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HomeMy WebLinkAboutBack-Up DocumentsBACK-UP DOCUMENT(S) 12/10/21. 12:54 PM Funded Award Award Letter Award Information Project Information This award is offered subject to the conditions or limitations set forth in the Award Information, Project Information, Financial Information, and Award Conditions. Solicitation Title 2021 BJA FY 21 Byrne Criminal Justice Innovation Program (BCJI) Application Number GRANT13389427 Awarding Agency OJP Program Office BJA Grant Manager Name Phone Number 202-353-5423 Ivette Ruiz E-mail Address Ivette.M.Ruiz@usdoj.gov Project Title Miami BCJI Project Performance Period Start Date 10/01 /2021 Budget Period Start Date 10/01 /2021 Project Description Performance Period End Date 09/30/2024 Budget Period End Date 09/30/2024 Miami, Florida, is divided into 13 neighborhoods known as Neighborhood Service Centers. Data gathered from 2018-2020 crime reports show that the neighborhoods of Little Haiti and Model City account for an outsized volume of gun violence in Miami --out of 5,397 city-wide gun https://justgrants.usdoj.gov/prweb/PRAuth/app/JGITS_/3yZ6Bxxi_IpDExTOT4XnAjzjAXmVNevW'/!TABTHREAD3?pyActivity=PrintWork&Prompt=fats... 1 /3 12/10/21, 12:54 PM Funded Award violence incidents, Little Haiti (population 36,664) and Model City (population 21,365) account for nearly 58% of those incidents. Burdened with high poverty rates, the census tracts within both neighborhoods have been identified as Opportunity Zones (QOZ). The City of Miami is requesting $1,000,000 in funding support to develop the Miami BCJI Project (Project) in Little Haiti and Model City for research, evaluation, and implementation of a Focused Deterrence framework, including Community Violence Intervention strategies. Project goas are to: 1) design evidence -informed strategy to reduce serious violence in the targeted neighborhoods in the City of Miami, drawing on provided strategies such as the GVI; 2) implement customized and tailored strategy to reduce serious violence in the targeted neighborhoods.; and 3) develop a plan to sustain Miami's strategy beyond the life of this federal grant. The geographic boundaries of the project will be within Little Haiti zip codes 33127, 33137, 33138, 33150 and Model City zip codes 33127, 33142, 33147, and 33150. City of Miami Police Department (MPD) is the lead agency in collaboration with the National Network for Safe Communities at John Jay College of Criminal Justice and Ummah Futures International. Project activities include rigorous research and analysis of the immediate violence dynamics in the target areas; peer exchanges to jurisdictions implementing strategies to address similar dynamics; strategic advising from experts with deep experience in the design and implementation of evidence -informed public safety frameworks; program management costs, and a team of Street Outreach Workers and Clinical Social Workers for community outreach and case management services. MPD will provide and manage the full-time Project Coordinator. The Project has the support of the Southern District of Florida U.S. Attorney's Office for collaborative efforts, including expanding Project Safe Neighborhoods initiatives. Miami -Dade County has successfully adopted Focused Deterrence framework in multiple districts. The City sees an opportunity for sustainability with the economies of scale, given the deep investments that multiple law enforcement, community, and support and outreach partners have already made that could inform similar work in the City of Miami. The City's Office of Grants Administration will seek other funding opportunities to support BCJI efforts. https://justgrants.usdoj.gov/prweb/PRAuth/app/JG ITS_/3yZ6Bxxi_IpDExTOT4XnAjzjAXmVNevW*/!TABTH READ3?pyActivity=PrintWork&Prompt=fals... 2/3 12/10/21, 12:54 PM Funded Award I have read and understand the information presented in this section of the Federal Award Instrument. Financial Information Award Conditions Award Acceptance https://justgrants.usdoj.gov/prweb/PRAuth/app/JGITS_/3yZ6Bxxi_IpDExTOT4XnAjzjAXmVNevW*/!TABTH READ3?pyActivity=PrintWork&Prompt=fats... 3/3 City of Miami Proposal Narrative Miami BCJI Project a. Description of Issue (20916) The City of Miami is the largest municipality in Miami -Dade County with a 2018 estimated population of 470,914, covering 36 square miles. It has an ethnically diverse population that is 72.2% Hispanic, 19.2% Black, and 10.5% White. As the second-largest city in the state of Florida, Miami experiences a chronically high level of crime. The 3-year UCR Comparison (See Attachment- Crime Data- Table 1) demonstrates the high incidence of Part I Crimes in Miami- 17,770 in 2018, 20,562 in 2019 and 15,805 in 2020 for a total of 54,317 Part I Crimes. While the pandemic decreased crime in 2020 compared to prior years, there was a 29% increase in homicides in 2020 compared to 2019. Data gathered from Signal reports from 2018-2020 (See Attachment - Crime Data -Table 2), indicates that gun violence in Miami is pervasive and increasing at an alarming rate. In the last three years, there have been approximately 4,279 incidents of gun violence. Between 2019 and 2020, there was a 24.5% spike in gun violence incidents and an 132% increase from 2018 to 2020. That said, violence in Miami is not randomly or evenly dispersed. 1 Half of America's homicides occur in just 127 American cities; more than a quarter of homicides occur in neighborhoods that contain just 1.5% of the country's population, and as little as 5% of blocks in cities generate over half of all complaints of crime and violence. While the geographic concentration of violence is stark, the most serious violence —homicides and shooting violence —are also concentrated socially and correspond to particular demographic profiles and social connections. Miami also experiences similar patterns of geographically concentrated violent crime. The City of Miami is divided into 13 neighborhoods known as Neighborhood Service Centers (formerly NET). The City of Miami Police Department (MPD) serves these centers within its three police districts —North, Central and South. Data gathered from crime reports and acoustic Shot Spotter gunfire detection system show that Little Haiti and Model City account for an outsized volume of gun violence in Miami. The 3- 1 City of Miami Proposal Narrative Miami BGI Project year (2018-2020) Shot Spotter data comparison (See Attachment -Crime Data -Table 3) demonstrates that out of 5,397 city-wide gun violence incidents, Little Haiti and Model City accounted for nearly 58% of those incidents. Therefore, the proposed Miami BCJI Project, will focus on Little Haiti and Model City as the target neighborhoods for research, evaluation, and implementation of evidence -based models to reduce violent crime. The geographic boundaries of the project will be within Little Haiti zip codes 33127, 33137, 33138, 33150 and Model City zip codes 33127, 33142, 33147, and 33150. The specific city blocks that will be the starting point of the Miami BCJI Project's problem analysis are areas in Little Haiti and Model City which comprise the bulk of the city's gun violence. Within Little Haiti, the top three repeat locations center around specific public housing developments located at/around 6326 NW 2ND Place (Edison Courts), 7150 NE 2ND Avenue (Gwen Cherries 5), and 530 NW 75 h Street (Victory Homes). For Model City, the top repeat location is also a public housing development located at/around 1415 NW 63RD Street (Liberty Square) and surrounding area down to NW 16T" Avenue to NW 61 ST Street, as well as the surrounding area around Charles Hadley Park and east and south of the park, which abuts with the Miami -Dade County's jurisdiction. As we examine concentrated crime in these specific city blocks, the Project will conduct an analysis of other blocks during the Planning Phase that are discovered to have an excess of violent crime incidents. With an estimated population of 36,664 residents, Little Haiti has a great social and cultural significance to the Haitian Diaspora. 2 In census tracts 14.01, 14.02, 20.01 and 20.04 between 35% and 76% of residents identify as Haitian. In 2013, the largest segment of the population in Little Haiti was between the ages of 25-44 years old (28%). Neighborhood assets include over 300 Haitian owned and operated businesses; the City -run Little Haiti Cultural Complex which serves City of Miami Proposal Narrative Miami BCJI Project as an incubator for Haitian arts, culture and local businesses; over 40 faith organizations, neighborhood associations and social service organizations, such as the "Haiti American Community Development Corporation" and the "Haitian American Alliance"; and approximately 14 schools and education centers. 3 Model City is the heart of Miami -Dade County's largest African -American community, with a population of 21,365. Model City dates back to the construction of Liberty Square, the oldest public housing developments in the country, and the first in Florida to be designed for African Americans during segregation. Model City (also known as Liberty City) is supported by community organizations such as the "Liberty City Community Revitalization Trust" and the "Liberty City Community Action Center." There are about 20 schools, daycares, and private education centers. In terms of social programs, there are programs for middle school age and below, but ones for young men over 14 are literally nonexistent. Little Haiti and Model City suffer from community development challenges due to equity gaps and increasing gentrification. There are deep pockets of poverty within these two areas ranging as high as 59% to 62% in select census tracts, with an overall poverty rate of 34% in both neighborhoods; unemployment rates are at 22% or above. 4 Little Haiti and Model City are areas in Miami -Dade County where more than 8 in 10 households are very low income and low- to middle -income. In these two neighborhoods, families have some of the lowest median incomes in the City of Miami ($23,511.38 in Liberty City and $24,511.08 in Little Haiti in 2015), and experienced decreased household income over a 15-year period. Therefore, the City of Miami is requesting $1,000,000 in funding support from the Byrne Criminal Justice and Innovation Program to develop the Miami BCJI Project (Project). The City of Miami Police Department (MPD) will provide the full-time Project Coordinator as an in -kind match valued at $433,176. Funding support is vital to this initiative as the City of Miami froze all 3 City of Miami Proposal Narrative Miami BGI Project property taxes for the majority of 2020 to assist residents and small businesses, causing revenue shortages that affected all City departments. The police department also had to reallocate resources to support the City's priorities to curb the pandemic among residents. Additionally, officers were among the City employees hardest hit by COVID-19, causing further strain on resources. This Project is a partnership effort between the City of Miami Police Department (MPD), the National Network for Safe Communities at City University of New York John Jay College of Criminal Justice and Ummah Futures International (UFI). This partnership is otherwise referred to as the Miami BCJI Management Team (Team). The Team will conduct research analysis of the most serious violent crimes affecting the target neighborhoods and the most immediate dynamics affecting those crimes; identify evidence -informed models of intervention and prevention such as Community Violence Intervention (CVI) strategies; and implement a strategy based on the Final Action Plan. Funding will support rigorous research and analysis of the immediate violence dynamics in the target areas; peer exchanges to jurisdictions implementing strategies to address similar dynamics; strategic advising from experts with deep experience in the design and implementation of evidence -based public safety frameworks; program management costs and Street Outreach Workers and Clinical Social Workers to provide access to community resources and social services. Community -based solutions will be central to the project goals of reducing violent crime in the targeted neighborhoods and increasing community capacity for anti -violence efforts. b. Project Design and Implementation (40%) Under the Office of the Chief at the City of Miami Police Department (MPD), the Miami BCJI Project will be instituted in two of Miami's most violent neighborhoods —Little Haiti and Model City. The program's objectives will be driven by the program goals for the Project : 1) design 4 City of Miami Proposal Narrative Miami BGI Project evidence -informed strategy to reduce serious violence in the targeted neighborhoods in the City of Miami, drawing on provided strategies such as the GVI; 2) implement customized and tailored strategy to reduce serious violence in the targeted neighborhoods.; and 3) develop plan to sustain Miami's strategy beyond the life of this federal grant. The BCJI Management Team will design and implement an evidence -informed framework that focuses on the people and groups most vulnerable to involvement in serious violence in Little Haiti and Model City; addresses the immediate dynamics contributing to the most serious violence in these targeted neighborhoods; prioritizes keeping community members safe, alive, and out of prison; enhances the legitimacy of the institutional public safety actors in Miami; engages community members in the design and implementation of the framework; and minimizes the use of formal law enforcement as the last resort. MPD will be the lead agency and has instituted the Director of Community Engagement as the Program Director and will provide the full-time Project Coordinator as an in -kind match. NNSC is the Research Partner who will provide intensive strategic advising to assess the nature of violent crime occurring in the project area. UFI will be the Resources Coordinator responsible for overseeing activities involving community partners and local residents; and managing the Street Outreach Team of Clinical Social Workers and Outreach Workers. Planning Phase (Year 1) During months 1-6, the Miami BCJI Project will be established via the signing of contracts between the Team partners and acceptance of the DOJ contract award by the City of Miami Board of Commissioners as required by City policy. Once the BCJI Management Team is established, the work begins to finalize the Initial Action Plan in months 7-12. The Team, guided by NNSC researchers, will conduct a quantitative and qualitative analysis and assessment of the most serious violence in the targeted neighborhoods. This will include an assessment of groups (including 5 City of Miami Proposal Narrative Miami BCJI Project gangs, crews, loose social networks, etc.) involved in serious violence in the targeted neighborhoods, as well as a historical review of homicide and shooting violence in the targeted neighborhoods with a focus on immediate contributing factors (intimate partner violence, involvement of known group members, persistent micro-hotspots, individual chronic offenders, and so on). The analysis will also be used by MPD's crime analysts to develop geographic depictions of the crime and violence overlaid with identified group territory or open-air drug markets. The geographic depictions will allow the Team to reassess the specified city blocks targeted for intervention and finalize areas where the Project's focus will be concentrated. During the planning process, MPD will work closely with the BCJI Team to provide all pertinent information in the data collection process to allow for an in-depth problem analysis. Based on the results of this analysis, if the findings dictate additional resources are needed, we will incorporate those into the Final Action Plan with the assistance of the BCJI TTA provider. The City of Miami is particularly interested in, though not pre -committed to, a focused deterrence approach known as the "Group Violence Intervention" (GVI) and, through the problem analysis, will assess the extent to which a highly tailored and customized version of GVI might be appropriate for the violence dynamics in the City of Miami. The GVI is a focused deterrence framework that falls under the umbrella of Community Violence Intervention strategies. GVI joins community members with law enforcement and social service providers to deliver an anti- violence message to highly active street groups that are disproportionately involved in homicide and shooting violence. The internal dynamics of groups drive cycles of violence that persist even as law enforcement works to address any one particular shooting or homicide. GVI identifies these most vulnerable groups and individuals in real time; creates ways of communicating directly to them to explain their exposure to formal law enforcement attention if they persist in their violent 6 City of Miami Proposal Narrative Miami 1301 Project behavior and to offer meaningful support and assistance; mobilizes all available resources to keep the highest -risk people safe, alive, and out of prison; and — as a last resort and only if violence continues — organizes consequences for the group as a whole if the group persists committing violence. GVI is always adapted to the local dynamics of a particular community; and can incorporate a broad range of particular tactics including street outreach, wraparound case management, and hospital based intervention. This framework encourages partnerships between law enforcement and communities to reduce violence and improve public safety; minimize arrest and incarceration; strengthen communities; and improves relationships between law enforcement and the public. Simultaneous with the problem analysis, the Team will identify and convene a Working Group of law enforcement, social service providers and community representatives with moral authority on issues of violence. This Working Group that will provide input to the BJCI Management Team in the Planning Phase and support the design and implementation of activities in the Implementation Phase. MPD is leveraging its professional relationships to invite Miami -Dade Police Department, Miami Gardens Police Department, the Miami -Dade State Attorney's Office, and the Miami -Dade Department of Corrections to the Working Group and has garnered the support of the Southern District of Florida U.S. Attorney's Office for potential collaborative efforts, including expanding Project Safe Neighborhoods (PSN) initiatives. MPD has an established Crime Gun Intelligence Center (CGIC) and is a member of the Miami National Public Safety Partnership (PSP) site and can also use that partnership to identify other key law enforcement stakeholders. MPD recently created a position within the CGIC tasked with investigating state and federal firearm law violations. This position also serves as a part-time Task Force Officer for the Bureau of Alcohol, Tobacco, Firearms and Explosives, and therefore, MPD I!I City of Miami Proposal Narrative Miami BCJI Project is now a part of PSN's enforcement initiatives for the Northend Target Enforcement in Miami - Dade County. To ensure representation from community members with moral authority on issues of violence, the Team has secured commitments from community organizations such as Parents of Murdered Children and Circle of Brotherhood to be part of the Working Group. NNSC and UFI will aid MPD in identifying additional individual community members, community organizations and social service providers for the Working Group who can provide meaningful resident involvement. The Working Group will serve the Project to build a bridge of trust between MPD and the local population; and increase community capacity to support intervention strategies. To support the working group and enhance stakeholder understanding of focused deterrence as a framework that may inform the design of public safety strategy in Miami, the Team will conduct a number of Peer Exchanges with other cities implementing focused deterrence strategies. The Team's Research Partner, the National Network for Safe Communities, links more than two dozen cities around the country and the world who are working to implement focused deterrence strategies; Miami is poised to benefit from the practical experience of peers in other cities in designing its own intervention framework. The Team will support two Peer Exchanges each fiscal year of the project period, beginning in the last two quarters of the Planning Phase. Upon completion of the problem analysis toward the end of the 4t' quarter, the NNSC research team will hold a one -day workshop to present key findings to the Working Group and to begin tailoring an public safety strategy for Miami that is informed both by the extensive literature and evaluation of focused deterrence strategies broadly and by the particular findings about immediate violence dynamics in Miami. During the workshop, NNSC will share its analysis of the involvement of active street groups in serious violence in Miami as well as other characteristics (e.g. drug transactions, robbery dynamics, intimate partner violence, etc.) that are linked to the 8 City of Miami Proposal Narrative Miami BGI Project most serious incidents of violence and will lead a discussion among the working group on how to tailor a focused deterrence framework to the facts on the ground of violence in Miami. Lastly, two Clinical Social Workers and three Outreach Workers will be hired by the Resources Coordinator (UFI) in the last quarter of Year 1 to support the Implementation Phase in Years 2 and 3. These professionals will comprise a Street Outreach Team that will work with the community to provide necessary direct services. As the community may not always trust law enforcement, the Street Outreach Team will be beneficial to building trust within the community. By providing social services and emergency services, the Project will improve relationships with the public, where they see MPD is trying to look for alternatives that are not necessarily based on arrest and enforcement. This is an opportunity to engage the community and to provide the Team feedback on community needs. Anecdotally, there is a level of trust present that MPD saw during social justice protests in the summer of 2020, where resident protesters and law enforcement largely cooperated with each other to evade community suffering from property damages and criminal acts. The Project can further build on this moment of community connection MPD experienced over the summer. Implementation Phase (Years 2 & 3) Throughout Year 2 and 3, the BCJI Management Team and the Working Group will meet for Quarterly Implementation Reviews for periodic assessment of the implementation, the fidelity to the Focused Deterrence model, ongoing strategic planning, and may determine whether intervention strategies need to be recalibrated. As part of the Quarterly Review process, MPD will also conduct post homicide and hotspot (repeat shootings) assessments with Neighborhood Resource Officers (NROs) to assess environmental factors which may have contributed to shooting incidents. MPD will incorporate Code Compliance and Nuisance Abatement Boards to take 2 City of Miami Proposal Narrative Miami BCJI Project appropriate sanctions on properties as needed in order to "design out" crime, otherwise known as a Crime Prevention Through Environmental Design strategy. The Street Outreach Team will be represented by the Resources Coordinator, who will provide updates on case management progress and identified gaps in service. Weekly Incident Reviews will be conducted between the BCJI Management Team and the law enforcement/criminal justice stakeholders from the Working Group. The Weekly Reviews serve as a crime data information sharing session between cross jurisdictional agencies including other police agencies in the County. MPD can leverage the work from its CGIC and in-house National Integrated Ballistic Information Network (NIBIN) technology to share NIBIN leads during the reviews. This will serve to identify any guns and/or casings collected at MPD crime scenes in the hotspots, that may be linked to other incidents in the Miami -Dade County jurisdiction. Based on the best available insights into what happened around each shooting or homicide and why it may have happened, intervention strategies will use a combination of direct messaging with the highest -risk people; specially tailored outreach and support services designed to keep those at highest risk for involvement in violence- safe, alive, and out of prison; and prior notice for the legal consequences for further perpetration of violence. The process will include the following activities: I. The Project Coordinator and Resource Coordinator will receive training from our NNSC research partner, so they are knowledgeable in coordinating focused deterrence strategies, on behalf of the City during and after the project period for added sustainability. NNSC training will provide a comprehensive understanding of focused deterrence theory and key components of effective implementation as well as guide the Project's effective operation within law enforcement, social service, and community circles. 10 City of Miami Proposal Narrative Miami BGI Project II. NNSC will provide Strategic Advising calls (6 months, weeklyI6 months, bi-weekly) with the Team and other key partners, including select stakeholders within the Working Group. The weekly calls will guide the strategic implementation of focused deterrence, plan and support additional investments in the comprehensive strategy, and provide expert guidance on any challenges that arise. The calls will be supplemented with Intensive Strategic Advising from NNSC to provide on - site support to assess implementation progress, meet with stakeholders, and guide partners through implementation challenges on the ground. III. Peer Exchanges that began in the Planning Phase will continue throughout Years 2 and 3. Stakeholder engagement will be enhanced in the Implementation Phase with the addition of one Working Session in Year 2 and 3 respectively. The Working Sessions are closed -door planning workshops are designed to bolster implementation of intervention strategies within the Focused Deterrence framework. City of Miami partners will interface with NNSC's broad network of site partners to learn innovations, increase local capacity, and address implementation challenges. This may include regional collaboration with other jurisdictions implementing the GVI strategy in the Southeastern United States. IV. Miami's strategy will give particular attention to violent street groups that contribute to shooting and homicide violence in the City and will work to interrupt cycles of retaliatory violence. The regular weekly incident reviews will allow the Team to assess, in real time, the extent to which street groups are involved in the most serious violence. The Project Team will develop mechanisms for direct communication to the most active groups, including by regularly conducting "call -in" meetings with individuals involved in active street groups. A "call -in" is a face-to-face meeting of law enforcement representatives, community figures, social service providers, and group -involved individuals who can represent their group and carry messages back to their associates. During a 11 City of Miami Proposal Narrative Miami BCJI Project call -in, the Team and Working Group can deliver a powerful moral message against violence; a genuine and meaningful offer of support for anyone who needs it to stay safe, alive, and out of prison; and a credible law enforcement message about the consequences of further violence. The frequency of initial Call -Ins and follow-ups will be determined on an as needed basis. V. The Working Group, BCJI Management Team and Street Outreach Team will identify social service providers the high -risk groups or individuals can be referred to. These are much needed reentry -style services including mental health treatment, case management, education, employment training and placement, crisis intervention, housing, drug treatment, mentoring, and emergency services. Providing access to social services will lend validity to the Working Group's offers for help during "Call -Ins." IV. To further enhance community engagement, the Team will implement the Walking One Stop strategy; a powerful intervention initiative that brings elected officials, social and economic service providers, community activists, faith leaders, and criminal justice personnel face to face with residents in neighborhoods that have experienced recent, severe, or persistent incidents of violence delivering quality of life services and referrals door to door. This door-to-door engagement will also be used as a vehicle for "listening sessions" via resident surveys for community feedback that can be used to determine if adjustments to the project model are needed. V. When shooting or homicide violence occurs in the targeted neighborhoods, the commanding officer or detective on the scene will contact the Resources Coordinator to assign one of the Outreach Workers to go immediately to the crime scene. Upon arrival, the Outreach Worker will get a briefing on the situation from the commanding officer or detective. From there, the Outreach Worker will speak to the immediate surrounding community and identify involved individuals that may require case management services from the Clinical Social Workers. The Clinical Social 12 City of Miami Proposal Narrative Miami BCJI Project Worker then performs case management duties such as home visits; client interviews and assessments; formulating success plans clients; identifying and recommending social and economic serve interventions; and tracking progress of interventions. If a client needs financial assistance for emergency ancillary services, the Street Outreach Team will send the Client Support Services request to the Resource Coordinator for approval. The Resource Coordinator communicates feedback from the Street Outreach Team and client case reviews to the BCJI Management Team during the weekly off -site strategic calls. The Outreach Workers will also serve as a community engagement tool and assist the Team in organizing outreach events to identify barriers to public safety in the community. At the end of Year 3, the work of the Miami BCJI Project will culminate in a comprehensive Final Analysis Report to be presented to the Working Group, and additional stakeholders from local government, non -governmental agencies, and civil rights organizations. The report will detail best practices, data findings (with respect to privacy of program participants) and a clear path for moving forward with sustainable strategies. If the Project proves successful, there is an expectation that the Miami BCJI Project will see supportive funding from the City of Miami and can strengthen sustainability by leveraging stakeholder relationships and community resources developed during the project period. Furthermore, Miami -Dade County has successfully adopted Focused Deterrence as an evidence -based model and has rolled it out to multiple districts within the County. The City sees an opportunity for future sustainability with the economies of scale, given the deep investments that multiple law enforcement, community, and support and outreach partners have already made that could inform similar work in the City of Miami. Additionally, the City's Office of Grants Administration can seek other State and Federal funding opportunities. c. Capabilities and Competencies (25%) 13 City of Miami Proposal Narrative Miami BUI Project The City of Miami (City) will serve as the fiscal agent. The City manages 34 departments and agencies with approximately 4,346 employees. For FY 2020-21, the City has an $1,165,516,000 operating budget, including over $60,606,000 million federal, state, and local grants. In 2020, the MPD Administration Division provided administrative and financial oversight for 22 grant -funded programs, totaling $17,864,472. The MPD Administrative Division will manage and monitor grant expenditures, drawdowns and BCJI subawards, which are subsequently reviewed by the City's Management and Budget to ensure project and fiscal accountability. Tracking of all drawdowns and expenditures will be kept separately from all other funding. All expenses will be handled by the City of Miami, Finance Department. MPD has a demonstrated capacity to lead community outreach and trust -building efforts. Through proactive community outreach and relationship building, the Department's Area Commanders, Neighborhood Resource Officers, and several other organizational elements work with community stakeholders on a daily basis to enhance public safety and quality of life. MPD already has strong working relationships with the community partners with whom we seek to enter into a gun violence initiative. MPD participates community programs such as the Citizens on Patrol and Neighborhood Crime Watch and hosts a Citizens Police Academy to establish open lines of communication between the community and the Police Department. MPD has also developed a Cultural Awareness Relationship Enrichment initiative in which monthly workshops are being held designed to enhance the relationships between community members and law enforcement. MPD is actively involved in several youth mentorship programs such as the Police Explorers, Police Athletic League, Do the Right Thing, and Big Brothers and Big Sisters. The Department has also participated in several 5,000 Role Model Program's events. Throughout the years, MPD has seen many young members of the community develop into successful young men and women 14 City of Miami Proposal Narrative Miami 1301 Project as a result of their involvement in these mentorship programs. MPD has demonstrated capacity to manage partnerships to effectively implement place -based, community -oriented crime and community revitalizations strategies. It is currently the lead agency in four major collaborative projects supported by U.S. Department of Justice funding: 1) FY 2018 Justice and Mental Health Collaboration Program; 2) FY 2018 Comprehensive Opioid Abuse Site -based Program; 3) FY 2019 Strategies for Policing Innovation; and 4) FY 2020 Local Law Enforcement Crime Gun Intelligence Center Integration Initiative. The BCJI Management Team will analyze crime problems and develop solutions using in- depth quantitative and qualitative data analysis. Data collection, issues and analysis will be executed via a Problem Analysis. The analysis includes a group audit, a violent incident review, and an examination and analysis of crime drivers. The group audit aims to uncover through social network analysis all known relationships among groups engaged in serious violence in the City of Miami, and the extent to which those groups are driving the most serious violence in the city. The violent incident review includes an analysis of recent shootings and homicides, designed specifically to uncover what is driving the violence. This process examines both the role of groups engaged in violence and other dynamics that may be driving homicides and shootings. Additionally, the incident review considers characteristics of the most serious violent incidents in the community more broadly, including elements of intimate partner violence, overlap with drug or robbery transactions, cycles of retaliation, particular weapons usage, etc. This information is then used to inform decision making around the particular interventions most appropriate to address the City of Miami's specific crime problems. This problem analysis exercise will be tailored based on the existing data gathering mechanisms in place in Miami and take advantage of existing expertise around community violence dynamics in particular (e.g. the Miami -Dade GVI 15 City of Miami Proposal Narrative Miami BGI Project partnership). The analysis will include data collection with frontline law enforcement —police, probation, parole, county, and federal prosecutors, etc. —and will be tailored as appropriate for sharing sensitive information. To monitor strategy implementation and achievement of objectives, the BCJI Management Team will have Quarterly Implementation Reviews for a) quarterly assessment of implementation and fidelity to model, and b) ongoing strategic planning. The Quarterly Reviews will govern any changes or modifications to the strategy. MPD's crime analysis, action research capacity and expertise is supported by its crime analysts. The analysts are currently divided between intelligence analysts (two Intel Analysts and Supervisor) and crime analysts (four Crime Analysts and Supervisor). Intel Analysts are primarily utilized to run criminal backgrounds and link analysis which is based on a request -driven process. Crime analysts primarily focus on the most pervasive Part 1 Crimes: Homicide, Assaults, Robbery/Carjacking, Burglary, and Burglary to Motor Vehicles. The crime analysts have the capacity to produce strategic and tactical products, including trend reports and hot -spot mapping. Additionally, our partner NNSC has been under contract and working directly with Miami -Dade County on their implementation of the Group Violence Intervention (GVI) since early 2019. The Miami -Dade GVI partnership includes representatives —who also serve the City of Miami —from the State Attorney's Office, US Attorney's Office, Juvenile Services Department, as well as state and federal probation and parole offices. The Miami -Dade GVI partnership currently coordinates investigative efforts with MPD on shooting and homicide cases that may involve both jurisdictions. Project implementation will be specifically designed to incorporate existing resources with the partners and resources that overlap with Miami -Dade County, while offering guidance on the development of structures and community partnerships that are local and specific to the needs of the City of Miami. 