Design and Communications Public Policy Program to Improve the SFPD (San Francisco Police Department) public image and vechicle safety. Management Consulting presentation, by Roger Bazeley, M.S.T.M., M.S.I.D., C.T.S. M.

1. Public Safety Improvement Project
SFPD – San Francisco Police
DesignStrategy-USA
Roger- McKean Bazeley
M.S.T.M., M.S.I.D., IDSA
Industrial Designer Marketing Consultant
Public Safety/EMS, School Safety, Transportation/Traffic
and Pedestrian Safety

2. DesignStrategy-USA: Experience
Roger-McKean Bazeley-Director
Marketing Communications - Industrial
Design Consultant
30 Years of International Design
Experience – MarCom, ID, CI, Arch.
Developed over $2.5 Billion in
profitable new products and expanded
worldwide markets by launching over
2,000 new products, MarCom/Advertising
Programs
Projects Included: NYPD Identity
Program, NYC MTA MarCom Program,
Pan Am, Atlantic Avenue NYC Urban
Renewal Projects, The School Traffic and
Pedestrian Safety Improvement Project –
SF/PTA Director 1994-2003

3. Industrial Design Professional

4. NYC - Urban + Public Safety Design

5. NYFD – Design Concepts

6. NYC – MTA Transportation Concepts

7. Corporate Identity
Lexington Marine Transport, Charter Bank, Pan Am, NART MTA

8. NYPD: Identity + Safety Program

9. SCHOOL TRAFFIC AND PEDESTRIAN SAFETY IMPROVEMENT
PROJECT – SAN FRANCISCO

10. San Francisco – Our Community
Growth, Change, Transition, and Renewal

11. Seniors, children, workers, minorities, and visitors
make-up San Francisco’s diverse community

12. What is our Image?
How does the public view the SFPD?
How do we view ourselves?
What are our defined duties and priorities?
What is our community relationship?
How is our past image defined?
How is our present Image defined?
What goals are key for self renewal?

13. REACTION +PERCEPTION=RESPONSE

14. SFPD - Bad Press/Publicity

15. SFPD - Satire and Ridicule 2003

16. NYPD - Satire and Ridicule 70’s

17. Children’s Perception K-5 NYC

18. “SFPD must have the will to change.”

19. SFPD Vehicle Design – Visibility Hazard

20. Community Relations
And Concern

21. WAR PROTEST – 2/2003 SF

22. San Francisco 2003 - 2004
Civil Disorder = Law and Order Issues

23. SFPD – Crowd Control-Protest

24. SFPD Public School Relations
Thurgood Marshall HS – SFUSD School
Disturbance/Incident
October 11, 2002 Incident Created a rift in community relations
Stakeholders comprised of Police, Community Leaders,
Parents, Students, Teachers, SFUSD Administrators met to
identify causes and issues in “lack of communications and
physical altercations between students and responding Police
units and Sheriff riot squad interaction.
SFUSD/Community Task force Inquiry addressed Four Key
Areas of issues and recommendations
School Site and School Site Safety Plan
School Climate
Communication with Police
Police Conduct-Response

25. Thurgood Marshall HS
Community Task Force - Recommendations
School Climate
Thurgood Marshall School community was struggling with issues that
included a new administration, academic issues and a lack of student
discipline.
Recommendations: New Communications methodology and channels
between district administration, teachers, parents, and students. New
Performance, accountability, community support standards/policy and
defining student school rules, expectations, and consistent rule
enforcement.
School Site Response
Failure of Communication and lack of a SFUSD safety plan
Recommendations: Create School safety plan and training to address
emergency response and creating a safe learning environment.

26. Thurgood Marshall HS
Community Task Force - Recommendations
SFUSD and SFPD Communications
Thurgood Marshall School community concluded that there was a massive
failure of communication, response policy, and coordination between district
staff and SFPD officers
Recommendations: New Communications methodology and channels
between district administration and the SFPD
Re-evaluate and define SFUSD relationship to the SFPD in relationship to
emergency response and School Resource Officer program
Police Conduct
School Community alleged incidents of SFPD officers brandishing of a
weapon, use of batons, hitting, pushing, kicking and use of profanity or slurs
Recommendations: Protocol for Police conduct on school campus be
developed
Training for police and school personnel-Procedures, Student Rights
Positive methodology/activities for mending Student and Police relationship

