Youth Violence Prevention through Asset-based Community Development (Criminal Justice, Recent Scholarship) 9781593321499, 9781593322519, 159332149X

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Criminal Justice Recent Scholarship

Edited by Marilyn McShane and Frank P. Williams III

A Series from LFB Scholarly

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Youth Violence Prevention through Asset-Based Community Development

Pedro R. Payne

LFB Scholarly Publishing LLC New York 2006

Copyright © 2006 by LFB Scholarly Publishing LLC All rights reserved. Library of Congress Cataloging-in-Publication Data Payne, Pedro R., 1964Youth violence prevention through asset-based community development / Pedro R. Payne. p. cm. -- (Criminal justice recent scholarship) Includes bibliographical references and index. ISBN 1-59332-149-X (alk. paper) 1. Juvenile delinquency--California--Riverside--Prevention. 2. Youth and violence--California--Riverside--Prevention. 3. Community development--California--Riverside. 4. Community-based social services--California--Riverside. 5. Crime--Sociological aspects. 6. Social capital (Sociology) I. Title. II. Series: Criminal justice (LFB Scholarly Publishing LLC) HV9106.R58P28 2006 364.36--dc22 2006014611

ISBN 1-59332-149-X Printed on acid-free 250-year-life paper. Manufactured in the United States of America.

In loving memory of Eric M. Solander

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Contents

ACKNOWLEDGEMENTS

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CHAPTER 1 – Applying Theory to Practice

1

CHAPTER 2 – Social Disorganization and Crime

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CHAPTER 3 – Asset-Based Community Development

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CHAPTER 4 – The Arlanza Initiative: A Case Study

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CHAPTER 5 – Lessons Learned

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APPENDICES

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REFERENCES

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INDEX

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Acknowledgements

I would like to thank Dr. Kirk Williams for inspiring me and motivating me to succeed in my academic career. Thanks to Dr. Jonathan H. Turner and Dr. Robert N. Parker for their guidance. A posthumous special thanks to Eric M. Solander who aided my efforts in a significant way in making the Arlanza Neighborhood Initiative a reality. I would like to acknowledge First Five Riverside, Kaiser Permanente and Riverside County Supervisor Bob Buster for their financial support. Thanks to consultant Henry Moore for his inspiration and insight. Thanks to Mayor Ronald O. Loveridge and City Manager George Caravalho for believing in me and giving me the opportunity to contribute to the City of Riverside. Thanks to Riverside Council Member Nancy Hart for her energy and her advocacy. Finally and more importantly, thanks to God.

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CHAPTER 1

Applying Theory to Practice

INTRODUCTION This book is a case study of the Arlanza Neighborhood Initiative—a long-term youth violence prevention effort undertaken by the City of Riverside, California. The effort is based on the asset-based community development model and represents an example of a neighborhood-level intervention couched in the theoretical tradition of the Chicago School—a connection that will be explained in greater detail in Chapter 2. The first chapter of the book introduces the objectives and the context of this study, along with an explanation of the general approach to this work. It concludes with a discussion of three key issues: 1) the central theoretical construct of this work, social capital, and its relevance in designing any community-based intervention, 2) the vital importance of using theory to inform practice, and 3) the plague of youth violence and the limitations of individual level strategies to prevent this social problem. The second chapter discusses the tenets of social disorganization theory (SDT) and how this paradigm seeks to explain the causal factors for crime. This chapter also includes a review of past efforts to test the validity of SDT. The third chapter defines the Asset-Based Community Development (ABCD) model and shows the relevance of this intervention model to the broader, more abstract SDT tradition. The fourth chapter chronicles the planning, formation, and implementation of the Arlanza Neighborhood Initiative as it was guided and driven by these theoretical principles. The fifth and last chapter discusses implications for other communities, insights on theory-based municipal interventions, and possible public policy implications of this study. 1

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Objectives This book has three primary objectives. First, it seeks to add knowledge about how social disorganization theory can be used to guide the formulation of an intervention model such as the Arlanza Neighborhood Initiative. The discussion chronicles one city’s journey from planning to initial implementation of a youth violence prevention effort. The project upon which the book is based illustrates how macro level theory can be applied in a micro level social setting. In so doing, the book analyzes the actual implementation of this neighborhood-level intervention which focuses on the development of social capital. To date, most national and international community intervention efforts are target-specific programs. These programs are either courtmandated or school-based programs that have been shown to be effective in the area for which they were designed (Thornton et.al. 2002). These programs differ from this current work in that the scope of these projects is generally to individuals within a school age group in a large geographical jurisdiction. Such a jurisdiction would be beyond what could be defined as a neighborhood. Examples of such programs are the Life Skills Training program (LST), the Midwestern Prevention Project, the Promoting Alternative Thinking Strategies (PATHS), and the I Can Problem Solve Program. All of these programs work with students from kindergarten to 6th grade with one or a combination of anti-drug emphasis, psychological development factors, interpersonal skills development, and/or social skills enhancement components. Other programs have been combined with parent training in order to increase their effectiveness. Examples include Iowa Strengthening Families Program, Preparing for DrugFree Years, and Linking the Interests of Families and Teachers (LIFT). Still other programs are designed specifically to address behavioral problems in children such as the Seattle Social Development Project, the Bullying Prevention Program in Bergen, Norway, the Good Behavior Game, and the School Transitional Environmental Program or STEP. In the early 1990s, Reverend Eugene Rivers and a group of ministers in the Boston area developed a ‘Ten-Point Coalition’ plan to address the problem of youth violence and crime in inner city Boston. They developed a partnership with local police to address the lack of trust and mutual cooperation between the community and the police

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department. The focus of their efforts was to emphasize that the area did not need more police but a different kind of police that would understand the cultural and social dynamics of the inner city. At the time of this writing, the project is still ongoing, and therefore, results of scientific evaluation are not yet available. With the exception of the Chicago Area Project and the Boston Ten-Point plan, few intervention efforts have examined the viability of SDT to guide neighborhood level changes to reduce youth violence. As a result, we are left with few actual applications of local intervention efforts based on SDT at the neighborhood level. As such, this project’s focus is the application of social theory to social practice in lieu of the lack of empirical studies on neighborhood level interventions. The intent is to examine how a theoretical formulation such as SDT and a community level model such as ABCD were used to guide the youth violence prevention efforts of the city of Riverside, California. Second, the book emphasizes the importance of aligning theory with practice. Given the scarce amount of resources available to most municipalities, it becomes increasingly important to use tax dollars in the most efficient and effective way possible. This is accomplished by investing wisely in programs and outreach efforts that are based on sound scientific evidence and/or theory. No longer can local municipalities afford to designate arbitrarily the use of local taxes to fund social programs without first considering whether such programs have sound theoretical underpinnings that will guide the outreach effort and increase the likelihood of their effectiveness. As the national economy shifts, more and more government jurisdictions begin to evidence budget constraints. This has resulted in accountability and program evaluation components becoming increasingly the norm in community based interventions. Local governments are accountable to its citizens—and citizens are demanding, with increasing frequency, that their tax dollars be invested in programs that produce positive results. One positive outcome that should result from this call for accountability is that local municipalities will move towards investing in programs that are based on empirical evidence as they seek to move away from quick, reactionary ‘fixes’ to local problems such as juvenile delinquency, crime, poverty, and low income housing. Thirdly, this book seeks to provide a model that other municipalities can replicate in their own cities. It will chronicle both the benefits and challenges of implementing theory based interventions

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in a municipal setting. The discussion will address issues of funding in the midst of economic crisis, local politics and how these influence the type of programs that receive greater attention in a small municipality, and how turnover in a city council can affect efforts of sustaining a long-term intervention such as this initiative. The present work will detail how this process played itself out in the City of Riverside, California, while allowing researchers to determine ways in which the model can be tailored to other cities with their own set of unique circumstances and challenges. The General Approach The driving force behind this project is the belief that social theory should inform and drive social practice (Chen and Rossi, 1980; Chen, 1989; Turner, 1998). There is a great need, especially in the social sciences, to attach “real-world” relevance to the work sociologists undertake. It has been argued that, “sociology needs to establish engineering applications…” (Babbie, 1998), and it was to this end that the Commission on Applied and Clinical Sociology was established (Perlstadt 1995, 1998). Social scientists must recognize that to the nonacademic world, our research has value only when it can be applied towards solving some social problem in the real world. In his 1996 address to the California Sociological Association, Dr. Jonathan Turner used the term “sociological engineering” to make his point about the lack of integration between theory and social application. Although it is recognized that this term has some negative ‘baggage’ attached to it, “sociological engineering”, as Turner (1998) puts it, serves two main purposes. First, the science of sociology serves to develop theoretical paradigms for the purposes of explaining social trends in our environment. At the core of modern sociology is the ability to establish causality for social problems and to identify trends in our social world that enables us to define the scope of these problems. Our methodology for accomplishing this is to develop theory that, at an abstract level, seeks to explain how our world adjusts and readjusts to maintain some sense of social order. Whether it is in the area of gender, institutions, social inequality, religion, organizations, or primary social interactions, sociological theory is developed with the very important assumption that it will somehow inform others as to ‘why’ things happen. In

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traditional sociology, we then use these theories and test them using empirical data to determine whether the theory is valid. Turner considers this to be the first purpose of sociological engineering. The second purpose of sociological engineering, according to Turner, may not enjoy such broad recognition and acceptance as the first. As he put it: “We need to use abstract theoretical principles and models translated into rules of thumb in order to develop an engineering plan and, then, to execute this plan successfully… We need explanations for how the world works, not debunking of such efforts; and we need researchers committed to using what explanatory principles and models are available rather than espousing their personal philosophy of life…” (Turner, 1998, p.256). This second purpose allows the rest of the world to derive benefit from the abstract theoretical principles we formulate. Without this second phase, our expertise is rendered useless. The intellectual energy we invest in formulating theory fails to produce a testable model that can be used outside of academia. There exists a great need for social researchers to bridge interdisciplinary boundaries in an effort to increase the usefulness of our intellectual formulations. Otherwise the cumulative knowledge we gain only serves to enable us to continue engaging in endless intellectual machinations behind the doors of our ivory towers. The social world would continue to operate without the benefits of sound scientific explanations and/or solutions for the social problems we experience. Legislators and government administrators will continue to look towards psychologists and economists for answer that have been theorized and discussed within our sociological field for many years. Left unchecked, this trend will continue to explain the puzzled looks we get from our non-academic friends when they ask us, “Now what exactly does a sociologist do?” It is the belief expressed in Turner’s 1998 statement that serves as the foundation for this project. The present work utilizes an “applied theory” approach to social inquiry and intervention. In addition to this, it also makes use of a “qualitative study” or “field study” approach to social research. It is intended as a first-hand account of the events and activities that formed the foundation of the Arlanza Neighborhood

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Initiative. Given the nature of this project and the fact that, as the author, I was hired by the city of Riverside to implement this youth violence prevention plan, it is believed that this methodology is best suited to elucidate the process of putting theory to practice in a real-life setting. As a participant observer, I had the opportunity to collect data first hand. The data were then assembled and focused based on wellknown tenets of social disorganization theory that was applied within the context of the social environment of the study. In favoring this methodology, it has been argued that: “…the advantages of participant observation are assumed to lie not just in direct observation of how people act but also how they understand and experience those acts. It enables us to juxtapose what people say they are up to against what they actually do.” (Burawoy et.al., 1991, p. 2). However, it must be recognized that along with this great benefit comes some risks. The same author is quoted as saying: “The dangers of participant observation are said to derive from the same source as its virtues. Too close contact with the participants can lead to loss of objectivity or to contamination of the situation.” (Burawoy et.al., 1991, p. 2) Despite this risk, inherent in this paper is the position that the Arlanza neighborhood project and the process of allowing theory to inform and guide the project is best served by a first-hand account of how the project was planned and how it unfolded in this particular context. It is believed that this project is enriched through a thorough exegesis of the Arlanza Neighborhood Initiative by someone who experienced the process first hand thereby enabling us to see how abstract theoretical principles, as in social disorganization theory, can drive the development of a real life municipal intervention aimed at reducing youth violence and crime. This book will make extensive use of qualitative data collected throughout the planning phase of the Arlanza Neighborhood Initiative. As was noted earlier, the first objective of this book is to add to the knowledge base of SDT through a case study of this community intervention effort. As such, it will include a detailed history of the

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planning and initial implementation of this youth violence prevention initiative. It will also chronicle the development and formation of a strategic plan for youth violence prevention based on the tenets of social disorganization theory. It is expected that the future results from this initiative will underscore the importance of informal social control, social capital, and collective efficacy as argued by past researchers (Wilson, 1987; Bursick, 1998; Sampson and Groves, 1989). In addition, to support this case study, excerpts from conversations with local residents as well as city and county representatives will help enrich the study and provide a first hand account of how relevant social disorganization theory is to many communities like Arlanza. Finally, the use of quantitative data, in the form of graphs and charts, will aid the reader in understanding the complete picture in terms of demographics issues, ethnic composition, economic environment, and social challenges. The reader will also see how these worked in combination in impacting the production of youth violence and crime in the Arlanza neighborhood. Social Capital and The Community The theoretical construct of social capital is used throughout this work. It is defined as the formal and informal social networks available to individuals in a neighborhood setting. It is through these social networks that individuals learn to operate within their environment (Gittell, 2003). The development of social capital leads to the creation of informal social controls within a community (Sampson, 2001; Sampson et.al. 1999). Through these social networks we learn what is prescribed or proscribed in society. Individuals also benefit from these social networks in that through this vehicle people develop their sense of identity, they identify sources of support, they gain access to informal education, and they find a place to access resources that will help them navigate through life. Another author, Robert Putnam, defines social capital as, “the collective value of all "social networks" [who people know] and the inclinations that arise from these networks to do things for each other...” (Putnam, 2000). This social capital is handed down, to a large degree, by parents and other adult relatives within a family unit. In this context, social capital represents the accumulation of numerous experiences and relationships developed by more than one actor

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throughout his/her lifetime. As Bourdieu (1986) points out, social capital takes time to accumulate and has a tendency to reproduce itself as it contains an intergenerational component that allows it to persist. Ralph Sampson (2001) states “…local communities high in social capital are better able to realize common values and maintain the social controls that foster public safety.” (Sampson, 2001, p. 95). Effective neighborhoods develop social capital in terms of their expectations for collective action within a community (Portes and Sensenbrenner, 1993). Social capital is developed at home, in schools, at church, at different social and sporting clubs, at family reunions, at work, and other social settings. Since social class is largely tied to intergenerational transmission, it follows that the social capital youth develop is greatly influenced by the social capital possessed by the parents and adult relatives. As such, those who occupy higher social class positions in our society acquire a different type of social capital than those who are at the bottom of our class structure. Thus, the most important inheritance transmitted by a parent may not necessarily be economic capital –although this is very beneficial—but the type of social capital a parent is able to transmit to their offspring. As will become evident in this project, the lack of social capital can lead to unrealized educational goals as well as to more serious social pathology in a community (Coleman, 1988). Much has been written on social capital and its impact on social class mobility. For Pierre Bourdieu (1985), social capital is one of three forms of capital that decides who holds power in society. He argues that social, cultural, and economic capital all translate, in one form or another, into resources individuals can convert, directly or indirectly, into monetary profit. In discussing different forms of capital, Bourdieu argues that cultural capital (also referred to as human capital by others) represents the skills learned and educational knowledge obtained throughout an individual’s life course. This type of capital cannot be directly converted into money but can be used indirectly to obtain physical economic benefit. Of course, economic capital represents that which can be directly converted into money, while the more abstract concept of social capital represents the social connections and social ties available to an individual to obtain benefits without the direct use of money. Of course, social capital can be developed together with cultural capital as in the case of schools. Different types of educational

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institutions offer different types of social capital. One can make the argument that a wealthy private school will lead to the development of social capital that may result in maintaining economic capital among individuals of higher social class. In this context, children socialize with their peers and establish social circles that may continue on into adulthood. Given their position in the higher class structure, it is reasonable to assume that they will have an increased number of opportunities to maintain cultural, social, and economic capital among themselves (Domhoff, 2001). It is understood that social capital can be present at every level of the social class structure. The emphasis, however, is that the presence of social capital among actors who occupy higher social classes is most likely to result in a type of capital that will aid in the maintenance of economic as well as political capital in the higher class positions (Turner and Payne, 2002). Conversely, an ill-funded, crime infested inner-city school will most likely offer a type of social capital that may not be useful in the legal attainment of wealth. While recognizing that social capital can exist in any social class position, it is reasonable to argue that the use of social capital for illicit activity is predominant in low socioeconomic environments (U.S. Dept. of Health and Human Services, 2001). The results being similar to the dynamics for the higher class positions with the important distinction that the social capital being developed in the inner-city may lead to illicit behavior that is more closely monitored by local law enforcement, i.e. more visible street crimes. It is argued that the lack of social networks and social ties in a neighborhood marked by high crime, single-headed households, high unemployment, poor housing, and the prevalence of illicit drugs results in a neighborhood that is lacking in the traditional definition of social capital. This lack of social capital leads to what some scholars call “social disorganization.” (Coleman, 1988). These are the communities and neighborhoods that lack the necessary social networks necessary to support and engender positive social behavior, i.e., that behavior encouraged by society for the peaceful and productive maintenance of social order. Assuming a strong social relationship between parents and children, the physical absence of law abiding adults in a given kinship network results in a deficiency in family social capital which, in turn, can lead to delinquency and crime. As we will see in the next chapter, SDT argues that it is this lack of informal social networks that results in disadvantaged communities

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characterized by youth violence and delinquency. Others argue that with a shift in the economic landscape of urban areas, most economic and social capital has moved away from the inner city and has left in its wake a concentration of disadvantaged minority populations disempowered from realizing their community goals (Wilson, 1987). Some scholars have a different paradigm of social capital. They posit that social capital that enables people to interact socially and develop trust within their own community is defined as bonding social capital. The development of this type of capital is crucial for the creation of social ties within the neighborhood. Yet communities must also be able to connect with other communities in and outside their neighborhoods. This type of social capital is referred to as bridging capital. Due to close geographical proximity to other neighborhoods, residents of a given community must learn to act collectively with others outside of their own neighborhood if they are to successfully address social problems present in their spatial environment (Warren et.al, 2001; Putnam, 2000). As we will discuss in chapter 3, the ABCD model seeks to address both types of social capital through the identification and expansion of individual, organizational, and institutional assets. The impact of the lack of social capital in the Arlanza neighborhood will be revisited again throughout this work. We will see how this lack of social capital has negatively impacted many of the youths that live in this community. However, we will also see how the community has begun to bounce back from a state of social disorganization, and how it is making efforts to re-establish social capital within the neighborhood. Violence, Youth and Society During the 1980s and early 1990s, the United States experienced a surge of youth violence activities that peaked in 1993. This trend had a profound effect on the quality of life of many families and their ability to enjoy a safe and healthy environment. In a time when young people should be planning for their future, many turned out to be the focus of funeral plans for their families (Cook and Laub, 1998). This trend in violent behavior not only affected the immediate families of these youths, but it also negatively impacted the communities where these families live. With every violent incident, trust, mutual dependence,

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social networks, and social capital was being negatively affected in such a way that the lasting scars are still evident in many communities today. The ever-increasing volume of research that addresses the issue of youth violence and crime evidences our society’s concern with these problems. Much of this research has been guided by a public health approach. Although this approach has not developed theories to direct interventions, it has defined the problem, identified the potential causes, pointed to promising interventions based on evaluative data, and disseminated promising practices as part of a coordinated effort to reach out and educate the public on the issue of youth violence (Hamburg, 1998; Mercy et al.,1993). Using this public health approach, social scientists have been able to identify and target the various behavioral, environmental, and biological risk factors associated with youth violence (U.S. Dept. of Health and Human Services, 2001). Consider some illustrative findings from studies reported by the U.S. Department of Health and Human Services: •

•

•

Among the risk factors identified for childhood involvement in criminal behavior are low family socioeconomic status and anti-social parents (emphasis supplied). Lack of social involvement by the parents represents one of the factors that work against the accumulation of social capital. During adolescence, the influence of family is largely supplanted by peer influences. The strongest risk factors are weak ties to conventional peers, ties to antisocial or delinquent peers, belonging to a gang, and involvement in other criminal acts (emphasis supplied). This finding supports the arguments set forth in SDT, as will be discussed in Chapter 2. Youth violence is directly associated with lifestyles marked by guns, drugs, promiscuous sex and other risky behaviors. Again, we see evidence of the impact of social capital on the behaviors of youth.

As evidenced by these findings, social capital plays a key role in the social development and social behavior of youths. Operating together, individual characteristics interact in complex ways with people and social conditions to produce violent behavior.

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CHAPTER 2

Social Disorganization and Crime

From Emile Durkheim to the Chicago School The roots of social disorganization theory can be traced back to the early sociological theorizing of Emile Durkheim. It is based on Durkheim’s theories of social solidarity and anomie, which posited that community breakdown and social disorganization resulted in disruption of the normative order. Emile Durkheim argued that an organized and integrated society will experience greater social solidarity and cohesion. Conversely, a lack of social solidarity and cohesion results in what Durkheim termed “anomie.” According to Durkheim, anomie referred to a social condition characterized by a lack of norms governing group and individual behavior. He felt that with the transition from mechanical to organic society came a division of labor that also brought with it social integration. However, if rapid economic change outpaced the growth of moral regulation, then the result would be the disappearance of significant social norms that held societies together. This, in turn, created normlessness as people struggled to adapt, often in destructive ways, to the rapid changes of modern industrial life (Durkheim, 1893). According to social disorganization theory (SDT) stability, community support, and social integration are necessary to the maintenance of social order. It is argued that the lack of such community systems of support results in social maladjustment and delinquent behavior. Social disorganization has been defined as the inability of a community structure to realize the common values of its residents and maintain effective social controls (Sampson and Groves, 1989). As such, various scholars have used this theory to explain the effects of poor community networks on high rates of crime in urban 13

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areas scarred by concentrated disadvantage, usually involving ethnic minorities (Park and Burgess, 1925; Shaw and McKay, 1942; Bursick, 1998; Sampson and Groves, 1989; Bursick and Grasmick, 2001; Morenoff and Sampson, 1997; Sampson, 2001). Precursors to the development of social disorganization theory can be found in the ecological studies of the late 1800s. These studies showed spatial variation in crime patterns. They included geographical distributions of variables such as season, climate, population, and poverty. Using local maps, social scientists concluded that crime rates exhibited certain geographical patterns based on urban/rural location, i.e., urban areas were characterized by more crime than rural areas. Furthermore, certain parts of urban areas exhibited higher crime rates than other parts of the city (Guerry, 1833; Quetelet, 1842). However, such ecological analysis of crime did not enjoy widespread acceptance in the United States until the 1920s when social scientists from the University of Chicago began to search for explanations for crime in Chicago. W.I. Thomas and Florian Znaniecki conducted an initial study based on social disorganization theory in 1920. Their now classic work The Polish Peasant in Europe and America chronicles the challenges Polish peasants faced in transitioning from the rural farmlands of Europe to the industrialized cities in America. At the core of their theory was that rapid changes in society, due to industrialization, urbanization, or increased migration, resulted in a decline of the effectiveness of social control by institutional or informal forces. They posited that social disorganization is produced when a society undergoes a period of rapid change and when new groups fail to integrate and assimilate into the established social order (Thomas and Znaniecki, 1920; Sellin, 1938). Communities and neighborhoods were especially vulnerable to the deterioration of these social controls. This deterioration or weakening of institutional and informal forces was termed social disorganization. Social scientists such as Park and Burgess (1925) and later Shaw and McKay (1942) converted the city of Chicago into a crime study laboratory. They examined the culture and subculture of various groups, including gangs, in order to determine crime patterns. Using the natural ecological communities of plants and animals as an analogy, they mapped out the city using concentric circles and plotted out the geographical location of youth who had been referred to juvenile court.

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By doing so, they discovered a systematic pattern of crime. Crime was heaviest towards the inner city (an area they referred to as a “zone in transition”) and decreased towards the periphery of the circle. This zone of transition was the area of the city that was changing from residential to commercial. This pattern held true despite social changes over time in the ethnic composition of the neighborhoods. As industrialized cities became more heavily populated with bluecollar workers and those seeking to eek out an existence in the city, the middle class and more affluent residents began to move away from the center of the cities along with the major industries and businesses. What emerged was an area immediately surrounding downtown that became a zone of transition with the workers living just outside that zone. This zone was followed by the more residential area usually characterized by higher end apartment complexes and nice residential homes. Transition, Community Networks and Social Capital Park and Burgess argued that prior to ecological change, relatively small integrated community groups work together to achieve common goals, while at the same time competing with other groups for a limited amount of resources. As these communities grow, ecological changes occur in these transition areas (such as physical decay, poor housing, incomplete and broken families, high rates of illegitimate births, etc.) and crime arises naturally as these groups compete with one another in these urban sectors. As the cities continue to industrialize and labor becomes divided, integration is lessened and social control is weakened. This happens as a result of industrialization and urbanization undermining social ties in the zone of transition and thus social control once exerted by the community, social groups, and family are absent. Such change resulted in an increase in youth and adult crime rates, drug addiction, alcoholism, prostitution, and mental illness (Park and Burgess, 1925). Population turnover has negative consequences for a community to organize and exercise social control. Such “community turnover” leads to juvenile delinquency (Shaw and McKay, 1942). The Chicago sociologists emphasized that these behavioral outcomes were not biological or psychological but merely the natural consequences of withered social controls as a result of destabilizing social conditions.

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However, more recent formulations show a weak correlation between residential mobility, poverty, and violent crime (Sampson, 1985; Taylor and Covington, 1989). They argue that violent crime is driven not so much by poverty but by residential instability. Similarly, Paul Bellair (1997), in his study of 60 SMSA’s across America, found that even infrequent interaction among neighbors proved to be an effective way of controlling crime and maintaining juvenile delinquency in check. These and other similar studies show the strong negative relationship between increased social networks, high participation in local associations, informal social control and illicit behavior (Taylor and Covington, 1989; Simcha-Fagan, et.al., 1986; Elliott et.al. 1996; Sampson et.al. 1999). The ‘Race’ Factor It is argued that social networks and social control are undermined by poverty and racial segregation (Sampson, 2001). Due to increasing urbanization in America, many have found themselves dislocated within the larger social environment. As cities grew and became more industrialized, many ethnic groups (especially blacks and Latinos) as well as immigrant groups migrated to the metropolitan areas in search for jobs and other economic opportunities (Payne, 2000). As this trend continued, the more affluent whites (perhaps due to ethnic threat) and other middle-class ethnics (perhaps in an effort to move up the social ladder) began to flee towards the adjoining suburban regions (Wilson, 1978, 1996; Morenoff and Sampson, 1997). It is argued that as industry replaced residential areas, traditional social networks began to suffer. As a result, communities became disorganized. This disorganization became evident in the form of racially segregated communities, poorly staffed schools, substandard public housing, inadequately staffed hospitals, high rates of unemployment, and an increase in single parent households or other family disruptions. In short, social capital declined. William Julius Wilson (1987) studied the migratory patterns of upper and middle-class blacks and has found that as these groups of blacks leave the city, what remains is a group of blacks marked by concentrated disadvantage. Wilson reminds us that during the 1940s and 1950s, residents of Harlem and other ghetto neighborhoods were not fearful of sleeping on park benches or on fire escapes during the hot summer nights. During these times, whites often frequented the inner

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city taverns and nightclubs. He points out that crime was present, but not to the degree that has existed in these communities after 1970. Since 1970, Wilson argues that unemployment, underemployment, non-participation in the labor force, single-parent families, drug addiction, and crime gripped the American ghetto as had never been seen prior to this period. These conditions had a significant impact in the maintenance of social capital available in the inner city ghetto. In "The truly disadvantaged," Wilson (1987) argues that due to historical discrimination and large black migration into metropolitan areas, a weak relationship to the labor force was created for young blacks, especially since 1970, making them vulnerable to industrial and economic changes in the economy. Wilson argues that during this time, America experienced a shift in the economy from goods-producing to service-producing industries. The labor market became segmented between high-wage sectors and low-wage sectors1. Innovations in technology, the relocation of manufacturing industries out of central cities, and the periodic economic recessions produced a high rate of black unemployment. As a result, poverty was highly concentrated in urban cities. These cities became characterized by high rates of crime, welfare dependency, single-parent families, and joblessness. Wilson goes on to argue that despite affirmative action programs aimed at reducing the gap between inner city blacks and the rest of America, black unemployment grew. Furthermore, these programs that were race-specific actually did more harm than good by managing to help only those blacks that were in a position to take advantage of these programs due to their higher level of education or their relatively stronger networks to labor. In fact, what resulted was that affirmative action programs benefited the black middle-class while still leaving those with the least amount of social capital in the same predicament they found themselves in to begin with. Eventually, as middle-class blacks began to move away from the central cities to the suburbs, the poorest of the blacks remained in the inner cities without the buffering effects of middle-class blacks. Still, results of empirical tests of SDT have been mixed. Some scholars have used indicators of poverty and economic inequality in

1

For more information on theories of split-labor market see (Bonacich 1972, 1976, 1979) and (Boswell 1987).

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neighborhood-based studies and have shown a direct relationship between poor, ethnic communities and violence (Block, 1979; Roncek, 1981; Schuerman and Kobrin, 1986; Curry and Spergel, 1991; Taylor and Covington, 1989), while other studies show a weak relationship at best (Messner and South, 1986; Sampson, 1985). However, once a high rate of residential mobility is introduced into the model, its effects on violence and victimization become more evident (Smith and Jarjoura, 1988; Sampson, 1985). Smith and Jarjoura (1988) conducted a study of fifty-seven neighborhoods and concluded that rapid population turnover combined with high levels of poverty significantly increased violent crime rates than mobile areas that are affluent or even poor areas that are relatively stable. Bursick (1998) argues that Shaw and McKay’s model has not been properly tested in the past. He points out that Shaw and McKay were not proposing that ecological conditions such as industrialization, rapid social changes, and ethnic composition directly caused crime. Instead, he argues that these changes undermine social control that, in turn, leads to crime. So it is the breakdown of these informal social controls that are the more proximate and direct cause of crime, not the more distal, exogenous ecological changes themselves. This view is shared by Sampson and Groves (1989). They also point out that the racial composition or social class of a community is not an adequate indicator of social disorganization. However, past studies have used these variables to measure social disorganization; therefore, they argue, Shaw and McKay’s model has not been properly tested. What needs to be tested are the social controls that are either weakened or strengthened depending on the ecological changes present in the community. Scholars such as Bursik (1998) and Sampson (2001) emphasize that social disorganization leaves communities with the inability to implement informal and formal social controls that foster public safety. This is especially true in neighborhoods characterized by single parent households, broken families, and the lack a pro-social activities for youth. As such, these communities lack the capacity to regulate the conduct of the youth in their communities. A further study conducted in 1989 by Sampson and Groves measured the level of social disorganization through direct measures of a social control. The results of their data supported the conclusions concerning social disorganization.