16 City of Miami Proposal Narrative Miami BGI Project The roles, responsibilities, and capacity of the BCJI Management Team is as follows: Major Chiquita Thomas -Butler, Program Manager, City of Miami Police Department (MPD): Major Thomas -Butler has over 24 year of law enforcement experience. Her long and successful track record of spearheading community engagement initiatives and executive leadership led to her current appointment as the Community Engagement Director under the Office of the Chief. As Program Manager, Major Thomas -Butler will be responsible for the periodic monitoring of subrecipients and will be the point of contact for collaborative efforts with the BCJI TTA provider and subject matter experts. She will ensure compliance with the grant requirements and fulfillment of the grant objectives. The Program Manager will collect, collate, and submit timely performance data, semi-annual progress reports and quarterly financial reports. Officer Tasheba Pratt, Project Coordinator, MPD: Officer Pratt has 6 years of law enforcement experience. She currently serves as the Overtown service area Neighborhood Resource Officer. In her current position, she utilizes a community -oriented policing approach to serve the community. As Project Coordinator, Officer Pratt will work full-time 40 hours per week on the Miami BCJI Project, and report directly to the Program Manager. She is the primary liaison, coordinating the day-to-day activities and communication between the BCJI Management Team members. Officer Pratt will direct communications with the Working Group and other identified key stakeholders, coordinate project meetings, presentations, and work with the MPD crime analysts for crime data collection. David Kennedy, Executive Director, National Network for Safe Communities (NNSC): Dr. Kennedy has presided as NNSC Director since 2019. He has over 39 years of combined executive leadership and academic experience in the field of criminal justice policy. Louisa Aviles, Director, NNSC: Ms. Aviles is an experienced practitioner in crime prevention strategies. She has 17 City of Miami Proposal Narrative Miami BUI Project an M.A. in Criminal Justice; Advanced Certificate in Crime Prevention and Analysis and is CITI- certified for research with human subjects. They will oversee the problem analysis of violence in City of Miami; lead closed door working session(s) with the City of Miami; oversee design and tailoring of violence intervention framework for the City of Miami, including the adaptation of core evidence -based and proved strategies to fit the facts on the ground in Miami. Ms. Aviles will direct the implementation of the aforementioned violence intervention framework through participation as needed in regular and intensive strategic advising; designing peer exchanges, working sessions and other collaborative learning opportunities; and supporting other members of NNSC's Miami research/advising team in guiding the work in Miami. Paul Smith, Director, National Network for Safe Communities (NNSC): Mr. Smith has 23 years of combined experience as an educator and expert in Group Violence Reduction strategies. Mr. Smith will lead the implementation of the aforementioned violence intervention framework, including by leading NNSC's strategic advising through regular calls and intensive advising/site visits; facilitating Miami's participation in collaborative learning opportunities; working regularly with other members of NNSC's senior staff and advising team to regularly bring the strongest innovations from NNSC and from the field to the Miami partnership. Heather Conley, Field Associate, National Network for Safe Communities (NNSC): Ms. Conley is a candidate for a B.A./M.A. in Criminal Justice and has developed extensive experience in anti -crime initiatives and strategic planning with NNSC over the past 6 years. Ms. Conley will provide logistical and administrative support to NNSC's project team. Wayne Rawlins, Resources Coordinator, Ummah Futures International (UFI): Mr. Rawlins has over 20 years of experience in implementing community revitalization strategies, urban and rural community planning and resource management. He has served as the Program 18 City of Miami Proposal Narrative Miami BCJI Project Manager for the Miami -Dade Gun Violence Initiative since 2018. Mr. Rawlins will assist and advise MPD on integration of GVI activities within the Focused Deterrence framework; help in the identification of community members for the Working Group; and assist in organizing Walking One Stops to bring social and economic service referrals door-to-door in areas that have experienced recent, severe, or persistent incidents of violence. Mr. Rawlins will also oversee the Street Outreach Team comprised of the three Outreach Workers and two Clinical Social Workers. d. Plan for Collecting the Data Required for this Solicitation's Performance Measures (5 %) For the project's goals, the criteria that will determine how and if the objectives have been successfully met will be based on the following: Goal 1: Design evidence -informed strategy to reduce serious violence in the targeted neighborhoods in the City of Miami, drawing on provided strategies such as the Group Violence Intervention. Objective/Outcome la: Conduct problem analysis. Objective/Outcome 1 b: Attend peer -to -peer exchanges with other cities successfully implementing evidence informed strategies to inform the design of Miami's own framework. Objective/Outcome lc: Conduct closed -door working session to tailor a strategy to Miami's particular violence dynamics. Objective/Outcome Id: Use expert strategic advising to inform the implementation of Miami's strategy. Goal 2: Implement customized and tailored strategy to reduce serious violence in the targeted neighborhoods. Objective/Outcome 2a: Identify small numbers of people, groups and immediate dynamics driving violence in real time on a regular basis. Objective/Outcome 2b: Conduct direct messaging to relevant people, groups and dynamics using a variety of tools and methods. Objective/Outcome 2c: Mobilize non -law enforcement and community -based interventions directly to address high risk people/groups/situations, with a focus on increasing safety, addressing trauma, providing immediate stability and support, and lowering risk of arrest and incarceration. Objective/Outcome 2d: Use enforcement strategically to create swift, certain, fair consequences for group -involved violence. 19 City of Miami Proposal Narrative Miami BCJI Project Goal 3: Develop plan to sustain Miami's strategy beyond the life of this federal grant. Objective/Outcome 3a: Integrate successful elements of Miami's strategy into policies and practices (e.g., produce formal guidance around shooting reviews, call -ins, custom notifications, etc.). Objectives/Outcome 3b: Draft Miami -specific implementation materials to ease personnel transitions and build up local expertise in the strategy and reduce reliance on technical assistance providers (rubric, manager guide, etc.). 3c. Include mini case -studies to codify success and address Data sources to be used to determine whether the identified outcomes are accomplished will include: Goal I a)preliminary and full problem analysis reports; b) agendas and itineraries for peer to peer visits; and c) agenda and associated materials for closed door working session. Goal a) agenda/participant lists for regular shooting reviews and group audits; b) ongoing assessment of extent 2 to which shootings and homicides involve members of violent groups; c) documentation of direct messaging, including call -ins, custom notifications, and other forms of direct communication; d) case management files from the Street Outreach team; and e) NNSC quarterly implementation rubric to assess consistency and thoroughness of implementation. Goal a) draft policies and practices codifying key elements of the strategy; b) draft Miami -specific 3 implementation materials; and c) draft case studies. MPD's Project Coordinator will be responsible for collection of data. The Program Manager will then use the data to generate performance assessments and report the findings to the BCJI Management Team. This information will be reviewed during Weekly Incident Review meetings and Quarterly Program Reviews. The Performance Management Plan will be developed within the first 6 months of the Planning Phase. Policies and agreed upon strategies for data collection, data review and use of data to improve program performance will be finalized in the partnership contract agreement. Guidance from the BCJI TTA provider will be incorporated into the final language of the Performance Management Plan. 20 Budget Narrative Miami BCJl Project Budget Detail Year 1 A. Personnel Full -Time Project Coordinator $77,502 The City of Miami Police Department will place Officer Ta'Sheba Pratt as the Full -Time Project Coordinator for the Miami BCJI Project as an in -kind contribution. Officer Pratt will be exclusively assigned for this project 100% of her time and will not be given duties outside of the Miami BCJI Project. Her base salary is calculated based on 40 hours of week of work, for 52 weeks out of the year, and also includes an annual step raise per the union contract with the Fraternal Order of Police. Working under the auspice of the Office of the Chief, Officer Pratt will perform as the main liaison between the City of Miami Police Department and the partnership. She reports directly to Major Chiquita Thomas -Butler, Program Manager. As Project Coordinator she will have the following duties and responsibilities: • Develop and manage project partnerships with research partner and community -based organizations. • Maintain close relationships with local and federal criminal justice partners. • Coordinate and manage the execution of the project's implementation plan. • Manage and implement project strategies, which include but are not limited to addressing proactive gun violence response, reactive gun violence response, and Group Violence Intervention (GVI). • Ensure that project activities are properly tracked, documented, and shared appropriately. • Coordinate day-to-day operations of the project and monitor project. B. Fringe Benefits Full -Time Project Coordinator $55,421.68 Fringe benefits are calculated from the Project Coordinator's annual base salary of $77,502. City of Miami Police Department will cover 100% of fringe benefit costs as an in -kind contribution. Medicare (1.45%) : $1,123.78 Health Insurance Family Coverage (17.04%): $13,206.34 Life Insurance (.003%): $232.51 Retirement/Pension (42.51%): $32,946.10 Workers Compensation (7.71%): $5,975.40 Shift Differential Pay (2.50%): $1,937.55 1 H. Procurement Contracts Technical Assistance: NNSC Problem Analysis (no travel funds) $50,856.24 National Network for Safe Communities at John Jay College of Criminal Justice (NNSC) staff will support a comprehensive problem analysis of serious violence in the City of Miami. This includes group network assessment, violent incident review, and examination and analysis of crime drivers. The group network assessment aims to uncover through social network analysis all known relationships among violent criminal groups in the City of Miami, and the extent to which those groups are involved in the most serious violence in the city. The violent incident review includes an analysis of recent shootings and homicides specifically to uncover what is driving the violence and the role of criminal groups and but also of other violence dynamics in driving homicides and shootings. This includes looking at all characteristics of the most serious violent incidents in the community, including elements of intimate partner violence, overlap with drug or robbery transactions, cycles of retaliation, particular weapons usage, etc. Technical Assistance: NNSC Workshop -Presentation of findings (no travel funds) $19,127.91 NNSC will hold a one -day workshop to present key findings from the problem analysis to City of Miami partners —including law enforcement, social service providers, and community leaders. City of Miami partners and stakeholders will come away from the presentation with an understanding of the crime and violence in selected neighborhoods, specifically, the extent of criminal group activity, and the extent to which factors like drug transactions, robbery dynamics, intimate partner violence, etc. are linked to the most serious incidents of violence. The presentation will be accompanied by a report that details the analysis findings and presents concrete, actionable recommendations to address crime and violence. NNSC will also facilitate the discussion of core findings with public safety stakeholders around the city, in collaboration with City leadership. Technical Assistance: NNSC Regular Strategic Advising (6mos weekly calls) $28,896.79 The NNSC advising team will hold regular weekly calls with the project manager and key partners to support the implementation of the designed public safety framework in the City of Miami. These calls will support the tailored design of the intervention, but also address any challenges encountered through implementation. Technical Assistance: NNSC Intensive Strategic Advising (no travel funds) $31,183.34 NNSC will conduct periodic intensive strategic advising sessions to guide the City of Miami project manager and partners on key operational activities such as identifying the highest -risk people and networks; direct and respectful communication with those closest to violence; the design and mobilization of meaningful support and services; and the strategic use of law enforcement resources. Additionally, these intensive advising sessions will also provide opportunities for the NNSC team to connect with key stakeholders to assess the implementation of the framework overall. Technical Assistance: NNSC Peer Exchange (2x peer exchanges, no travel funds) $8,250.00 NNSC will facilitate bilateral collaborative learning opportunities for the City of Miami partners. These learning opportunities will expose partners to different implementation methods from experienced practitioners and subject -matter experts from NNSC's broad network of partner jurisdictions. 2 UFI Administrative Services Cost $11,000.00 UMMAH Futures International (UFI) Project Managementtea m which will include a Resource Coordinator, CPA, Bookkeeper, and oversight of the Outreach Worker and Clinical Social Workers (Street Outreach Team). The CPA will balance financial records and check for inaccuracies, audit individual accounts on a random or scheduled basis, check for major financial issues, ensure projects stay on budget and publish audited financial statements. The Bookkeeper will document transaction details, putting together financial reports, recording financial transactions and tracking payroll data. The Resource Coordinator will oversee the Street Outreach Team, create long- and short-term plans, including setting targets for milestones, adhering to deadlines, and allocating resources, identifying, and managing potential risks and liabilities of multiple projects, assist in the definition of project scope and goals and perform quality control and oversee on staff. Non -Federal Contribution Total $132,923.68 Federal Request Total Year 1 Total A. Personnel $149,314.28 $282,237.96 Budget Detail Year 2 Full -Time Project Coordinator $84,077 The City of Miami Police Department will place Officer Ta'Sheba Pratt as the Full -Time Project Coordinator for the Miami BC11 Project as an in -kind contribution. Officer Pratt will be exclusively assigned for this project 100% of her time and will not be given duties outside of the Miami BGI Project. Her base salary is calculated based on 40 hours of week of work, for 52 weeks out of the year, and also includes an annual step raise per the union contract with the Fraternal Order of Police. Working under the auspice of the Office of the Chief, Officer Pratt will perform as the main liaison between the City of Miami Police Department and the partnership. She reports directly to Major Chiquita Thomas -Butler, Program Manager. As Project Coordinator she will have the following duties and responsibilities: • Develop and manage project partnerships with research partner and community -based organizations. • Maintain close relationships with local and federal criminal justice partners. • Coordinate and manage the execution of the project's implementation plan. 3 • Manage and implement project strategies, which include but are not limited to addressing proactive gun violence response, reactive gun violence response, and Group Violence Intervention (GVI). • Ensure that project activities are properly tracked, documented, and shared appropriately. • Coordinate day-to-day operations of the project and monitor project. B. Fringe Benefits Full -Time Project Coordinator $60,123.47 Fringe benefits are calculated from the Project Coordinator's annual base salary of $84,077. City of Miami Police Department will cover 100% of fringe benefit costs as an in -kind contribution. Medicare (1.45%) : $1,219.12 Health Insurance Family Coverage (17.04%): $14,326.72 Life Insurance (.003%): $252.23 Retirement/Pension (42.51%): $35,741.13 Workers Compensation (7.71%): $6,482.34 Shift Differential Pay (2.50%): $2,101.93 E. Supplies Program Supplies $10,852.34 Program supplies to support the Implementation Phase. It will provide Zoom/Virtual environmental subscriptions for meeting with key stakeholders and material documentation. Seek to provide rental space for call sessions. Lastly, the supplies will provide a means to engage people who have moral authority in the community-- transportation costs for community members that are participating in the Working Group , who may have financial hardships prohibiting them from participating in programmatic activities. H. Procurement Contracts Technical Assistance: NNSC Regular Strategic Advising (limos weekly/6mos biweekly calls) $57,793.00 The NNSC advising team will hold regular calls —weekly for 6 months, then biweekly for 6 months —with the project manager and key partners to support the implementation of the designed public safety framework in the City of Miami. These calls will support the tailored design of the intervention, but also address any challenges encountered through implementation. Technical Assistance: NNSC Intensive Strategic Advising (no travel funds) $19,365.27 NNSC will conduct periodic intensive strategic advising sessions to guide the City of Miami project manager and partners on key operational activities such as identifying the highest -risk people and networks; direct and respectful communication with those closest to violence; the design and mobilization of meaningful support and services; and the strategic use of law enforcement resources. Additionally, 4 these intensive advising sessions will also provide opportunities for the NNSC team to connect with key stakeholders to assess the implementation of the framework overall. Technical Assistance: NNSC Peer Exchange (2x peer exchanges, no travel funds) $8,250.00 NNSC will facilitate bilateral collaborative learning opportunities for the City of Miami partners. These learning opportunities will expose partners to different implementation methods from experienced practitioners and subject -matter experts from NNSC's broad network of partner jurisdictions. Technical Assistance: NNSC Working Session (no travel funds) $4,500.00 To bolster implementation of the designed public safety framework, the City of Miami partners will be offered opportunities to interface with NNSC's broad network of site partners to learn innovations, strengthen implementation overall, discuss and address challenges, and so on. UFI Clinical Social Worker MSW 1 (1 FTE) $60,000.00 Work is managed by UMMAH Futures International (UFI). Clinical Social Worker visits client's home as a social and economic services navigator and assists in the development of a success plan, walks client through social and economic services system; keeps case notes; holds client (resident) and service providers (system) accountable for doing their part - goes both ways (e.g., on time, follow up) — with everyone working to achieve the goals set forth in the success plan. Clinical Social Worker duties will include the following. • Serves as "social and economic services navigator" goals/tasks — able to navigate clients (walk people through) the social and economic services systems • Maintains case notes that reflect the following: • Observations (Scenario: Domestic violence call. Case Manager shows at house and Case Notes — "Based on observations, client would benefit from anger management." • Interviews and assessments. • Recommended social and economic service interventions and provisions. • Access and coordination of interventions that Case Manager linked the client to. • How service providers delivered services in timely manner (held accountable). • How client benefited from interventions (held accountable). UFI Clinical Social Worker MS 2 (1 FTE) $60,000.00 Work is managed by UMMAH Futures International (UFI). Clinical Social Worker visits client's home as a social and economic services navigator and assists in the development of a success plan, walks client through social and economic services system; keeps case notes; holds client (resident) and service providers (system) accountable for doing their part - goes both ways (e.g. on time, follow up) — with everyone working to achieve the goals set forth in the success plan. Clinical Social Worker duties will include the following: Serves as "social and economic services navigator" goals/tasks — able to navigate clients (walk people through) the social and economic services systems Maintains case notes that reflect the following: Observations (Scenario: Domestic violence call. Case Manager shows at house and Case Notes — "Based on observations, client would benefit from anger management." 5 • Interviews and assessments. • Recommended social and economic service interventions and provisions. • Access and coordination of interventions that Case Manager linked the client to. • How service providers delivered services in timely manner (held accountable). • How client benefited from interventions (held accountable). UFI Outreach Worker 1 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community groups in order to be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs in the community. Must participate in organizing events to identify barriers in the community. UFI Outreach Worker 2 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community groups in order to be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs in the community. Must participate in organizing events to identify barriers in the community. UFI Outreach Worker 3 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community groups in orderto be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs in the community. Must participate in organizing events to identify barriers in the community. UFI Client Support Services $25,000.00 Ancillary services managed by UMMAH Futures International (UFI), such as re -location, transportation, emergency relocation —whatever the client needs in an emergency situation, as determined the by the Outreach Workers or Clinical Social Workers who send the request to UMMAH for approval. This emergency services fund will cover costs such as: • Low cost, but pressing needs (transportation, groceries, state identification cards etc.) • Protection from risk (emergency housing relocation, etc.) • Monetary assistance for emergency housing relocation, food, and other necessities UFI Administrative Services Cost $17, 000.00 UMMAH Futures International (UFI) Project Management team which will include a Resource Coordinator, CPA, Bookkeeper, and oversight of the Outreach Worker and Clinical Social Workers (Street Outreach Team). 51 The CPA will balance financial records and check for inaccuracies, audit individual accounts on a random or scheduled basis, check for major financial issues, ensure projects stay on budget and publish audited financial statements. The Bookkeeper will document transaction details, putting together financial reports, recording financial transactions and tracking payroll data. The Resource Coordinator will oversee the Street Outreach Team, create long- and short-term plans, including setting targets for milestones, adhering to deadlines, and allocating resources, identifying, and managing potential risks and liabilities of multiple projects, assist in the definition of project scope and goals and perform quality control and oversee on staff. Non -Federal Contribution Total $144,200.47 Federal Request Total Year 2 Total $442,760.61 $586,961.08 Budget Detail Year 3 Full -Time Project Coordinator $90,981 The City of Miami Police Department will place Officer Ta'Sheba Pratt as the Full -Time Project Coordinator for the Miami BCJI Project as an in -kind contribution. Officer Pratt will be exclusively assigned for this project 100% of her time and will not be given duties outside of the Miami BCJI Project. Her base salary is calculated based on 40 hours of week of work, for 52 weeks out of the year, and also includes an annual step raise per the union contract with the Fraternal Order of Police. Working under the auspice of the Office of the Chief, Officer Pratt will perform as the main liaison between the City of Miami Police Department and the partnership. She reports directly to Major Chiquita Thomas -Butler, Program Manager. As Project Coordinator she will have the following duties and responsibilities: • Develop and manage project partnerships with research partner and community -based organizations. • Maintain close relationships with local and federal criminal justice partners. • Coordinate and manage the execution of the project's implementation plan. • Manage and implement project strategies, which include but are not limited to addressing proactive gun violence response, reactive gun violence response, and Group Violence Intervention (GVI). • Ensure that project activities are properly tracked, documented, and shared appropriately. • Coordinate day-to-day operations of the project and monitor project. 7 B. Fringe Benefits Full -Time Project Coordinator $65,060.51 Fringe benefits are calculated from the Project Coordinator's annual base salary of $84,077. City of Miami Police Department will cover 100% of fringe benefit costs as an in -kind contribution. Medicare (1.45%) : $1,319.22 Health Insurance Family Coverage (17.04%): $15,503.16 Life Insurance (.003%): $272.94 Retirement/Pension (42.51%): $38,676.02 Workers Compensation (7.71%): $7,014.64 Shift Differential Pay (2.50%): $2,274.53 H. Procurement Contracts Technical Assistance: NNSC Regular Strategic Advising (12mos biweekly calls) $33,809.24 The NNSC advising team will hold regular bi-weekly calls with the project manager and key partners to support the implementation of the designed public safety framework in the City of Miami. These calls will support the tailored design of the intervention, but also address any challenges encountered through implementation. Technical Assistance: NNSC Intensive Strategic Advising (no travel funds) $19,365.27 NNSC will conduct periodic intensive strategic advising sessions to guide the City of Miami project manager and partners on key operational activities such as identifying the highest -risk people and networks; direct and respectful communication with those closest to violence; the design and mobilization of meaningful support and services; and the strategic use of law enforcement resources. Additionally, these intensive advising sessions will also provide opportunities for the NNSC team to connect with key stakeholders to assess the implementation of the framework overall. Technical Assistance: NNSC Peer Exchange (2x peer exchanges, no travel funds) $8,250.00 NNSC will facilitate bilateral collaborative learning opportunities for the City of Miami partners. These learning opportunities will expose partners to different implementation methods from experienced practitioners and subject -matter experts from NNSC's broad network of partner jurisdictions. Technical Assistance: NNSC Working Session (no travel funds) $4,500.00 To bolster implementation of the designed public safety framework, the City of Miami partners will be offered opportunities to interface with NNSC's broad network of site partners to learn innovations, strengthen implementation overall, discuss and address challenges, and so on. UFI Clinical Social Worker MSW 1 (1 FTE) $60,000.00 Clinical Social Worker visits client's home as a social and economic services navigator and assists in the development of a success plan, walks client through social and economic services system; keeps case notes; holds client (resident) and service providers (system) accountable for doing their part - goes both ways (e.g. on time, follow up) — with everyone working to achieve the goals set forth in the success plan. Clinical Social Worker duties will include the following: • Serves as "social and economic services navigator" goals/tasks — able to navigate clients (walk people through) the social and economic services systems • Maintains case notes that reflect the following: • Observations (Scenario: Domestic violence call. Case Manager shows at house and Case Notes — "Based on observations, client would benefit from anger management." • Interviews and assessments. • Recommended social and economic service interventions and provisions. • Access and coordination of interventions that Case Manager linked the client to. • How service providers delivered services in timely manner (held accountable). • How client benefited from interventions (held accountable). UFI Clinical Social Worker MSW 2 (1 FTE) $60,000.00 Clinical Social Worker visits client's home as a social and economic services navigator and assists in the development of a success plan, walks client through social and economic services system; keeps case notes; holds client (resident) and service providers (system) accountable for doing their part - goes both ways (e.g. on time, follow up) — with everyone working to achieve the goals set forth in the success plan. Clinical Social Worker duties will include the following: • Serves as "social and economic services navigator" goals/tasks — able to navigate clients (walk people through) the social and economic services systems • Maintains case notes that reflect the following: • Observations (Scenario: Domestic violence call. Case Manager shows at house and Case Notes — "Based on observations, client would benefit from anger management." • Interviews and assessments. • Recommended social and economic service interventions and provisions. • Access and coordination of interventions that Case Manager linked the client to. • How service providers delivered services in timely manner (held accountable). • How client benefited from interventions (held accountable). UFI Outreach Worker 1 (2 FTEs) $60,000.00 The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community groups in order to be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs in the community. Must participate in organizing events to identify barriers in the community. 0 UFI Outreach Worker 2 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community groups in orderto be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs in the community. Must participate in organizing events to identify barriers in the community. UFI Outreach Worker 3 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community groups in orderto be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs in the community. Must participate in organizing events to identify barriers in the community. UFI Client Support Services $25,000.00 Ancillary services managed by UMMAH Futures International (UFI), such as re -location, transportation, emergency relocation —whatever the client needs in an emergency situation, as determined the by the Outreach Workers or Clinical Social Workers who send the request to UMMAH for approval. This emergency services fund will cover costs such as: • Low cost, but pressing needs (transportation, groceries, state identification cards etc.) • Protection from risk (emergency housing relocation, etc.) • Monetary assistance for emergency housing relocation, food, and other necessities UFI Administrative Services Cost $17, 000.00 UMMAH Futures International (UFI) Project Management team which will include a Resource Coordinator, CPA, Bookkeeper, and oversight of the Outreach Worker and Clinical Social Workers (Street Outreach Team). The CPA will balance financial records and check for inaccuracies, audit individual accounts on a random or scheduled basis, check for major financial issues, ensure projects stay on budget and publish audited financial statements. The Bookkeeper will document transaction details, putting together financial reports, recording financial transactions and tracking payroll data. The Resource Coordinator will oversee the Street Outreach Team, create long- and short-term plans, including setting targets for milestones, adhering to deadlines, and allocating resources, identifying, and managing potential risks and liabilities of multiple projects, assist in the definition of project scope and goals and perform quality control and oversee on staff. 