Published on December 16, 2008
Public Safety Improvement Project SFPD – San Francisco Police DesignStrategy-USA Roger- McKean Bazeley M.S.T.M., M.S.I.D., IDSA Industrial Designer Marketing Consultant Public Safety/EMS, School Safety, Transportation/Traffic and Pedestrian Safety
DesignStrategy-USA: Experience Roger-McKean Bazeley-Director Marketing Communications - Industrial Design Consultant 30 Years of International Design Experience – MarCom, ID, CI, Arch. Developed over $2.5 Billion in profitable new products and expanded worldwide markets by launching over 2,000 new products, MarCom/Advertising Programs Projects Included: NYPD Identity Program, NYC MTA MarCom Program, Pan Am, Atlantic Avenue NYC Urban Renewal Projects, The School Traffic and Pedestrian Safety Improvement Project – SF/PTA Director 1994-2003
Industrial Design Professional
NYC - Urban + Public Safety Design
NYFD – Design Concepts
NYC – MTA Transportation Concepts
Corporate Identity Lexington Marine Transport, Charter Bank, Pan Am, NART MTA
NYPD: Identity + Safety Program
SCHOOL TRAFFIC AND PEDESTRIAN SAFETY IMPROVEMENT PROJECT – SAN FRANCISCO
San Francisco – Our Community Growth, Change, Transition, and Renewal
Seniors, children, workers, minorities, and visitors make-up San Francisco’s diverse community
What is our Image? How does the public view the SFPD? How do we view ourselves? What are our defined duties and priorities? What is our community relationship? How is our past image defined? How is our present Image defined? What goals are key for self renewal?
SFPD - Bad Press/Publicity
SFPD - Satire and Ridicule 2003
NYPD - Satire and Ridicule 70’s
Children’s Perception K-5 NYC
“SFPD must have the will to change.”
SFPD Vehicle Design – Visibility Hazard
Community Relations And Concern
WAR PROTEST – 2/2003 SF
San Francisco 2003 - 2004 Civil Disorder = Law and Order Issues
SFPD – Crowd Control-Protest
SFPD Public School Relations Thurgood Marshall HS – SFUSD School Disturbance/Incident October 11, 2002 Incident Created a rift in community relations Stakeholders comprised of Police, Community Leaders, Parents, Students, Teachers, SFUSD Administrators met to identify causes and issues in “lack of communications and physical altercations between students and responding Police units and Sheriff riot squad interaction. SFUSD/Community Task force Inquiry addressed Four Key Areas of issues and recommendations School Site and School Site Safety Plan School Climate Communication with Police Police Conduct-Response
Thurgood Marshall HS Community Task Force - Recommendations School Climate Thurgood Marshall School community was struggling with issues that included a new administration, academic issues and a lack of student discipline. Recommendations: New Communications methodology and channels between district administration, teachers, parents, and students. New Performance, accountability, community support standards/policy and defining student school rules, expectations, and consistent rule enforcement. School Site Response Failure of Communication and lack of a SFUSD safety plan Recommendations: Create School safety plan and training to address emergency response and creating a safe learning environment.
Thurgood Marshall HS Community Task Force - Recommendations SFUSD and SFPD Communications Thurgood Marshall School community concluded that there was a massive failure of communication, response policy, and coordination between district staff and SFPD officers Recommendations: New Communications methodology and channels between district administration and the SFPD Re-evaluate and define SFUSD relationship to the SFPD in relationship to emergency response and School Resource Officer program Police Conduct School Community alleged incidents of SFPD officers brandishing of a weapon, use of batons, hitting, pushing, kicking and use of profanity or slurs Recommendations: Protocol for Police conduct on school campus be developed Training for police and school personnel-Procedures, Student Rights Positive methodology/activities for mending Student and Police relationship
Community Youth needs Mentoring
K-12 School Children Safety and Accident Concerns
Children 5-12 Highest Injury/fatality rates-PSA
Elizabeth Dominquez 4 Years Old Buena Vista Elementary School Student
Memorial School Safety Pedestrian March For Elizabeth Dominquez, age 4 - 2/11/2003 Fatally Struck By Vehicle
Vulnerable Populations: School Children, Seniors, the Disabled
Community Memorial Safety March and Protest – Potrero Ave. & 24th St.