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Specifically, Sampson and Groves conducted a study involving 238 localities in Great Britain. Their model included variables such as community supervision of teenage gangs, informal friendship networks, and local participation in formal organizations. Their results showed that most of the communities with weak social networks manifested other indicators of social disorganization. Their model predicted the level of criminal activity. In addition, other studies have affirmed this assertion by showing the negative effects of residential instability. Conversely, relatively stable residential areas marked by parental involvement and social participation are negatively correlated with selfreported delinquency (Simcha-Fagan et.al., 1986). Sampson et.al. (1999) argued that informal social control is predicated on the notion that neighbors must first have a sense of ‘trust’, ‘mutual dependence’, and ‘support’ in order to mitigate the effects of transciency and family disruption in neighborhood settings. Once trust and a willingness to intervene for the common good is established in a community, positive change can occur that will mitigate the effects of social disorganization. Re-establishing this “collective efficacy” is at the center of the Asset-Based Community Development model, which is discussed in the Chapter 3. These studies emphasized that pathologies such as crime, drug addiction, prostitution, mental illness, and drug trafficking were not solely biological or psychological in nature but a result of the undermining of informal social controls of collective efficacy in response to rapid social change. In the 1930s, in an attempt to address these issues, Chicago sociologist C.R. Shaw developed the Chicago Area Project in several of the neediest neighborhoods. The projects consisted of getting the local community involved in the planning and implementation of programs for youths that would restore social organization and participation in conventional institutions. As we will see, this same approach is at the core of the ABCD model which addresses past researchers’ concern for the lack of social networks and informal social control (Wilson, 1987; Bursick, 1998; Sampson and Groves, 1989). However, the most significant contribution of the ABCD model is its extension of the issue of increased neighbor interaction and the concept of ‘collective efficacy.’ Similar to recent conceptualizations of social capital, one of the fundamental principles of the ABCD model is the realization that “The rapid increase in crime rates in the United States…may therefore

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be one of the missed “suspects” in the concomitant decline of social capital.” (Sampson 2001, p. 99). Segregation, Social Capital and Crime Early social disorganization scholars felt that the key to understanding crime was to focus more on the environmental context of individuals rather than their intrinsic characteristics. They wondered if it made a difference whether a child grew up in an environment characterized by poverty, unemployment, and crowded streets as opposed to growing up in an environment characterized by ethnic homogeneity, single-family dwellings, and ample park spaces. They found that communities that experience social disorganization are characterized by a breakdown of formal and informal social controls as well as the lack of vibrant social institutions in that community. These neighborhoods are characterized by family disruptions, poor school attendance, a lack of social programming aimed at youth, and a lack of the social clubs and political groups to work on the behalf of the community. Most importantly, these communities are almost always marked by economic disadvantage. Under these circumstances, these low income communities find themselves unable to offer beneficial activities to youth because the availability of beneficial social activities is limited. In the face of these conditions, inner city youth often find themselves participating in activities that lead them afoul of the law due to the development of what has been called adaptive “normative ecologies,” meaning shared beliefs that aggression and violence are acceptable behaviors when living in a crime-infested neighborhood (Sampson and Wilson, 1995). Researchers like, Wilson (1987), Sampson and Groves (1989), Bursick and Grasmick (2001), Bellair, et.al. (1999), Sampson and Wilson (1995), Peterson and Krivo (1999), McNulty (1999), Peterson et.al. (2000), and Sampson (2001) continue to use social disorganization theory in explaining crime and juvenile delinquency in the United States. In addition, some scholars argue that economic disadvantage, poor housing, education, and low-paying jobs all act together to create an environment (especially for racially segregated communities) where violent crime reflects the effects of economic deprivation and the lack of social control (Braithwaite and Braithwaite,

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1980; Blau and Blau, 1982; Messner, 1983; Patterson, 1991; Sampson and Wilson, 1995; Peterson and Krivo, 1999). Due to institutionalized racism and discrimination practices, blacks and latinos are segregated into poor, urban communities which are the result of a system of social stratification which is increasingly becoming racialized (Alba and Logan, 1993; Massey and Denton, 1993; Farley and Frey, 1992; Krivo et.al., 1998). Such segregation (and at times hyper-segregation) negatively affects blacks more than it does whites (Kasarda, 1993; Jargowsky, 1996; and Coulton et.al., 1996). This disadvantaged condition and the lack of informal social control mechanisms lead to increased participation in criminal activities as the urban poor seek to improve their plight through illicit means (Merton, 1938; Sampson, 1987; Sullivan, 1989). Similarly, many authors have conducted their own studies showing that factors such as unemployment and family disruptions in low income communities have been shown to positively affect crime participation (Sampson, 1987; Warner and Pierce, 1993). Consequently, it is argued that young people growing up in these areas become involved in criminal activities because they lack positive role models (in their immediate family or in their communities) and they lack the social networks which are capable of connecting them to businesses, the political sector, and other social organizations in society (Wilson, 1978, 1987; Kellam et.al., 1982; Sampson and Groves, 1989; Bursik and Grasmick, 2001; McNulty, 1999). Such social disconnection hinders their ability to embrace the values and principles of mainstream society (Janowitz, 1975; Kornhauser, 1978). The result is what has been called a “concentration of truly disadvantaged” (Wilson, 1987) as these communities become racially segregated (Massey and Denton, 1993). This social isolation not only creates a lack of bridging capital, but also significantly impairs a community’s ability to develop bonding capital given the lack of positive role models in the community. This social disorganization leads to criminal behavior (Hannon and DeFronzo, 1998), as well as gang participation and juvenile delinquency (Park and Burgess, 1925; Shaw and McKay, 1942; Massey, 1995; Peterson and Krivo, 1999). The effects of this social disorganization have been especially pernicious to the black community. Today, urban black communities are characterized by high rates of violent crimes, out-of-wedlock births, drug addiction, teenage

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pregnancy, single female headed households, and welfare dependency (Wilson, 1987, 1996; Wilson and Aponte, 1985; Hogan and Kitagawa, 1985). Finally, these studies inform us as to how concentration of disadvantage affects communities and the social networks within these communities and how these, in turn, create risks for the poor, leaving them vulnerable to a host of social pathologies not the least of which is crime and violence. Compounded by historical and contemporary discrimination, economically and socially disadvantaged ethnic groups have found themselves left behind in an urban environment characterized by a shift from goods-producing to service-producing industries. Such economic shift has led to a situation that results in the prevalence of low-skilled labor and minimum wages as the residents of these ghettos become trapped in their own environment. Although divorce rates and female-headed households were largely ignored in the early ecological studies, family disruption has proven to be an important variable in affecting violence and delinquency (Sampson and Groves, 1989; Taylor et.al., 1984). Factors such as unemployment and family disruptions in mostly black communities have been shown to positively affect crime participation (Sampson, 1987; Warner and Pierce, 1993). It has been shown that divorce rates are slightly higher among black families than white families (Kposowa, 1998). The mechanism by which a lack of social capital affects communities can be seen in Massey’s 1995 study on the effects of segregation on violent crime in urban America. Massey argues that high rates of black crime were related to a combination of high rates of poverty as well as segregation. Furthermore, the interaction of poverty and racial segregation combine to create an ecological milieu which tends to foster violence as an adaptive response to the strain of economic and social disadvantage. He concludes that, “As major cities in general and urban black communities in particular, continue to deteriorate fiscally, socially, and economically, the socioeconomic health of the nation will also erode. Despite the efforts of white Americans to escape urban problems through segregation, they will inevitably end up paying the costs—directly in the form of higher expenses for insurance, health care, criminal justice, security, and

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education, and indirectly in the form of reduced competitiveness in the world markets, diminished quality of life, and a retreat from American democratic ideals.” (Massey 1995, p.1208). Additional work extending social disorganization theory has been conducted by Robert Sampson, William Julius Wilson, and Judith and Peter Blau. These scholars have brought to our attention the fact that social disorganization tends to occur in communities that are inhabited mostly by African-Americans and Latinos. As a result, Wilson argues, that leads to a concentration of disadvantage that acts as a catalyst for social disruption and anomie. In 1999, Raudenbush and Sampson extended SDT with their study of violence across 343 Chicago neighborhoods. Their study reaffirmed Sampson and Wilson’s theorizing by showing that poverty, race/age composition, and family disruption are related to neighborhood violence which, in turn, is mediated by a neighborhood’s ability and willingness to exercise informal social control (i.e., collective efficacy). The foregoing discussion delineating the process by which the lack of social capital in a community can be seen in the neighborhood of Arlanza in Riverside, California. It is argued that as industry replaced residential areas, traditional social networks began to suffer. Vibrant social institutions disappeared and as a result, Arlanza became socially disorganized. This disorganization became evident in the form of a racially segregated community, schools marked by poor academic performance, substandard public housing, high rates of unemployment, a lack of social capital, weak or non-existant collective efficacy, and an increase in single parent households or other family disruptions. Furthermore, from 1990 to 2000 the white population in Arlanza was reduced by nearly 50% in one of the most dramatic cases of ‘white flight’ the city had ever seen (see document #4 in appendix).

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CHAPTER 3

Asset-Based Community Development

Many community intervention projects have taken place across the United States in efforts to address the growing concern about juvenile delinquency and crime, despite the fact that many of these efforts have not been rigorously evaluated. As was stated in the introductory chapter, due to a lack of empirically tested, theoretically driven, neighborhood-based interventions, the approach of this project is to discuss how SDT provides the theoretical underpinnings for the AssetBased Community Development model (ABCD), implemented in the Arlanza Neighborhood Initiative. As such, the purpose of this chapter is to provide a detailed explanation of the ABCD model pioneered by Kretzmann and McKnight (1993) and show how this model seeks to mitigate the negative effects of social disorganization. Many school districts and government agencies have resorted to implementing community projects that are based on what has been called a ‘needs driven’ model, in an effort to address pressing social issues such as poor housing, drug abuse, and youth violence. In other words, community deficiencies are measured by means of needs assessment surveys. Government agencies and other social organizations then use these surveys to determine what should be done for the community. As a result, these interventions and outreach programs tend to focus on the areas of the community that are most deficient. Unfortunately, such an approach renders an incomplete picture of the community. This approach tends to focus on issues such as unemployment, truancy, high dropout rates, gang activity, broken families, slum housing, child abuse, crime, graffiti, and illiteracy. Once 25

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this information is received, communities can easily be overwhelmed by the apparently insurmountable problems that have been identified in their community. While this method does give social service providers an indication of the need for their services, it can also have the side effects of creating despair within the community and local residents. As a result, it disempowers them from collective action and perhaps creating resentment and anger at the disparaging picture they see of their community. As a result, community members come to believe that their only way out is to depend on the service providers to solve all their problems. They become ‘customers,’ and the service providers become ‘sellers.’ The local residents eventually become dependent on the services being offered by either the government or local nonprofit agencies. With increasing dependency, neighbors begin to look to these service providers as their sole source of help. Such needs driven models also create a power imbalance in the community. In this case, the impacted neighborhood is not participating equally in collective action with an outside group. Instead, the process places the power on the side of the service provider, thereby creating a vertical relationship between provider and recipient, in other words, the powerful service provider on top and the needy recipient at the bottom. Unfortunately, once funding sources for these programs are exhausted or no longer available, services are not sustained and residents are once again left in a disadvantaged position. They have grown accustomed to depend on these services for their survival and their existence. They had only one solution, and now that solution is gone. Several consequences result from this approach. First, such an approach leads to the fragmentation of efforts on the part of service providers as each agency seeks to address the specific area in which they have expertise. Second, resources and funding are targeted to the service providers rather than to residents. This may or may not be a problem depending on how the funding is used by the service provider. Third, in advocating the cause of their community, neighborhood leaders are forced to highlight their deficiencies and denigrate their neighborhoods because they realize that the only way to receive resources is to look desperate and ‘in need.’ Fourth, and most importantly, this model strengthens the perceptions that only outside experts are able to provide help. No longer are neighbor-to-neighbor relationships the most important, but rather, they are supplanted by

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neighbor-to-service provider relationships that now take precedence. This relational shift and decreased rate of neighbor interaction tends to weaken the social relationships which binds neighborhoods together, thereby increasing the likelihood of crime and juvenile delinquency (Bellair, 1997). A needs-based approach fails to empower the community by not providing an opportunity to develop relationships of trust and mutual cooperation between people. By supplanting the ‘bonding’ relationships between neighbors with vertical relationships between resident and service provider, the community is denied the benefits of social capital that comes through face-to-face interactions. In addition, this approach fails to identify and expand the existing social assets that are already present within the community. This criticism does not imply that the community can solve all its problems without assistance. There is obvious need for the local government to provide basic and necessary services to its residents. However, communities must be allowed sufficient opportunities to act collectively and form partnerships with actors outside their immediate neighborhood in order to build the bonding and bridging social capital necessary for mobilizing resources and services to address the problems they face, such as youth crime and violence (Warren et.al., 2001). Conversely, the Asset-Based Community Development model is one that recognizes that the most effective community development takes place when local residents are committed to investing themselves and their resources in their own neighborhoods (Kretzmann and McKnight, 1993; Mattessich et.al., 1997). It is important to note that as of this writing, no empirical scientific data demonstrating the effectiveness of the ABCD model is available. The arguments that will be presented in this project are theoretical in nature. The actual application of the model may or may not support its underlying assumptions. The Arlanza Neighborhood Initiative is currently being evaluated, and it is hoped that when the final data are collected, this initiative will render one of the first true tests of the ABCD model and its mitigating effects on social disorganization. The ABCD model recognizes the need for social bonding and bridging capital in any intervention designed to mitigate the effects of social disorganization (Mattessich et.al. 2001). The model emphasizes neighbor-to-neighbor relationships and the strengthening of social ties as residents engage in the identification of existing assets and resources

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while cooperating together to build and expand these resources where needed. The authors of the ABCD model, Kretzmann and McKnight state, “All the historic evidence indicates that significant community development takes place only when local community people are committed to investing themselves and their resources in the effort.” (Kretzmann and McKnight 1993: p.8) Other studies tend to support this view. It has been posited that, “…the creation of bonding social capital is critical to any effort to engage poor people to improve their communities…stable institutions, like churches and schools, as well as more fluid support groups like Helping Hands, provide an essential foundation for bonding processes…any long term effort to combat poverty must pay particular attention to cultivating broad participation from the community and fostering accountability…. To the extent that poor communities lack broader connections, however, they remain isolated and weak. Bridging ties can help bring greater resources and opportunities into poor communities. And in the long run, building trust and cooperation across communities can help provide the basis for strengthening the social fabric of the whole society and creating a national consensus for combating poverty.” (Warren et.al. 2001, p. 11). The fundamental tenets of the ABCD model are similar to previous conceptualizations of social control by Bursick and Grasmick (2001) and the three-fold paradigm of family, neighborhood, and state posited by Hunter (1985). In order to increase social capital in a poor community, any intervention strategy must address that symbiotic role of institutions (such as schools, hospitals, and local government), organizations (such as neighborhood groups, civic clubs, and churches), and local individuals and families (Warren et.al., 2001). The ABCD model recognizes that each community has assets and resources and that these assets are present at three different levels of the community. Mobilizing Local Assets The ABCD model is a capacity driven approach seeking to discover how the local community can benefit from the talents, abilities, and

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skills that local individuals possess, that is, their human capital (Coleman, 1988). This represents the first level of assets. At the second level are the local associations that include churches, block groups, cultural groups, and community-based organizations. Each of these agencies has assets that can benefit the community. Finally, at the third level are the local institutions that include schools, businesses, parks, libraries, hospitals, community colleges, and local government. All of these various levels have assets and potential social ties that each community can use to develop social capital. However, oftentimes certain of these assets or resources are overlooked. The ABCD model emphasizes the need for synergy between all three levels. It seeks to determine how individuals can give of themselves and contribute their gifts for the betterment of the community. It’s goal is to identify how can individuals work within citizen associations to bring about change in the community while sharing resources and collaborating together to achieve a common goal. How can citizen associations work within local institutions at a more macro level to do those tasks that individuals alone cannot accomplish? As the community engages its residents in finding the answers to these questions, it is theorized that relationships are forged as neighbors begin to work with neighbors. Through regular social interaction, individuals begin to discover that their friends and neighbors have unique gift and talents that they did not know they possessed. Community members begin to realize that they had more assets in their community then they once thought they had. The glass begins to look half full rather than half empty. Social disorganization gradually becomes social organization. All these assets can be mobilized for collective action in the community as neighbors begin to work together and develop horizontal relationships rather than vertically imbalanced ones. In other words, neighbors work within neighborhood associations that, in turn, work with local institutions as they collaborate with one another. As a result these entities begin to know each other better while finding creative ways to enhance their community. Rather than to start with what is lacking in the community, the ABCD model starts with what is present in the community that perhaps has been overlooked. It is internally focused in that it seeks to concentrate on the problem solving capacities of the local residents, the local associations, and local institutions—that is where the materials for building social capital

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can be found. Therefore, these nested layers of the community become the areas that must be accessed and mobilized. In the process, better relationships among these entities are created as they work cooperatively to find common solutions. The ABCD model provides the opportunity for local residents to look to one another for solutions, while the local governmental acts as an infrastructure to help provide for solutions that are outside the scope of local individuals or community groups. The model does not ignore the limitations of the community, nor does it seek to absolve local government of its social responsibility to the community. Instead, the local municipality joins hands with the local community to find solutions to help improve and develop collective cooperation and social capital. By developing social capital, the model mitigates social disorganization in the community (i.e., the lack of social networks, community ties, collective efficacy, and informal social controls). It should be noted that this process can take place only when there is synergy between residents, local organizations, state institutions, and economic actors (Evans 1997; Woolcock, 1998). Public institutions that are disconnected from residents of the local community undermine the efforts of such communities to build social capital. As such, local government and other local institutions need to capitalize on grassroots efforts to improve poor neighborhoods. If not, community activists and civic leaders become discouraged by the lack of support they receive from the state. If this situation is not changed by active cooperation from local institutions, these leaders as well as the communities they represent may become hostile towards local government and begin to develop antagonistic relations between residents and local government (Briggs 1998). As stated earlier, social disorganization theory has been an integral part of criminological theorizing for many years, and the ABCD model represents a community mobilization approach that is compatible with this tradition. Both SDT and ABCD focus on the importance of social networks and their influence on the development of cohesiveness and social control in communities. Both models give greater emphasis to the social causality of crime rather than intrinsic biological explanations. Finally, both models place a strong emphasis on ‘collective efficacy’ (i.e., mutual trust and a willingness to intervene for the common good) based on neighbor-to-neighbor relations and

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community involvement as the key to social control and violence reduction. SDT posits that structural changes brought about by industrialization and the suburbanization of jobs undermine social networks and collective efficacy which, in turn, concentrates disadvantage, leading to youth problems and youth violence. The purpose of the ABCD model is to mitigate the effects of concentrated disadvantage on social capital by promoting neighbor-to-neighbor trust and cooperation. It is theorized that if social capital is not used for negative goals (such as exclusionary tactics that discriminate against ethnic minorities), then collective efficacy returns to the community as social networks are re-established thereby re-introducing in the lives of youths the social control mechanisms that were diminished by the processes of social disorganization in the community (Sampson et al., 1999; Bursick, 1998; Sampson, 2001; Portes, 1998). Social Capital at the Individual Level One principle of asset-based community development is the belief that individuals represent one of the greatest assets of any community (Kretzmann and McKnight 1993). Each individual possesses capacities, gifts, and abilities that can be used to benefit the community. When such a person is allowed to employ these gifts and talents on behalf of the neighborhood, that individual presumably will experience a level of satisfaction resulting in greater commitment toward improving the local community. It is only as each individual is made to feel valuable and significant that a community begins to discover the collective power of working together and making a personal investment in the neighborhood. As each individual begins to exercise these gifts, it is expected that other residents will begin to follow. Soon, the neighborhood experiences an increased level of social interaction between neighbors that should result in mitigating the effects of previously poor social ties within the community. The asset based community development model looks at individuals as assets rather than as elements in need of services. The community becomes stronger as individuals begin to make a personal investment in using their gifts, abilities, and talents. The proponents of the ABCD approach argue that any successful community intervention project must recognize this fact. A weak

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community development model is one that does not recognize the often overlooked potential of individuals. For this reason, the ABCD model encourages social researchers to engage in an individual level inventory of capacities. Rather than conduct a needs assessment survey, this model proposes conducting an asset mapping survey. While it is recognized that individuals do have weaknesses and deficiencies, they also possess strengths and community building capacities that must be identified. Hence, the individual capacities inventory survey is conducted with help from the residents themselves (Kretzmann and McKnight 1993). This tool is used to create an increase in the frequency of neighborhood interaction (i.e., social networks), thus addressing a core theoretical principle of SDT—the interaction counteracts the deterioration of social networks that leads to a breakdown in informal social controls (Sampson and Wilson, 1995). Individual-level Asset-Mapping In order to aid in the development of social capital in the Arlanza project, it was determined that an individual asset-mapping survey would be conducted to discover the personal capacities possessed by the local residents. As explained earlier, the goal of this part of the model is to increase the level of social interaction within the community. By conducting this asset-mapping survey, local volunteers will sign up and go out into their own neighborhood to conduct the survey and collect the information needed. The data that will be collected would include information on the number of residents willing to put their talents to work on behalf of the neighborhood—as well as what these capacities are. Armed with this information, the project coordinator would be able to tap into those resources whenever the neighborhood planned any social event or activity. In addition, the information could be used to simply coordinate efforts between neighbors as the need arises. Through this process the neighbors receive the benefits of social interaction while they conduct the survey among their peers and also benefit from the individual capacities and talents that exist within their community as new events/activities are developed in the neighborhood. What follows is a more detailed explanation on how this process works.

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Implementation Details The individual capacities inventory survey is divided into four parts. The first part of the survey seeks to identify the various skills possessed by individuals in the community. These are skills that have been learned through personal experience, at home, with the family, at church or they may have been skills learned on a professional level. Such skills may include working with the elderly, the mentally ill, the sick and disabled, or working with children. Other skills may come in the area of clerical work such as typing, operating a computer, answering the phone, operating a switchboard, being able to write shorthand or speed riding, bookkeeping, or word processing skills. Personal skills may also come in the area of construction and repair such as painting, building, plumbing, electrical work, or masonry and bricklaying. Some individuals may possess various maintenance skills such as window washing, housecleaning, fixing leaky faucets, mowing the lawn, gardening, pruning trees, or floor waxing. Perhaps some individuals possess skills in food preparation, child care, transportation, such as driving a taxi, bus, or tractor trailer. Other individuals may be able to operate heavy equipment or repair electronics. Finally, other skills may be in the area of supervision, sales, music, upholstery, selling, cooking, hairdressing, or conducting phone or personal surveys. Part two of the survey includes information on working with community groups. The purpose of this section of the survey is to determine whether an individual has experience organizing or participating in various community activities. These activities may include Boy Scouts, church fundraisers, PTAs, political campaigns, block clubs, community groups, yard sales, or other type of community work. The third part of the survey is designed to identify which individuals have any type of business talent or interest. It ascertains business experience or any business activities in which residents may have engaged. Part four of the survey includes personal contact information for the respondent. Again, the purpose of the personal inventories capacity survey is to allow for community organizers to avail themselves of these data when attempting to organize or mobilize existing assets in the community. The data is owned by the residents. The survey data become a tool that can be used by residents to engage other residents in collective action.

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In the case of the Arlanza neighborhood initiative, this information will be kept in the new resource center by a community volunteer or the resource center Director. Hence, the center Director or a community leader will contact organizers any time there is a project in the community that would benefit from the skills identified in the survey. For example, a community project that involved renovating an old abandoned building would benefit from those individuals in the neighborhood that possess carpentry and building skills. Yet at the same time, individuals who are adept at child care could look after the children while the parents participate in the renovation and reconstruction of the local building. Those who are good at painting and cleaning or those who have organizing skills could all be used in a communal endeavor of this type. The project would also need community members who could cook food to provide to the workers. Even residents in the community with musical skills could provide entertainment while the work is underway. The goal is to facilitate resident-to-resident interaction thereby enhancing the level of social capital in the community. This is just one example of the benefit of conducting an individual capacities inventory in the local community. Conducting such a survey also allows for community buy-in and individual investment in their neighborhood. This is due to the fact that the residents themselves conduct the survey and in the process connect with their neighbors, some of whom perhaps they did not know prior to the survey work. Local residents and individuals can take pride in the work they have accomplished because they have done it themselves. As such, it is believed that local residents are more likely to maintain the work they have done because it has come from their own hands. Another important component of encouraging individual investment in the development of a community is recognizing the various subgroups that exists within the community, such as people with artistic gifts, young people and the elderly, people surviving on welfare, or people who are developmentally disabled. Engaging the youth in the community allows for them to interact with other young people in a beneficial and productive manner. At the same time, it provides them an opportunity to engage with adults thereby creating role models and increasing the social capital available in their community.

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The proponents of ABCD state: "…the unique energy and creativity of youth is often denied to the community because the young people of the neighborhood are all too often viewed only in terms of their lack of maturity and practical life experience. Categorized as the product of immature minds, the legitimate dreams and desires of youth are frequently ignored by the older, more responsible members of the community. As a result of this negative stereotyping, in many instances the youth of the community tend to be thought of as incompetent individuals who will wreck havoc on the established society if they are not tightly supervised and controlled." (Kretzmann and McKnight, 1993: p. 29). However, given the right opportunities, young people can make a significant contribution to the neighborhood in which they live. As other young people see youth working in the community, they begin to realize that it is socially acceptable to participate in such projects. At the same time, adults begin to realize that these young people are not just hoodlums or gang members but are youth interested in helping out in any way they can. Working together helps to breakdown stereotypes and barriers between adults and youth who often see each other as antagonists rather than as partners. Working with young people includes many other benefits such as time. Young people tend to have more free time available than adults. As such, they represent an important asset for a community project, especially if there's a heavy time demand on the project. Young people are also gifted with being creative and having many ideas. Oftentimes adults may tend to seek solutions to problems in a more traditional way. However, young people are often able to bring fresh new eyes to the situation and come up with creative ways of resolving problems. Involving young people in local projects also helps to establish a sense of connection to the neighborhood. They now have a stake in the community which will enable them to assume ownership of the neighborhood in which they live. Young people may also discover interests that they did not know they had. In working with community projects, it may be that young people discover areas in which they possess a natural ability. As they are exposed to different tasks and activities, they are gaining a broader knowledge base of what it takes to make a community work. Young

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people are allowed to gain real life experience with their involvement in community development. This helps to broaden their horizons and develop cultural capital in the process. Community development projects involving young people also aid in the strengthening a family ties. It allows them an opportunity to interact with their parents in a different dimension other than as parent and child in the household setting. Working together to benefit the community allows young people to interact with their parents as peers and as fellow workers on behalf of the local neighborhood. It also affords the opportunity for adults to act as teachers and mentors, thereby strengthening intergenerational ties (Sampson, 2001). Finally, the enthusiasm and energy that young people bring to the community is irreplaceable. Young people are essential components in any community development effort. The ABCD model also seeks to mitigate the negative effects of social disorganization by identifying groups of individuals who may have traditionally been marginalized in society and creating a mechanism by which they can work collectively on behalf of the community (Sampson et.al. 1999). Under this model, all individuals are considered assets including seniors, the poor, and individuals with disabilities. In terms of seniors, the model recognizes the potential asset that this demographic group brings to the community. Seniors are often labeled as ‘the elderly.’ They are considered a sub-group within our society that represents a strain on our economic resources because of their constant need for medical and social services. They are not often seen for their potential rather they are seen as a group that has little to contribute to a vibrant and dynamic society. The ABCD model takes a different approach towards the senior citizens of any community. Under this model senior citizens are viewed in terms of their potential. Seniors represent a significant part of individual wealth in the United States. Some sources claim that seniors and retired persons represent more than 40 percent of the individual wealth in this country (Kretzmann and McKnight, 1993). They also represent a rich source of culture, tradition and history of the community. Seniors who have lived in a particular community for a long period of time are a rich source of social capital for youth. Young people can tap into this resource to learn more about their heritage and the heritage of their neighborhood.

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Seniors also bring experience and skills to many projects in the community. Many seniors retire at an age where they can still engage in physical activities and endeavors. Even if this is not the case, they can increase the cultural capital available in the community by training and teaching young people skills that they did not formerly possess. Similar to youth, seniors also possess extra time in which to engage with the community. Seniors make excellent volunteers. As such, connecting them to public institutions, hospitals, community colleges, libraries, private sector businesses, banks, corporations, and various community organizations and associations will help the community to make use of this very important asset. The lack of social capital, role models, and family ties that are responsible for social disorganization in the community is mitigated by having youth become involved in community project with seniors. In this way, both groups are afforded an opportunity to learn more about each other, potentially resulting in the development of mutual respect between the young and the old. Similar to seniors, people with disabilities have also been marginalized by society. They have often been labeled ‘handicapped’ and viewed as a drain on the precious few resources the community possesses. Under the ABCD model, people with disabilities are viewed as a rich untapped source that can be beneficial to community development. Local neighborhood associations across the United States have learned to identify the benefits of working with people with disabilities. Whether a disability is physical or mental, these individuals are often willing to volunteer for any project or neighborhood activity. Working with people with disabilities appears to be a growing trend. People with disabilities have been employed across the United States in places such as pet stores; barbershops; churches; theaters; parks; day care centers; Boys and Girls Club's; nursery schools; cafes; hospitals; bowling league's; restaurants; and even police stations (Kretzmann and McKnight, 1993). Similarly, welfare recipients and the homeless have suffered a similar plight as senior citizens and people with disabilities. At the core of the ABCD model is the recognition that all individuals possess assets that can help the community. The ABCD model encourages the researcher to consider the potential in individuals that society considers a problem, including welfare recipients, prisoners and the homeless. In various ABCD efforts across the country, welfare recipients and the homeless have been encouraged to participate in neighborhood

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activities. This allows them to once again rejoin and interact with others in the community. Examples include local farmers hiring and providing housing for homeless men to work in their fields; community colleges recruiting residents of housing projects as students for job training courses; or church members encouraging homeless and welfare recipients to serve as volunteers at emergency shelters. Welfare recipients and homeless individuals have also either worked or volunteered in housing cooperatives, banks, informal community markets, citywide agencies, community-based organizations, and senior citizens and youth centers. Social Capital at the Organizational Level According to the ABCD model, social capital is also found in citizen associations and community-based organizations. These include churches, block clubs, cultural groups, neighborhood watch groups, and local nonprofit agencies. Local community associations play an important role in community development. They provide a forum in which individuals become empowered. They are essential in building strong communities as they empower, organize, and provide a way in which residents become involved in the affairs of the community. Moreover, they provide a mechanism for informal social control in the neighborhood. One main advantage of local associations is that they provide an opportunity for residents to organize. As residents become organized around an issue, they are better able to affect change for the community. While one voice can help bring recognition to a particular issue, many united voices usually result in mobilization of a communal solution to neighborhood needs. In the ABCD paradigm, not only is an asset mapping survey conducted on an individual basis, but it is also conducted on an associational basis. A neighborhood map of associations is critical for the implementation of asset based community development. In re-establishing social capital in any community it is important to develop associations such as artistic organizations, business organizations, charitable groups, church groups, community support groups, elderly groups, attic associations, various neighborhood groups, political associations and school groups, groups that advocate social causes, sports leagues, veterans groups, men's and women's groups, as well as youth groups. The approach of the ABCD model is for the

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researcher to map out all the various associations found in a particular community. The purpose is to build upon the associations or extend the scope of these associations. In time, other associations can be formed and organized as other issues are identified. A clear understanding of the function of associations will help the researcher better able to mobilize the community to engage in various project activities. The presence of these associations is vital to maintaining social networks and social ties for all members of the community, thereby mitigating the negative effects of social disorganization. Young people in particular benefit from these associations because they provide not only a place for volunteer services but also potential employment. Neighborhoods marked with a severe degree of social disorganization are usually characterized by the lack of these local neighborhood associations. Once a thorough asset mapping exercise has been conducted at the level of associations, the researcher can then devise a way to begin connecting these associations in a way that would benefit community development. It is vital for any asset-based community development effort to recognize the need for various associations to be able to work collaboratively. Each association was originally formed with a specific purpose in mind. Oftentimes associations limit their scope of work to just these areas. For successful community development to take place, agencies and associations must be willing to be flexible and opened to engaging in new functions. Overcoming this entrenched mentality often presents a challenge for the researcher. The various associations have had a long history of working solely in one area. It requires time, effort, and patience to ensure that associations work with one another to achieve a common goal. In the case of the Arlanza neighborhood initiative, the goal is to encourage various associations to identify ways in which they can reduce youth violence in the neighborhood. Religious organizations also play a significant role in our society. As the proponents of the ABCD model state, "almost every neighborhood contains a wide variety of religious institutions. Each particular religious institution offers a unique configuration of specific resources which can be utilized in the process of community building. Yet every religious institution, with a large or small, urban or role, Protestant, Catholic, Jewish, Muslim, blues, or other always

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Youth Violence Prevention offer certain common assets which can be mobilize effectively to assistant community renewal." (Kretzmann and McKnight 1993:143).