10 Non -Federal Contribution Total $156,041.51 Federal Request Total Year 3 Total 11 $407,924.51 $563,966.02 Purpose Area #4 Budget Detail - Year 1 Does this budget contain conference costs which is defined broadly to include meetings, retreats, seminars, symposia, and training activities? - YIN (DOJ Financial Guide, Section 3.10) A. Personnel Name Position Computation List each name, if known. List each position, if known. Show annual salary rate & amount of time devoted to the project for each name/position. Salary Rate Time Worked (lt of hours, days, months, Percentage of Total Cost Non -Federal Federal years) Time Contribution Request Officer Ta'Sheba Pratt Full -Time Project Coordinator $77,502.00 yearly 1 100% $77,502 $77,502 $0 Total(s) 1 $77,502 1 $77,502 1 $0 Narrative Full -Time Project Coordinator - $77,502 The City of Miami Police Department will place Officer Ta'Sheba Pratt as the Full -Time Project Coordinator for the Miami BCJI Project as an in -kind contribution. Officer Pratt will be exclusively assigned for this project 100% of her time and will not be given duties outside of the Miami BCJI Project. Her base salary is calculated based on 40 hours of week of work, for 52 weeks out of the year, and also includes an annual step raise per the union contract with the Fraternal Order of Police. Working under the auspice of the Office of the Chief, Officer Pratt will perform as the main liaison between the City of Miami Police Department and the partnership. She reports directly to Major Chiquita Thomas -Butler, Program Manager. As Project Coordinator she will have the following duties and responsibilities: *Develop and manage project partnerships with research partner and community -based organizations. *Maintain close relationships with local and federal criminal justice partners. *Coordinate and manage the execution of the project's implementation plan. *Manage and implement project strategies, which include but are not limited to addressing proactive gun violence response, reactive gun violence response, and Group Violence Intervention (GVI). -Ensure that project activities are properly tracked, documented, and shared appropriately. -Coordinate day-to-day operations of the project and monitor project. Purpose Area #4 B. Fringe Benefits Name Computation List each grant -supported position receiving fringe benefits. Show the basis for computation. Base Rate Total Cost Non -Federal Federal Contribution Request Medicare $77,502.00 1.45% $1,124 $1,124 $0 Health Insurance (Family Coverage) $77,502.00 17.04% $13,207 $13,207 $0 Life Insurance $77,502.00 0.30% $233 $233 $0 Retirement (Pension) $77,502.00 42.51% $32,947 $32,947 $0 Worker's Compensation $77,502.00 7.71 $5,976 $5,976 $0 Shift Differential Pay $77,502.00 2.50% $1,938 $1,938 $0 Total(s) $55,425 $55,425 $0 Narrative Full -Time Project Coordinator - $55,425 Fringe benefits are calculated from the Project Coordinator's annual base salary of $77,502. City of Miami Police Department will cover 100% of fringe benefit costs as an in -kind contribution. Medicare (1.45%) : $1,124 Health Insurance Family Coverage (17.04%): $13,207 Life Insurance (.003%): $233 Retirement/Pension (42.51%): $32,947 Workers Compensation (7.71%): $5,976 Shift Differential Pay (2.50%): $1,938 Purpose Area #4 C. Travel Purpose of Travel Indicate the purpose of each trip or type of trip (training, advisory group meeting) Location Indicate the travel destination. Type of Expense Lodging, Meals, Etc. Basis Per day, mile, trip, Etc. Computation Compute the cost of each type of expense X the number of people traveling. Cost Quantity tt of Staff t1 of Trips Total Cost Non -Federal Contribution Federal Request N/A $0 $0 Total(s) $o $0 $o Narrative Purpose Area #4 D. Equipment Item List and describe each item of equipment that will be purchased Computation Compute the cost (e.g., the number of each item to be purchased X the cost per item) J1 of Items Unit Cost Total Cost Non -Federal Contribution Federal Request $o $o Total(s) $0 $0 $0 Narrative Purpose Area #4 E. Supplies Supply Items Provide a list of the types of items to be purchased with grant funds. Computation Describe the item and the compute the costs. Computation: The number of each item to be purchased X the cost per item. f! of Items Unit Cost Total Cost Non -Federal Contribution Federal Request $0 $0 TOWN $o $o $o Narrative Purpose Area #4 F. Construction Purpose Provide the purpose of the construction Description of Work Describe the constructionproject(s)Com Computation ute the costs e. the number o each item to be urchosed X the cost per item P ( 9, f P P ) # of Items Cost Total Cost Non -Federal Contribution Federal Request $0 $0 Total(s) $0 $0 $0 Narrative Purpose Area #4 G. Subawards (Subgrants) Description Purpose Consultant? is the subaward for a consultant? If yes, use Provide a description of the activities to be carried out by the section below to subrecipients. Describe the purpose of the subaward (subgrant) explain associated travel expenses included in the cost. Non -Federal Federal Total Cost Contribution Request $0 $0 $0 Total(s) $0 $0 $0 Consultant Travel (if necessary) Purpose of Travel Location Type of Expense Computation Indicate the purpose of each trip or type of trip (training, advisory Indicate the travel destination. Hotel, airfare, per diem Compute the cost of each type of expense X the number of people traveling. group meeting) Duration # of Non -Federal Federal Cost or Total Cost Distance Staff Contribution Request $0 $0 Total $0 $0 $0 Narrative Purpose Area #4 Purpose Area #4 H. Procurement Contracts Description Purpose Consultant? Provide o description of the products or services to be procured by Is the subaward for a contract and an estimate of the costs. Applicants are encouraged to consultant? If yes, use promote free and open competition in awarding contracts. A Describe the purpose of the contract the section below to separate justification must be provided for sole source procurements explain associated in excess of the Simplified Acquisition Threshold (currently $150,000). travel expenses included in the cost. Total Cost Non -Federal Federal Contribution Request NNSC Technical Assistance -Problem Analysis (lx problem analysis) NNSC staff will support a comprehensive problem analysis of serious Yes $50,856 $50,856 violence in the City of Miami. NNSC Technical Assistance - Workshop -Presentation of problem NNSC will hold a one -day workshop in Miami to present key findings from analysis findings the problem analysis Yes $19,128 $19,128 NNSC Technical Assistance - Off -site Strategic Advising (6mos weekly The NNSC advising team will hold regular weekly calls with the project calls) manager and key partners Yes $28,897 $28,897 NNSC Technical Assistance - On -site Strategic Advising (5x site visits) NNSC will conduct periodic intensive on -site advising to guide Yes $31,183 $31,183 NNSC Technical Assistance - Peer Exchange (2x peer exchanges) NNSC will facilitate bilateral collaborative learning opportunities for the City Yes $8,250 $8,250 of Miami partners UFI Administrative Services Cost UFI Project Management Team Yes $11,000 $11,000 Total(s) $149,314 $0 $149,314 Consultant Travel (if necessary) Purpose of Travel Location Type of Expense Computation Indicate the purpose of each trip or type of trip (training, advisory Indicate the travel destination. Hotel, airfare, per diem Compute the cost of each type of expense X the number of people traveling. group meeting) Duration # of Non -Federal Federal Cost or Total Cost Distance Staff Contribution Request $o $0 Total $0 $0 $0 Narrative Purpose Area #4 NNSC Technical Assistance - Problem Analysis (1x problem analysis) $50,856.24 National Network for Safe Communities at John Jay College of Criminal Justice (NNSC) staff will support a comprehensive problem analysis of serious violence in the City of Miami. This includes group network assessment, violent incident review, and examination and analysis of crime drivers. The group network assessment aims to uncover through social network analysis all known relationships among violent criminal groups in the City of Miami, and the extent to which those groups are involved in the most serious violence in the city. The violent incident review includes an analysis of recent shootings and homicides specifically to uncover what is driving the violence and the role of criminal groups and but also of other violence dynamics in driving homicides and shootings. This includes looking at all characteristics of the most serious violent incidents in the community, including elements of intimate partner violence, overlap with drug or robbery transactions, cycles of retaliation, particular weapons usage, etc. NNSC Technical Assistance - Workshop -Presentation of findings $19,127.91 NNSC will hold a one -day workshop in Miami to present key findings from the problem analysis to City of Miami partners —including law enforcement, social service providers, and community leaders. City of Miami partners and stakeholders will come away from the presentation with an understanding of the crime and violence in selected neighborhoods, specifically, the extent of criminal group activity, and the extent to which factors like drug transactions, robbery dynamics, intimate partner violence, etc. are linked to the most serious incidents of violence. The presentation will be accompanied by a report that details the analysis findings and presents concrete, actionable recommendations to address crime and 1. Other Costs Description Computation List and describe items that will be paid with grants funds (e.g. rent reproduction, telephone, janitorial, or security services, and Show the basis for computation investigative or confidential funds). Quantity Basis Cost Length of Time Total Cost Non -Federal Federal Contribution Request $0 $0 Total(s) $0 $o $o Narrative 10 Purpose Area #4 J. Indirect Costs Description Describe what the approved rate is and how it is applied. Computation Compute the indirect costs for those portions of the program which allow such costs. Base Indirect Cost Rate Total Cost Non -Federal Contribution Federal Request $0 $0 Total(s) 1 $o 1 $o 1 $o Narrative 11 Purpose Area #4 Budget Detail - Year 2 Does this budget contain conference costs which is defined broadly to include meetings, retreats, seminars, symposia, and training activities? - YIN (DOJ Financial Guide, Section 3.10) A. Personnel Name Position Computation List each name, if known. List each position, if known. Show annual salary rate & amount of time devoted to the project for each name/position. Salary Rate Time Worked (# of hours, days, months, Percentage of Total Cost Non -Federal Federal years) Time contribution Request Officer Ta'Sheba Pratt Project Coordinator $84,077.00 yearly 1 100% $84,077 $84,077 $0 Total(s) $84,077 $84,077 $0 Narrative Full -Time Project Coordinator - $84,077 The City of Miami Police Department will place Officer Ta 'Sheba Pratt as the Full -Time Project Coordinator for the Miami BCJI Project as an in -kind contribution. Officer Pratt will be exclusively assigned for this project 100% of her time and will not be given duties outside of the Miami BCJI Project. Her base salary is calculated based on 40 hours of week of work, for 52 weeks out of the year, and also includes an annual step raise per the union contract with the Fraternal Order of Police. Working under the auspice of the Office of the Chief, Officer Pratt will perform as the main liaison between the City of Miami Police Department and the partnership. She reports directly to Major Chiquita Thomas -Butler, Program Manager. As Project Coordinator she will have the following duties and responsibilities: *Develop and manage project partnerships with research partner and community -based organizations. *Maintain close relationships with local and federal criminal justice partners. *Coordinate and manage the execution of the project's implementation plan. *Manage and implement project strategies, which include but are not limited to addressing proactive gun violence response, reactive gun violence response, and Group Violence Intervention (GVI). *Ensure that project activities are properly tracked, documented, and shared appropriately. *Coordinate day-to-day operations of the project and monitor project. Purpose Area #4 B. Fringe Benefits Name Computation List each grant -supported position receiving fringe benefits. Show the basis for computation. Base Rate Total Cost Non -Federal Federal Contribution Request Medicare $84,077.00 1.45% $1,220 $1,220 $0 Health Insurance (Family Coverage) $84,077.00 17.04% $14,327 $14,327 $0 Life Insurance $84,077.00 0.30% $253 $253 $0 Retirement (Pension) $84,077.00 42.51% $35,742 $35,742 $0 Worker's Compensation $84,077.00 7.71°% $6,483 $6,483 $0 Shift Differential Pay $84,077.00 2.50% $2,102 $2,102 $0 Total(s) $60,127 $60,127 $0 Narrative Full -Time Project Coordinator - $60,127 Fringe benefits are calculated from the Project Coordinator's annual base salary of $84,077. City of Miami Police Department will cover 100% of fringe benefit costs as an in -kind contribution. Medicare (1.45%) : $1,220 Health Insurance Family Coverage (17.04%): $14,327 Life Insurance (.003%): $253 Retirement/Pension (42.51%): $35,742 Workers Compensation (7.71%): $6,483 Shift Differential Pay (2.50%): $2,102 Purpose Area #4 C. Travel Purpose of Travel Indicate the purpose of each trip or type of trip (training, advisory group meeting) Location Indicate the travel destination. Type of Expense Lodging, Meals, Etc. Basis Per day, mile, trip, Etc. Computation Compute the cost of each type of expense X the number of people traveling. Cost Quantity Jf of Staff # of Trips Total Cost Non -Federal Contribution Federal Request N/A $0 $0 Total(s) $0 $0 $0 Narrative Purpose Area #4 D. Equipment Item List and describe each item of equipment that will be purchased Computation Compute the cost (e.g., the number of each item to be purchased X the cost per item) >r of Items Unit Cost Total Cost Non -Federal FederalContribution Request $0 $0 Total(s) $0 $0 $0 Narrative Purpose Area #4 E. Supplies Supply Items Computation Provide a list of the types of items to be purchased with grant funds. Describe the item and the compute the costs. Computation: The number of each item to be purchased X the cost per item. # of Items Unit Cost Total Cost Non -Federal Federal Contribution Request Program Supplies 1 $10,852.34 $10,853 $10,853 TOWNS) $10,853 $0 $10,853 Narrative Program Supplies - $10,852.34 Program supplies to support the Implementation Phase. It will provide Zoom/Virtual environmental subscriptions for meeting with key stakeholders and material documentation. Seek to provide rental space for call sessions. Lastly, the supplies will provide a means to engage people who have moral authority in the community-- transportation costs for community members that are participating in the Working Group, who may have financial hardships prohibiting them from participating in programmatic activities. Purpose Area #4 F. Construction Purpose Provide the purpose of the construction Description of Work Describe the constructionproject(s)Com Computation ute the costs e. the number o each item to be urchosed X the cost per item p 9, f p # of Items Cost Total Cost Non -Federal Contribution Federal Request $0 $o Total(s) $0 $0 $0 Narrative Purpose Area #4 G. Subowards (Subgrants) Description Purpose Consultant? Is the subaward for a consultant? If yes, use Provide a description of the activities to be carried out by Describe the purpose of the subaward (subgrant) the section below to subrecipients. explain associated travel expenses included in the cost. Total Cost Non -Federal Federal Contribution Request $0 Total(s) $0 $0 $0 Consultant Travel (if necessary) Purpose of Travel Location Type of Expense Computation Indicate the purpose of each trip or type of trip (training, advisory Indicate the travel destination. Hotel, airfare, per diem Compute the cost of each type of expense X the number of people traveling. group meeting) Duration # of Non -Federal Federal Cost or Total Cost Distance Staff Contribution Request $0 $0 Total 1 $o 1 $o 1 $0 Narrative Purpose Area #4 H. Procurement Contracts Description Purpose Consultant? Provide a description of the products or services to be procured by Is the suboward for aconsultant? contract and an estimate of the costs. Applicants are encouraged to If yes, use promote free and open competition in awarding contracts. A Describe the purpose of the contract the section below to separate justification must be provided for sole source procurements explain associated in excess of the Simplified Acquisition Threshold (currently $150,000). travel expenses included in the cost. Total Cost Non -Federal Federal Contribution Request NNSC Technical Assistance - Off -site Strategic Advising - Weekly, The NNSC advising team will hold regular weekly, then biweekly calls with Yes $57,793 $57,793 Biweekly Calls the project manager and key partners NNSC Technical Assistance - On -site Strategic Advising (4x site visits) NNSC will conduct periodic intensive on -site advising to guide Yes $19,365 $19,365 NNSC Technical Assistance - Peer Exchange 2x peer exchanges) g ( p g ) NNSC will facilitate bilateral collaborative learning opportunities for the City Yes $8,250 $8,250 of Miami partners NNSC Technical Assistance - Working Session To bolster implementation of the designed public safety framework Yes $4,500 $4,500 Clinical Social Worker MSW 1 (1 FTE) Visits client's home as a social and economic services navigator Yes $60,000 $60,000 Clinical Social Worker MSW 2 (1 FTE) Visits client's home as a social and economic services navigator Yes $60,000 $60,000 Outreach Worker 1 (2 FTEs) Case management for program participants, data collection and organizing Yes $60,000 $60,000 events to engage the community Purpose Area #4 Outreach Worker 2 (2 FTEs) Case management for program participants, data collection and organizing Yes $60,000 $60,000 events to engage the community Outreach Worker 3 (2 FTEs) Case management for program participants, data collection and organizing Yes $60,000 $60,000 events to engage the community UFI Client Support Services Emergency services for clients needs Yes $25,000 $25,000 UFI Administrative Services Cost UFI Project Management Team Yes $17,000 $17,000 Total(s) $431,908 $0 $431,908 Consultant Travel (if necessary) Purpose of Travel Location Type of Expense Computation Indicate the purpose of each trip or type of trip (training, advisory Indicate the travel destination. Hotel, airfare, per diem Compute the cost of each type of expense X the number of people traveling. group meeting) Duration # of Non -Federal Federal Cost or Staff Total Cost Contribution Request Distance $0 $0 Total 1 $0 1 $0 1 $0 Narrative NNSC Technical Assistance - Off -site Strategic Advising (6mos weekly, 6mos biweekly) $57,793.58 The NNSC advising team will hold regular calls (weekly for 6 mos, biweekly for 6 mos) with the project manager and key partners to support the implementation of the designed public safety framework in the City of Miami. These calls will support the tailored design of the intervention, but also address any challenges encountered through implementation. NNSC Technical Assistance - On -site Strategic Advising (4x site visits) $19,365.27 NNSC will conduct periodic intensive on -site advising to guide the City of Miami project manager and partners on key operational activities such as identifying the highest -risk people and networks; direct and respectful communication with those closest to violence; the design and mobilization of meaningful support and services; and the strategic use of law enforcement resources. Additionally, these on -site advising visits will also provide opportunities for the NNSC team to meet with key stakeholders to assess the implementation of the framework overall. NNSC Technical Assistance -Peer Exchange (2x peer exchanges, no travel funds) $8,250.00 NNSC will facilitate bilateral collaborative learning opportunities for the City of Miami partners. These learning opportunities will expose partners to different implementation methods from experienced practitioners and subject -matter experts from NNSC's broad network of partner jurisdictions. Purpose Area #4 NNSC Technical Assistance - Working Session $4,500.00 To bolster implementation of the designed public safety framework, the City of Miami partners will be offered opportunities to interface with NNSC's broad network of site partners to learn innovations, strengthen implementation overall, discuss and address challenges, and so on. Clinical Social Worker MSW 1 (1 FTE) $60,000.00 Work is managed by UMMAH Futures International (UFI). Clinical Social Worker visits client's home as a social and economic services navigator and assists in the development of a success plan, walks client through social and economic services system; keeps case notes; holds client (resident) and service providers (system) accountable for doing their part - goes both ways (e.g. on time, follow up) — with everyone working to achieve the goals set forth in the success plan. inical Social Worker duties will include the following. • Serves as "social and economic services navigator" goals/tasks — able to navigate clients (walk people through) the social and economic services systems • Maintains case notes that reflect the following: • Observations (Scenario: Domestic violence call. Case Manager shows at house and Case Notes — "Based on observations, client would benefit from anger management." • Interviews and assessments. • Recommended social and economic service interventions and provisions. • Access and coordination of interventions that Case Manager linked the client to. • How service providers delivered services in timely manner (held accountable). • How client benefited from interventions (held accountable). Clinical Social Worker MSW 2 (1 FTE) $60,000.00 Work is managed by UMMAH Futures International (UFI). Clinical Social Worker visits client's home as a social and economic services navigator and assists in the development of a success plan, walks client through social and economic services system; keeps case notes; holds client (resident) and service providers (system) accountable for doing their part - goes both ways (e.g. on time, follow up) — with everyone working to achieve the goals set forth in the success plan. Clinical Social Worker duties will include the following. • Serves as "social and economic services navigator" goals/tasks — able to navigate clients (walk people through) the social and economic services systems • Maintains case notes that reflect the following: • Observations (Scenario: Domestic violence call. Case Manager shows at house and Case Notes — "Based on observations, client would benefit from anger management." • Interviews and assessments. • Recommended social and economic service interventions and provisions. • Access and coordination of interventions that Case Manager linked the client to. • How service providers delivered services in timely manner (held accountable). • How client benefited from interventions (held accountable). Outreach Worker 1 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community 10 Purpose Area #4 ,I UUpb III UIUCI LU UC dUIC LU bLIdLt%1Zt! d UeLLC1 L.UI I I I I IU I IIL.d LIUI Ib IIIUUCI. VV III bCIVC db d III IKdrt!b dI IU bUPPUI L IIIUIVIUUdIh LU CI If Id 11L.0 LIICII d»INLd I ILL! dI IU UlC UI UppUI LUI II Lleb d11U pIUr'IdI II, in the community. Must participate in organizing events to identify barriers in the community. Dutreach Worker 2 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community ;roups in order to be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs In the community. Must participate in organizing events to identify barriers in the community. Dutreach Worker 3 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community ;roups in order to be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs in the community. Must participate in organizing events to identify barriers in the community. UFI Client Support Services $25,000.00 Ancillary services managed by UMMAH Futures International (UFI) such as re -location, transportation, emergency relocation —whatever the client needs in an emergency situation. This emergency services fund will cover costs such as: • Low cost, but pressing needs (transportation, groceries, state identification cards etc.) • Protection from risk (emergency housing relocation, etc.) • Monetary assistance for emergency housing relocation, food, and other necessities UFI Administrative Services Cost $17, 000.00 UMMAH Futures International (UFI) Project Management team which will include a Project Manager CPA, Bookkeeper, and oversight of the Outreach Worker and Clinical Social Workers. L Other Costs Description Computation List and describe items that will be paid with grants funds (e.g. rent reproduction, telephone, janitorial, or security services, and Show the basis for computation investigative or confidential funds). Narrative Quantity Basis Cost Length of Time I Total Cost Non -Federal FederalContribution Request $0 1 1 $0 11 Purpose Area #4 Budget Detail - Year 3 Does this budget contain conference costs which is defined broadly to include meetings, retreats, seminars, symposia, and training activities? - YIN 7- (DOJ Financial Guide, Section 3.10) A. Personnel Name Position Computation List each name, if known. List each position, if known. Show annual salary rate & amount of time devoted to the project for each name/position. Time Worked Percentage of Non -Federal Federal Salary Rate !p of hours, days, months, Time Total Cost Contribution Request years/ Officer Ta'Sheba Pratt Project Coordinator $90,981.00 yearly 1 100% $90,981 $90,981 $0 TOWNS) $90,981 $90,981 $0 Narrative Full -Time Project Coordinator - $90,981 The City of Miami Police Department will place Officer Ta'Sheba Pratt as the Full -Time Project Coordinator for the Miami BCJI Project as an in -kind contribution. Officer Pratt will be exclusively assigned for this project 100% of her time and will not be given duties outside of the Miami BCJI Project. Her base salary is calculated based on 40 hours of week of work, for 52 weeks out of the year, and also includes an annual step raise per the union contract with the Fraternal Order of Police. Working under the auspice of the Office of the Chief, Officer Pratt will perform as the main liaison between the City of Miami Police Department and the partnership. She reports directly to Major Chiquita Thomas -Butler, Program Manager. As Project Coordinator she will have the following duties and responsibilities: *Develop and manage project partnerships with research partner and community -based organizations. *Maintain close relationships with local and federal criminal justice partners. *Coordinate and manage the execution of the project's implementation plan. *Manage and implement project strategies, which include but are not limited to addressing proactive gun violence response, reactive gun violence response, and Group Violence Intervention (GVI). *Ensure that project activities are properly tracked, documented, and shared appropriately. -Coordinate day-to-day operations of the project and monitor project. Purpose Area #4 B. Fringe Benefits Name Computation List each grant -supported position receiving fringe benefits. Show the basis for computation. Base Rate Total Cost Non -Federal Federal Contribution Request Medicare $90,981.00 1.45% $1,320 $1,320 $0 Health Insurance (Family Coverage) $90,981.00 17.04% $15,504 $15,504 $0 Life Insurance $90,981.00 0.30% $273 $273 $0 Retirement (Pension) $90,981.00 42.51% $38,677 $38,677 $0 Worker's Compensation $90,981.00 7.71% $7,015 $7,015 $0 Shift Differential Pay $90,981.00 2.50% $2,275 $2,275 $0 Total(s) $65,064 $65,064 $0 Narrative Full -Time Project Coordinator - $65,064 Fringe benefits are calculated from the Project Coordinator's annual base salary of $84,077. City of Miami Police Department will cover 100% of fringe benefit costs as an in -kind contribution. Medicare (1.45%) : $1,320 Health Insurance Family Coverage (17.04%): $15,504 Life Insurance (.003%): $273 Retirement/Pension (42.51%): $38,677 Workers Compensation (7.71%): $7,015 Shift Differential Pay (2.50%): $2,275 Purpose Area #4 C. Travel Purpose of Travel Indicate the purpose of each trip or type of trip (training, advisory group meeting) Location Indicate the travel destination. Type of Expense Lodging, Meals, Etc. Basis Per day, mile, trip, Etc. Computation Compute the cost of each type of expense X the number of people traveling. Cost Quantity # of Staff # of Trips Total Cost Non -Federal Contribution Federal Request N/A $0 $0 Totals) $0 $0 $0 Narrative Purpose Area #4 D. Equipment Item List and describe each item of equipment that will be purchased Computation Compute the cost (e.g., the number of each item to be purchased X the cost per item) # of Items Unit Cost Total Cost Non -Federal Contribution Federal Request $0 $o Total(s) $0 $0 $0 Narrative Purpose Area #4 E. Supplies Supply Items Provide a list of the types of items to be purchased with grant funds. Computation Describe the item and the compute the costs. Computation: The number of each item to be purchased X the cost per item. # of Items Unit Cost Total Cost Non -Federal Contribution Federal Request $o $o Total(s) $0 $0 $0 Narrative Purpose Area #4 F. Construction Purpose Provide the purpose of the construction Description of Work Describe the constructionproject(s)Com Computation ute the costs e. the number o each item to be purchased X the cost per item p ( 9 f p # of Items Cost Total Cost Non -Federal Contribution Federal Request $o $o Total(s) $o $o $o Narrative Purpose Area #4 G. Subawards (Subgrants) Description Purpose Consultant? Is the subaward for a consultant? If yes, use Provide a description of the activities to be carried out by Describe the purpose of the subaward (subgrant) the section below to subreci ients. p explain associated travel expenses included in the cost. Total Cost Non -Federal Federal Contribution Request $0 Totals) $0 $0 $0 Consultant Travel (if necessary) Purpose of Travel Location Type of Expense Computation Indicate the purpose of each trip or type of trip (training, advisory Indicate the travel destination. Hotel, airfare, per diem Compute the cost of each type of expense X the number of people traveling. group meeting) Duration # of Non -Federal Federal Cost or Total Cost Distance Staff Contribution Request $o $0 Total 1 $0 $0 $0 Narrative H. Procurement Contracts Description Purpose Consultant? Purpose Area #4 Provide a description of the products or services to be procured by Is the suboward for a contract and on estimate of the costs. Applicants are encouraged to consultant? If yes, use promote free and open competition in awarding contracts. A Describe the purpose of the contract the section below to separate justification must be provided for sole source procurements explain associated in excess of the Simplified Acquisition Threshold (currently $150,000). travel expenses included in the cost. Total Cost Non -Federal Federal Contribution Request NNSC Technical Assistance - Off -site Strategic Advising - Biweekly Calls The NNSC advising team will hold regular biweekly calls with the project Yes $33,809 $33,809 manager and key partners NNSC Technical Assistance - On -site Strategic Advising (4x site visits) NNSC will conduct periodic intensive on -site advising to guide Yes $19,365 $19,365 Technical Assistance -Peer Exchange (2x peer exchanges) NNSC will facilitate bilateral collaborative learning opportunities for the CityNNSC Yes $8,250 $8,250 of Miami partners NNSC Technical Assistance - Working Session To bolster implementation of the designed public safety framework Yes $4,500 $4,500 Clinical Social Worker MSW 1 (1 FTE) Visits client's home as a social and economic services navigator Yes $60,000 $60,000 Clinical Social Worker MSW 2 (1 FTE) Visits client's home as a social and economic services navigator Yes $60,000 $60,000 Outreach Worker 1 (2 FTEs) Case management for program participants, data collection and organizing Yes $� $60,000 events to engage the community Outreach Worker 2 (2 FTEs) Case management for program participants, data collection and organizing Yes $60,000 $60,000 events to engage the community Outreach Worker 3 (2 FTEs) Case management for program participants, data collection and organizing Yes $60,000 $60,000 events to engage the community UFI Client Support Services Emergency services for clients needs Yes $25,000 $25,000 UFI Administrative Services Cost Project Management team Yes $17,000 $17,000 $0 Totals) $407,925 $0 $407,925 Consultant Travel (if necessary) Purpose of Travel Location Type of Expense Computation Indicate the purpose of each trip or type of trip (training, advisory Indicate the travel destination. Hotel, airfare, per diem Compute the cost of each type of expense X the number of people traveling. group meeting) Duration Purpose Area #4 t! of Non -Federal Feaeral Cost or Total Cost �;"...e Staff Contribution Request $0 1 1 $0 Total $0 1 $0 1 $0 Narrative NNSC Technical Assistance - Off -site Strategic Advising (biweekly) $33,809.24 The NNSC advising team will hold regular biweekly calls with the project manager and key partners to support the implementation of the designed public safety framework in the City of Miami. These calls will support the tailored design of the intervention, but also address any challenges encountered through implementation. NNSC Technical Assistance - On -site Strategic Advising (4x site visits) $19,365.27 NNSC will conduct periodic intensive on -site advising to guide the City of Miami project manager and partners on key operational activities such as identifying the highest -risk people and networks; direct and respectful communication with those closest to violence; the design and mobilization of meaningful support and services; and the strategic use of law enforcement resources. Additionally, these on -site advising visits will also provide opportunities for the NNSC team to meet with key stakeholders to assess the implementation of the framework overall. NNSC Technical Assistance -Peer Exchange (2x peer exchanges, no travel funds) $8,250.00 NNSC will facilitate bilateral collaborative learning opportunities for the City of Miami partners. These learning opportunities will expose partners to different implementation methods from experienced practitioners and subject -matter experts from NNSC's broad network of partner jurisdictions. NNSC Technical Assistance - Working Session (no travel funds) $4,500.00 To bolster implementation of the designed public safety framework, the City of Miami partners will be offered opportunities to interface with NNSC's broad network of site partners to learn innovations, strengthen implementation overall, discuss and address challenges, and so on. Clinical Social Worker MSW 1 (1 FTE) $60,000.00 Work is managed by UMMAH Futures International (UFI). Clinical Social Worker visits client's home as a social and economic services navigator and assists in the development of a success plan, walks client through social and economic services system; keeps case notes; holds client (resident) and service providers (system) accountable for doing their part - goes both ways (e.g. on time, follow up) —with everyone working to achieve the goals set forth in the success plan. Clinical Social Worker duties will include the following. • Serves as "social and economic services navigator" goals/tasks — able to navigate clients (walk people through) the social and economic services systems • Maintains case notes that reflect the followine: Purpose Area #4 • Observations (Scenario: Domestic violence call. Case Manager shows at house and Case Notes — "Based on observations, client would benefit from anger management." • Interviews and assessments. • Recommended social and economic service interventions and provisions. • Access and coordination of interventions that Case Manager linked the client to. • How service providers delivered services in timely manner (held accountable). • How client benefited from interventions (held accountable). Clinical Social Worker MSW 2 (1 FTE) $60,000.00 Work is managed by UMMAH Futures International (UFI). Clinical Social Worker visits client's home as a social and economic services navigator and assists in the development of a success plan, walks client through social and economic services system; keeps case notes; holds client (resident) and service providers (system) accountable for doing their part - goes both ways (e.g. on time, follow up) — with everyone working to achieve the goals set forth in the success plan. Clinical Social Worker duties will include the following. • Serves as "social and economic services navigator" goals/tasks — able to navigate clients (walk people through) the social and economic services systems • Maintains case notes that reflect the following: • Observations (Scenario: Domestic violence call. Case Manager shows at house and Case Notes — "Based on observations, client would benefit from anger management." • Interviews and assessments. • Recommended social and economic service interventions and provisions. • Access and coordination of interventions that Case Manager linked the client to. • How service providers delivered services in timely manner (held accountable). • How client benefited from interventions (held accountable). Outreach Worker 1 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community groups in order to be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs in the community. Must participate in organizing events to identify barriers in the community. Outreach Worker 2 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community groups in order to be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs in the community. Must participate in organizing events to identify barriers in the community. Outreach Worker 3 (2 FTEs) $60,000.00 Work is managed by UMMAH Futures International (UFI). The Outreach Worker will be responsible for a variety of tasks, from case management for program participants, data collection and organizing events to engage the community. This professional will build one-on-one relationships with individual participants, serve as a role model to the residents, and community groups in order to be able to strategize a better communications model. Will serve as a linkages and support individuals to enhance their assistance and use of opportunities and programs in the community. Must participate in organizing events to identify barriers in the community. L Other Costs 10 Purpose Area #4 Description Computation List and describe items that will be paid with grants funds (e.g. rent reproduction, telephone, janitorial, or security services, and Show the basis for computation investigative or confidential funds). Quantity Basis Cost Length of Time Total Cost Non -Federal Federal Contribution Request $o $o Total(s) $0 $0 $0 Narrative 11 City of Miami Crime Data Attachment Table 1: 2018-2020 ANNUAL UCR COMPARISON 2018 UCR Slats 2019 UCR Stats 2020 UCR Stats HOMICIDE 46 43 61 FORCIBLE SEX OFFENSES 224 240 162 ROBBERY 828 769 610 AGG ASSAULT 1,973 1,886 1,880 BURGLARY 2,057 1,771 1,453 LARCENY 1 13,136 14,219 10,017 AUTO THEFT 1,644 1,634 1,622 TOTAL 17,770 20,562 15,805 Table 2: City of Miami Gun Violence Incidents by Year 2018, 2019, & 2020 2500 2000 15DO 1023 1000 Soo 0 ;1018 Table 3: 2373 1906 J01.