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20201
DEPARMENT OF HEALTH & HUMAN SERVICES
Office of the Secretary
Office of Assistant Secretary
for Planning and Evaluation
(Human Services Policy)
Washington, D.C. 20201
:
May 13, 1997
Elena,
When I saw you last I mentioned that HHS was
involved with a National Academy of Science
Project around the science of Early Childhood
Development as one follow-up activity to the
White House Conference. Here is a copy of
the invitation material we sent out.
Ann Rosewater
CC: Jenk K
Nicole R
(+returu)
DEPARTMENT OF HEALTH & HUMAN SERVICES
Office of the Secretary
Washington, DC 20201
May 8. 1997
Ms. Deanna Gomby
Director of Research and Grants. Child Development
Center for the Future of Children,
The David and Lucile Packard Foundation
300 Second Street
Suite 102
Los Altos, CA 94022
Dear Ms. Gomby:
We are writing to invite you to a half-day meeting at the National Academy of Sciences to
discuss support for a major new study focused on Integrating the Science of Early Childhood
Development (see attached prospectus). The study has been developed by the Board on
Children, Youth, and Families, which is poised to initiate the study as soon as sufficient funds
are received. The purpose of this meeting is to inform you about the goals and plan of work for
this study and to learn about your possible interest in joining us as a funder.
The meeting will take place from 1:00 - 4:00 p.m. on June 3, 1997 in Room 130 of the Green
Building (2001 Wisconsin Ave.) of the National Academy of Sciences in Washington, D.C.
This is an opportune moment to define the basic science of early childhood development and to
identify its implications for parents and professionals who are responsible for the care and
rearing of young children. A national poll released just last month revealed that parents are
unsure about what they should be doing to promote healthy emotional, social, and intellectual
development. In the wake of widespread national attention to new research on early neurological
development, it is critical that this evidence be placed in the context of other research on the
cognitive-linguistic and social-emotional development of young children, as well as into the
context of later development. The implications of this research for parenting education, early
intervention, professional training, and standards of practice across a range of early childhood
services must also be carefully and clearly articulated.
The Board's study will accomplish these tasks. Specifically it aims to:
(1)
define the scientific knowledge base for understanding child development in the infant,
toddler, and preschool years (ages 0 to 5), including neurobiology, cognitive-linguistic
development, and social-emotional competence;
(2)
delineate the implications of this knowledge for public education efforts focused on
parenting and informal family support, as well as for professional development and
practice; and
(3)
develop an integrated research agenda to advance both the basic science of early
childhood and the applied science of health promotion and developmental facilitation for
young children.
At the meeting, Jack Shonkoff, vice-chair of the Board and author of the study proposal, will
discuss the study. Deborah Phillips, director of the Board, will describe how studies of this
nature are accomplished at the Academy. We will then discuss our specific interests in this
study, followed by ample time for you to ask questions and to explore your possible interest in
the study. Jack and Deborah are particularly interested in hearing about the issues that you
would most like to see addressed in the study and the audiences that you would want to have
kept in mind as the study proceeds.
Please let us know if you can attend the meeting by calling Drusilla Barnes at (202) 332-3829 no
later than May 26th. We hope to see you in early June.
Warm regards,
Duaue Alexander
Ann Rosewater
Duane Alexander
Deputy Assistant Secretary
Director
for Human Services Policy
National Institute of Child Health and
Human Development
cc:
Jack Shonkoff
Deborah Phillips
Enclosure
PROSPECTUS
Committee on Integrating the Science of Early Childhood Development
Board on Children, Youth, and Families
Commission on Behavioral and Social Sciences and Education
National Research Council
and
Institute of Medicine
Contact:
Deborah Phillips, Ph.D.
Director
Board on Children, Youth, and Families
2101 Constitution Avenue, N.W.
Washington, D.C. 20418
(202) 334-1935
[email protected]
Project Summary
The Board on Children, Youth, and Families proposes to conduct a study to define
the basic science of early childhood development and to identify its implications for
individuals (parents and professionals) and institutions responsible for the care and rearing of
young children ages 0 to 5. The overarching goal of this project is to guide efforts to
promote child health and development in the first five years of life. The aims of the study
are to:
(1)
define the scientific knowledge base for understanding child development in
the infant, toddler, and preschool years, including the underlying neurobiology of
development, cognitive-linguistic development, and social-emotional competence.
(2)
delineate the implications of this knowledge for (a) public education efforts
focused on parenting and informal family support, (b) organized programs and systems that
provide early childhood intervention and formal family support, and (c) professional training
and development, as well as for standards of practice, and
(3)
develop an integrated research agenda to advance both the basic science of
early childhood and the applied science of health promotion and developmental
facilitation for young children.
The Board will appoint a study committee of up to 12 members from relevant
disciplines and practitioner communities who will meet 6 times over the course of the 24-
month study. The committee will analyze the relevant empirical and theoretical literature on
the development of human competence in the first five years of life, as well as study its
utility for parenting and for a wide range of early childhood services. Guidelines will then
be developed for the application of this knowledge base to broad-based public education
efforts and to the design and evaluation of the next generation of early childhood programs.
The current knowledge base will also provide a point of departure for identifying promising
next steps for both basic and applied research on early child development.
