Court (ERCC), and
Superior Court Drug Intervention Program (Drug Court) are of particular
significance since generally their stated goal is to quickly resolve cases
and address special issues such as drug use, prostitution and other
quality of life offenses. These special Courts typically provide
incarceration alternatives such as counseling and drug treatment.

In addition the DC Pretrial Services Agency is responsible for
initially evaluating individuals arrested in the District of Columbia. PSA
performs two important tasks for the Courts.

(1) PSA gathers and presents information about newly arrested
defendants and recommends release options to the Courts. Based on the
information and recommendations of PSA the Courts can decide what, if any,
conditions are to be set for released defendants.

(2) PSA supervises defendants released from custody pending further
prosecutorial action by monitoring their compliance with any release
conditions set by the Court and helping to ensure that they appear for
scheduled court appearances. PSA supervision attempts to address specific
issues in an effort to decrease the likelihood of future criminal
behavior. Conditions of release often include drug treatment and periodic
drug testing. Other conditions may include mental health evaluations and
referral to social services when needed or requested.

CSOSA provides supervision for offenders returning from prison and for
defendants placed on probation by the Courts. CSOSA also gathers
information and evaluates defendants who have been placed on probation or
released on parole. Probationers and parolees often have specific
conditions placed on their release.

CSOSA’s core approach is a Community Supervision program. This
community approach aims to ensure strict accountability and compliance
with conditions of release. Elements of this program include:

Effective and Efficient Facilitation of Referral & Treatment

Risk Assessment and Case Management

Appropriate Treatment and Wrap-Around Service Programs

Partnerships with Criminal Justice and Social Service Agencies

Outreach and Involvement in the Community

b) Consider a working group with representatives from the Attorney
General’s Office, the US Attorney’s office, the Public Defender’s
Office, Superior Court, PSA, and CSOSA to fully coordinate the resources
available and utilized by each agency and identify successful programs,
programs that need to be expanded and the need for additional resources.
This working group should fully integrate this identification and
monitoring with the CapStat program.

c) Consider having the working group identify the potential impact that
other public safety policies may have on the Courts, PSA and CSOSA. For
example, if there is a zero tolerance policy for "quality of
life" crimes then the number of cases in the courts and the number of
individuals supervised by CSOSA could increase. A policy change that may
impact an agency should be clearly communicated to that agency.

Timeframe: Within the first 30 days via general orders.

Any significant increase on the current budget of any agency may be an
impediment to action. There is potential for significant federal funding
in each of the areas mentioned. Further, costs may be muted by expanding
community-based programs that may leverage additional federal and private
funds.

Clear communication between the relevant agencies is essential for the
identification of successful intervention programs and the creation of new
tools. Coordinated oversight by the Mayor’s office will ensure
communication between the agencies, identification of funding issues, and
measurement of progress.

REENTRY PROGRAMS FOR ADULT OFFENDERS

Each year, more than 2,000 men and women leave federal prisons to
return to the District. Hundreds more serve sentences in the District’s
jail. The District of Columbia must treat community supervision of these
individuals as both a public safety and a community service commitment.

1. Undertake a Needs and services assessment

Which agency, Board, entity can fulfill this commitment? Deputy Mayor
of Public Safety, Department of Corrections, Deputy Mayor for Children,
Youth, Families and Elders, Ex-offender Affairs Office

A needs assessment should be made of the different ex-offender
populations and the services currently available, particularly those
targeted towards reentering ex-offenders, and analyze what services and
programs are successful. There are different subsets of ex-offenders, some
of which have different needs and some of which may require a different
way of delivering services.

Current programs and services being offered throughout the District
(not limited to Executive Branch programs) that are geared toward
ex-offenders and reentry include some which are successful. But some
programs are inefficient, unsuccessful, need improvement. Identify which
subpopulation(s) are being served by the different programs. For example,
there may be a very successful drug program for ex-offenders but it may be
only available to English-speaking men who are returning from federal
custody and are not dual-diagnosis; thus, drug treatment might be an unmet
need for non-English speakers, women, sentenced misdemeanants,
ex-offenders with mental health and substance abuse issues ("dual
diagnosis"), etc.