`.3 2.020 Citywide Gun Violence Incidents by District & NET Area Miami BGI Project a111 January 1, 2018 to December 31, 2020 712 7C11 5. 419 4tw 383 2 ■ 2018 3w _ ■ 2019 2W 111 _ _ _ _. _ _. _ Ig3 _...... ■2020 14 SYSl� 12 � Ili....._.w11 i_n '._. r MEN_. .11111.■. . �I .man M—M tilde Mki M xM C ty Upf*.t a t agaµattah Overw— Wynwead [kro tuvvm Edgevwatet Gala Hwa- r: —t Hagan Cb,A Way Btir* 4l Side Grove hlrudt Central I 4wrh 1 City of Miami Miami BCJI Project BJA FY 21 Byrne Criminal Justice Innovation Program (BCJI) Documentation of Advancing DOJ Priorities Under the Office of the Chief at the City of Miami Police Department (MPD), the Miami BCJI Project will be instituted in two of Miami's most violent neighborhoods —Little Haiti and Model City. The City of Miami is particularly interested in, though not pre -committed to, a focused deterrence approach known as the "Group Violence Intervention" (GVI) and, through the problem analysis, will assess the extent to which a highly tailored and customized version of GVI might be appropriate for the violence dynamics in the City of Miami. The GVI is a focused deterrence framework that falls under the umbrella of Community Violence Intervention strategies. The BCJI Management Team will design and implement an evidence -informed framework that focuses on the people and groups most vulnerable to involvement in serious violence in Little Haiti and Model City; addresses the immediate dynamics contributing to the most serious violence in these targeted neighborhoods; prioritizes keeping community members safe, alive, and out of prison; enhances the legitimacy of the institutional public safety actors in Miami; engages community members in the design and implementation of the framework; and minimizes the use of formal law enforcement as the last resort. The Miami BCJI Project advances the DOJ priorities of the following: Priority 1: Support to crime victims GVI is always adapted to the local dynamics of a particular community; and can incorporate a broad range of particular tactics including street outreach, wraparound case management, and hospital based intervention. Two Clinical Social Workers and three Outreach Workers will be 1 City of Miami Miami BCJI Project hired to support the Implementation Phase in Years 2 and 3. These professionals will comprise a Street Outreach Team that will work with the community to provide access to necessary direct services. The Clinical Social worker/Case Managers will navigate clients through the various social and economic systems to facilitate the provision of services. As the community may not always trust law enforcement, the Street Outreach Team will be beneficial to building trust within the community. By providing social services and emergency services, the Project will not only provide support for the community members, including crime victims, but will also improve relationships with the public, where they see MPD is trying to look for alternatives that are not necessarily based on arrest and enforcement. This is an opportunity to engage the community and to provide the Team feedback on community needs. Priority 2: Building trust between law enforcement and the community GVI identifies these most vulnerable groups and individuals in real time; creates ways of communicating directly to them to explain their exposure to formal law enforcement attention if they persist in their violent behavior and to offer meaningful support and assistance; mobilizes all available resources to keep the highest -risk people safe, alive, and out of prison; and — as a last resort and only if violence continues — organizes consequences for the group as a whole if the group persists committing violence. This framework encourages partnerships between law enforcement and communities to reduce violence and improve public safety; minimize arrest and incarceration; strengthen communities; and improves relationships between law enforcement and the public. Furthermore, the BCJI Management Team will identify and convene a Working Group of law enforcement, social service providers and community representatives with moral authority on issues of violence. This Working Group that will provide input to the BJCI Management Team in the Planning Phase and support the design and implementation of activities in the 2 City of Miami Miami BCJI Project Implementation Phase. The partnership for this project will aid MPD in identifying additional individual community members, community organizations and social service providers for the Working Group who can provide meaningful resident involvement. The Working Group will serve the Project to build a bridge of trust between MPD and the local population; and increase community capacity to support intervention strategies. To further enhance community engagement and trust, the Miami BUI Project will implement the Walking One Stop strategy; a powerful intervention initiative that brings elected officials, social and economic service providers, community activists, faith leaders, and criminal justice personnel face to face with residents in neighborhoods that have experienced recent, severe, or persistent incidents of violence delivering quality of life services and referrals door to door. This door-to-door engagement will also be used as a vehicle for "listening sessions" via resident surveys for community feedback that can be used to determine if adjustments to the project model are needed. 3 City of Miami Miami BCJI Project BJA FY 21 Byrne Criminal Justice Innovation Program (BCJI) Documentation of Hijzh-Poverty Areas The Miami BCJI Project will focus on Little Haiti and Model City as the target neighborhoods for research, evaluation, and implementation of evidence -based models to reduce violent crime. The attached Census Tract map for Little Haiti and Model City illustrate the census tracts within the target neighborhoods. The highlighted census tracts in the map represent the census tracts described below, which are in "high poverty areas." As defined by the BCJI solicitation, the term "high -poverty area" means any census tract with a poverty rate of at least 20 percent as measured by the 2013-2017 5-year data series available from the American Community Survey of the Census Bureau,https://www.census.gov/acs/www/dataldata-tables-and-toolslnarrative-profiles/20l 7/. With the exception of census tract 2201 in Little Haiti, all census tracts located within Model City and Little Haiti are "high poverty areas," with poverty rates well over 20%. In 2018, these census tracts were identified as meeting the criteria to receive designation as Qualified Opportunity Zones as defined in the Tax Cuts and Jobs Act of 2017 and described in the attached "Anticipated Benefit QOZ_CityofMiami" supportive document. Little Haiti: 1. 1401.4, 1401.5, 1401.6 : In 2013-2017, 42.5 percent of people were in poverty. Povertv Rates in Census Tract 14.01, Miami -Dade Countv, Florida in 2013-2017 2. 1402.1, 1402.2, 1402.3: In 2013-2017, 45.3 percent of people were in poverty. Poverty Rates in Census Tract 1.4.02, Miami -Dade County, Florida in 2013-2017 City of Miami Miami BCJI Project 3. 2001.1, 2001.2, 2001.3, 2001 A In 2013-2017, 44.3 percent of people were in poverty. Povertv Rates in Census Tract 20.01 Miami -Dade County Florida in 2013-2017 4. 2003.3, 2003 A In 2013-2017, 36.2 percent of people were in poverty. PoveM, Rates in Census Tract 20.03, Miami -Dade County, Florida in 2013-2017 5. 2202.2, 2202.3, 2202.4, 2202.5, 2202.6: In 2013-2017, 35.5 percent of people were in poverty. Poverty Rates in Census "Tract 22.02 Miami -Dade County Florida in 2013-2017 Model City: 1. 1501.1, 1501.2, 1501.3, 1501 A In 2013-2017, 58.3 percent of people were in poverty. Poverty Rates in Census Tract 15.01, Miami -Dade County, Florida in 2013-2017 2. 1801.2: In 2013-2017, 39.6 percent of people were in poverty. Povertv Rates in Census Tract 18.01 Miami -Dade County Florida in 2013-2017 3. 1802.1, 1802.2, 1802.3: In 2013-2017, 35.1 percent of people were in poverty. Povertv Rates in Census Tract 18.02 Miami -Dade County Florida in 2013-2017 4. 1901.1, 1901.2, 1901.3, 1901.4, 1901.5: In 2013-2017, 31.1 percent of people were in poverty. Povertv Rates in Census 'Tract 19.01, Miami -Dade Countv, Florida in 2013-2017 5. 1903.4, 1903.5, 1903.7: In 2013-2017, 31.9 percent of people were in poverty. Povertv, Rates in Census Tract 19.03 Miami -Dade County Florida in 2013-2017 6. 1904.2, 1904.3, 1904.4, 1904.8: In 2013-2017, 37.2 percent of people were in poverty. Poverty Rates in Census Tract 19.04, Miami -Dade Countv, Florida in 2013-2017 7. 2300.1, 2300.2, 2300.3, 2300.4, 2300.5, 2300.6, 2300.7: In 2013-2017, 32.1 percent of people were in poverty. Povertv Rates in Census Tract 23 Miami -Dade Countv, Florida in 2013-2017 j:Oft vw iii Attachment A City of Miami Qualified Opportunity Zones City of Miami City Hall - Legislation 3500 Pan American Drive Miami, FL 33133 ,. www.miamigov.com Resolution R-18-0083 File Number: 3794 Final Action Date: 3/8/2018 A RESOLUTION OF THE MIAMI CITY COMMISSION, WITH ATTACHMENT(S), URGING GOVERNOR RICK SCOTT ("GOVERNOR") TO DESIGNATE THE LOW- INCOME CENSUS TRACTS ("TRACTS") AS IDENTIFIED IN ATTACHMENT "A," ATTACHED AND INCORPORATED, AS QUALIFIED OPPORTUNITY ZONES AS FURTHER DESCRIBED IN THE TAX CUTS AND JOBS ACT OF 2017 IN ORDER TO ALLOW THE SELECTED TRACTS TO PARTICIPATE IN THE OPPORTUNITY ZONE PROGRAM AND GIVE FAVORABLE CAPITAL GAINS TREATMENT TO INVESTMENTS WITHIN THOSE TRACTS; FURTHER URGING THE GOVERNOR TO REQUEST A THIRTY (30) DAY EXTENSION, IF NECESSARY, TO RESPOND TO THE UNITED STATES SECRETARY OF THE TREASURY; DIRECTING THE CITY CLERK TO TRANSMIT A COPY OF THIS RESOLUTION TO THE GOVERNOR WHEREAS, the Tax Cuts and Jobs Act of 2017 ("Act") created a new community investment vehicle, the Opportunity Zones Program ("Program"), which is a community development program designed to drive long-term capital to rural and low-income urban communities throughout the nation; and WHEREAS, the Program provides tax incentives for investors to re -invest their unrealized capital gains into newly established Opportunity Funds that are dedicated to investing in Opportunity Zones; and WHEREAS, Opportunity Funds are private sector investment vehicles that invest at least 90% of their capital in Opportunity Zones; and WHEREAS, the Program uses low-income community census tracts ("Tracts") as the basis for determining the eligible areas for the Opportunity Zone designation; and WHEREAS, pursuant to the Act, the Governor of each state and territory has ninety (90) days from December 22, 2017 to designate up to twenty-five percent (25%) of the total number of low-income census Tracts in their respective state as Opportunity Zones; and WHEREAS, each state's Governor must communicate his or her recommendation for the Opportunity Zone designation by March 21, 2018 to the United States Secretary of the Treasury, unless a Governor chooses to request a thirty (30) day extension which would give the Governor a total of one hundred twenty (120) days to complete his or her recommendation; and WHEREAS, by failing to submit Opportunity Zone nominations by the deadline, Governors effectively opt out of the Program and render the state ineligible to receive the private investments that are encouraged by the Program; NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: City of Miami Page 1 of 2 File ID: 3794 (Revision:) Printed On: 311212018 File 10: 3794 Enactment Number: R-18-0083 Section 1. The recitals and findings contained in the Preamble to this Resolution are adopted by reference and incorporated as if fully set forth in this Section Section 2. The City Commission urges Governor Rick Scott to designate the Tracts identified in Attachment "A," attached and incorporated, as qualified Opportunity Zones as described in the Act so that the selected Tracts can participate in the Program and give favorable capital gains treatment to investments within those Tracts. Section 3. The City Commission further urges Governor Rick Scott to request a thirty (30) day extension, if necessary, to respond to the United States Secretary of the Treasury. Section 4. The City Clerk is directed to transmit a certified copy of this Resolution to Governor Rick Scott. Section 5. This Resolution shall become effective immediately upon its adoption and signature of the Mayor.' APPROVED AS TO FORM AND CORRECTNESS: . t ria dez, CiFy Attor r ey 3/7l2018 1 If the Mayor does not sign this Resolution, it shall become effective at the end of ten (10) calendar days from the date it was passed and adopted. If the Mayor vetoes this Resolution, it shall become effective immediately upon override of the veto by the City Commission. City of Miami Page 2 of 2 File 1D: 3794 (Revision:) Printed on: 311212018 Eligible Opportunity Zone Census Tracts Per CDFI FUND in City of Miami ? I ! Poverty I Median Pct ! E Commission 1 ;Census Tracts NMTC Poverty s Median Unemployment ? Unemployment ? Ratio ! Poverty Tract 1 Rate ? Income District ; FIPS 1 Qualified ; Rate Family Rate ; Rate Ratio ! Qualified E Population Qualified Income ? i fied; Qualified ! 1 �3001 - 120H6003001 Yes i 48.5 Yes Yes 65.01 1 15.8 1.90361446 Y_es_ 1835 . - Yes -+ r { -_Yes - - 4976 1 2404 12086002404 Yes ! _47.3 1 _Ye_s ; Yes _ :_34.57 20.6 2.48192771 _ 1 25010250 es 44.5-� Yes -� Yes ! 43.48- 1--------15.2- » i 1.8313253 _-*{---- 8S7 ------------------ -- --- t12086002501 Yes �? Yes _ 4857 1 15104 112086005104; yes s 42.9 1 Yes Yes 42.16 3 t� 0.36144578 -No 1 418D 1 2402 1120860024021 _Yes39.8 Yes Yes 47.87 18.7 1 2.25301205 1 Yes 1 5413 1 3003-;1208b003003T _6605 Yes ? 39.6 _ ; Yes Yes ; - 44,75- _ -- 6.7 - i 0.80722892 No i 3004 L120863004 Yes 37.9 T Yes 1 Yes 1 41.90 j 7.6 ? _0.91566265 i No i _3997_ -- -- ---------- 00 -1 4901 ? 120_8600_4901' _Yes_ _35 _ j- Yes - - Yes -�- 40.1! - -- 12_5 � ? 1.5060241 -1 Yes i- 3547 1 f4903001208644D100 Yes �� 33.9 ! Yes Yes s 56.64 ! 10.7 1.28915663 No 1945 1 5002 __i_.. Yes ;12086005002t Yes 31.3 Yes51,14 6.4 0.77108434 No t 5550 ---_ ____ _._ --- 1 1703 12086001703 Yes 31.2 ; Yes I Yes 1 47.98 1 16 1_ 1.92773084 Yes _ _5154 i 5103 1120860051031 Yes 30.9 ! Yes Yes 48.62 -�13 t-1.56626506 Yes 2857 1 2900 1120860029001 Yes 30.6 i Yes Yes j- 47.97 ! 13.6 1 1.63855422 Yes 6721 _ 2403 1120860024031 Yes _23_ 1 Yes ! Yes ? 54.39 9.1 . 1.09638554 ? No !- 4428- - 1 5703 11 2086005703L Yes 20.8 Yes !- Yes .14 1 11.8 1.412169675 No 7142 - 1-- 15001 120860050011 Yes 19.9 No Yes ! 63.28 1 7.7 0.92771 No 7134 1 and 3 - 5102 _ 12086005102 Yes 31.3 -Yes Yes 79.90 4.9 0.59036145 No 4348 -_ e i and 4 5701 12086005701: _ Yes 28.6_ 1 Yes 1 Yes 1 55.91 16.3 1.9638554Zes 6604 _._ _•� __..-._ _ _- -_ - -- - -_-------- -- - 1 and 4 15704 12086005704 Yes - 24.8 Yes -~Yes -t_ 46.40- ! 10.5 1.26506024 No Yes -8936 _-�- - _..._.._ _- - _--�----+ ----+- -es �--__ - --;_-- 9936 - 1 and 4 14902 12086004902i Yes ? 2 �7-2-0-0 - 1-20660-0720-0r: 18,2 No Yes 1 6347 r- ---1-2.6 --- 1.51807229s Yes .{ _7347 25t-_s 2907_Y_ - __-55--! .- 2.69F9_Y- 34.7 7 4 2 7101 12086007101, Yes 20.9 Yes t Yes 53.75 4,6 0.55421687 No 2695__ ._.....- - - F--- - --- -�- - -- y------i----_ ? -. _.._- 2 7002 12086007002 _Yes 20 8 Yes 71.51 14,2 _ 1.71084337 Yes 7537 __._.». w 3 15302 12086005302� Yes 1 53.5 Yes Yes 32.01 t 5.8 0.69879518 - 1 No � 6435 -__- 3---�5406 - 12086005406� Yes E -39�9 -� -Yes - Yes- �49.06 j- »- 7�3- - f 0.87951807 - No �- 4136 3 3602 12086003602' Yes : 39.1 Yes �- Yes-45.21- L --4.8 _ 1 0.57831325 1 No 7178 3 5303 12086005303 Yes 38.8 1 Yes 1 Yes 43.85 1 16 6 2 Yes 1 3727 3 5304 120860053041 Yes 1 36.6 1 Yes 1 Yes 1 51.20 15.4 1 1,85542169 1 Yes s 4927 . _- Y_ _--_-_.--__r------------ t----•_ -...- - � - 3 5409t12086005409 Yes ; 36.3 Yes Yes ' 47.76 14.4 1,73493976 1 Yes _3699 - - _ _ � _ 3 _ 5201 t12O86005201 Yes 4.9 0.59036145-�- ! 35.5 Yes 1 _Yes_:_4_5.05- _ No -5756- - 6403 12086006403 Yes + 31.5_ -Yes Yes--47.76 12.1-�1.45783132 No 3 !6602 12086006602? Yes # 29 9 t Yes - Yes t 49.94 4.8 ! _0.57831325 1 No 1 4860 ?12086005202? Yes49.- - - -3 - j5202 29.5 Yes Yes 312.8 r 1.54216868 Yes 1 5488 3 - 5407 ?12086005407? Yes 1 25.8 -Yes I Yes t _53.53 ? 12.1 ; 1.45783132 2357 -__-•--•r_--_-.- - - - 5405 12086005405 - Yes -s 25.4 _yes- 1 Yes - 52.02 I 6.1 0.73493976 - No 3472 �..-.- - - 3-'5410» _ 112086005410 Yes 24.8- Yes _ Yes 45 65 13.9 1 1 6746988 Yes ; 3472 _ c ---+- ._...---•---{ ----- __.. -------..t•-_-- 5403-112D8b005403' Yes 22.4 Yes _F Yes 0 No 1364 3 6601 - 12086006601 Yes _ 18.3 1 No Yes 70.02 1 7.1 0.85542169 - No 7050 -- _ 4 - 5502 --_i 12086005502; _Yes - 36.3 --Yes »-� Yes _ i -47.74 ?_ - 21---_� 2.53012048 Yes 6868 4 !6501 12O86006501r Yes 30.1 Yes s _Yes -, 5507 ? 8.2 0.98795181 No _4030 4 ?5802 12086005802 Yes 25.4 7-Yes-i Yes Y-54.59- 3- - 14.3 - 1.72289157 Yes 10358 - - -- ----I---- �- Yes -9157 - 4 j6301 1120860063011 Yes 1 24.1 1 -Yes 1 5854 7 0.84337349 No _7059 ._ . -.._ _.-373 - - _4_ !6401 12086006401 _Yes_ 22.5 1 -Yes ! Yes 1 62.66 5 0.60240964 No 3963 Y45501 12086005501'-18-3 j? - No --t- -Y-es--_ -75_05.2402-- - 183.65 1.0364458 -No- 697139 es o 71120Yes 71.32 10.1 1.21686747 No 120860064021 Yes 17.8 No Yes -------- ? 1.626506024 e.Y3963 16.5 No i Yes 6087 93 112048193 No 27894 3 120860065031 Yes :5600 112086005600! Yes 1 16.1 No ? Yes 1 76.67 13 1.56626506 1 Yes 5724 - 5 _ ;1501 -� 12086001501 » Yes - 64�3 Yes Yes 18.92 _30_ 3.61445783 ! _ Yes 4101 _- _ __ Yes -1 34.41 -- 27.6 ---3.32530121 Yes 3680 - - 5 - t3601 _ 112086003601 Yes 57.8 Yes Yes_ _ _ S t2800 �120860028 Yes 55 6 Yes Yes _t 40.76 11.5 -� 2.38554217� i _ No - 1391- ----------- -- 5 13100 I12O860031 Yes 51.8 Yes Yes 40.13 36.5 4.39759036 1 Yes 4305 _-- S - �1402 - ? 12086001402 Yes 51.2-- - Yes - Yes 39.18 ( 24.2 2.91566265 ? Yes 6447 5 11801 1208600180 ' yes 51 Yes Yes I 39.09 t 24.4 2.93975904 1 Yes 4328 5 2001 12086002001' -.Yes -1 49.7 Yes I Yes 44.62 17.1 1 2.06024096 Yes _3601 5 1004 12086001004. Yes 1 49.3 Yes : Yes 38.00 28.5 1 3.43373494 Yes 1 6589 r- _ S_ _ 134_00_ 11208600340_0! Yes 1 49.1 Yes i Yes 1 37,41 32.1 3.86746988 Yes 1792 --- 5 _ �1401 -� 12086001401 .. Yes - -- ---F - -f -- - - - - - }------------ _ s - 44.7 1 Yes Yes 41.66 - 24.4 2.93975904 ' Yes 5234 _ 5 - 2003 - 112O86002003 Yes 42.5 Yes { Yes 1 42.28 19 4 2.3373494 1 Yes +-3557 51802- _._._._t.... ..-»- t- ___. }--_-_ _ --t - ______________^: _..T-.._.._ _... - - 12086001802 Yes 39.3 ( Yes ? _Yes -64w74 -_ 19.2 _ _ ' 2.31325301 Yes ? 4040_ 5 ?2600 :12086002600 Yes 7 38.1 Yes Yes 47.72 10.1 i 1 21686747-� No - -6691 5 .1 1 -Yes • ----_ ._ __ 2 - _ --i--- --- No _.... 5 2502 112086002502? yes I 37.7 1 Yes Yes 45,43 I 20.3 1 2.44578313 Yes 3941 5 1904 s120860019O4 Yes 37.6 Yes Yes__ 44.47 _ 22.1_- - 2.662650b Y_es 1 3998 -__-_____ 12202 1120860022021 Yes ? 37.1 ? Yes Yes 1 53.79 1 12,6 1 1,51807279 Yes 6401- Page 1 of 2 ELigible Opportunity Zone Census Tracts Per CDFI FUND in City of Miami 1 I ! i Poverty Median Pct i 1 1 Commission !Census Tract NMTC Poverty S Median Unemployment 1 Unemployment j Ratio E Poverty Tract ! 1 Rate ! Income S District I FIPS ? Qualified Rate ! Family ' Rate 1 Rate Ratio ! Qualified 1 Population 1 ! 1 Qualified i Qualified Income S 11901 1120860019011 Yes 35.4 Yes Yes i 61.54 S 19.8 2.38554217 1 Yes ! _ 3551 +-- -----t----------------------}------------ - - t- - - - - . 2004 12086002004 Yes t 35.3 1 Yes Yes , 50.82 23.8 S 2.86746988 Yes f 3047 _ _. 5 2300 120860023005 _Yes 1 33.3 1 Yes # Yes 56.70 173 2.08433735 Yes 4913 5 11903 112086001903 Yes 1 31.6 Yes ! _ Yes 53.08 ! 25.7 ! 3.09638554 ! Yes i 3417 _ ____ ..._..-...._. ._.��-------r —_——---.-------- 5 �1301 �12086001301� _Yes ! 29.9 ! Yes ! Yes ! 71.54 1 9.8 ! 1.18072289 j No ! _4243 - _... ----r----- ----- t---------•_Y— - - r — -- — __—_—__ - r........ _ - 5 _ �3916 312086003916i Yes ! 165 I No _} Yes i 76.13 3.3_ 1 _0.397590_36 ! - No —4237 5 2201 112086002201's Yes ! 11.2 1 �No Yes E 78.81 8.1 ��-0.97590361 _I No * 3393 Page 2 of 2 City of Miami City Hall <� 3500 Pan American Drive Miami, FL 33133 Master Report ww w.miamigov.com www.miami ov.com Enactment Number: R-18-0083 File Number: 3794 File Type: Resolution Status: ADOPTED Revision: Controlling Body: City Commission File Name: Designate - Low Income Census Tracts Introduced: 3/7/2018 Requesting Dept: Commissioners and Mayor Final Action Date: 3/8/2018 Title: A RESOLUTION OF THE MIAMI CITY COMMISSION, WITH ATTACHMENT(S), URGING GOVERNOR RICK SCOTT ("GOVERNOR") TO DESIGNATE THE LOW-INCOME CENSUS TRACTS ("TRACTS") AS IDENTIFIED IN ATTACHMENT "A," ATTACHED AND INCORPORATED, AS QUALIFIED OPPORTUNITY ZONES AS FURTHER DESCRIBED IN THE TAX CUTS AND JOBS ACT OF 2017 IN ORDER TO ALLOW THE SELECTED TRACTS TO PARTICIPATE IN THE OPPORTUNITY ZONE PROGRAM AND GIVE FAVORABLE CAPITAL GAINS TREATMENT TO INVESTMENTS WITHIN THOSE TRACTS; FURTHER URGING THE GOVERNOR TO REQUEST A THIRTY (30) DAY EXTENSION, IF NECESSARY, TO RESPOND TO THE UNITED STATES SECRETARY OF THE TREASURY; DIRECTING THE CITY CLERK TO TRANSMIT A COPY OF THIS RESOLUTION TO THE GOVERNOR Sponsors: Wifredo (Willy) Gort Notes: Links: Attachments: 3794 Attachment A (PDF) History of Legislative File: Revision: Acting Body: Date: Action: Result: Victoria Mendez 3/7/2018 Approved as to Form and Completed Correctness City Commission 3/8/2018 Meeting Completed City Commission 3/8/2018 ADOPTED Passed Mayor's Office 3/12/2018 Signed by the Mayor Completed City Clerk's Office 3/12/2018 Signed and Attested by the City Completed Clerk City Clerk's Office 3/12/2018 Rendered Completed City of Miami Page 1 of 1 Printed on: 3/12/2018 City of Miami Department of Community and Economic Development z N 871 ST E67TH e NW 83RD N. T NW 82NDN. Ycswy 00 17 W 71ST ST Q 001302 001001 ND SF 0 002100 C3:r 22 YE0 Q 00 0 K W Z � RMiR 119i €#EIi98 002706 a 215T S7 NW 17 Sl MV03 003001 N H $ T VENET;AN WA F ' NW 14 5401 �u ST 3FN Si SR Yr' 5 TE. ,;.. 00 n m �n,� � �41,�'' tA3�t0i p� W66U2 ge6641 6 13 04670T t 8. 4 0&302 006603 z n w i2N0 m OW06 380400 067001 z 00 000 + x 00d$0 Y be 0022 S 4C ST AVE Waal M7104 C s" 007103 z O P Legend Median Family Income Percentage ® 0.000000 - 18.920000 18,920001 - 42.280000 42.280001 - 49.940000 49,940001 - 58,540000 158,540001 - 80,000000 tjDo Not Qualify City of Miami Miami BCJI Project Documentation of Community Violence Intervention (CVI) Strategies The City of Miami Police Department (MPD) in collaboration with partners National Network for Safe Communities at John Jay College of Criminal Justice (NNSC) and UMMAH Futures International (UFI) proposes to implement the Miami BCW Project (Project). At the core of the project will be the implementation of a Focused Deterrence Framework. As of 2021, there is a tremendous amount of formal evaluation literature that has demonstrated focused deterrence frameworks to be effective in reducing serious violence and public safety issues. Focused deterrence is a flexible framework for addressing a range of public safety issues. As a concept, it is based on the core empirical fact that many forms of community harms ( e.g. intimate partner violence, violence driven by overt drug markets) are driven by very small numbers of very high -risk people. The City of Miami is particularly interested in, though not pre -committed to, a Focused Deterrence approach known as the "Group Violence Intervention" (GVI), which falls under the umbrella of Community Violence Intervention (CVI) strategies. Through the problem analysis, the project will assess the extent to which a highly tailored and customized version of GVI might be appropriate for the violence dynamics in the City of Miami. The GVI framework identifies these most vulnerable groups and individuals in real time; creates ways of communicating directly to them to explain their exposure to formal law enforcement attention if they persist in their violent behavior and to offer meaningful support and assistance; mobilizes all available resources to keep the highest -risk people safe, alive, and out of prison; and — as a last resort and only if violence continues — organizes consequences for the group as a whole if the group persists in shooting and killing. Evidence and experience show that a small number of people in street groups —gangs, drug crews, informal neighborhood sets, high -risk social networks, and the like —drive the majority of violence in troubled neighborhoods. Group 1 City of Miami Miami BCJI Project members typically constitute less than 0.5 percent of a city's population but are consistently linked to at least 50 percent of the shootings and homicides. The internal dynamics of the groups drive cycles of violence that persist even as law enforcement works to address any one particular shooting or homicide. Group members themselves are involved in violence as both perpetrators and as victims; they are at extraordinarily high risk of being hurt or killed and are severely underserved by the traditional social service offerings in their communities. The GVI framework identifies these most vulnerable groups and individuals in real time; creates ways of communicating directly to them to explain their exposure to formal law enforcement attention if they persist in their violent behavior and to offer meaningful support and assistance; mobilizes all available resources to keep the highest -risk people safe, alive, and out of prison; and — as a last resort and only if violence continues — organizes consequences for the group as a whole if the group persists in shooting and killing. The GVI framework always includes these core elements but is highly flexible; is always adapted to the local dynamics of a particular community; and can incorporate a broad range of particular tactics including street outreach, wraparound case management, and hospital based intervention. This framework encourages partnerships between law enforcement and communities to reduce violence and improve public safety; minimize arrest and incarceration; strengthen communities; and improve relationships between law enforcement and the communities it serves. the BCJI Management Team and the Working Group will sustain a focus on the individuals and groups most vulnerable to involvement in serious violence and build out an intervention strategy that constantly reassesses and focuses on this small population of high risk people; communicates directly with them about their risk of being hurt as well as their exposure to formal legal attention because of their involvement in violence; mobilizes every available resources to keep them safe, K City of Miami Miami BCJI Project alive and to the extent possible out of jail and prison; and reserves the use of formal law enforcement as a last resort to address any ongoing shooting and homicide violence. Central to Miami's intervention strategy will be weekly incident reviews that bring partners together to focus on every homicide and nonfatal shooting incident within the target neighborhoods and answer a few key question about each, including: • What happened here? • Why did it happen? • What is likely to happen next, based on these dynamics? • What can this partnership to do keep those most vulnerable to those dynamics safe, alive, and out of jail or prison? . These reviews will capitalize on the extensive intelligence and frontline knowledge of violence dynamics that exists within the City of Miami already. In addition to the knowledge of investigative and intelligence personnel within MPD and other law enforcement agencies who are partners on this project. 