27. Community Youth needs Mentoring

28. K-12 School Children Safety and Accident Concerns

29. Children 5-12 Highest Injury/fatality rates-PSA

30. Elizabeth Dominquez 4 Years Old
Buena Vista Elementary School Student

31. Memorial School Safety Pedestrian March
For Elizabeth Dominquez, age 4 - 2/11/2003 Fatally Struck By Vehicle

32. Vulnerable Populations: School Children, Seniors, the Disabled

33. Community Memorial Safety March
and Protest – Potrero Ave. & 24th St.

34. Parents/PTA/Community Ask San Francisco for Traffic
and Pedestrian Safety Improvements

35. Community, Parents, and PTA Request PED Safety
Improvements including:
Install new pedestrian count down crossing signals
Intersection Crosswalk of Potrero & 24th Street to be remarked and
designated as a school safe route YELLOW LADDER style crosswalk
Red Light Runner Camera to aid in enforcement/motorist behavior
modification
Restriction on cross traffic turns at specific times
Retiming of Intersection signals to allow adequate crossing time
Adult DPT Crossing Guards at 24th and 25th Streets due to hazard
presented by traffic speeds and volumes to Elementary School Children
Replace older School Zone and Pedestrian Warning signs with (FYG)
Fluorescent yellow green/DOT signs to increase motorist awareness
Re-mark non school crosswalks along Potrero Avenue corridor especially
opposite General Hospital with White PED LADDER Crosswalks
Increase SFPD traffic unit and radar enforcement
Establish 4 Way Stop at Utah and 24th Street adjacent to hospital garage
Modernization of Potrero Avenue and its signals and intersections with
turn lanes pockets and signal heads with turn indicators

36. Project Benefits: SAFE STREETS
12/12/2008 36

37. Our Children need Protection
+ Safety Educational Outreach
Drug Abuse Resistance
Education Program
Pedestrian Safety SFDPH –School PSA Poster

38. SFPD - Public Image
Minority Community Complaints
Inflexible and rigid in response
Diversity and cultural respect issues
Military law enforcement response
instead of public safety approach
Negative public response to methods
Aggressive heavy handed – not friendly
Unsafe vehicle pursuits – accidents

39. Community Policing – Public Safety
Community policing means revitalizing goals and priorities aligned with
community needs
The SFPD can not accomplish this alone in its reconstruction
This means reinventing the way all city agencies, community members,
policy makers, and the police work with each other
Everyone must share the responsibility for the safety and well being of
our neighborhoods
Solving crimes is and will continue to be an essential element
Prevention of crime from the start is the most effective way to create a
safer City environment for ourselves, our families, and our neighbors.
Achieving our strategic goal of an improved quality of life in our
neighborhoods must go beyond the search for a new policing strategy
As modern urban life becomes more challenging and complex so does
the role of police officers and the demands upon the command
structure

40. The Rationale For Change
The causes of crime in society are increasingly are more complicated
Changing demographics
Shifting economic base
Deterioration of public school funding and educational safety net
The breakdown of the family structure
Chronic drug and alcohol abuse
Racial tensions with multicultural issues and fragmenting politics
Rising Domestic and International terrorism and related issues
Deteriorating economy, state and local budget deficits, and revenue
short-falls as in California's in excess of $38 Billion Dollar deficit
Cut backs in health and social economic assistances and services
These and other issues all contribute to increased crime rates and
growing sense of fear and disorder in neighborhoods

41. SFPD – Ranks Poorly in Crime Solving Statistics
Murders Solved
San Francisco 50%
Baltimore 51%
Chicago 52%
Los Angeles 52%
Boston 54%
Columbus 54% FBI and Police Data – Chronicle
San Diego 64% 1997 – 2001 Murder By ethnicity
Jacksonville 64% African American -- 53 solved 80
Dallas 65% Unsolved
Memphis 65% Asian/Pacific Islander-- 21 Solved 25
Unsolved
San Antonio 67%
White -- 45 Solved 30 Unsolved
Houston 67%
Latino -- 21 Solved 24 Unsolved
Austin 70%
American Indian -- 1 Unsolved
San Jose 70%
Philadelphia 71%
Pedestrian Fatalities 19 (2001) – 18
(2002)
Indianapolis 78%
New York 79% Traffic and PEDS 37 (2001) – 32
Milwaukee 84% (2002) Down 13.51%