Churches and religious groups can provide personnel for various neighborhood projects activities. They can provide space and facilities in which to hold community meetings. Churches and synagogues often have gymnasiums, libraries, or small classrooms that could be used as a meeting place for local neighborhood group meetings. These facilities also contain materials and equipment that could be useful and convening meetings and organizing the neighborhood. Most church groups and organizations have a mission focus philosophy, which can be expanded to apply to the entire neighborhood rather than the specific members of that particular church, temple, synagogue, or mosque. Local religious organizations can provide books, programs, and other materials to local substance abuse centers. They can provide financial resources volunteers and meeting spaces are the various community development projects. They can provide space the shelters and supply volunteers to organize homeless advocacy groups. They can also provide centrally located spaces for day care centers. They can help the local police department implement local crime prevention programs (Berrien and Winship, 1999; Meares and Kahan, 1998). They can provide our help in the implementation of the free lunch programs during the school year. Worship centers can also be used as an ideal space for peer groups and local drama companies. Additionally, local worship centers can provide a place to implement volunteered teaching programs or tutoring programs for young people in the community. These are just a few of the ways in which local religious institutions can be mobilized to aid in the community development process. Cultural organizations also play a key role in community development. Cultural organizations are important for residents to trace their history and celebrate the uniqueness of the culture. Whether formal or informal, cultural organizations provide a way a helping residents develop social ties to the community. In multiethnic communities, cultural organizations can help the various ethnic groups become better acquainted with the customs and languages of another culture. Cultural exchange can take place where cultural public celebrations are held. This has the added advantage of helping to educate people of different cultures of the intricacies and peculiarities

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of other cultural groups. Being that ignorance of what is different is the root cause for prejudice (Allport, 1958), holding cultural festivals in local communities will no doubt help to mitigate ethnic antagonism in the community. The Role of Local Government Local government provides the infrastructure for neighbors to address code compliance issues, law enforcement issues, public utilities and public work issues and ensures a timely response to community concerns in these areas. The role of local government in addressing social disorganization is crucial in aiding a community’s efforts to establish an informal mechanism for social order. Local government must ensure that it is not making political decisions that are counterproductive to creating community social capital. For example, decisions on public housing that concentrate the poor into a spatially confined part of town can exacerbate social isolation, tax breaks for developers who build in suburban areas and private mortgage assistance for those who purchase them, and economic disinvestments in low income communities all work to draw social capital away from the inner-city neighborhoods that need it most and are therefore counter-productive to the development of collective efficacy in these communities (Logan and Molotch, 1987; Massey and Denton, 1993). Instead, local municipalities should engage in actions that are conducive to establishing effective social capital. Being cautious to avoid what Sampson (2001) calls local determinism, “…policies at the political and macrosocial levels are extremely important; recognizing that community social action is possible does not absolve policymakers of the responsibility for seeking equality of opportunities among neighborhoods.” (Sampson 2001, p. 109). As such, local government acts as an infrastructure providing services and political policies where needed without supplanting the bonding and bridging relationships between neighbors, community associations, and local institutions. As an institution, local government plays a key role in implementing an asset-based community development approach to any community. There are two points that must be made clear concerning the role of government in implementing a unified prevention effort based on the ABCD paradigm. The first point is that the role of government is not to supplant but to supplement the community

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development efforts of local individuals and local associations. Local municipalities should resist the tendency to provide services to meet community needs and to solve all of the community's problems. In other words, local government should not attempt to do what local community members are able to do for themselves. City administrators need to recognize that there is a limit to their scope of work and that after providing the basic services to the community, they must leave the rest of the community building process up to the actual community members to accomplish. Local government cannot build relationships; it can only provide a forum through which local residents can engage in relationship building. Local government can provide parks, schools, police services, streets, electricity, public works projects, libraries, and community centers. However, it is up to local residents to decide how they will use these resources to benefit their own community. The second point is that while local municipalities cannot force residents to work together to solve community issues, it must nonetheless be accountable to its residents in providing the necessary resources and assets necessary for community well-being. Local governments have a responsibility to aid residents in re-establishing social ties where they are lacking by providing an infrastructure were change and revitalization can take place. The municipality should provide the infrastructure necessary for this process but should not attempt to relieve the local resident from the relationship-building process necessary for community development. Again, municipalities cannot create trust between neighbors; only neighbors can do this. Of course, there are limitations to what individuals and associations can do for themselves. However, local government should work collaboratively with individuals and associations to impact positive change in the community (Sampson, et.al., 1999). This partnership should be a reciprocal partnership, not one where the local municipality does the lion's share of the work or vice versa. The residents of a given community must feel that they can trust their local government to provide the necessary resources that neighborhood individuals and associations will require in order to establish safe, clean, and vibrant neighborhoods. Working this way, local governments, residents, and associations can effect positive change in the lives of young people, thereby mitigating the risk factors that lead to youth violence.

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A careful reading of Kretzmann and McKnight (1993) reveals that at the core of their untested approach, is the philosophy of building communities “from the inside out.” The approach used by the ABCD model teaches that it is the responsibility of local municipalities to invest sufficient resources in its parks to provide a place where young people can come to recreate and interact with other members of the community. These parks must be adequate to meet the needs of the community in terms of providing space for sporting activities and leisure activities—especially during after school hours. Parks should be well lighted, have sufficient parking available, and provide clean and sufficient space for young people to use. This will enable parks and park centers to provide various benefits to the community including, well-trained adult personnel to help work with and teach young people necessary skills in athletics and sports. Parks can also provide a safe place where children and young people can engage in sporting activities so that they are not forced to play in the streets or parking lots were their safety is at risk. Park centers also provide materials and equipment necessary for young people to engage in other forms of entertainment such as wood crafts, arts, and music. It is the role of local government to ensure that their parks and park centers are able to provide these necessary resources to aid the community in providing safe places for our children. Local municipalities should also ensure that local communities have sufficient libraries available to its residents. Libraries are another place where residents tend to naturally congregate. Libraries are immense sources of information where young people can augment their education. In addition to providing a meeting space, libraries also provide materials and equipment which include videocassettes, computers, books, literacy and educational materials, referral information and other tools that will aid in the development of local youth. Among the benefits of having local libraries available to communities is that libraries can help build strong relationships between the school district and local residents by offering after school programs, literacy programs, tutoring and mentoring programs, as well as making available a place for students to display artwork from their school projects. Libraries can also help mobilize young people into organizing advisory councils or youth councils to develop talents and skills of local young people to become future leaders and teachers.

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Libraries can also work with neighborhood associations to host workshops and other community activities. Equally important for local governments is to provide adequate schools for the community. The facilities that are available in schools should be sufficient and adequate so as to ensure a safe place for the education of young people in the community. Schools should provide materials and equipment that are in good working condition. Teachers should be adequately trained and courses should be developed so as to ensure that the students are getting the proper education needed to be able to compete in the job market upon graduation. Local school districts should ensure that their schools are able to provide more than just a traditional education for students. The scope should be much broader. A school can also be a place where day care centers can be housed. It should also be a place of potential part-time employment for students as they complete their education. It should be a place that acts as an extension of the community by helping to disseminate information through school newsletters or community bulletin boards to help the residents of the community become aware of local programs activities. Schools should also partner with local businesses to establish apprentice and internship programs and summer job programs for young people. Schools should also engage in referral services between the school and local social service agencies. It is the responsibility of the local government or institution that administers local schools to ensure that these bridges and networks are being established between the school, the community, and the local neighborhood associations. In addition to good quality schools, local municipalities should also ensure that there is adequate police protection available for every community. Local police departments should encourage police officers to participate in local community meetings where they can interact with local residents and become familiar with the unique challenges each community experiences. Local municipalities should also ensure that their police staff is of diverse language, culture, and social economic background. This will aid in the process of building trust between the residents in the Police Department. For example, in the area of law enforcement, local municipalities could encourage the transition from ‘policing communities’ to ‘community policing’. Sampson (2001) makes the argument that, “Heavy-handed attempts by police to reduce crime (for example, through “zero tolerance,” or aggressive search and

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frisk for weapons even in the absence of probable cause) may breed cynicism and alienation among local residents toward the idea of private-public cooperation.” (Sampson 2001, p. 105). Instead, it is argued that police could institute a model of “beat meetings” which are regularly scheduled meetings between the police and the residents of their beat thereby creating a “working trust” between police and residents (Meares and Kahan, 1998). This model has shown some promise in areas like Chicago albeit with some limitations (Lugirio and Skogan, 1994). Inasmuch as it is possible, police departments should offer cultural sensitivity training to their officers so that their offices are better equipped to understand the unique peculiarities of the various cultures that they police. While not abdicating their law-enforcement role, local police departments should attempt to partner with local agencies and community-based organizations involved in preventive measures of youth violence. The climate of cooperation between the police department and local residents is directly related to the policies and procedures developed by police administrators. A productive and vibrant community will be one characterized by good, productive, and respectful relationships between the Police Department and the residents of the community. In working with community-based organizations and local agencies, police officers can gain better knowledge of the people they serve. In turn, police officers can develop a good working relationship with the various associations and community groups so as to avoid misgivings and misunderstandings during times of crisis. It is believed that a respectful relationship between the Police Department and local residents will help to avoid crisis situations marked by allegations of police brutality and police abuse (Tuch and Weitzer, 1997; Lugirio and Skogan, 1994). Local police departments can work with city-wide agencies in providing referrals to sites with city code violations as well as provide security for housing inspections. They can work with local agencies to provide training and equipment for citizens patrol programs. They can work with local businesses to provide more visible police presence to business districts as well as coordinate local cleanup efforts in the community. They can work with local social service agencies to refer potential clients for services were needed. They can work with community-based organizations to help distribute updated information about neighborhood crime activity. They can work with senior citizen centers to provide information on how to avoid senior abuse and

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burglary. They can work with the local court systems to provide connections to community institutions that are in need of community service volunteers. They can work closely with public housing projects to provide higher police visibility in areas of high crime. They can work with the local junior colleges to help recruit young people to participate in educational activities in programs. Lastly they can work closely with churches or other religious institutions where officers can pair up with young people in a mentoring program. Another responsibility of local municipalities is to provide adequate hospital facilities for the community. In addition to providing medical services to those that are sick, hospitals have traditionally been viewed as a place that respond to medical emergencies to the point where the emergency room physician doubles as the family doctor— especially in lower-income communities. Fortunately, researchers are beginning to understand the relationship between healthy individuals and healthy communities. As Kretzmann and McKnight (1993: 259) state: "you really can't expect health care to be effective in the longterm in a community that has severe housing problems. If people don't have good housing, which supports and nurtures their health, then we in the hospital will be forced to respond by providing very expensive care that will be futile in the face of growing health problems." It is the responsibility of the municipalities to ensure that the local municipal hospital is actually connected and engaged with the various other agencies and groups found in the local community. For example, hospitals can provide new or slightly used exercise equipment to various park sites or community centers. They can provide churches and other religious organizations with fund-raising help and publicity on the benefits of healthy living. They can work and collaborate with large corporations in providing money and volunteers for the Board of Directors thereby helping to build community coalitions. They can establish free or low-cost health screenings for the employees of small local businesses. They can work with community-based organizations in providing technical assistance and helping to form neighborhood groups as well as providing space for those neighborhood groups to meet him. They can work with the local schools in providing tutoring

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and mentoring programs as well as sex education classes and providing in-school physicals. All these are examples of ways in which hospitals can help to build bridges between their organization and outside community concerns. In summary, local government’s responsibility to the community comes in a myriad of forms. The key to understanding an effective relationship between the municipality and the local community is to understand that the role of the government is one of support and providing an infra-structure where community development and neighborhood relationships can take place. The role of government is not to supplant the relationships between neighbors but to provide a forum or a venue in which this relationship can take place. It is the responsibility of the municipality to ensure that the infrastructure is properly funded and that the infrastructure is safe, sound, and adequately equipped to facilitate the development of social ties within the community. In order to have successful community development, municipalities need to expand their concept of city administration by being an active partner with the local communities that they serve. Only then will the groundwork be laid for social researchers to implement successful community building strategies thereby reducing crime, violence, and other social pathologies--especially lower-income neighborhoods. Using Local Assets (ABCD) The following are examples of the ABCD paradigm at work in local communities at the individual, organizational and Institutional level around the United States. These examples were taken from Kretzmann and McKnight, 1993. • •

A local librarian arranges for health providers from a local eye clinic to come to the library to screen seniors for cataracts. – Chicago, Illinois. The neighborhood Police Activities League works with local businesses to establish a program in which youth are exposed to various job opportunities during the summer. In cooperation with this program, churches provide classroom space, and local businesses donate materials. – Phoenix, Arizona.

48 •

•

•

•

•

•

•

Youth Violence Prevention A group of African-American men of middle age and older created an association to work with young men in order to help them to come of age in constructive, historically rooted and communitysupported ways. The association has created workshops, presentations, classes and a network of ready and willing mentors. – Minneapolis, MN. A local church starts a construction company in order to bring affordable housing to the community. Because this church cannot afford to pay standard wages, it forms a partnership with the local prison in which prisoners are released each day to a local community college, and they get college credit for their construction work. – Peoria, IL. Fifty-five community organizations form a coalition to employ 600 youth to rebuild their city. Youth are engaged in projects close to their homes: building a cement basketball court for a church, rehabilitating housing, painting murals, designing puppets for a local parade. - Detroit, Michigan. Youth build their own coffeehouse. The space for the building is donated by the local Boy Scouts, and the youth organize all the resources they need to do the building: they get insurance, local businesses donate the lumber and other materials, and youth solicit the advice of local labor unions and contractors. -Tacoma, Washington. Seventy-five percent of a local hospital’s employees are from its own neighborhood. – Chicago, IL. Several church denominations invest pension funds in a revolving loan fund in New England which then makes low interest loans available for community based housing projects. $700,000 was initially placed in the loan fund which has since grown by more than ten-fold. – Greenfield, Massachusetts. In the city of Riverside, CA, a program has been developed whereby young people with mental disabilities are responsible for emptying out the wastebaskets on every floor of City Hall. The work they do and the service they provide the city is very valuable. Whether it is in the elevator or in the hallways, this pool of eager volunteers can be seen performing the duties with exceptional accuracy. Their act of volunteering provides them an opportunity to interact with staff members and employees of the city. It also allows them an opportunity to develop social skills that perhaps were once lacking.

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Economic Development and the Impoverished Community A vital component of any asset-based community development project is the economic revitalization of the community. This is especially true in low income communities where manufacturing jobs have moved away and have been replaced by service-based employment. As William Julius Wilson (1987) argues in his book The Truly Disadvantaged, residents of low income communities are faced with the pernicious social effects of not only unemployment but underemployment. Still, despite this challenge, social researchers engaged in asset-based community development can still find assets within the community through which economic revitalization can be accomplished. When it comes to economic assets, the analogy of the glass half empty or half full is appropriate. The liquid within the glass represents the assets the community has. Some communities have a very low level of liquid in them. Here the glass appears not only half empty but almost completely empty. On the other hand, other communities are like the glass that’s almost full. In these communities there are found plenty of manufacturing jobs, businesses, and corporations that are infusing money into the local economy. Yet such is not the case with many impoverished communities across the United States. As such, economic development can be addressed at all three levels previously discussed. The first approach calls for the social researcher to investigate the economic potential of traditionally non-economic institutions in the community. The social researcher is encouraged to view the church, the school, the library, the park, the Police Department, and various human service agencies as primary players in the local economy. All these entities have a need to spend their money somewhere. They all have supply, equipment, personnel, and maintenance needs that must be met. If these organizations decide to spend their money locally, it will have a beneficial effect on the local economy. For example, churches can establish a foundation to offer grants for local neighborhood projects. Hospitals can begin to hire more local residents as employees. Libraries can purchase their supplies and equipment from local vendors. By patronizing local businesses, these traditionally non-economic institutions can have a significant impact of the local economy. Local institutions can invest in the local economy by purchasing goods and services locally, hiring local residents for their business,

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developing new business for the area by developing a local pool of human resources, and creating alternative credit institutions. The creation of alternative credit institutions and locally controlled lending institutions represents a second prong in the approach of rebuilding the community economy. The lack of access to credit is a major problem for low income communities as corporations and major businesses have begun to disinvest in low income and impoverished communities, the residents of these areas have been left without the proper access to personal loans and small-business loans. As a result, local homeowners are not able to borrow money for home improvement projects. Landlords are unable to get the proper funding for building renovations. Consequently, blight begins to become manifest in many impoverished communities. As businesses leave the area, many communities begin to look for outside sources for their financial and economic sustenance. Through the establishment of alternative credit institutions such as community development credit unions, residents of low income neighborhoods are able to have access to loans with reasonable lending rates to help improve and revitalize their neighborhoods. For example, a community development credit union in New York City developed a special loan program for tenant-owned cooperative buildings. Since these co-ops were in high-risk neighborhoods, it was difficult for them to get fire and liability insurance. Under the new program these co-ops were able to purchase fire and liability insurance under a power of attorney scheme which allowed for the policy to be cancelled if it was not paid in full. The funding for this insurance policy came from a community development credit union. Another example took place in North Carolina were a church base loan was establish. Churches of a particular denomination provided capital for a loan pool to be used by other churches for capital improvements in construction. In Vermont, a community development credit union created a “Rhodes Scholar” program to which local nonprofit organizations can deposit $25 into a child's account if the child brings back good grades from school. Local businesses then backup the program with their own contributions. In this program, most of the children and their parents have added savings accounts to their credit union accounts. The third and final prong to rebuilding the community economy comes by identifying the potential represented by the community’s physical assets. This is to say its land, buildings, streets, parks, etc. In many local communities, community leaders have begun to turn these

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physical liabilities into benefits. Beautification efforts and reclaiming vacant land have made many areas of the community desirable once again. Through the refurbishing of old buildings, new apartment complexes have been erected with attractive landscaping done by the very community residents themselves. As the physical landscape of the community becomes more desirable, it becomes more attractive for other businesses to move into the area. This trend can have a snowball effect whereby many other businesses begin to recognize the untapped potential in a once abandoned and forgotten community. As we shall see in the next chapter, such is the process that is currently underway in the neighborhood of Arlanza. Integrating Theories of Social Capital Like social disorganization theory and the ABCD model, the Arlanza Neighborhood Initiative is based on the premise that the lack of positive social networks may lead to negative group behavior. It represents the first effort on the part of the City of Riverside to address the issue of youth violence by focusing on the formal/informal social networks and developmental assets that are necessary to develop safe and healthy communities. Drawing from the discussion of social disorganization theory, social capital, and the ABCD Model, a theoretical framework delineating the underlying principles guiding the Arlanza Neighborhood Initiative is presented below.

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Structural Changes + (redevelopment & suburbanization of jobs) _

Concentrated Disadvantage

Social Capital (Networks between neighbors) + ABCD Model _ To mitigate/buffer negative effects of concentrated disadvantage on social capital and collective efficacy

Social Control (Collective Efficacy)

_

Youth Problems (Youth Violence)

Figure 1. The Theoretical Neighborhood Initiative.

Framework

Guiding

the

Arlanza

Structural Changes According to the model, it is argued that structural changes in the Arlanza community resulted in concentrated disadvantage in this local

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neighborhood. The Arlanza neighborhood experienced significant structural changes in the last decade. It is argued that as industry replaced residential areas, traditional social networks began to suffer. Also, during this time, a company that was the major provider of jobs cut their employment staff from about 7,000 to just over 700 jobs. From 1990 to 2000 the local white population was reduced by nearly 50% (see document #4 in appendix). During this time the stabilizing presence of long term residents began to weaken. As indicated by the next arrow in the model, the social capital that was present through employment, local neighborhood associations and civic clubs disappeared as Arlanza became a susceptible to the circumstances underscored in the theory of social disorganization. These changes were accompanied by increases in crime and violence in the neighborhood. The theoretical framework shows that the intent of the Initiative is to use the ABCD approach to mobilize residents (i.e., build bonding social capital within the neighborhood) and to link the forged networks to resources outside the neighborhood through a community resource center, as discussed below (i.e., build bridging social capital between Arlanza and the larger Riverside Community). As the model indicates, it is theorized that mitigating the negative effects of the decline of social capital will result in greater social control and collective efficacy that will, in turn, result in a decline in the incidences of youth violence. Concentrated Disadvantage The City of Riverside is divided into 26 distinct neighborhoods which includes the neighborhood of Arlanza. As the city has grown in population, many social and demographic challenges have developed. This is especially true in neighborhoods where poverty and crime are prevalent. It is a well-known fact that the Arlanza neighborhood and surrounding area are home to a high percentage of disadvantaged youth and low-income Latino families. According to data from the 2000 U.S. Census2, 58% of the population of Arlanza is Latino, with about 30% being foreign born—mostly of Mexican descent. The average annual household income is $39,701. On average, 60% of Arlanza residents have an annual income of $33,823 for a household of four persons. 2

2000 U.S. Census Bureau.

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Nearly a quarter of the residents have no high school diploma or GED. Of the 29,181 residents of Arlanza, 42% speak only Spanish or very little English. The Arlanza community is divided into seven Census Tracts. The poorest of these has a median annual household income is $32,254 for a family of four. For comparison purposes, the median annual household income for the entire U.S. is $53,016. Approximately 37% of the residents of this area are under the age of 18. More importantly, over 25% of all the residents in this area live below the poverty level. Along with poverty come other issues that are generally prevalent in economically disadvantaged communities, such as gang activity and crime. According to the Riverside Police Department, in 2002, the Arlanza neighborhood experienced 1,078 index crimes. These index crimes are what criminologists consider the more serious and violent crimes that are so often associated with low income neighborhoods. These include criminal homicide, forcible rape, robbery, aggravated assault, burglary, larceny-theft, motor vehicle theft, and arson. Arlanza also had 1,850 non-index crimes, such as stolen property, vandalism, weapons possession, prostitution/vice, sex offenses, and drug sales. The Riverside Police Department (RPD) also reports crime in a category labeled “00” which is not specified by the FBI’s code classification. These crimes include found property, missing persons, traffic accidents, trespass authorization, recovery of stolen vehicle, dead body found, civil, custody issues, and neighbor issues. In 2002, Arlanza experienced 1,100 incidents in this category. Out of Riverside’s 26 neighborhoods, Arlanza has the 5th highest level of index, non-index, and category “00” crimes. Decline of Social Capital These data give only a partial glimpse of the overall picture of the Arlanza community. Along with the ‘hard’ data come problems of social identity and hopelessness that can affect a community in a significant way. When speaking to many local residents, it becomes evident that many who live in this area feel "forgotten" and "unimportant." A local resident was quoted as saying, "It's like nobody cares about us out here…we have no identity out here…people know about Downtown, Eastside, Casablanca (other Riverside neighborhoods), but no one has ever heard of Arlanza." Furthermore, in

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speaking to many local residents, it appears that there is a high number of undocumented families living in this area. As such, many people are either afraid to seek out social services or are simply unaware of the various programs that are available to them. In the Arlanza community, there are many who do not speak English or have barely begun the process of learning English. This language barrier only serves to further the social divide between social organizations and residents who fear being 'discovered' and perhaps deported due to their undocumented status. Social Control and Collective Efficacy In light of the situation in Riverside, the city developed a strategic plan for youth violence prevention aimed at decreasing risk factors that may lead to violent behavior in the lives and environment of children. This plan became known as the Arlanza Neighborhood Initiative. The Arlanza Neighborhood Initiative is a collaborative effort which is overseen by a partnership known as the Riverside Youth Violence Prevention Policy Board. This board includes many local organizations such as the City of Riverside, Alvord Unified School District, Riverside County Office of Education, and the Riverside County Departments of Public Health, Public Social Services and Mental Health, The Robert Presley Center for Crime and Justice Studies at The University of California Riverside, The Riverside Police Department, Kaiser Permanente, Riverside Community Health Foundation, Youth Services Center of Riverside, and Riverside County Probation. The neighborhood of Arlanza was selected as a pilot area to test the findings of this strategic plan. An important component of the project includes establishing a family and neighborhood resource center which will provide community leadership training, facilitate the coordination of social services from various City/County agencies, and provide affordable child care with pre-school as well as information and referral services. However, the main focus of the project is to identify the existing assets and individuals that can aid in the strengthening of social capital and informal social control in the community. Recognizing that individuals are a community’s greatest asset, the initiative seeks to enlist the help of those residents that are willing and capable of using their own individual capacities on behalf of the

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community. In so doing, the assumption is that local residents will begin to rediscover one another as they realize that many of their problems can be solved through collective effort rather than depending on an outside entity to ‘fix’ problems that can only be resolved through ongoing, positive, and cooperative relationships between neighbors. In short, the strategy is to mobilize community residents to work together and thus hopefully build bonding social capital. After an extensive review of the data and of the available literature, the Red Team proposed that the Arlanza neighborhood be chosen as a pilot area to test findings and recommendations; thus was born the Arlanza Neighborhood Initiative. The Red Team recognized that extensive County, City, Community, and Faith-based resources already existed throughout the city. However, experience suggested that many of these services were located too far to be of use to many Arlanza residents. In addition, these services were perhaps not well coordinated, and were often reactive rather than proactive in their service delivery approach. After studying the problem, the Red Team came back with several recommendations based on one-stop models of youth crime prevention and neighborhood improvement. These recommendations are detailed in the Red Team Report that was delivered to the city in June 2001 (see document #5 in appendix). Reducing Youth Violence From the very beginning, the various participating agencies agreed on a mission statement and a vision for the City of Riverside where children and their families could grow up and live in communities where healthy social relationships could be sustained. This vision was the guiding principle behind the Arlanza Neighborhood Initiative. From the onset, the partners insisted on several goals and measurable outcomes for this project. These included: • •

To reduce youth violence in the local community. The identification and expansion of pre-existing assets in the community such as, neighborhood associations, church-based programs, local school programs, library services, and communitybased police programs, while at the same time, creating new assets and services where needed.

Asset-Based Community Development •

• •

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Expansion on the availability of free/low cost child care and school readiness programs for children ages zero to five. Help provide an infrastructure so that families and community members can provide youth with the necessary developmental assets that are so vital to their physical and mental well-being. To create and maintain bonding and bridging social capital between local residents, associations, businesses, and city government by encouraging local residents to come together to find solutions to neighborhood issues.

The one-stop concept has been successfully implemented in places like Portland, Oregon and Contra Costa County, California. Included in the recommendations were plans which focused on helping children ages zero to five and their families as well as the creation of a family and resource center that would serve as a bridge between professional service systems and local neighborhood networks. In short, the strategy is designed to build bridging social capital between the Arlanza neighborhood and service providers. As will be discussed in the next chapter, the resource center would provide a place where community residents could find a collaboration of various agencies, services, and community associations working together to help provide an infrastructure for residents to take an active role in enhancing the collective efficacy of their community (Sampson et.al., 1999). More importantly, in accordance with the ABCD model, the resource center would serve as a place to coordinate social capitalbuilding activities whereby the neighborhood will be strengthened as residents build new relationships and rediscover old ones as they team up to find innovative solutions to issues that affect their community. While the Arlanza neighborhood was selected as the pilot area, the City’s vision is to ultimately implement this youth violence prevention model throughout the city.

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CHAPTER 4

The Arlanza Initiative: A Case Study

In an attempt to address the issue of youth violence, the City of Riverside, California created a youth crime prevention panel called The Riverside Youth Crime Prevention Red Team. This team, formed in November 2000 by City of Riverside Mayor Ron Loveridge and then Riverside County Supervisor Tom Mullen, was charged with developing a strategic plan for youth violence prevention in the City of Riverside. The goal was to decrease risk factors in the lives and environment of children ages 0-5 that may lead to the development of violent behaviors detrimental to those children, their families, and the community. The Arlanza Project During March of 2002, the city developed the position recruitment flier and opened the Administrative Services Manager position for recruitment of the individual who was to manage the Arlanza Neighborhood Initiative. The position was advertised in local newspapers including the Press Enterprise, Jobs Available, and Spanish audience newspapers such as La Prensa, Hispanic News, and El Chicano papers. The city also circulated the job flier to present and past Red Team members to distribute. City staff also checked internally within the city to see if there was any interested staff member who met the requirements of the position. On June 10th, 2002, the City of Riverside hired the author of this book to fill the position of Administrative Services Manager for the Arlanza Neighborhood Initiative. Immediately afterwards, a meeting 59

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was set with the Mayor, Interim City Manager and other city staff to discuss the formation of the Youth Crime Prevention Policy Board. This point marked the transition from what was called the Red Team to this new group that would oversee this new project. On June 25th the very first meeting of the Riverside Youth Violence Prevention Policy Board was convened. At this meeting several priorities for the project were discussed and a schedule for future meetings was set. The next step was to immediately begin the task of creating partnerships that would prove beneficial in sustaining the effort for this initiative. Identifying Key Partners A decision was made early on to divide the Arlanza Neighborhood Initiative into two phases: a planning phase and an implementation phase. During the planning phase, the City of Riverside would hire a full-time project manager to plan the implementation of the initiative. Part of the planning process involved identifying the key partners for the implementation phase that would follow. As discussed in the previous chapter, institutional asset-mapping was crucial to the implementation of the initiative. Being that there was no implementation budget, there was a need to identify and secure outside funding for the building and operational costs of the new resource center. A monthly progress report would be presented during meetings with the Riverside Youth Violence Prevention Policy Board. This group of partners acted as a steering committee to the Arlanza project. Since creating and developing a centrally located community resource center was one of the goals of the Arlanza initiative, we needed to ensure that we had the collaboration of various institutional partners that would help in the implementation phase of the project. The main partner of the Arlanza neighborhood initiative was, of course, the City of Riverside. This entity would spearhead the initiative, hire the project manager, and oversee both the planning and implementation phase of the initiative. Various other departments within the City of Riverside would also contribute to this youth violence prevention effort. One such department was the City of Riverside Parks and Recreation Department. The inclusion of this department in the Arlanza Neighborhood Initiative was key since

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ultimately the resource center would come to be built on the grounds of Bryant Park in Arlanza. Initially, various real estate options in which to locate the new center were considered. Since the community of Arlanza which suffered from blight and empty storefronts, searching for adequate space in which to house the center was a challenge. Many of the available spaces in the area did not readily lend themselves to building a resource center on the premises. Many storefronts were either too small or their locations created issues of traffic that were not conducive to establishing a resource center that would house a child development facility. As all options were being considered, a large building situated on a residential street with low vehicle traffic was identified. This building was the old Moose Lodge which had been abandoned in years past and sat empty on Picker Street. Upon contacting the owner of the property, it was determined that not only was the purchase price too high, but that the building (which was constructed prior to 1978) had issues of asbestos in its construction. If the city decided to purchase this building, extensive remodeling and renovations to remove the asbestos and lead-based paint would be required Because of the health hazards posed for children and families, leasing the property was ill-advised. The renovations and upgrades were considered to be too costly; therefore, the idea of using the Moose Lodge was abandoned. Since Bryant Park was centrally located in Arlanza, the board decided to look at that site as a possible option. The board knew that there was a small community center that had been operating on the premises, but the center was extremely limited in services and space. In fact, the community center was really a multipurpose room that was designed as part of the recreational facility on the site. Because there were no other community centers in the area, the park site had to double as both a recreational facility and community center. Adjacent to the community center was a small Head Start child care center. The board felt that perhaps we could expand on these existing resources by constructing an 8,400 sq. ft. facility that would provide extended resources to the community and neighborhood. This new resource center would house two major components. First, a 3,000 sq. ft. Woman with Infant Children office (WIC) that would offer nutritional and health services to women with infant children. Second, a 2,600 sq. ft. child development center that would provide up to 48 slots for local

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children on a sliding scale fee basis to supplement the 34-slot HeadStart center already on the park. The Riverside County Office of Education was instrumental in arranging for a child care operator to be housed in the facility. Since the city was not an expert in operating child care centers, this part of the operation would be subcontracted to the Riverside County Office of Education which would, in turn, subcontract to an agency called Family Services of Western Riverside County as the operating agency for the child care center. The various stakeholders were aware of the importance of early education and intervention. During casual conversation with many residents, they expressed that the community had a huge need for this type of service. Although there were various Head Start programs operating locally, these programs did not deal directly with infants. During meetings with child care professionals, it was stressed that there existed a significant difference between baby sitting and early quality education. It was discussed how there are many family-based baby-sitting options in the community. However, this does not mean that the children are getting an education that will prepare them for school. Oftentimes, these operations are arranged through a family member or neighbor and consist mostly of simply watching the kids and making sure they eat and sleep. On the other hand, a pre-school center will do these things, but in addition, would introduce an age-appropriate educational component that will help prepare children for success in the first years of formal education. Drawing from Karoly et al. (1998), scientific research has shown that early childhood education led variously to the following advantages for program participants relative to those in a control group: •

• • • •

Gains in emotional or cognitive development for the child, typically in the short run, or improved parent-child relationships. Improvements in educational process and outcomes for the child. Increased economic self-sufficiency, initially for the parent and later for the child, through greater labor force participation, higher income, and lower welfare usage. Reduced levels of criminal activity. Improvements in health-related indicators, such as child abuse, maternal reproductive health, and maternal substance abuse.