3 City of Miami Initial Action Plan Miami BCJI Project The City of Miami Police Department (MPD) in collaboration with partners National Network for Safe Communities at John Jay College of Criminal Justice (NNSC) and UMMAH Futures International (UFI) proposes to implement the Miami BCJI Project (Project). The goals of the Project are 1) design evidence -informed strategy to reduce serious violence in the targeted neighborhoods in the City of Miami, drawing on provided strategies such as the GVI; 2) implement customized and tailored strategy to reduce serious violence in the targeted neighborhoods.; and 3) develop a plan to sustain Miami's strategy beyond the life of this federal grant. The partnership will work together as the BCJI Management Team (Team) and research and analyze core violence dynamics in the target neighborhoods and guide the design and implementation of an evidence - based framework to reduce violence. The Team will be responsive to the analysis and make adjustments to the intervention models for the Final Action Plan, to be approved by the Bureau of Justice Assistance. During the Planning Phase, the Miami BCJI Project will conduct an in-depth problem analysis of the most recent homicide and gun violence in the City of Miami (City) in order to identify those groups, networks, and individuals at highest risk and to structure an intervention strategy that draws on the best evidence -based practices as appropriate for the City. This analysis will be led by NNSC, who will provide a dedicated team of researchers experienced in developing and adapting anti -violence strategies based on proven evidence -based models. NNSC will provide the Team with regular strategic advising and guide peer exchanges and workshops that will educate key stakeholders about the intervention strategies. UFI's project management duties include identifying key community stakeholders who will take part in working groups; create long- and short-term plans, including setting targets for milestones, adhering to deadlines, and allocating resources; and manage the Clinicals Social Workers and Street Outreach Workers who will 1 City of Miami Initial Action Plan Miami BCJI Project connect identified high -risk individuals to community resources and social services. The working groups are meant to encourage participation from community organizations, residents and other local law enforcement and criminal justice partners for a whole community approach; and to offer transparency to the public this project will serve. As the implementing agency, MPD is the Program Manager for the Project and will provide a full-time Project Coordinator, who will be the liaison for the Team, local stakeholders, and potential additional partners. The Project will utilize a Focused Deterrence framework as a component of the overall strategy. Miami -Dade County has successfully adopted Focused Deterrence as an evidence -based model and has rolled it out to multiple districts within the County. The City sees an opportunity for future sustainability with the economies of scale, given the deep investments that multiple law enforcement, community, and support and outreach partners have already made that could inform similar work in the City of Miami. Additionally, the City's Office of Grants Administration can seek other State and Federal funding opportunities to further ensure the Project's sustainability. Refined over more than 20 years, Focused Deterrence is a proven framework for addressing a range of public safety issues developed around the core empirical fact that homicide and gun violence (and other forms of community harms such as intimate partner violence and overt drug markets), are driven by very small numbers of very high -risk people. For example, at the city level a distinctively high -risk population collectively accounting for around 0.5% of the city will routinely be associated with 50% to 75% of all homicide. Those at high risk are often acting in groups (gangs, drug crews, criminally active families, etc.) and networks, not as individuals. Focused Deterrence strategies engage directly with this very small, high -risk population to intervene in cycles of violence. Focused Deterrence is a flexible prevention framework that has been mapped onto and proved effective with respect to a range of serious violence and public 2 City of Miami Initial Action Plan Miami BCJI Project safety issues, including the original Group Violence Intervention (GVI), sexual assault, drug markets, individual violent offenders, intimate partner violence, drug and alcohol abuse and other offenses. A recent Campbell Collaboration systematic review of formal evaluations, found all 12 of the evaluated GVI interventions produced positive results and that the approach overall produced "noteworthy" reductions. GVI will be an intervention strategy the Team will evaluate in the Planning Phase and make adaptations where necessary for the Implementation Phase. GVI strategies also rely heavily on community involvement from planning to implementation, therefore increasing the community's trust. Using an Action Research Approach, the Project will develop a Focused Deterrence -based intervention to reduce incidents of community violence in the City of Miami. The Action Research Approach is designed to produce fundamental new insight into a problem; use that insight to support the design of a strategic intervention; implement that intervention; assess impact on the ground; develop and refine the operational approach; and take effective interventions to scale. First modeled over twenty years ago over the course of the Boston Gun Project, the Action Research Approach has been deployed in a variety of settings and has led to innovative and frequently dramatically effective Focused Deterrence -based strategies. The Action Research framework will include the following: • Identification of core problems and issues, using both qualitative and quantitative methods, with initial fmdings brought immediately to the partnership for review, consideration, and the identification of new questions and research priorities; • Identification of a setting or settings —generally a jurisdiction or jurisdictions —in which to undertake research and intervention design work; q City of Miami Initial Action Plan Miami BCJI Project • Partnership between researchers and local practitioners, community figures, frontline service providers, and high -risk populations to drive the action research enterprise; and • Design of an operational intervention based on the new local findings and a focus on substantial, rapid impact. The proposed Timeline for the Miami BCJI Project implementation is as follows: YEAR QUARTER Activities 1 2 Establish partnerships via contracts. Awarded DOJ contract reviewed and accepted by City of Miami Board of Commissioners. 1 3 & 4 Team will conduct problem analysis and assessment of hotspots with BJA Technical Assistance. 1 3 & 4 Establish Working Groups with identified key stakeholders to support the work of the BCJI Management Team in Implementation Phase. 1,2,3 3 & 4 Host Two (2) Peer Exchanges each Fiscal Year. Peer Exchanges will enhance understanding among peer practitioners of evidence -based intervention models. 1 4 Host a one -day workshop to present key findings from the problem analysis to City of Miami partners —including law enforcement, social service providers, and community leaders. 1 4 Hire three (3) Outreach Workers and two (2) Clinical Social Workers who will utilized in all of Year 2 and Year 3 (Implementation Phase). 1 4 Final Action Plan completed, reviewed, and approved by BJA. 2 1 NNSC will train the full-time Project Coordinator (MPD) and Resource Coordinator (UHMMA) to manage implementation of focused deterrence strategies. 2 & 3 1,2,3,4 Periodic delivery of a unified anti -violence message (Call -ins) to identified high -risk individuals and groups by criminal justice partners in the targeted hotspots. 2 & 3 1,2,3,4 Quarterly Implementation Reviews for a) quarterly assessment of implementation and fidelity to model, and b) ongoing strategic planning. 2 & 3 1,2,3,4 NNSC Regular Strategic Advising 6mos weekl /6mos biweekly calls 2 & 3 1,2,3,4 NNSC Intensive Strategic Advising 2 & 3 1,2,3,4 Weekly Incident Reviews with criminal justice partners for crime data information sharing purposes. 2 & 3 2 Host one (1) Working Session. City of Miami partners and key stakeholders (Working Groups) will be offered opportunities to interface with NNSC's broad network of site partners to learn innovations, strengthen implementation overall, discuss and address challenges. 3 4 Present a Comprehensive Final Analysis Report to partners and key stakeholders(Working Groups) at the end of the project period. 4 Miami BCJI Project TIMELINE, GOALS, OBJECTIVES & DELIVERABLES Goals & Objectives Legend: (the legend won't be part of the application; this was just to keep track of what was filled in the template below for the web -based from timeline. ) Goal 1: Design evidence -informed strategy to reduce gun violence in the targeted neighborhoods in the City of Miami, drawing on provided strategies such as the Group Violence Intervention Objective/Outcome 1 a: Conduct problem analysis Objective/Outcome 1 b: Attend peer -to -peer exchanges with other cities successfully implementing evidence informed strategies to inform the design of Miami's own framework Objective/Outcome 1 c: Conduct closed -door working session to tailor a strategy to Miami's particular violence dynamics Objective/Outcome 1d: Use expert strategic advising to inform the implementation of Miami's strategy Goal 2: Implement customized and tailored strategy to reduce gun violence in the targeted neighborhoods. Objective/Outcome 2a: Identify small numbers of people, groups and immediate dynamics driving violence in real time on a regular basis Objective/Outcome 2b: Conduct direct messaging to relevant people, groups and dynamics using a variety of tools and methods Objective/Outcome 2c: Mobilize non -law enforcement and community -based interventions directly to address high risk people/groups/situations, with a focus on increasing safety, addressing trauma, providing immediate stability and support, and lowering risk of arrest and incarceration Objective/Outcome 2d: Use enforcement strategically to create swift, certain, fair consequences for group - involved violence, Goal 3: Develop plan to sustain Miami's strategy beyond the life of this federal grant Objective/Outcome 3a: Integrate successful elements of Miami's strategy into policies and practices (e.g. produce formal guidance around shooting reviews, call -ins, custom notifications, etc.) Objectives/Outcome 3b: Draft Miami -specific implementation materials to ease personnel transitions and build up local expertise in the strategy and reduce reliance on technical assistance providers (rubric, manager guide, etc.) Objective/Outcome 3c. Include mini case -studies to codify success and address challenges 1.GOAL STATEMENT: Design evidence -informed strategy to reduce gun violence in the targeted neighborhoods in the City of Miami, drawing on provided strategies such as the Group Violence Intervention 0BiEC FISCAL YEAR: 1 (2022) QUARTER: 1 e#sFts- Establish Pai4Herships_V+'a FISCAL YEAR: 1(2022) QUARTER: 2 Team (MO ) no14RE?F key stakeholders and the �ccrtccrrrnvc�Tcrr�a--zric OBJECTIVE Conduct problem FISCAL YEAR:1(2022) QUARTER: 2 analysis Deliverables: Plan site visit, conduct group audit and incident review, produce preliminary memo summarizing key findings, produce full report OBJECTIVE Attend peer -to -peer FISCAL YEAR: 1, 2, & 3 QUARTERS: 3 & 4 exchanges with other cities (ongoing, or 2022,2023,2024) successfully implementing evidence informed strategies to inform the design of Miami's own framework. Deliverables: Identify potential peer jurisdictions based on comparable violence dynamics, commitments, and success of implementation; design agenda; conduct peer exchange; debrief OBJECTIVE Conduct closed- FISCAL YEAR: 1 (2022) QUARTER: 4 door working session to tailor a strategy to Miami's particular violence dynamics Deliverable: Plan attendance based on identifying core stakeholders, design agenda in partnership with NNSC, produce materials for attendees OBJECTIVE Use expert FISCAL YEAR:1, 2,3 QUARTER: strategic advising to inform the (ongoing, or 2022,2023,2024) First year, quarters 3 & 4 implementation of Miami's strategy Year 2 & 3 (2023 & 2024): all Deliverable: Regular (ongoing) quarters/ongoing weekly/biweekly strategic advising calls with National Network for Safe Communities 2.GOAL STATEMENT: Implement customized and tailored strategy to reduce gun violence in the targeted neighborhoods. OBJECTIVE: Identify small numbers of people, groups and immediate dynamics driving violence in real time on a regular basis Deliverables: Begin regular weekly shooting reviews; begin quarterly group audits FISCAL YEAR: 1 (2022) QUARTER: 3 OBJECTIVE: FISCAL YEAR: 2 & 3 QUARTER: All Conduct direct messaging to (2023 and 2024) quarters/ongoing relevant people, groups and dynamics using a variety of tools and methods. Deliverables: Conduct call -ins approximately quarterly during implementation phase; conduct custom notifications to highest -risk people and groups during implementation phase OBJECTIVE: Mobilize non -law FISCAL YEAR: 2 & 3 QUARTER: All enforcement and community -based (2023 and 2024) quarters/ongoing interventions directly to address high risk people/groups/situations, with a focus on increasing safety, addressing trauma, providing immediate stability and support, and lowering risk of arrest and incarceration Deliverables: Conduct affirmative outreach to highest risk people and groups to offer supports and services; conduct case management with engaged clients; support clients to achieve goals of avoiding victimization and avoiding detention or incarceration related to violent and/or weapons offending OBJECTIVE: Use enforcement FISCAL YEAR: 2 & 3 QUARTER: All quarters/ strategically to create swift, certain, (2023 and 2024) ongoing fair consequences for group - involved violence Deliverables: Focus law enforcement attention with swiftness, certainty and fairness on groups that continue to drive homicide and/or are the most violent group (s) in the catchment area. DELIVERABLE: FISCAL YEAR: 1 (2022) QUARTER: 4 A Final Action Plan approved by BJA by end of the Planning Phase. 11 aRagemeRt Team will resoUFGeS the assessment of With - This includes group network assessment, violent incident review, and examination, geographic depictions of the crime and violence and analysis of crime drivers. 3.GOAL STATEMENT: Develop plan to sustain Miami's strateav bevond the life of this federal orant OBJECTIVE: FISCAL YEAR: 2022 and 2024 QUARTER: 2 and 3 Integrate successful elements of Working groups:1, Working groups:3 Miami's strategy into policies and Draft policies, etc.: 3 Draft polices, etc: 2,3 practices (e.g. produce formal guidance around shooting reviews, call -ins, custom notifications, etc.) Deliverables: Establish Working Groups with identified key stakeholders to support the work of the BCJI Management Team in Implementation Phase; draft policies and practices documenting key activities including shooting reviews, group audits, custom notifications, call - ins, etc. OBJECTIVE: Draft Miami -specific FISCAL YEAR: 3 QUARTER: 3 implementation materials to ease 2024 personnel transitions and build up local expertise in the strategy and reduce reliance on technical assistance providers (rubric, manager guide, etc.) Deliverables: Produce Miami - specific version of implementation rubric and project management guide OBJECTIVE. Include mini case- FISCAL YEAR: 3 QUARTER: 4 studies to codify success and (2024) address challenges Deliverable: Document successes and lessons learned FLORIDA DEPARTMENT of CORRECTIONS 501 South Calhoun Street, Tallahassee, FL 32399-2500 May 4, 2021 Kristen Mahoney Acting Director Bureau of Justice Assistance Office of Justice Programs U.S. Department of Justice 810 Seventh Street NW Washington D.C. 20531 Re: Letterof Support-- City of Miami Police Department The Byrne Criminallustice innovation Program (BCJ1). Dear Director Mahoney: Govemor RON DESANnS MARK S. INCH www.dc.stateAus Florida Department of Corrections Office of Community Corrections (Probation and Parole services) is submitting this letter In support of the City of Miami Police Department's application to the Byrne Criminallustice Innovation Program (1301). In doing so, this letter confirms our intention to support the efforts of the Miami BCJI Project to reduce violent crime in Miami's most affected communities. Our agency has a history of collaboration with the City of Miami Police Department (MPD), working together constantly several times a year since 2006. The Probation Compliance Initiatives are partnerships to participate in community policing initiatives to enhance public safety. Several of the initiatives were in response to the increase in gun related violence, the loss of innocence victims in random shootings and the apprehension of offenders. Additionally, our office has participated in intelligence meetings, planned searches, and r(de-along. Florida Department of Corrections Office of Community Corrections (Probation and Parole services) looks forward to supporting the work of MPD and the Miami BCJi team as they develop comprehensive, community -based solutions for violence reduction. Together, we will collaborate when needed to enhance community capacity and address the root causes of violence with the goal of creating a safe, equitable Miami for all. �re � a —to a. Deputy Circuit Administrator 11th Circuit Miami -Dade County Florida Department of Corrections Office of Community Corrections (Probation and Parole services) *INSPIRING SUCCESS BY TRANSFORMING ONE LIFE AT A TIME* THE CIRCLE OF BROTHERHOOD ti►WWX11tCtE "8R97W E R W00O.6RG May 3, 2021 Kristen Mahoney Acting Director Bureau of Justice Assistance Office of Justice Programs U.S. Department of Justice 810 Seventh Street NW Washington D.C. 20531 Re: Letter of Support-- City of Miami Police Department The Byrne Criminal Justice Innovation Program (BCJI). Dear Director Mahoney: Circle of Brotherhood is submitting this letter of support for the City of Miami Police Department's application to the Byrne Criminal Justice Innovation Program (BCJI). In doing so, this letter confirms our intention to support the efforts of the Miami BCJI Project to reduce violent crime in Miami's most affected communities. We have a history of collaboration with the City of Miami Police Department (MPD). working in partnership through Community Engagement and Awareness Training Programs. Circle of Brotherhood looks forward to supporting the work of MPD and the Miami BCJI team as they develop comprehensive, community -based solutions for violence reduction. Together, we will collaborate when needed to enhance community capacity and address the root causes of violence with the goal of creating a safe, equitable Miami for all. Sincerely, /Jey ck President Circle of Brotherhood 01-101O ,A Miami -Dade Police 'A` � Department �t%' Director's Office An Internationally Accredited Police service W e April 27, 2021 C Kristen Mahoney a Acting Director r Bureau of Justice Assistance e Office of Justice Programs U.S. Department of Justice 810 Seventh Street NW Washington D.C. 20531 W Re: Letter of Support, Miami Police Department e Byrne Criminal Justice Innovation Program P Dear Director Mahoney: r The Miami -Dade Police Department (MDPD) is pleased to submit this letter of support for the Q Miami Police Department's (MPD) application to the Byrne Criminal Justice Innovation Program t (.BCJI). The MDPD supports the efforts of the Miami BCJI project to reduce serious and violent e crime, including gun violence, in Miami's most affected communities, through sustainable C collaboration to reduce and prevent crime in communal hot spots. The MDPD and the MPD have a long history of collaboration, working together to improve the safety and security of our community in crime hot spots which cross jurisdictional lines. This interagency partnership is crucial due to many locations with high crime rates near jurisdictional boundaries. This proposed extension of the group violence intervention model into the City of W Miami's boundaries should translate to synergistic improvements in Miami -Dade County e neighborhoods with the highest density of crime. The MDPD looks forward to working with the MPD and the Miami BCJI Team as they develop S comprehensive, community -based solutions for violence reduction. Together, with enhanced e community capacity, we can address the root causes of violence to create a safer, more equitable r Miami for all. v e Should you have any questions, please contact Police Legal Bureau Special Projects Administrator 1 Dorcas Perez, at 305-216-4098 or via e-mail at dmperezfa?mdpd.com. Alfredo Ramirez III Director 9105 NW 25 Street • Doral, Florida • 33172-1500 Telephone (305) 471-1780 • Fax (305) 471-2163 • Website http://www.mdpd,com MIAMI GARDENS POLICE DEPARTMENT "BUILDING A SAFER COMMUNi'm Delma K. Noel -Pratt CHIFF OF POLICE June 30, 2021 Kristen Mahoney Acting Director Bureau of Justice Assistance Office of Justice Programs U.S. Department of Justice 810 Seventh Street NW Washington D.C. 20531 Re: Letter of Support-- City of Miami Police Department The Byrne Criminal Justice Innovation Program (BCJI). Dear Director Mahoney: The Miami Gardens Police Department (MGPD) is submitting this letter in support of the Miami Police Department's (MPD) application to the Byrne Criminal Justice Innovation Program (BCJI). In doing so, this letter confirms our intention to support the efforts of the Miami BCJI Project to reduce violent crime in Miami's most affected communities. The MGPD has a history of collaboration with the MPD. Our agencies have worked together to reduce serious crimes, including gun violence, which often overlap our jurisdictional boundaries. If MPD is awarded this funding, we look forward to supporting each other in our respective gun violence initiatives. In recognizing the importance of coordination between law enforcement agencies and the communities we serve, we fully support MPD and the Miami BCJI team efforts to develop and implement gun violence reduction initiatives. These collaborations assist in addressing the root causes of violence and creating safer communities for all. Sincerely, A �i Delma K. Noel -Pratt Chief of Police 18611 NW 27th Avenue • Miami Gardens, FL 33056 • (305) 474-MGPD (6473) • www.mgpdfi.org It_OR 11) PMC i'A013 D% lki�iE?E6 �i AN July 2, 2021 Kristen Mahoney Acting Director Bureau of Justice Assistance Office of Justice Programs U.S. Department of Justice 810 Seventh Street NW Washington D.C. 20531 Re: Letter of Support-- City of Miami Police Department The Byrne Criminal Justice Innovation Program (BCJI). Dear Director Mahoney: Parents of Murdered Children (POMC) is submitting this letter in support of the Miami Police Department's application to the Byrne Criminal Justice Innovation Program (BCJI). In doing so, this letter confirms our intention to support the efforts of the Miami BCJI Project to reduce violent crime in Miami's most affected communities. Our organization provides the on -going emotional support needed to help parents and other survivors facilitate the reconstruction of a "new life" and to promote a healthy resolution. Not only does POMC help survivors deal with their acute grief but also helps with the criminal justice system. As a long-time collaborator with Miami Police Department, it is with great pleasure that we submit this letter of support for their BCJI application. We offer our full support to the Miami Police Department's efforts to bring forth more community - policing practices to prevent further harm to our communities by reducing gun violence. We believe this community -centered approach will build a positive environment where law enforcement and residents can work together to create a safer city for our children. Sincerely, c%ranyafa loam Florida Parents of Murdered Children 0 STATE ATTORNEY ELEVENTH JUDICIAL CIRCUIT OF FLORIDA E. R. GRAHAM BUILDING 1350 N.W. 12TH AVENUE MIAMI, FLORIDA 33136-2111 KATHERINE FERNANDEZ RUNDLE STATE ATTORNEY May 13, 2021 Ms. Kristen Mahoney, Acting Director Bureau of Justice Assistance Office of Justice Programs U.S. Department of Justice 810 Seventh Street NW Washington D.C. 20531 TF LITI [ONE (305) W-0100 www.miamiSAOxom Re: Letter of Support-- City of Miami Police Department The Byrne Crimina/Justice Innovation Project(1301). Dear Director Mahoney: As the State Attorney for Miami- Dade County, I am pleased to support City of Miami Police Department's application to the Byrne Crimina/Justice Innovation Project(BCJI). In doing so, this letter confirms our intention to support the efforts of the Miami BOI Project to reduce violent crime in Miami's most affected communities. The Miami -Dade State Attorney's Office is the largest prosecutor's office in Florida. The office administers and coordinates services and initiatives ranging from crime prevention, community outreach, juvenile justice programing, diversion initiatives, advocacy for children, domestic violence intervention, child support enforcement, sealing and expungement of records, victim's compensation, identity theft prevention, child sex abuse prevention and sex trafficking intervention. One of the primary goals of my office has been to support victims of crime. We currently collaborate with the City of Miami Police Department (MPD) through our Mobile Operations Victims Emergency Services (M.O.V.E.S.) Program. Through this partnership, the M.O.V.E.S. program serves victims of domestic violence immediately after an arrest initiating the activities of the legal system. The early intervention allows for effective prosecution, access to critical services, emergency shelter and injunctions for protection to prevent further harm. Kristen Mahoney May 13, 2021 Page 2 of 2 We are eager to collaborate with the City of Miami Police Department on this significant initiative supporting the work of MPD and the Miami BCII team as they develop comprehensive, community -based solutions for violence reduction. Together, we will collaborate when needed to enhance community capacity and address the root causes of violence with the goal of creating a safe, equitable Miami for all. We are grateful for your commitment to this critical work. Thank you for your strong consideration of this proposal. Sincerely, r' KATHERINE FERNANDEZ UNDLE State Attorney Op Please Recycle ARIANA FAJARDO ORSHAN UNITED STATES ATTORNEY (305) 961-9100 - Telephone Kristen Mahoney Acting Director Bureau of Justice Assistance Office of Justice Programs U.S. Department of Justice 810 Seventh Street NW Washington D.C. 20531 Re: Letter of Interest— City of Miami Police Department The Byrne Criminal justice Innovation Program (BCJI). Dear Director Mahoney: U.S. Department of Justice United States Attorney Southern District of Florida 99 N. E. 4" Street Miami, Florida 33132 February 17, 2021 The City of Miami Police Department is an applicant for the above -referenced Bureau of Justice Assistance grant solicitation. The U.S. Attorney's Office for the Southern District of Florida would like to certify our positive working relationship with the City of Miami Police Department, as well as to confirm our intent to collaborate to specifically address violent crime in the Southern District of Florida. The Byrne Criminal Justice Innovation (BCJI) Program supports Department priorities to reduce serious and violent crime, including gun violence; dismantle gang activity; and strengthen local capacity to combat drug abuse. BCJI helps communities build trust and support law enforcement strategies into community -based crime reduction efforts and using information to understand and target the issues. The U.S. Attorney's Office will commit to active engagement and participation in the Byrne Criminal Justice Innovation Program. The City of Miami Police Department will maintain regular communication with the U.S. Attorney's Office to determine any potential collaborative efforts to support the Byrne Criminal Justice Innovation Program and the goals ofthe U.S. Attorney's Office. If you would like further information regarding our commitment to this program, please feel free to contact J.D. Smith, LEC at (305) 961-9156. Sincerely, Digitally signed by ARIANA FAJARDOORSHAN --%� Date: 2021.02.19 14:31:13-05'00' ARIANA FAJARDO ORSHAN UNITED STATES ATTORNEY SOUTHERN DISTRICT OF FLORIDA AGREEMENT BETWEEN THE CITY OF MIAMI AND UMNIAH FUTURES INTERNATIOtiAL LLC AND NATIONAL NETWORK FOR SAFE COMMUNITIES AT JOHN JAY COLLEGE FOR THE IMPLEMENTATION AND MAINTENANCE OF THE CITY OF MIAMI POLICE DEPARTMENT'S BYRNE CRIMINAL JUSTICE INNOVATION PROJECT THIS MEMORANDUM OF UNDERSTANDING ("this Agreement") is hereby entered into for the purpose of participating in the planning process for the City of Miami, a Florida municipal corporation ("City"), by and through the City of Miami Police Department's ("MPD"), Byme Criminal Justice Invnovation Project ("the Project") located at 444 SW 2"d Ave., Ste. 945, Miami, FL 33130. The success of the City's Planning process is greatly dependent on strong collaboration and highly engaged partnerships with local stakeholders, community members and project partners. As such, MPD is convening a Leadership Council to implement the Project, inform the process and help finalize IMPD's plan for the North District, This Agreement is entered into with Ummah Futures International, LLC. ("UFI" ), located at 11490 SW 2111 St., Miami, FL, 330251, a prominent organization of the community and National Network for Safe Communities at John Jay College ("NNSC"), located at 524 W. 591h St., Ste. 031 W, New York, NY 10019, a key research partner, hereinafter collectively referred to as the "Parties," and hereby acknowledge the following to participate in the City's Leadership Council and the Project: WHEREAS, the U.S. Department of Justice, Office of Justice Programs, Bureau of Justice Assistance provides funding for strategic approaches to crime reduction through the Byrne Criminal Justice Innovation Program ("BCJI"); and WHEREAS, the BCJI supports the City ofMiami Police Department's priorities to reduce serious violent crime, gun violence, dismantle gang activity, and strengthen local capacity to combat drug abuse; and WHEREAS, BCJI's model assists communities build trust and support law enforcement agencies working with their communities by integrating enforcement strategies into community - based crime reduction efforts and using this information to understand and target the issues creating criminal activities; and WHEREAS, the City is an eligible applicant to receive BCJI Program grant funds on behalf of MPD for purposes of hosting an innovative community based crime reduction program; and WHEREAS, the anticipated grant award will provide funding towards the implementation of a the Project that will support the MPD aim to reduce crime and mitigate the impacts on crime victims; and WHEREAS, the City, through MPD, endeavors to implement the Project consistent with the requirements and guidelines of the BCJI solicitation; and WHEREAS, MPD, in collaboration with National Network for Safe Communities at John Jay College ("NNSC") serving as the Project's comprehensive research partner, as well as Ummah Futures International, LLC.("UFI") providing critical social analytics skills and community contacts, will seek to ensure that the Project in attaining its goals and objectives and continuously strive to improve the Project's quality; and V4'HEREAS, to that end, the objectives between the Parties under this agreement include the provision of law enforcement and community partnerships, to encourage and support comprehensive cross -system planning and collaboration, and expand the efforts to reduce serious crimes; and WHEREAS, the Parties are conunitted to achieving the maximum benefits through a multi -disciplinary partnership to implement and maintain MPD's Byrne Criminal Justice Innovation Project in the City and Miami -Dade County; and NOW THEREFORE, in consideration of the foregoing and of the mutual covenants hereinafter set forth, the Parties agree as follows: THE BYRNE CRIMINAL JUSTICE INNOVATION PROJECT BCJI is a strategic approach to crime reduction that leverages community knowledge and expertise by focusing enforcement efforts on neighborhoods where crime is concentrated, or crime "hotspots." These neighborhoods face a range of challenges which cause their crime problems, so BCJI employs a multifaceted approach that addresses their roots in order to generate long-term impacts. Persistent crime and public safety problems, especially gang activity and youth violence, cannot be addressed solely by law enforcement. These issues require a comprehensive interagency approach that enables law enforcement, educators, social services agencies, and community organizations to address both public safety problems and their underlying causes. While each BCJI community is unique, most face common challenges and use similar approaches to address crime and safety challenges. These include: • Addressing serious and violent crime, with a special emphasis on gun violence and related crimes. • Examining conditions that contribute to crime in order to effectively target crime hotspots. • Addressing physical conditions that increase risk for crime, seeking to harden these targets through assessments and review of land use, code enforcement, and nuisance laws. • Implementing strategies to engage residents, including youth and young adults, in crime prevention efforts. To achieve BCJI Program objectives, the City must sustain an active and engaged leadership role in the successful management of a BCJI grant award. The City serves as a core partner and must convene, lead, and engage a broad cross -sector partnership team that includes law enforcement, other criminal justice partners, neighborhood residents, and relevant community stakeholders. The cross -sector partnership team should have the capacity to conduct the necessary research and data analysis activities described throughout this grant announcement. For this Project the City, by and through MPD, shall serve as the "lead" organization. As the lead organization, MPD is responsible for the following; • Convening the Leadership Council; • Coordinating planning activities for the City's project, including but not limited to organizing focus groups, interviews of key stakeholders, etc.; • Facilitating communications and information sharing with the City's Leadership Council; • Drafting and completing the City's implementation plan for the Project; • Measuring key outcomes and indicators for the City's implementation process; • Overseeing the implementation of the Project and maintenance of the Project over the three (3) year grant period. II. PARTIES' ROLES AND RESPONSIBILITIES A. CITY'S RESPONSIBILITIES: 1. The City, by and through MPD, shall serve as the implementing agency for the Parties to establish the Project services. 2. MPD commits to providing training to its entire force regarding the Project and will track number of officers trained per year and number of officers receiving Project training. 3. MPD shall assign a sworn law enforcement officer with experience in community outreach and violence prevention to serve as the "Project Coordinator." The Project Coordinator shall be the liaison between MPD and the Parties to this Agreement. Additionally, the Project Coordinator shall serve as the primary contact for all required grant reporting. The Project Coordinator shall ensure that all MPD officers receive training regarding the policies and procedures pertaining to the Project, develop a data sharing arrangement with the Parties to this Agreement, and coordinate monthly meetings and updates amongst the Parties to this Agreement. 4. MPD shall assign an Officer to serve as the "Project Director" ("Director") who will oversee the overall implementation of the Project, facilitate the policy decision -making process, develop data collection and information sharing processes, and attend partners' meetings. The Director shall also review the first year Project performance and adjust the Project as needed to meet the Project's objectives. 5. The City will serve as the fiscal agency for the Project under this Agreement. MPD will monitor grant expenditures and drawdowns, which are subsequently reviewed by the City's Management and Budget Department. As required by the DOJ, tracking drawdowns and expenditures will be maintained separately from other funding. Expenses will be handled by the City's Finance Department. 6. If the grant is awarded, the City will execute separate agreements with UFI and NNSC to complete the responsibilities described in this Agreement. B. UFFS RESPONSIBILITIES: I. If the grant is awarded, UFI is committed to providing the services required to complete the above -referenced responsibilities under this Agreement, including the Scope of Work services contained in "Attachment A", which is hereby incorporated herein by reference. C NNSC'S RE.1VP0JVSIBIL1TIES: 1. If the grant is awarded, NNSC is committed to providing the services required to complete the above -referenced responsibilities under this Agreement, including the Scope of Work services contained in `Attachment B", which is hereby incorporated herein by reference. IIL VOLUNTARY' DISASSOCIATION This MOU is a nonbinding agreement that all parties have entered into in good faith. Either party may disassociate from the effort without penalty or liability by so notifying the other in writing. Written notice shall be sent sixty (60) days prior to the disassociation. I17. TERAI OF AGREEMENT 1. The tern of this Agreement shall begin on October 1, 2021 and will expire on September .30, 2024. The term period of this Agreement is subject to renewal, amendment, or early termination upon the sole discretion of the Chief of Police or designee, and subject to available BCJI grant funds awarded. 