HomeMy WebLinkAboutAgreement - Goodwill Industries of Michiana - Outreach Team to Support Group Violence Intervention1316 COUNTY -CITY BuiLDING
227 W. JEFFERSON BouUVARD
Soun I BEND. INDIANA 46601-1830
CITY OF SOUT'Fi BEND PETE BOTTIGIEG, MAYOR
BOARD OF PUBLIC WORKS
January 9, 2018
Issac Hunt, Jr.
Goodwill Industries of Michiana
1805 Western Avenue
South Bend, IN 46619
RE: Agreement
Dear Mr. Hunt:
PHONE,,, 574/235-9251
FAX 574/ 235-9171
The Board of Public Works,, at its meeting held on January 9, 2018, approved the above
referenced agreement to administer an outreach team that will support group violence
intervention in the amount of $130,000 per year for three (3) years for a total of $390,000,
subject to funding.
Enclosed please find the original of the agreement for your signature. Please sign and return
the original agreement to our office and retain a copy for your records.
If you have any further questions regarding this matter, please call this office at (574) 235-
9,251.
Sincerely,
Q
0,
Linda. M. Martin, Clerk
Enclosure
c: Suzanna Fritzberg, Office of the Mayor
GARY A. Ga.o'r SUZANNA M. FRITZBERG ELIZABE-n-i A. MAR ADIK JAMi:,,s A. MUELLH, TtiERESE J. DORAU
AGREEMENT FOR PROGRAMS AND SERVICES
This Agreement For Programs And Services (this "Agreement") is made on January _,
2018 (the "Effective Date"), by and between the City of South Bend, acting by and through its
Board of Public Works (the "City"), and Goodwill Industries of Michiana, Inc., an Indiana non-
profit corporation with its registered office address at 1805 Western Avenue, South Bend, Indiana
46619 (the "Organization").
RECITALS
WHEREAS, the Organization is an Indiana non-profit corporation with a mission to
strengthen communities by empowering individuals and families through education, training, and
job placement; and
WHEREAS, the City desires to provide for certain programs and services to be provided
to the residents of the City, commonly known as the street outreach program, which programs and
services are more particularly described in attached Exhibit A (collectively, the "Program"); and
WHEREAS, the Organization is duly qualified to provide for, oversee, and administer the
Program; and
WHEREAS, the City believes that the actions contemplated by this Agreement are in the
best interests of the health, safety, and welfare of the City and its residents.
NOW THEREFORE, for and in consideration of the mutual covenants and promises
contained herein, the City and the Organization hereby agree as follows:
1. Program; Re op rtijig. The Organization shall provide for, oversee, and administer
the Program in accordance with the terms and the schedule set forth in Exhibit Aa In the event of
any conflict between the terms of this Agreement and the terms of Exhibit A, the terms of this
Agreement will prevail. The Organization will execute its obligations under this Agreement in
accordance with the prevailing professional standard of care for projects of similar design and
complexity. The Organization shall submit to the Contract Administrator (as defined below) all
reports, data, and work product requested by the Contract Administrator, including, without
limitation annual reports at the end of each calendar year during the term of this Agreement
addressing (a) progress on implementing the phases outlined in the Methods section of Exhibit A,
and (b) the status of strategic objectives 1 through 3 as defined in the Evaluation section of Exhibit
A.
2. Compensation. In exchange for the Organization's satisfactory performance of the
Program, and subject to the terms and conditions of this Agreement, the City will pay the
Organization, from non-federal funds annually appropriated by the City, a total sum not to exceed
Three Hundred Ninety Thousand Dollars ($390,000.00) (the "Contract Amount"). The City will
pay the Contract Amount in installments (each a "Contract Installment") in accordance with the
following table:
Calendars
Installment
Amount
2018
1 of 2
$91,000.00
2 of 2
$39,000.00
20t9
I of 2
$65,000.00
2 of 2
$65,000.00
2020
1 of 2
$65,000.00
2 of 2
$65,000.00
The City will not be required to pay any Contract Installment if the City is not satisfied with the
Organization's performance under this Agreement or any default or breach of this Agreement by
the Organization exists, as the City may determine in its sole discretion. The sum of all Contract
Installments will not exceed the Contract Amount, and the Organization will not incur or seek
reimbursement for any expenses in excess of the Contract Amount. The Organization shall use the
Contract Amount to implement the Program and for no other purpose.
3. Team • Termination. Unless earlier terminated, the term of this Agreement shall be
three (3) years commencing on the Effective Date. Effective immediately upon delivery of a
written termination notice to the Organization, the City may terminate this Agreement, in whole
or in part, for any reason, if the City determines that such termination is in the best interest of the
City. In addition, in accordance with the Indiana Code, payments are subject to appropriation by
the City. If the City makes a written determination that funds are not appropriated or are otherwise
unavailable to support the continuation of this Agreement, it shall be cancelled. A determination
by the City that funds are not appropriated or are otherwise unavailable to support the continuation
of performance shall be final and conclusive. The City will not be required to pay any Contract
Installment or be otherwise liable for any cost associated with the Organization's performance
after the effective date of termination.
4. Design and Implementation of Program, To the extent not set forth in this
Agreement, including Exhibit A, the Organization shall be solely responsible for the design and
implementation of the Program, unless specifically directed otherwise by the City or any person
appointed by the City to administer this Agreement (the "Contract Administrator"). The Program
and this Agreement must be performed and administered in accordance with all applicable federal,
state, and local laws.