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Summarizing the substantive significance of the research findings, Karoly et al. (1998: p. xv) claim: “While many significant differences between participants and controls were found, a statistically significant difference is not necessarily an important one. The size of the difference also needs to be taken into account—and the size of many of the differences could be fairly characterized as substantial.” Another study on quality center-based child care conducted by Peisner-Feinberg et al (1999), reports that: •

•

•

•

High quality child care is an important element in achieving the national goal of having all children ready for school. High quality child care continues to positively predict children’s performance well into their school careers. Children who have traditionally been at risk of not doing well in school are affected more by the quality of child care experiences than other children. The quality of child care classroom practices was related to children’s cognitive development, while the closeness of the child care teacher-child relationship influenced children’s social development through the early school years. Peisner-Feinberg et al (1999).

Based on the research, it was decided that the early childhood education component would be a key part in enhancing the cultural capital of Arlanza’s children (Bordieu, 1983). In addition, various offices, counseling rooms, and classrooms would be made available for use by community projects and local groups. The decision was also made that in order to generate income that would help offset maintenance costs, the Riverside County Department of Public Health would lease space in the center for their WIC office. The Youth Service Center of Riverside (YSC) was another partner in this initiative. Early in July of 2002, a conversation with the Executive Director of YSC centered around issues he felt could affect the initiative as well as what the partnership between the city and his agency would look like. In addition to building social capital through the networking of this agency and the city, it was agreed that immediate needs and challenges had to be addressed in the community – hence, the inclusion of the Youth Service Center. The Youth Service Center provides child abuse and substance abuse counseling and therapy

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services. Their program is composed of an outreach program and a treatment component. Their outreach program is school-based and serves over 100 sites. The treatment component offers group and individual counseling as well as crisis intervention and assessment. The Youth Services Center represented one of only three options available in the City of Riverside. One consideration that came up during this meeting with the YSC was the issue of bilingual therapists and counselors. As a private 501(c) 3 non-profit agency, the YSC was not in a position to compete with the salaries that the larger operations offered its bilingual counselors. As such, being a ‘hot commodity’ the bilingual counselors could elect to work for the larger agencies instead of accepting a smaller salary to work for the YSC. Being that the neighborhood of Arlanza was mostly Spanish-speaking, this was an important challenge we needed to overcome. It was decided that since YSC had one bilingual counselor, we would start with just one counselor and gauge the situation in the future to determine if more needed to be added. Another partner in this initiative included the Riverside County Department of Public and Social Services. They would help to train and provide job information for residents of Arlanza. This organization eventually donated all the furniture and equipment for the facility as part of their collaboration as part of their contribution to the effort. The Alvord Unified School District would also be a partner being that this area fell under their geographical jurisdiction. It would be extremely important for an effort of this nature to collaborate closely with the school district. The Alvord Unified School District proved key in helping to establish relationships between the city and various schools in the area. Another partner, the Robert Presley Center for Crime and Justice Studies at the University of California Riverside, would prove instrumental in the evaluation process of the Arlanza initiative. The Presley Center agreed to offer their evaluation services as in-kind. This evaluation component was a crucial part of the Arlanza initiative being that the goal was to determine whether this model is sufficiently efficient and effective to warrant extending it to other communities within the City of Riverside. The Riverside Police Department was also a key partner in the initiative. As a result, the new resource center would house a pilot project being developed by the Riverside Police Department called the ‘Priority Project.’ Working closely with the Police Chief and other

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police personnel proved to be a benefit in this ongoing, unified youth violence prevention effort. A local hospital, Kaiser Permanente, donated the 10 modular trailers that were to be modified into the new Arlanza Youth and Family Resource Center. The public affairs director for Kaiser Permanente, served as Chair of the Riverside Youth Violence Prevention Policy Board. This individual proved to be invaluable to the advancement of the initiative. His dedication, passion, and insights into how collaborative partnerships operate proved invaluable to both me and the policy board. His continued efforts to aid the board in sustaining this initiative was invaluable. The Riverside County Probation Department also aided in the initiative in providing information on the judicial process for youth at risk. Their participation was an asset to the initiative. Another partner, Community Health Foundation was included in the initiative due to their extensive experience in establishing local clinics. Eventually this organization planed to open a new 10,000 sq. ft. clinic in Arlanza where clients from the resource center could be referred to in order to receive dental, vision, and medical treatment. Other partners included the Riverside County Mental Health Department who would offer counseling and therapy for local youth Central to the Arlanza neighborhood initiative was the goal of integrating institutional partners. Identifying and collaborating with these partners was a key component to the effort undertaken in Arlanza. These partners represented local assets that could be employed to enhance the social capital of the local community. With that integration came the pooling of resources and assets that would be used to build the infrastructure for community mobilization in keeping with the ABCD model. According to the model, enhancing social capital was a process that would take place at three different levels of the community. Social Capital at the Institutional Level As noted in the previous section, asset-mapping on three different levels is a crucial component to the development of social capital in a community. The rest of this chapter focuses on the institutional and organizational mapping that took place during the planning phase of this initiative. The last component – individual asset-mapping – was to be a part of the implementation phase once the resource center was

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completed and a center coordinator was hired. As such, this portion of the project chronicles the process used to map out the various institutional and organizational stakeholders that would aid in the restoration of social capital in the neighborhood of Arlanza. A key part to the planning of this initiative was the formation of productive collaborations between various agencies in the community. As a researcher, it was necessary to develop institutional and organization ties in order to facilitate the development of social capital in this community. It became paramount to make contact and establish a connection with the various institutions that are stakeholders in this community. First on the list of these organizations was the city itself. Early on in the process, there was a meeting with the city’s Mayor for breakfast. At this meeting he stressed the importance of establishing a connection with the police department, the local schools, and with the local park coordinator in Arlanza. Later, in a meeting with the Mayor late in July of that year, the Mayor suggested the possibility of involving the local business community in this effort. He recommended looking into a report that was conducted in years past that looked at the various business/community partnerships that the City of Riverside could develop. This report was called the C.U.E.D. Report. It was conducted in the 1990s and outlined several recommendations for the city’s Development Department to encourage community partnerships with local business. For some reason, the report had never received followup. At this meeting he also stressed the importance of establishing an on-going relationship with the current city council members. Soon a meeting was set with the council member of Ward No. 6 in which the neighborhood of Arlanza was located. The first meeting was one of much excitement. The council member was thrilled to find out that the city had appointed a full-time person to address the needs and issues in the ward. This political official’s personality and demeanor was energizing. An immediate rapport was established, and a productive relationship ensued. This connection proved to be a key aspect in the planning of the Arlanza neighborhood initiative. The support and cooperation of the council member was evidenced at the various community meetings that were convened. When local residents saw that the Arlanza neighborhood initiative enjoyed this type of support from the council member, it gave the initiative that much more legitimacy and credibility.

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Being able to work closely with the City Manager would be crucial to the success of the Arlanza Neighborhood Initiative as well. The city had just recently hired a new city manager just one month before the Arlanza initiative began. As such, there was need to connect early with the new city administrator to increase an awareness of this project. To that end, a connection was made by way of a letter of introduction that briefly explained some of the history behind the initiative and the goals the policy board wanted to accomplish. From the very beginning, the City Manager was very supportive of the initiative. He made sure he attended as many policy board meetings as he could; he helped create awareness of the program at his regular meetings with department heads; he spoke about it at his public meetings and speaking engagements; and most importantly, he eventually made it possible for the initiative to receive over $400,000 in matching funds for the construction process. He made the Arlanza project one of his top priorities for the city. He arranged and paid for a visit to Washington, DC to “put the project on the radar for our friends in Washington.” In September of 2002, the City Manager toured the neighborhood of Arlanza where he met with various individuals who were actively engaged in local community efforts. He met and talked with the organizer of a local dance troop; he gave gardening tips to the coordinators of the Arlanza Community Garden; he gave a motivation talk to a group of over 25 young kids at the park; he visited and toured the local fire station and chatted with the firefighters on duty. We spent about three hours driving and talking to people in Arlanza that night. To our knowledge, this was the first time a City Manager had spent an evening just ‘hanging out’ with Arlanza residents. Having this ‘champion’ was important in building connections with other institutions and energizing the neighborhood residents. The process of recruiting key partners to this effort was made easier once key stakeholders in the city were aware that the effort had the support and advocacy of the city manager. Because of this, the project received more credibility which helped to not only create momentum for the initiative but it also gave the project a higher profile in the community. In this way, the city manager represented a key institutional asset to the community of Arlanza. Shortly after arriving at City Hall, there was a meeting with the Director of the Office of Neighborhoods (O/N) and their Community Relations Assistant. The Arlanza Neighborhood Initiative operated

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under the Office of Neighborhoods. From the beginning, the O/N shared information they had concerning the neighborhood of Arlanza. Among the concerns they had gathered from the community were traffic problems and the lack of activities to keep youth occupied and out of trouble. They recommended visiting the local elementary schools and connect with the ELAC groups (English Learners Advisory Committee). These groups were mostly Spanish-speaking parents that wanted to be more involved in their children’s education but lacked the proficiency in English to participate actively in PTA meetings. The O/N also suggested meeting with a local parent group called Padres Unidos of Norte Vista High School. This group was actively engaged in fundraising in order to offer small scholarships to Latino high school graduates who wanted to go to college. The scholarships were small, only about $500 per student, but the effort was very significant. This was their way of addressing the need to increase the presence of this under-represented group on college campuses nation wide. Through this effort this group of Latino parents were doing what was in their means in contributing to the development of the local youth’s social capital—a key goal of the Arlanza neighborhood initiative. As the planning phase continued, contacts were made with key individuals such as a counselor at Arlanza Elementary School; a local volunteer that taught English classes at the park and who also helped prepare Mexican immigrants to apply for their U.S. citizenship papers; a person who worked for Family Services of Western Riverside County in the area of child care; a representative from Riverside County Office of Education who coordinated child care services for the Riverside County Office of Education; the local Arlanza Community Garden Coordinator for Alvord Unified School District; and a Riverside County Supervisor who represented the Arlanza community in his district. The establishment of these contacts were examples of what the ABCD model calls mobilizing local community assets, i.e., building communities from existing assets (Kretzmann and McKnight, 1993; Mattessich et.al., 2001). During this early time a connection was made with the Riverside Police Department through a local Lieutenant who worked in the Arlanza area. He held monthly meetings in the community where various representatives from the Police Department, Code Compliance Department, local business, and the Office of Neighborhoods would

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meet to discuss issues relevant to the community. At one such meeting in June of 2002, it was learned that there had been a decrease in crime activity in three of the census tracts that surrounded the area around a local mall. Although this local mall was not located in Arlanza, it was part of what was designated as Police Area #5. This was significant, being that the mall was a place where many youth tended to congregate. It was also learned that there were two main gangs in the Arlanza area—one around Bryant Park (where the new resource center would eventually be built), and one in the vicinity of Mitchell St./Tyler St./ Wells Ave area. These two gangs not only feuded with each other but had an ongoing feud with another gang located in the City of Corona, whose border was only a few miles away. The Arlanza gangs were also mortal enemies with another Riverside gang in the neighborhood of Casablanca. It was at one of these monthly meetings that an explanation to the lieutenant was given on the goals and objectives of the Arlanza neighborhood initiative. Being an open-minded and progressive thinker, he immediately recognized the value of such an effort in the community of Arlanza. On another occasion, a meeting took place with the police service representative for area #5. The Riverside Police Department has five police service representatives (PSRs) that are stationed in the local community. They operate out of ‘storefronts’ which act as a conduit or liaison between the community and the Riverside Police Department. The neighborhood of Arlanza falls within area #5. It was felt it was crucial that any individual or agency providing service in this area should know about the Arlanza neighborhood initiative so as to ensure effective communication and a positive working relationship. After all, both entities sought to achieve the same goals for the community, i.e, improved quality of life for the residents of Arlanza. Given the goal of the project to reduce youth violence through the development of collective efficacy and social capital, it was important to work collaboratively with the police in order to ensure efficacy in the delivery of the intervention. As such, the police department represented yet another institutional asset for the community of Arlanza. During this time a new information packet for the Arlanza Neighborhood Initiative was created. This packet was to be used as a tool in establishing community networks and provide program information for local associations, organizations, and key civic leaders.

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A new tri-fold was also developed for general use in creating awareness of the program. In addition to this, a web site was established to provide information and updates on the initiative. This web site also contained local crime and demographic data and was available at www.ci.riverside.ca.us/neighborhoods/arlanza. It was felt it would be beneficial to include the local press in creating awareness of the initiative. To that end, a letter was sent to the local newspaper explaining the goals of the project. That year the newspaper ran a story about the Arlanza Neighborhood Initiative which resulted in many phone calls from local people who wanted to offer their services as volunteers. In order to capitalize on this momentum, several volunteer letters were sent out to identify these individuals and created a volunteer database from these data. In addition to this, a brief media flyer was developed to send to any media agency that would want information about the initiative. This was a very important step towards recruiting local volunteers to assist in the effort of increasing social interaction among community members – this is a key component of the ABCD model. At the same time, following the recommendations of the ABCD model, it was decided to establish a good institutional partnership with the Parks and Recreation Department. Therefore, a meeting was arranged with the Director of the Park and Recreation Department of the city of Riverside. Most, if not all, of the recreational and sports activities taking place in local communities were happening in the city parks. Therefore, it was important to connect with this department to explore ways in which to work together to reach out to the youth in this area. In addition, since all city parks are overseen by the park and recreation Commission (one of 15 commissions and boards in the city), it was decided to draft a partnership proposal to secure cooperation in this joint venture (see document #6 in appendix). It was through this proposal that the Bryant Park location for the resource center was made formal. Bryant Park in Arlanza represented an important asset that could be used to increase social capital and re-establish new social networks that would aid in increasing the level of collective efficacy in the community. In a meeting late in June of 2002, a connection was established with the local recreation center coordinator at Bryant Park in Arlanza. This person was not only a city employee, but also a significant father figure to the community. Through many years of service he had earned

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their trust, and his support of this initiative proved to be a key factor in its local acceptance. During the meeting he was asked what he felt were the key issues affecting his community. He expressed that there needed to be more services for people in general; that residents needed more information on social services and programs; that the initiative needed to address not only the issues of the zero to five age group but the issues affecting adults as well; and he also suggested that more police workshops needed to be held that focused on how to improve police/community relations. According to the ABCD model individuals represent key assets in any community, therefore this individual’s insights—as well as the insights of others in the community— represented a vital component to the planning and subsequent implementation of this community building effort. Later, in December of that year, an opportunity presented itself to connect with the director of the local Head Start daycare center at Bryant Park. It was considered important to connect with these individuals to explain the plans and objectives for the new resource center that would be located adjacent to their current operation. They received the news gladly and provided information relevant to the local Federal and private child care operations in the area. At this meeting key issues were discussed that affected child care in Arlanza. These included transportation needs due to the large number of mothers that lacked a car. Many Latino families owned only one car which the husband would take with him to work. As a result, the mothers needed help getting to any medical, social, or legal appointments they may have. Another issue was that the Head Start Program had strict income requirements. At the time, a family of four could not earn more than $16,000 a year. If by chance the family exceeded this amount by $100 or $1,000 a year, they did not qualify for free child care. A program that operated on a sliding fee scale to supplement the need for child care in the area was needed. This program would need to operate all day with a high level educational curriculum component. It was decided that the new child care facility to be housed in the new resource center would be such a program. In early September of 2002, a connection was made with the Library Director for the city. The possibility of extending their current library services to the new center in Arlanza was discussed. The Director expressed a desire to be part of the Arlanza initiative through the ‘Library Career Path Program’, the ‘Cybrary Program’, and the

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‘Literacy Lab/Adult Literacy Bookmobile Program.’ Given the absence of a library in this part of town, this partnership represented a major additional asset to the community. In April of 2003, a meeting was arranged with the Public Utilities Department. After explaining the program, the department agreed that it may be possible for the Public Utilities Department to contribute towards the utility bill of the new Arlanza center. This represented yet another example of mobilizing an institutional asset on behalf of the local community. In addition to these city departments, there was a need to establish a connection with outside organizations. One such organization was the Alvord Unified School District (AUSD). Late in July of 2002, a meeting took place with the Assistant Superintendent for the AUSD. AUSD’s potential role in the Arlanza Initiative was discussed. The AUSD representative recommended working with the local school principals. Conversation also centered around the possibility of increasing the opportunities for students to engage in community service. The representative extended an invitation to do a brief presentation on the Arlanza Neighborhood Initiative at the next AUSD Board meeting. This would help create awareness of the program and give the board members an opportunity to ask questions or make recommendations. Following the recommendations, it was arranged to meet with various school principals in the area, including the principals from Arlanza Elementary School, Wells Intermediate School, Terrace Elementary School, and Norte Vista High School. All these principals were very supportive of the Arlanza Initiative. They immediately recognized the value that such a program would have for the local community. They offered their various resources and at times hosted various community events and meetings at their campuses. In accordance to the ABCD model, this represented a good example of mobilizing local assets. Later that year a meeting was set with the Director of Student Services at the Alvord Unified School District. In addition to being a member of the Riverside Youth Violence Prevention Policy Board, the Director also headed a group called the Alvord Collaborative. This group met quarterly to discuss issues that affected young students attending schools in the Alvord unified school district. These meetings also enabled me to come in contact and establish relationships with other individuals and agency's who were involved in youth issues.

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In July of 2002, a discussion took place with a Riverside County Office of Education representative who was also a member of the Youth Violence Prevention Policy Board. Some time was spent discussing the need for child care in this area. The representative stated that over 140 families were on a waiting list for subsidized child care. Although over 700 children were served that year, over 250 children ages 0 to 5 were in need of subsidized care. The need for child care with an educational component would be key in order to prepare the children for life and give them a good chance of becoming wellrounded adults who could contribute positively to society. The representative suggested establishing three key relationships that would help ensure the success of the initiative. First was to maintain a connection with the current funder of the Arlanza Initiative. At the time this funder was the Riverside County Children and Families Commission (RCCFC), now First 5 Riverside. It was crucial not only to maximize the potential of the current funding, but to ensure that the initiative would be able to return to First 5 Riverside for additional funding in the future. As we will see later in this section, this is exactly what happened. The second organization was the Alvord Unified School District. Being that the schools in Arlanza all operated within this school district, it would be wise to coordinate our efforts with their on-going efforts so as to ensure that we worked together and not attempt to “re-invent the wheel.” The last organization was the Riverside Unified School District (RUSD). Although this school district covered another part of the city of Riverside, it would be a good idea to keep them “in the loop” in the event the Arlanza model would be duplicated in areas covered by the RUSD. Following these recommendations was in line with the institutional asset-mapping philosophy of the Arlanza project. In August of 2002 and again in March of 2003, discussions with the Assistant Director of Riverside County Department of Health (RCDH) took place. The conversation centered around the nature of their role in the Arlanza Neighborhood Initiative. The Department of Public Health served up to 57,000 clients per month at 16 sites countywide. After some dialogue, it was agreed that the new Arlanza center could lease about 3,000 sq.ft. of space for a local Women with Infant Children office (WIC). The office would have an adequately sized waiting area; would provide classroom space for educational outreach; would have three full-time staff including a Health Services Assistant, a

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Health Educator Assistant, and a Registered Dietician who would be the Team Leader. The center would serve as many as 3,000 clients per month. A Public Health Nurse would be able to conduct home visits as well as in-house consultations. The addition of this WIC office was vital to the success of the new center as it would not only provide monthly income for the center through the lease agreement but would also bring much needed services right into the heart of the community. Given the lack of transportation problem for low income residents, this would greatly offset the need to travel long distances to receive these services. This was in line with the ‘one-stop-shopping’ model for the Arlanza neighborhood. Establishing good relationships with key decision making individuals who acted on behalf of large institutions significantly aided the planning process for this initiative. In August of 2002, a connection was made with a representative from the Riverside County Probation Department. This person was not only a Youth Violence Prevention Policy Board member but also acted as a liaison between our effort and the Riverside County Board of Supervisors. This representative also discussed the Youth Intervention Project currently being implemented by the Probation Department. It seemed logical to form this partnership. In the Summer of 2002 a meeting took place with the Director of the Department of Public Social Services and the Assistant Director of Child Welfare. The discussion centered around the nature of their collaboration and the need to work together to ensure efficiency in the outreach efforts to the community. Later, in October of that year and again in May of the following year, collaborative efforts were discussed with the person who was in charge of the CalWorks/GAIN program. This program is a welfare-to-work program which received national recognition for its ability to get welfare recipients back into the workforce. Although CalWorks/Gain was not able to create a permanent presence at the new resource center, a grant from DPSS made it possible to provide for child care equipment and office furniture for the new center. In addition, the CalWorks/Gain Program would provide transportation to local workshops and enable the new Arlanza center to provide referral services and make available information on their current services. They agreed to also provide periodic consulting and mandated reporter training for the center staff.

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In October of 2002, a group of stakeholders associated with the Alvord Unified School District began a series of planning sessions on the “Innovative Teaching and Learning Center Wellness Center (ITLC).” This group was working on establishing a 16 acre site purchased from La Sierra University—a local university about 8 miles from Arlanza. It was to be a unique education and training site funded by both a California State School Bond Measure (Proposition #47) as well as First 5 Riverside. The ITLC was to be a school that in addition to providing education would also provide a series of health services including immunizations; physical exams for 1st grade students; communicable health disease exams; dental screenings; disease control; and nutritional services. They extended an invitation to join their planning committee and in keeping with the ABCD philosophy, yet another partner was developed with which we could refer clients to from the Arlanza center. Later a connection was established with a licensed clinical social worker with 15 years experience working with local governments, police, and community members. This social worker operated a social services consulting firm. At the time she was working with the city of Redlands, California to establish four community centers in that area. She shared her knowledge and experience to help inform and guide part of the planning process necessary in establishing a resource center in a low income community. At the same time, the effort benefited from an ABCD workshop with consultant Henry Moore from Northwestern ABCD Institute. This workshop helped to further illuminate the tenants of the ABCD model. It also served to keep in the forefront of my mind the importance of community participation which is crucial to any community development project. In a meeting in August of 2002, discussions took place with the President of the Riverside Community Health Foundation and the Director of Community Health Clinics. They had heard about the Arlanza Neighborhood Initiative through the AUSD and wanted to meet to talk about any opportunity for partnership with the Arlanza Initiative. Working together, these two organizations planned to open a new 10,000 sq.ft. community clinic in the neighborhood of Arlanza. It became immediately clear that this could be a clinic where the new Arlanza resource center could refer clients to receive medical, dental, and vision services. In this way, the new resource center would cover the social programming while the community health clinic would help

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take care of the medical, dental, and vision components. A natural partnership was formed and they were invited to join the Riverside Youth Violence Prevention Policy Board. They have remained partners with the Arlanza Initiative since that day. In addition to these partners, collaboration ensued with an individual who was in charge of a local program called ‘Project BRIDGE.’ Project BRIDGE is a nationally recognized program with strong connections involving police, probation, schools, courts, judges, mental health, and local government. Components of the program include Mentor/role model (Outreach Worker), Substance Abuse Program, Anger Management Program, Tutorial services provided by a local university student, Education, Job Training and work experience, recreation, women and family support groups, mental health counseling, housing, tattoo removal program, parenting workshops and drug court. It was felt that this would be a good partnership to create given the common goals of reaching out to youth and helping to reduce gang activity in the community. Another partnership that was formed was with the Youth Action Office which although did not provide direct services, acted as a city-wide referral center for many of the youth resources available in the area. In 2003, the Youth Action Office, Project BRIDGE, and the Arlanza Neighborhood Initiative represented the city’s three-pronged approach to serving the needs of our youth. In addition to establishing these formal partnerships, there was an opportunity to engage in other activities that were in keeping with the principles of the ABCD model. These activities all played a part in aiding in the development of social capital for the community and in helping to apply the theoretical principles of SDT and ABCD to the intervention. These ancillary activities included: • •

Making a connection with the Greater Riverside Hispanic Chamber of Commerce to help increase the involvement of Arlanza small business owners to this organization. This resulted in increased social capital for local business and the community. Meeting and touring another ‘one-stop-shopping’ operation called the Mead Valley Community Center. This visit helped to envision what the Arlanza center could potentially look like. This center exemplified the tenets of ABCD as well as addressing the issues of social disorganization.

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Attending a conference in San Francisco focused on profit-making strategies for non-profit organizations. This was done in an effort to find innovative ways in which to supplement grant funds during a time of budget deficits for the State of California. This is an example of ABCD, building from local resources. December of 2002, participated in the development of a national youth violence model at the Centers for Disease Control in Atlanta, Georgia. This trip helped to connect with key stakeholders across the nation. Serving as a member of the Coordinated Compliance Review Subcommittee for the Alvord Unified School District. This committee was required to involve local parents in the evaluation of their schools. This practice is in line with the tenets of ABCD. Making presentations about the Arlanza Neighborhood Initiative to various schools in the area. This created awareness of the ABCD model to local stakeholders. Connecting a local organization called Cops & Clergy to the newly formed Arlanza Area Clergy Team in order to enhance their effectiveness in outreach efforts as per the ABCD model. Giving a talk to over 80 students at La Sierra High School on the importance of proper planning and preparation to attend college. This aided in the development of cultural capital to help mitigate the effects of social disorganization. Giving a presentation on the Arlanza initiative to the Southern California Neighborhood Partnership’s Spring Quarterly meeting. This created awareness of the ABCD model to local stakeholders. Completing a 3-day course on conflict mediation training by the Department of Justice in order to enrich my community relations skills as program manager of this youth violence project. This increased my own cultural capital to be able to share this knowledge with local residents. Attending a Neighborhoods USA (NUSA) conference in Chattanooga, Tennessee which brought together stakeholders from across the country to dialogue on the key issues affecting America’s neighborhoods. This is in line with the ABCD model. Joining and eventually becoming a facilitator for the First 5 of Riverside’s ABCD Child Development Taskforce which analyzed ways to improve the development of large and small child care facilities in the county of Riverside. The creation of child

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•

Youth Violence Prevention development centers enables young children to develop cultural and social capital at an early age. Traveling to Washington, DC to a child development workshop sponsored by the National League of Cities to explore strategies for creating awareness for the need to have child care facilities with an educational component built in to aid in the effort to increase school readiness. This incorporates the same benefits as the previous activity. Participating in the planning of the City’s Youth Violence Prevention Stakeholders Workshop. At this meeting recommendations were developed in line with the tenets of social disorganization theory. Acting as consultant with the city’s Earned Income Tax Credit program which was to be held partly in two sites in the Arlanza neighborhood. This aided in applying ABCD by exploring the assets already present in the neighborhood. Participating in the city’s Diversity Commitment Team to develop a model of diversity for the employees of the City of Riverside. This was an example of an internal application of ABCD within the city’s organizational structure. Acting as consultant to the Asian American Center Development Committee using the Arlanza project as a model for their plans to establish a center that would address the unique needs of Asian Americans in the city. Another example of the ABCD model. Arranging for a member of the AACT to hold a tent revival series on the grounds of Bryant Park in Arlanza. Connecting assets to assets (ABCD). Helping to coordinate and arrange for media coverage of a cleanup effort with the AACT of Challen Hill Park which drew over 100 local volunteers. This represented a grassroots ABCD effort. Participating as a vendor in Riverside Against Drugs (RAD) week held in the Galleria Mall at Tyler. This event helped to educate young people on the harmful effects of drug use and its negative impact on school performance. An example of mitigating the impact of social disorganization in the community. Acting as consultant with the Community Police Review Commission and the Office of Human Relations in addressing the issue of racial profiling in the city. This activity had the same benefits as the activity previously stated.

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Serving as Master of Ceremonies for the Kids Town Hall Meeting held at Citrus Park which addressed the importance of early childhood investment. The focus of this meeting was to address the issues of SDT as well as to increase social and cultural capital in the community.

Other activities engaged as part of this effort are documented in the program progress report that was made quarterly to the funder of the planning grant (see document #7 in appendix). The detailed data contained in those reports serve as a rich source of information that chronicles the development process of the Arlanza neighborhood Initiative. Social Capital at the Organizational Level According to the ABCD model, organizational-level asset-mapping is crucial for any community-based intervention seeking to increase social capital. As project manager, there was a need to engage with the various community groups on a personal basis. It was necessary to become acquainted with the local grassroots groups living in this neighborhood. At the same time, they needed to become acquainted with the initiative. Early on, it was decided to engage with the various mothers from the English Learning Advisory Committee (ELAC) in the various local schools. These were groups of mostly first generation Mexican immigrant parents who were severely deficient in their English skills. Although designed to act as a Latino version of the PTA, this group provided a forum in which Spanish-speaking parents could address issues and grievances about their children's education. The ELAC groups were officially recognized by the schools; therefore, it enabled these parents become more involved in the education of the children. As part of an ongoing effort to make a connection with the community, a relationship ensued between the initiative and two local community based organizations that would have a presence in the new facility. One such group was Padres Unidos of Norte Vista High School. This group had been meeting for over 20 years. Their main objective was to raise funds for college scholarships for underrepresented Latino students. They met monthly on the campus of Norte Vista H.S. After a few monthly meetings they extended an

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invitation to become an official member of their organization. In time, as a participant observer, this group accepted me as one of their own, and we were able to plan activities together to help the young people of Arlanza. That year, Padres Unidos extended an invitation to serve on their scholarship committee that decided which students would receive the college scholarships. This experience helped to put a human face to some of the actors impacted by this initiative. It was also an opportunity to meet with a local resident who was also an employee of the Arlanza elementary school. This person conducted parenting classes and engaged in various other activities to benefit the local Latino parents with poor English skills. Whether she realized it or not, this local resident was aiding in the development of social capital in her neighborhood. Eventually she became a member of the youth violence prevention policy board. During another occasion, there was an opportunity to meet and develop a friendship with another local resident who conducted English as a Second Language (ESL) classes at Bryant Park. Her contribution to the development of social capital was seen later it was learned that she volunteered at the local hospital, as well as offered citizenship classes so that many Mexican immigrants could become U.S. citizens. In 2002, she helped 18 individuals become U.S. citizens. Another group was the Arlanza Area Clergy Team (AACT) which would also eventually use the new facility as a place in which to reach out to local youth who are not associated with any of the local youth programs. During the progress of the initiative it was determined there was a need to engage the community of faith in order to maximize the efforts to create an effective program that could address the issue of youth violence. As such, the local churches in the Arlanza area were mapped out and a letter of invitation was sent to the representatives of those churches and temples to meet at City Hall with the Mayor and the City Manager. A sample of this letter can be found in the appendix (see document #8). The purpose of this meeting was to gather these assets together and explore ways in which they could work together with their existing programs to reach out to the local youth of Arlanza. In March of 2003, we held this meeting, and over 30 local faith groups attended. Since then, the AACT continues to meet in local churches, and in November of 2003, they received a special recognition from the city for their grassroots efforts on behalf of Arlanza.