2. The Parties to this Agreement understand and acknowledge that the terns to this Agreement are completely subject to the availability of grant funds awarded by BCJI. The Parties further agree and acknowledge that this Agreement is a prerequisite requirement as part of the City's application for Project funds. As such, the Parties agree and acknowledge that should the BCJI grant funds ultimately awarded to the City not amount to the anticipated award to cover the Project Budget, this Agreement shall automatically become null and void unless the Parties agree, in writing, to amend the terms of this Agreement within the budget to be determined solely by the City. V. AVAILABLE FUNDS FOR PROJECT SERVICES 1. The amount of compensation payable by the City to the Parties as contractors shall be based on the rates quoted in "Attachment C" hereto, which by this reference is incorporated into and made a part of this Agreement. The total fees available under this Agreement, during the entire tern, cannot exceed a cumulative total of one million U.S. dollars ($1,000,000.00). 4 17. PROGRAhI F,NHANCENTENT AND QUALITY INIPROVEMENT, 1. A Performance Improvement Plan will assist the program in attaining its goals and objectives and improve program quality. M.PD personnel will be involved in ongoing quality management, measurement, and feedback processes. Process data will be examined relating programmatic processes to socio-demographic variables identify a correlation. Findings will be reported to MPD. IN WITNESS WHEREOF, the Parties have caused this Agreement to be duly executed on their behalf as of the date of this Agreement: For City of Miami: ATTEST: ----''T� . Hann ~ -- City Clerk APPROVED AS TO LEGAL FORibi INSURANCE AND CORRECTNESS 7),�� �/.f,_9_ ictorla, Mends City Attorney JCP - 21-144-2 - Uinmah Futures International, LLC & Jahn Jay College - Implementation & Maintenance of Byrne Criminal Justice Innovation Proj.) 66City" CITY OF MIAhII, a municipal corporation Art Norieg City Manager APPROVED AS TO REQUIREMENTS: i Ann -Marie Sharpe Risk Management Director Counterparts and Electronic Signatures. This Agreement may be executed in any number of counterparts, each of which so executed shall be deemed to be an original, and such counterparts shall together constitute but one and the same :agreement. The parties shall be entitled to sign and transmit an electronic signature of this Agreement (whether by facsimile, PDF or other email transmission), which signature shall be binding on the party whose name is contained therein. Any party providing an electronic .signature agrees to promptly execute and deliver to the other parties an original signed Agreement upon request For National Network for Safe Communities (NNSC) at John Jay College: 1.4 C) .� Ah — ad Dowla Director, Operations & Finance For Ummah Futures International, LLC: WaynelRawlins, President Date: 06/24/21 Date: "�- '�- rsc r saas�r - . rx r s AC 14er • 'tie s K9 L UAIMAFUTURES i1 NT RNATiONAL SCOPE OF SERVICES BJA BCJI Grant Support and Outreach Coordination 1. Support and Outreach Coordination A. Tasks The Contractor shall: 1. Provide day-to-day coordination and management support to the Miami Police Department's (MPD) BJA BCJI project. 2. Utilize a holistic approach that addresses the needs of the target group identified by the MPD. 3. Work with other project staff towards establishing the goals and implementing the objectives of the MPD BJA BCJI project. Other project staff may include, but are not limited to, personnel from: the NNSC for Safe Communities (NNSC), criminal justice professionals, other governmental agencies, and non -governmental organizations. 4. Oversee and coordinate the work of subcontractors and any other organizations required to fulfill the needs of the project. S. Coordinate with agencies that provide social services and other support services to the target group as necessary. 6. Collect data on die services and support provided by the agencies to ensure effective service delivery to the target group. 7. Assist in developing and maintaining robust relationships with criminal justice partners. 8. Assist in the development, implementation, and facilitation of the project's executive committee, which will consist of the criminal justice partners, NNSC staff, governmental agencies, and non -governmental organizations to implement the project. 9. Coordinate with the NNSC for strategic advising and implementation of project activities. € j�L D dkN.�n's ekt P. L FUTURES Ulfll�IAtl NTERNATIQNAL 10. Assist criminal justice partners to integrate project activities within their agencies. 11. Participate in collaborative learning opportunities, receive advice and support from the NNSC's expert technical advisors and recommend strategies to the executive committee to reduce gun violence in the City of Miami. 12. Assist in the development and management of project partnerships with community - based organizations. 13. Assist in coordinating with NNSC staff to facilitate peer leaming exchanges, focused on design and launch, between criminal justice partners and other NNSC sites to support this effort. 14. Implement a resource assessment process to adequately meet specific, immediate needs of the target group including, but not limited, the following: • Trauma • Low cost, but pressing needs (transportation, groceries, state identification cards etc.) • Protection from risk. (emergency housing relocation, etc.) • Monetary assistance for emergency housing relocation, food, and other necessities • Access to housing, employment resources, substances treatment, health care, etc. 15. Be available, at a minimum, telephonically, 24 hours a day to provide service referrals to criminal justice partners. B. Coordination The Contractor shall: 1. Assist in managing and maintaining strong relationships with project stakeholders. 2. Coordinate with the project's executive committee and communicate regular updates on project implementation. 3. Assist in creating and managing organizational structure for implementation of the project, including identifying and establishing working groups, tracking project activities, and coordinating with project partners. • M i • R' � x s ' ea,(�aj' nY U1�iLT'I.H.I1 NTERNATIONAL 4. Develop working agreements and manage services, as needed, with community -based organizations and other non -governmental organizations to reduce gun violence. C. Reporting The Contractor shall: l . Meet with MPD staff on a regular basis, at a minimum monthly, to provide updates on the status of deliverables of the project. 2. Develop and present a monthly summary report to MPD no later than on the ISth of every month. Such reports shall describe the progress of support and outreach including reconunendations to improve its implementation. 3. Provide time and effort reports (including copies of any photos, and other documentation generated during the period). 4. Provide any other reports requested or required by the MPD. a0* 010 National Network For Safe Communities at JOHN JAY COLLEGE David Kennedy, Executive Director Will oversee problem analysis of violence in City of Miami Will lead closed door working session(s) with the City of Miami Will oversee design and tailoring of violence intervention framework for the City of Miami, including the adaptation of core evidence -based and proved strategies to fit the facts on the ground in Miami Louisa Aviles, Director Will lead problem analysis of violence in the City of Miami Will support closed door working session(s) with the City of Miami and additional work to design and tailor violence intervention framework Will direct the implementation of the aforementioned violence intervention framework through participation as needed in regular and intensive strategic advising; designing peer exchanges, working sessions and other collaborative learning opportunities; and supporting other members of NNSC's Miami advising team in guiding the work in Miami. Paul Smith, Director Will support the problem analysis of violence in the City of Miami Will support closed door working session(s) with the City of Miami and additional work to design and tailor violence intervention framework Will lead the implementation of the aforementioned violence intervention framework, including by leading NNSC's strategic advising through regular calls and intensive advising/site visits; facilitating Miami's participation in collaborative learning opportunities; working regularly with other members of NNSC's senior staff and advising team to regularly bring the strongest innovations from NNSC and from the field to the Miami partnership. Heather Conley, Field Associate Will support the problem analysis of violence in the City of Miami Will support the implementation of the aforementioned violence intervention framework by participating in regular and intensive strategic advising calls and site visits, supporting Miami's participation in collaborative learning opportunities, and providing logistical and administrative support to NNSC's project team National Network for Safe Communities 1 524 W. 59" Street Suite 4031 W, New York, NY 10019 1 www.nnscommunities.org City of Miami Community -Based Crime Reduction Grant Proposal Planning Phase The National Network will provide intensive strategic advising to assist key City of Miami partners and stakeholders —including law enforcement, service providers, and community leaders —to assess the nature of violent crime occurring in selected City of Miami neighborhoods. 1. Quantitative and qualitative analysis of street crime dynamics: National Network staff will support a comprehensive problem analysis of serious violence in the City of Miami. This includes group network assessment, violent incident review, and examination and analysis of crime drivers. The group network assessment aims to uncover through social network analysis all known relationships among violent criminal groups in the City of Miami, and the extent to which those groups are involved in the most serious violence in the city. The violent incident review includes an analysis of recent shootings and homicides specifically to uncover what is driving the violence and the role of criminal groups and but also of other violence dynamics in driving homicides and shootings. This includes looking at all characteristics of the most serious violent incidents in the community, including elements of intimate partner violence, overlap with drug or robbery transactions, cycles of retaliation, particular weapons usage, etc. Lastly, National Network staff will support the development of geographic depictions of the crime and violence overlaid with identified group territory or open-air drug markets, National Network staff will tailor this problem analysis exercise to reflect the existing data gathering mechanisms in place in City of Miami and take advantage of existing expertise around criminal group dynamics in particular (e.g. via Project Safe Neighborhood). NNSC expects that this analysis will include data collection with frontline law enforcement —police, probation, parole, county and federal prosecutors, etc. —and also with community -based public safety stakeholders such as outreach workers, engaged community advocates against violence, and so on. NNSC's experience is that meaningful data and insights can be gleaned from multiple cohorts and will tailor the data gathering exercises to each group. 2. Presentation of findings: The National Network will hold a one -day workshop to present key findings from the problem analysis to City of Miami partners —including law enforcement, social service providers, and community leaders. City of Miami partners and stakeholders will come away from the presentation with an understanding of the crime and violence in selected neighborhoods, specifically, the extent of criminal group activity, and the extent to which factors like drug transactions, robbery dynamics, intimate partner violence, etc. are linked to the most serious incidents of violence. The presentation will be accompanied by a report that details the analysis findings and presents concrete, actionable recommendations to address crime and violence. NNSC will also facilitate the discussion of core findings with public safety stakeholders around the city, in collaboration with City leadership. 3, Develop site -specific interventions. Based on the results of the quantitative and qualitative City of Miami Community -Based Crime Reduction Grant Proposal analysis of street violence dynamics, the National Network will develop an implementation plan. This plan will outline a curriculum, trainings and a set of activities to be implemented. Implementation Phase The National Network will provide intensive strategic advising to support key City of Miami partners and stakeholders —including law enforcement, service providers, and community leaders —to shift the way they work together to engage directly with what is likely to be a particularly and recognizable combination of people and dynamics that are driving the most serious violence in the target area. NNSC strategies use a combination of direct messaging with the highest -risk people; specially tailored outreach and support services designed to keep those at highest risk for involvement in violence safe, alive, and out of prison; and prior notice for the legal consequences for further perpetration of violence. The process will include the following activities: I. Strategic advising: NNSC will provide strategic advising to help key City of Miami partners and stakeholders —including the city administration, law enforcement partners such as police and prosecutors; social service providers, and community leaders —shift the way they work together to deliver focused deterrence messaging, and execute on enforcement and service promises to reduce crime and violence. This strategic advising will be structured with the specific intention of developing accountability processes and mechanisms that empower the project manager and other local operational partners to ultimately own fidelity of the implementation. NNSC proposes the following elements of strategic advising: a. Develop local operational support: The National Network will train and support the designated full-time, City of Miami -based project manager to coordinate implementation of a focused deterrence strategy on behalf of the city during and after this proposal. The National Network will work closely with the project manager to provide a comprehensive understanding of focused deterrence theory and the steps to effective implementation as well as guide the project manager's effective operation within law enforcement, social service and community circles. In addition, the National Network will work with the project manager and key law enforcement principals, community leaders, and service providers committed to the successful implementation of focused deterrence. b. Day-to-day distance strategic advising: National Network staff with deep experience in this work will conduct dedicated regular calls with the project managerand other key partners to guide the strategic implementation of focused deterrence in the City of Miami, plan and support additional investments in the comprehensive strategy, and provide expert guidance on any challenges that arise. NNSC anticipates that these calls will occur on a weekly basis at least through the first call -in and will work with the City of Miami team to adjust frequency as necessary as implementation proceeds. c. Regular implementation reviews: NNSC will introduce to the City of Miami the use of a comprehensive implementation review rubric that will serve as a tool for a) quarterly assessment of City of Miami's implementation and fidelity to the focused deterrence model, and b) ongoing strategic planning. An early step in NNSC's strategic advising, and a periodic step thereafter, will be the review of this rubric in partnership with the City of Miami's project 2 City of Miami Community -Based Crime Reduction Grant Proposal manager and core operational team in order to inform the city's implementation plan. Long term, NNSC anticipates that ownership of this regular implementation review process will rest with the project manager for the purpose of ensuring sustainable implementation beyond the life of this contract. d. Regular executive stakeholder engagement: NNSC will request quarterly phone conferences with the executive stakeholders in City of Miami for the purpose of discussing progress in implementation, reviewing the aforementioned rubric, and building consensus around identified short, medium and long term goals. NNSC anticipates facilitating this quarterly discussion at the outset of this contract but expects that management of this update and discussion process will shift long-term to the project manager, with participation and feedback from NNSC. e. Regular site visits to City of Miami. The National Network will provide on -site support on a regular basis to assess implementation progress, meet with stakeholders, and guide partners through implementation challenges on the ground. It. Access to management and development tools: NNSC recognizes that many jurisdictions implementing focused deterrence interviews benefit from ongoing development opportunities for key stakeholders as well as tools to help project managers support rigorous implementation. NNSC feels strongly that while firsthand exposure, either from NNSC or from subject area experts in partner jurisdictions with history implementing focused deterrence approaches, is important when adopting new strategies or emerging innovations, it is equally important that jurisdictions are equipped with tools to manage their own ongoing training needs with regard to the core strategy. To this end, the NNSC will support Miami by offering support in both areas: a. Accountability and project management tools: National experience has shown that strong, ongoing project management is central to the long-term success of an evidence - based strategy. NNSC has thus developed a series of tools designed to support project managers and other operational leaders and thus bolster the durability of the intervention. These tools include implementation and management guides specific to NNSC's strategies and tracking documents specific to planning call -ins, tracking messaging, and providing speaker feedback, as well as the aforementioned implementation review rubric. b. Access to training modules: The NNSC recognizes that there is a need among local leaders for support in providing ongoing training, refreshers, overviews, etc. to local stakeholders on a regular basis. NNSC has therefore developed a suite of online modules, each of which is designed to cover specific theoretical and operational topics key to the implementation of the focused deterrence approaches. Topics range from the Nature of Street Groups to Strategic Law Enforcement to Planning a Call -in and are meant to equip local trainers and stakeholders with both the guidance and content necessary to deliver their own trainings. NNSC will make these modules available to Miami and will work with local leaders to adapt them where necessary to the specific conditions in Miami. 3 City of Miami Community -Based Crime Reduction Grant Proposal c. Topic -specific workshops and webinars: The NNSC will provide Miami with the opportunity to participate in specialized workshops and webinars as needed on specific topics and emerging innovations, such as custom notifications, community -police responses to victims of violence, etc. The intent of these workshoplwebinar opportunities will be to expose key stakeholders to the featured practice or concept for the purpose of strategic planning for local application or rollout. NNSC's intention is to conduct such workshops and/or webinars regionally where possible in order to facilitate participation from a variety of sites and foster peer dialogue. III. Provide peer support and collaborative learning opportunities. The experience of the National Network team indicates that practitioners are more likely to embrace innovation when they learn about it from their peers. As such, we will promote and conduct virtual and on site working sessions between Miami and other site teams to enhance understanding of GVI and strengthen implementation capacity. The National Network will support Miami in participating in the following collaborative learning methods: a. Peer exchanges: The National Network will support a number of 'lateral" peer exchanges between Miami and other National Network sites. These peer exchanges expose sites to different methods, encourage innovations, and help build a national pool of experts in focused deterrence approaches and complementary strategies and innovations. b, Working sessions: The National Network convenes regular conferences of experienced practitioners and expert advisors to focus on innovative practices within the three core elements of the strategy. These conferences have included topics such as developing strategic law enforcement methods, mobilizing community moral voices, and tailoring social services for those at highest risk of violence. c. Regional Collaboration: As the NNSC has grown and implementation of GVI and similar approaches has spread nationally, opportunities for regional collaboration among active NNSC partners have proliferated. NNSC is in the process of working to develop strategies to maximize regional collaboration among partner jurisdictions in the Southeastem United States, including Baton Rouge, LA; Miami -Dade County, FL; Fort Myers, FL; DeKalb County, GA, and other sites. City of Miami Miami BCJI Project Descriptions of Key Positions and Resumes Major Chiquita Thomas -Butler, Program Manager, City of Miami Police Department (MPD): Major Thomas -Butler has over 24 year of law enforcement experience. Her long and successful track record of spearheading community engagement initiatives and executive leadership led to her current appointment as the Community Engagement Director under the Office of the Chief. As Program Manager, Major Thomas -Butler will be responsible for the periodic monitoring of subrecipients and will be the point of contact for collaborative efforts with the BCJI TTA provider and subject matter experts. She will ensure compliance with the grant requirements and fulfillment of the grant objectives. The Program Manager will collect, collate, and submit timely performance data, semi-annual progress reports and quarterly financial reports. Officer Tasheba Pratt, Project Coordinator, MPD: Officer Pratt has 6 years of law enforcement experience. She currently serves as the Overtown service area Neighborhood Resource Officer. In her current position, she utilizes a community -oriented policing approach to serve the community. As Project Coordinator, Officer Pratt will work full-time 40 hours per week on the Miami BCJI Project, and report directly to the Program Manager. She is the primary liaison, coordinating the day-to-day activities and communication between the BCJI Management Team members. Officer Pratt will direct communications with the Working Group and other identified key stakeholders, coordinate project meetings, presentations, and work with the MPD crime analysts for crime data collection. Additional Project Coordinator duties and responsibilities will include but not be limited to: 1 City of Miami Miami BCJI Project • Develop and manage project partnerships with research partner and community -based organizations • Maintain close relationships with local and federal criminal justice partners • Coordinate and manage the execution of the project's implementation plan • Manage and implement project strategies, which include addressing proactive gun violence response, reactive gun violence response, and gun violence intervention • Ensure that project activities are properly tracked, documented, and shared appropriately • Coordinate day-to-day operations of the project and monitor project activities. David Kennedy, Executive Director, National Network for Safe Communities (NNSC): Mr. Kennedy has presided as NNSC Director since 2019. He has over 39 years of combined executive leadership and academic experience in the field of criminal justice policy. Mr. Kennedy will oversee problem analysis of violence in City of Miami; lead closed door working session(s) with the City of Miami; oversee design and tailoring of violence intervention framework for the City of Miami, including the adaptation of core evidence -based and proved strategies to fit the facts on the ground in Miami. Louisa Aviles, Director, NNSC: Ms. Aviles is an experienced practitioner in crime prevention strategies. She has an M.A. in Criminal Justice; Advanced Certificate in Crime Prevention and Analysis and is CITI-certified for research with human subjects. Ms. Aviles will lead problem analysis of violence in the City of Miami; support closed door working session(s) and additional work to design and tailor the violence intervention framework. She will direct the implementation of the aforementioned violence intervention framework through participation as needed in regular and intensive strategic advising; designing peer exchanges, working sessions 2 City of Miami Miami BCJI Project and other collaborative learning opportunities; and supporting other members of NNSC's Miami research/advising team in guiding the work in Miami. Paul Smith, Director, National Network for Safe Communities (NNSC): Mr. Smith has 23 years of combined experience as an educator and expert in Group Violence Reduction strategies. Mr. Smith will support the problem analysis of violence in the City of Miami; support closed door working session(s) with the City of Miami and additional work to design and tailor the violence intervention framework. He will lead the implementation of the aforementioned violence intervention framework, including by leading NNSC's strategic advising through regular calls and intensive advising/site visits; facilitating Miami's participation in collaborative learning opportunities; working regularly with other members of NNSC's senior staff and advising team to regularly bring the strongest innovations from NNSC and from the field to the Miami partnership. Heather Conley, Field Associate, National Network for Safe Communities (NNSC): Ms. Conley is a candidate for a B.A./M.A. in Criminal Justice and has developed extensive experience in anti -crime initiatives and strategic planning with NNSC over the past 6 years. Ms. Conley will support the problem analysis of violence in the City of Miami; support the implementation of the aforementioned violence intervention framework by participating in regular and intensive strategic advising calls and site visits, supporting Miami's participation in collaborative learning opportunities; and providing logistical and administrative support to NNSC's project team. Wayne Rawlings, Resources Coordinator, Ummah Futures International (UFI): Mr. Rawlings has over 20 years of experience in implementing community revitalizations strategies, urban and rural community planning and resource management. He has served as the Program Manager for the Miami -Dade Violence Initiative since 2002. Mr. Rawling will assist and advise MPD on integration of GVI activities within the Focused Deterrence framework; organize elected 3 City of Miami Miami BCJI Project officials, faith leaders, social and economic service providers along with criminal justice personnel and concerned community activists, via Walking One Stops, to bring social and economic service referrals door-to-door in neighborhoods that have experienced recent, severe, or persistent incidents of violence. Mr. Rawlings will also oversee the Street Outreach Team comprised of the three Outreach Workers and two Clinical Social Workers. Chiquita F. Thomas -Butler 7013-,miami-police.org (786) 277-8039 (a,CButlermpd PROFESSIONAL SUMMARY: Professional Law Enforcement Executive with 24-years of experience with a passion for public service. Skilled in effectively working with people from different social and economic backgrounds. PROFESSIONAL EXPERIENCE: 2020-Present Major Community Engagement Director This newly created position commenced in 2020 amid civil unrest throughout the nation. Task includes building relationships and constant contact between our community stake- holders, anchor institutions and community leadership. In addition, responsibilities are not limited to the City of Miami but branches out to Miami -Dade County as well. This position is integral to the direct line of communication between the Chiefs office and our stake- holders to assist the agency with building trust and positive community engagement. Key Accomplishments Understanding that COVID-19 would have detrimental effects on our most vulner- able populations, contact was made with representatives for our homeless commu- nity that do not wish to enter a shelter. Additional contact was made to the NET Commander of the Over Town area which has one of our largest homeless popula- tion. Contact was made with the Pastor of the historic Over Town St. John Baptist Church and a representative from the Dream Defenders to work out a plan of action. St. John was able to supply their parking lot area for the quick assembling of out- door showers and portable toilets. Moreover, while working the Emergency Oper- ation Center, it was determined that portable hand washing stations would be placed throughout the City for the homeless. The nationwide attention to the death of Mr. Jorge Floyd drew local protest. It was imperative for effective and timely communication with ranking staff and commu- nity leaders to get them involved as quickly as possible. Using fostered relation- ships, contact was made with local organizations such as Circle of Brotherhood, Ark of the City, multiple interfaith based organization as well as the Community Outreach Representative from the State attorney's office. These organization as- sisted in guiding peaceful protest and quailing agitators. • Coordination with multiple agencies and organizations on the funeral services for fallen Police Major, Aubrey Johnson Jr. who died in the line of duty. This operation included two days of activities at four separate locations that required significant attention to detail and execution. 2017-2020 Commander Coconut Grove NET As NET Commander of Coconut Grove, responsibilities included overseeing and com- manding the day-to-day operation of the assigned area 24 hours a day, 7 days a week. Additionally, assessments of the short-term and long-term needs of the community were made and necessary deployment and coordination of personnel, as well as vital social ser- vices, were put in place. Prioritized crime related categories and collaboratively worked with community -based organizations and other stakeholders to bring about solutions to solve the problems to enhance the quality of life in the community and for its residents. Also served as Acting Major for the District as needed. Key Accomplishments • Provided leadership and buy -in to agency's vision and communicated expectations to all members under direct command and ensured appropriate appraisal documen- tation to establish high standards of performance. • Coordinated operations with local, county, and state law enforcement agencies to address crime and social related problems. • Partnered with code enforcement to address nuisance locations and recommended demolitions of several buildings along historic Grand Avenue, as well as houses that had been abandoned. • Targeted repeat offenders by assigning arrestees to a member of the support team. Support team member would attend Bond hearings to address the judge on the se- verity of releasing the repeat offender. Thus, having the bond denied or elevated aid in an over 50% decrease in crime. It is documented that employed tactic helped Coconut Grove to close out the year with the lowest crime rate in the City. • Coordinated monthly internal and external resources to ensure an Operational De- tail twice a month to include traffic enforcement in high accident areas, enforce- ment of illegal parking in area of complaints, illegal dumping details, homeless encounter outreach and regular probation sweeps. • Coordinated community engagement events at least once a month to include "Cof- fee with a Cop" which were broken down in different sectors of the NET area. The event was used to update the residents, listen and address their concerns. In addi- tion, with community input, a community event was organized, "Taste of the Grove," a small festival that included a community soft ball game. Police officers would play against the community residents from all the Grove sectors. 2016-2017 Senior Executive Assistant to the Chief of Police As Executive Assistant to the Chief of Police there was a direct report to the Chief of Po- lice. Tasked included ensuring the new Field Training Officer Program Evaluation System was being properly used. Additional responsibilities included oversaw Step Interviews of officers that had been recycled in the program and updated the Administration Assistant Chief of the outcome; assigned to the Department's Benefits Officer and in charge of the Police Memorial and officer funeral services on duty and off duty. Managed the Chiefs Leadership Council and its meeting with the Chief of Police. Handled various assignments as directed. Key Accomplishments • Created the Chiefs Leadership Council. The council consisted of eight community leaders from multiple organizations and professions. Monthly meetings were con- ducted with the council and the Chief to discuss various concerns that included but were not limited to: policies and procedures, use of force, social and economic is- sues, the homeless population and mental health concerns. • Coordinated with multiple agencies and organizations on the funeral services for fallen police Major Jorge Sanchez. Major Sanchez was killed in the line of duty in a traffic crash. This operation consisted of two days of activities at three separate locations. • Coordinated with several sections for the yearly Police Memorial to honor the fam- ilies of our past fallen officers. 2016-2016 Criminal Investigations Assaults and Domestic Violence Commander As Commanding Officer in Criminal Investigations, task included ensuring commanding the investigative unit. Ensured that all case were properly assigned and thoroughly inves- tigated by keeping constant communications with the assigned Sergeant. Reviewed and ensured proper criteria and procedures for search warrants were followed. Held supervisors accountable to ensure case files were accurate and thoroughly completed for prosecution. Additionally, ensured follow-up with victims of serious crimes to confirm they were of- fered our Victims Advocate Services. Regularly met with unit to discuss major cases. Key Accomplishments • Established great camaraderie amongst the team members by using effective com- munication. Created healthy workplace environment and gave space for profes- sional team -building. Additionally, due to the nature of the investigative assign- ment, I ensured that they were aware that the offer of counseling was available to them. • Returned to serve as the Commander of the unit I served in as a Detective in 2003- 2005. 