Time frame: Within first 60 days.

2. review Pre-release planning

a. Assess DOC’s pre-release planning and implementation. Consider
feasibility of a needs assessment of each sentenced misdemeanant upon
admission without regard to length of sentence to be served. (In other
words, no sentence should be considered "too short" for needs
assessment and some pre-release planning.) Particularly because some
sentences are short, planning for release should begin immediately. For
felons, BOP does the pre-release planning. Consider coordinating with BOP
and CSOSA about prioritizing the gaps in the District’s programs that
hinder pre-release planning for felons.

Who: DOC for misdemeanants. Deputy Mayor Public Safety, Deputy Mayor
Children, Youth, etc., Ex-offender Affairs Office.

Time frame: Within first 60 days.

b. Halfway House, bed space — Assess what District policies increase
the number of pre-trial halfway house cases. Criminal defendants ordered
detained at a halfway house pending trial and sentenced misdemeanants
"compete" for the same halfway house beds. When a judge orders
that a criminal defendant be detained at a halfway house pending trial,
this court order must be complied with and trumps any plan of DOC’s to
use halfway house beds as part of a reentry strategy. If all of the beds
for which DOC has contracted get used by defendants awaiting trial (and
especially if there is a waiting list for pre-trial halfway house beds),
then DOC has no opportunity to have sentenced misdemeanants in the
community during the day (e.g., finding jobs, securing housing, enrolling
in drug treatment programs) but with the structure and supervision that a
halfway house provides. Because, as explained above, sentenced
misdemeanants do not get parole terms, halfway house placement is really
the only option available to DOC to have "community supervision"
of sentenced misdemeanants. In the long-run, halfway house bed-space
should likely increase but, even putting aside the fact that halfway house
size and location is a politically sensitive issue, it takes some time to
build or establish more halfway houses (or beds). Thus, a short-term
solution, maximizing currently available beds, should be explored.

There has been a subgroup of the CJCC focusing on reducing the wait
list of court-order pretrial defendants; because that group includes the
various institutions/ agencies (Court, USAO, PSA, PDS) that affect
pre-trial detention, they would be a good source of information on what
the Administration could do to decrease pretrial halfway house detention,
thereby increasing bed space for sentenced misdemeanants.

Who: Deputy Mayor Public Safety, DOC, CJCC, OUSA, Superior Court, PDS

Time frame: Within first 60 days, for the assessment of what Executive
Branch policies and practices contribute to increasing pretrial halfway
house detainees.

c. Halfway House, language — Examine staffing at halfway house to make
sure that there is a way to communicate with Spanish-speaking inmates.
There has reportedly been a problem that Spanish-speaking pretrial
criminal defendants who are ordered into halfway houses are not allowed to
leave the premises (to report to jobs, etc.) because there is no
Spanish-speaking staffer who can communicate the rules to them. Examine
whether sentenced misdemeanants are not able to transition back to the
community with a halfway house placement because there no staff member can
communicate with them. This is a DOC staffing issue. If DOC has
Spanish-speaking staff, consider reassigning them to address this problem.
If DOC does not, then consider making hiring staff with Spanish
language-capabilities a priority.

Who: DOC

Time frame: Within first 60 days.

d. Drug treatment. Make sure that there is adequate after care
treatment (not just detour). For sentenced misdemeanants, the District has
control over (and responsibility for) all drug treatment – making sure
that there is detox and initial treatment at the jail, making sure that
after care is available upon completion of sentence and release from jail.
For felon ex-offenders, the transition team/ Administration would need to
work with CSOSA to see what services they provide. Also assess what
treatment is available at BOP facilities, being mindful that the contract
facilities might provide very different programs than the facilities
directly run by BOP. Examine what gaps there are that the District needs
to fill, particularly for folks who are ending their parole/ SR.

