MAYOR S ACTION PLAN FOR NEIGHBORHOOD SAFETY

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Collaborating to Deliver Results PARTNER AGENCIES & OFFICES DFTA DOP DPR DYCD HRA NYCHA NYPD for Economic Opportunity of Criminal Justice to Combat Domestic Violence of Operations MAYOR S ACTION PLAN

faced public safety challenges as a result of persistent violent crime.

1 Collaborating to Deliver Results PARTNER AGENCIES & OFFICES DFTA DOP DPR DYCD HRA NYCHA NYPD for Economic Opportunity of Criminal Justice to Combat Domestic Violence of Operations MAYOR S ACTION PLAN FOR NEIGHBORHOOD SAFETY Since 2014, the Mayor s Action Plan for Neighborhood Safety (MAP) has focused on 15 of the 326 New York City Housing Authority (NYCHA) developments in neighborhoods that have faced public safety challenges as a result of persistent violent crime. These neighborhoods have also historically led the City in other economic and social stressors such as poverty, unemployment, rent burden, incarceration, and assault hospitalizations. They have often experienced the highest rates of shootings. The implementation of MAP has resulted in significant and sustained crime reductions in the last three years. From 2014 to 2017, total index crime is down 14 percent, violent crime is down 13 percent, and shootings are down 24 percent. By comparison, other NYCHA developments have seen a 2 percent decrease in index crime, along with a 2 percent increase in violent crime and a 35 percent reduction in shootings. Substantial research documents the relationship between hardship, social disengagement and crime. Concentrated disadvantage is a predictor of neighborhood violence. Yet, collective efficacy (people s ability to work together); cohesion (people s trust in one another) and legitimacy (people s trust in government) have been shown to reduce crime in even the most economically disadvantaged neighborhoods. Physical space and how it is used is also a critical component to neighborhood safety. Evidence shows that disorder, negligence and decay undercut neighborhood stability and are associated with higher levels of violence. Three co-existing factors (economic advantage, ordered space, relationships between people and their government) are all connected and demonstrate that enforcement alone is insufficient in addressing public safety. This research is the foundation of the MAP Model: a groundbreaking approach to neighborhood public safety. This evidence-driven strategy will generate not just reduction in crime but can also address the underlying causes that often are mutually reinforcing: 1. Invest in People through economic and social supports 2. Invest in Places to promote vibrant well-maintained neighborhoods 3. Invest in Networks to strengthen resident/government ability to work together and trust one another. MAP requires coordination and implementation of programming by 10 City agencies with the structured partnership of resident stakeholder teams. The model translates agency activities into joint strategies that aim to produce enduring reductions in crime because we (government, police, residents and community stakeholders) have worked together to fix something fundamental. In Fiscal 2017, MAP continued its All In approach through expanded investments in youth employment, focusing on the neighborhoods surrounding the housing developments, and the expansion of the innovative problem-solving mechanism, NeighborhoodStat. COLLABORATING TO DELIVER RESULTS: Mayor s Action Plan For Neighborhood Safety Page 35

2 PEOPLE SUMMER YOUTH EMPLOYMENT (SYEP) This year with advocacy from MAP, the City guaranteed summer jobs (SYEP) to all MAP youth ages years old. In an attempt to encourage as many eligible participants as possible, MAP launched an All In campaign with all of its partners helping to increase recruitment and enrollment: NYPD hosted weekend registration at the precincts; the to Combat Domestic Violence (OCDV), Department for the Aging (DFTA), and Human Resources Administration (HRA) Outreach teams worked overtime in communities to make sure the opportunity was visible; Department of Probation Next STEPS Mentors ensured that all of the youth in their programs completed applications; NYCHA sent wifi vans to facilitate application submissions and property managers helped kids access the identification needed to register. As a result, almost 4,025 MAP young people applied to SYEP in Fiscal 2017 for this summer (Fiscal 2018), over 600 more youth than last summer. NEXT STEPS (DEPARTMENT OF PROBATION) In Fiscal 2017 with the support of the of Criminal Justice (MOCJ), the Department of Probation (DOP) secured funding to enable Next STEPS to establish independent programs at all MAP sites and expand the hours of its program leads to full time. Next STEPS is a MAP initiative program that offers one-on-one and group mentoring within a cognitive behavioral therapy-based curriculum designed to help young adults make the attitudinal and behavioral changes necessary to avoid criminal activity and reengage with education, work and community. DOP contracts with nonprofit organizations in targeted neighborhoods to provide transformative mentoring designed to intervene at a critical point in the lives of young adults who are actively engaged and/or involved in serious violent activity (including domestic violence) and/or are gang affiliated. In the past, several developments had to share one Next STEPS program; in most cases the Credible Messenger mentors worked only part time. Through this expansion, Next STEPS will have the opportunity to serve more participants in Brownsville, Tompkins, Bushwick, Red Hook, and Ingersoll Houses and mentors will be able to dedicate more hours to mentor youth each week. In addition, MOCJ, NYCHA, DOP and the Center for Employment Opportunities (CEO) are building the next step for Next STEPS participants. This new component, which will launch in FY18, will provide supported job opportunities for young people who complete the program and are ready to pursue employment. PLACES NEIGHBORHOOD ACTIVATION MOCJ, in partnership with NYPD and the Department of Design and Construction, launched a Neighborhood Activation Study to enhance safety and vibrancy through public space design and programming. The study will generate site specific recommendations for Brooklyn s Brownsville and the Bronx s Morrisania neighborhoods and will identify best practices to apply citywide. The project includes focus groups that promote community leaders and stakeholders as neighborhood experts, and incorporate their input to directly impact the design and programmatic recommendations for specific sites. Using a three-step process, each intensive planning session asks participants to: identify community spaces with existing challenges; propose intervention ideas for specific sites; and identify ways to strengthen existing and planned capital investments. CRIME PREVENTION THROUGH ENVIRONMENTAL DESIGN (CPTED) In Fiscal 2017 MOCJ began its partnership with John Jay College of Criminal Justice and the Center for Court Innovation to launch local NeighborhoodStat meetings in the MAP communities beginning in the fall of Fiscal Each MAP site s Neighborhood Engagement Specialist will develop and convene Stakeholder Teams including residents of NYCHA, property management and police and city agency line staff to routinely share and discuss data related to public safety and other neighborhood conditions. Stakeholders teams will be trained in Crime Prevention through Environmental Design (CPTED) and learn how to identify safety issues and relevant assets and resources in their neighborhoods and develop specific crime reduction strategies, including targeted community projects and longer-term initiatives. Page 36 MAYOR S MANAGEMENT REPORT

