21st Century Policing Discussions for Captains to have at their community meetings and forums

I. PURPOSE

The purpose of this order is to establish policies and procedures for supervisors and captains to have ongoing and continuous conversations that are focused on 21st Century Policing, as required in DGO 1.08. The following procedures are established to encourage supervisors and captains to continue the conversations on 21st Century Policing during their monthly community meetings.

II. PROCEDURES

In October of 2018 the Department completed the SFPD Community Policing Strategic Plan. The creation of this strategic plan utilized the Final Report of the President's Task Force on 21st Century Policing as a "Best Practices" reference. In order to improve conversations with our community at monthly Captain meetings, and to encourage discussions that are specific to policing in our city, our Collaborative Reform Partners have agreed that discussion of our own SFPD Community Policing Strategic Plan will also be an option to fulfill our requirement for 21st Century Policing Discussions.

At monthly community meetings, captains shall:

(1) Create an agenda to include an agenda item titled "21st Century Policing Discussion." Present that discussion at your monthly community meetings. For content, you may present on The Final Report of The President's Task Force on 21st Century Policing, Your District Station Annual Strategic Plan related to 21st Century Policing, or any one of the 21 "objectives" discussed in the SFPD Community Policing Strategic Plan. For your reference, the 5 goals and related 21 objectives of the SFPD Community Policing Strategic Plan are:

1. Communication
   1. Objective 1.1: Create a diverse set of communication channels between the SFPD and the community.
   2. Objective 1.2: Respond to requests for service and information in a timely and transparent manner.
   3. Objective 1.3: Solicit conversation, input, and collaboration from historically underrepresented groups.
   4. Objective 1.4: Transparently communicate, publicize, and educate community about SFPD goals and policies.
2. Education
   1. Objective 2.1: Train the community to empower them to improve community safety.
   2. Objective 2.2: Invite third party and community instructors to contribute to SFPD training.
3. Problem-Solving
   1. Objective 3.1: Officers can connect individuals to resources when call for service is outside their scope.
   2. Objective 3.2: Collaboratively identify and develop responses to local issues and concerns with individuals, community-based organizations, and city services.
   3. Objective 3.3: Utilize a formalized problem-solving model across district stations.
4. Relationship-Building
   1. Objective 4.1: Increase visible officer presence and proactive, positive engagement with individuals outside of calls for service.
   2. Objective 4.2: Provide unbiased, dignified, and equal treatment and access to resources to all community members.
5. SFPD Organization
   1. Objective 5.1: Develop policies, priorities, and procedures that are consistent across SFPD stations and bureaus and support neighborhood-specific plans.
   2. Objective 5.2: The SFPD is adaptable and committed to continuous review and improvement.
   3. Objective 5.3: Include civilian and front-line officer perspective and input in decision-making and policy development processes.
   4. Objective 5.4: Support restorative justice goals.
   5. Objective 5.5: Support officers with sufficient resources.
   6. Objective 5.6: Recruit SFPD members who reflect the city's diversity and know the communities they serve.
   7. Objective 5.7: Integrate community policing values in recruitment, training, and professional development of SFPD members.
   8. Objective 5.8: Deployment strategies maintain consistency in practices and continuity of the community's relationship with the SFPD.
   9. Objective 5.9: Support groups historically underrepresented in police departments in professional development. 
   10. Objective 5.10: Hold officers accountable for their actions and embodying community policing tenets.

(2) At minimum include the following in your meetings:

1. Provide the community with access to the document of your choice (options listed below) for the entire report and more in-depth reading.
   • The Final Report of The President's Task Force on 21st Century Policing 
   • Your District Station Annual Strategic Plan related to 21st Century Policing
   • The SFPD Community Policing Strategic Plan
2. Provide a discussion at each monthly captain's community meeting on the general principles of your chosen "21st Century Policing" topic from the bullet pointed list above under Section II. "Procedures", item (2)a. Discuss your selected topic in depth. Encourage community participation in the discussion and solicit feedback (via SFPD form 609).

(3) Ensure that a member of your staff is taking meeting minutes. Ensure that a member of your staff takes note of any feedback received from the community on the SFPD form 509 (refer to SFPD Department Notice #21-056 for more information on this form). Agendas, meeting notes and completed SFPD 509 forms shall be forwarded to CED for analysis and review.

III. ACCOUNTABILITY AND REVIEW

The Commander of the Community Engagement Division shall be responsible for assuring that the necessary audits and reviews are conducted to assure adherence to this policy.

(1) The Community Liaison Officer (CLO) will submit the information collected from agendas, the topic discussions, and meeting notes through the chain of command to the CED Sergeant. During the monthly CLO meetings, this information will be discussed and utilized by the CLO's and CED Sergeant to assist in formulating community engagement and community policing strategies for the district stations.

(2) The Community Engagement Division shall prepare a summary report of the 21st Century Policing Discussions bi-annualy. This report shall provide a reivew of the 21st Century Policing discussions that were held at community meetings thus far, any community feedback received. The Commander of the Community Engagement Division will disseminate this review to Command Staff and the district Captains and utilize this information for community policing and crime strategies during Crime Community Strategies Meeting (CCSM).

(3) On an annual basis, The Commander of the Community Engagement Division will conduct an audit and review for adherence to this policy and furnish a report to the Deputy Chief of Field Operations on the outcome of the audit.