Who: Deputy Mayor Public Safety, DOC, DOH (APRA)

Time frame: Within first 60 days for assessment. Filling gaps and
increasing treatment beds will require more time but is entirely Executive
Branch control.

e. Mental health treatment. An assessment similar to the drug treatment
assessment should be undertaken. This is an issue, like drug treatment,
where reentry intersects with alternatives to incarceration. The
populations with these needs could be reduced if their needs (drug or
mental health treatment) were met – they could be diverted out of the
system and not be counted in the reentering ex-offender population. The
OPTIONS programs developed for to divert this population out of the
criminal justice system has been limited in scope largely due to a
shortage of available housing. Examine how increasing housing for this
population could supplement or improve diversion programs.

Who: DMH, DOH.

Time frame: Within first 60 days for assessment. Filling gaps in
treatment and contracting for more housing will require more time but is
entirely Executive Branch control.

3. Assess Education and Vocational Programs

Programming for sentenced misdemeanants at jail – Assess what
educational and vocational programs are available. Special education
services have been an issue. The Individuals with Disabilities Education
Act (IDEA) requires that special education eligible youth receive services
until they are 21 years old. Thus, even leaving aside the "Title 16
youth" (youth who are under 18 years old but who are charged in the
adult system, held at the jail pre-trial on very serious charges), there
could be sentenced misdemeanants between the ages of 18 and 21 for whom
the District is legally obligated to provide special education services.
The lack of these services has been the subject of recent litigation,
currently in mediation reportedly. The transition team/ Administration
could start its assessment by ensuring DOC and DCPS work together on this
issue to provide the required services. In addition, what are other
services that are being or could be provided for (relatively) short-term
inmates. Are there any job readiness programs? Job training (literal
skills like mechanics or barbering are probably unrealistic given the
short timeframes) is probably not possible given the short sentences that
misdemeanants serve. However, job readiness could be done at the jail,
even on a short misdemeanor sentence – how to search for a job, how to
fill out a job form or create a resume, how to respond to questions about
arrests and convictions (what information must an applicant disclose by
law and what are employers hiring in the District not allowed to ask),
etc.

Time frame: Within 60 days. Again, this is entirely within the control
of the Mayor/ Executive Branch. No cooperation with the court or with a
federal entity is required.

4. Improve Employment Opportunities

a. Certificates of rehabilitation. Consider establishing an agency/
office that issues certificates of rehabilitation, certifying that
individual ex-offenders have taken particular steps to rehabilitate
themselves. Propose legislation to establish the certificates and then to
prohibit discrimination (in employment, housing, education) against
persons who have certificates. New York issues certificates of
rehabilitation through their court system but there is no reason that such
a program could not be done by the Executive Branch.

Who: Deputy Mayor Public Safety; Deputy Mayor Children, Youth, etc.;
DOES; DC Council

Time frame: Longer-term. Would need to work with Council on the
legislation. And then would need to establish the program and the office
to staff it.

b. Expungement. There is legislation currently pending in the D.C.
Council to expand the ability of people to get into court to apply to have
their criminal records (arrest, non-convictions (dismissals, not guilty
findings, etc.) and convictions) expunged. If this legislation does not
pass (for example, because the Council session ends before the bill is
fully voted out) or if the legislation that does pass is inadequate in the
Administration’s view, consider reviving or proposing new legislation in
the next session.

Who: Mayor policy aides and DC Council. OUSA, OAG, PDS. Chamber of
Commerce representative?

Time frame: Within first 90 days to propose legislation; could build on
the work of the Council for Court Excellence (with significant input from
OUSA, OAG, PDS and Superior Court) that proposed the legislation currently
before the Council.

c. Research whether the District sells criminal records. A recent
article in the NYTimes (during the week of October 16th) explained the
problem of companies buying criminal records and employers skirting
expungement laws and laws restricting what an applicant can be asked by
checking records through these private companies. Consider legislation
prohibiting sale of the District criminal records. Consider policy
prohibiting sharing data (data dumps or downloads, not individual requests
for information by law enforcement agencies) with jurisdictions that sell
records.

Who: Deputy Mayor Public Safety, policy aides (for drafting
legislation), DC Council.

Time frame: Within first 90 days to research DC law and draft
correcting legislation as necessary.