5. Remedies for Breach of Contract. Failure to carry out the Program in accordance
with this Agreement may be considered a material breach and shall entitle the City to impose
sanctions against the Organization including, but not limited to, suspension of all payments and
the termination of this Agreement. The Organization shall repay any portion of the Contract
Amount expended for matters not within the scope of the Program. In addition to the foregoing,
the City may pursue any and all remedies available to it at law or in equity.
6. Maintenance ofRecords, Access to Records. The Organization shall keep a written
record, in a form acceptable to the City, related to the use and expenditure of the Contract Amount.
Within thirty (30) days of the expiration or termination of this Agreement, the Organization shall
2
provide the City with a final accounting of the use and disposition of the Contract Amount by the
Organization. Unless otherwise authorized by the City or required by law, such records shall be
maintained by the Organization for a period of four (4) years of the date of this Agreement. The
Organization understands and agrees to comply with the legal requirements of Ind. Code 5-14-3-
1 et seq. (commonly known as Indiana's Access to Public Records Act), if applicable, with respect
to all documentation related to the Program.
7. Audit Requirements. The Organization agrees to make all information available to
the Indiana State Board of Accounts, the City's Internal Auditor (as defined below), and the
Contract Administrator as requested to comply with any audit requested related to the receipt and
use of the Contract Amount and the Organization's performance in delivering the Program in
accordance with the provisions of this Agreement. If requested by the City or the City's Internal
Auditor, the Organization shall arrange for a financial and compliance audit of the Contract
Amount to be conducted by the City, an independent public or certified public accountant, or, as
applicable, the Indiana State Board of Accounts and in accordance with applicable Indiana State
Board of Accounts standards. The City's Internal Auditor shall mean the City Controller or Acting
City Controller appointed pursuant to Ind. Code 36-4-9-6 (the "City Controller") or any person
appointed or retained by the City Controller or the City for the purpose of auditing the Organization
for this Agreement or other agreements of the City.
8. Con icts o Interest. The Organization hereby certifies and agrees that no member,
officer, or employee of the City, or its designees or agents, and no member of the governing body
of the City of South Bend or the Organization (and no one with whom there is a family or business
tie) who exercises any functions or responsibilities with respect to the receipt and use of City funds
during his or her tenure or for one year thereafter, shall have any financial benefit, direct or indirect,
in any contract or subcontract, or the proceeds thereof; for work to be performed in connection
with the Program.
9. Relationship. The Organization shall at all times be an independent contractor for
the performance of the Program rather than an employee of the City, and no act, action or omission
to act by the Organization shall in any way bind or obligate the City. Any and all employees of
the Organization, including all employees hired to carry out the Program, will at all times remain
employees of the Organization and will not constitute or be deemed to constitute employees of the
City. This Agreement is strictly for the benefit of the parties and not for any third party or person.
This Agreement was negotiated by the parties at arm's length and each of the parties hereto has
reviewed the Agreement after the opportunity to consult with independent legal counsel. Neither
party shall maintain that the language in the Agreement shall be construed against any signatory
hereto. The City and the Organization hereby renounce the existence of any form of agency
relationship, joint venture or partnership between the Organization and the City and agree that
nothing contained herein or in any document executed in connection herewith shall be construed
as creating any such relationship between the City and the Organization.
.10. .Indemnification of City. The Organization hereby agrees to defend, indemnify, and
hold harmless the City, its officials, employees, and agents from any and all claims, liabilities,
damages, and costs (including attorney fees) of any nature which arise from the Program or the
3
Organization's performance under this Agreement. The obligations of the Organization under this
section shall survive the termination of this Agreement.
.11. Work Product; Ownership. Any and all work product submitted by the
Organization to the City as part of the Organization's performance under this Agreement will
become the exclusive property of the City, and the City will have the right to use and reproduce
copies of the Organization's work product as the City determines in its sole discretion without
compensation to the Organization except the compensation expressly provided for in this
Agreement.
12. Assi n ment. The Organization shall not assign or subcontract the whole or any part
of this Agreement or its obligations hereunder without the prior written consent of the City.
13. Notices. Any notice required or permitted to be delivered hereunder shall be
deemed to be delivered when deposited in the United States Postal Service, postage prepaid,
registered or certified mail, return receipt requested, addressed to the City or the Organization, as
the case may be, at the address set forth below.
Organization:
Goodwill Industries of Michiana
1805 Western Avenue
South Bend, IN 46619
Attn: Isaac Hunt, Jr.
City
City of South Bend, Indiana
227 W. Jefferson Blvd., Suite 1400S
South Bend, IN 46601
Attn:
14. Equal O ortuni Non -Discrimination • Compliance. The Organization shall
comply with all applicable laws and regulations in its hiring and employment practices and policies
for any activity covered by this Agreement. The Organization shall comply with all state, federal,
and municipal laws, regulations, and standards applicable to its activities pursuant to this
Agreement including, but not limited to, the requirements imposed by Ind. Code 22-9-1-10 (non-
discrimination), the provisions of Ind. Code 5-22-16.5 (disqualification for dealings with the
government of Iran), and the provisions of Ind. Code 22-5-13 (requiring E-Verify for new
employees and prohibiting employment of unauthorized aliens). Each of the foregoing provisions
is incorporated herein as if set forth in full, and the Organization certifies that it is in compliance
with each such provision and shall remain in compliance through the term of this Agreement.