2
Origin and Background
The science of early childhood development has grown considerably over the past
several decades. This continually expanding knowledge base is informed by a rich diversity
of disciplines, including developmental psychology, psycholinguistics, anthropology,
psychiatry, and neurobiology. Although much of our current understanding of the early
roots of human competence is derived from the social sciences, a recent surge of interest in
the biology of brain development, and the extent to which it is influenced by individual
experience, has underscored the need for a thoughtful, cross-disciplinary assessment of what
we know and of how to apply that knowledge constructively to promote human well-being.
Within this context, questions about the concepts of neuroplasticity, "experience-
expectant" (i.e., universal) and "experience-dependent" (i.e., affected by individual
differences) neural networks, and sensitive versus critical periods in the domains of
cognitive-linguistic and social-emotional development are particularly compelling, and have
important implications for policy decisions regarding the provision of early preventive
services for young children. Are there windows of opportunity when particular experiences
are necessary for optimal development? What are these experiences and, if missed, can
compensatory actions be effective later in life? What are the cumulative impacts of varying
experiences over the first few years of life? What are the implications for later
development?
The dissemination of our growing knowledge has extended beyond academia to the
general public, where its application to the tasks of child rearing has been facilitated by the
proliferation of a diversity of educational materials, including parenting and "women's"
magazines, television and radio talk shows, and a range of popular books authored by
respected authorities such as Brazelton, Leach, and Spock. The consequences of this
knowledge explosion include greater public awareness of the importance of the early years,
increased interest in integrated, family-centered support services, and thoughtful concern
about the degree to which misuse of available knowledge can lead to unnecessary elevations
in parental anxiety.
Beyond the basic care and protection provided by parents and other primary
caregivers, formal services designed to promote the health and development of young
children and their families in the United States are widespread and expanding. Although they
draw upon a common knowledge base, these services have evolved within a highly
fragmented infrastructure of categorical programs embedded in a broad array of public and
private systems (Shonkoff & Meisels, 1990). Examples of these separate service streams
include: (1) health promotion and primary medical care for all children, (2) child care for
children of working parents, (3) preventive intervention and family support for children
living under conditions of poverty and/or social disadvantage, (4) therapeutic/educational
interventions and family support for children with developmental delays or diagnosed
disabilities, and (5) specialized mental health services for a wide variety of clinical conditions
including child physical, emotional, or sexual abuse, child neglect, maternal
3
psychopathology, and maternal substance abuse.
Despite their long-standing tradition of independent operation, all human service
systems designed to serve young children and their families currently face growing demands
for greater integration and a recognition of the need to define best practices in order to guide
the allocation of finite public resources. These pressures, in turn, have underscored the need
for a strong, unified knowledge base about the fundamental developmental tasks and needs of
young children to guide the design and delivery of new service initiatives, training and
professional development, and standards of practice.
The current knowledge that is available to guide both parenting and professional
practice within early childhood service programs is derived from three sources: (1)
developmental theory, (2) empirical data, and (3) professional experience. Although there is
lively debate among those who bring the perspectives of different parenting and service
experiences, a core set of theoretical and empirically-validated principles can be identified
that could support a common framework for public education programs for all parents as
well as for the development of more integrated early childhood services for selected family
subgroups. The following three core principles, for example, are firmly grounded in
developmental theory:
(1)
The process of human development is fundamentally transactional in nature;
i.e., individuals are influenced by their life experiences and they, in turn, exert
a reciprocal impact in shaping the environment in which they live
(Bronfenbrenner, 1979; Sameroff & Chandler, 1975).
(2)
Early caregiving relationships have a particularly important and enduring
impact on the foundations of cognitive, emotional, and social competence
(Sameroff & Emde, 1989).
(3)
Intrinsic developmental vulnerability (e.g., low birth weight) can be moderated
by the influence of extrinsic protective factors (e.g., a nurturant home
environment) that increase the probability of positive adaptation (Garmezy &
Rutter, 1983; Werner & Smith, 1982).
In contrast to its rich theoretical underpinnings, the empirical knowledge base on the
efficacy of early childhood intervention is relatively uneven. The diversity of target
populations and service models that have been studied and the varied backgrounds of the
professionals involved in research and services contribute to the lack of consistency in the
existing data base. Furthermore, much of the available literature is compromised by
methodological deficiencies (Farran, 1990). Nevertheless, several decades of credible
research have generated four basic findings about environmental effects on early
development:
4
(1)
Early brain development unfolds through a highly regularized process that is
controlled by a dynamic interplay between genetic predisposition and
environmental influences (Greenough & Black, 1992; Nelson & Bloom, in
press).
(2)
In the absence of formal intervention, there is a predictable emergence of
social class differences on standardized cognitive measures between 18 and 24
months of age (Golden & Birns, 1976; McCall, 1979).
(3)
Well designed early intervention programs can enhance the performance of
children living in poverty such that their standardized test scores and ratings of
social development remain comparable to those of their more advantaged peers
(Honig & Lally, 1992; Ramey & Campbell, 1984).
(4)
Structured interventions can promote significant short-term gains on
standardized cognitive and social measures for young children with
documented developmental delays or disabilities (Casto & Mastropieri, 1986;
Shonkoff & Hauser-Cram, 1987).