42. Community Public Safety
Solving crimes is an essential part of law enforcement
Preventing crime is the most effective way to create a safer
environment for ourselves, our families, and our neighbors
Achieving our strategic goals of an improved quality of life in our
neighborhoods must go beyond the search for a new policing
strategy
As modern urban life becomes more challenging and more
complex so does our public safety role as police officers
We must seek out new ways for citizens and our government to
work in partnership toward solving the range of difficult and
constantly changing problems that effect our entire community
Together as community partners we can make a difference in
improving San Francisco’s public safety and the quality of life

43. “It takes a Community Policing approach
and Community Partnership to stop crime.”

44. SFPD – Limitations of Traditional Policing
Past decades of nationwide public concern over police internal
management discipline policies, accusations of police
corruption, and undue political influence and city hall control on
police departments resulted in random preventive patrols, rapid
response calls for service, sophisticated 911 communication
systems, and better crime investigation methods and
procedures --- have succeeded in making law enforcement
more professional and respected.
Police operational innovations, organizational restructure along
the lines of meeting community needs, and higher police officer
requirements with broader training in community socio-cultural
diversity issues, and innovation in community involvement can
have a lasting positive impact on Police Department culture and
employee esprit de corps.

45. SFPD Community Participation and
Outreach to improve relations
Identifying the nature and extent of the problem promptly
Documenting best practice solutions and methods
Soliciting community ideas about what approaches the police
command staff should embrace to evolve effective outreach
and implement community safety and service solutions
Implementing open dialogue and town hall meetings where the
community can fully participate and develop partnership trust
Determining how terminology and semantics effect or hinder
the problem solving process between the SFPD and diverse
community groups and safety stakeholders
Defining clearly the roles and parameters needed to improve
relations between the SFPD and minority communities or
communities of cultural and lifestyle diversity.

46. Chinese New Year
SFPD Community Participation + Partnership

47. Minority Community Outreach =
One on One to Gain Youth Involvement

48. Reaching Consensus
The SFPD needs to balance effective crime control strategies with an equal
appreciation of how citizens are treated.
Reducing crime cannot be accomplished at the expense of losing the trust
and active participation of any of our community partners.
MAIN CONCERNS:
Lack of Communication is identified by community leaders and the SFPD
as a major source of tension.
Lack of mutual Respect for people as human beings-is expressed by
members of the minority communities.
SFPD Accountability for internal disciplinary issues cited as unresponsive
to community complaints.
Minority community youth and residents need to alter their attitudes to feel
a Freedom from Fear of the Police, which drives social and cultural wedge
between police and neighborhood residents and creates an unacceptable
“us vs. them” environment.
The need for strengthening Trust between SFPD Police Officers by the
community feeling a commitment to working in partnership with them.

49. SFPD – The Widening Budget Gap
The current city and state budget deficit will continue to negatively
strain and challenge crime-fighting abilities, and public safety projects
City budget reductions in family social services, children and family
medical and mental health programs along with problems of drug
abuse, drop-outs and educational program cuts, along with societal
rage and violence have grown more serious, complex, and costly to
mitigate.
The funding and revenue resources have not kept pace with the
demand and city’s changing needs
Federal and state support for a range of social services that directly
impact crime and neighborhoods have been drastically reduced
Local government has been left to absorb more of the financial burden
San Francisco is faced with a widening gap between citizen demands
and government resources

50. NYPD - An Urban Emergency Communications GAP
Police Chief Magazine 1974 – Roger-McKean Bazeley

51. An Urban Emergency Communications GAP – Con.

52. Lessons Learned and Shared
Citizen fear and not just index crime rates are important in measuring
neighborhood safety and public satisfaction wit the police.
Limitations of preventive patrol by sticking to the patrol car as a linchpin
of the traditional model
Limitations of rapid response calls for service is most effected by the
speed in which a victim or witness contacts the police
Citizen information, as much as forensic technology, is key to
identifying offenders and solving crime
Continuing to arrest and incarcerate offenders has little deterrent effect
in the long term as half were repeat offenders
Forced-isolation of the Police from the community by the traditional
Policing model of increased service call demand with technology
reliance cuts the Police off from the one on one and community input
and interaction of the community foot patrol or ‘beat officer’ creating the
metaphor the “thin blue line” of community oriented policing