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Social Capital on the Individual Level – Extending the Role of Participant Observer Although a thorough individual asset-mapping effort was not a part of the planning phase of this initiative, limited individual engagement was necessary to create energy for the initiative. Early on during the planning phase of the initiative, there was a surprise office visit by a young professional Latina who was a former graduate of Norte Vista High School. While a student at Norte Vista H.S., she had formed a program called ‘APHRO.’ The acronym stood for “All People Helping Riverside Organization.” Its focus was to have successful female Latinas talk and connect with current Latina students about the various challenges in life a female Latina faces and how there was much more to life than getting married and having children at an early age. They wanted to instill in the young students that it was possible to get an education and a rewarding career and still be able to have a family. This woman’s passion and commitment was so compelling that her story was featured on the web page for the Arlanza Neighborhood Initiative. Later that year, a partnership ensued with the coordinator of the Arlanza Community Garden. Together, we worked collaboratively at many events on behalf of the local community. That year, the Arlanza Neighborhood Initiative helped coordinate ‘National Night Out’ (NNO). This event is a nation-wide, community-based crime prevention program held every year in local communities. The purpose of these events is to provide local neighbors with an opportunity to take back the night by holding community activities and parties or games during the evenings, inviting everyone from the block to participate. At the NNO held in the Arlanza Community Garden, we had an ice cream party and social with face painting for the kids and cultural dances performed by a local youth dance troop. ‘McGruff the Crime Dog’ also made a special appearance. The importance of social interaction among neighbors cannot be overestimated. It was at one such event, we met a gentleman who proved to be an important asset to the community. We soon formed a small group with members of Padres Unidos and began to plan a Thanksgiving community dinner for the Arlanza residents who either did not have any food or did not have a home in which to enjoy it. It was from this group that the idea of the community dinner to engender

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social relations was born. Within months we had planned and organize the very first annual Arlanza Thanksgiving community dinner. In 2002, over 500 residents came out on the Saturday before Thanksgiving to enjoy the food cook on the premises, door prizes, balloons, music, dance, and entertainment. The Mayor of Riverside, the local county supervisor, the city manager, and various other individuals attended to help make that day a success. Various local churches such as the Church of Jesus Christ of Latter-day Saints also lent a helping hand in setting up the tables and chairs and helping to control the foot traffic that went through the park that day. This Thanksgiving dinner has now become an annual tradition in Arlanza with many local businesses contributing and donating food and cash towards the effort. The 2003 dinner was attended by over 800 residents. These events take on added significance being that it is theorized that increased social interaction among local residents may result in an increase of collective efficacy within the community. The role of participant observer enabled me to establish relationships with local residents which proved invaluable in collecting first hand data for guiding the upcoming implementation phase of the project. Over the course of many months, the local residents began to identify me and my presence in the community with the promise of expanded and increased social services to their community as well as helping to develop social ties. My activities included attending local neighborhood group meetings; engaging the youth at the local community center; helping to organize and participate in various community events such as the National Night Out activities held in the local community garden; helping to coordinate the annual Arlanza community Thanksgiving dinners mentioned earlier; and various neighborhood beautification activities and town hall meetings. In addition to these meetings, the Mayor of Riverside held events that are called ‘Mayor’s Night Out,’ a program underwritten by Kaiser Permanente Hospital. This was kind of a traveling City Hall. Every month the Mayor of Riverside would convene a town hall meeting at a local school in each of the 26 neighborhoods of the city. At these meetings, he would bring several department directors and city staff to engage the audience and respond to community concerns spontaneously. When it was Arlanza’s turn to host a Mayor’s Night Out, it had been requested from the Arlanza Community Garden

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Coordinator, to have a young elementary school student write a ‘letter to the Mayor.’ At the town hall meeting, the young girl was given the opportunity to read her letter for all to hear. She expressed her gratitude to the Mayor for taking time to visit their neighborhood. She also expressed that she was happy to be a part of her neighborhood because people worked together in her community to see it change for the better. It was hoped that having her and other students witness this exchange with the Mayor would instill in these young minds that interaction with highranking government officials was not only possible, but encouraged. The possibility of developing connections at this level could prove very valuable later in their lives. In addition, her letter captured the spirit of cooperation that could be found in this community. After the event, a few residents asked that if possible, they would like to see a mentoring program operate out of the center. It was only after they saw my continued presence day after day, week after week, and month after month that they began to see me as someone who was concerned about their community. Engaging the community in this way helped to give the Arlanza neighborhood initiative legitimacy and credibility in the eyes of the local residents. Despite these efforts, my desire to obtain their trust was often challenged by the memory of past promises that had been made to them many years before—promises that were never realized. In working with underserved and low income communities, this is an issue that many researchers will encounter. Only with time and the actual implementation of programs will the residents come to trust and believe the words of the researcher. Even then, many local residents will question the municipality’s commitment to the model despite the researcher’s commitment for community improvement. Assessing the Fiscal Impact of the Arlanza Initiative One key issue that affected the planning and implementation of the Arlanza neighborhood initiative was the issue of funding. When the Arlanza neighborhood initiative began there was a need to not only create community buy-in for the program, but to identify and locate a site in which to build the ‘one-stop’ shopping resource center. However, there were no funds available to either enter into a lease or construct a new facility. After a thorough analysis of the situation, it

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was determined that due to the environmental circumstances in the Arlanza neighborhood, we would have to consider the option of new construction. This, of course, entailed construction costs and expenses that were not funded by the city's general budget. In April 24, 2003, there was a meeting with the Property Services Department and one of our Deputy City Attorneys to discuss the legal and logistic arrangement of building a center and leasing space from the center to offset the costs of operations. It was agreed at that meeting that the tenants would share a percentage of the operating expenses according to the percentage of space they occupied. Each tenant would have separate metering for their electrical services. The city would contract for janitorial services for the tenants and would be responsible for tenant improvement expenses. We would seek a three year commitment from each tenant to launch the program. While the goals and objectives of any theory-based model may be worthy, one must always consider whether or not the implementation of such models is realistic in terms of financial costs. In the case of the Arlanza initiative, financial priority was to secure funding for this project. Working with Kaiser Permanente, a local hospital in Riverside, we were able to secure a contribution of 10 modular units that would be assembled to house the new resource center. The value of this contribution was over $150,000. Next, the city received a grant from First 5 Riverside for $265,000. Working through the Riverside County Economic Development Agency, the city received a grant from Housing and Urban Development through the offices of the local county supervisor and secured an additional $100,000. Later, the city also received a grant from the Department of Public Social Services for $40,000 to go towards the purchase of child care equipment and supplies. Lastly, on July 8, 2003 a progress report on the Arlanza Neighborhood Initiative was given before the city council. The purpose was to keep this project on the minds of the council members, being that one month later there would be a request to the city for a contribution of $200,000. In August of that year, the initiative received $200,000 from our city administrators. The next year the initiative received an additional $200,000 from the city to cover the costs of construction of the new resource center. The city would also provide in-kind services for maintenance and tenant improvements, plus make available approximately 1 acre of park land to house the new center.

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After 18 months, the Arlanza Neighborhood Initiative was able to locate a secure funding totally over $850,000 for the construction costs of the new facility. Through grants, contributions, and in-kind services, we were able to make the construction of this center a reality. Given the economic climate in California at the time, this was a major accomplishment. In addition to these grants, the City Manager requested a letter be written to representatives in Washington, DC to request additional operating funds for the new resource center. Immediately, all of our key partners were enlisted to write a letter of support to Senator Diane Feinstein and Congressman Ken Calvert. Over 12 letters were written and received by these officials. The city’s lobbyists in Washington, DC were working on getting an appropriation in the Crime Appropriation Bill that was to be voted on in November of 2003. Unfortunately, after all our efforts, including a personal trip to Washington, DC with the Senator’s and Congressman’s staff, we did not receive those funds. However, we were told by our lobbyists that we were in good position to receive those funds for next fiscal year 2004. These are just some examples of the issues that arise when making the transition from theory to social implementation. There are many other issues affecting the planning and implementation of programs such as this. These will be addressed in greater detail in the next chapter. However, the main point to be made here is that researchers must be aware of the challenges and limitations inherent in the application of any theoretical model. These limitations and challenges may not be readily apparent when the theory is being considered or the model is being developed. However, responsible researchers of theorybased models should always attempt to anticipate these and similar issues in their conceptualization process.

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CHAPTER 5

Lessons Learned

In July of 2004, the new Arlanza Youth and Family Resource Center opened to the public. The 8,600 sq.ft. facility began to fulfill its role as a tool for the development of social capital and collective efficacy in Arlanza. A new center coordinator was hired by the City of Riverside to coordinate the activities and programs to be offered at the center in accordance with the 5-year plan that was developed for the resource center (see Document #3 in appendix). From the beginning, it was recognized that this intervention would be long-term in nature. Therefore, the approach for the intervention is twofold: An asset mapping component and a service delivery component. The goal of the former is to aid the residents in developing bonding social capital through neighbor-to-neighbor interaction. This process would help address the long term needs of the neighborhood, as trusting relationships are not created overnight. In addition to long-term needs, it is crucial to address the immediate needs in the neighborhood. Residents and neighbors tangible, immediate accomplishments that will serve to create momentum for the long-term intervention. The latter social service delivery component serves to meet the immediate needs of the neighborhood. Asset Mapping and Asset Building According to the 5-year implementation plan developed for this intervention, one of the first goals for the center coordinator is to undertake a thorough inventory of the assets and capacities found in the Arlanza neighborhood. Mapping the institutional assets was already accomplished in the planning phase of the project, as described in Chapter 4. In fact, from this institutional mapping came the 87

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representatives that eventually formed the Riverside Youth Violence Prevention Policy Board. This board was composed of members of the City of Riverside, Alvord Unified School District, Riverside County Office of Education, and the Riverside County Departments of Health, Public social Services and Mental Health, The Robert Presley Center for Crime and Justice Studies at The University of California Riverside, The Riverside Police Department, Kaiser Permanente, Riverside Community Health Foundation, Riverside Community Health Foundation, and the Riverside County Probation Department. Mapping the organizational assets was also part of the planning phase. During the course of planning, I was able to identify other partners such as the Youth Services Center of Riverside, Padres Unidos of Norte Vista High School, the Arlanza Community Garden, the Hedrick street neighborhood watch group, and the newly formed Arlanza Area Clergy Team. Additional association-level mapping will be conducted by the center coordinator as part of the on-going asset-mapping process. Mapping the individual capacities is to be accomplished through the asset-mapping survey discussed in Chapter 3. Again, the purpose of this survey is to identify individuals who are capable and willing to give time to enhance and build bonding social capital and collective efficacy in the community. Part of the strategy in administering this survey is to enlist the help of community volunteers that would be willing to go door-to-door to give the survey. Not only does this result in engaging the neighbors themselves in the process but it also affords an opportunity for these neighbors to interact with other neighbors that perhaps they had never met. The data collected through this survey will belong to the neighborhood and will be kept in the center for use by the various grassroots groups that are active in the community. Addressing Immediate Needs As mentioned earlier, the other component involves meeting the immediate needs found in the neighborhood. To that end, various social services will be available at the centrally-located resource center. The center will include a 48 slot day care center with state preschool. It will also house a 3,000 sq.ft. office that will be operated by the county’s Women with Infant Children’s program (WIC). This program will provide nutritional services and counseling, medical referrals, food

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vouchers, and preliminary health screenings to the women of the Arlanza neighborhood. As detailed in the previous chapter, the center will also include shared office space for the use of other visiting programs such as the police’s Priority Project, Project BRIDGE, Padres Unidos, and youth and family counseling services provided by the Youth Service Center and the Department of Mental Health. Other neighborhood-organized programs and events will also benefit from having a place in which to plan events and hold community meetings to strategize other activities. Independent Evaluation Component As noted in the introductory chapter, it is essential for any communitybased intervention have an evaluation component built into the intervention. In this case, the evaluation of the Arlanza Neighborhood Initiative will be conducted by faculty from the Robert Presley Center for Crime and Justice Studies at the University of California, Riverside. The evaluation will be supervised by Dr. Robert Nash Parker. Dr. Parker has extensive experience in program evaluation and research methodology. Key measurable outcomes of the implementation process of the Arlanza Neighborhood Initiative are: (1) To open the doors and begin services in the new Arlanza Family and Neighborhood Resource Center (AFNRC) by July 2004; (2) by 12/2005, create awareness of the center and its programs in at least 70% of the community; (3) by 12/2005, have at least 25% of the families in Arlanza be satisfied with the preliminary improvements in the development of their neighborhood; (4) by 12/2005, have 5,000 Arlanza residents receive core social services or health/dental/vision referrals through the AFNRC; (5) by 12/2008, have 50% of Arlanza children ages 0 to 5 demonstrate improved academic performance in standardized test scores; and (6) by 12/2008, reduce youth crime levels by about 50% in the Arlanza area. These objectives will be accomplished via a process that emphasizes local input and decision making through regular meetings with local residents, neighborhood groups, local schools, and faithbased organizations in conjunction with the Riverside Youth Violence Prevention Policy Board and the City of Riverside. Evaluation of the planning process will involve monitoring and documenting all coordinated social service efforts. Dr. Parker and his representatives

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will meet with the Coordinator of the resource center to develop a set of reporting forms and procedures. Dr. Parker will also work with the resource center coordinator to develop a mechanism for feedback from participants. This formative feedback will be used to adjust and/or modify the planning process to enhance its impact. In addition, Dr. Parker and staff plan to prepare an interim and final report. The interim report will provide documentation of services provided and coordination efforts and will include summary information based on feedback from participants. The interim report will be designed to be formative in nature and focus on successes and areas in need of improvement. The final report will provide complete documentation of services and other activities as well as summary information on the outcome of the implementation plan. Challenges in Applying Theory to Social Practice The purpose of this book was to expand on the body of work of social disorganization theory by identifying the real-life challenges inherent in implementing neighborhood-level models compatible with the theoretical principles of SDT. Although past research has shown the correlations between various variables such as weakened social networks and the production of crime, the main contribution of this work as it relates to SDT is to show how such a theory can be used to delineate the theoretical underpinnings of a community-level intervention model as well as to provide a theoretically-informed conceptual language to describe how such a model can be implemented under real-life conditions. It should be noted that implementing an intervention with a broad scope such as this project carries with it inherent challenges that must be addressed by the social researcher. In the case of the Arlanza Neighborhood Initiative, these challenges came in three areas—financial, political, and social. What follows is a detailed account of these challenges and the lessons learned from each. The purpose of this section is to provide other municipalities and jurisdictions with a ‘trouble-shooting tool’ that can be tailored to the specific conditions present in their jurisdiction. It is hoped that in addition to providing this tool for future applications of this model, the information presented here will serve to inform the formulation of public policy in the area of community-based youth violence prevention.

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As was stated in the introductory chapter of this project, it is becoming increasingly necessary for social scientists to recognize the real-life implications of their theories to applied sociology. In addition, it is important that city administrators and officials make use of theory and research to inform their public policies. However, applying theoretical frameworks to real life communities is challenging. What may appear sound on paper may become exceedingly complicated in its application to real-life situations. As researchers, we develop systematic explanatory models that can be confirmed or refuted by empirical data. Regardless of its level of rigor, however, such research does not reveal the effort required to sustain the momentum of a theoretically informed initiative and the motivation of the various partners involved in that initiative that may take one, two, or even more years to implement. Oftentimes, when these models are planned, government leaders and politicians desire immediate results. Officials are elected for a finite period of time and therefore desire to see the promised results delivered during their tenure. Of course, this is not always possible. In the case of youth violence prevention, crime and violence are not problems that can disappear overnight. These are issues that require long periods of time to overcome. Most of the efforts are preventive in nature and therefore do not readily lend themselves for quick solutions. This point is challenging to make when dealing with public officials. Although they recognize the truth about long-term investment in youth, they have difficulty accepting the fact that they may not be in office when the desired outcomes become manifest. Patience is required not only on the part of public officials and government leaders but on the part of local residents as well. Quick fixes do not have long-term effects. In the case of the Arlanza neighborhood initiative, the model called for the prevention of youth violence through the intervention of children ages 0 to 5 and their families. One can see that this investment would take a minimum of five to ten years before the community fully realized the return on their investment. This initiative involved more than a quick pretest and posttest. It involved long-term sustained efforts by both the municipality and local residents to stick with the program and not abandon it after two or three years of implementation. Such is the case in the implementation of the ABCD model based on the principles of social disorganization theory. Any attempt to

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mitigate the effects of social disorganization involves long term community engagement and the development of social capital and social control. As the newly hired Administrative Services Manager for the Arlanza neighborhood initiative, there was a dual role as both a sociologist and a participant observer. As a sociologist, it was crucial to identify the key issues relevant to the SDT theory of crime and the development of social capital to counteract the destabilizing process explained by the theory. The disruptions in family and community networks, the lack of available role models, and the increased isolation of many of the local residents from mainstream life in Riverside, all pointed towards the tenets of social disorganization theory. Whether it was through dialogue with community members or during meetings with the various agencies and partners, it became evident that the causal factors producing the demise of social capital and social control taking place in this high crime area were due to the very tenets laid out by the early sociologist of the Chicago School. Although tempting as a sociologist, it would have been unproductive to attempt to engage both city administrators and residents of the community on a theoretical level. As such, in implementing an intervention based on SDT, several factors must be considered. These include: • • • • • •

Overcoming neighborhood skepticism. Creating ‘buy-in’ from all stakeholders by communicating in layperson’s terms. Connecting community issues to theoretical principles. Adjusting to unforeseen circumstances that may hinder the application of theory.

In terms of overcoming neighborhood skepticism, once a suitable intervention model is developed, it falls upon a person or agency to implement such a model in a way that will address the issues identified in SDT and at the same time take into consideration the particulars of the context in which the model will be applied. In order to accomplish this task, it is recommended that researchers engage the community to create buy-in from local residents in a way that will engender trust. Such models often encounter skepticism on the part of local committee members. They question the ability of this new idea to solve longstanding problems in the community. They have lived in

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substandard circumstances for many years. They have become acquainted with police sirens and shootings around their homes. It is possible that they have grown to accept their circumstances as a natural part of their everyday existence. Therefore, they asked the question; “what is so special about your program that other programs were unable to solve?” As such, the burden of proof falls upon the researcher who desires to implement a new intervention model in the local community. Such was the case with the Arlanza neighborhood initiative. Connecting community issues with theoretical principles poses another challenge to the researcher. For example, when interacting with the City Manager, the Mayor, or local residents, spending an entire quarter or semester to engage in a thorough study of the theoretical framework of social disorganization was not feasible. Since meetings with elected officials and city administrators would often last only 15 to 30 minutes at a time, it was crucial to ensure that opinions and recommendations reflected the theoretical knowledge in an efficient and time-saving manner. In order to ensure the success of this initiative, it was necessary to process the information and data gathered and convey it in such a way that would accurately and clearly summarize the principles underlying the theory… and do this in a short period of time. When asked for advice, it was necessary to direct the attention of the city administrators to a community’s need for increased social capital and social control. The social ties between residents, local businesses, and the city would have to be strengthened before any tangible results could become manifest as a result of this initiative. As such, the ABCD paradigm became a natural vehicle through which to convey this message. Another issue to consider when applying theory to social practice is the presence of circumstances with which the researcher may not be aware. These can range from fiscal crisis to addressing past dysfunctional relationships, that for political reasons, have been cosmetically covered up. This latter condition impacted the implementation of the Arlanza neighborhood initiative. The past relationship between the City and the County needed to be addressed. It soon became evident that this relationship had been marked by precarious city/county collaboration in the past. In various meetings with County representatives, it was expressed that there was a

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sentiment that the City did not do enough to provide services and much-needed help to the incorporated areas of the City. They claimed that “the city always wants the county to do everything!” This sentiment became an issue as various county agencies were asked for funding for the implementation of the Arlanza neighborhood initiative. In most cases, the county agencies wanted to see a match in the financial commitment of the City. This presented a challenge, being that the City as well as the County was facing severe budget cuts on the heels of the announcement by the state Governor of a historic $35 billion budget deficit. Although the theoretical framework of the implementation model was sound, the economic times were not the best for the implementation of such an initiative. It was through careful and diplomatic interactions with the various county agencies that the Arlanza neighborhood initiative was able to obtain funding and cooperation from the various county agencies that provided social services to the community. The significance of this issue becomes apparent when one considers that in this area of the State, it is the county that has historically provided the social services needed, while the City has traditionally provided municipal services such as electricity, law-enforcement, street maintenance, etc. Being that this initiative would be heavily dependent on social services, it was crucial to mend and/or create a positive, beneficial relationship between the City and the County of Riverside. Crucial to the success of this relationship was the involvement of a Riverside County Supervisor. His office contributed $100,000 towards the construction costs for the new resource center. In addition, this county supervisor had historically been actively involved is serving this area of his district. Through his office, the existing community Center at Bryant Park obtained enough computers to establish a computer lab for local youths. His office was also instrumental in securing turkey dinner's that were provided for the Arlanza Thanksgiving dinner events. This beneficial relationship culminated in a special recognition for this supervisor by the City Council of Riverside. Also, the Economic Development Agency played a crucial role in facilitating discussion and dialogue between the supervisor’s office and the Arlanza neighborhood initiative. Another issue that arose in the implementation of this Initiative was how to deal with the different agendas of the various participating

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agencies. While the words ‘collaboration’ and ‘partnership’ have positive connotations, we must realize that making such collaborations a reality carry with it certain intrinsic challenges. Every social agency has an area or niche in which they specialize. Similarly, each agency has an agenda. Each agency views the community’s needs through the eyes of the services they offer. However, in order to have a productive and successful partnership, these agencies must work together to help meet the community's needs and not simply the needs to which they offer services. The challenge is to overcome their conceptual differences while not threatening the justification for their existence. In the case of the Arlanza neighborhood initiative, there were various agencies and some nonprofit organizations that were on the board and were privy to the financial status of the project. One of the reasons for the success of the youth violence prevention policy board was that these agencies were able to work together in a selfless way so as to ensure the success of this youth violence prevention effort. An example of this selfless effort came when the Riverside County Department of Public Health wanted to open a new WIC office in the Arlanza area. At the same time, one of the partners was planning to open a new clinic in this neighborhood. As such, they would have space available to lease to the WIC office that the County was proposing. However, we all realized that it was financially crucial for the new Arlanza resource center to house the WIC office. It would not only add income to the new center but would also lend legitimacy to the center and provide an entry point for many mothers and families to receive other social services that were to be made available at the new facility. After some dialogue with the representatives from the partner organization, all agencies agreed that the WIC office would be housed at the new Arlanza youth and family resource center. Additional Challenges From its inception the Arlanza Neighborhood Initiative faced the daunting task of planning the implementation of an intervention that did not have any implementation funds available. The planning phase of this initiative (18 months) was fully funded by a grant from First 5 Riverside. These funds were used to pay a full time salary and benefits as well as pay for the lease of a satellite office from which I would operate. Early on in the planning of this project it was felt that my

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efforts would be maximized if my office was located in the community of Arlanza. Through this strategy, it was hoped that local neighbors would find me more approachable. This approach to the initiative proved to be very successful. Not only was I afforded the benefits of proximity to the residents of Arlanza, but I was also able to collect good quality data from the meetings I held in my office with various community leaders and local groups. Of course, such proximity came with a financial price. Not having my office in City Hall meant leasing office space. The costs of leasing, office supplies, utilities, postage, equipment, travel, phone, and other miscellaneous expenses all came from the planning grant secured for the project. It was felt that having the office in the field outweighed any additional financial burden that came with that decision. For the Arlanza Neighborhood Initiative, the costs over 18 months for planning and associated expenses were $150,000. In the case of this initiative, the City of Riverside hired this author to not only plan the initiative but to identify and secure outside sources of funding that would be used to implement the plans that were developed. All of the members of the Youth Violence Prevention Policy Board had knowledge of this fact. It is important to point this out because the members’ valuable energy and time being invested in this project hinged on my successful procurement of funds with which to implement these plans. It is the recommendation of this author that any municipality following this same model should consider this fact. Ultimately, the responsibility falls upon the social researcher to maintain participation, positive energy, and momentum even when faced with a lack of funds. As outlined in the previous chapter, the implementation funding came over the course of 18 months. Sources of funding included grants, private donations, and monies from the city’s general fund. However, not all of the funding sources were identified at one time. In following this model, the planners should move and plan cautiously so as not to venture too far ahead of the funding yet plan far enough into the future so as to maintain a sufficient level of credibility for the project. This point is especially relevant when applying for competitive grants. While donations and in-kind contributions are easily assessed, grants often require a period of wait and uncertainty. It is only after notification that the grant has been secured that the planners can reasonably proceed with the next stage in planning.

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For this project, one major challenge was being able to develop construction plans and estimates. The scope of construction was predicated upon the funds that had been identified to date. Adding to the complexity of the matter was the type of construction that was to be used for the new resource center. Early on in the planning phase of this project, we were able to secure a donation from a private hospital chain for 10 modular units to be used to construct the new center. The plan was to use these modular units and remove the interior walls and redesign the interior to meet our specific program needs and office space for our partners. Originally, it was thought that this strategy would result in a substantial savings for the city since we would not have to construct an entirely new building. However, due to the nature and number of interior modifications, the costs for construction approximated what we would have had to spend had we constructed a new building. Our lesson learned here was that altering modular units versus new construction did not result in any significant cost savings. Political Challenges The financial challenges of these projects can also be affected by the political climate of the city. In our case, it was helpful that I enjoyed the political support of the local Council member whose Ward included the neighborhood of Arlanza. I also sought to meet with two other council members who would be supportive of this type of effort. During the planning process, I made it a point to meet with them and explain the importance to the city of such an initiative. This leads to another very important recommendation. Social scholars must always be cognizant of the fact that even well-researched, theory-based interventions may never have a chance for implementation if they do not benefit from the political support of local politicians. Building bridging capital makes a difference. As scholars, we must never forget that there exists a need to not only engage in work based on theory but we must also ‘sell’ the theory to those who make the political and fiscal decisions for the particular jurisdiction in which we work. In the case of Riverside, the initial project proposal was approved by city council in 2001. Later, in July of 2003, I returned to the city council to give an update on the project and prepare them for the additional funding I would be requesting soon. At that time, it can be said that the city’s focus was predominantly social development and

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improving the quality of life of the city’s residents. Later, after the local elections of 2003, there was a change in the composition of the city council. Out of the seven wards, three of them had elected new council members. The result was that it appeared that the focus of the city had now shifted to economic development. Although this did not negatively impact the Arlanza Neighborhood Initiative, these political shifts must be considered when deciding when or where to implement a community-based initiative. Not only should the social scholar be an expert in social scientific theory, but learning the political terrain in terms of how politics operate and what motivates politicians is vital for the implementation success of such an initiative. Social challenges In addition to the challenges previously mentioned, another issue to consider when implementing a community-based initiative is that the success of the theory-based model hinges on the level of trust the researcher enjoys with the community. This is especially true for the participant observer. In working with low income, underserved communities the social scholar will discover that a great deal of animosity and distrust can be developed between the local residents and any person associated or identified with a government or educational institution. A common reaction from local residents is one of leeriness and skepticism, sometimes even anger and hostility. The social scholar should not assume that simply because he/she carries a well theorized plan, it will help the community and that it will translate into instant acceptance by those who have had to live and survive in social conditions that many social scholars have not had to endure. It is not uncommon for neighborhoods and communities to reject the outsider despite the good intentions he/she may have. Reactions may range from, “we’ve heard that before” to “what do you know about living here?” Other statements may be, “you’re just here for a few weeks to get your information, then you’ll leave and we won’t ever see you again!” or “don’t be coming around here promising things you can’t deliver.” These and similar statements reflect the level of despair, distrust, and anger that many social scholars may encounter when attempting to implement a community-level intervention model aimed at mitigating the negative effects of social disorganization. It should be noted that successful implementation of such models require time and

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patience on the part of the scientist. If engaging the community as a participant observer, than additional time and patience is required. In order to be effective, those administering the intervention must convey to both the politicians and the community members that the positive effects of the intervention will take time to become manifest. Therefore, quick results should not be expected or promised. To do so will only result in further frustration and disappointment for both the decision makers and those receiving the intervention. Lastly, another social challenge to consider when implementing a neighborhood-level intervention is that for many in our society, any program aimed at helping the low income segment is received with skepticism and negativity. This is perhaps due to the worldview many have towards the poor. Certainly the issue of poverty is not new; it has been with us for a long time. Since the birth and development of this country, there have always been poor people. In the post civil war period, it appears that poverty was recognized as a situation people found themselves in as a result of their position in society; and therefore, society held some kind of obligation towards the poor and needy. At this time, the reasons for poverty were not associated with laziness, unwillingness to work, or race or ethnicity; but rather, they were accurately seen as social structural conditions that resulted from geographical and social dislocation and economic flux. However, something happened to the American mindset concerning poverty in the period following the 1960's. During the administration of John F. Kennedy and the civil rights movement, America re-declared the war on poverty as we witnessed the emergence of the Great Society programs. However, this time America's concept of poverty was influenced by works such as John Kenneth Galbraith (1962) and Oscar Lewis (1965) whose studies found that the vast majority of those in poverty which included children and the elderly were mostly non-whites and that certain motivational and cultural deficiencies impeded them from ever breaking out of the viscous cycle of poverty. Many conservatives hold the opinion that poverty is a direct result of personal and psychological insufficiencies as well as cultural and ethnic pathologies. In other words, the poor are poor because it is their own fault. Conservatives (and even some liberals) argue that racial relations in America have improved sufficiently so as to afford blacks and other minorities sufficient opportunities for economic and social

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advancement. If these minorities (mostly blacks) have not taken advantage of this, it is because they are either too lazy or unwilling to work hard, pick themselves up by their bootstraps, and "make it" in society. It is due to this mindset that many social scholars may encounter resistance from conservative-minded politicians as well as local residents who may possess a false consciousness about their socioeconomic position in their community. Social scientists engaged in applying models based on SDT should be aware of the fact that for many, any investment in poor communities is a bad investment. As such, they believe that government has no business spending tax dollars in what they consider to be useless efforts. In other words, as social scientists, we must never assume that helping the poor is a universally accepted value in our society. After one year of operation the Eric M. Solander Center is open nearly 12 hours per day helping to meet the various challenges present in the Arlanza community. The child care center serves 50 children in the day care (3 year olds) for 2 classes. Another 50 children in the preschool (4 & 5 year olds), again 2 classes. In 2004 the total enrollment was 135 children. The WIC office serves about 3,000 families on a monthly basis. Various grass roots groups use the center as a meeting place or to temporarily location to house their offices. These include: • • • • • • • •

• • • • •

Arlanza Community Partnerships Mujeres en la Salud Arlanza Parent Council Padres Unidos Youth Violence Prevention Policy Board Ballet Florkorico de Riverside Arlanza Youth Focus Group Alvord Collaborative Service providing agencies in the center include: Child Abuse Prevention Center Riverside Community Health Foundation Youth Service Center Family Service Association of Western Riverside County Riverside County Public Health—WIC Office

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Riverside County Public Health—Disease Control Victory Outreach Riverside (Church Group) Riverside County Juvenile Probation

Over 16 youths are receiving counseling every month from the County Mental Health Agency. A community-wide asset-mapping effort will soon be conducted to identify people in the community that posses skills and talents they are willing to share for the benefit of their community. Community events, children’s fairs and health clinics are held at the center helping to create a sense of community and accountability for the families in Arlanza. Every year since the inception of the Arlanza Neighborhood Initiative a Thanksgiving Dinner is held which draws over 500 local residents in an atmosphere of fun, food and dancing. In time we will be able to analyze local crime data on a 5-year cycle to gauge the impact of this effort. The University of California Riverside, under the direction of Dr. Robert Nash Parker, has gathered baseline data in order to identify change, if any, to the criminal patterns of local youths. We look forward to seeing those results.