Parents/PTA/Community Ask San Francisco for Traffic and Pedestrian Safety Improvements
Community, Parents, and PTA Request PED Safety Improvements including: Install new pedestrian count down crossing signals Intersection Crosswalk of Potrero & 24th Street to be remarked and designated as a school safe route YELLOW LADDER style crosswalk Red Light Runner Camera to aid in enforcement/motorist behavior modification Restriction on cross traffic turns at specific times Retiming of Intersection signals to allow adequate crossing time Adult DPT Crossing Guards at 24th and 25th Streets due to hazard presented by traffic speeds and volumes to Elementary School Children Replace older School Zone and Pedestrian Warning signs with (FYG) Fluorescent yellow green/DOT signs to increase motorist awareness Re-mark non school crosswalks along Potrero Avenue corridor especially opposite General Hospital with White PED LADDER Crosswalks Increase SFPD traffic unit and radar enforcement Establish 4 Way Stop at Utah and 24th Street adjacent to hospital garage Modernization of Potrero Avenue and its signals and intersections with turn lanes pockets and signal heads with turn indicators
Project Benefits: SAFE STREETS 12/12/2008 36
Our Children need Protection + Safety Educational Outreach Drug Abuse Resistance Education Program Pedestrian Safety SFDPH –School PSA Poster
SFPD - Public Image Minority Community Complaints Inflexible and rigid in response Diversity and cultural respect issues Military law enforcement response instead of public safety approach Negative public response to methods Aggressive heavy handed – not friendly Unsafe vehicle pursuits – accidents
Community Policing – Public Safety Community policing means revitalizing goals and priorities aligned with community needs The SFPD can not accomplish this alone in its reconstruction This means reinventing the way all city agencies, community members, policy makers, and the police work with each other Everyone must share the responsibility for the safety and well being of our neighborhoods Solving crimes is and will continue to be an essential element Prevention of crime from the start is the most effective way to create a safer City environment for ourselves, our families, and our neighbors. Achieving our strategic goal of an improved quality of life in our neighborhoods must go beyond the search for a new policing strategy As modern urban life becomes more challenging and complex so does the role of police officers and the demands upon the command structure
The Rationale For Change The causes of crime in society are increasingly are more complicated Changing demographics Shifting economic base Deterioration of public school funding and educational safety net The breakdown of the family structure Chronic drug and alcohol abuse Racial tensions with multicultural issues and fragmenting politics Rising Domestic and International terrorism and related issues Deteriorating economy, state and local budget deficits, and revenue short-falls as in California's in excess of $38 Billion Dollar deficit Cut backs in health and social economic assistances and services These and other issues all contribute to increased crime rates and growing sense of fear and disorder in neighborhoods
SFPD – Ranks Poorly in Crime Solving Statistics Murders Solved San Francisco 50% Baltimore 51% Chicago 52% Los Angeles 52% Boston 54% Columbus 54% FBI and Police Data – Chronicle San Diego 64% 1997 – 2001 Murder By ethnicity Jacksonville 64% African American -- 53 solved 80 Dallas 65% Unsolved Memphis 65% Asian/Pacific Islander-- 21 Solved 25 Unsolved San Antonio 67% White -- 45 Solved 30 Unsolved Houston 67% Latino -- 21 Solved 24 Unsolved Austin 70% American Indian -- 1 Unsolved San Jose 70% Philadelphia 71% Pedestrian Fatalities 19 (2001) – 18 (2002) Indianapolis 78% New York 79% Traffic and PEDS 37 (2001) – 32 Milwaukee 84% (2002) Down 13.51%
Community Public Safety Solving crimes is an essential part of law enforcement Preventing crime is the most effective way to create a safer environment for ourselves, our families, and our neighbors Achieving our strategic goals of an improved quality of life in our neighborhoods must go beyond the search for a new policing strategy As modern urban life becomes more challenging and more complex so does our public safety role as police officers We must seek out new ways for citizens and our government to work in partnership toward solving the range of difficult and constantly changing problems that effect our entire community Together as community partners we can make a difference in improving San Francisco’s public safety and the quality of life
“It takes a Community Policing approach and Community Partnership to stop crime.”