53. SFPD-Role of the Community
Commitment to establish a relationship between community and the SFPD that will
breakdown long-standing barriers, reduce community tensions, open-up channels of
information and provide meaningful opportunities for collaboration
All levels of operation and command management must see community outreach as a
vital ongoing element of their job
The community partnership can not be a superficial one – but instead seek input from
the different communities and areas of the city we serve in setting priorities and
implementing public safety and crime prevention strategies
The key goal of partnership must go beyond the issues of crime and encompass the
common goal of making San Francisco a better and safer city.
Our community based strategy must not become a forum for promoting a particular
group to the exclusion of others, or those without voice.
Special Interest group agenda promotion will only polarize and isolate other community
stakeholders and organizations creating further distrust, strife, and non-participation in
public safety issues and solutions.
Experienced community members and well trained Police need to effectively create
oversight to monitor and modify this type of self defeating behavior.

54. Strategic Vision for the Future
Neighborhood Strength: Back to the Grassroots
San Francisco needs a collective intolerance for those conditions and
behaviors that undermine our strength and our very soul – an
intolerance not only for crime and violence, but for neighborhood decay,
open defiance of the laws of society and San Francisco, and other
dangerous conditions of hate crimes and domestic violence.
Collective intolerance requires the moral commitment of the community
and government working together as partners and a team
The creation of strong and safe neighborhoods requires more than the
creation of another government agency, level of management, or
program
People see through—another box on the organization chart giving the
false appearance that “something” is being done to solve the problem
often in a reactive, expensive, and non-sustainable methodology rather
than addressing the underlying problems that erode neighborhoods

55. San Francisco is at a Critical Crossroad
SFPD resources have been stretched by overwhelming service calls
The budget strains on the budgets of not only the SFPD, but also fire/EMS
services. Hospitals, schools, parks, streets, sanitation, public
transportation and other city services has only exacerbate the already
dangerous conditions of urban crime, disorder, and neighborhood fear.
The present and past option to maintain the status quo and hope for
economic improvement is rapidly disappearing
The preferred path is to better manage the changes that effect use and
develop a more effective strategy to solving the problems facing the City,
the Police Department, and most importantly the citizen’s we serve
The new strategy must go beyond the limitations of traditional policing.
SFPD needs to expand capacity to control and prevent crime through the
results of our work and task management in a united effort to make a
positive difference in the lives of all San Franciscans.

56. SFPD - Our Positive Self View
To protect and to serve the people
Striving for constant community outreach
A family of Police Officers-proud to serve
San Francisco’s finest
Striving to build internal and external trust
Law enforcement Career
To reduce and investigate criminal behavior
and unsafe driving/accidents

57. A Positive Self Image

58. SFPD Renewal Goals
Building Trust
Community Partnership
Public Safety Priority
Service to Community
Public Safety
Protection from Crime
Equality in Treatment
Cultural and Diversity
Sensitivity

59. SFPD – A Smarter Way of Policing
Policing continues to be a dynamic interactive profession with
yesterday’s methodology becoming today’s challenges
The growing separation between Police and the people they serve
Technology becoming the master of an officer’s time and priorities
Unacceptably high crime rate and low crime solving percentages
Growing fear and disorder in minority neighborhoods
The changes needed must be fundamental and sweeping
These changes will envision a Smarter way of policing
A growing realization that law enforcement is just one of several means for
the police serving the community in crime control responsibility
Conflict resolution, order maintenance, problem solving, community
involvement/empowerment (CAC’s), and city agency/departments
interactivity are key in impacting crime as well as address the conditions
contributing to unacceptable levels of neighborhood fear and disorder

60. The NEW SFPD Image
Public Safety Priority
Service and Protection to all citizens
A Community Partner – our customers
Respect for Cultural and Ethnic Diversity
Equality in treatment and access to Police
The “Fine Blue Line” of building TRUST
Modern Technology - Communications
Service diversity EMS, Rescue, Traffic, Law