2015-2016 Patrol Lieutenant As Patrol Lieutenant primary responsibilities included but not limited to: Ensured adequate personnel/staffing through the districts. Reviewed and updated "P" sheet (work schedule) as needed. Monitored and assessed police personnel and documented for evaluations to establish high standards efficiency and development. In addition, served as Acting Com- mander for NET area. Key Accomplishments • Coordinated a successful district wide multi -agency operation utilizing internal and external resources. Highlighted were several "wanted" violent offenders and traffic violators were apprehended and the operation was featured through media outlets. • Assigned as the Acting Commander in the absence of the NET Commander. 2008-2015 Training & Personnel Development Section Supervisor As Survival and Administrative Supervisor of the Training & Personnel Development Sec- tion, task included ensuring efficiency and consistency in training practices. This was ac- complished by providing innovative, qualitative and realistic scenario -based training. Key Accomplishments • Served as an Officer Survival Instructor and a Training Advisor for several basic law enforcement classes (BLE) 2005-2007. • Selected for Officer Survival Detail Supervisor. • Tasked with providing leadership to the Training Administrate Detail. • Coordinated with staff to ensure deadlines were met for recertification on entire Department to include staff members. • Served as the Acting Commanding Officer in Service and Firearms Detail for more than two years because of personnel shortages within the Lieutenant rank. 2007-2008 Administrative Supervisor -South District FOD As Administrative Supervisor for the South District, duties included to providing support to the District Major by managing office staff, communicating with community stakehold- ers that expressed concerns; coordinating with the Lieutenant to ensure proper staffing; preparing CompStat documents and maintain records. Key Accomplishments • Implemented a system of reporting and correcting missing or incomplete Incident Reports in a timely manner. Never allowing the District to have double digits in missing reports by the end of the workday. • Created the Field Training Officers (FTO) vehicle sign out/ sign in log to track the use and maintenance of the Field Training Officers Vehicles assigned to the district. 2007-2007 Patrol Supervisor First Line Supervisor is one of the most important roles to the success of the Street Officers. In addition to the admirative responsibilities, the First Line Supervise is the supervisor that guides, coaches and holds officers accountable for their actions. Key Accomplishments • Worked with the Homeless Outreach personnel to conducted regular homeless out- reach in the Downtown area. • Worked directly with residents and faith -based organizations in Coconut Grove to address drug sales in the area. 2000-2003 Neighborhood Resource Officer Coconut Grove As Neighborhood Resource Officer (NRO) responsibilities included providing support to the residents of the community. Additionally, focused on community policing by building positive relationships and partnering with various stakeholders and organizations. Provided strategic strategies for proactive policing through long term problem solving. Key Accomplishments Worked with the Coconut Grove Negro Women's Club as a mentor to the commu- nity's youth. • Worked with the Coconut Grove Goombay Festival and other special events to ad- dress safety concerns. • Worked with Helen B. Bentley Family Health Center to help provide residents with social services. 1997-2000 Problem Solving Team Coconut Grove As part of the Problem -Solving Team, assignments were to address problems with long term solutions in mind. Using the "Broken WindowTheory" the Team created long-term strategies to correct social -ills that can be sustained once implemented. Key Accomplishments • Member of the first Problem Solving Team in the Department. • Self -initiated Park and Walks to address homeowners and businesses about "quality of life" concerns. • Successful in collecting donations to purchase bicycles for the Problem Solving Team to better interact with the community via cycling. EDUCATION Master of Organizational Leadership Union Institute and University Southern Police Institute CODC 73 Broward College Bachelor of Science, Criminal Justice Management Union Institute and University TRAINING AND CERTIFICATIONS Middle Management Training Taser Instructor Certification Simunition Scenario Instructor Training Street Survival Seminar CMS Vehicle Operations Instructor Certification CMS Defensive Tactics Instructor Certification CMS Firearms Instructor Training Certification General Instructor Refresher Course Certification CMS Instructor Transition Course Meeting and Presentation Skills Case Preparation and Court Presentation Training Terrorism Awareness Training Criminal Law Training National Self -Defense Institute Training Instructor Techniques Workshop Certification Investigative Interviews Training Armed Confrontations Training PROFESSIONAL & CIVIC AFFILIATIONS Miami -Dade County Chiefs of Police Association National Organization of Black Law Enforcement Executives Executive Board Member for the United Police Federal Credit Union (Secretary) Butler's Angels Founder and President (Mentoring Program) Member of the Coconut Grove Negro Women's Club Thirty years of Martial Arts experience (Karate) Eastern Star Patricia A. Stafford Chapter #114 OES-PHA Alpha Kappa Alpha Sorority, Incorporated Jack and Jill of America, Incorporated AWARDS AND RECOGNITION Nominated for "Who's Who Among Students in American Universities and Colleges" for maintaining a high GPA Four years Florida Black Belt Association Champion Two Time Florida National Karate Champion Miami SOL Unsung Shero Award Unsung Shero Award from Helen B. Bentley Family Health Center, Inc. Zeta Phi Beta "Law Enforcement Day" Appreciation Award Featured in Brickell Magazine for Philanthropy Honored by (AACCC) African -American Council of Christian Clergy Honored by Girl Power, Girls Empowerment Organization TaSheba Pratt 16872 SW 137T" Ave Apt 225, Miami, Florida, 33177 * (305) 709-8238 * tashebap@gmail.com WORK EXPERIENCE CITY OF MIAMI POLICE DEPARTMENT, Miami, Florida Police Officer, Nov 2015 - Present • Provide for public safety by maintaining order, responding to emergencies, protecting people and property, enforcing motor vehicle and criminal laws, and promoting good community relations • Record facts to prepare reports that document incidents and activities • Monitor, note, report, and investigate suspicious persons and situations, safety hazards, and unusual or illegal activity in patrol area • Identify, pursue, and arrest suspects and perpetrators of criminal acts • Review facts of incidents to determine if criminal act or statute violations were involved • Render aid to accident victims and other persons requiring first aid for physical injuries • Investigate traffic accidents and other accidents to determine causes and to determine if a crime has been committed • Testify in court to present evidence or act as witness in traffic and criminal cases • Monitor traffic to ensure motorists observe traffic regulations and exhibit safe driving procedures • Issue citations or warnings to violators of motor vehicle ordinances MCDOWELL MEDICAL GROUP, Oakland Park, Florida Pharmaceutical Sales Representative, May 2015 - Nov 2015 • Contacted new and existing customers to discuss their needs, and explained how these needs could be met by specific products and services • Answered customers' questions about products, prices, availability, or credit terms • Emphasized product features based on analyses of customers' needs and on technical knowledge of product capabilities and limitations • Selected the correct products or assist customers in making product selections, based on customers' needs, product specifications, and applicable regulations • Demonstrated and explained the operation and use of products • Recommended ways for customers to alter product usage in order to improve production • Provided feedback to product design teams so that products can be tailored to clients' needs ED. IDEAS, Boca Raton, Florida Academic Advisor, Mar 2010 - May 2015 • Provided students with information on such topics as college degree programs and admission requirements, financial aid opportunities, trade and technical schools, and apprenticeship programs • Reviewed transcripts to ensure that students meet graduation or college entrance requirements and write letters of recommendation • Referred students to degree programs based on interests, aptitudes, or educational assessments • Planned, directed, and participated in recruitment and enrollment activities • Planned and conducted orientation programs and group conferences to promote the adjustment of individuals to new life experiences such as starting college • Prepared reports on students and activities as required by administration SOUTHERN UNIVERSITY AND A&M COLLEGE, Baton Rouge, Louisiana Graduate Assistant, July 2008 — Dec 2009 • Taught undergraduate level courses • Evaluated student work and graded examinations, assignments, or papers and recorded grades Assisted in the preparation of tests and quizzes Provide assistance to faculty members or staff • Assist other educational professionals with projects or research EDUCATION SOUTHERN UNIVERSITY AND A&M COLLEGE, Baton Rouge, Louisiana B.A. in History, Aug 2008 SOUTHERN UNIIVERSITY AND A&M COLLEGE, Baton Rouge, Louisiana M.A. in Social Science, Dec 2009 G.P.A. 3.9/4.0 ADDITIONAL SKILLS • Deals effectively with wide variety of people Ability to work effectively in a team setting • Speaks persuasively and articulately • Proficient in Microsoft Office • Ability to quickly analyze a problem and develop an effective response • Ability to learn new skills quickly and accurately DAVID M. ]KENNEDY JOHN JAY COLLEGE OF CRIMINAL JUSTICE (917) 685-6954 dakennedy@jjay.cuny.edu EXPERIENCE: Director, National Network for Safe Communities. John Jay College of Criminal Justice, New York, New York. 2009-present. Director, Center for Crime Prevention and Control. February, 2005-2009 Tenured full professor, John Jay College of Criminal Justice, City University of New York, 2005-present Senior Researcher/Adjunct Lecturer. Program in Criminal Justice Policy and Management, John F. Kennedy School of Government, Harvard University, Cambridge, Massachusetts. Spring 1991-December, 2004. Visiting Faculty. Brandeis University, Waltham, Massachusetts. 1994. Casewriter/Senior Casewriter. Case Program, John F. Kennedy School of Government, Harvard University, Cambridge, Massachusetts. September, 1982-March, 1993. Analyst. Raytheon Service Company, Transportation Systems Center, Cambridge, Massachusetts. September 1980-February 1982. EDUCATION: Swarthmore College, Swarthmore, Pennsylvania. B.A. with high honors in philosophy and history. 1980. SELECTED PUBLICATIONS: Braga, Anthony A., and David M. Kennedy. A Framework for Addressing Violence and Serious Crime: Focused Deterrence, Legitimacy, and Prevention. Cambridge University Press, 2021. Kennedy, David M. "Direct Communication in Focused Deterrence." The Rowman & Littlefield Handbook of Policing, Communication, and Society (2021): 313. Kennedy, David M. "State Violence, Legitimacy, and the Path to True Public Safety," Niskanen Center, July 8, 2020. https://www.niskanencenter.org/state-violence- legitimacy-and-the-path-to-true-public-safety/ Kennedy, D., & Ben-Menachem, J. (2019). "Moving Toward an American Police — Community Reconciliation Framework," in T. Lave & E. Miller (Eds.), The Cambridge Handbook of Policing in the United States (Cambridge Law Handbooks, pp. 563-580). Cambridge: Cambridge University Press. doi:10.1017/9781108354721.029 Kennedy, David. "Advocate: Policing and the Lessons of Focused Deterrence," in Police Innovation: Contrasting perspectives, edited by David Weisburd and Anthony Braga, 205-226. Cambridge University Press. 2019 Kennedy, David M. "Response to "What works with gangs: A breakthrough," Criminology & Public Policy 18, no. 1 (2019). "What Cops Need to Do If They Want the Public's Trust." Oprah Magazine (May 2017). "Beyond deterrence: Strategies of focus and fairness." Handbook of Crime Prevention and Community Safety (March 27, 2017). Eds. Nick Tilley and Aiden Sidebottom. UK: Routledge. Kennedy, David M. "On Changing How Police View Arrest." Criminology & Pub. Poly 16 (2017): 403. "Community crime prevention." Advancing Criminology and Criminal Justice Policy (2016). Eds. Blomberg, T. G., Brancale, J. M., Beaver, K. M., & Bales, W. D. New York: Routledge. "Chicago should be commended for police reforms, not dissed." Crain's Chicago Business (May 20, 2016). "Warping Time and Space: What it Really Takes to do Action Research in Crime Control." Envisioning Criminology: Researchers on Research as a Process of Discovery (2015). Eds. Michael D. Maltz and Stephen. K Rice. Switzerland: Springer International Publishing. Drug Market Intervention: An Implementation Guide (2015). Washington, D.C.: U.S. Department of Justice, Office of Community Oriented Policing Services. "Black communities: overpoliced for petty crimes, ignored for major ones." Los Angeles Times op-ed (April 10, 2015). "What you think about dangerous neighborhoods is wrong" [Review of the book Ghettoside]. Washington Post (February 19, 2015). 2 David Kennedy. "Violence and street groups: Gangs, groups, and violence." In The Causes and Consequences of Group Violence. Edited by James Hawdon, John Ryan and Marc Lucht. New York: Lexington, 2014 Custom Notifications: Individualized Communication in the Group Violence Intervention (2014). Washington, D.C.: U.S. Department of Justice, Office of Community Oriented Policing Services. "Resetting Race." Race and Social Problems: Restructuring Inequality (2014). Eds. R. Bangs and L. E. Davis. New York: Springer. "Getting Beyond Ferguson." Huf fington Post. (November 20, 2014). "Don't give up, Chattanooga's anti -violence strategy will work." Chattanooga Times Free Press (November 9, 2014). "The Story Behind the Nation's Falling Body Count." Huffington Post (January 1, 2014). Group Violence Intervention: An Implementation Guide (2013). Washington, D.C.: U.S. Department of Justice, Office of Community Oriented Policing Services. "Getting beyond stop -and -frisk: Another tactic has been far more critical to making neighborhoods safer." New York Daily News op-ed (July 15, 2013). "Another kind of gun control." Los Angeles Times op-ed (May 5, 2013). Don't Shoot (2011). Bloomsbury: New York. Kennedy, David M. "Taking Criminology Seriously." Youth Gangs and Community Intervention: Research, Practice, and Evidence (2010): 206. Kennedy, David M. "Gangs and public policy: Constructing and deconstructing gang databases." Criminology & Pub. Poly 8 (2009): 711. Tillyer, Marie Skubak, and David M. Kennedy. "Locating focused deterrence approaches within a situational crime prevention framework." Crime Prevention and Community Safety 10, no. 2 (2008): 75-84. Deterrence and Crime Prevention: Reconsidering the Prospect of Sanction (2008). Routledge: London. Beyond 911: A New Era for Policing (1990). New York: Basic Books (with Malcolm K. Sparrow and Mark H. Moore). "The Neighborhood War Zone." Washington Post Outlook (August 13, 2006). "Project Shows How to Muzzle Detroit's Shootings." Detroit News op-ed (February 9, 2006). "Old Wine in New Bottles: Policing and the Lessons of Pulling Levers." Eds. David Weisburd and Anthony A. Braga. Police Innovation: Contrasting Perspectives (2006). Cambridge: Cambridge University Press. "Rethinking Law Enforcement Strategies to Prevent Domestic Violence" (2004). Networks 19(2-3). National Center for Victims of Crime. "We Need Not Yield to Them." Toronto Globe and Mail op-ed (August 18, 2003). "Testing for Structural Breaks in the Evaluation of Programs." Review of Economics and Statistics 85(3) (2003) (with Suzanne J. Cooper, Anne M. Piehl, and Anthony A. Braga). "Reducing Gang Violence in Boston." In Responding to Gangs: Research and Evaluation (2002). Ed. Winifred Reed. Washington, D.C.: National Institute of Justice (with Anthony A. Braga). "We Can Make Boston Safe Again." Boston Globe op-ed (July 15, 2002). "Controlling Domestic Violence Offenders." Paper prepared for the Hewlett -Family Violence Prevention Fund (April 2002). "The Illegal Supply of Firearms." Crime and Justice: A Review of Research 29 (2002) (with Anthony A. Braga, Philip J. Cook, and Mark H. Moore). "New Approaches to the Strategic Prevention of Gang and Group -Involved Violence." In Gangs in America (3' ed.) (2002). Ed. C. Ronald Huff. Newbury Park, CA: Sage Publications (with Anthony A. Braga and George Tita). "A Tale of One City: Reflections on the Boston Gun Project." In Securing Our Children's Future: New Approaches to Juvenile Justice and Youth Violence (2002). Ed. Gary S. Katzmann. Washington, D.C.: Brookings Institution Press. Reducing Gun Violence: The Boston Gun Project's Operation Ceasefire. National Institute of Justice Research Report (September, 2001). • "Developing and Implementing Operation Ceasefire" (with Anthony A. Braga and Anne M. Piehl). • "Measuring the Impact of Operation Ceasefire" (with Anthony A. Braga, Anne M. Piehl, and Elin J. Waring). "Problem -Oriented Policing, Deterrence, and Youth Violence: An Evaluation of Boston's Operation Ceasefire." Journal of Research in Crime and Delinquency 38, no. 3 (August 2001) (with Anthony A. Braga, Elin J. Waring, and Anne M. Piehl). 4 "The Illicit Acquisition of Firearms by Youth and Juveniles." Journal of Criminal Justice 29(5) (2001) (with Anthony A. Braga). "Gun Shows and the Illegal Diversion of Firearms." The Georgetown Public Policy Review 6(1) (Fall 2000) (with Anthony A. Braga). "Problem Solving and Youth Violence: An Evaluation of the Boston Gun Project." American Law and Economics Review 2(1) (Spring 2000) (with Anthony A. Braga and Anne M. Piehl). "Youth Homicide in Boston: An Assessment of Supplementary Homicide Report Data." Homicide Studies 3(4) (November 1999) (with Anthony A. Braga and Anne M. Piehl). "Research for Problem Solving and the New Collaborations." In Viewing Crime and Justice from a Collaborative Perspective: Plenary Papers of the 1998 Conference on Criminal Justice Research and Evaluation (1998). "A LOOK AT ... Reacting to Violence; But Boston Proves Something Can Be Done." Washington Post op-ed (May 23, 1999). "Homicide in Minneapolis: Research for Problem Solving," Homicide Studies 2, no. 3 (August 1998) (with Anthony A. Braga). "Pulling Levers: Getting Deterrence Right." National Institute of Justice Journal (July 1998). Reprinted in The Modern Gang Reader (2°d ed.). Ed. Malcolm W. Klein, Cheryl L. Maxson, and Jody Miller. Los Angeles: Roxbury Press (2000). "Pulling Levers: Chronic Offenders, High -Crime Settings, and a Theory of Prevention." Valparaiso University Law Review 31(2) (Spring 1997). "The (Un)Known Universe: Mapping Gangs and Gang Violence in Boston." Crime Mapping and Crime Prevention. Ed. David L. Weisburd and J. Thomas McEwen. New York: Criminal Justice Press (1997) (with Anthony A. Braga and Anne M. Piehl). "Neighborhood Revitalization: Lessons from Savannah and Baltimore." National Institute of Justice Journal 231 (August 1996). "Stopping Youth Violence With More Than a Shot In the Dark." Boston Sunday Herald (June 30, 1996). "Youth Violence in Boston: Gun Markets, Serious Youth Offenders, and a Use - Reduction Strategy." Law and Contemporary Problems 59(1) (Winter 1996) (with Anthony A. Braga and Anne M. Piehl). "Gun Buy -Backs: Where Do We Stand and Where Do We Go?" Under Fire: Gun Buy - Backs, Exchanges, and Amnesty Programs. Ed. Martha R. Plotkin. Washington, D.C.: Police Executive Research Forum (1996) (with Anthony A. Braga and Anne M. Piehl). "Underwriting the Risky Investment in Community Policing: What Social Science Should be Doing to Evaluate Community Policing." Justice System Journal 17(3) (1995) (with Mark H. Moore). Reprinted in Critical Issues in Policing: Contemporary Readings (0' ed.). Ed. Roger G. Dunham and Geoffrey P. Alpert, Prospect Heights, IL: Waveland Press (2001). "Can We Keep Guns Away from Kids?" The American Prospect 18 (Summer 1994). "Squeeze the Dealer." New York Times op-ed (April 22, 1994). "NYPD Clean." New York Times op-ed (January 25, 1994) (with Mark H. Moore). "Violence and the Cities: A New National Strategy." Mayors' Leadership Caucus on Crime and Neighborhood Revitalization. Program in Criminal Justice Policy and Management, Kennedy School of Government, Harvard University (November 1993). "When Good Cops Turn Rotten." New York Times op-ed (November 1, 1993) (appeared under the names of Joseph P. Armao and Leslie U. Cornfeld). "Guns and Youth: Disrupting the Market." Paper presented at the 45fl' Annual Meeting of the American Society of Criminology (October, 1993). "Closing the Market: Controlling the Drug Trade in Tampa, Florida." National institute of Justice Program Focus (April, 1993). "The Strategic Management of Police Resources." Perspectives on Policing 14 (January 1993). "Notes on Basic Place -Related Approaches to Violence Control and Neighborhood Revitalization." Paper prepared for the U.S. Department of Housing and Urban Development (1993). "Crime Control, City by City," New York Times op-ed (December 18, 1992) (appeared under the names of Steve Goldsmith, Mayor of Indianapolis, Indiana, and Kurt Schmoke, Mayor of Baltimore, Maryland). Selected case studies in policing and public safety: Computer -Aided Police Dispatching in Houston, Texas. Kennedy School of Government, Harvard University (1990). 6 Fighting Fear in Baltimore County. Kennedy School of Government, Harvard University (1990). Fighting the Drug Trade in Link Valley. Kennedy School of Government, Harvard University (1990). Patrol Allocation in Portland, Oregon. Kennedy School of Government, Harvard University (1988). Neighborhood Policing in Los Angeles. Kennedy School of Government, Harvard University (1987). Neighborhood Policing: The London Metropolitan Police Force. Kennedy School of Government, Harvard University (1986). Principal Contributor: Youth Crime Gun Interdiction Initiative of the Bureau of Alcohol, Tobacco, and Firearms • Crime Gun Trace Reports (1999): National Report (November 2000) • Crime Gun Trace Analysis Reports: The Illegal Youth Firearms Market in 27 Communities (February 1999) • Crime Gun Trace Analysis Reports: The Illegal Youth Firearms Market in 17 Communities (July 1997) U.S. Department of the Treasury, Gun Shows: Brady Checks and Crime Gun Traces (January 1999). The City of New York, Commission to Investigate Allegations of Police Corruption and the Anti -Corruption Procedures of the Police Department [The Mollen Commission], Interim Report and Principal Recommendations (December 27, 1993) and Commission Report (July 7, 1994). St. Clair Commission, Report of the Boston Police Department Management Review Committee (January 14, 1992). Principal advisory activities: Youth and Firearms Violence, city -level initiatives: • Boston, Massachusetts (Director, Boston Gun Project) • Minneapolis, Minnesota • Baltimore, Maryland • Stockton, California • Indianapolis, Indiana • High Point, Winston-Salem, Greensboro North Carolina • Omaha, Nebraska • Chicago, Illinois • East Los Angeles, California • Pittsburgh, Pennsylvania • Rochester, New York • San Francisco, California • Manchester, UK • Washington, DC • Detroit, Michigan • Nassau County, New York • Westchester County, New York • Oakland, California • Richmond, Virginia • New Orleans, Louisiana • Newark, New Jersey • New Haven, CT • Kansas City, KS • Newburgh, NY • Peoria, IL • Baton Rouge, LA • South Bend, IN • Gary, IN Drug Market Disruption, city -level initiatives • High Point, North Carolina • Winston-Salem, North Carolina • Raleigh, North Carolina • Providence, Rhode Island • Newburgh, New York • Rockford, Illinois • Nassau County, New York • Rutland, VT Intimate Partner Violence initiatives • High Point, NC • Kingston, NY Prison Violence Initiatives • Washington State Department of Justice: strategic problem solving strategies; gun violence; advisor to the Executive Office of the United States Attorneys, co -designer Strategic Approaches to 8 Community Safety Initiative, Project Safe Neighborhoods; Drug Market Intervention Initiative; National Initiative for Building Community Trust and Justice Department of the Treasury: firearms trafficking and diversion, co -designer Youth Crime Gun Interdiction Initiative Interagency Working Group on Violence Prevention, Clinton Administration Mollen Commission on Alleged Police Corruption in the New York City Police Department St. Clair Commission, Boston, Massachusetts Honors and awards: The Boston Gun Project/Operation Ceasefire was awarded a 1997 Ford Foundation Innovations in Government award, and received the Herman Goldstein International Award for Problem Oriented Policing, the International Association of Chiefs of Police Webber Seavey Award, and the Person of the Year Award from Law Enforcement News. High Point, North Carolina was the winner of the 2016 Herman Goldstein Award for Excellence in Problem -Oriented Policing for its Intimate Partner Violence Intervention. 2011 Hatfield Scholar Award for scholarship in the public interest High Point, North Carolina was one of seven 2007 winners in the Innovations in Government award program for the Drug Market Intervention. High Point, North Carolina was a 2006 finalist for the Herman Goldstein International Award for Problem Oriented Policing Chief s Award, High Point Police Department, High Point, North Carolina Director's Commendation, Bureau of Alcohol, Tobacco, and Firearms. Letter of appreciation, Secretary of the Treasury Lawrence Summers. Statement of thanks, Vice President Al Gore, launch of the Youth Crime Gun Interdiction Initiative, the White House, July 8, 1996. G] 345 Clinton Ave #41F Brooklyn, NY 11238 LOU ISA ANNE AVILES EXPERIENCE (917) 575-7820 Lou isa.Aviles(7a gmail.com National Network for Safe Communities New York, NY Director, Group Violence Intervention (GVI) Aug '18-present Lead staff in conducting NNSC's technical work to drive sustainable reductions in community violence in partner sites around the United States and internationally. • Set and implement the GVI team's strategic agenda; conduct strategic planning and continuously identify areas for programmatic improvement • Design and lead field exercises to reconceive of NNSC's technical approaches to specific city and country contexts, most recently in DeKalb County, GA; Louisville, KY; Topeka, KS; Chihuahua State, Mexico; Nuevo Leon State, Mexico • Lead development activities, including managing existing grants and contracts and building relationships with new partners • Represent NNSC's work to external actors, including donors, media, policy makers, community leaders, law enforcement, and academic partners • Recruit, hire and manage staff in the delivery of strategic advising on NNSC's violence reduction frameworks • Serve as member of NNSC leadership team Associate Director, Group Violence Intervention (GVI) Jan'17-Aug `18 Helped lead and manage a team implementing evidence -based public safety interventions across 20 sites in the United States; provided direct strategic advising to high profile and/or complicated sites. • Helped overhaul of GVI team's strategic advising structure in January 2017, resulting in increased management support to staff, smaller staff -to -site ratio, and better collaboration across sites • Developed project management tools that were rolled out across the entire portfolio, including a two-day training curriculum, a manual, and process rubrics to facilitate more consistent, effective and sustainable implementation of NNSC strategies • Designed and conducted workshops, working sessions, and exchanges to connect sites throughout the NNSC and advance our partners' thinking around sustaining successes, pinpointing networks at high risk of violence, and incorporating community partners into public safety planning Strategic Operations and Policy Specialist Oct'13-Jan `17 Provided day-to-day strategic advising and support for jurisdictions implementing the Group Violence Intervention (GVI), a collaborative and evidence based approach to reducing violence and building trust between communities and law enforcement. • Led field research exercises with frontline law enforcement personnel to gather qualitative data on local violence dynamics and design appropriate action research projects for local implementation • Managed a portfolio of up to a dozen sites by building trusting and collaborative relationships with a diverse array of stakeholders, training key partners on the core elements of the GVI model, and managing the implementation of site -specific interventions • Developed recruitment, interviewing and hiring system for interns and work-study students; managed ten interns over the course of three years New York City Mayor's Office - Office of the Deputy Mayor for Health and Human Services New York, NY Policy Advisor on the Young Men's Initiative Dec'11.Oct'13 Managed projects for the Young Men's Initiative (YMI), a public -private partnership to improve outcomes in health, education, employment and engagements with the criminal justice system for young Black and Latino men in New York City. • Oversaw YMI programming and policy reforms around educational achievement, school discipline, mentoring, and violence reduction • Worked with City agency leadership and private funders to ensure accountability and meet long term goals • Launched and led working group on evidence -based violence reduction programming and evaluation efforts in NYC • Planned and ran NYC's first citywide conference on mentoring, which brought together more than 200 practitioners to discuss best practices in evidence -based mentoring and identify gaps in current practice • Helped develop YMI's overall communications plan, including print, digital, and social media strategy; created YMI annual report and YMI website New York Police Department New York, NY Analyst, Office of Management Analysis and Planning Oct `09-Dec `11 Provided analysis, research and writing support on special projects. • Helped draft the Annual Firearms Discharge Report, an annual analysis of every time an NYPD officer fired his or her gun • Drafted white paper on the use of social media by the NYPD • Helped design and implement pilot project to digitally record custodial interrogations (conducted literature and best practices review to inform policy recommendations and project design; conducted data analysis to select precincts and charges for inclusion in the project; wrote memos and briefing materials for steering committee chairman and the Police Commissioner; worked with personnel throughout the NYPD to facilitate technology selection, building renovation, policy development, and investigator training; helped design an evaluation of impact on case outcomes and Departmental operations) EDUCATION AND PROFESSIONAL DEVELOPMENT John Jay College of Criminal Justice; M.A. in Criminal Justice; Advanced Certificate in Crime Prevention and Analysis 2014 • CITI-certified for research with human subjects New York City Urban Fellows Program 2010 Georgetown University; B.S. in Foreign Service/International Politics, Magna Cum Laude, Phi Beta Kappa 2009 Commitment to ongoing professional development as a supervisor, manager, and leader • Managing to Change the World course at The Management Center in 2019 • Public Speaking Mastery course at Dale Carnegie Training in 2012 • Undoing Racism course at the People's Institute for Survival and Beyond in 2012 PUBLICATIONS AND PRESENTATIONS • Aviles, L. (moderator) (2019, June). Shifting Perspectives: Identifying the Most Vulnerable People. Panel at the National Network for Safe Communities Biannual Conference 2019 (The Emerging Science of Violence Prevention), New York, NY. • O'Donnell, Maggie and Louisa Aviles. 2017. Group Violence Intervention: A Guide for Project Managers. Washington, DC: Bureau of Justice Assistance. • Aviles, L. (panelist) (2017, August). Project Longevity: Empowering the Community to Save Lives. Panel at the National Organization of Black Law Enforcement Executives Annual Training Conference, Atlanta, GA. • Aviles, L, (panelist) (2017, June). Sustaining Success: New Thinking on Management and Accountability. Panel at National Network for Safe Communities Biannual Conference 2017 (Race, History, and a New Vision of Public Safety), New York, NY. • Aviles, L. (moderator) (2017, June). Reading the Streets: Shooting Reviews in the NNSC's Strategies. Panel at National Network for Safe Communities Biannual Conference 2017 (Race, History, and a New Vision of Public Safety), New York, NY. • Aviles, L. (2017, January). The Group Violence Intervention. Presentation at the Northern Ohio Violent Crime Consortium Annual Meeting, Cleveland, OH. Paul David Smith Phone: 423-987-7285 - Email: suitedpds@gmail.com EDUCATION University of Tennessee at Chattanooga B.S. Secondary Education History 1998 Trevecca Nazarene University M.Ed. Education Leadership 2005 Honors: 4.0 GPA Johnson University 2018 AGC Global Studies Leadership Johnson University *PhD Candidate Global Studies Leadership to be completed 2021 AWARDS AND FELLOWSHIPS Student Teacher of the Year — University of Tennessee 1997 Distinguished Teacher of the Year — Rotary Club 2003 Educator of Distinction — NSHS 2004 Teacher of the Year — Tyner High School 2005 Leadership Fellows — Public Education Foundation 2006 NAACP Image Award — Educator of the Year 2009 Man of the Year - Alpha Phi Alpha Fraternity. Inc. 2011 CAREER EXPERIENCE Classroom Teacher — Tyner High School 1998 - 2006 Develop syllabus and overall course structure, and administer all grades. Teach Honors World Studies, Computer Tech, African American History and Geography, Senior advisor, various leadership roles during tenure, school improvement council Assistant Principal — Orchard Knob Middle School 2006- 2007 Work collaboratively with school principal, certified and classified staffs, and the school's total community. Assist with the improvement of the school -wide instructional delivery systems. Assist the principal with the overall administration of the school. Supervise teachers, support staff, and departments. Serve in the absence of the principal. Implement school -wide curriculum. Executive Principal — Howard School 2007 — 2013 Lead Howard High School of Academics and Technology. the Howard Middle School and Kirby Learning Center as executive administrator. Supervise two principals, a program director, four vice -principals, ninety-four teachers, twenty-six support staff for approximately eleven -hundred students. Made Adequate Yearly Progress (AYP) and Increased the graduation rate from 46% to 88%. Improved test scores. Reduced truancy from 83% to 17%. Developed state champion athletic department featured in Sports Illustrated. Added innovative technology and developed community partnerships. Became fully accredited with SACS. Positively redesigned and transformed the schools into effective organizational models. Public Safety Coordinator — City of Chattanooga 2013 - 2016 Provide leadership, daily management, oversight and coordination of the Group Violence Reduction Strategies in tandem with police chief. Coordinate with City staff, law enforcement, social service providers and community members in the ongoing implementation of this initiative. Director — National Network for Safe Communities at John Jay College of Criminal Justice. 