5. Improve Support for Family and Community Support

a. Consider supporting family connections for inmates serving felony
sentences (in the custody of BOP). Family/ community support can be a key
to reentry success. For example, the family might be the source of housing
for the ex-offender or a family member might have a business that could
employ the ex-offender. But the length of sentences felons serve and the
distance of the facilities in which the sentences are served make the
maintenance of family connections extremely difficult. Consider
establishing and supporting already existing programs to maintain family
relationships, such as videoconference calls, bus trips to the closer
federal facilities. Focus in particular on helping children maintain
contact with their incarcerated parents, including contact with
incarcerated fathers, even though the father has usually not been the
recent custodial parent.

Who: Deputy Mayor Children, Youth, Families and Elders.

Time frame: 6 months to assess and develop program.

b. Summit – Have summit after assessment of what reentry services the
District currently provides. Present what DC currently does and get ideas
from participants from community, from non-profits, from faith-based
groups, from ex-offenders about what they believe is working, what needs
are not being addressed, etc. Brainstorm ways to involve faith communities
and not-for-profits — for example, as sponsors or mentors – volunteers
to work with ex-offenders to answer questions (how do you fill out a job
form), to offer encouragement, etc.

Who: Mayor; Deputy Mayor Public Safety; Deputy Mayor Children, Youth,
etc.,

Time frame: Within first 100 days, but after the assessment of needs
and currently provided services is completed. The summit participants will
supplement the Administration’s analysis/ judgment about which programs
are working, which need improvement, which should be "defunded"
and for which needs are there no programs.

WOMEN AND VIOLENCE

These issues are complex and the frequency with which Domestic Violence
and Rape and Sexual Assault occur in the District of Columbia makes it
imperative that DC immediately treat all violence against women and girls
as a crisis situation.

1. NEED FOR ACCESS TO 24 HOUR SERVICES

A pilot effort about to get underway to provide assistance to victims
of domestic violence must be evaluated for effectiveness and expanded as
quickly as possible to all of the PSAs with the greatest frequency of
domestic violence incidents.

Currently, during business hours from 8:30AM to 5:00PM, Monday through
Friday there are some services which provide an immediate response to
domestic violence victims. However, most of the domestic violence
emergencies are reported after-hours and on weekends. The MPD is then the
sole agency available to meet the needs of domestic violence survivors.

A pilot project, sponsored by the DC Coalition Against Domestic
Violence has received funding from DC’s Office of Victim’s Services
and is about to begin its On-Call Pilot Project to by serving only two (2)
PSAs (PSA703) and (PSA 607) in the city. OCAPP will make on-call advocates
available to patrol officers and detectives for all domestic violence
offenses and incidents between intimate partners occurring outside the DC
Superior Court=s normal business hours. On call advocates will meet with
the victims or speak to them on the telephone and will provide a full
range of short-term services to the victims. The OCAPP advocate will then
link the victim to a SAFE advocate who will provide case management,
resource referrals, and guidance regarding the legal process for obtaining
a Protection Order.

Although this pilot project will serve to improve the lack of access to
services after-hours and on weekends, it is much too limited to actually
meet the needs of most domestic violence victims in DC. In fact, it was
police officers who requested that access to 24 hour services be made
available to these victims in order to assist the MPD in handling these
cases. Developing additional pilot projects ought to be a priority in
order to meet the overwhelming need for access to 24 hour services for
domestic violence victims.

2. INCREASED TRAINING NEEDED FOR POLICE OFFICERS

Consideration should be given to increasing the amount of training
given to police officers and to having some of this training paid for with
local funds in order to meet the specific and acute needs of the District’s
residents

Currently, the DC Coalition Against Domestic Violence provides training
at the Academy for all police officers, including the 8 hours of annual
mandatory training on handling domestic violence situations, per the MPD’s
General Order. However, this training is still too limited in order to
sufficiently cover this very difficult and complex area of police work.
The training is not paid for with local funds which limits the flexibility
for offering any additional training, as it is needed. During the recent
crime emergency, all training for police officers was suspended, thus,
depriving the police officers of this much-needed ongoing training.

3. INCREASED TRAINING NEEDED FOR JUDGES

The judges currently assigned to the Domestic Violence calendar appear
to need additional specialized training in the area of domestic violence.
Unfortunately, judges prefer to be trained by their peers and not by
members of the advocate community. Therefore, working with the Chief Judge
of DC Superior Court to ensure that the judges are sufficiently sensitized
and knowledgeable about all of the issues involved in domestic violence
cases is essential.