15. Contractor's Affidavit. The Organization agrees, as a condition precedent to the
effectiveness of this Agreement, that its authorized representative will execute and submit to the
City and any other appropriate bodies an affidavit in the form attached hereto as Exhibit B.
16. Drir -Free Worjq2tace. The Organization hereby agrees to make a good faith effort
to provide and maintain a drug -free workplace. The Organization will give written notice to the
City within ten (10) days after receiving actual notice that the Organization or an employee of the
Organization within the State of Indiana has been convicted of a criminal drug violation occurring
in the workplace.
4
17. Entire Agreement; Amendment: Applicable Law. This Agreement sets forth the
entire agreement and understanding between the parties as to the subject matter hereof, and merges
and supersedes all prior discussions, agreements, and understanding of any and every nature
between them. This Agreement may be amended only by separate writing, signed by authorized
representatives of both the Organization and the City. This Agreement will be construed and
interpreted according to the laws of the State of Indiana.
18. AuthoriLv. The undersigned persons executing and delivering this Agreement on
behalf of the Organization represent and certify that they are the duly authorized officers of the
Organization and have been fully empowered to execute and deliver this Agreement and that all
necessary corporate action has been taken and done.
IN WITNESS WHEREOF, the Parties hereto have caused this Agreement For Programs
And Services to be effective as of the Effective Date stated above.
CITY OF SOUTH BEND
BOARD OF PUBLIC WORKS
4 A.
Gary Gilot, President
Elizabeth Maradik, Member
Jams Mueller, Member
ATTEST:
(Li,/da Martin, Clerk
GOODWILL INDUSTRIES OF MICHIANA, INC.,
an Indiana non-profit corporation
By:
Printed:
Its:
3000.000000139753868.002
EXHIBIT A
Violent Crime Impact Outreach Unit Project Proposal
[See attached.]
EXHIBIT B
Contractor's Affidavit
[See attached.]
VI*olent Crime Impacl
Outreach
��r
(VCIOU)
Project Proposal
l ti0.'1 n Av".
1;1r41 w: 57, 1 2- 100
C�;-11:ri1: ilsurri;1���:nrsh�•ill-ui-ur;;
U, Xecutive Sumum
Gun violence is a serious problem in U.S. cities and South Bend, Indiana is not immune to this trend. In
2014 the gun homicide rate in South Bend was 10.8 per 100,000 people. This is well above even the
.national average of 3.43 gun homicides per 100,000 people. In 2014 the South Bend community started a
new initiative to address gun violence in the city, the South Bend Group Violence Initiative (SBGVI).
This initiative unites community leaders around a common goal, to stop gun violence and keep South
Bend's highest risk citizens alive and out of prison. Based on a proven model developed. by David M.
Kennedy, director of the National Network for Safe Communities (NNSC), SBGVI advocates direct,
sustained engagement with street groups that are responsible for the majority of South Bend's gun.
violence. The strategy empowers community members to set clear moral standards against violence in
their communities and reclaim a voice in the way they want to live. It coordinates the efforts of local, state
and federal law enforcement to focus crime prevention efforts on the groups most associated with gun
violence. SBGVI also draws on the expertise of social service providers to offer group members a path
away from violence.
The SBGVI has already reduced the percent of group based shootings in its first year and half of
operations, but there is still opportunity to make South Bend are even stronger community that works
together for peace. An important way to avoid the escalation of group -based conflicts, interrupt revenge
shootings, and create a culture of non-violent conflict resolution is through community outreach. Although
SBGVI has been doing some community outreach through the Violent Crime Impact Unit (VCIU) in the
South Bend Police Department, which makes a concerted effort to reach out to the community after shots
have been fired, police do not have the time or community trust to implement sustained community
outreach. Therefore, SBGVI is proposing the creation of a Violent Crime Impact Outreach Unit (VCIOU).
The yCIOU will be housed in the social services department at Goodwill as part of the Group. Violence
Initiative. The VCIOU will be based on a national street worker outreach program from the NNSC.
Individuals hired to be "streetworkers" will be assigned to specific communities in South Bend. They will
be visible in the communities they work in and through relationship building, the communities will view
them as trusted individuals who are there to prevent and respond to gun violence. Streetworkers will
specifically respond to all shooti ig reports in their area, work to interrupt retaliatory shootings and create
a culture of peace in their communities. The streetworkers will be members from the community who
share a similar background to those they will be working with. As other research has indicated,
streetworker outreach programs result in great success in making communities feel supported as well as
helping reduce the rates of gun violence.
National conversations around the rising rates of gun violence highlight the ineffectiveness of traditional
law enforcement strategies in stopping this trend. South Bend has an exciting opportunity to implement a
streetworker outreach program that has
shown results in decreasing rates of violence. The creation of the VCIOU will improve and extend South
Bend's already impressive results in decreasing gust violence by promoting nonviolence, de-escalating
and interrupting group -based conflicts and working to create a culture of peace alongside the South Bend
community.