The time is ripe for assembling this science of early childhood development and
subjecting it to a critical analysis with the aim of informing parenting and professional
practice. The ultimate products of such a project would include: (1) an integrated
knowledge base built on shared insights from the biological, medical, and social sciences,
and based on studies of both normative and atypical populations; (2) a clear set of
implications of this knowledge base for the childrearing roles of parents, pediatricians, early
care providers, and others with responsibility for facilitating varying aspects of early
childhood development; (3) a more focused, cross-field research agenda to guide future
empirical study.
Proposed Activity
The Board on Children, Youth, and Families proposes to accomplish the following
tasks:
(1)
Review and define the basic science of early childhood development, including
the neurobiology of development, cognitive-linguistic development and social-
emotional competence.
(2)
Apply this analytic task to the articulation of a core knowledge base (i.e.,
theory, empirical data, and professional experience) to guide public education
efforts focused on parenting and professional guidelines that affect the delivery
of a range of early childhood supports and services.
5
(3)
Identify central questions for the design of a unified research agenda for the
early childhood field.
In developing this study, the committee will draw upon information and expertise
collected within earlier NRC studies related to this topic, including Placing Children in
Special Education: A Strategy for Equity (1982), Who Cares for America's Children (1990),
Effective Services for Young Children (1991), and Improving Instruction and Assessment in
Early Childhood Education (1991), as well as other relevant materials from past CBASSE
and IOM studies and federal, state, and local agency reports.
Plan of Action
To conduct this study, the National Research Council would form a new committee,
titled the Committee on Integrating the Science of Early Childhood Development. The
committee would be composed of up to 12 members who represent a range of relevant fields
of expertise (including developmental psychology, psycholinguistics, neurobiology, early
childhood and special education, pediatrics, child psychiatry, child care, public health, family
systems. A special effort will be made to include experts familiar with different ethnic and
racial groups. The study committee will meet 6 times during the 24-month study period.
Three two-day workshops will be organized to facilitate the committee's work, as
follows:
(1)
The Basic Science of Early Childhood Development. This workshop will
bring together distinguished scholars from the biological, medical and social
sciences. The agenda for the group will focus on the frontiers of each
discipline, and the basis for cross-disciplinary integration of existing
knowledge.
(2)
Lessons from Basic Science. This workshop will examine the implications of
the basic science for the childrearing roles of parents, pediatricians, early care
providers, and others with responsibility for facilitating varying aspects of
early childhood development. It will be organized around commissioned
papers/presentations by researcher-practitioner pairs.
(3)
Construction of an Integrated Early Childhood Research Agenda. This
workshop will explore the frontiers of the basic and applied sciences of early
childhood, and will focus on the articulation of promising strategies for
creative collaborative research. Presentations will focus on: (1) defining the
most important questions in developmental psychology and neurobiology as
they address the infant and preschool years; (2) assessing what has been
learned from research on environmental influences on development, including
6
both basic and intervention research; (3) assessing the methodological
limitations of previous research and examining persistent problems regarding
measurement technology; and (4) articulating cutting-edge areas for future
investigation. In view of the wide diversity of target populations and agendas
among public education efforts and discrete service streams, the identification
of convergent findings will be of particular interest in this third workshop.
The study will produce stand-alone summaries from the first two workshops. The
final two meetings of the study committee will be directed at completing the final report.
The last phase of the study will be devoted to NRC report review, production and
dissemination of the final report and executive summary, possible preparation of journal
manuscripts summarizing portions of the report for specialty audiences, and a series of
dissemination meetings with key policy, professional, and research groups.
Products
This project will produce three reports: (1) a report on the basic science of early
childhood development based on the first workshop (2) a report that summarizes the
implications of this knowledge base for parenting and professional practice based largely on
the second workshop (3) a final committee report that synthesizes material from the first two
reports and adds a discussion of future research directions. Each of the reports will be
subject to the usual NRC report review procedures. The commissioned papers and workshop
sessions will provide supplementary materials that will constitute interim information for
sponsors and other interested audiences. The project will include a series of informal
progress briefings with the Board on Children, Youth, and Families, and relevant CBASSE
and IOM boards and committees. The materials produced by the committee will be
disseminated broadly to policymakers, service providers, directors of professional training
programs, and academic researchers across a broad array of early childhood disciplines
through briefings and presentations at pertinent meetings. In addition, materials will be
prepared for the general public and will be disseminated widely through a variety of popular
media.
7
References
Bronfenbrenner, U. (1979). The ecology of human development -- Experiments by
nature and design. Cambridge, MA: Harvard University Press.
Casto, G. & Mastropieri, M. (1986). The efficacy of early intervention programs: A
meta-analysis. Exceptional Children, 52, 417-424.
Farran, D. (1990). Effects of intervention with disadvantaged and disabled children:
A decade review. In S. Meisels & J. Shonkoff (Eds.), Handbook of early childhood
intervention. New York: Cambridge University Press.
Garmezy, N. & Rutter, M. (1983). Stress, coping, and development in children.
New York: McGraw-Hill.
Golden, M. & Birns, B. (1976). Social class and infant intelligence. In M. Lewis
(Ed.), Origins of intelligence. New York: Plenum.