SFPD – Limitations of Traditional Policing Past decades of nationwide public concern over police internal management discipline policies, accusations of police corruption, and undue political influence and city hall control on police departments resulted in random preventive patrols, rapid response calls for service, sophisticated 911 communication systems, and better crime investigation methods and procedures --- have succeeded in making law enforcement more professional and respected. Police operational innovations, organizational restructure along the lines of meeting community needs, and higher police officer requirements with broader training in community socio-cultural diversity issues, and innovation in community involvement can have a lasting positive impact on Police Department culture and employee esprit de corps.
SFPD Community Participation and Outreach to improve relations Identifying the nature and extent of the problem promptly Documenting best practice solutions and methods Soliciting community ideas about what approaches the police command staff should embrace to evolve effective outreach and implement community safety and service solutions Implementing open dialogue and town hall meetings where the community can fully participate and develop partnership trust Determining how terminology and semantics effect or hinder the problem solving process between the SFPD and diverse community groups and safety stakeholders Defining clearly the roles and parameters needed to improve relations between the SFPD and minority communities or communities of cultural and lifestyle diversity.
Chinese New Year SFPD Community Participation + Partnership
Minority Community Outreach = One on One to Gain Youth Involvement
Reaching Consensus The SFPD needs to balance effective crime control strategies with an equal appreciation of how citizens are treated. Reducing crime cannot be accomplished at the expense of losing the trust and active participation of any of our community partners. MAIN CONCERNS: Lack of Communication is identified by community leaders and the SFPD as a major source of tension. Lack of mutual Respect for people as human beings-is expressed by members of the minority communities. SFPD Accountability for internal disciplinary issues cited as unresponsive to community complaints. Minority community youth and residents need to alter their attitudes to feel a Freedom from Fear of the Police, which drives social and cultural wedge between police and neighborhood residents and creates an unacceptable “us vs. them” environment. The need for strengthening Trust between SFPD Police Officers by the community feeling a commitment to working in partnership with them.
SFPD – The Widening Budget Gap The current city and state budget deficit will continue to negatively strain and challenge crime-fighting abilities, and public safety projects City budget reductions in family social services, children and family medical and mental health programs along with problems of drug abuse, drop-outs and educational program cuts, along with societal rage and violence have grown more serious, complex, and costly to mitigate. The funding and revenue resources have not kept pace with the demand and city’s changing needs Federal and state support for a range of social services that directly impact crime and neighborhoods have been drastically reduced Local government has been left to absorb more of the financial burden San Francisco is faced with a widening gap between citizen demands and government resources
NYPD - An Urban Emergency Communications GAP Police Chief Magazine 1974 – Roger-McKean Bazeley
An Urban Emergency Communications GAP – Con.