61. SFPD + Self Renewal =
Safety Service Equality

62. The SFPD – Can Be a Catalyst for Change
“Mobilizing Resources To Get the Job Done”
Public safety provides the necessary anchor for strong
neighborhoods and families, safe schools, healthy business
environment, and a safe cultural climate for community growth
SFPD – has knowledge, experience, community presence, energy
and resources to address community problems by encouraging
government agencies, community institutions to be involved
Implementation of a new identity, image, and incorporating the
principals of responsive customer service, problem solving,
prevention, and shared responsibility and accountability by all
partners to sustain critical community involvement and cohesion
Reinventing the San Francisco Police Department in methodology,
strategic community involvement and crime prevention is needed
as a wholesale transformation in procedures and community
perception

63. SFPD – Community Goals

64. Reinventing the SFPD
Change from a largely centralized, incident driven crime suppression
agency to one that is a more decentralized customer driven
organization dedicated to solving problems, preventing crime, and
improving the quality of life throughout San Francisco
A major shift is needed in the way of thinking, behaving, and believing
internally and externally through refocusing the department command
and employees and how members of the community at large, view the
world and SFPD’s role and mission or place within the community
SFPD needs to fully embrace the commitment to protect the lives,
property and rights of all people, to maintain order and enforce the law
with impartiality and insuring equality and maintaining the highest
degree of ethical behavior and professional conduct at all times.

65. SFPD – Officer and Employee Excellence
SFPD – must do more to empower it's own employees
Beat officers should have the opportunity and power to identify and
prioritize problems and decisions in their solution
Supervisors should have the chance to be the mentors and motivators
Command staff should have true operational and organizational for
proposing, defining, and managing change through out the organization
and not just in their own areas of specialty
Create values that emphasis individual creativity , initiative, and ingenuity
at all department and staffing levels
Tap a broader recruitment base of people skilled in problem solving
concepts and team building
Hire highly trained and motivated civilian personnel who believe in the
SFPD’s revitalized mission and can contribute to it
Organizational unity through change by growing member respect for one
another and sharing information as team participants and members

66. Guiding Principals for Change
Organizational culture must be redefined to emphasize and reward
organizational and individual behavior that makes a real difference in
crime reduction and solving neighborhood problems
Results, and not activities is the essence of measurement
Crime control and prevention must be dual parts of the mission
Solving crimes is essential, but prevention is key for increasing safety
The principals of customer service and problem solving must be
incorporated into all organizational entities in a unified clear manner
The SFPD command structure must reinforce integrity and ethical
behavior among department members—ethics and integrity are key in
building community trust perception of the SFPD
Isolation between SFPD and the community must be broken down by
shared responsibility, shared involvement in the policy decision
process, and open constructive two way communications

67. SFPD – 911 Response
Standards for responding to Calls for Service
SFPD – will respond to life-threatening emergencies as quickly as
possible and in sufficient numbers of people to ensure the safety of
the public and our own members—(Visible Safe Emergency Vehicles a
Key Component)
The SFPD – will increase the amount of time for proactive policing
activities within beats and neighborhoods
The SFPD – will respond to each 911 request with the most
appropriate service, whether that be personal, telephonic, or police
response, or through another government or community based
agency
A uniformed patrol unit will be be dispatched to the scene of a 911
when the presence of a police officer will solve the problem
The public must recognize that the uniformed patrol force cannot be
effective if totally consumed with responding to 911 calls, and still
maintain proactively in crime prevention and solving community
safety problems

68. SFPD – Training + Self Education
The ability to adapt to change is essential to the survival of
any organization.
Effective training is the most efficient way to institutionalize
this flexibility.
Positive organizational values, policies, and procedures are
communicated, reinforced, and improved through training.
Shortchanging our commitment to training is unacceptable.
New tools and retooling through training to empower with
the skills that will be critical to future success.
Critical Skills to insure this success include:
communications, team building, problem solving,
community outreach, and leadership.