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Appendices

Document #1 Arlanza Neighborhood Enhancement Project Riverside Youth Violence Prevention Policy Board Meeting June 25, 2002 4:00 PM Present: Kristin Tillquist (Chair), Kris Martinez, Linda Fujiu, Susan Harrington, Harry Freedman, Raymond Aguirre, Marie Whittington, Meredyth Meredith, Lugena Wahlquist, Nancy Guerra, Pedro Payne (recorded minutes), Jennifer Sargeant, Eva Webster, Larry Paulsen. Absent:

Eric Solander, Jan Peterson, Dennis Boyle, Gary Feldman, Russ Leach, John Ryan.

Welcome/Opening Comments: Kristin Tillquist – Chief of Staff to the Mayor Proceedings: Members of the board introduced themselves. Pedro Payne introduced himself and had a few comments. Nancy Guerra inquired as to whether a separate Crime Prevention Team would be formed as stated in the Red Team Report. Discussion ensued as to the necessity of officially forming such a team. It was unclear whether such a board would be a competing board since a Policy Board has already been formed. Mr. Paulsen stated that there is a difference between the Policy Board and a Crime Prevention Team. Mr. Payne suggested that perhaps the creation of an official Crime Prevention Team would not be necessary right now since such

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a team consisting of neighborhood leaders, church clergy/leaders, and neighborhood associations would naturally form as the project developed. Lt. Meredith, Mr. Freedman, and Mr. Aguirre said various statements which pretty much echoed the views previously expressed. Kristin Tillquist opened up dialogue concerning the role/scope of the Policy Board. Nancy Guerra asked for clarification concerning the ‘policy’ aspect of this Policy Board. Mr. Paulsen suggested that in his opinion, the key role of the Policy Board would be to provide guidance to Mr. Payne and help define the broader scope of the project without getting tied down in the smaller details. Ms. Wittington echoed those sentiments. Mr. Payne presented some preliminary work concerning the website for the Arlanza Project as well as an idea about a neighborhood resource directory for the Arlanza neighborhood to be printed in both Spanish and English. Copies of Mr. Payne’s letter to the Mayor, a brief Bio, a preliminary progress report, a copy of the Red Team Report, and a copy of the grant were made available to those in attendance. Ms. Tillquist then turned our attention to the structure and schedule of the remaining meetings.

Actions Taken: -

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It was decided unanimously that Eric Solander would Chair the remaining meetings. It was decided that Mr. Payne would work collaboratively with Mr. Solander to prepare the agenda items for future meetings. It was decided that monthly meetings would be beneficial for the first three months and that quarterly meetings would suffice after that unless circumstances dictate otherwise. It was decided that the 4th Tuesday of each month would work best for the majority of the group (for the next three months). It was decided that Mr. Payne would be in charge of minutes, securing a location for future meetings and sending out a reminder to the Board members via e-mail.

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Closing Comments: -

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Dr. Guerra suggested including coupons in the Neighborhood Directory idea suggested by Mr. Payne. Lt. Meredith made herself/organization available for community presentations on crime and violence prevention. Ms. Wittington emphasized the importance of effective collaboration between criminal justice agencies and other collaborative agencies. Mr. Aguirre expressed his willingness to help in any way possible and that the Board could count on his full support. Dr. Guerra is working on making arrangements with Mr. Payne to discuss an evaluation mechanism for the grant. Ms. Wahlquist suggested looking into other projects currently funded by Prop 10 funds to see if there is any chance of securing more funding for various aspects of this grant. Mr. Freedman emphasized the importance of addressing the 0 to 5 age group in the programming as per the specifications of the grant while still addressing the needs of their families. He also stressed the importance of collaboration. Additional comments were made by various other Board Members such as researching the challenges other family resource centers have faced to determine what works and what doesn’t work; the importance of a nurse home visitation program; working together with the Alvord Collaborative; Economic Development Dept., etc.

Adjournment: -

Meeting adjourned at approximately 5:30 P.M. Next meeting will be on July 23, 2002 at 4 P.M. in the Mayor’s Ceremonial Room on the 7th Floor of City Hall.

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting July 23, 2002 4:00 PM

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Appendices Present: Eric Solander (Chair), Kris Martinez, Linda Fujiu, Harry Freedman, Raymond Aguirre, Meredyth Meredith, Lugena Wahlquist, Pedro Payne (recorded minutes), Jennifer Sargent, Eva Webster, Dennis Boyle, Jan Peterson, Lois Gardella.

Absent:

Susan Harrington, Nancy Guerra, and Larry Paulsen.

Welcome/Opening Comments: Eric Solander – Kaiser Permanente Proceedings: Members of the board introduced themselves. Past minutes approved with corrections to the spelling of Ms Wittington’s name. Pedro Payne presented a quarterly progress report to be submitted to RCCFC. Copies of this report were distributed to those present. Mr. Solander asked about the responsibility for the budget for the Arlanza Grant. Kris Martinez clarified that the City of Riverside was responsible. Mr. Payne presented the new information packet he developed for the Arlanza Initiative. This packet is to be used as a tool in establishing community networks and provide program information for local associations, organizations, and some key civic leaders. A few minor revisions were suggested and subsequently made. It was suggested that a flyer or trifold also be produced for general distribution to the public. The issue of lease vs. purchase was discussed for the Arlanza Neighborhood and Family Resource Center. Ms. Martinez and Mr. Boyle said it would probably be dependent on capital funds available from the next grant. It was suggested to consider issues with the local N.A.C. in making this decision. Ms. Martinez added that this area was marked for re-development. She also suggested that the city would help in the building inspection process.

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Actions Taken: -

It was decided that we should continue meeting on the 4th Tuesday of every month.

Closing Comments: -

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Jan Peterson spoke on the issue of the FastTrack plans for Riverside. It is a slow and bureaucratic process. Perhaps this project can act as a catalyst for pushing this process through. Jan Peterson asked about holding focus groups. Mr. Payne confirmed that focus groups would be taking place as the project develops. The issue of childcare and partnerships between local business and residents was discussed. If business are interested, the Child Care Consortium would be interested in sponsoring some meetings with the employers to facilitate this. The difficulty of convincing local employers to participate in these programs was discussed. Linda Fujiu suggested linking the Arlanza website to the AUSD website. Lt. Meredith expressed that she would be unable to attend the next meeting. Mr. Solander promised to bring copies of the United Way Needs Assessment for our next board meeting. He also suggested that neighborhood resources could be listed on the Arlanza website. It was suggested that perhaps some private donors and local employers could help with printing costs. Mr. Solander said he also had some money available for printing. Mr. Solander concluded with some comments on continuing to use the Red Team Report as a guide for this project. Also, he suggested that the policy board adopt some measurable set of goals in our next meeting. Lt. Meredith agreed. Mr. Solander also reiterated the important role the policy board plays in the implementation of this project.

Adjournment: -

Meeting adjourned at approximately 5:00 P.M. Next meeting will be on August 27, 2002 at 4 P.M. in the small conference room on the 7th floor of City Hall (immediately across from the elevators).

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Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting August 27, 2002 4:00 PM Present: Eric Solander (Chair), Lois Gardella, Jo Weber, Linda Fujiu, Raymond Aguirre, Meredyth Meredith, Pedro Payne (recorded minutes), Jennifer Sargent, Jan Peterson, George Caravalho, Susan Harrington, Nancy Hart, Lugena Wahlquist. Absent:

Marie Whittington, Freedman.

Nancy

Guerra,

Harry

Welcome/Opening Comments: Eric Solander – Kaiser Permanente Proceedings: Members of the board introduced themselves. Past minutes approved with corrections to the spelling of Ms. Whittington’s name. Pedro Payne presented various progress reports including: Update on meeting with Mr. Lee Nattress and Dan Anderson from Community Health Systems (CHS), Inc. Mr. Solander expounded on the services offered by CHS. He felt collaboration was a good idea. Mr. Payne suggested that the social program component would be housed at the resource center while the health care component could be handled by CHS. Mr. Solander proposed we set a special meeting with them so that they may present their proposal. Board agreed to schedule a special meeting with them to discuss nature of collaboration. Special meeting to be set before next board meeting. Next regular meeting was set for Sept. 24th at 4pm. Subsequent regular meetings to be held on second Wednesday of each month at 4pm. The CUED Report from 1996 for the Arlanza area economic development plans. Board

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authorized Mr. Payne to pursue some of the plans contained in CUED Report and follow up on some of the private sector commitments made in 1996. Ms. Peterson suggested the City of Riverside may consider re-applying for the Enterprising Communities Grant. Mr. Payne and Mr. Caravalho will look into the possibility of this. ‘National Night Out’ was a great success as first community activity co-sponsored by the Arlanza Neighborhood Initiative. Power Point presentation on potential sites for the Arlanza Resource Center. Ms. Harrington is willing to assist by submitting a request to proceed to look for space from the County Board of Supervisors and the County Dept. of Facilities Management. The Dept. of Public Health is willing to pay/lease 3,000 sq. ft. of space to house W.I.C. and Public Health Program Office in the Arlanza Resource Center. It was clarified that the County prefers to consider only buildings erected after 1976. The issue of sub-dividing the spaces for the various collaborating agencies came up. It was agreed that such an option would be beneficial. The City Manager inquired as to the length of this Initiative in deciding whether to lease or buy. He pointed out that we need to consider that this is an issue of the city doing long-term business in the Arlanza area. He suggested we run this plan through all the city department heads to get support from them first and then to proceed. The new Arlanza trifold handout was presented. Power Point tour of the new Arlanza web site was given. Website to be up sometime during the next two weeks. Ms. Meredith recommended that these human interest stories be published in an asneeded, bi-lingual newsletter or other venue for those who do not have access to an internet connection. Ms. Fujiu offered space on AUSD newsletter to come out in October. Ms. Sargent suggested talking to city’s I.S. dept. to register web site with various search engines. It was recommended that the board invite key local residents to become part of the board. Alicia Guzman and Anna de la Tejera were suggested as possible candidates. Mr. Payne ended his report with his upcoming plans for the next month. These include meetings with the City Librarian, the RCCFC board members, the City Manager, and the AUSD Board.

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Adjournment: -

Meeting adjourned at approximately 5:00 P.M. Next meeting will be on September 24, 2002 at 4 P.M. in the Mayor’s Ceremonial Room in City Hall.

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting September 24, 2002 4:00 PM Present: Eric Solander (Chair), Lois Gardella, Susan Harrington, Jo Weber, Mike Cook, Pedro Payne (recorded minutes). Absent:

Jan Peterson, Jennifer Sargent, Linda Fujiu, Harry Freedman, Raymond Aguirre, Lugena Wahlquist, Marie Whittington, Nancy Guerra, Harry Freedman, George Caravalho.

Welcome/Opening Comments: Eric Solander – Kaiser Permanente Proceedings: •

• •

Eric Solander reviewed the Community Health Foundation presentation given at the special board meeting on September 17, 2002. He also re-addressed the possibility of housing the Police Store Front at the new Arlanza Family and Neighborhood Resource Center (AFNRC). Mr. Solander would like to keep that option open. The board officially recommended inviting Mr. Dan Anderson to become a member of the Riverside Youth Violence Prevention Policy Board (RYVPPB). Mr. Payne gave a brief report on the progress of the Arlanza Neighborhood Initiative. The web site is up and running. The site is currently being registered with several search engines on the web. An invitation has been extended to Ms. Ana de la Tejera from the Arlanza community to attend future board

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111 meetings. Mr. Payne continues to meet with local residents and to attend local neighborhood functions as part of his effort to ‘spread the word’ about the Arlanza Neighborhood Initiative. The board decided that it would be beneficial to have the first 21 pages of the Red Team Report posted on the web site. Mr. Payne is currently in the process of setting this up. Mr. Solander requested Mr. Payne present an official list of members of the RYVPPB at the next board meeting. Mr. Solander requested we involve the RPD in any meetings that would determine the location of the new AFNRC. It was decided that the time has come to set up a meeting with Dr. Nancy Guerra to define the evaluation process for the Arlanza Initiative. Susan Harrington from RCDPH offered to assist Mr. Payne in getting more localized demographic data for the Arlanza area being that our current data is for the entire 92503 Zip Code. Because this area includes more affluent neighborhoods, the data used to indicate economic and social ‘needs’ is skewed. The board began discussion on the development of a mission statement and goals for the policy board. Various suggestions were made but due to the poor attendance we decided to continue this effort at our next meeting. It was decided that the board would meet on the second Wednesday of each month in order to facilitate the attendance of City Council Members. The board decided that the annual reporting period for the Arlanza Initiative would be from January to December of each year.

Adjournment: -

Meeting adjourned at approximately 5:00 P.M. Next meeting will be on Wednesday, October 9, 2002 at 4 P.M. in the large conference room in the fifth (5th) floor in City Hall. NOTICE: 5th FLOOR!!!

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting October 9, 2002 4:00 PM

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Present: Eric Solander (Chair), Raymond Aguirre, Roxie Alcaraz, Ana de la Tejera, Susan Harrington, Jo Weber, Meredyth, Meredyth, Michael Beck, Dan Anderson, Pedro Payne (recorded minutes). Absent:

Jan Peterson, Jennifer Sargent, Linda Fujiu, Harry Freedman, Lugena Wahlquist, Lois Gardella, Nancy Guerra, Sharrell Blakely, George Caravalho.

Welcome/Opening Comments: Eric Solander – Kaiser Permanente Proceedings: • • • • •

• • • •

Board made self-introductions. Board approved the minutes from the last meeting. Eric Solander welcomed Deputy City Manager Michael Beck who was representing City Manager George Caravalho. A list of official board members was distributed to those in attendance. Mr. Solander clarified the status of this board. After consulting with the Mayor's Chief of Staff and the City's Legal Services Department, it has been determined that we are not an official board under the 'Brown Act.' However, we are an official board as far as making recommendations and offering solutions to the Mayor, City Manager, and City Council on youth violence prevention issues in Riverside. Eric Solander welcomed Ana de la Tejera (Community worker for Arlanza Elementary School in AUSD) as a new member to our board. Mr. Payne gave a monthly update on the Arlanza Initiative (See below). New Arlanza brochures were distributed. These brochures will be placed at local schools, libraries, airport, Bryant Park, Fire Station, and other relevant sites. Mr. Payne arranged for the invitation of Dan Anderson and Ana de la Tejera to become official members of our board. Another

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113 local resident (Alicia Guzman) was unable to accept an invitation because she has accepted employment with a local educational institution and therefore has a scheduling conflict. The decision to invite more representatives from the local community was recommended at our September meeting by City Manager George Caravalho. The Board agreed that increased involvement from local residents on this board would be beneficial. Ana de la Tejera suggested inviting Mercedes Cordova from Norte Vista High School. Mr. Payne met with the Principal of Norte Vista High School, Mr. Ray Johnson, to make him aware of the Arlanza Initiative. Mr. Johnson received the news very positively and expressed his willingness to help out in any way he could. Mr. Payne also met with a local school-based organization called 'Padres Unidos' to promote the Arlanza Initiative. 'Padres Unidos' was extremely excited about the new initiative and decided it would be best if Mr. Payne would start attending their monthly meetings and act as a bridge between Padres Unidos and City Hall. Mr. Payne is currently coordinating a Thanksgiving B-B-Q at the Arlanza Community Garden in association with various local residents in order to help promote and foster a sense of community and commitment to the new garden. At the request of Jan Peterson, a flyer was handed out to promote a conference on Early Childhood Exposure To Violence being held in Orange County next month. Mr. Payne is registered to attend this very important conference. Others were encouraged to attend as well. Mr. Payne met with DPSS (Sharrell Blakely and Jo Weber) to define the nature of our collaboration. The meeting was very productive and continued meetings are planned for the future. Mr. Payne finally located a computer file of the Red Team Report. As per the recommendation of the board, this report will be available on-line in the near future. Mr. Payne then presented a preliminary plan for the Arlanza Family and Neighborhood Resource Center. This plan identifies the various services to be provided in the resource center along with the corresponding partners who are most likely to provide these services. A copy was distributed to those in attendance. It

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was stressed that this was merely a "Preliminary Plan" and that Mr. Payne had not yet completed his plans to meet with all the collaborating partners represented on the board. He has still to meet with RPD, RCDMH, Probation Dept., and RCOE. He intends to complete these meetings by the end of the year. Mr. Payne requested that the board review this plan and provide feedback to better define and finalize this plan. Dan Anderson joined the meeting at this time and Mr. Payne presented him with a letter from the Mayor officially inviting him to be a member of the board. Brief introductions were then made for the benefit of Dan Anderson. Michael Beck suggested that perhaps it would be a good idea to establish some kind of space at the center to house computers where residents could research on-line resources. He suggested Mr. Payne contact Toby Holmes, Executive Director of Riverside Community On-Line (RCOL). An update on the search for a location for the resource center was given. Mr. Solander had consulted with Mr. Anderson (CHF) and it was somehow concluded that if the new Arlanza Clinic were to be housed together with the resource center, it would require approx. 40,000 sq. ft. of space. That would present a significant impediment to plans of sharing the same building. However, Mr. Payne expressed doubts as to the accuracy of that information. He did not think it would require that much space being that the resource center would require a maximum of 8,500 to 10,000 sq. ft. If the clinic would require about 10,000 to 12,000 sq. ft. (1.26 acres), then that would only add up to about 20,000 sq. ft. It appeared Mr. Solander and Mr. Anderson were still not very sure as to the accuracy of the original space estimate. The sentiment was that in any case, it appeared as if a joint venture would probably not work out because of space and time lines. Dan Anderson requested that details about CHF's purchasing plans be kept confidential for now being that he was still in negotiations with the proprietor. He mentioned that his CHF board is putting pressure on him and that they would be ready to build before the City would be ready build or purchase or lease. Mr. Payne then presented other options from a list of potential properties researched by the City's Property Services

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115 Department. Mr. Payne suggested that if a joint venture with CHF was not probable, then the board should consider taking a serious look at the options available from the list and start pursuing these more aggressively so as to assure that we do get a site. Mr. Solander requested Mr. Anderson's opinion on the sites listed. He commented that he felt that most of those sites were on the small side. It was commented that adequate sites in the Arlanza neighborhood are in short supply. It is hard to find a "good" site out there where structures are up to code and don't have to be demolished before re-building. Mr. Solander then re-addressed the issue of establishing the Mission Statement and Goals for the Policy Board. A preliminary document containing a Mission Statement and set of goals was presented to the board. Due to time constraints, it was decided to take up this issue at our next meeting. It was pointed out that Dr. Guerra at UCR would be providing the evaluation process for this initiative. Mr. Payne needs to meet with Dr. Guerra to establish this review process. Dr. Guerra has been away for the summer but Mr. Payne expects to meet with her soon. It was decided that the various materials presented today should be mailed to those who were absent. The board was reminded that our meetings now take place on the SECOND WEDNESDAY OF EVERY MONTH!!!!!

Adjournment: Meeting adjourned at approximately 5:00 P.M. Next meeting will be on Wednesday, November 13, 2002 at 4 P.M. in the large conference room in the fifth (5th) floor in City Hall. NOTICE: 5th FLOOR!!!

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting November 18, 2002 4:00 PM Present: Eric Solander (Chair), Raymond Aguirre, Roxie Alcaraz, Ana de la Tejera, Susan Harrington, Jo Weber, Meredyth Meredith, Dan

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Absent:

Jan Peterson, Linda Fujiu, Harry Freedman.

Welcome/Opening Comments: Eric Solander – Kaiser Permanente Proceedings: • • • • •

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Board made self-introductions. Welcome to Teresa McAllister. Board approved the minutes from the last meeting. Pedro's Report: Update on site search for resource center. Pedro met with City Manager and other city administrators. City decided that the best approach would be to lease space with the option of purchasing later on if program is successful. Options include various locations in the strip mall on Van Buren Blvd. Pedro introduced City Manager and gave him the floor to share his opinion on the role of this board in the overall plan for the city. George Caravalho went over the Red Team objectives and rated the board on each item. The grades were: Make youth violence a public issue and engage the community in youth violence prevention efforts. Grade: 'Incomplete.' Build partnership between local organizations, schools, businesses, etc. Grade: 'B' Increase development assets for youth. Grade: 'Incomplete.' Increase programs for children 0-10: Grade: 'Incomplete.' Addressing factors linked to youth violence. Grade: 'Incomplete.' City Manager stressed these issues because these issues are a priority for the city and the importance of getting the local community leaders aware of these efforts. He stressed that objective #5 in Red Team Report is crucial and recommended

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117 we focus on it. He hopes this board will make a difference, especially as it relates to point #5. He also stressed the importance of objective #1. "We should work towards getting results." The need to demonstrate success is crucial for a program like this. Mr. Caravalho shared some of his experiences with local parents and their way of addressing violence. He suggested parenting classes would be beneficial and it is a service that is much needed. He said it was great that the county representatives were here at the meeting and that it would be good to have representatives from the schools as well. Mr. Payne and Mr. Solander clarified that the AUSD is indeed represented on the board but that Linda Fujiu of AUSD could not be with us today. Eric Solander opened the meeting for comments/responses to the City Manager's comments. He stressed that this board can be beneficial towards accomplishing the city's goals. Mr. Payne reminded the board that the "incompletes" will soon change as the initiative develops and begins to show results. Mr. Aguirre also reminded us that work is taking place at the Arlanza Recreation Center. Mr. Solander explained that the board will be actively working on identifying the board's goals/objectives for the remainder of the year and for next year. Mr. Payne thanked Eric Solander from Kaiser Permanente for donating $1,000 towards the Arlanza Community Thanksgiving Dinner. A display table will be available at that event. A thanks also to Mr. Aguirre for getting Riverside County to donate over 500 meals for the event. Mr. Caravalho offered the city's help in any efforts to get the word out on violence prevention. He stated he was completely behind our efforts. He said, "I'm more than behind it, I'm right there with you and be involved." Ms. Weber inquired as to the possibility of having office space available for the collaborative partners for when they come to the center to offer services. Mr. Payne assured the board that the plans call for office/classroom, office supplies space, and counseling space for the partners. Mr. Payne also requested that if anyone had ideas as to granting organizations, to please notify him.

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Dr. Guerra cautioned that grant $ is not always the best way to go but to look for foundations for long term support and sustainability. Search for funding that is not so specific. In other words, funding streams vs. grants. Dr. Guerra then spoke about the evaluation process. To establish documentation of activities and progress. She spoke a little about the CDC and how the center is excited about the Arlanza Initiative here in Riverside. Mr. Payne will be attending their conference in December in Atlanta, Georgia. He will look into the possibility of acquiring funding for the Arlanza Initiative. Dr. Parker explained that he expects that the evaluation will show relative progress in certain areas of youth violence prevention in order to demonstrate effectiveness. Mr. Caravalho talked a bit about the economic aspects to violence. He expressed his interest in this program because of the potential for demonstrating positive results in the Arlanza community which is poor but not the worst community in terms of violence but not the best one either. He also stressed that we need to do something immediately about the issue of youth violence. Discussion ensued as to the role of parents in modeling behavior to their youths. Mr. Caravalho stressed the role of parents' involvement. Discussion then ensued about contacting other one-stopshopping centers to compare what they are doing versus what we are doing. Mr. Solander indicated that the Red Team had engaged in such an exercise and Mr. Payne continues to consult with other local centers to exchange ideas. Lt. Meredyth suggested contacting the new Hindu Temple in Arlanza to connect them into the initiative. It was decided that our future meetings would take place on the second Monday of every month at 4pm. Locations TBA.

Adjournment: -

Meeting adjourned at approximately 5:00 P.M. Next meeting will be on Monday, January 13, 2003 at 4 P.M. Location TBA. Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting

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December 9, 2002 4:00 PM Present: Eva Webster, Raymond Aguirre, Roxie Alcaraz, Ana de la Tejera, Susan Harrington, Jo Weber, Mike Cook, Henry Lein, Claudine Lein, Lugena Wahlquist, George Caravalho, Pedro Payne (Chaired and recorded minutes). Absent: Meredyth Meredith, Teresa McCallister, Jan Peterson, Linda Fujiu, Harry Freedman, Dan Anderson, Sharrell Blakeley, Lois Gardella, Eric Solander. Welcome/Opening Comments: Pedro Payne – City of Riverside Proceedings: • • • • • •

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Board made self-introductions. Board approved the minutes from the last meeting with the addition of the words "from Kaiser Permanente" in the section refering to Eric Solander's $1,000 donation. The City Manager (CM), George Caravalho, walked in and introduced himself. Mr. Payne explained the absence of Mr. Solander. Mr. Payne's Report: This part of the meeting started with a power point presentation on the Arlanza Neighborhood Initiative, Asset-Based Community Development, and the Arlanza community including ethnic, economic and crime data. He also gave an update on the Arlanza Community Thanksgiving Dinner held in Bryant Park on November 23rd. Over 500 local residents turned out to enjoy the festivities including Riverside County Supervisor Bob Buster, Mayor Ron Loveridge, Council Member Nancy Hart, and City Manager George Caravalho. Mr. Payne introduced Pastors Henry and Jennie Lein from the Christian Mission Church in Arlanza who spoke about the outreach ministry they are currently conducting with the youth in the Arlanza community. They expressed their desire to work

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with the Policy Board in reaching out to our youth in any way possible. They started their ministry in Riverside 1998. Before that they worked with the youth for 14 years in Orange County. They have always had a passion for the youth. They volunteer as counselors at Norte Vista H.S. They started with 4 people, now they number over 400. They have seen many youths change their lives. They teach the young people general values and principles in life. They observe that most of the at-risk youths have "problems at home." Their ministry focuses on motivating the youth and changing their negative self-identity. They go inside the homes and deal with the youths one-on-one. They help not only the youth, but the whole family. To date, they have successfully helped over 400 families. Their ministry is not presented as Bible-based but principle-based—like obeying your parents, not doing harm to others, etc. A video of some testimonials will be shown at a future meeting. The board posed some questions to the Pastors. Mike Cook wanted to know the extent of their experience working with Officer Joe Avila (NVHS Youth Resource Officer). Ms. Alcaraz asked about working with the youth at the elementary level. Jennie Lein responded by explaining that NVHS opened the doors for them to work there and that not all the doors at the other schools had been opened yet. Ideally, they would want to work with younger kids too. However, she explained that NVHS has a serious gang problem that needs to be addressed. Mr. Caravalho expressed his thanks and recognition for the work being done by Pastors Lein. Mr. Payne expressed his desire to work together and continue to meet with Pastors Lein to help the youth of Arlanza. The Pastors then exited the meeting. The Board approved the Mission Statement for the Riverside Youth Violence Prevention Policy Board. The Mission Statement was approved with the following changes: Change the fifth line to read: "recommendations to the City Manager, Mayor, and City Council…" Delete the words "In addition" and "also" at the start of the next sentence with "The Board is charged…"

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121 CM stated that if the Red Team was charged officially to address the issue of youth violence, the Mission Statement should be more action-oriented. Jo Weber posited that the effort to implement the plan is an ongoing effort. The CM wanted to make sure that the part about "implementing" should be the main focus. The issue of specificity arose as to the wording of the Mission Statement. Ms. Wahlquist pointed out that the plan as stated in the Red team Report is of a generic nature that it would need to be tailored from community to community. The Board viewed this as an effort that would be extended to other communities in Riverside once we saw how it would work in Arlanza. Discussion continued as to how specific the wording of the Mission Statement should be. Should it mention that the model is to be taken to other neighborhoods? The consensus was that the Mission Statement should remain general in nature and that the Goals would then be a set of specific strategies written to reflect the needs of each community as we begin to work with these communities. The CM pointed out that regardless as to how we word it, his concern was that the Mission Statement should be "actionoriented and transferable." The Board agreed. Ms. Wahlquist then put a motion on the table to accept the Mission Statement with the modifications as stated earlier. The motion passed. However, it was agreed that the goals need to be worked on some more. Mr. Aguirre expressed his concern about the small group size. However, it was pointed out that the absentee members would receive a copy of the minutes of this meeting. In order to get work done, the board feels it is necessary to move on with the process rather than wait until we can get a large number of attendees before taking action. The approval of the goals was tabled for the next meeting. It was decided that our future meetings would take place on the second Monday of every month at 4pm. Locations TBA.

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Adjournment: -

Meeting adjourned at approximately 5:00 P.M. Next meeting will be on Monday, January 13, 2003 at 4 P.M. Location TBA.

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting January 13, 2003 4:00 PM Present: Nancy Hart, Raymond Aguirre, Teresa McAllister, Terry Nielsen, Ana de la Tejera, Roxie Alcaraz, Mona Owen, Meredyth Meredith, Eva Webster, Eric Solander (Chair), Pedro Payne (Minutes). Absent:

Susan Harrington, George Caravalho, Lugena Wahlquist, Jo Weber, Sharrell Blakeley, Dan Anderson, Harry Freedman, Lois Gardella, Roger Uminsky, Jan Peterson.

Welcome/Opening Comments: Eric Solander – Kaiser Permanente Proceedings: • • • •

Board made self-introductions. Board approved the minutes from the last meeting with correction of Ms. McAllister’s name. Mr. Payne's Report: Mr. Payne reported on the progress of the new Arlanza resource center. Initial real estate searches by the City did not render any promising results. Another option has been considered which includes erecting a modular structure on Bryant Park similar to the structure found at Mead Valley Community Center. Mr. Payne presented a power point presentation showcasing the resource center at Mead Valley. Mr. Payne recommended that the Board pursue the possibility of replicating the model being

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123 used at Mead Valley and exploring the option of partnering with the county to share the costs of establishing a 6,000 sq. ft. facility of this type at Bryant Park. It has been previously discussed at other board meetings that half of this space could be leased to The County Health Dept. for an on-site WIC Office. Meetings were held with Terry Nielsen (Park and Rec. Director) and Jim Smith (Budget Director) to discuss other options through the Public Utilities Dept. Mr. Nielsen recommended that the best option would be to pursue the county partnership with a modular structure. After speaking with the Director of the Bryant Park Head Start Program, Mr. Payne was able to learn that Ms. Angie Quintana (Head Start Program Director) would be in favor of having an additional child care center on that site if it would be a partial payment program that would help address the child care needs of parents who are currently being turned away from Head Start due to that program’s stringent income requirements. Some families make $100, $500, or $1,000 a year more than the maximum that is permitted, therefore they fail to qualify for free childcare. To qualify for Head Start a family of four cannot earn more than $18,100/year. However, these families are still poor and still need low-cost or affordable childcare. It was agreed that this kind of sentiment on the part of Director Quintana was beneficial to the Arlanza Neighborhood Initiative. Mr. Nielsen spoke on the logistics of having the resource center at Bryant Park including costs for sewer, electric, parking, play space for childcare and other regulations. He feels the resource center would be a good asset that would help compliment and expand on some of the services being offered at Bryant Park. Housing a resource facility of the type as proposed for the Arlanza Center is in line with the philosophy of the Park/Rec Commission in serving the youths of local communities through non-profit efforts that are focused on community outreach. It was agreed that the initial services and programs to be offered at the new facility could change over time to include a Police Storefront if that was deemed beneficial. Local Arlanza

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Mr. Solander reported on the Goals/Mission of the board for both 2002 and 2003. The board approved the goals with the following changes: Goals 2002: Item #3: “Expand the mission of the City of Riverside Office of Neighborhoods to include collaborating with the joint City/County/Community Youth Crime Prevention Policy Board in working with families.” Goals 2003: Item #4: “Create family and neighborhood resource centers, beginning with the Arlanza neighborhood and then moving into Riverside’s other neighborhoods.” -

Item #5: “Identify existing, or if necessary hire new staff, to operate the Arlanza Family and Neighborhood Resource Center and work with neighborhood resident councils, using existing resources where feasible, e.g. Police Storefronts, Community Centers, Wellness Centers, and Parks.”