Lessons Learned and Shared Citizen fear and not just index crime rates are important in measuring neighborhood safety and public satisfaction wit the police. Limitations of preventive patrol by sticking to the patrol car as a linchpin of the traditional model Limitations of rapid response calls for service is most effected by the speed in which a victim or witness contacts the police Citizen information, as much as forensic technology, is key to identifying offenders and solving crime Continuing to arrest and incarcerate offenders has little deterrent effect in the long term as half were repeat offenders Forced-isolation of the Police from the community by the traditional Policing model of increased service call demand with technology reliance cuts the Police off from the one on one and community input and interaction of the community foot patrol or ‘beat officer’ creating the metaphor the “thin blue line” of community oriented policing
SFPD-Role of the Community Commitment to establish a relationship between community and the SFPD that will breakdown long-standing barriers, reduce community tensions, open-up channels of information and provide meaningful opportunities for collaboration All levels of operation and command management must see community outreach as a vital ongoing element of their job The community partnership can not be a superficial one – but instead seek input from the different communities and areas of the city we serve in setting priorities and implementing public safety and crime prevention strategies The key goal of partnership must go beyond the issues of crime and encompass the common goal of making San Francisco a better and safer city. Our community based strategy must not become a forum for promoting a particular group to the exclusion of others, or those without voice. Special Interest group agenda promotion will only polarize and isolate other community stakeholders and organizations creating further distrust, strife, and non-participation in public safety issues and solutions. Experienced community members and well trained Police need to effectively create oversight to monitor and modify this type of self defeating behavior.
Strategic Vision for the Future Neighborhood Strength: Back to the Grassroots San Francisco needs a collective intolerance for those conditions and behaviors that undermine our strength and our very soul – an intolerance not only for crime and violence, but for neighborhood decay, open defiance of the laws of society and San Francisco, and other dangerous conditions of hate crimes and domestic violence. Collective intolerance requires the moral commitment of the community and government working together as partners and a team The creation of strong and safe neighborhoods requires more than the creation of another government agency, level of management, or program People see through—another box on the organization chart giving the false appearance that “something” is being done to solve the problem often in a reactive, expensive, and non-sustainable methodology rather than addressing the underlying problems that erode neighborhoods
San Francisco is at a Critical Crossroad SFPD resources have been stretched by overwhelming service calls The budget strains on the budgets of not only the SFPD, but also fire/EMS services. Hospitals, schools, parks, streets, sanitation, public transportation and other city services has only exacerbate the already dangerous conditions of urban crime, disorder, and neighborhood fear. The present and past option to maintain the status quo and hope for economic improvement is rapidly disappearing The preferred path is to better manage the changes that effect use and develop a more effective strategy to solving the problems facing the City, the Police Department, and most importantly the citizen’s we serve The new strategy must go beyond the limitations of traditional policing. SFPD needs to expand capacity to control and prevent crime through the results of our work and task management in a united effort to make a positive difference in the lives of all San Franciscans.
SFPD - Our Positive Self View To protect and to serve the people Striving for constant community outreach A family of Police Officers-proud to serve San Francisco’s finest Striving to build internal and external trust Law enforcement Career To reduce and investigate criminal behavior and unsafe driving/accidents
A Positive Self Image
SFPD Renewal Goals Building Trust Community Partnership Public Safety Priority Service to Community Public Safety Protection from Crime Equality in Treatment Cultural and Diversity Sensitivity
SFPD – A Smarter Way of Policing Policing continues to be a dynamic interactive profession with yesterday’s methodology becoming today’s challenges The growing separation between Police and the people they serve Technology becoming the master of an officer’s time and priorities Unacceptably high crime rate and low crime solving percentages Growing fear and disorder in minority neighborhoods The changes needed must be fundamental and sweeping These changes will envision a Smarter way of policing A growing realization that law enforcement is just one of several means for the police serving the community in crime control responsibility Conflict resolution, order maintenance, problem solving, community involvement/empowerment (CAC’s), and city agency/departments interactivity are key in impacting crime as well as address the conditions contributing to unacceptable levels of neighborhood fear and disorder
The NEW SFPD Image Public Safety Priority Service and Protection to all citizens A Community Partner – our customers Respect for Cultural and Ethnic Diversity Equality in treatment and access to Police The “Fine Blue Line” of building TRUST Modern Technology - Communications Service diversity EMS, Rescue, Traffic, Law
SFPD + Self Renewal = Safety Service Equality
The SFPD – Can Be a Catalyst for Change “Mobilizing Resources To Get the Job Done” Public safety provides the necessary anchor for strong neighborhoods and families, safe schools, healthy business environment, and a safe cultural climate for community growth SFPD – has knowledge, experience, community presence, energy and resources to address community problems by encouraging government agencies, community institutions to be involved Implementation of a new identity, image, and incorporating the principals of responsive customer service, problem solving, prevention, and shared responsibility and accountability by all partners to sustain critical community involvement and cohesion Reinventing the San Francisco Police Department in methodology, strategic community involvement and crime prevention is needed as a wholesale transformation in procedures and community perception
SFPD – Community Goals
Reinventing the SFPD Change from a largely centralized, incident driven crime suppression agency to one that is a more decentralized customer driven organization dedicated to solving problems, preventing crime, and improving the quality of life throughout San Francisco A major shift is needed in the way of thinking, behaving, and believing internally and externally through refocusing the department command and employees and how members of the community at large, view the world and SFPD’s role and mission or place within the community SFPD needs to fully embrace the commitment to protect the lives, property and rights of all people, to maintain order and enforce the law with impartiality and insuring equality and maintaining the highest degree of ethical behavior and professional conduct at all times.