Problem Statement
The United States is fraught with gun violence, and traditional solutions are not working. Although the
total correctional population in the U.S. increased by more than 270% from 1980 to 2014, the rate of
firearm victimization has not changed significantly in this same time period.1 Young black and Hispanic
men are the most likely to be incarcerated and the most likely to be victimized by gun crimes.2 South
Bend, Indiana is an example of this trend. In 2014 the gun homicide rate in South Bend was 10.8 per
100,000 people. This is well above even the national average of 3.43 gun homicides per 100,000.3
In 2014 the city of South Bend started anew approach to address gun violence —the South Bend Group
Violence Initiative (SBGVI). This strategy, pioneered by the National Network for Safe Communities
(NNSC), focuses on individuals and groups that are at high -risk for committing and being victims of
violent gun crime. Through a coalition of community members, law enforcement and social service
providers, SBGVI engages these high -risk individuals. At regular "call -ins with street group leaders, the
coalition clearly communicates that there will be moral and law enforcement consequences if anyone in
the groups represented commits a gun crime. At the same time, they offer services to those who want
assistance. This double -pronged model aims to foster "internal social pressure" in street groups by
stressing that all members will be accountable for the violence of one member, while at the same time
providing an "honorable exit" from committing acts of violence through psychological assistance,
vocational training and other services!
In South Bend, the Police Department, and specifically the Violent Crime Impact Unit (VCIU) has
implemented the law enforcement side of SBGVI and Goodwill Services has spearheaded the social
services aspect of the program. In its first two years, the program has been successful in decreasing the
percentage of group member involved (GMI) related shootings as compared to the total number of
shootings --in 2013, 66 percent of shootings in South Bend were group or gang related, while only 58
percent were in 2015.
Although the program has been successful in decreasing group and gang based violence, South Bend still
has the opportunity to further lower gang and groups based gun violence by providing extra support to
victims of violent crime and their communities through a Violent Cringe Impact Outreach Unit (VCIOU).
The VCIOU would interrupt fights before they lead to shootings, ,de-escalate situations after a group
based -shooting to avoid retaliatory violence, and work to create a culture of non-violent dispute resolution
in communities.
This focus on outreach to victims of violent crime and their communities is key for reducing violence.
Violence is caused by personal, relational, community and societal factors.' Outreach to victims of violent
crime and their communities addresses at least three of these causal categories. At the individual level, a
history of experiencing or witnessing violent behavior leads to a higher likelihood of committing violence.
By providing direct services to victims of violent crime, an outreach unit may be able to decrease the
1 Bureau of Justice Statistics, in Office of Justice Programs [database online]. Washington, D.C., 2016 [cited April 112016]. Available
from htto:/I%vtvv.bis.gov/index.cfm?ty=kfdetail&iid=487.;Truman, Jennifer L., and Lynn Langton, 2015. Criminal victimization; 2014.
Washington, D.C.: U.S. Department of Justice, NCJ 248973, http-//w%vw.bis.Mv/contenttgub/pdf/cvl4.pdf.
2 Prisoners in 2014.2015. Washington, D.C.; Bureau. of Justice Statistics, NCJ 248955,
http:/I%vww.bis.gov/content/oub/ydf/nl4SummarY.liif.;Truman, Jennifer L., and Lynn Langton. 2015. Criminal Victimization: 2014.
Washington, D.C.: U.S. Department of Justice, NO 248973, hyp:/hvww.bis.eov/content/puwdf/evl4.pdf.
3 .Injury Mortality Reports 1999 and Onwards (USA). 2015. Atlanta: Centers for Disease Control and Prevention,
http://www.cdo.gov/injury/Wisqars/fataLinjuryjcports.litmi
4 Group Violence Intervention. in National Network for Safe Communities [database online]. [cited April 1120161. Available from
httos://nnscommunitimorg our-Avork/strate&y/group-violence-kiterventiog.
5 Krug, Etienae G., fames A. Mercy, Linda 1. Dahlberg, and Anthony B. Zwl. 2002. The World Report on Violence and Health. The Lancet
MO (9339) (October 2002): 1083-8.
likelihood of group and gang based retaliatory shootings. At the relational level, having close contacts that
are members of a street group increases the likelihood of an individual committing a violent crime. By
reaching out to the close friends and family of victims of violent crime, the outreach unit may be able to
interrupt pressure from friends and families to enact revenge shootings. At the community level, a lack of
social networks can lead to more crime. An outreach team working on strengthening community ties could
contribute to a culture of nonviolence that discourages retaliatory shootings. In summary, engaging
victims of violent crone and their communities is an important strategy for decreasing gun violence.
Currently the VCIU is doing some outreach to victims of violent crime and their communities. Unit
members knock on doors and leave door hangers after shots are tired in a neighborhood, attempting to
talk with residents and assure them that the police are available if they should need any assistance.
According to community reports, this strategy gives neighborhood members a feeling of support.
However, police officers do not have the time, resources or relationships to be able to engage in intense
contact with communities and victims after a shooting ---often leaving victims and their communities with
nowhere to turn except to retaliatory violence.