A copy of the final version of these goals is attached as an appendix to these minutes. Adjournment: -

Meeting adjourned at approximately 5:00 P.M. Next meeting will be on Monday, February 10, 2003 at 4 P.M. Location: White Park.

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Appendix – A Riverside Youth Violence Prevention Policy Board Goals 2002 Item #1:

Establish a Youth Crime Prevention Policy Board, which will report annually to the Riverside City Council and Riverside County Board of Supervisors on the work of the Crime Prevention Policy Board.

Item #3:

Expand the mission of the City of Riverside Office of Neighborhoods to include collaborating with the Joint City/County/Community Youth Crime Prevention Policy Board in working with families.

Item #16:

Identify and seek funding to support recommended programs.

Goals 2003 Item #4:

Create Family and Neighborhood Resource Centers, beginning with the Arlanza neighborhood and then moving into Riverside’s other neighborhoods.

Item #5:

Identify existing, or if necessary hire new staff, to operate the Arlanza Family and Neighborhood Resource Center and work with neighborhood resident councils, using existing resources where feasible, e.g. Police Storefronts, community centers, Wellness Centers, and parks.

Item #14:

Develop an annual evaluation process to measure programs against goals and evaluate effectiveness of programs.

Item #15:

Approve goals and action strategies for a model program and citywide blueprint.

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting

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February 10, 2003 4 PM Present:

Susan Harrington, Harry Freedman, Teresa McAllister, Roxie Alcaraz, Linda Fujiu, Mona Owen, Terry Nielsen, Meredith Meredyth, Eric Solander, Jo Weber, Dan Anderson, Pedro Payne.

Absent:

George Caravalho, Lois Gardella, Lugena Walhquist, Ana de la Tejera, Raymond Aguirre, Roger Uminsky, Sharrell Blakeley, Jan Peterson.

Welcome/opening comments: Eric Solander-Kaiser Permanente. Proceedings: • Board made self introductions. • Board approved the minutes from the last meeting. • Mr. Payne's report: • The Red Team Report is now available online at: www.ci.riverside.ca.us/neighborhoods/arlanza • Pastors Lein of the Christian Mission Church have been placed in contact with Cynthia Woods, Principal of Arlanza Elementary School. • Pastors Lein requested assistance in locating a storage place for one ton of food donations from Feed The Children Foundation. I have placed them in contact with The Help Connection in Riverside. • The Arlanza Neighborhood Initiative’s annual progress report was delivered to RCCFC on January 31st. This report included the activities that Mr. Payne is doing in the planning of the Arlanza Neighborhood Initiative. Partnerships and collaborations continued to be forged and new neighborhood contacts were developed. • It has been determined that Bryant Park will be the site for the new Arlanza Family and Neighborhood Resource Center. This center will be approximately 6000 square feet in area. Donations and contributions for this facility are currently being sought. To date, we have a verbal promise of approximately $100,000 from the Economic Development Agency (EDA) of Riverside County. A meeting with

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DPSS is scheduled for February 24th 2003. A program information packet has been delivered to Washington, D.C. through the Youth Action Office. This packet is being used by the city's lobbyists for granting opportunities from OJJDP and H. U. D. First five of Riverside has been contacted as well. We are still waiting to hear back to them. Mr. Payne plans to contact Fleetwood Enterprises which is mentioned in the CUED report for possible contributions. Kaiser Permanente can possibly have several portable units available for this initiative. Other announcements followed. These included: Dr. Dan Anderson from Riverside Community Health Foundation announced that he will not be pursuing a WIC office at their health center and expressed his desire to work closely with the Arlanza Neighborhood Initiative to make it a success. He inquired as to the space needs for the new resource center and to see if he could secure additional contributions for the initiative. Susan Harrington from the Department of Public Health also expressed her desire to work closely with the Arlanza Neighborhood Initiative. They both expressed the desire to have input into the design and the layout of the new facility so as to ensure effective operations once the center opens for service. Lieut. Meredith Meredyth gave a brief presentation of a new program called Project Shield. She is very enthusiastic about this new program. She would like to explore the possibility of piloting this new program in the new Arlanza Family and Neighborhood Resource Center. The project is aimed at helping young children who are having difficulties at home. She is currently working together with Harry Freedman from Youth Services Center of Riverside and Bob Brunson from Prevent Child Abuse Riverside County. Linda Fujiu also expressed an interest in this program for possible inclusion with other programs currently being implemented with the Alvord Unified School District. Meeting adjourned at approximately 5 PM. Our next meeting will be on March 10 2003 at 4 PM. Location: White Park main conference room.

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Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting March 10, 2003 4 PM Present:

Mike Cook, Harry Freedman, Raymond Aguirre, Bob Brunson, Jan Peterson, Lugena Walhquist, George Caravalho, Pedro Payne.

Absent:

Lois Gardella, Ana de la Tejera, Roger Uminsky, Sharrell Blakeley, Susan Harrington, Teresa McAllister, Roxie Alcaraz, Linda Fujiu, Mona Owen, Terry Nielsen, Meredith Meredyth, Eric Solander, Jo Weber, Dan Anderson.

Welcome/opening comments: Pedro Payne.

Proceedings: • Board made self introductions. • Board approved the minutes from the last meeting. • Mr. Payne's report: • Mr. Payne presented a power point presentation on the progress made thus far with the Arlanza Neighborhood Initiative and our plans for the new resource center. Earlier that day, Mr. Payne conducted a predevelopment meeting with various staff from the city to discuss and go over plans for the new resource center. Various code issues were brought to light. All in attendance were pleased with the excellent condition of the modular units that were donated to this initiative by Kaiser Permanente. • Photos were shown of the modular units that were taken during a field trip to the storage site by Mr. Solander, Mr. Payne, Mr. Ostman (City of Riverside), Mr. Nielsen, and Bob Johnson. An aerial map of Bryant Park was exhibited as well. • Mr. Payne has developed a survey to gauge interest and demand for various services including day care plans. He is currently gathering data from these surveys. The surveys are being administered at

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various neighborhood meetings, school open house, ELAC meetings, and any other opportunity that presents itself. Mr. Payne gave a financial report of the grants that have been secured and/or promised. The construction estimate for the assembly of this structure is $175,000 plus the costs of the modular units. To date, we have raised a total of $450,000 in grants/contributions. Details follow: ƒ ƒ ƒ

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$150,000 – Kaiser Permanente: 10 Modular Units contribution. $150,000 – DPSS: All office furniture and equipment for resource center and day care. $150,000 – Potential grant from Riverside County EDA for capital costs.

The City of Riverside is willing to contribute the remaining balance as needed. A grant for $712,662 has been submitted to OJJDP in Washington, DC for operational expenses. The City of Riverside currently has a lobbyist in Washington who is working on obtaining this grant. The Riverside County Dept. of Public Health has agreed to lease 3,000 sq. ft. of space in the new resources center. Income from this lease will help offset the operational costs. Mr. Payne opened up the session for questions. Mr. Cook asked where the site would be located. The site will be located in Bryant Park. Mr. Freedman suggested increasing the square footage of the center due to the number of programs plus housing the WIC office and the child care center. Ms. Peterson noted that in order to make a child care center financially viable, you would need 35 sq. ft./child and about 85 kids to break even. It was decided to pursue the possibility to obtain two more modular units for a total of 7,200 sq. ft. She also recommended looking towards some low interest loans for child care. Mr. Payne announced a City Council recognition for Kaiser Permanente. He also is planning a recognition for DPSS and EDA. Meeting adjourned at approximately 5 PM. Our next meeting will be on April 14 2003 at 4 PM. Location: White Park main conference room.

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Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting April 14, 2003 4 PM Present:

Roberrt Parker, Roxie Alcaraz, Susan Harrington, Harry Friedman, Dan Anderson, Ninfa Delgado, Jennie AguirreSmith, Ofelia Sanchez, Eric Solander (Chair), Ron Ostman, Teresa McAllister, Raymond Aguirre, Eva Yacutis-McNiel, Jill Walker, Lois Gardella, Lugena Wahlquist, Pedro Payne.

Absent:

Ana de la Tejera, Roger Uminsky, Sharrell Blakeley, Teresa McAllister, Linda Fujiu, Mona Owen, Terry Nielsen, Meredith Meredyth, Jo Weber, George Caravalho.

Welcome/opening comments: Pedro Payne.

Proceedings: • Board made self introductions. • Board approved the minutes from the last meeting. • Raymond Aguirre and Jennie Aguirre-Smith gave a presentation on Project HOPE, a youth project that is run out of Bryant Park in Arlanza. Five Project HOPE youths were present to talk about the impact of the project on their community. • Mr. Payne's report: • Mr. Payne presented a power point presentation on the progress made thus far with the Arlanza Neighborhood Initiative and our plans for the new resource center including photos of the donated modular units that were donated to this initiative by Kaiser Permanente. Mr. Payne showed the preliminary floor plan for the new resource center. Ron Ostman from Building Services gave a detailed explanation and fielded questions about the current floor plan. • Mr. Payne gave an update of the financial picture of the initiative thus far. To date, contributions and grants are pending in the amount of $250,000.

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Ms. Jill Walker gave a brief presentation on alternatives to Domestic Violence. Dan Anderson, announced Ninfa Delgado who will be working in the Arlanza area to promote community awareness and buy-in for the new health care facility that will be established in Arlanza. Meeting adjourned at approximately 5 PM. Our next meeting will be on August 11, 2003 at 4 PM. Location: Mayor’s Ceremonial Room.

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting Mayor’s Ceremonial Room – City Hall July 21, 2003 - 4 PM Present: Roxie Alcaraz, Harry Friedman, Eva Yacutis-McNiel, Lois Gardella, Lugena Wahlquist, Pedro Payne (Acting Chair), Michael Smith, Rev. Annetti Bullock, Linda Fujiu, Mona Owen, Jan Peterson, Marilyn Kulhlman, Meredyth Meredith, Gayle Hoxter, Troy Brown. Absent:

Ana de la Tejera, Roger Uminsky, Sharrell Blakeley, Teresa McAllister, Mona Owen, Terry Nielsen, Jo Weber, Dan Anderson, George Caravalho.

Welcome/opening comments: Pedro Payne.

Proceedings: • Board made self introductions. • Board approved the minutes from the last meeting. • Council Member Nancy Hart gave a brief statement of appreciation of everyone’s participation in the Arlanza Initiative. • Assistant to the City Manager Troy Brown made some brief comments on the good progress of the Arlanza Initiative. • Mr. Payne's report: • Mr. Payne suggested that the board begin to consider the length of time that our present chair (Eric Solander) would be able to carry out

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his functions as chair due to his ailing health. It was suggested that the board begin to consider a replacement for Mr. Solander. Jan Peterson suggested a special recognition would be in order for the hard work and special effort Eric Solander has put into this collaborative. Reverend Annetti Bullock reported on the status of the new Arlanza Area Clergy Team (AACT) that was recently formed through the Arlanza Neighborhood Initiative. The group has over thirty clergy members from the various local churches in Arlanza. Plans include a prayer march through Arlanza on Labor Day to pray for and bless the neighborhood of Arlanza. The Office of Neighborhoods has offered maps and water bottles for the event. Mr. Payne informed the board that CUP application is currently being processed by the city. He reviewed the conceptual drawings of the 8,640 sq. ft. center and map of the park site and the location of the center. As of today, it appears the center will open sometime in late October due to the necessary public hearings and necessary environmental studies. Mr. Payne presented the financial report. To date he has leveraged the original $150,000 planning grant from First 5 Riverside with over $400,000 in grants and contributions from the State, County, and the private sector. The city’s contribution is pending City Council approval on August 26th for $160,000. This brings the total amount leveraged to over $560,000. Mr. Payne stated that we still need to secure $$$ for staff salaries and some programming costs. At present there is a $500,000 grant that has been submitted to Senator D. Feinstein and Congressman Ken Calvert. Another joint grant for $300,000 has been submitted to California Wellness Foundation as a joint grant between the Arlanza Neighborhood Initiative and Project BRIDGE. Mr. Payne supplied letters of support on floppy disks and on hard copy to the board to be sent to Congressman Ken Calvert’s office. It was also suggested that e-mails be sent as well. MOU’s will soon be drafted so that service agreements for the new center can be formalized. Mr. Payne met with Diane Mapes from RCOE and she has agreed to fund 48 slots at the new child development center. Some discussion and recommendations were made on the floor plan for the child

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center. Mr. Payne will address these with Diane Mapes at an upcoming meeting. Details of the WIC center are just about final. Ms. Hoxter expressed her excitement about the partnership. She will also work with the local churches to get the word out. Mr. Payne is working with Human Resources Dept. to hammer out details for the position of Director of new center. That person needs to be trained in ABCD strategies.

ANNOUNCEMENTS: • •

• • • •

Roxie Alcaraz: Dr. Parker will have preliminary evaluation plan at the next board mtg. Lugena Walhquist: gave thanks to Pedro Payne and Eric Solander for their hard work. She suggested naming the center or part of the center after Eric Solander. It was suggested that maybe the child development center could be named after Eric or the playground or a small garden. Troy Brown: Informed us that the City Council policy is NOT to name buildings after people unless it is post-mortem. Roxie Alcaraz: She is developing a resource guide for strategic plan re: youth violence prevention by the Presley Center. She will send out questionnaires to the board members for their participation. Mona Owen: the Arlanza area National Night Out event will take place August 5th at the Arlanza Garden. Lt. Meredyth: is working on a youth violence project that she feels will make a perfect fit with the new Arlanza center. It is being called “Priority Project.”

ADJOURNMENT: • Meeting adjourned at approximately 5 PM. Our next meeting will be on August 11, 2003 at 4 PM. Location: Mayor’s Ceremonial Room.

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting Mayor’s Ceremonial Room – City Hall August 11, 2003 - 4 PM

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Appendices Present: Roxie Alcaraz, Eva Yacutis-McNiel, Lois Gardella, Lugena Wahlquist, Pedro Payne, Eric Solander (Chair), Rev. Annetti Bullock, Mona Owen, Jan Peterson, Jo Weber, Susan Harrington, Terry Nielsen, Steve Steinberg, Teresa McAllister, Nancy Hart, Robert Parker, George Caravalho.

Absent:

Harry Friedman, Linda Fujiu, Ana de la Tejera, Meredyth Meredith, Roger Uminsky, Sharrell Blakeley, Dan Anderson.

Welcome/opening comments: Pedro Payne. Proceedings: • Board made self introductions. • Board approved the minutes from the last meeting. • Board began discussion on the status of Eric Solander including plans for recognition for his hard work and also for his replacement. Board inquired as to where we are at with these plans to recognize Mr. Solander. City Manager suggested consulting the City Council on these plans. Nancy Hart suggested we could “piggy-back” on something Kaiser Permanente is planning on doing. It was suggested that perhaps we could name the child care center or some room after him. • Mr. Solander arrived a few minutes later and he proceeded to give a report on his health. Due to his health, Mr. Solander announced that he would be stepping down from the position of Chair. He is NOT retiring but he will step down from being Chair—“disability vacation” he called it. He will begin a new series of chemotherapy for the next 8 weeks. He also stated that the board needs a new Chair. He suggested it should be someone who does not have a conflict of interest with this project. Perhaps someone from the old Red Team. The call is up to this board. This should be a priority for this board. Kaiser will continue to be a partner with this board. • Mr. Caravalho’s Comments: • Mr. Caravalho recognized the contributions and the help Eric has done. “Riverside is a better place because of all the things you have done.” Despite some budgetary challenges, we continue to move

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ahead and stay on track. Youth violence prevention is the most important aspect of this project. The CM asked what has changed since 1 year ago when Anthony Sweat was killed? Are we getting at the results? We need to focus on results. Are we putting our resources where we can get the biggest impact for our dollars. Things are changing and are happening because of this board. CM desires that this board continue working hard towards these goals. What are the goals for the next 6 months or a year? This is a very good collaborative. This work must continue. Eric Solander commented that we are moving forward without replicating any efforts elsewhere. Attention was directed to the 5Year Implementation Plan drafted by Mr. Payne. It was agreed to develop this plan further and discuss this 5-Year plan at our next meeting. Mr. Payne requested input and feedback from the board on this plan. Mr. Solander asked about the costs of programming. Mr. Payne informed the group that the biggest cost comes from salaries for two FTEs. Grants have been submitted to California Wellness and a federal grant to cover these costs. The question was asked as to who would run the daycare center. At this point the plan is to contract with Family Services of Western Riverside County to provide a full-day center. This is being arranged through Diane Mapes of Riverside County Office of Education. Report from UCR (Robert N. Parker): Two aspects of the evaluation. The UCR Presley Center would like to: (1) conduct a community survey of Arlanza community to establish a baseline and general sense of the community before the opening of the center. Another survey 6 months later to gauge effects of center on community. A yearly survey every year thereafter. (2) As for programs, a pretest/posttest would also be used to gauge efficacy of the intervention for every program listed in the 5-Year Plan. Presley Center is committed to seeking outside funding for some aspects of this evaluation. Mr. Payne’s Comments: Mr. Payne emphasized the need to develop a blueprint for the entire city. He asked the board to opine on what works/does not work in preventing youth violence. How should results be measured? This discussion to continue in our next meeting.

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Appendices ANNOUNCEMENTS: • •

Lugena Walhquist will retire soon and Steve Steinberg will replace her on this board. Lt. Meredyth: is working on a youth violence project that she feels will make a perfect fit with the new Arlanza center. It is being called “Priority Project.”

ADJOURNMENT: •

Meeting adjourned at approximately 5 PM. Our next meeting will be on October 13, 2003 at 4 PM. Location: TBA.

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting 6th Floor Conference Room – City Hall August 11, 2003 - 4 PM Present: Roxie Alcaraz, Eva Yacutis-McNiel, Pedro Payne, Jo Weber, Teresa McAllister, Mona Owen, Meredyth Meredith. Absent:

Harry Friedman, Linda Fujiu, Ana de la Tejera, Roger Uminsky, Sharrell Blakeley, Dan Anderson, Eric Solander, George Caravalho, Susan Harrington, Lois Gardella, Steve Steinberg, Jan Peterson, Terry Nielsen, Nancy Hart.

Welcome/opening comments: Pedro Payne. Proceedings: • Board made self introductions. • Board approved the minutes from the last meeting. • Board reviewed preliminary implementation plan for the Arlanza Neighborhood Initiative. The board had time to review up to item #10 of the 5-year Implementation Plan. It was suggested that Mr. Payne

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make all the revisions to the plan after the board has had the opportunity to review the entire plan at our next meeting. Board voted to elect sub-committee to identify list of candidates to chair this board. It was suggested to start with the members of the original Red Team due to their long history of involvement with the project and their participation in developing the vision behind the Red Team recommendations.

ADJOURNMENT: •

Meeting adjourned at approximately 5 PM.

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting 6th Floor Conference Room – City Hall October 6, 2003 – 4 PM Present: Susan Harrington, Teresa McAllister, Steven Steinberg, Dr. Robert Parker, Roxie Alcaraz, Marilyn Kuhlman (for Jo Weber), Jan Peterson, Nancy Hart, Meredyth Meredith, Pedro Payne (acting chair). Absent:

Harry Friedman, Linda Fujiu, Ana de la Tejera, Roger Uminsky, Sharrell Blakeley, Dan Anderson, Eric Solander, George Caravalho, Lois Gardella, Terry Nielsen.

Welcome/opening comments: Pedro Payne. Proceedings: • Board made self introductions. • Board approved the minutes from the last meeting with correction of adding Dr. Parker’s name to the absent list. • Mr. Payne made report on progress of Arlanza center. He announced the groundbreaking date for October 29th, 2003.

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NEW BUSINESS • •

•

• •

Report on Arlanza-related activities: Update on the Arlanza Area Clergy Team (AACT). The office of the Arlanza Neighborhood Initiative arranged to have the Church Rios de Aguas Viva hold a tent revival on the grounds of Bryant Park on October 24-26. Many youths and families are expected to attend. This effort represents another example of facilitating collaborations in the community. Arlanza Area Clergy Team’s Challen Park clean-up event took place on October 4th from 9am to 12noon. Over 100 local residents showed up to clean this section of Arlanza. Through the Arlanza Neighborhood Initiative, contact was made with the Press Enterprise and a small article was printed on October 2nd promoting the event. Nancy Hart presented an update on the plans for the new Arlanza community health clinic on Arlington Ave. A photograph was shown detailing the site plan drawings for this new center. Jan Peterson suggested that Arlanza Neighborhood flyers be distributed at the tent meetings to be held at Bryant Park.

OLD BUSINESS •

The next item on the agenda called for a discussion on the new chair for the Riverside Youth Violence Prevention Policy Board. At the last meeting it was voted that we ask some of the original members of the Red Team to suggest names for this position. Some of those original members were present at today’s meeting. The board felt that due to the poor attendance at the last meeting, it would be beneficial to re-address this issue today. Roxie Alcaraz reported that she had contacted someone but that this person would have a ‘conflict of interest.’ Roxie Alcaraz posed the question as to why we could not simply ask one of the existing members of this board to act as chair. Mr. Payne agreed with Ms. Alcaraz and opened a dialogue between the members present to engage this issue. This discussion took several minutes. There apparently was some confusion about naming someone from the existing board versus searching for a candidate outside the board. The former chair, Eric Solander, had suggested at a previous board meeting that the new chair should be someone who

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did not have a conflict of interest or a private agenda. It was clarified today that the new chair could come from either within or without the current policy board. Mr. Payne contacted Cindy Roth as per Eric Solander’s recommendation to invite her to attend our board meeting to see if we could have a representative from the Riverside Chamber of Commerce. Mr. Payne explained the duties that Eric Solander did as chair for clarifications purposes. Mr. Solander chaired, promoted, and helped fund the initiative. Lt. Meredyth shared what she felt was Mr. Solander’s greatest contributions. She suggested we needed to look for a chair that would have many of the qualities Eric Solander brought to the table. The board agreed that Mr. Solander was irreplaceable. However, we need someone who approximates him. Mr. Payne emphasized the need to determine a chair soon to maintain this effort of youth violence prevention. He stressed that this board needs to step up to the plate and challenged this group to come together and take charge. Discussion ensued as to the original goals/purposes of the Red Team. Jan Peterson presented a summary of the history of the team and what we as a board have yet to do in terms of direction for this board. She suggested we re-address the Red Team Report and it’s recommendations. She also suggested to invite some representatives of clubs like the Lions Club, Kiwanis, Rotary Club. It was asked if funds were available to staff someone to continue working with this board after the current grant expires. Someone who would oversee the day-to-day operations of the new Arlanza center. The board suggested a sub-group/team needs to be developed to oversee the new center while the Youth Violence Prevention Policy Board moves ahead to some of the other goals set forth in the Red Team Report. Council member Nancy Hart asked if there was anyone here today that would be willing to serve as chair of the policy board. Jan Peterson expressed that she would be unable to act as chair of this board due to being stretched to thin already by her current engagements. No other members offered their services. Nancy Hart reiterated her question about chairing this board with Pedro Payne. Again, no volunteers. She suggested that board members e-mail suggestions of names to Pedro Payne to consider and

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contact before our next meeting. Damon Castillo’s name was mentioned as a possible candidate. Jan Peterson offered to contact Damon Castillo to gauge if there would be any interest on his part. Mr. Payne suggested Jo Weber. Ms. Kuhlman expressed that Ms. Weber would perhaps be too involved in other projects to serve as chair but that she would bring the point up with Ms. Weber. Nancy Hart suggested Rich Ramirez. Roxie Alcaraz said that Mr. Ramirez would be interested in being on the board but not as chair. Jan Peterson suggested that perhaps a member of the Arlanza Area Clergy Team would be willing to volunteer as chair. Perhaps Reverend Annetti Bullock from AACT. Mr. Payne gave a summary of the discussion on the chair issue. It was agreed to re-visit this issue at our next meeting.

ADJOURNMENT: •

Meeting adjourned at approximately 5 PM.

Arlanza Neighborhood Initiative Riverside Youth Violence Prevention Policy Board Meeting Mayor’s Ceremonial Room – City Hall December 8, 2003 - 4 PM Present: Teresa McAllister, Steven Steinberg, Dr. Robert Parker, Roxie Alcaraz, Perveen Ali (for Jo Weber), Meredyth Meredith, Harry Friedman , Mona Owen, Steven Steinberg, Ray Aguirre, Celeste Wojtalewicz, Lois Gardella, Ana de la Tejera, Kristin Tillquist (guest), George Caravalho, Pedro Payne (acting chair). Absent:

Linda Fujiu, Roger Uminsky, Dan Anderson, Terry Nielsen.

Welcome/opening comments: Pedro Payne. Proceedings:

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Board made self introductions. Board approved the minutes from the last meeting with no corrections. Ms. Kristin Tillquist reported on behalf of the Mayor that the City of Riverside would like to honor the memory of Eric Solander by naming the new Arlanza Youth and Family Resource Center after Eric. The board unanimously approved that recommendation. The City Manager added that a list of all of Eric’s service to making the resource center a reality should be made to be displayed in a prominent location at the new site. The board will now draft a letter to the city’s Park and Recreation Commission for final approval. The proposed name for the center would be ‘The Eric Solander Arlanza Youth and family Resource Center.’

NEW BUSINESS Report on Arlanza-related activities: o

o

Update on the Arlanza community Thanksgiving event. We had over 800 local residents attend our annual Thanksgiving dinner at Bryant park. Mr. Payne invited Celeste Wojtalewicz to become a regular board member. Ms. Wojtalewicz is the Director of Project Bridge, a local program aimed at reducing gang activity in our area.

OLD BUSINESS The next item on the agenda called for a discussion on the new chair for the Riverside Youth Violence Prevention Policy Board. After a brief discussion, the City Manager suggested not getting into a hurry to appoint a new chair. This section of the board meeting transcript refers specifically to the topic of merging or collapsing various youth boards together. The conversation is being picked up by the City Manager after the board was discussing the appointment of a new board chair after the passing of Eric Solander. City Manager: “Well I don’t think there should be too much anxiety over that, I think, to go through a methodical and thoughtful process is worth while. And so, if not this meeting then next meeting…I don’t think it really matters… secondly, I think that there are some other things going on…that relate to youth violence…and so forth, that at some point I think it’s worthy of some discussion…and whether we should not consider some consolidation…or

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merger of some of these things…and it might be more appropriate to discuss those things next year some time…and based upon that you may want to look at some potential leadership for that. I saw some real benefit in having someone from the private sector…the health and human services sector…you know, outside being here, especially one as committed…so it may be of some value to try to attract some of those people to participate in the future…I have convened a group meeting that some of you have participated in to deal with youth violence. But it’s mainly people that I would call that are kinda practitioners type group…I’m not sure where it’s going…I don’t see it as a long term group…We have the group that you and I have been working with (the CM points to Teresa McAllister) for a long time that’s kind of a fledgling group and I’m not sure where that group is going…then we have this group that…mission accomplished…almost…with the Arlanza Initiative project….what happens after that and so…it seems to me that it might be worthwhile talking about these things and seeing if this… a group like this could be beneficial kind of….as a group that would be an umbrella group over some of those programs that would fall under youth violence or youth intervention.” Both Lt. Meredyth and Dr. Parker agreed that the city needed to ensure that there be no duplication of services in terms of advisory groups for youth violence prevention. It was decided that our board meetings would continue to meet regularly and Roxie Alcaraz made herself available to be appointed chair of the board if the board were in agreement. It was decided to resume this dialogue at our next meeting. ADJOURNMENT: •

Meeting adjourned at approximately 5 PM.

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Document #3 Arlanza Youth and Family Resource Center – City of Riverside 5 YEAR PLAN Project Goal: To ensure that children (prenatal up to age five) and their families increase effective connections and access between agencies, service organizations, and families and children through the Arlanza Youth and Family Resource Center which will serve a population of approximately 29,959 residents and 7,748 children under the age of five throughout the 92503 zip code of which 2,231 live in the Arlanza neighborhood.

Project Implementation (Relate to Goals/ Objectives) 1. By December 1, 2003 the planning phase of this contract will be complete.

Major Activities

Person/Agency Responsible

1. Hire a full time Program Coordinator 2. Hire a part time Associate Coordinator 3. Hire one administrative assistant 4. Implement set-up of AYFRC site Bryant Park 5. Purchase materials for site 6. Purchase computers and printers 7. Coordinate child care center program 8. Develop marketing materials for parent education services 9. Coordinate meeting for

1. City of Riverside 2. City of Riverside 3. City of Riverside 4. Program Manager 5. Program Manager 6. Program Manager 7. Program Manager 8. Site Coordinator 9. Site Coordinator 10. Site Coordinator 11. City of Riverside 12. Site Coordinator

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2. By Jan 2004 a case management team will be in place composed of select partner agencies providing services in the AYFRC to implement case management services.

3. By June 2004 provide a child care center and State preschool with 45 slots available to local residents

4. By January 30, 2004 provide adequate facilities for a 3,000 sq. ft. WIC Office serving approximately 3,000 clients/month.

Appendices parent education services 10. Staff development Training 11. Hire Evaluation Consultant 12. Prepare Assessment Survey for all youth and family programs. 1. The case management team will take on the case management role and provide resources to parents, work with community based organizations and schools to identify families in need of case management services. This team will also manage client referrals and follow-ups. 1. This child care center will provide 45 slots initially to local families with the intent of increasing the number of slots to 60 by December 2004. 2. The child care center will be fully licensed by the State. 1. The RCDPH will lease space from the AYFRC to provide nutritional and educational services to women with infant children in the local community.

1. Site Coordinator/ RCDMH/YSC/Child care center director/other appointed agency.

1. Site Coordinator/RCOE/c hild care agency to be determined. 2. Site Coordinator/child care agency.

1. Site Coordinator/RCDPH .

Appendices 5. By Jan 30, 2004 the AYFRC will have an evaluation plan in place to aid in determining the efficacy of youth violence prevention through early outreach and intervention. 6. By June 30, 2004 the AYFRC will have completed a six month, large scale, marketing campaign to create awareness of the AYFRC.

7. By December 31, 2004 parents and children will have participated in at least twelve parent education classes. The parent education classes will include topics such as anger management, child development, positive discipline, and baby/parent bonding. 8. By December 31, 2004 parents will increase their computer and technology skills by

145 1. An evaluation plan for the AYFRC will be developed between the AYFRC and the Robert Presley Center at UCR.

1. Site Coordinator/Robert Presley Center.

1. Special promotion and awareness campaign will be undertaken by the AYFRC to promote use and support for the ABCD efforts of the AYFRC. Local newspapers, radio stations, PSA, and flyers will be among the media used for this promotion. 1. Provide meals and incentives. 2. Develop and implement an evaluation plan for parent education classes. 3. Provide childcare for all classes

1. Site Coordinator.

1. Provide Computer Classes for parents at the Bryant Park Computer Training Center. 2. Provide childcare for

1.Site Coordinator/Bryant Park Child care center

1. Site Coordinator 2. Site Coordinator/YSC 3. Child care center

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participating in at least twelve computer classes at the Bryant Park’s computer lab.

participants as needed.

9. By June 30, 2004 parents will receive individual or group therapy for issues related to parenting, parent child/bonding, and anger management.

1. Based on needs from parent education classes, mental health counseling and/or parent support groups will be offered. 2. Mental health support groups with a licensed individual will be available 3. Child care will be provided for children with snacks. 4. Referrals will be made for individual mental health counseling. 1. This effort will be a collaborative program through Project BRIDGE and the Riverside Police Department. 2. The AYFRC will aid Project BRIDGE in implementing a mentorship program for local area youths. 1. AYFRC will provide support to agencies through marketing, advertising and collaboration. 2. AYFRC will help coordinate and collaborate ESL classes, CBET, and literacy

10. By December 31, 2004 youths will receive 12 gang prevention workshops as well as gang intervention clinics aimed at removing youths from gang affiliations. 11. By March 31, 2004 families and children will be served through collaborative efforts with various partners and faith-based organizations.