3 NETWORKS Launched in Spring 2016 in partnership with MOCJ, NYPD and NYCHA, NeighborhoodStat is an accountability mechanism that convenes both City agencies and community stakeholders to identify site-specific and citywide solutions to neighborhood public safety concerns. NEIGHBORHOODSTAT (NSTAT)- FALL 2016 AND SPRING 2017 During the months of October and November nearly 500 stakeholders across the 15 MAP sites, including resident leaders, NYPD Neighborhood Coordination Officers (NCOs), NYPD commanding officers, NYCHA property managers and 10 City agencies came together at One Police Plaza for the second cycle of NeighborhoodStat. At this fall cycle, partners generated 184 action items to be completed by the spring NeighborhoodStat cycle. The action items include: 21 tasks focused on employment and mentorship, 72 on stewardship, activating space and infrastructure, and 91 on intergroup relations and neighborhood cohesion. With domestic violence driving a larger share of the crime at MAP developments, this cycle saw stakeholders increase efforts to understand how to combat domestic violence through the resources and services they offer. Domestic violence related action items include more joint outreach between Domestic Violence Officers (DVOs) and NCOs, increased opportunities for Healthy Relationships Workshops, and domestic violence centered training for NYCHA employees in the developments. Nstat s third cycle generated 175 new tasks in spring 2017, spanning every MAP development and including nearly a dozen city agencies. Participants raised issues ranging from proper waste disposal to expansion of mentorship programs, and activating community spaces and partners. Several major themes emerged from NStat discussions and action item crafting including Community Policing Solutions, Neighborhood Activation, Working Together, Social Support, Employment, and Stewardship. Of those, Working Together, Community Policing Strategies, and Social Support dominated the conversation. 137 of the 184 fall cycle action items have been completed (75 percent) while 25 percent of the Spring Action Items, 43 out of 175, have been completed to date. THE METER MOCJ is building a NeighborhoodStat Meter to help us better understand how our collective efforts are improving neighborhood safety and community well-being for New Yorkers living in and around public housing by pairing both people s perceptions of safety and critical government data. This tool will help communities, government agencies and stakeholders: 1. Surface issues that affect people s safety/sense of safety. 2. Better understand what makes people feel safe. 3. Identify actionable solutions. 4. Monitor progress by tracking indicators. Similar to how the police use the 7 Major Crimes to guide their work, the NStat Meter tool will capture key indicators of safety and community well-being by selecting a set of indicators to serve as NStat s Safety & Well Being Majors. Currently in development, the NStat Meter will include a set of indicators that help the city chart progress toward understanding the underlying causes and conditions of neighborhood public safety. In the spring of 2017, we tested out some candidate indicators, opportunity, order, collective efficacy and cohesion, to ground our discussion in as a precursor to the forthcoming NStat Meter. In the upcoming months we will work with our City and community partners to expand and refine these indicators with the goal of launching a beta version of the meter at the fall 2018 NStat cycle. COLLABORATING TO DELIVER RESULTS: Mayor s Action Plan For Neighborhood Safety Page 37