Other GVI locations have filled this gap with outreach workers. These outreach workers, who are often
from the communities where they work, connect with street group members before a conflict escalates to
a shooting and after a shooting or attempted shooting, trying to interrupt retaliatory shootings. In addition,
the outreach teams engage the broader community in anti -violence efforts. According to the NNSC, "street
outreach of this kind can add enormous value to GVI.s6 This outreach model has also been used in the
CeaseFire program in Chicago. According to a comprehensive evaluation of the program, gun violence
decreased in six of the seven CeaseFire sites, and in four of the sites this decrease could be directly
associated with CeaseFire—with declines in attempted and actual shootings of 17 to 24 percent.' In
Lowell, Massachusetts, a similar outreacli program was deemed as successful by youth survey
respondents - -proximately 63 percent of all respondents indicated they knew first-hand of fights in which
outreach workers intervened and/or prevented.$ An outreach model provides promising possibilities for
decreasing violence in U.S. cities.
As traditional law enforcement strategies continue to be unsuccessful for decreasing gun violence across
the nation, South Bend has an exciting opportunity to join a new strategy that has shown results. A
community outreach unit will improve and extend South Bend's already impressive results in decreasing
gun violence by addressing personal, relational, and communal drivers of group and gang based gun
violence.
Project Description
The South Bead Group Violence Initiative (SBGVI) has had community outreach as a goal of the initiative
since its inception. Thus far, the outreach has been limited to those involved in gun violence who are about
to be released from prison. Isolated incidents of outreach in the community have occurred by a couple
individuals working with SBGVI; however, the manpower to staff a street outreach program currently
does not exist. The creation of the Violent Crime Impact Unit (VCII) in the South Bend Police
Department has been a beneficial partnership for SBGVI and the police officers in this unit have made
concerted efforts to reach out to the community after shots have been fired in the neighborhood.
6 Group Violence Intervention: An Implementation Guide. 2013. Washington, D.C.: National Network for Safe Communities,
htt s://nnscommunities.or ti loads/GVI Cuide. df.
7 Skogan, Wesley G., Susan. M. Hartnett, Natalie Bump, and Jil I Dubois. 2008. Cxecutive summary evaluation of CeaseFire-Chicago.
Chicago; Northwestern Institute for Policy Research, , htt r�:llwww. i pr.nortbwes#ern.edu/publications/papersJurhan-pa I icy-ancl-community
devel opment/does/ceasetire-pdfs/executi vesummary. nd f
8 Polladl , Kcshia lvl., Shannon Frattaroli, Jennifer M. Whitehill, and Karen Strother. 2011. Youth perspectives on sheet outreach workers:
Results From a community -based survey. Journal of Conununity Health 36: 469-76.
Individuals in these communities have expressed gratitude to these officers for taking the time to reach
out to them; however, it is also acknowledged that outreach performed by law enforcement is still quite
different from outreach performed by members of the community. Police outreach is limited by time, trust
issues and legal implications for individuals to consider when interacting with law enforcement, even
when they mean. well. The VCIU recognizes this and is supportive of creating a street outreach program,
called Violent Crime Impact Outreach Unit (VC10U) that will be housed in the social services department
at Goodwill as part of the Group Violence Initiative.
The VCIOU will be based on a national streetworker outreach program from the National. Network for
Safe Communities (NNSC). The VCIOU will consist of individuals hired to be "streetworkers" who will
be assigned to specific communities in South Bend. As the name implies, these individuals will work
primarily on the streets. They will be visible hi the communities they work in and through relationship
building, the communities will view them as trusted individuals who are there to prevent and respond to
gun violence. streetworkers will specifically respond to all shooting reports in their area, or work to
interrupt retaliatory shootings and create a culture of peace in their communities. The streetworkers will
spend approximately 60 percent of their time addressing current violence by interrupting conflicts before
they reach the level of shootings and by responding to shootings to avoid retaliatory action, Forty percent
of the streetworkers' time will be spent building relationships with at -risk youths and their communities
in order to foster a culture of non-violent conflict resolution.
The streetworkers will be members from the community who share a similar background to those they
will be working with. streetworkers who understand the experiences of the clients they will be working
with on a personal basis, will likely make a bigger impact and build relationships with greater ease. As
other research has indicated, streetworker outreach programs result in great success in malting
communities feel supported as well as helping reduce the rates ofviolence. 9
Objectives
• Gun violence rates are reduced in the communities the streetworkers work in.
s The community is aware of the streetworkers program and understands their role.
• Streetworkers are present and contributing to community cohesion..
Methods
The initial phase of the implementation of the Violent Crime Impact Outreach Unit (VCIOU) will last 3
years and will consist of 2 phases. The first phase will last 6 months and the second phase will last 2.5
years.
Phase 1
Phase l will occur over a duration of 6 months. This phase will focus on reaching out to potential partners
(in the community and within the police department), developing the tools and trainings for streetworkers
once hired, and beginning the hiring process for streetworkers.
1. Institutional Partnerships: A goal of the VCIOU and a role of the streetworkers is to be visibly
involved in the community. Developing partnerships with high schools, hospitals, and other
9 Pollack, Keshia M., Shannon Frattmoli, Jennifer M. Whitchill, and Karen Strother. 2011. Youth perspectives on street outreach workers:
Results front a community -based survey. Journal ofCommunity Health 36 : 469-76.; Wong, Jennifer, Jason Gravel, Martin Bouchard,
Carlo Morselli, and Karine Descormiers. 2012..1 ffec#veness of Street Gang Control Strategles., A systematic review and meta -analysis of
evaluation studies. Ottawa: Research and National Coordination Organized Crime Division Law Enforcement andFolicy Wanch Public
Safety Canada, 023.