1. RCDMH. 2. RCDMH. 3. Child care center 4. RCDMH

1. Site Coordinator/RPD 2. Site Coordinator/RPD

1. Site Coordinator. 2. Site Coordinator, Bryant Park 3. Site Coordinator, RCOE, Child care provider TBA. 4. Pastors Henry/Jeannie Lein.

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12. By April 30, 2004 provide at least 2 workshops on Asset Based Community Development to local residents. 13. By December 31, 2004 conduct a capacities inventory project of the Arlanza area.

14. By June 30, 2004 parents and children will participate in transportation services.

15. By December 31, 2005 it is planned for at least 70% of the local community to

147 programs. 3. Childcare and preschool will be provided through the AYFRC. 4. Counseling through Mission Christian Church 1. ABCD training will be provided to all interested residents who want to share their gifts and capacities with their community. 1. A thorough ABCD asset mapping project will be conducted in the community to identify the various assets, and capacities that local residents and organizations can contribute in making Arlanza a safe and nurturing community. 1. The site coordinator will ensure that transportation services will be provided for parents at the AYFRC to and from the Community Center (computer classes), case management services, health services, and any other emergency need that families face. 1. Special promotion and awareness campaign will be undertaken by the AYFRC to promote use

1. Site Coordinator

1. Site Coordinator/City of Riverside

1. Site Coordinator through ABCD program.

1. Site Coordinator.

148 either have knowledge of, or have participated in one or more activities of the AYFRC. 16. By December 31, 2005 the AYFRC will complete a survey of the local community aimed at gauging the level of satisfaction with the preliminary improvements in the neighborhood. 17. By December 31, 2005 the AYFRC will have served approximately 10,000 local residents with core social services and/or medical/dental/vision referrals through our partner medical clinics.

18. By December 31, 2008 it is expected that students who have participated in the State preschool program will exhibit marked increase in their grades vs. prior

Appendices and support for the ABCD efforts of the AYFRC.

1. A collaborative effort between the evaluation team and AYFRC will be used to gauge the public’s perception of nature and scope of the programs offered through the AYFRC.

1. Site Coordinator/UCR

1. The AYFRC will serve over 10,000 residents (not counting the 3,000 residents/month who will be served at the WIC Office) with social services including: youth counseling, youth therapy, family counseling/therapy, anger management, conflict resolution training, ABCD training, after-school programming, mentoring, and youth violence prevention clinics. 1. As part of the efforts of the AYFRC, an assessment will be conducted to compare the grades of local children in kindergarden, first, and second grades who have participated in the AYFRC

1. Site Coordinator.

1. Site Coordinator/UCR.

Appendices years.

19. By December 31, 2008 it is expected that youth violence and youth crime indicators will demonstrate a significant decrease for the Arlanza neighborhood.

149 child care center and preschool program to those children who have not participated in the program. 1. A reduction in youth violence and youth crime is expected as a result of the early outreach and intervention programs that will be offered through the AYFRC. After 5 years of this program’s implementation, there should be a decrease in youth crime rates of about 50%.

1. Site Coordinator/UCR/RP D.

Glossary of Abbreviations: Arlanza Youth and Family Resource Center – AYFRC; Department of Public and Social Services – DPSS; Women with Infant Children – WIC; Riverside County Department of Mental Health – RCDMH; Youth Services Center – YSC; Riverside County Office of Education – RCOE; Riverside Police Department – RPD.

150 Document #4

REPORT OF THE RIVERSIDE YOUTH CRIME PREVENTION RED TEAM

June 2001

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Appendices Table of Contents Executive Summary Red TeamReport Introduction Background Mission and Goals Membership Process Findings Recommendations Goals and Specific Action Strategies Table 1 - Developmental Risk Factors and Crime Incidents Table 2 - Overlap with Children and Families Commission Table 3 - Community Inventory Table 4 - Red Team Members

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3 5 5 5 6 7 7 9 11 18 19 20 21

Appendices: Appendix A: 92503 Demographic Data Appendix B: Probation Data Appendix C: Child Care Availability Appendix D: Head Start Data Appendix E: Reported Crime in 92503 Appendix F: Student Assistance and School Safety Programs Appendix G: RUSD Parents as Teachers Program Appendix H: County of Riverside DPSS Grandparent Program Appendix I: 92503 Public Facilities Appendix J: Healthy Development and Prevention Steps Appendix K: Park and Recreation Sports Leagues Appendix L: Churches Youth Contact and programs Appendix M: First Step to Success Publications Executive Summary Report of the Riverside Youth Crime Prevention Red Team The Riverside Youth Crime Prevention Red Team, formed in November 2000, by Mayor Ron Loveridge and Supervisor Tom Mullen, was charged with developing a strategic plan for youth violence prevention in the City of Riverside. The goal was to decrease risk factors in the lives and environment of children ages 0-10 that may lead to the development of

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violent behaviors detrimental to those children, their families and the community. Youth at risk are defined for the purposes of this report as those who experience disruptions to family structure such as parent or sibling incarceration, poverty, abuse and/or life-threatening illness. High risk definition also includes school failure, truancy, and substance abuse. After an extensive review of data to determine needs, and of the available literature, the Red Team proposes that the Arlanza neighborhood in zip code 92503 be chosen as a pilot area to test findings and recommendations. The Red Team recognizes that extensive County, City and Community/Faith-based resources already exist throughout the city, and are available to those in the Arlanza neighborhood. However, experience suggests that many services are located too far to be of use to many residents, are not well coordinated, and often are responsive rather than pro-active. The specific recommendations of the Red Team are summarized as follows: 1) Establish a Youth Crime Prevention Policy Board that will oversee the Youth Crime Prevention Team mentioned below and report annually to the Riverside City Council and the Riverside County Board of Supervisors on the work of the Youth Crime Prevention Team. 2) Create a Joint City/County/Community Youth Crime Prevention Team that a) is responsible for implementation of the Youth Crime Prevention Strategic Plan, Goals and Action Strategies outlined in this report, b) fosters partnerships/collaborations, and c) ensures coordination among service providers. 3) Expand the mission of the City of Riverside Office of Neighborhoods to include working with families and the Joint City/County/Community Youth Crime Prevention Team. 4) Create Family and Neighborhood Resource Centers, beginning with Police Community Service Area 5 and then moving into Riverside’s other four Police Community Service Areas. Use existing facilities or centers, such as Police Storefronts, Community Centers, Wellness Centers, schools, etc. 5) Identify existing, or if necessary secure outside funds to hire new staff, to operate the Family and Neighborhood Resource Centers and work with Neighborhood Resident Councils, using existing resources where feasible, (e.g. Police Storefronts, Community Centers, Wellness Centers, schools, etc.)

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Coordinate services for youth 0-10 and their families by establishing case management teams that can share information, ensure a continuum of service and maximize resources. 7) Significantly increase the availability of quality child care and Head Start programs. 8) Expand the Nurse Visitation Program to include all newborns and their families. 9) Expand mental health service availability to children with mental health problems and provide needed support services to their families. 10) Enhance school readiness, which includes social, physical, emotional well-being, and early literacy. 11) Provide seed funding to permit school districts in the city to develop/expand the Home Instruction Program for Preschool Youngsters (HIPPY). 12) Develop and expand Early Steps to Reading Success (ESRS) program in the City and County of Riverside. 13) Expand family literacy projects by teaching reading and strengthening relationships between family members, children, and educators from various programs. 14) Develop an annual evaluation process to measure programs against goals and evaluate effectiveness of programs. 15) Approve goals and action strategies (next section) for model program and city-wide blueprint. 16) Identify and seek funding to support recommended programs. 17) Identify a single individual as project coordinator/manager. Finally, the Red Team proposes broad action strategies that will serve as a blueprint to help get the program started in any of the Riverside area neighborhoods. They address protective factors for children ages 0 to 10, with emphasis on developmental issues facing children 0 to 5 and their families. As the program begins and expands, it is important to get input from residents and groups that are already in the neighborhoods to assure needs are met and goals are understood. It is recognized that some recommendations may require changes in operating procedures or law to insure a coordinated, proactive approach. However, the Red Team respectfully recommends that the Riverside City Council and the Riverside County Board of Supervisors approve and adopt this strategic plan and work together to bring about positive change for the youth of our area.

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Report of the Riverside Youth Crime Prevention Red Team Introduction This report presents findings and recommendations of the Riverside Youth Crime Prevention Red Team. The report is presented in two parts – the first containing background and process of the Red Team, the second the presentation of data and recommendations for a collaborative effort by the City and County of Riverside to help prevent child delinquency. This strategic report is designed to serve as a blueprint for future action. Throughout the process, the Red Team recognized the extensive and effective individual activities and programs already undertaken by city and county agencies and community based organizations. The underlying strategy was to build upon the existing resources and bring about collaboration between agencies to better serve those in need. Background The Youth Crime Prevention Red Team was formed by Mayor Ron Loveridge and Supervisor Tom Mullen following an October 19, 2000, Riverside Youth Summit. The Youth Summit was a day-long conference of Riverside’s leadership involved in youth issues and crime prevention and intervention. The summit’s purpose was to explore how Riverside can benefit by adopting strategies dealing with child delinquency prevention that have proven successful in other cities, particularly Portland, Oregon. Portland’s Children’s Delinquency Prevention Committee was set up to: 1) reduce the number of children destined to enter the Juvenile/Adult Correction Systems, thus reducing the cost of institutionalization and other related societal costs, such as welfare dependence and costs of victimization; 2) keep children in school, which helps reduce criminal behavior and optimizes long-term earning power; and 3) break familial cycles of anti-social behavior, delinquency and poverty. The Portland committee found, after extensive research, that the most effective and cost efficient way to reduce crime is to identify and intervene with high-risk children early in their lives. Following the Riverside Summit, Mayor Loveridge and Supervisor Mullen convened a group of community volunteers and city/county department representatives as a Red Team to determine if a similar effort could produce positive results in Riverside. A Red Team is defined as a group brought together to concentrate resources for a specific purpose within a specific time frame. The members of the team represented a variety of law enforcement, education, children’s and adult services, agencies, and community-based organizations.

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Mission/Goals The mission of the Red Team, based on its charter and as defined by its members, was to develop a strategic plan for youth violence prevention that will decrease risk factors in the lives and environment of children ages 0-10 that may lead to the development of violent behaviors that are detrimental to those children, their families and the community. The Red Team decided to focus on children ages 0-5 because those are the most formative years in which early intervention can be the most effective. Based on that mission, the Red Team selected six goals under which specific action strategies and outcomes could be grouped. They are: 1. Make youth violence prevention a public issue and engage the community in youth violence prevention efforts. 2. Build partnerships and collaborations among public, community and private service providers, as well as schools, churches and businesses. 3. Increase developmental assets for children ages 0-5, including physical well-being and motor development; cognitive skills, knowledge and capacity for learning; and social and emotional competencies and skills needed for healthy social relationships. 4. Increase and enhance school and community programs for children ages 5-10 that motivate academic performance and prepare children to become active, productive members of the community. 5. Address specific factors that are linked to youth violence in the city (e.g., prevalence of gangs, possession of guns, alcohol/drug use). 6. Ensure implementation of the Strategic Plan for Youth Violence Prevention. Membership Eric Solander, Director of Public Affairs for Kaiser Permanente in Riverside and Chair of the Education Committee, Greater Riverside Chambers of Commerce was named chair of the Red Team. The members of the team are as follows: Riverside County Supervisor Tom Mullen Dennis Boyle, DPSS Director Gary Feldman, Health Services Director John Ryan, Mental Health Director

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Appendices Marie Whittington, Chief Probation Officer Sharrell Blakeley, DPSS Assistant Director, Donna Dahl, Mental Health

Community Representatives Reverend Paul Munford Russ Cornell, Director, Youth Action Office Harry Freedman, Executive Director, Youth Services Center Education Representatives Roxie Alcaraz, Presley Center for Crime & Justice Studies Linda Fujiu, Student Assistance Coordinator, Alvord USD Dr. Nancy Guerra, Presley Center for Crime & Justice Studies Carl Pechacki, Healthy People/ Places. Riverside USD (now deceased) Jan Peterson, County Office of Education City of Riverside Ronald O. Loveridge, Mayor Larry Paulsen, Asst. City Manager Russ Leach, Chief of Police Carlotta Mellon, Office of the Mayor The committee wishes to recognize and thank Roxie Alcaraz and Nancy Guerra of the Robert Presley Center for Crime and Justice Studies, UCR, for their invaluable assistance in formulating goals and strategies, and in preparing much of the final language of this report. In addition, the Red Team acknowledges Carlotta Mellon of the Mayor’s Office for staff assistance, meeting coordination and dedication to the outcome of this effort. Process The Red Team originally was given 90 days to do its work. However, because of the ongoing individual responsibilities of its members and the holiday season, the team extended sessions until the strategic plan was completed in late March. The team met on a near bi-weekly basis, with subcommittees meeting more often. To narrow the effort, the Red Team used findings from the Portland Study as well as other models, including Contra Costa County, and chose to concentrate on children 0 to 5. It was recognized that some basic protective factors for older children 6 to 10 also needed to be addressed. However, those children have the advantage of additional school-based resources to assist in

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meeting some critical needs. The team also chose to present a blueprint with specific action strategies for each of the above goals, with the recommendation that it be assessed in one area with demonstrated need and then expanded to other areas of the city as funds and needs permit. Findings Youth at risk are defined for the purposes of this report as those who experience disruptions to family structure such as parent or sibling incarceration, poverty, abuse and/or life-threatening illness. High risk definition also includes school failure, truancy, and substance abuse. In order to get a clearer sense of the City’s needs for children at risk, the Red Team gathered various data from the County Departments of Public Health, Probation, Social Services (DPSS), and the County Office of Education. Data and information from written recommendations to the Riverside County Children and Families Commission on health care, child care, and education were also considered. In addition, because the Red Team selected the zip code 92503 as a target area for piloting a strategic action plan adopted by the City, additional data was compiled and an inventory of community resources was taken for that area of the City. All of these data can be found in the appendix of these recommendations. Of particular concern and interest to this committee were environmental factors that are known to contribute to the healthy development of children ages 0 to 5. Some of those include, family income, availability of child care, and availability of quality preschool experience. Table 1 shows the extent to which the City of Riverside is meeting those needs. There are two zip code areas within the City where one-fourth or more of the families have an annual income of less than $20,000 (25 percent in zip code 92507 and 28 percent in zip code 92501). It can also be seen that the overall rate of those earning less than $20,000 in the City is 17 percent. In addition, Table 1 shows that the need for child care and preschools is largely unmet in the City. In all zip code areas unmet child care needs exceed 50 percent, with the lowest rate in zip code 92506 (58 percent) and the highest in zip code 92508 (86 percent). The City overall has an unmet child care need of 66 percent. In general, the percentages of unmet preschool needs are higher than unmet child care needs. Five zip codes have 63 percent or above unmet preschool needs with the highest in zip code 92508 where 100 percent of the preschool needs are unmet. Table 1 also shows how many children in the city of Riverside reside in out-of-home placement and the number of referrals made to DPSS over the past

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year. These are important figures to consider because they could indicate the extent to which risk factors are affecting children’s home environments. Several resources on community action and model plans from other cities were used reviewed by the Red Team. They include: Best Practices of Youth Violence Prevention: A Sourcebook for Community Action (CDC, Sept 2000); the Prevention of Youth Violence: A Framework for Community Action (CDC, 1991); Safe Futures: Preventing Youth Violence in the Midlands of South Carolina (June, 1999); Boulder County YouthNet: A Community Strategy for Healthy Youth Development and Violence Prevention (1998). Data and information from three sets of recommendations to the Riverside County Children and Families Commission were also considered by the Red Team. Those reports include: 1) Recommendations for Health Programs Funded by Proposition 10 prepared by the Children and Families Commission Health Committee & the Riverside County Health Consortium, January 2001; 2) Recommendations for Childcare Programs Funded by Proposition 10 prepared by the Riverside County Child Care Consortium/Local Planning Council, December 2000; and 3) Recommendations for School Readiness and Early Literacy Programs Funded by Proposition 10 prepared by the Education and Early Literacy Committee, February 2001. The Red Team is proposing that some of the programs or services in those recommendations be incorporated into the City’s strategic action plan. Programs and services in these recommendations that are duplicated in the Red Team recommendations to the City are listed in Table 2. The Red Team’s recommendation to the City is to eventually implement a strategic action plan for youth violence prevention Citywide. However, we believe that it would be wise to start in one area of the City and pilot the plan first. After analyzing the data, the Red Team selected the Arlanza neighborhood of zip code 90503 as an appropriate area for piloting the program. The reasons for this choice were three-fold. First, although 92503 did not rank highest in all areas of need with regard to the initial data we looked at, it was certainly among the top 3. Secondly, consensus of opinion from the Red Team was that zip codes 92501 and 92507, where data indicated as highest in environmental risk factors, were already receiving focused attention from the City. Therefore, 92503 was the next logical choice. Although a cohesive neighborhood, it has less visible leadership and group structure, thereby offering an opportunity to make a measurable difference. The Red Team then proceeded to conduct an inventory of existing public and community services, faith-based organizations, school services, and

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selected crime statistics in that area. The results of that inventory are presented in Table 3. It should be noted that the team recognizes that extensive County, City and Community/Faith-based resources already exist throughout the city, and are available to those in the Arlanza neighborhood. However, experience suggests that many services are located too far to be of use to many residents, are not well coordinated and are often responsive rather than pro-active. Recommendations 1. Establish a Youth Crime Prevention Board which will oversee the Crime Prevention Team listed below and report annually to the Riverside City Council and Riverside County Board of Supervisors on the work of the Crime Prevention Team. 2. Create a Joint City/County/Community Youth Crime Prevention Team that a) is responsible for implementation of the Youth Crime Prevention Strategic Action Plan, b) fosters partnerships/collaborations, and c) ensures coordination among service providers. The City and County of Riverside may wish to create separate internal teams as well. 3. Expand the mission of the City of Riverside Office of Neighborhoods to include working with families and the Joint City/County/Community Youth Crime Prevention Team. 4. Create Family and Neighborhood Resource Centers, beginning with Police Community Service Area 5 and then moving into Riverside’s other four Police Community Service Areas. Use existing facilities or centers, such as Police Storefronts, Community Centers, Wellness centers, schools and the like. • Serve the neighborhood as a single point of access to services for youth 0-10 and their families. • Conduct initial neighborhood needs assessment and update annually. • Provide an Inventory of Services • County agencies to provide information to Centers 5. Identify existing, or if necessary hire new staff, to operate the Family and Neighborhood Resource Centers and work with Neighborhood Resident Councils, using existing resources where feasible, e.g. Police Storefronts, Community Centers, Wellness Centers. 6. Coordinate services for at risk youth 0-10 and their families by establishing case management teams that can share information, ensure a continuum of service and maximize resources. Specific action strategies to meet the goals are in the next section of this report.

160 7.

8.

9.

Appendices Significantly increase the availability of quality child care and Head Start Programs. • Implement on a pilot basis in the Arlanza area, a City of Riverside “fast track” permit process for child care providers and centers, and reduce permit fees, as has been done in Hemet and Lake Elsinore, so as to increase child care availability. • Implement the following proposal made by the Child Care Committee of the Commission on Children and Families: a) locate within the Family and Neighborhood Resource Center, or adjacent to it, a child care program to serve the needs of the families in the neighborhood. The program could be a part-day program, such as Head Start or State Preschool, or it could be a full day care program to serve working families, depending on need. b) The child care program at the Family and Neighborhood Resource Center would provide comprehensive services, including health care, dental treatment, mental health care, and social services to meet the identified needs of the children it serves. c) The child care program should operate in a manner that is convenient and accessible to all. d) The child care program should focus on early childhood education, be licensed, and of the highest quality. e) The child care program should offer parent education and early literacy programs. f) The overall emphasis of the program should be on school readiness to prepare young children to succeed in school. g) A system of training persons to become family child care providers should also be incorporated into the child care program to expand the number of licensed child care spaces available in the neighborhood. The child care center could serve as a lab site for the training of additional child care providers. h) Create and make available to the community a database of child care providers and centers. Expand the Nurse Visitation Program to include all newborns and their families. • Pilot in Arlanza. Expand mental health service availability to children with mental health problems and provide needed support services to their families.

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Develop a mental health screening component to be added to the well-child screening program. 10. Enhance school readiness, which includes the social, physical, emotional well-being, and early literacy. 11. Provide seed funding to permit school districts in the city to develop/expand the Home Instruction Program for Preschool Youngsters (HIPPY). 12. Develop and expand Early Steps to Reading Success (ESRS) program in the City and County of Riverside. 13. Expand family literacy projects by teaching reading and strengthening relationships between family members, children, and educators from various programs. 14. Develop an annual evaluation process to measure programs against goals and evaluate effectiveness of programs. 15. Approve goals and action strategies (next section) for a model program and city-wide blueprint. 16. Identify and seek funding to support recommended programs. 17. Identify a single individual as project coordinator/manager. Goals and Specific Action Strategies The action strategies to achieve the Red Team goals were designed from a developmental perspective and are based on research findings in the area of youth violence. These findings support the idea that children who grow up in a healthy, nurturing, and safe environment are less at risk for exposure to violence either as victims or perpetrators. They address protective factors for children ages 0 to 10, with emphasis on developmental issues facing children 0 to 5 and their families. As such, they are extremely broad and meant to be a blueprint from which any community could build a plan to meet their unique needs. Under each of the five goals, there are three columns: The first is “Prevention Needs”, which are defined as childhood, parental, or community needs that should be met in order to achieve the goal. The second column is “Action Strategies”. Action strategies are the steps that need to be taken in order to fill the prevention needs. The last column is “Collaboration Partners” or the City and County departments, community and private agencies, schools, etc. that are best equipped to carry out the action strategies.

162 GOAL 1:

Appendices

MAKE YOUTH VIOLENCE PREVENTION A PUBLIC ISSUE AND ENGAGE THE COMMUNITY IN YOUTH VIOLENCE PREVENTIONS EFFORTS. PREVENTION ACTION STRATEGIES COLLABORATION NEEDS PARTNERS ƒ Create and distribute a Mayor’s Office, Community directory of programs, appropriate City Depts. Education and services, and Board of Supervisors, Mobilization opportunities for youth appropriate County and families; update Depts., frequently; post online Appropriate CBOs ƒ Create and distribute Public and private fact sheets on local schools trends in youth crime, and the well-being of children, families, schools, and communities ƒ Conduct one or more workshops or community forums ƒ Provide fact sheets (see Mayor’s Office, Media Exposure above) to local written appropriate City Depts., and broadcast media Board of Supervisors ƒ Post fact sheets (see above) on the City’s internet website ƒ Generate regular pressreleases to local media regarding current and upcoming action strategies for youth violence prevention within the City ƒ Generate regular PSAs for local cable and radio programming

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Goal 1 (continued): PREVENTION NEEDS Community Volunteers

Strong Community Leadership

ACTION STRATEGIES ƒ

Create and sustain a community volunteer program consisting of adults and youth

Recruit and utilize key individuals within the city (e.g., Mayor, City Council members, Faith Ministers, Business men and women, etc.) to provide a public voice in favor of prevention efforts and assist in community mobilization and public education efforts.

COLLABORATION PARTNERS Volunteer Center, Churches, Americorps, Campus/Student orgs., Chamber of Commerce, Kiwanas, Rotary, etc. Mayor’s Office, appropriate City Depts., Board of Supervisors, Appropriate CBOs, FBOs, Chamber of Commerce,

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GOAL 2:

BUILD PARTNERSHIPS AND COLLABORATIONS AMONG PUBLIC, COMMUNITY AND PRIVATE SERVICE PROVIDERS, AS WELL AS SCHOOLS, CHIURCHES, AND BUSINESSES. PREVENTION ACTION STRATEGIES COLLABORATION NEEDS PARTNERS

Partnerships

ƒ

ƒ

Create and sustain collaborative efforts among the original Red Team partners through regular communication and sharing of information regarding the status of ongoing activities Create and sustain new collaborative partnerships as interest and support in youth violence prevention increases throughout the city

Mayor’s Office, appropriate City Depts., Board of Supervisors, appropriate CBOs, FBOs, Chamber of Commerce, RCOE, RUSD, AUSD

Appendices GOAL 3:

165

INCREASE DEVELOPMENTAL ASSETS FOR CHILDREN AGES 0 TO 5, INCLUDING PHYSICAL WELL-BEING AND MOTOR DEVELOPMENT; COGNITIVE SKILLS, KNOWLEDGE, AND CAPACITY FOR LEARNING; AND, SOCIAL AND EMOTIONAL COMPETENCIES AND SKILLS NEEDED FOR HEALTHY SOCIAL RELATIONSHIPS. PREVENTION ACTION STRATEGIES COLLABORATION NEEDS PARTNERS Housing and ƒ Provide information on Appropriate City and Income Support available resources County Depts. ƒ Assist families with obtaining affordable housing ƒ Assist families with obtaining financial assistance (e.g. unemployment insurance, TANF, etc.) Health Care ƒ Create and Implement a County Public Health, (insurance, nurse-home visitation Children and Families hygiene, and program Commission, immunizations) ƒ Ensure access to Youth Service Center, prenatal care FSA, appropriate ƒ Ensure access to CBOs, FBOs affordable health insurance for children and provide enrollment assistance ƒ Provide parent education ƒ Provide low cost or free immunizations for children ƒ Develop and implement an immunization tracking system

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Goal 3 (continued): PREVENTION NEEDS Food and Nutrition

ACTION STRATEGIES ƒ

ƒ ƒ

Prevention of Unintentional Injury (accidental injury in the home, auto safety, etc.) Prevention of exposure to toxic substances (i.e., lead) Stimulating home environment

ƒ ƒ ƒ ƒ

ƒ ƒ ƒ

COLLABORATION PARTNERS

Ensure access t the supplemental nutrition program for woman, infants, and children (WIC) for eligible families Ensure access to the food stamp program for eligible families Provide parent education

County Public Health, County DPSS, Children and Families Commission, appropriate CBOs, FBOs

Design and implement community education campaigns Distribute child safety aids Initiate legislation at the local level

County Public Health, County DPSS, Children and Families Commission, appropriate CBOs, County/City government

Design and implement community education campaigns.

County Public Health, appropriate CBOs, FBOs

Provide parent education Provide loan programs for educational materials and toys Enhance library services and programs

County DPSS, RCOE, RUSD, AUSD, Libraries, appropriate CBOs, FBOs

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Goal 3 (continued): PREVENTION NEEDS High quality early childhood care and early literacy

ACTION STRATEGIES ƒ ƒ ƒ ƒ

ƒ

ƒ

Nurturing and healthy family relationships that promote secure attachment, effective parenting, and parents’ emotional wellbeing and mental health

ƒ ƒ ƒ ƒ ƒ

COLLABORATION PARTNERS

Increase affordable child care options Provide financial assistance for child care Encourage employersupported day care Quality training programs for child care providers, incl. literacy training Provide/expand early literacy programs, e.g. enhance library services and programs Provide family literacy programs

County DPSS, Children and Families Commission, appropriate CBOs, RCOE, RUSD, AUSD DSS, Community Care Licensing Department

Create and implement a nurse-home visitation program Provide on-site parent training (e.g. HIPPY) Initiate legislation at the local level for tax credits for participation Encourage on-site day care from child care providers Encourage employers to implement flex-time and family leave policies

County Public Health, County DPSS, County Mental Health, Children and Families Commission, appropriate CBOs, FBOs

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Goal 3 (continued): PREVENTION NEEDS Prevention of abuse, neglect, and violence in the home

ACTION STRATEGIES ƒ ƒ ƒ

ƒ ƒ

Early identification and treatment of psychological and behavioral problems

Opportunities for cooperative play and positive social interactions with peers

ƒ ƒ ƒ

ƒ ƒ ƒ

COLLABORATION PARTNERS

Enhance child protective services Create and implement a nurse-home visitation program Establish protocols for law enforcement dealing with youth on domestic violence calls Provide education and training for officers in the above protocols Provide parent education

County DPSS, RPD, County Sheriff, Children and Families Commission, County Public Health, appropriate CBOs, FBOs

Provide parent education and training programs Provide education and training for childcare providers Link childcare providers to appropriate services

County DPSS, County Mental Health, appropriate CBOs, FBOs

*Increase affordable child care options Create and implement early childhood social skills programs Improve/increase public playgrounds and recreation programs

Children and Families Commission, City Park and Recreation, RCOE, appropriate CBOs, FBOs

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GOAL 4:

INCREASE AND ENHANCE SCHOOL AND COMMUNITY PROGRAMS FOR CHILDREN AGES 5 TO 10 THAT MOTIVATE ACADEMIC PERFORMANCE AND PREPARE CHILDREN TO BECOME ACTIVE PRODUCTIVE MEMBERS OF THE COMMUNITY. PREVENTION ACTION STRATEGIES COLLABORATION NEEDS PARTNERS

High quality schools

ƒ

ƒ

Academic achievement

ƒ ƒ

Community support for schools

ƒ

Partner with local Universities and Colleges to enhance teacher training and credentialing programs Encourage and support legislation that addresses the growing financial needs of public education

Mayor’s Office, County Board of Supervisors, RUSD, AUSD, RCCD, County Office of Education, local Colleges and Universities

Increase before and after school programs (e.g. 6 to 6 Program) Increase tutoring programs

RUSD, AUSD, County Office of Education, Youth Action Team, Youth Service Center, appropriate CBOs

Conduct community forums that encourage dialogue about community expectations of public education and the role of the community in education

RUSD, AUSD, County Office of Education, Youth Action Team, Youth Service Center, appropriate CBOs, FBOs, neighborhood councils

170 GOAL 5:

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ADDRESS SPECIFIC FACTORS THAT ARE LINKED TO YOUTH VIOLENCE IN THE CITY (e.g., PREVALENCE OF GANGS, POSSESSION OF GUNS, ALCOHOL/DRUG USE). PREVENTION ACTION STRATEGIES COLLABORATION NEEDS PARTNERS Safe homes and ƒ Increase Mayor’s Office, RPD, Safe neighborhood/communi County Probation, neighborhoods ty policing Chamber of Commerce, ƒ Increase/enhance RPD, RUSD, AUSD, neighborhood watch Youth Service Center, programs appropriate CBOs, ƒ Create support FBOs programs for youth who have one or more family members on parole or in incarceration ƒ Create business/community partnerships ƒ Provide parent education Activities for ƒ Develop/increase Volunteer Center, City youth and summer and after Park and Recreation, involvement of school recreation and Youth Action Team, youth in the enrichment programs. Libraries, RUSD, community ƒ Develop programs for AUSD, appropriate children 6 – 10 similar CBOs, FBOs to existing Prime Time Program for Middle School children ƒ Develop community programs for young children (e.g., community clean-up, community gardening, etc.)

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GOAL 6:

ENSURE IMPLEMENTATION AND EVALUATION OF THE CITY’S STRATEGIC PLAN FOR YOUTH VIOLENCE PREVENTION. PREVENTION ACTION STRATEGIES COLLABORATION NEEDS PARTNERS

Implementation, oversight, and evaluation

ƒ

ƒ ƒ

ƒ

Create a joint City/County/Communit y organization/oversight team Create a Youth Crime Prevention Team to implement the plan Hold regular meetings of the above groups for coordination and planning Create and utilize an evaluation program for the youth violence prevention plan.

Key personnel from Mayor’s office, appropriate City Depts., Board of Supervisors, appropriate Co. Depts. Schools, CBOs and FBOs, neighborhood councils

Additional suggestions for implementation of a plan for youth violence prevention: 1.

Consider prioritizing and implementing small portions of the plan at a time.

2.

Build on what is already in place. Action strategies should be matched with proven existing programs and services.

3.

Consider how schools could be used more (e.g., as sites for delivering services).

4.

Consider using the “Wellness Center” model (RUSD) Community/Neighborhood Center model for delivering services.

or

172 5.

Appendices Consider grant funding of programs/services where City or County funding is not available.

Table 1.

% of Families Earning