4. INCREASED AVAILABILITY OF A JUDGE IN CHAMBERS, AND A JUDGE ON DUTY
IN DC SUPERIOR COURT

Although the DC Superior Court has a "Judge In Chambers" in
order to provide emergency Temporary Restraining Orders and to deal with
other emergencies, this office is only open 8:30AM to 5:30PM, Monday
through Friday. The "Judge On Duty" is available through the
Mayor’s Command Center at (202) 727-1000, 24 hours a day, 7 days a week,
but that judge is only available to handle emergency arrest and search
warrants, and cannot handle domestic violence emergencies. As a result,
the only way for a victim of domestic violence to get any assistance after
hours is to call the MPD, which cannot provide all the assistance
necessary for these victims.

Therefore, working with the Chief Judge in DC Superior Court to ensure
that domestic violence victims have access to the DC Superior Court=s
assistance, after hours and on weekends, is essential.

STRENGTHENING EMERGENCY PREPAREDNESS AND EMERGENCY MANAGEMENT

The District must be prepared to respond to a wide range of natural and
man-made disasters. It must improve coordination with the federal
government and states within our region so that in the event of a
disaster, citizens receive a consistent and secure reaction from first
responders.

1. Improve coordination with the federal government and states within
our region

a) Implement strong mutual- and automatic-aid agreements and memoranda
of understanding (MOUs) with all neighboring counties

Implementation of better mutual aid and emergency coordination
agreements with the federal government and surrounding jurisdiction is
much-needed and can be done primarily through executive action (mayoral
order and/or agency action). Increasingly since September 11, 2001, there
has been a realization that effective management of large-scale events
requires regional participation and coordination – even when such large
emergencies are located entirely within a given jurisdiction (because of
the interdependencies of the National Capital Region’s jurisdictions).

Timeframe: one month

b) Participate in local and regional drills with suburban partners to
include evaluation and corrective action with "lessons learned"
built into the system

Timeframe: immediate

2. Have the District Government participate in the Integrated Emergency
Management Course

The Federal Emergency Management Agency (FEMA) offers local governments
a one-week course entitled "Integrated Emergency Management
Course" (or IEMC). The purpose of the IEMC is to have all of the
agency directors and senior officials (e.g., Mayor, City Administrator,
Press Secretary, Police Chief, Fire Chief, Public Works Director,
Transportation Director) of a given jurisdiction in the class together
(and away from the jurisdiction). The course teaches participants the
basics of emergency management and collaborative, multi-agency
problem-solving. The city leaders of Oklahoma City had just completed the
IEMC program shortly before the bombing of the Murrah Federal Building.
They credited the IEMC program with giving them the skills and
understanding they needed to handle the response to and aftermath of the
Murrah Building bombing as effectively as they did.

The IEMC program is offered at no cost. Transportation to Emmitsburg,
Maryland (the location of FEMA’s Emergency Management Institute) is
provided, as is housing, but on-campus meals are not. D.C.’s
participation in this program would signal (to regional partners and the
federal government) that D.C. had a new found seriousness about emergency
preparedness and management. Ensuring participation by all necessary D.C.
personnel would simply require a mayoral directive.

Timeframe: within the first two months (depending on FEMA-controlled
course scheduling)

3. Change the District’s Emergency Preparedness/Management Messages

a) Eliminate discussion of "evacuation" as a viable emergency
management option

People want to hear emergency preparedness messages and information
that gives them confidence that the government has a sound, sensible plan
to keep the public safe in an emergency. Unfortunately, the DCEMA and the
District Department of Transportation have been touting evacuation of the
District as one of the District’s means to protect large populations in
a major emergency.