69. SFPD – Employee and Team Discipline
DISCIPLINE has never been synonymous with punishment
Discipline has both positive and negative aspects that go far beyond punishment
Intentional violations differ from the mistakes unintentionally made in solving
problems or serving the community which are corrected through training,
counseling, and management.
EMPLOYEE MORALE is a true indicator of organizational quality and strength
and resulting teamwork flexibility.
PERFORMANCE EVALUATION and ACCOUNTABILITY go hand in hand
and need to be retooled and reevaluated both qualitatively and quantitatively.
RECRUITMENT needs youth and experienced people that possess those key
skills of creativity, self-motivation, analytical abilities cultural awareness,
communications proficiency, technical skills, and moral integrity that are
compatible with the renewed SFPD strategy.
CAREER DEVELOPMENT needs the commitment to recruit the best and give
them the decision-making authority and tools to reach full potential and get
the job done. Career advancement must be rewarded on performance results,
dedication and communications abilities in dealing with internal and external
conditions in solving public safety problems and not politically driven.

70. SFPD – Other Key Areas of Concern
USE OF TECHNOLOGY - New technology must be properly integrated
with a new SFPD strategic plan and mission that supports the crime
reduction and prevention capacity and strengthens community
partnership and emergency response.
RULE and REGULATIONS – SFPD’s entire system of orders, notices,
policies and directives must be brought in line with our new strategic
direction as a value driven approach with accountability.
RESOURCE ALLOCATION needs to be based on objective criteria and
internal and external community needs with mutual accountability
BUDGETING must be structured to enhance and sustain the
achievement of the new strategic plans goals and mission and not the
perpetuation of existing bureaucracies or ineffective methodology with
a more decentralized approach.
INFORMATION SHARING must be meaningful and accessible to all
partners in solving and preventing crime and promoting community
public safety.

71. SFPD Command Staff + Emblems

72. SFPD - Vehicle Fleet Photo Audit

73. SFPD – Fleet Vehicles

74. SFPD – Fleet Vehicles

75. SFPD – ON CALL+SFFD EMS

76. SFPD Vehicle Fleet Reliability and Safety Issues
Patrol Car- Mech. Defects News

77. CHP Black + White Traffic Unit
Low Visibility – Night/Low Light

78. NEW NYPD-Patrol Car: Blue + White
3M Reflective Decals/Stripe 1972-97
Design: DesignStrategy-USA, Roger Bazeley
NYPD Vehicle Fleet Graphics, Light Rack

79. NYPD-Vehicle Safety Design
Reflective 3M Decals + New Emergency Light Racks
Concept to Implementation

80. NYPD – Police Vehicle 1972-97

81. NYC – Implemented City Public Safety - 74

82. NYPD – Vehicle Fleet
Before and After New Design 1974

83. NYPD Blue – Vehicle Fleet
Fleet Graphic Design 25 Years usage before New
2000 Blue Graphics on White Format

84. NYPD - Emergency Service + Aviation Units

85. NYPD - Modified Decals 1995
Blue + White Traffic Unit

86. NYPD-Blue + White Fleet

87. NYPD 2000 Traffic Unit
All White Body + Blue reflective Decals

88. NYPD – White Vehicles + Blue
Reflective Decals and Markings

89. NYPD-2004 NYC Night & Day

90. NYPD – Operations, Mobile-HQ
2004 Urban Security Alert

91. Police Fleets: White + Color Graphics Trend
UK
London
Metro
POLICE
CHICAGO POLICE
New York Police Department

92. Boston, Wash DC, Philadelphia
2004 East Coast Photo
Audit

93. Generic POLICE Decal Kits

94. UK - London Metro Police

95. UK – Police EMS - Response

96. UK Police Vehicles – Safety Graphics

97. UK – High Visibility Graphics
Stratford Upon Avon-Cotswold's
County/Town Police

98. SFPD – Image Renewal Elements
SFPD
Safety – Service – Equality
POLICE

99. SFPD – Patrol Car Concept

100. SFPD – Vehicle Concepts

101. SFPD – Vehicle Concepts

102. SFPD – Low Night Visibility
MUNI Cable Car and Taxi Accident – 5/10/2003 California/Leavenworth 8 PM

103. SFPD – Mobile Command 2

104. SFPD – Existing vs. New Application

105. SFPD – Car Design Strengths
Visually Safer Night and Day – Intersections – 911 Runs
Renewed Image and Identity – Phoenix Symbol of Renewal
SFPD Community Public Safety Mission Slogan
SAFETY – SERVICE – EQUALITY
Communications Clarity In Messaging – Public Safety/Emergency Priority
3M Reflective Yellow Safety Stripe, Red Emergency Accent – Safety Look
Police Blue the – Positive Color – “Fine Blue Line”
International Color for Police