2016 - Present Led Chicago's Violence Reduction Strategies as Director. Advise and train national and international network sites in Group Violence Intervention applications, including Detroit, Mi, South Bend, IN, Baltimore, MD, Malm6 Sweden, U.S. Virgin Islands, Philadelphia, PA, Savannah, GA, Fort Myers, FL, York, PA, New Haven, CT, New Orleans, LA, New York, NY and other sites. Currently — Director of Reconciliation. MEMBERSHIPS • Association for Supervision and Curriculum Development • Phi Delta Kappa (Honor Society) and Kappa Delta Pi (Honor Society) • National Society Of High School Scholars • Chicago Police Department • ALPHA PHI ALPHA Fraternity Incorporated Endorsements • Licensed Teacher, 7-12 (HQ in History 9 — 12 and Social Studies K — 12) Licensed Administrator, Pre K — 12 • Licensed and Ordained African Methodist Episcopal Zion Inc and Pentecostal Assemblies of the World Inc. • State of Illinois Law Enforcement Trainer • Kappa Delta Pi Honor Society HEATHER CONLEY 253 Rutland Rd, Brooklyn, NY 11225 1 917-678-5372 1 hconley@jjay.cuny.edu Experience National Network for Safe Communities, John Jay College — Field Associate, Field Innovations May 2018 — Present • Provide strategic advising by coordinating, participating in, and documenting regular field advising calls with NNSC partner sites implementing the Group Violence Intervention. • Support the execution of problem analyses for partner sites implementing the Group Violence Intervention which includes an audit of actively violent street groups and an incident review of homicides and non -fatal injury shootings. • Contribute to the conception and design of new intervention strategies. o Projects have included theoretical applications of focused deterrence to address shoplifting, as well as police misconduct and violence. • Work across teams to produce working sessions, peer exchanges, and other events that satisfy grant deliverables and/or support the development of strategic priorities. o Responsibilities include: background research including interviews with subject matter experts; agenda development; participant identification, selection, and communication; and supervision of event logistics. o Topics include: the use of police discretion in gun violence reduction; Support and Outreach in the Group Violence Intervention. • Contribute to the development of written materials and grant deliverables such as white papers, toolkits, grant reports, concept notes, and grant and scope of work proposals for submission to government agencies and private foundations. • Support organizational research and development agenda by identifying and prioritizing new areas of research interest, gathering and organizing relevant resources, and identifying potential funding opportunities. National Network for Safe Communities, John Jav College — Saecial Proiects Associate Sep 2016 — Apr 2018 • Managed the programmatic and logistical planning, and execution of NNSC's 2017 bi-annual, two- day conference for a national audience of comprised of over 350 government, law enforcement, community, and academic partners. o Responsibilities included: supporting design of agenda content as well as speaker selection, outreach, and confirmation; design and management of event planning/tracking systems; management of attendee invitations and registration; design and execution of run of show; event staffing and management; production of conference attendee gift bags/contents, conference signage, and other printed materials; catering for attendee meals, general reception, and off -site VIP speaker reception; coordination with multiple college departments for required space, IT/AV needs, as well as furniture, room/stage, and lighting design for theater and multiple additional spaces; general security needs and specific security arrangements for high profile guests. • Managed the planning, coordination, and execution of logistics on behalf of John Jay College in partnership with the Center for American Progress and the Draper Richards Kaplan Foundation for the 2017 and 2018 Smart on Crime Innovations Conference, a two-day event hosted at John Jay College for over 500 attendees. • Produced working sessions that supported the execution of grant deliverables and/or the development of strategic priorities. o Responsibilities included: background research, agenda development, identification of subject matter experts, participant communication, logistical planning and execution. o Topics included: law enforcement response to the opioid crisis; improving homicide clearance rates; community -police narrative sharing. HEATHER CONLEY Identified opportunities and supported the development of panel proposals for organizational participation in related academic and law enforcement practitioner conferences. o Conferences included: American Society of Criminology, International Association of Chiefs of Police, National Organization of Black Law Enforcement Executives, and New York State Department of Criminal Justice Services. Supervised rotation of more than 20 student interns over the course of two semesters. National Network for Safe Communities, John Jay College — Executive Assistant Aug 2015 — Aug 2016 • Managed the day-to-day schedule for NNSC's Deputy Director including appointment scheduling and prioritization, travel arrangements, and general correspondence with high level government officials. • Designed content and coordinated scheduling for regular internal staff meetings and events. • Provided administrative and logistical support for the establishment of the Institute for Innovation in Prosecution in partnership with and funding provided by the Manhattan District Attorney's Office. • Liaised with college president's office to coordinate and support logistics for public facing events involving NNSC staff. • Supported general office operations and management. National Network for Safe Communities, John Jay College — Intern Apr 2015 — Jul 2015 • Supported planning and logistical needs for NNSC's 2015 bi-annual conference and general administrative needs office -wide. Heather Conley Photographs, Los Angeles, CA & Brooklyn, NY — Owner, Photographer 1992 — 2015 Freelance portrait photographer for editorial and advertising clients including: Time, Rolling Stone, W, Interview, Ms., Essence, Time Out New York, Entertainment Weekly, Poets & Writers, The Innocence Project, JVC, Merrill Lynch, Bill Blass, Epic Records, Spin Art Records, and Rounder Records. Additional responsibilities included: establishing and maintaining long-term client relationships; business marketing including design, production, and distribution of printed portfolios, promotional materials, and website; preparing and executing project bids and contracts; project management including timeline and budget, crew staffing, equipment and studio rentals, location scouting and permits, set design and construction, and travel logistics; facilitating all aspects of post -production including film and/or digital image processing, editing, printing, and retouching. Education John Jay College of Criminal Justice — Candidate for B.A./M.A. in Criminal Justice 2015 — Present (expected graduation date 2022) • GPA 4.0 • Dean's List: 2016, 2017, 2018, 2019, and 2020 • Thesis working title: "Beyond Clearance: Homicide Case Outcomes in Chicago 2012-2016" • Relevant undergraduate courses: Major Criminal Justice Problems I & II; Dimensions of Justice; Social Science Math; Crime Control and Prevention; Intro to Sociology; Race & Ethnicity in America; Quantitative Inquiry I & II; Violence and Social Change; Criminology; Criminal Responsibility; Justice in the Western Tradition; Research Methods in Criminal Justice; History of Crime and Punishment in the U.S. • Relevant graduate courses: Issues in Criminal Justice I (Theory and Law); Issues in Criminal Justice Il (Policing and Corrections); Research Design and Methods; Statistical Software in Criminal Justice. WAYNE E. RAWLINS 5911440 SW 21ST STREET, MIRAMAR, FLORIDA 33025 It 305-776.8566 ®WAYNE A@WAYNERAWLINS.COM CONSULTANT f QUALIFICATIONS PROFILE Innovative, performance -focused, and goal -oriented professional, with extensive experience in providing consulting services to rural and urban communities to develop and implement successful revitalization strategies. Adept at designing and building financial models for organizational management; administering and completing multiple projects within set -forth deadline; and developing and facilitating various trainings and workshops. Expert in relationship management, team building, and general business acumen, with significant track record of driving profitability gains and huge revenues within highly competitive organizations. Bilingual in English and Arabic. Core competencies include: Program Development I Urban and Rural Community Planning I Resource Management and Budgeting Problem Resolution and Decision Making I Continuous Process Improvement I Fiscal and Administrative Support Governmental and Fiscal Accounting and Economics I Funding Solicitation and Administration I Workforce Development FREELANCE, MIRAMAR, FL Community Justice and Community Economic Development Consultant Feb 2002—Present ■ Provide consulting services to the State of Florida and Miami -Dade County, which include: - Strategic planning facilitation - Program Implementation and Monitoring - Anti -gang and ex -offender reentry strategies - Technical Assistance Delivery development - Resource Development - Research and Evaluation - Business Development - Cultural Diversity and Leadership Training - Implementation and Sustainability - Programmatic and Organizational Development ■ Serve as project manager for Miami -Dade Anti -Violence Initiative featuring the nationally acclaimed Walking One Stop victim services center that shifted the paradigm of service delivery to residents traumatized by gang and gun violence in the most challenged neighborhoods ■ Act as lead facilitator of South Florida Reentry Task Force, a nationally recognized award -winning group assisting returning citizens with successful reentry during and after incarceration ■ Offer various consulting work to multiple organizations and communities, namely: - Annie E. Casey Foundation - Office of Juvenile Justice and Delinquency - Booz Allen Hamilton Prevention - Bureau of Justice Assistance - Southern New Hampshire University - Center for Effective Public Policy - State of Florida - Florida Atlantic University - Galveston Independent School District - Institute for Law and Justice - Lockheed Martin - Miami -Dade County - Miami -Dade County Public Defender's Office - Miami -Dade County School Board - National Congress for Community Economic Development - National Crime Prevention Council - National Education Association - National Urban Technology Center - NeighborWorks America - Office of Justice Programs BAITULMALAMERICA, BELLE GLADE, FL Executive Director - The Alliance for Healthy Homes - The Urban Institute - Tomas Rivera Policy Institute - U.S. Department of Justice - U.S. Representative Carrie P. Meek - United States Attorney's Office - Universiti Utara Malaysia in Kedah, Malaysia - University of Malaya in Petaling Jaya, Malaysia - University of Miami - Winston-Salem State University - Youth Empowerment & Skills Training Institute in Nassau, Bahamas Dec 2015—Present ■ Provided direct assistance to communities by focusing on at -risk populations, such as individuals and families suffering from hunger, homelessness, and unemployment by establishing programs that help returning citizens with reentry services to lessen recidivism rates; as well as promote impact on youth, families, and individuals by providing programs to assist them become successful and sustainable individuals of society www.waynerawlins.com I linkedin.com/in/waynerawlins I 1 WAYNE E. RAWLINS E911490 SW 21ST STREET, MIRAMAR, FLORIDA 33025 • 305.776.8566 ®WAYNE@Q WAYNERAWLINS.COM SOUTHERN NEW HAM PSHIRE UNIVERSITY - SCHOOL OF COMMUNITY ECONOMIC DEVELOPMENT, MANCHESTER, NH Adjunct Professor, Weekend Master's Program Sep 2oo9—Dec 2009 ■ Taught the Community -Based Policing Strategies course to graduate students MIAMI/MIAMI-DADE WEED & SEED, INC., MIAMI-DADE COUNTY, FL Executive Director Jan 1997—Feb 2002 ■ Strategically built and implemented five nationally acclaimed community revitalization initiatives ■ Administered fiscal and administrative aspects of office operations to support multiple community revitalization initiatives ■ Managed all organizational and programmatic activities as well as program coordination and sustainability ■ Developed partnership with 86 federal, state, and local governmental and nongovernmental agencies, along with neighborhood residents to ensure successful implementation of initiatives ■ Coordinated community summits, conferences, and workshops to create a five-year community development strategic plan ■ Evaluated and reported all strategy components for several nationally acclaimed activities, such as youth programs, environmental initiatives, information technology programs, community justice innovations, and anti -violence initiatives ■ Oversaw Liberty City Greening Experiment, which involved building community gardens and planting of nearly 3,000 trees in Miami's Liberty City neighborhood OPPORTUNITIES INDUSTRIALIZATION CENTER OF DADE COUNTY, INC. (OIC), MIAMI-DADE COUNTY, FL Executive Director Jul 1995—Jan 1997 ■ Managed media and public relations, resource development, and sustainability to support the achievement of organizational goals ■ Assumed accountability for all organizational and programmatic activities • Built and maintained relationships with several South Florida businesses • Played an integral role in increasing funding by S00% within five months as well as job placement rate from 22% to over 90% Master of Science in Community Economic Development with Specialization in Affordable Housing Southern New Hampshire University, Manchester, NH Certified Business and Technical Assistance Consultant Re -certification — Florida Department of Education/Division of Vocational Rehabilitation Advocacy Training — The Alliance for Healthy Homes Enhancing the Effectiveness of Collaborative Teams: A Training Workshop for the Serious and Violent Offender Reentry Initiative Grantees — Center for Effective Public Policy International Coalition Building Leadership Training — National Coalition Building Institute Community Organizing — Alliance to End Childhood Lead Poisoning/Community Environmental Health Resource Center Weed and Seed Strategy Development Accreditation Training — U.S. Department of Justice/Community Capacity Development Office Neighborhood Leadership — National Congress for Community Economic Development Community Organizing and Leadership Training (for Environmental Justice) — Florida Atlantic University JAWARDS AND HONORS 2020 - Suzanne L. Keeley Community Service Award, The Melissa Institute for Violence Prevention and Treatment, Miami, FL 2018 - Lifetime Achievement Award — Miami -Dade County Commissioner Jean Monestime, Miami, FL - Test Miami Community Partnership Testing Award — Florida Department of Health, Miami -Dade, FL 2015 - Community Pillar Award — Miami -Dade County Black Affairs Advisory Board, Miami, FL 2005-2007 - Gubernatorial Appointment — Florida Governor Jeb Bush, Member of the Governor's Ex -Offender Task Force, Tallahassee, FL 2002 - National Award, Jean F. Clayton Humanitarian Award — National Black Police Association, Washington, DC - National Award, Director's Award — U.S. Department of Justice/Community Capacity Development Office, Washington, DC 1999 - Gubernatorial Appointment — Florida Governor Jeb Bush, Commissioner, Governor's Commission for the Everglades, Tallahassee, Florida - National Award, Federal Bureau of Investigations Director's Community Leadership Award, Washington, DC - Presidential Appointment — President of the United States William Jefferson Clinton, Facilitator, White 1998 House Conference on Community Empowerment, Edinburg, TX www.waynerawlins.com I linkedin.com/in/waynerawlins 12 WAYNE E. RAWLINS ®11490 SW 21ST STREET, MIRAMAR, FLORIDA 33025 I, 305.776.8566 ®WAYNE@WAYNERAWLINS.COM 2017-2019 - Founding President — South Florida Muslim Federation 2004-2oo6 - Chairman — Community Environmental Health Resource Center, Local Leadership Council, Washington, DC 1999 - National Advisor — National Congress for Community Economic Development/Neighborhood Leadership Forum, Washington, DC Workshop/Course Facilitation 2014 - Addressing Reentry — National Crime Prevention Council's Advanced Crime Prevention Skill -Building Training Course, North Miami Beach, FL - Coordination and Sustainability Workshop — Community Capacity Development Office/U.S. Department of 2009 Justice Technical Assistance Program, Chicago, IL - Coordination and Sustainability Workshop — Community Capacity Development Office/U.S. Department of Justice Technical Assistance Program, Detroit, MI 20o8 - Coordination and Sustainability Workshop — Community Capacity Development Office/U.S. Department of Justice Technical Assistance Program, Miami, FL/Dallas, TX/ Knoxville, TN 20o8 - Strategic Planning — Bureau of Justice Assistance's Project Safe Neighborhoods Community Engagement Technical Assistance Program, Charlotte, NC - Community Engagement Training and Strategic Planning Facilitation — Bureau of Justice Assistance's Project Safe Neighborhoods Community Engagement Technical Assistance Program, Selma, AL - Community Engagement Training and Strategic Planning Facilitation — Bureau of Justice Assistance's Project 2007 Safe Neighborhoods Community Engagement Technical Assistance Program, Knoxville, TN - Community Prevention Programming — Community Capacity Development Office's Public Housing Safety Initiative Technical Assistance Program, Detroit, MI - Community Engagement Training and Strategic Planning Facilitation — Bureau of Justice Assistance's Project Safe Neighborhoods Community Engagement Technical Assistance Program, Charlotte, NC 20o6 - Weed and Seed Steering Committee Training — Community Capacity Development Office's Technical Assistance Program, Pine Bluff, AR - Developing and Implementing a Community Engagement Plan — Community Capacity Development Office's Technical Assistance Program, Allentown, PA - Weed and Seed Steering Committee Training — Community Capacity Development Office's Technical Assistance Program, North Miami Beach, FL - PSN Task Force Training on Effective Problem Solving and Strategic Planning — Bureau of Justice Assistance's Project Safe Neighborhoods Community Engagement Technical Assistance Program, Beckley, WV 2005 - Organizational Development: Conflict Resolution and How to Conduct Effective Meetings — Community Capacity Development Office's Weed and Seed Grant Application Workshop, Atlanta, GA - Facilitation of Focus Groups with Female Inmates — Broward Correctional Institution, State of Florida Department of Corrections, Pembroke Pines, FL - Facilitation of the United States Attorney's Office/Eastern District of New York Project Safe Neighborhoods Public Relations and Media Campaign Workshop," National Crime Prevention Council's Technical Assistance Program, New York, NY Re -Entry of Ex -Offenders Strategic Planning — National Congress for Community Economic Development's zoo4 Weed and Seed Technical Assistance Program, Indianapolis, IN - Community Unity: Cultural Diversity and Leadership Training — National Crime Prevention Council's Weed and Seed Technical Assistance Program, Silver Spring, MD - Project Safe Neighborhoods Strategic Planning Summit — U.S. Attorney's Office for the Southern District of Florida, Broward County, FL - Strategic Planning — City of Galveston Weed and Seed Program, Galveston Independent School District, Galveston, TX 2003 - Weed and Seed Site Coordinators Training: Technology Module — Community Capacity Development Office's Weed and Seed National Conference, Albuquerque, NM - Coalition Building: Integrating Weed and Seed and Homeland Security — National Crime Prevention Council's Weed and Seed Technical Assistance Program, Pine Bluff, AR - Strategy Development — Community Capacity Development Office's Weed and Seed Technical Assistance Program, Schenectady, NY - Strategy Development — Community Capacity Development Office's Weed and Seed Technical Assistance Program, Albany, NY www.waynerawlins.com I linkedin.com/in/waynerawlins 13 WAYNE E. RAWLINS ........ ER11490 SW 21ST STREET, MIRAMAR, FLORIDA 33025 t 305.776.8566 ®WAYNE@a WAYNERAWLINS.COM - Coalition Building — National Crime Prevention Council's Weed and Seed Technical Assistance Program, Homestead, FL - Leadership and Cultural Diversity Training — National Crime Prevention Council's Weed and Seed Technical Assistance Program, Miami, FL - Information Technology Strategic Planning — Community Capacity Development Office's Weed and Seed Technical Assistance Program, Seattle, WA - Community Planning — The National Urban Technology Center's Weed and Seed Technical Assistance Program, Grand Rapids, MI - How to Start a Community Development Corporation — National Congress for Community Economic Development's Weed and Seed Technical Assistance Program, Silver Spring, MD - Establishing a Community Development Corporation — National Congress for Community Economic Development's Weed and Seed Technical Assistance Program Weed and Seed Technical Assistance Program, Montgomery, AL - Community Planning — National Urban Technology Center's Weed and Seed Technical Assistance Program, Baltimore, MD - Community Planning — National Urban Technology Center's Weed and Seed Technical Assistance Program, Los Angeles (Pico Union), CA 2002 - Transitional Analysis — National Congress for Community Economic Development's Weed and Seed Technical Assistance Program, Tucson, AZ - Utilizing Technology in Community Economic Development — National Congress for Community Economic Development's Weed and Seed Technical Assistance Program, Tucson, AZ - Community Development Corporations: Organizing and Human Resources Management — National Congress for Community Economic Development's Weed and Seed Technical Assistance Program, Tucson, AZ - Community Planning— National Urban Technology Center's Weed and Seed Technical Assistance Program, Delray Beach, FL - Workforce Development— NCCED Summer Internship 2002, Orlando, FL - Technology in the Field of Community Economic Development — NCCED Summer Internship 2002, Orlando, FL - Developing Partnerships with Communities, Businesses, and Government — NCCED Summer Internship 2002, Orlando, FL Technical Assistance 2009 - Ijarah Mortgage Financing Development — NeighborWorks America, Southern Minnesota 20o8 - Community Reentry Framework Review — Annie E. Casey Foundation, Baltimore, MD - Weed and Seed Site Assessment — Community Capacity Development Office's Technical Assistance Program, Des Moines, IA 2oo6 - Master of Ceremonies for the Community Capacity Development Office's FY 20o6 Weed and Seed Application Kit and Training Workshop — Birmingham, AL - Review of the Revised Weed and Seed Guidelines — Community Capacity Development Office's Technical Assistance Program, Washington, DC - Master of Ceremonies for the Community Capacity Development Office's 2005 National Conference — Los Angeles, CA - Master of Ceremonies for the Community Capacity Development Office's FY 2005 Weed and Seed 2005 Application Kit and Training Workshop — Atlanta, GA - Weed and Seed Official Recognition Application Review and Analysis — Community Capacity Development Office's Technical Assistance Program, Washington, DC - Weed and Seed Official Recognition Application Review and Analysis — Community Capacity Development 2003 Office's Technical Assistance Program, Washington, DC - Executive Division Weed and Seed Transitional Support— U.S. Attorney's Office of the Southern District of Florida, Community Caoacitv Development Office's Technical Assistance Pro ram, Miami, FL ArPRESENTATIONS Rawlins, W. E. (1998a). Community partnerships. National Education Association's South Florida Safety Summit, Ft. Lauderdale, FL. Rawlins, W. E. (1998b). Weed and seed's mirror image project: Positive youth development. Youth Empowerment & Skills Training Institute, Nassau, Bahamas. www.waynerawlins.com I linkedin.com/in/waynerawlins 14 WAYNE E. RAWLINS E911490 SW 21ST STREET, MIRAMAR, FLORIDA33025 It 305.776.8566 ®WAYNE`QiWAYNERAWLINS.COM Rawlins, W. E. (200oa). Environmental justice. U.S. Representative Carrie P. Meek's Everglades Town Meeting, Miami, FL. Rawlins, W. E. (20oob). Juveniles in adult court: Our children, our future. Public Defender's First National Training Conference, Miami, FL. Rawlins, W. E. (2000c). Model programs: The Miami weed and seed story. Symposium on Crime and Making Communities Safer, Office of Justice Programs, San Francisco, CA. Rawlins, W. E. (20ood). Teen violence and drugs. Miami -Dade County School Board, Miami, FL. Rawlins, W. E. (20ooe). Youth leadership. Miami -Dade County Corrections and Rehabilitation Department's "The Power of Love: Dade Partners Network/Mentoring Program," Miami, FL. Rawlins, W. E. (2001a). Empowering communities through technology. Community Capacity Development Office's Weed and Seed National Conference, Philadelphia, PA. Rawlins, W. E. (20olb). Successful community development. U.S. Department of Justice Weed and Seed Executive Briefing, Washington, DC. Rawlins, W. E. (2001c). Technology programs in low-income communities. Tomas Rivera Policy Institute's Digital Steppingstones Workshop, Miami, FL. Rawlins, W. E. (20old). The effective weed and seed coordinator. Community Capacity Development Office National Conference, Philadelphia, PA. Rawlins, W. E. (20o2a). Optimizing technology in the field of CED: Building partnerships and enhancing skills through information technology. National Congress for Community Economic Development's (NCCED) National Conference, Miami, FL. Rawlins, W. E. (2002b). Tutoring, job preparedness and after -school model programs. Community Capacity Development Office's Faith and Community Based Organizations Focus Group Meeting, San Antonio, TX. Rawlins, W. E. (2002c). Weed and seed. Serious and Violent Offenders Initiative Grantee Conference, U.S. Department of Justice, Office of Juvenile Justice Delinquency Programs, Washington, DC. Rawlins, W. E. (2003a). Coordinators training module. FY 2003 Community Capacity Development Office's Weed and Seed Continuation Application and Drug Education for Youth (DEFY) Workshop, Orlando, FL. Rawlins, W. E. (2003b). Environmental equity. Oceans and Human Health Town Meeting, University of Miami and National Institute of Environmental Health Sciences, Key Biscayne, FL. Rawlins, W. E. (2003c). Ex -prisoner re-entry into the community. Alliance for Human Services, Second Annual Institute, Miami, FL. Rawlins, W. E. (2003d). Faith -based prevention. Community Capacity Development Office's Weed and Seed National Conference, Albuquerque, NM. Rawlins, W. E. (2004a). Addressing crime in federally assisted and public housing. Community Capacity Development Office's FY 2004 Weed and Seed Competitive Application Kit Workshop, Indianapolis, IN. Rawlins, W. E. (2004b). Effective reentry practices. The 2004 Reentry Summit, Project Safe Neighborhoods, Fort Lauderdale, Florida. Rawlins, W. E. (2004c). Making the connection between weed and seed and reentry. The National Conference on Offender Reentry, Community Capacity Development Office's Technical Assistance Program, Cleveland, OH. Rawlins, W. E. (2004d). Microenterprise, women and Islam. International Conference on Social Sciences and Humanities, Kuala Lumpur, Malaysia. Rawlins, W. E. (2004e). Re-entry of ex -offenders: Community violence prevention. Community Capacity Development Office's Weed and Seed Continuation Application Kit Workshop, Dallas, TX. Rawlins, W. E. (2004f). Should government use e-learning to provide an effective and efficient learning experience? A look at the United States Department of Justice model. University Utara Malaysia, Kedah, Malaysia Rawlins, W. E. (20049). Squatters at the gateway of Urban Malaysia. University of Malaya's Symposium on Urbanization, Peta ling Jaya, Malaysia. Rawlins, W. E. (2004h). Technology resources for teens - anti -gang strategies and violence prevention. Community Capacity Development Office's FY 2004 Weed and Seed Competitive Application Kit Workshop, Indianapolis, IN. Rawlins, W. E. (2004i). The role of faith and community initiatives in the re-entry of ex -offenders. Community Anti -Drug Coalitions of America (CADCA) National Leadership Forum, OJJDP's Technical Assistance Program, Washington, DC. Rawlins, W. E. (20041). What's happening with re-entry? Community Capacity Development Office's FY 2004 Weed and Seed Competitive Application Kit Workshop, Indianapolis, IN. Rawlins, W. E. (2005). Planning for reentry. Alabama Faith and Community Based Development Conference, Alabama Governor's Office of Faith -Based and Community Initiatives, Birmingham, AL. Rawlins, W. E. (20o6). Re-entry and you - working with law enforcement for safe communities. National Conference and Exhibition, Atlanta, GA. Rawlins, W. E. (2007). Community briefing on reentry management. Community Capacity Development Office's Technical Assistance Program, Lancaster, PA. Rawlins, W. E. (20o8a). Community economic development. Community Capacity Development Office's Strategy Development Workshop, Portland, OR. www.waynerawlins.com I linkedin.com/in/waynerawlins 15 WAYNE E. RAWLINS i..... _ I�11490 SW 21ST STREET, MIRAMAR, FLORIDA33025 • 305.776.8566 ®WAYNE@R WAYNERAWLI11 N11 S.11 COM Rawlins, W. E. (20o8b). Community economic development. Community Anti -Drug Coalitions of America National Conference, Washington, DC. Rawlins, W. E. (2010). Neighborhood restoration. Community Capacity Development Office's Strategy Implementation Workshop, Baltimore, MD. Rawlins, W. E. (2012a). Steps in mobilizing communities in reducinggangs. Caribbean Anti -Gang Conference, St. Thomas, Virgin Islands. Rawlins, W. E. (2012b). Working with neighborhood groups for gang reduction - The COPS Model. Caribbean Anti -Gang Conference, St. Thomas, Virgin Islands. Rawlins, W. E. (2015). Reuniting families left behind. Smart Justice Conference, Sarasota, FL. Rawlins, W.E, and Ibrahim, D. (2004). Microenterprise, women, and Islam. International Conference on Social Sciences and Humanities, Universiti Kebangsaan Malaysia, Bangi, Kuala Lumpur, Malaysia. Solomon, A., Dunworth, T., and Rawlins, W.E, (2oo6). Planning for reentry. The 2004 South Florida Reentry Summit, Urban Institute, Washington, DC. &WPROJECTS HANDLED Name of Project: Miami -Dade County Anti -Violence Strategy Location: Juvenile Services Department, Miami -Dade County, FL Role: Project Manager Mar 2019—Present Name of Project: South Florida Reentry Task Force Location: Miami, FL Role: Lead Facilitator Apr 2oo8—Present Name of Project: Miami -Dade County Anti -Gang Strategy Location: Juvenile Services Department, Miami -Dade County, FL Role: Developer and Lead Consultant Sep 20o9—Mar 2019 Name of Project: Violence Reduction Partnership Location: United States Department of Justice, United States Attorney's Office, Southern District of Florida Role: Reentry Consultant Sep 2012—Jan 2015 Name of Project: Maryland Comprehensive Strategic Plan for Reentry Programming Location: United States Department of Justice, Bureau of Justice Assistance, National Training and Technical Assistance Center Role: Developer of the Prince George's County Reentry Strategy Jun 2013—Nov 2013 Name of Project: Bureau of Justice Assistance's Project Safe Neighborhoods and Anti -Gang Initiatives Location: United States Department of Justice, United States Attorney's Office, Southern District of Florida Role: Lead Executive Consultant Apr 2003—Sep 2012 Name of Project: Community Capacity Development Office Juvenile Crime Prevention and Reentry Initiatives Location: U.S. Department of Justice / Center for Community Safety, Winston-Salem State University Role: Project Consultant Oct 20o9—Sep 2010 Name of Project: Reentry Project, Irvington, NJ and Palm Beach, FL Location: U.S. Department of Justice / Center for Community Safety, Winston-Salem State University Role: Project Liaison Oct 20o9—Sep 2010 Earlier Proiects: Name of Project: Community Capacity Development Office's Faith -Based and Community Initiative Video'Clean and Green' Location: Weed and Seed site, Community Capacity Development Office's Technical Assistance Program, Flint, MI Role: Producer I Director Name of Project: National Forum for Reentry and Community Economic Development Location: National Congress for Community Economic Development, Miami, FL Role: Coordinator www.waynerawlins.com I linkedin.com/in/waynerawlins 16 WAYNE E. RAWLINS ®11490 SW 21ST STREET, MIRAMAR, FLORIDA33025 • 305.776.8566 ®WAYNE@WAYNERAWLINS.COM Name of Project: Urban Institute's Program Evaluation of the OJJDP Gang Reduction Program's North Miami Beach Site Location: Urban Institute Justice Policy Center, North Miami Beach, FL Role: Field Liaison Name of Project: Urban Institute's Study entitled, 'Measuring Displacement: An Approach to Assessing the Impact of Weed & Seed Enforcement Strategies Location: Urban Institute Justice Policy Center, Community Capacity Development Office's Technical Assistance Program, Miami, FL Role: Local Affiliate Name of Project: Community Capacity Development Office's Weed and Seed Interactive Coordinator's Manual (ITM) Location: National Urban Technology Center's Weed and Seed Technical Assistance Program, New York, NY Role: Project Manager Name of Project: Development and Marketing of the National Weed and Seed SeeclTech Computer Technology Initiative and Youth Leadership Academy Location: National Urban Technology Center, New York, NY Role: Marketing Consultant Name of Project: Resource Development and Strategic Planning for the University of Miami Department of Adolescent Medicine's Partnership for the Study and Prevention of Violence Location: Miami -Dade County violence and injury prevention community coalition, Miami, FL Role: Community Core Consultant Name of Project: Local Coordination of the Community Capacity Development Office's National Training Conference Location: Miami, FL Role: Conference Planner -- ......... www.waynerawlins.com I linkedin.com/in/waynerawlins 17