Greenough, W.T. & Black, J.E. (1992). Induction of brain structure by experience:
Substrates for cognitive development. In M. Gunnar & C. Nelson (Eds.), Developmental
Behavioral Neuroscience. The Minnesota Symposia on Child Psychology. Volume 24.
New Jersey: Lawrence Erlbaum.
Honig, A. & Lally, R. (1992). The family development research project: A
retrospective review. Early Child Behavior and Care, 10, 41-62.
McCall, R. (1979). The development of intellectual functioning in infancy and the
prediction of later I.Q. In J. Osofsky (Ed.), Handbook of infant development. New York:
Wiley.
Nelson, C. & Bloom, F. (In press). Child development and neuroscience. Child
Development.
Ramey, C. & Campbell, F. (1984). Preventive education for high risk children:
Cognitive consequences of the Carolina Abecedarian Project. American Journal of Mental
Deficiency, 88, 515-523.
Sameroff, A. & Chandler, M. (1975). Reproductive risk and the continuum of
caretaking casualty. In F. Horowitz (Ed.), Review of child development research (Vol. 4).
Chicago, IL: University of Chicago Press.
Sameroff, A. & Emde, R. (Eds.) (1989). Relationship disturbances in early
childhood: A developmental approach. New York: Basic Books, Inc.
8
Shonkoff, J. & Hauser-Cram, P. (1987). Early intervention for disabled infants and
their families: A quantitative analysis. Pediatrics, 80, 650-658.
Shonkoff, J. & Meisels, S. (1990). Early childhood intervention: The evolution of a
concept. In S. Meisels & J. Shonkoff (Eds.), Handbook of early childhood intervention.
New York: Cambridge University Pres.
Werner, E. & Smith, R. (1982). Vulnerable but invincible - A study of resilient
children. New York: McGraw-Hill.
9
DEPARTMENT
OF
20 Jen Nicale
HOUSING
*
C
U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
THE SECRETARY
WASHINGTON, D.C. 20410-0001
MEMORANDUM
TO:
ERSKINE BOWLES, CHIEF OF STAFF
CC:
DON BAER, DIRECTOR OF COMMUNICATIONS
RAHM EMANUEL, SENIOR ADVISOR TO THE PRESIDENT
KATHRYN HIGGINS, CABINET SECRETARY
RON KLAIN, CHIEF OF STAFF TO THE VICE PRESIDENT
GOODIE MARSHALL, CABINET SECRETARY DESIGNATE
MIKE McCURRY, PRESS SECRETARY
CRAIG SMITH, POLITICAL DIRECTOR
DOUG SOSNIK, COUNSELOR TO THE PRESIDENT
STEPHANIE STREET, DIRECTOR OF SCHEDULING
MELANNE VERVEER, CHIEF OF STAFF TO THE FIRST LADY
FR:
ANDREW CUOMO AC
RE:
THE OFFICER NEXT DOOR -- THE NEXT STEP IN COMMUNITY
ORIENTED POLICING
DATE:
MAY 20, 1997
For your information, please find attached a proposed
initiative entitled The Officer Next Door which you may want to
feature as part of Homeownership Week (June 7-14). The Officer
Next Door is a program designed to strengthen communities by
promoting homeownership for city public safety employees (e.g.
police officers). This program represents the next step in the
administration's support of community oriented policing.
HUD's The Officer Next Door is a one year initiative
designed to encourage city law enforcement officers to live in
low-and-moderate income neighborhoods in which they work. The
Officer Next Door initiative will strengthen communities by both
helping to stop crime before it happens and promoting home
ownership opportunities. Through The Officer Next Door, HUD will
make approximately 3000 HUD-owned, single family homes available
in designated communities at a 40% discount for law enforcement
officers. HUD owns these homes as the result of foreclosing on
properties HUD-insured.
The Officer Next Door initiative has several positive
messages:
1) The program will help promote public safety by
encouraging law enforcement officers to live in low-and-
moderate income neighborhoods;
2) The effort will promote homeownership;
3) The Officer next Door picks up on your desire to
strengthen America's communities through innovative federal-
local partnerships;
4) The initiative has a reinventing government component to
it in the program's positive use of government owned houses
that are currently not being occupied.
HUD hopes to announce The Officer Next Door program at a
press conference in Washington, DC during the week of June 7-14
where several major big city mayors will be asked to participate
(e.g. Chicago, Los Angeles, Miami) We will follow-up that
announcement the next day with a regional event in a more mid-
sized city (e.g. Detroit, Indianapolis, Columbus, Milwaukee). I
would very much welcome your participation in this announcement.
For your staff's information, please find several
attachments: 1) Concept paper; 2) Draft notice on program; 3)
Fact sheet on program; and 4) Background material on the need to
promote homeownership for police officer in the communities where
they work.
DRAFT CONCEPT PAPER
THE OFFICER NEXT DOOR
OVERVIEW
The Department of Housing and Urban Development's (HUD) The
Officer Next Door is a one year initiative designed to encourage
city law enforcement officers to live in low-and-moderate income
neighborhoods in which they work.
The Officer Next Door initiative will strengthen communities
by both helping to stop crime before it happens and promoting
home ownership opportunities.
Through The Officer Next Door, HUD will make approximately
3000 HUD-owned, single family homes available in designated
communities at a 40% discount for law enforcement officers.