4
community organizations will be important for the future work of the streetworkers. Hospitals will
provide an essential partnership, as streetworkers will be visiting victims of gun violence. Through
high schools, streetworkers will build relationships with students who are at -risk for participating
in gtm and group -based violence. Other community partnerships to explore will be ones that
provide venues for youth to hang out in (such as recreation centers) as well as other community
organizations that work with youth who are at -risk for violence. SBGVI already has a relationship
with the police department and. the VCRJ, but refining this relationship further will be important
for understanding to what extent the streetworkers work and do not work alongside police officers.
Additionally, in order for the streetworkers to respond to all incidents of gun violence, there will
need to be information sharing by the police department. This outreach will help define how
notifications will occur.
2. Resource Development: Streetworkers will need to go through several trainings before being
deployed into the field. 'these trainings will include: nonviolence training, .mediation training,
restorative justice training, and professional training. Not all streetworkers will come to the
position having professional experience; therefore, making sure they are trained and provided the
tools to be successful in their work will be important. Nonviolence and mediation trainings will be
crucial for the success of their work on the streets as well as for instilling a deeper understanding
of how gun violence and violence in general is detrimental to their communities. A restorative
justice training will be important for providing an understanding of the system of injustice that
they are working within and how non -punitive measures of help (as provided by streetworkers)
can change and save lives. Finally, creating the documents that will be used by the streetworkers
for paperwork and data collection will be necessary.
3. Hiring streetworkers: A job description will be created for streetworkers as well as hiring
guidelines for what qualities will be important to look for when hiring a streetworker. By the end
of Phase 1, the hiring process will be completed.
Phase 1 costs will consist primarily costs associated with resource'development and consultations to aid
in the resource development.
Phase H
Phase 11 will occur over a period of 2.5 years. The first 3 months will consist of finalizing the hiring of
the streetworkers and conducting an extensive training with them. The next 27 months will consist of full
implementation of the streetworker program as well as an evaluation period upon year 1 and year 2 of
completion.
1. Streetworlwr Training: As was mentioned in Phase I under resource development, the
streetworkers will go through 4 major trainings in nonviolence, mediation, restorative justice, and
a professional training. In addition to these major trainings, the trainings will be supplemented
with team -building exercises. These exercises will serve two purposes: (1) to help the
streetworkers create a cohesive, strong team that trusts one another, and (2) to provide the
streetworkers with hands on exercises they can use with groups of youth they may interact with in
the high schools or on the streets. Beyond the trainings, the streetworkers will also spend time in
the community getting introduced to partners in the police department, hospitals, schools, and
other community contacts.
2. Violent Crime Impact Outreach Unit (VCIOUIStreehvorker Outreach program): Initially, 4
streetworkers will be hired and will be assigned to cover one of four quadrants in ,South Bend. The
streetworkers will focus their outreach on parts of the city that have higher incidences of gun
violence. They will build relationships with youth in high schools and youth they meet on the
streets. Community contacts will be important places :For the streetworkers to begin. As the
streetworker builds relationships he/she will be present at shooting crime scenes, visiting victims
in the hospital, and canvassing the neighborhood after the shooting. The streetworker will also be
responsible for planning one anti -violence event in their target community every year. The
stxeetworkers' goal will be to spend approximately 60 percent of his or her time "interrupting"
existing conflicts, and 40 percent of his or her time fostering a culture of peace before conflicts
begin. A full evaluation will take place after the VCIOU has been in effect for 1 year. This
evaluation will inform planning for year 2 of full implementation.
Phase II costs will consist of materials needed for the trainings as well as outreach costs that the
streetworkers may incur when planning events. Additionally, the funding will cover the cost to hire 4 A&
time streetworkers.
Administration
The Violent Crime Impact Outreach Unit (VCIOU) will be supervised by Goodwill staff member Isaac
Hunt who will also supervise the street outreach workers. Ile will be responsible for supervising and
guiding the streetworkers in their work on the streets and in the community. Other members of SBGV1
will provide valuable insight and feedback throughout the process.
VCIOU Supervisor/Group Violence .Intervention Supervisor:Isaac Hunt Jr. works at the Goodwill
Industies of Miebiana as the Group Violence Resource Advocate for the South Bend Group Violence
Intervention Initiative. Isaac's current duties require him to coordinate and monitor services and referrals
for at -risk, gang -impacted, anal gang -involved youths and children in the South Bend Area.