Timeframe: immediate

b) Focus messaging on Sheltering-in-Place

Instead of evacuation, the District should be stressing the concept of
"sheltering-in-place" to protect the greatest number of people.
Sheltering-in-place can be used for weather-related emergencies as well as
chemical-biological attacks and hazardous materials releases.
Sheltering-in-place may not be appropriate for every emergency, but for
the threats which the District realistically faces, sheltering-in-place
makes more sense than evacuation. For this reason, DCEMA should undertake
public education programs that teach the District’s residents,
businesses, and visitors how to protect themselves in an emergency by
sheltering-in-place. Further, D.C.’s web site and printed materials
should emphasize how and when to shelter-in-place, and what supplies are
needed to do so.

Timeframe: immediate (for web sites) and within three months (for
printed materials)

c) Stress individual preparedness through Family Emergency Plans and
Family Emergency Kits

In addition to developing messages around the concept of
sheltering-in-place, the DCEMA should promote individual and family
self-reliance by providing training and support information on the
development of family emergency plans. Further, the DCEMA should public
checklists for family emergency kits and should distribute pre-assembled
kits for low-income families.

Timeframe: one month (for training) and six months to one year (for
acquisition and distribution of family emergency kits)

4. Improve DCPS’ Schools Preparedness

A number of recent school-based incidents (at both the national and
District levels) have raised awareness of the need for strong emergency
management plans for the D.C. Public Schools (DCPS) system. Moreover, as
with many communities, schools can be used to shelter large numbers of
people in a disaster. Because the District’s schools represent both
vulnerabilities and assets, it is important to ensure that DCPS’
emergency management plans are up-to-date and its personnel are trained in
and comfortable with those plans. Review and revision of DCPS emergency
planning efforts is needed, as is training that addresses any identified
shortfalls.

Timeframe: one month (for plans review); one additional month (for
plans revision); and two additional months (to deliver training)

5. Improve Community Emergency Response Team (CERT) Training and
Capabilities

a) Move CERT to DCEMA

Community Emergency Response Teams (CERTs) were created in California
after the Northridge earthquake in recognition of the fact that in a major
disaster most victims are rescued by spontaneous rescuers (i.e.,
bystanders, not trained emergency responders). The federal government
adopted the CERT concept and has incorporated it as part of its overall
approach to managing emergencies, especially in urban environments. CERTs
are organized and trained teams of citizens who volunteer to assist in a
major disaster. CERT members receive limited training (in D.C., CERT
training is 20 hours) and equipment (hard hat, vest, and "disaster
kit) in the hopes that some number of these volunteers will be able to
self-mobilize to assist formal rescuers as needed.

The D.C. CERT program operates out of the DC Serve office in the
Executive Office of the Mayor (see HYPERLINK "http://serve.dc.gov/cncs/cwp/view,a,1197,q,525633.asp"
http://serve.dc.gov/cncs/cwp/view,a,1197,q,525633.asp). This is an
illogical place from which to run a critical emergency management program.
The logical place for the CERT program is within DCEMA. The new Mayor
should move the CERT program to DCEMA via Executive Order.

Timeframe: one month

b) Integrate CERT more fully into emergency plans and exercises

A central requirement for the success of programs involving citizen
volunteers is that the people who volunteer must feel that their time and
efforts are valued. The best way to ensure this happens is to utilize
these citizens in actual emergencies and to ensure that they are
well-trained. If CERT members know that they will be used if a major
disaster strikes the District, they will be more likely to be active and
supportive of the program. Once the CERT program is part of DCEMA, it will
be more easily integrated into emergency management plans and exercises,
and the new DCEMA Director should ensure that such integration occurs.

Timeframe: two to three months

c) Increase the availability and quality of CERT training

One of the recurring criticisms of the D.C. CERT program is that there
is training isn’t frequent or substantive enough. Training should occur
on a regular basis, and increased outreach and promotion of the CERT
concept should be one of the cornerstones of DCEMA’s public education
efforts. Additionally, CERT training should be reviewed to determine how
it can be improved.

Timeframe: two to three months

6. Increase federal Homeland Security funding

a) Strengthen relationships with key personnel at the U.S. Department
of Homeland Security

Given its unique role protecting the Nation’s Capital, the DCEMA
should take the lead in bolstering relationships between DCEMA personnel
and their counterparts and colleagues in the U.S. Department of Homeland
Security (DHS). Efforts (such as increased outreach and invitations to
participate in joint planning efforts) should be made to improve
relationships at DHS’ Office of National Capital Region Coordination and
throughout the Federal Emergency Management Agency. This can be
accomplished at the agency level and does not require any mayoral input.