BACKGROUND
How the Program Works: Units of local government and non-
profit organizations can purchase HUD-owned properties
located in revitalized areas at a 40% discount for resale to
their public safety employees, such as police officers,
firefighters and emergency medical technicians. To avoid
the need for dual closing costs, governmental entities and
non-profits will be allowed to assign the sales contract to
the public safety employee. The 40% discount is to be
passed on to public safety employee. Additionally, to make
properties more affordable, in those instances where an FHA-
insured mortgage is used by the public safety employee, the
down payment will be $100.
Promotes Public Safety: It is widely believed that
communities benefit when law enforcement officers live in
the city they serve. Supporters of this concept point to
such things as quicker responses to emergencies, crime
deterrence, and economic boosts to local businesses.
Additionally, it is felt that by becoming "stake holders" in
the city they serve, sworn public safety employees will
become more sensitive and committed to serving its needs.
Encourages Homeownership: In many areas (e.g. Los Angeles)
the majority of city law enforcement officers live outside
the city where they work. While there are many reasons for
this, one obvious barrier is the difficulty and cost of
purchasing a home. By making housing available at a
significant cost reduction, it is felt that homeownership
opportunities will be increased. This type of incentive
program is already working in cities like Los Angeles,
where, through am innovative partnership between Fannie Mae
and the Los Angeles Housing Department (and with $500,000
from HUD), more than 1000 police officers are ready to
become homeowners in some of the cities toughest
neighborhoods.
"HOMES FOR POLICE AND OTHER PUBLIC SAFETY EMPLOYEES"
FACT SHEET
HUD WANTS TO STRENGTHEN AMERICA'S COMMUNITIES AND BUILD A
SAFER NATION. YOUR AGENCY CAN HELP MAKE THIS GOAL A REALITY
BY PURCHASING HUD HOMES AT DEEP DISCOUNTS AND USING THEM TO
PROMOTE SAFETY IN NEIGHBORHOODS.
UNITS OF LOCAL GOVERNMENT AND NONPROFIT ORGANIZATIONS ARE
ENCOURAGED TO PURCHASE HUD-OWNED PROPERTIES AT A DEEP
DISCOUNT FOR RESALE TO PUBLIC SAFETY EMPLOYEES, SUCH AS
POLICE OFFICERS, FIREFIGHTERS AND EMERGENCY MEDICAL
TECHNICIANS. THE PROPERTIES ARE TO BE OCCUPIED BY THE
PUBLIC SAFETY EMPLOYEES AS THEIR PRIMARY RESIDENCE FOR AT
LEAST ONE YEAR, EXCEPT IN UNUSUAL CIRCUMSTANCES.
THESE ADDITIONAL HOMEOWNERSHIP OPPORTUNITIES ARE MADE
AVAILABLE TO EMPLOYEES BECAUSE THEY ARE CHARGED WITH THE
RESPONSIBILITY OF ENSURING THE SAFETY AND WELL-BEING OF THE
RESIDENTS OF THE COMMUNITY THEY SERVE.
ALL HUD OWNED PROPERTIES IN REVITALIZATION AREAS (INSURED
AND UNINSURED) WILL BE AVAILABLE TO LOCAL GOVERNMENTS AND
NONPROFIT ORGANIZATIONS AT A 40% DISCOUNT. IT IS EXPECTED
THAT THE DISCOUNT WILL BE PASSED ON TO THE PUBLIC SAFETY
EMPLOYEE.
TO AVOID THE NEED FOR DUAL CLOSINGS AND THE COSTS ASSOCIATED
WITH EACH, GOVERNMENTAL ENTITIES AND NONPROFIT ORGANIZATIONS
ARE ALLOWED TO ASSIGN THE SALES CONTRACT TO THE PUBLIC
SAFETY EMPLOYEE.
TO MAKE PROPERTIES MORE AFFORDABLE, IN THOSE INSTANCES WHERE
AN FHA-INSURED MORTGAGE IS USED BY THE PUBLIC SAFETY
EMPLOYEE, THE DOWNPAYMENT IS $100.
GOVERNMENTAL ENTITIES AND NONPROFIT ORGANIZATIONS PURCHASING
PROPERTIES UNDER THIS PROGRAM ARE EXPECTED TO ESTABLISH A
MEANS TO ENSURE THAT ITS INTENT IS NOT ABUSED BY THE PUBLIC
SAFETY EMPLOYEE.
THIS PROGRAM WILL BE TESTED FOR ONE YEAR.
CONTACT YOUR LOCAL HUD OFFICE FOR MORE INFORMATION.
U.S. Department of Housing and Urban Development
Office of Housing
Special Attention of:
Notice
All Secretary's
Representatives
Issued:
All Area Coordinators
Expires:
All State Coordinators
All Directors of Housing
Cross References: Notice H 97-09 (HUD), Reinstatement and
All Directors of Single Family
Extension of Notice H 96-06 (HUD) Single Family
Housing
Property Disposition Sales Program for Public
All Real Estate Owned Branch
Safety Employees
Chiefs
Subject:
Changes to the Single Family Property Disposition Sales Program for Public Safety
Employees
As you are aware, the attached Notice allows units of local government to purchase HUD-
owned properties at a discount for resale to their public safety employees, such as police officers,
firefighters and emergency medical technicians. These properties are to be occupied by the
public safety employees as their primary residence. This program helps ensure that
homeownership opportunities are made available to employees who are charged with the
responsibility of ensuring the safety and well-being of residents in the communities they serve
and helps promote safe neighborhoods by furthering the community policing efforts being made
by numerous cities.