SFPD – Officer and Employee Excellence SFPD – must do more to empower it's own employees Beat officers should have the opportunity and power to identify and prioritize problems and decisions in their solution Supervisors should have the chance to be the mentors and motivators Command staff should have true operational and organizational for proposing, defining, and managing change through out the organization and not just in their own areas of specialty Create values that emphasis individual creativity , initiative, and ingenuity at all department and staffing levels Tap a broader recruitment base of people skilled in problem solving concepts and team building Hire highly trained and motivated civilian personnel who believe in the SFPD’s revitalized mission and can contribute to it Organizational unity through change by growing member respect for one another and sharing information as team participants and members
Guiding Principals for Change Organizational culture must be redefined to emphasize and reward organizational and individual behavior that makes a real difference in crime reduction and solving neighborhood problems Results, and not activities is the essence of measurement Crime control and prevention must be dual parts of the mission Solving crimes is essential, but prevention is key for increasing safety The principals of customer service and problem solving must be incorporated into all organizational entities in a unified clear manner The SFPD command structure must reinforce integrity and ethical behavior among department members—ethics and integrity are key in building community trust perception of the SFPD Isolation between SFPD and the community must be broken down by shared responsibility, shared involvement in the policy decision process, and open constructive two way communications
SFPD – 911 Response Standards for responding to Calls for Service SFPD – will respond to life-threatening emergencies as quickly as possible and in sufficient numbers of people to ensure the safety of the public and our own members—(Visible Safe Emergency Vehicles a Key Component) The SFPD – will increase the amount of time for proactive policing activities within beats and neighborhoods The SFPD – will respond to each 911 request with the most appropriate service, whether that be personal, telephonic, or police response, or through another government or community based agency A uniformed patrol unit will be be dispatched to the scene of a 911 when the presence of a police officer will solve the problem The public must recognize that the uniformed patrol force cannot be effective if totally consumed with responding to 911 calls, and still maintain proactively in crime prevention and solving community safety problems
SFPD – Training + Self Education The ability to adapt to change is essential to the survival of any organization. Effective training is the most efficient way to institutionalize this flexibility. Positive organizational values, policies, and procedures are communicated, reinforced, and improved through training. Shortchanging our commitment to training is unacceptable. New tools and retooling through training to empower with the skills that will be critical to future success. Critical Skills to insure this success include: communications, team building, problem solving, community outreach, and leadership.
SFPD – Employee and Team Discipline DISCIPLINE has never been synonymous with punishment Discipline has both positive and negative aspects that go far beyond punishment Intentional violations differ from the mistakes unintentionally made in solving problems or serving the community which are corrected through training, counseling, and management. EMPLOYEE MORALE is a true indicator of organizational quality and strength and resulting teamwork flexibility. PERFORMANCE EVALUATION and ACCOUNTABILITY go hand in hand and need to be retooled and reevaluated both qualitatively and quantitatively. RECRUITMENT needs youth and experienced people that possess those key skills of creativity, self-motivation, analytical abilities cultural awareness, communications proficiency, technical skills, and moral integrity that are compatible with the renewed SFPD strategy. CAREER DEVELOPMENT needs the commitment to recruit the best and give them the decision-making authority and tools to reach full potential and get the job done. Career advancement must be rewarded on performance results, dedication and communications abilities in dealing with internal and external conditions in solving public safety problems and not politically driven.