South Bend Group Violence Committee Members:
Pete Buttigieg, Mayor City of South Bend
Virginia Calvin, African American Community .Fund Community Foundation of St. Joseph bounty
Jay Caponigro, Director, Community Engagement University of Notre Dame
David Capp, US District Attorney USAttorney Office
Debie Coble, President & CEO of Goodwill Industries ofMichiana
Lynn Coleman, Director of Trauma Unit of Memorial Hospital
Ken Cotter, Head Prosecutor of St Joseph County
Margo Demon.t, Executive Director, Community Health Enhancement Memorial Hospital
Arden Floran, VP of WorVorce Development, Goodwill .Industries of Michiana
Jim Fox, Probate Judge, St. Joseph County Juvenile Justice Center
Andre Gammage, Magistrate Judge, St Joseph County Circuit Court
Alberti Gutierrez, President & CEO, St. Joseph Regional Medical Center
Kenneth Hays, Supervisory Asst. US. Attorney, U.SAttorney's Office
Clifford Johnson, First Assistant U.S. Attorney, U.S. Attorney's Office
Rose Meissner, President, Community ,Foundation of St. Joseph County
Eddie Miller, Bishop, Faith Apostolic Temple
Peter Morgan, Executive Director, St. Joseph County Juvenile Justice Center
Gladys Muhammad, Associate Director, South Bend Heritage Foundation
Scott Ruszkowsld, Chief of Police, South Bend Police Department
Donald Schmid, Assistant U.S. Attorney, US Attorney's Office
Darren White, Associate Vice Chancellor, ZUSB South Bend Common Council
Dominic Zraltanski, South Bend Group Violence Intervention Operations Manager, South Bend Police
Department
Evaluation
The evaluation of the Violent Crime Impact Outreach Unit will involve pre- and post -implementation
surveys regarding community perceptions and knowledge of streetworkers. The surveys will be
administered to those in the community -at -large who reside in one of the four quadrants the streetworkers
are working in. The survey will be given out at the start of the VCIOU, after 1 year of full implementation
and again after year 2. It should be noted that the first year of full implementation will be from month 10
to month 22 of the 3 year (36 month) cycle and year 2 of implementation will be from month 22 to month
34. The surveys will be supplemented by interviews of community members in each of the four quadrants
the streetworkers are present in. Additionally, a compilation and analysis of data collected on streetworker
hospital visits, community outreach, and resolution of conflicts will be used for evaluation purposes.
Finally, statistics on overall gun violence will be collected and examined to determine if rates are
decreasing due to the efforts of the VCIOU in conjunction with the police department's VCIU and the
overall efforts of SBGVI. The evaluation will be conducted by in-house program staff so as to avoid the
cost of hiring an outside evaluator.
The Strategic Objectives and Indicators for evaluation include the following:
Strategic Objective 1: Gun violence rates are reduced in the communities the streetworkers work in.
• Indicator: Group/Gang Member Involved (GMI) shootings axe reduced by a total of 10% by the
end of the first year of implementation and a total of 25% by the end of the second year of
implementation
Strategic Objective 2: The community is aware of the streetworker program and understands their role.
• Indicator: 50% of community members served by the streetworkers are aware and understand the
role of the streetworker program by the end of the first year and 70% by the end of the second
year.
• Indicator: streetworkers are called by members of the community to intervene in or mediate
conflicts at least 15 tunes in the first year of implementation, 25 times in the second year.
Strategic Objective 3: Streetworkers are present and contributing to community cohesion.
• Indicator: Streetworkers are present at 65% of the locations of reported shootings in the first year
of implementation and 75% in the second year.
• Indicator: Streetworkers plan one community event is planned in each of the four regions annually.
• Indicator: Streetworkers visit 100% of shooting victims in the hospital.
• Indicator: Resource referrals are offered to 100% of group members and their associates that the
streetworkers interact with.
Sustainability
The creation of the Violent Crime Impact Outreach Unit will allow the Group Violence Initiative to expand
its impact on addressing gun violence in the community. The VCIOU will increase outreach to youth in
communities facing gun violence and will provide a safe presence in the community. It is important that
this program be sustainable beyond this grant. Having the VCIOU housed under Goodwill and as part of
SBGVI will help reduce some of the program startup costs, as there is a structure and space already in
place for this program to work out of. The three year time structure will allow time for effectiveness to be
observed and measured which will help in applying for future funding sources and with the success it is
possible that Goodwill would view the program as a valuable addition to their existing programs.
Additionally, once the initial resource development is completed, there will not be a significant cost
associated with yearly revisions.
OrEanizational Information
Goodwill was founded in 1902 in Boston by Rev. Edgar J. Helms, a Methodist minister and early social
-innovator. Goodwill strives to enhance the dignity and quality of life of individuals and families by helping
people reach their full potential through education, sldlls training and the power of work. Goodwill meets
the needs of all job seekers, including programs for youth, seniors, veterans, and people with disabilities,
criminal backgrounds and other specialized needs. In 2014, Goodwill helped more ,than 26.4 million
people train for careers in industries such as banking, IT and healthcare, to name a few — and get the
supporting services they needed to be successful — such as English language training, additional
education, or access to transportation and child care. to
The mission of Goodwill is to: strengthen communities by empowering individuals and families through
education, training and job placement. Goodwill gives individuals the tools they need to achieve their
employment goals.
What Goodwill does:
• Community Career Centers bring services to both individuals and business. We host job fairs
and hiring events for employers as well as assisting individuals in the job search process.
Resume writing, interview preparation, and development workshops are just a few of the free
services that are made available to the community.
a Goodwill Works opens a pathway to our complete employee development courses and work
experience. This service is open to anyone seeking personal development into the workforce.
Whether an individual has a gap in employment, little or no experience, or seeking to learn new
skills this program can benefit someone we all know. To join the program an individual can be
referred by a Community Career Center manager.