Due to the importance of this program, I have made several changes to help increase the
number of properties sold for this purpose. Effective with the date of this Notice, sales may be
made to nonprofit organizations as well as units of local government. In addition, for this
program only, I have increased the discount to units of local government and nonprofit
organizations to 40 percent for both insurable and uninsurable properties located in
Revitalization Areas and for the properties located outside a Revitalization Area that meet the
exception criteria (the property meets the standards for establishment of a Revitalization Area
and is located in a neighborhood where seller concessions, such as take-back financing are
common and/or a predominance of other buyers in the area are investor owners). It is intended
that this discount be passed on to the public safety employee. The special discounts and the sale
of properties to nonprofit organizations under this program will expire in one year. At that
time, local HUD Office will revert to the provisions outlined in the referenced Notice H 97-09.
Local offices are reminded that certain restrictions apply on all sales at discounts of 30 percent
or greater, such as limitations on the resale price and resales to individuals where a conflict of
interest arises. Attached to this Notice is an amended Land Use Restriction addendum and an
Assignment of Sales Contract addendum to be used on all sales under this program where the
discount is 30 percent or greater.
HSIP Distribution: W-3-1, W-2(OGC)(H)(Z), W-3(A)(H)(ZAOO), W-4(H), R-1, R-2, R-3, R-3-1(H)(RC), R-3-2, R-3-3,
R-6, R-6-1, R-6-2, R-7, R-7-1, R-7-2, R-8, R-8-1
In addition, nonprofit organizations purchasing at a 30 percent or greater discount must
submit a letter annually to the local office containing information on the number of properties
acquired from HUD and data on each such property resold. This letter should also contain
information on properties where the sales contract was assigned to a public service employee.
Participating units of local government should also provide this letter unless its contents would
duplicate information already collected by other HUD program submissions. Nonprofits
submitting this information under requirements of another HUD program need not duplicate
their efforts either.
Within 30 days of receipt of this Notice, local HUD Offices should conduct outreach
meetings with units of local government and nonprofit organizations to advise them of the new
changes and to encourage their participation. To assist you in your outreach efforts,
Headquarters is developing a factsheet that will provide information about this program and has
established a toll free telephone number for nonprofits and units of local governments to call for
information. Headquarters will mail a supply of the factsheet to all offices in the near future.
The factsheet will also be mailed to nonprofits and units of local governments that call
1-800-217-6970.
Although emphasis is being placed on implementation in twenty-four locations, this special
Sales Program for Public Safety Employees is available on HUD-owned properties nationwide.
The-targeted locations are:
Boston/Springfield
Hartford
Buffalo
Newark
Philadelphia
Washington, DC
Atlanta
Coral Gables/Miami
Knoxville
Memphis
Chicago
Cleveland
Columbus
Detroit
Grand Rapids
Indianapolis
Milwaukee
Dallas/Fort Worth
Denver
San Francisco
Los Angeles
Phoenix
Sacramento
San Diego
I appreciate your cooperation in implementing these changes to this program. If you have
questions, you may contact Kitty M. Woodley, Director, Single Family Property Disposition
Division, at (202) 708-0740.
Attachments
Nicolas P. Retsinas
Assistant Secretary for Housing-
Federal Housing Commissioner
2138948107
NEWS
From the Office of the Mayor
RICHARD J. RIORDAN
STUNDED
Room 301, City Hall
Phone: 213-847-3556 Fax: 213-617-7528
Los Angeles, CA 90012
http://www.mayor.cila.ca.
FOR IMMEDIATE RELEASE
CONTACT:
Steve Sugerman
March 3, 1997
213/847-3556
MAYOR RIORDAN, COUNCILMEMBERS INTRODUCE HOME LOAN PROGRAM
Homeownership program for police officers and firefighters
to enhance community policing in Los Angeles
Los Angeles - Mayor Richard J. Riordan was joined today by City Councilmembers Rudy
Svorinich, Jr. and Richard Alarcon to announce the "Homes for Peace Officers and Firefighters"
program, a partnership between Fannie Mae and the Los Angeles Housing Department which
will provide incentives and financial assistance to encourage the city's sworn police officers and
firefighters to purchase homes in Los Angeles.
"This program will encourage police officers and firefighters to move into our communities and
become active participants in our neighborhoods," said Mayor Riordan. "It is another benefit we
can offer to these important employees who dedicate their lives to ensuring the safety and well
being of Angelenos in every neighborhood in our city."
Studies have shown that a majority of Los Angeles' public safety employees live outside of the
city and have cited the difficulty and cost of purchasing a home as one of the reasons. Many
cities across the nation - including Kansas City, New Orleans and Anaheim -- have implemented
home loan programs to encourage public safety employees to live in the communities they serve.
Having police officers and firefighter as homeowners in their communities have resulted in many
benefits, including crime deterrence, quick response times to emergencies and economic boosts
to local businesses.