SFPD – Other Key Areas of Concern USE OF TECHNOLOGY - New technology must be properly integrated with a new SFPD strategic plan and mission that supports the crime reduction and prevention capacity and strengthens community partnership and emergency response. RULE and REGULATIONS – SFPD’s entire system of orders, notices, policies and directives must be brought in line with our new strategic direction as a value driven approach with accountability. RESOURCE ALLOCATION needs to be based on objective criteria and internal and external community needs with mutual accountability BUDGETING must be structured to enhance and sustain the achievement of the new strategic plans goals and mission and not the perpetuation of existing bureaucracies or ineffective methodology with a more decentralized approach. INFORMATION SHARING must be meaningful and accessible to all partners in solving and preventing crime and promoting community public safety.
SFPD Command Staff + Emblems
SFPD - Vehicle Fleet Photo Audit
SFPD – Fleet Vehicles
SFPD – Fleet Vehicles
SFPD – ON CALL+SFFD EMS
SFPD Vehicle Fleet Reliability and Safety Issues Patrol Car- Mech. Defects News
CHP Black + White Traffic Unit Low Visibility – Night/Low Light
NEW NYPD-Patrol Car: Blue + White 3M Reflective Decals/Stripe 1972-97 Design: DesignStrategy-USA, Roger Bazeley NYPD Vehicle Fleet Graphics, Light Rack
NYPD-Vehicle Safety Design Reflective 3M Decals + New Emergency Light Racks Concept to Implementation
NYPD – Police Vehicle 1972-97
NYC – Implemented City Public Safety - 74
NYPD – Vehicle Fleet Before and After New Design 1974
NYPD Blue – Vehicle Fleet Fleet Graphic Design 25 Years usage before New 2000 Blue Graphics on White Format
NYPD - Emergency Service + Aviation Units
NYPD - Modified Decals 1995 Blue + White Traffic Unit
NYPD-Blue + White Fleet
NYPD 2000 Traffic Unit All White Body + Blue reflective Decals
NYPD – White Vehicles + Blue Reflective Decals and Markings
NYPD-2004 NYC Night & Day
NYPD – Operations, Mobile-HQ 2004 Urban Security Alert
Police Fleets: White + Color Graphics Trend UK London Metro POLICE CHICAGO POLICE New York Police Department
Boston, Wash DC, Philadelphia 2004 East Coast Photo Audit
Generic POLICE Decal Kits
UK - London Metro Police
UK – Police EMS - Response
UK Police Vehicles – Safety Graphics
UK – High Visibility Graphics Stratford Upon Avon-Cotswold's County/Town Police
SFPD – Image Renewal Elements SFPD Safety – Service – Equality POLICE
SFPD – Patrol Car Concept
SFPD – Vehicle Concepts
SFPD – Vehicle Concepts
SFPD – Low Night Visibility MUNI Cable Car and Taxi Accident – 5/10/2003 California/Leavenworth 8 PM
SFPD – Mobile Command 2
SFPD – Existing vs. New Application
SFPD – Car Design Strengths Visually Safer Night and Day – Intersections – 911 Runs Renewed Image and Identity – Phoenix Symbol of Renewal SFPD Community Public Safety Mission Slogan SAFETY – SERVICE – EQUALITY Communications Clarity In Messaging – Public Safety/Emergency Priority 3M Reflective Yellow Safety Stripe, Red Emergency Accent – Safety Look Police Blue the – Positive Color – “Fine Blue Line” International Color for Police
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