® Nurse Family Partnership pairs first-time parents to caring maternal and child health nurses
who deliver the support moms need to have a healthy pregnancy. Paired with a Case Manager,
Goodwill insures child medical care until age 2, and case management until age 5.
znd Chance At Work provides a fresh start for those who have been incarcerated. We believe
that anyone who wants to go to work deserves a chance, and we understand the challenges
people face when they are looking for employment. Whether an individual has been incarcerated,
is under employed or has been out of work, we are here to assist. With this in mind we offer
10 littp://www.goodwill,org-/about-tis-/
8
focused services for men, women and young adults who are committed to getting their lives back
on track.
Ability First services allow Goodwill staff to walls alongside individuals and employers as they
address the unique challenges of employment for persons with cognitive or physical barriers by
providing any needed job coaching, job training, advocacy or assistance with situations that may
arise in the new position. The length of -'personal assistance is dependent upon the needs of both
the individual and the employer.
Out of School Youth is provided through the Workforce Innovation and Opportunity Act
(WIOA). For youth ages 15-24, the program provides services beginning with career exploration
and guidance, continued support for educational attainment, opportunities for skills training in
in -demand industries and occupations, and culminating with a good job along a career pathway.
9 The South Bend Group Violence Intervention (SBGVI) unites community leaders around a
common goal: to stop gun violence and keep South Bend's highest risk citizens alive and out of
prison. SBGVI is a partnership among 30 community leaders from lave enforcement,
government, education, civil service, health-care and faith -based agencies. Based on a proven
model developed by David M. Kennedy External Link, director of the National Network for Safe
Communities External Link at John Jay College of Criminal.Justice, SBGVI advocates direct,
sustained engagement with street groups that cause the majority of South Bend's gun violence.
The strategy empowers community members to set clear moral standards against violence in
their communities and reclaim a voice in the way they want to live. It coordinates the efforts of
local, state and federal law enforcement to focus crime prevention efforts on the groups most
associated with gun violence. SBGVI also draws on the expertise of social service providers to
offer group members a path away from violence,
Dire to Goodwill's mission and vision of giving back to the community and providing second chances,
they were an ideal organization to house SBGVI and will be instrumental in leading the creation of the
VCIOU. SBGVI has already had an impact on reducing rates of group member involved violence and
the VCIOU will be an additional strategy to further decrease these rates and increase com mw ity
cohesion.
Conclusion
The Group Violence Initiative (GVI) has been successful in many cities around the country, including in
South Bend. SBGVI has made promising strides in reducing gun violence rates in South Bend and has
established a strong partnership between the South Bend Police Depaitnnent and Goodwill's social
services department. A missing component of the SBGVI in South Bend is a streetworker outreach
component. While the police are taking steps to be more visible in the communities most affected by gun
violence, there is a critical need for non -law enforcement members of the community to be present in
these communities. The extant literature demonstrates the effectiveness of street outreach programs in
reducing violence. While SBGVI has been a positive start to reducing gun violence rates in South Bend,
more needs to be done. The next step in this effort in South Bend will be through the creation the Violent
Crime Impact Outreach Unit (VCIOU).
9
The VCIOU will fill a critical gap in current outreach efforts. The streetworkers will be a visible force in
the communities they serve in, promoting nonviolence, mediating conflicts, connecting individuals to
resources, and providing support for victims of gun violence. Through this unit, SBGVI will be able to
widen its outreach and work directly with those affeeted by gun violence in the community. South Bend
is already becoming a model of success for GVl implementation, due to its effective implementation and
solid partnership with social services and the South Bend Police Department. This strong partnership and
history of success, will provide a firm foundation for the VCIOU to flourish.
10
BOARD OF PUBLIC WORKS
AGENDA ITEM REVIEW REQUEST FORM
Date 1/2/2018
Name Suzanna FritKberg Department Mayor's Office
BPW Date 1/9/2018 Phone Extension 5818
Legal Attorney Name Benjamin Dougherty
Controller review is required for all Contracts $5,000.00 or more
Controller Z and greater than one year in length per the City Purchasing
Policy
Purchasing Z
ZJ
Agreement
H Contract
Ll Proposal LI Addendum
F-1
Professional Services
F-1 Amendment
F-1 Bid Opening
F] Bid Award
El Req. to Advertise El Title Sheet
❑ Quote Opening
❑
Quote Award
❑
Chg Order No.
C/O & PCA No.
F] PCA
El
Ease./Encroach.
F-I'Traffic
Control
EJ Resolution
n
Other:
n
Claim
Company or Vendor Name
New Vendor
MBENVBE Contractor
Project Name
Project Number
Funding Source
Account No.
Amount
Terms of Contract
Goodwill Industries of Michiana
R Yes El If Yes, Approved by Purchasing
R No
F1 MBE Completed E-Verify Form Attached El Yes
F-1 WBE No
Street Outreach Team Fundina
N/A
COIT
404-0801-421.31-15
$390,000
See attached
Purpose/Description Provide funding to Goodwill Industries of Michiana to administer a
street outreach team that will support the Group Violence
Intervention, The program ropos,al was presented to the Council
by Goodwill as art of 2018 budget process. The Outreach
Team will support the goal of reducing gun violence in South!
Bend by working directly with at -risk residents. The $,390,000 is to
be disbursed over three years ($130,0001year, subject to review
Amount of F] increase $
EJ Decrease $
Previous Amount
Current Percent of Change:
New Amount
Total Percent of Change:
Time Extension:
Dispersal After Approval