Timeframe: immediate

b) Increase D.C. Government participation in federal and regional
preparedness activities

One of the best means to strengthen relationships is to train and work
with others. DCEMA and D.C.’s first responder agencies should seek out
opportunities to collaborate and train with counterparts in local, state,
and federal agencies around the region. This can be done at the agency
level and does not require any mayoral input.

Timeframe: immediate

c) Write better grants applications

In 2006, D.C. suffered a 40% reduction in federal Homeland Security
funding. There are a number of reasons that have been offered to explain
that reduction, but the most compelling explanation is that the District
failed to make a sufficient case for its funding (and failed to spend or
adequately account for prior-year federal Homeland Security funds).
Program guidance for the FY 2008 program year grants will shortly be
distributed, and FY 2008 grant applications will likely be due in early
2007. There is very little time to improve the District’s submissions,
but this will have to be done if increased federal funding is to be
obtained. This can be done at the agency level and does not require any
mayoral input.

Timeframe: immediate (by necessity)

PROCURE APPROPRIATE FEDERAL PUBLIC SAFETY REIMBURSEMENT

The Federal government must pay its fair share of the costs of public
safety in the District. The City needs to seek reimbursement for regular
operational expenses of MPD and other first responders that it incurs
solely on behalf of the federal government. In addition, MPD should charge
for actual costs and expenses incurred when neighborhoods do not receive
regular police protection because attention has to be focused on the
federal areas of the City.

Seek reimbursement from the Federal government for public safety
expenses incurred solely for the benefit of the federal government.

This commitment will require legislative action by both the D.C. City
Council and Congress. One of the biggest impediments to this commitment
will be a reluctance of the Congress and the Executive branch to pay for
this. A second impediment will be calculating the exact cost of what the
City spends on federal protection and, even more difficult, what is the
cost of lost coverage to the neighborhoods when MPD has to cover
large-scale events like the IMF protests. In 2005, for example, the City
paid over $1.5 million for motorcades alone.

Before beginning the lobbying process we will want to be certain of
exactly what the federal protection costs are and examples of when the
Federal government has reimbursed other jurisdictions for similar costs,
e.g., reimbursements made to cities that host the political conventions.

We will need to be prepared to rebut arguments that the City is already
given money by Congress, that D.C. has the highest per capita number of
police of any city in the country, and that the District has already been
given a lot of Homeland Security money.

OCFO, the Federal Government, Congress, and the Public Safety cluster
agencies.

The entire DC Government will be potentially impacted by requiring the
federal government to recognize the District’s unique position and
responsibility as the nation’s capital. This recognition will also
require the federal government to bear the expense of the increased public
safety costs incurred by the district.

TEAM MEMBERS

Team leader: Ron M. Linton

Sub Leaders:

Community Policing Kristopher Baumann

Strengthening investigative team work Tad Dibiase

Community reentry Laura Hankins

Incarceration alternatives Robert Hildum

Juvenile Justice Jason Ziednberg

Woman and girl’s protection Ellen Opper-Weiner

Emergency Medical service Anne Renshaw

Emergency Preparedness Erik Gaull

Team members: George Banks, Tom Blagburn, Leo Bosner, Robert Bossard,
Linda Bowen, Dwight Bowman, Michael Carrington, Clarence Edwards, William
Ellis, Juan Espinal, Mai Fernandez, Gail Fisher-Stewart, Harry Gates,
Cedric Hendricks, Robert Hendricks, Ted Howard, Rahim Jenkins, Peter
Jensen, Richard Jerome, Vincent Jones, Clifford Keenan, Ron Magnus Larry
Martin, Tommy Musgrove, Chuck Paris, Steve Rickman, Enrique Rivera-Torres,
Luis Rojo, Joyanna Smith, Lisa Swanson. Marcia Thompson, Jeffery Tignor,
Ken Tolson, Marika Torok, Rod Wheeler, Peter Willner Lynda Young.