"This program will compliment the improvement in the city's overall crime statistics by allowing
our peace officers and firefighters to live in our communities and become more involved in our
communities by actually becoming a part of the community," said Councilman Svorinich. "This
is a great opportunity for our city."
Enabling our police officers and firefighters to live right in our own neighborhoods will not
only make our neighborhoods safer but give our public safety personnel an opportunity to own a
home," said Councilmember Richard Alarcon "I am pleased that we were able to work with the
Housing Department and Fannie Mae to make this a reality for our police officers and
firefighters."
At the direction of the Mayor and Councilmember Richard Alarcon, the Housing Department
developed the home loan program with Fannie Mae's Los Angeles Partnership Office to
encourage and facilitate home purchases by sworn public safety employees. The program will
offer three main incentives:
2138948107
Home Loan Press Release/2-2-2
Home Buyer Counseling -- A Housing Department staff member will convene home
buyer workshops, coordinate with lenders and assist with home buyer paperwork and
filing.
Special Financing Assistance -- The program will enable public safety employees to
purchase homes in Los Angeles using only $1,000 of their own funds. The balance of the
down payment and closing costs will be paid by the Housing Department through a
deferred loan to the employee which will be forgiven if the employee lives in the home
for at least five years. Additionally, the department will match up to $5,000 of an
employees' savings to be used toward an additional down payment in special savings
accounts established for this purpose in the Police and Fire Credit Unions.
Access to Affordable Homes - The Special Financing Assistant program can be applied
to any home within the city limits. To further expand home buying options, the program
will also make available an inventory of homes that are affordable and offer special
financing incentives, including a deferred second mortgage of up to $50,000 to buyers
purchasing homes in city-sponsored home ownership developments.
"The Housing Department is proud to be asked to take leadership of this important new program
and congratulates the Mayor and City Council for the vision they bring to finding creative ways
to improve the quality of life in city neighborhoods," said Gary W. Squier, general manager of
the Los Angeles Housing Department.
"Fannie Mae is proud to be a partner with the City of Los Angeles in providing home ownership
opportunities for police officers and firefighters," said Libby Snyder, senior vice president for
Fannie Mae's Western Regional Office. "Fannie Mae's commitment is to increase the
availability of affordable home ownership opportunities in Los Angeles and across America.
This program is an important step in achieving this commitment."
"The Department of Housing and Urban Development is committed to creating communities of
opportunity by supporting local partnerships that support the future of Los Angeles," said Wendy
Greuel, HUD's Southern California Representative. "We are pleased to be able to provide the
necessary resources to enable these honorable individuals and their families to be a part of the
American dream of home ownership and building economically strong neighborhoods."
The program will be funded by a one-time allocation of $1 million from the Los Angeles
Housing Department's capital budget, composed of $500,000 in HOME funds from HUD and
$500,00 from local housing funds. This will provide assistance to approximately 100 employees
a year. The program will be presented as a motion to the City Council on Tuesday, March 4,
authored by Councilman Svorinich and seconded by Councilmember Richard Alarcon. It will be
reviewed by the Council's Housing and Community Redevelopment Committee this week. If
approved by the City Council, the program will proceed on a pilot basis for one year beginning
March 15, 1997.
H 4 "
2138948107
CITY OF Los ANGELES
CALIFORNIA
GARY W. SQUIER
LOS ANGELES HOUSING
GENERAL MANAGER
DEPARTMENT
400 $. MAIN STREET
6TH FLOOR
Los ANGELES. CA 90013-1311
STATEMENT
RICHARD J. RIORDAN
MAYOR
February 28, 1997
Council File:
94-0535
Council District:
Citywide,
Contact Persons:
Matt Callahan 7-7478
Doug Smith 7-7829
The Honorable Richard J. Riordan
Mayor, City of Los Angeles
Room 340, City Hall
Attention: June Lagmay, Legislative Coordinator
CITY COUNCIL TRANSMITTAL: RECOMMENDATIONS FOR HOME OWNERSHIP
PROGRAM FOR SWORN PEACE OFFICERS AND FIREFIGHTERS SAFETY
EMPLOYEES
The General Manager of the Los Angeles Housing Department (LAHD) requests that this transmittal
be forwarded to the City Council's Housing and Community Redevelopment Committee and
thereafter for consideration by the City Council. Approval of the recommendations in this report
will establish a new home ownership program to be referred to as the Homes for Sworn Peace
Officers and Firefighters. The purpose of this program is to encourage sworn peace officers and fire
fighters to purchase and live in a home in the City of Los Angeles.
RECOMMENDATIONS
The General Manager of the Los Angeles Housing Department requests that the City Council subject
to the approval of the Mayor, take the following actions:
1.
Authorize the General Manager of Los Angeles Housing Department to implement a 12
month pilot program to provide home ownership assistance to sworn peace officers and
firefighters employed by the City of Los Angeles.
2.
Authorize the City Controller to expend funds not to exceed $1,000,000 for the Homes for
Sworn Peace Officers and Firefighters Safety Employees Program upon proper demand from
the General Manager of the Los Angeles Housing Department as follows:
2138948107
Honorable Richard J. Riordan
-2-
February 25, 1997
A.