4 MAP CRIME STATISTICS In the 15 MAP developments, the trend of decreased crime continues from this year to last, with a substantial drop in all three categories since the start of the initiative. CRIME STATISTICS IN THE 15 DEVELOPMENTS Number of Incidents FY14 FY15 FY16 FY17 FY16-FY17 % change FY14-FY17 % change Violent Crime % -13% Total Index Crimes % -14% Shootings % -24% The seven index crimes are murder, rape, robbery, felony assault, burglary, grand larceny and grand larceny auto. Violent crimes include murder, rape, robbery and felony assault. Agency/Office Indicator Name Improved Infrastructure / Environmental Design NYCHA FY16 Actuals FY17 Actuals FY17 Target Temporary light fixtures placed NA * Permanent lights installed 2,088 4,264 2,500 * Layered access projects completed (repairing and adding additional security to development entry and access points) 21 See details below FY18 Target 18 * Cameras installed (closed circuit television) 988 2, * Non-construction scaffolding and shedding removed (feet) 7,104 19,478 6,931 * Community Engagement & Programming DPR Kids in Motion participants across MAP sites 53,597 58,002 50,000 50,000 DYCD MAP Summer Youth Employment (SYEP) participants 1,706 1, NYC Opportunity Youth enrolled in Work Progress Program (WPP) NA NA DOP Participants enrolled in the NextSteps youth mentorship program Participants who positively exited NextSteps program (%) DPR Shape-Up participants across MAP sites 3,781 3,511 3,000 3,000 OCDV HRA DFTA Healthy Relationship Academy workshops held Community outreach events Appointments to connect individuals to HRA services 2,388 1,764 1,500 2,000 Individuals connected to HRA services 1,466 1,085 1,000 1,000 Percentage of clients seeking SNAP and Emergency Assistance benefits enrollment who are successfully enrolled in those benefits NA 41.4% 30% 30% Grandparent support participation , Seniors engaged at public events 8,971 8,117 5,500 6,500 Program intakes Page 38 MAYOR S MANAGEMENT REPORT

Development Name Layered Access Control (LAC) Scope of work % completed in FY17 BOULEVARD 36 doors in 18 buildings (30 new entrance doors and 6 new exit doors).

5 Development Name Layered Access Control (LAC) Scope of work % completed in FY17 BOULEVARD 36 doors in 18 buildings (30 new entrance doors and 6 new exit doors). 15% BROWNSVILLE 92 doors in 27 buildings (30 new front doors, 16 retrofit front doors, 15 new exit doors, 31 retrofit exit doors). BUSHWICK 16 doors (8 new entrance doors and 8 new exit doors). 1% BUTLER CASTLE HILL I & II 43 doors in 14 buildings (15 new entrance doors and 28 new exit doors) 65% INGERSOLL 53 doors in 20 buildings (8 new entrance doors, 37 retrofit entrance doors, 2 new exit doors, and 6 retrofit exit doors). PATTERSON 50 doors in 15 buildings (25 new entrance doors and 25 new exit doors). 21% POLO GROUNDS TOWERS 26 doors in 4 buildings (Retrofit 14 entrance doors, 12 new exit doors) 85% QUEENSBRIDGE I & II 47 new intercoms and door hardware 0% RED HOOK EAST AND WEST SAINT NICHOLAS 28 doors in 13 buildings (7 new entrance doors, 7 retrofit entrance doors, 4 new exit doors, and 10 retrofit exit doors). STAPLETON 41 doors in 6 buildings (12 retrofitted entrance doors and 29 retrofitted exit doors). 1% TOMPKINS 24 doors in 8 buildings (12 new entrance doors and 12 new exit doors). 22% VAN DYKE I & II 46 doors in 23 buildings (32 new entrance doors and 14 new exit doors). 18% 86% NA 18% NA 92% PARTICIPATING NYCHA DEVELOPMENTS THE BRONX Butler Castle Hill I and II Patterson MANHATTAN Polo Grounds St. Nicholas Wagner BROOKLYN Boulevard Brownsville Bushwick Ingersoll Red Hook E and W Tompkins Van Dyke I and II QUEENS Queensbridge I and II STATEN ISLAND Stapleton NOTEWORTHY CHANGES, ADDITIONS OR DELETIONS None. COLLABORATING TO DELIVER RESULTS: Mayor s Action Plan For Neighborhood Safety Page 39

6 Page 40 MAYOR S MANAGEMENT REPORT

GANG ACTIVITY IN THE MARKHAM/ROCKY HILL NEIGHBORHOOD

Agenda Item No. 9D May 25, 2010 TO: FROM: SUBJECT: Honorable Mayor and City Council Attention: Laura C. Kuhn, City Manager Richard L. Word, Chief of Police GANG ACTIVITY IN THE MARKHAM/ROCKY HILL NEIGHBORHOOD