Fund No.
Fund Title
Acct. No.
Acct. Title
Amount
561
HOME Investment Partnership K223
Home Ownership
$500,000
B.
Establish a new appropriation account within Fund No. 815, and upon proper demand from
the General Manager of the Los Angeles Housing Department, and the Municipal Housing
Finance Fund Administrator, expend funds as follows:
Fund No.
Fund Title
Acct. No.
Acct. Title
Amount
815
Municipal Housing Finance
LXXX
Homes for
$500,000
Sworn Personnel
A copy of this transmittal is being forwarded to the Office of the City Attorney.
BACKGROUND
It is widely believed that communities benefit when sworn peace officers and firefighters live in the
City they serve. Supporters of this concept point to such things as quicker responses to
emergencies, crime deterrence, and economic boosts to local businesses. Additionally, it is felt that
by becoming "stake holders" in the city they serve, sworn public safety employees will become more
sensitive and committed to serving its needs.
Notwithstanding these benefits, a large majority of the City's sworn peace officers and firefighters
safety employees live outside of the City of Los Angeles. There are many reasons for this and
probably no simple solution to increasing the rate of City-residency by sworn employees. However,
one obvious barrier that is common to most people including public safety employees is the
difficulty and cost of purchasing a home.
In the context of these concerns, the Housing Department was instructed by both the City Council
under a motion introduced by Councilman Richard Alarcon and by Mayor Richard Riordan, to
investigate the feasibility of developing a housing assistance program directed toward the sworn
peace officers and firefighters. Specifically, the Department was asked to put together a package of
incentives to encourage these employees to own and live in a home in the City of Los Angeles. In
response, the Department contacted Fannie Mae and asked for assistance. The Los Angeles Fannie
Mae Partnership Office recommended that the program focus on the following:
Home:buyer counseling
Special financing assistance
Access to affordable homes
Additionally, Fannie Mae agreed, under the auspices of the House LA Partnership, to special
underwriting concessions that will enable the Department to provide home buying financing
incentives designed to make the purchase of a home in the City of Los Angeles an attractive option
for active public safety employees.
2138948107
Honorable Richard J. Riordan
-3-
February 25, 1997
The balance of this report details each of the features of the Homes for Sworn Peace Officers and
Firefighters Safety Employees Program.
HOME BUYER.COUNSELING
The Housing Department will assign a staff person within its Home Ownership Unit to assist
employees interested in participating in this program. This person will be responsible for: 1)
preparing and disseminating information about the program; 2) planning and holding home buyer
seminars; 3) providing individual home buying counseling; 4) coordinating with participating
lenders, secondary market representatives (Fannie Mae), developers and others; and 5) monitoring
and reporting program progress.
SPECIAL FINANCING ASSISTANCE
A common obstacle to home ownership is a shortage of funds to cover down payment and closing
costs. The Homes for Sworn Peace Officers and Firefighters Safety Employees Program effectively
eliminates this problem. Under this program, first-time home buyers will be able to purchase a home
with only $1,000 of their own funds being used as a down payment. Most loan programs require
that the buyer-make a down payment in the range of 5% - 20% of the sales price. For example, if
a home is priced at $180,000, the purchaser would need between $9,000 and $36,000 in cash at the
time of purchase. The Homes for Sworn Public Safety Employees Program will allow a fixed
amount of $1,000 as the minimum purchaser contribution required. The balance of the down
payment and closing costs will be paid by the City in the form of a forgivable loan. Additionally,
for moderate-income sworn personnel, other LAHD assistance can be used to increase their home
buying power.
The basic Sworn Personnel Home Buyer Financing will consist of the following:
Minimum Contribution Required
From Purchaser:
$1,000
Maximum City Forgivable Loan:
$10,000 applied to cover the 3% down
payment requirement, and balance for
recurring and non-recurring closing costs.
Maximum Purchase Price:
NONE
Maximum First Mortgage Amount:
$214,600 or maximum Fannie Mae
conforming loan amount
Matched savings plan
$5,000 maximum loan (may be in addition
to $10,000 loan)
2138948107
Honorable Richard J. Riordan
-4-
February 25, 1997
The first mortgage will be originated from Fannie Mae approved lenders. Fannie Mae will adjust
their normal underwriting criteria to allow sworn public safety personnel to make a personal
contribution of only $1,000. The balance of the 3% down payment will be made up by a forgivable
loan that will be used first to satisfy the down payment requirement and then to cover recurring and
non-recurring closing costs.
While there is no limit on the maximum purchase price of the home the maximum first mortgage
amount can not exceed the Fannie Mae conforming loan limit which is currently $214,600.
Therefore, a sales price in excess of this amount will require a contribution from the home buyer in
excess of the $1,000 down payment.
Example:
$150,000
Purchase price
5,000
Closing Costs
$155,000
( 1,000)
Buyer's Down payment
154,000
( 10,000)
City forgivable loan ($4,500 applied to necessary 3% down payment
and the balance towards recurring/non-recurring closing costs)
$144,000
Balance to be financed
The City's $10,000 contribution would be in the form of a deferred ("soft") second mortgage
requiring no repayment as long as the home is owner-occupied for the first five years after the loan
is funded. After five years, the full amount will be forgiven. Every year, the forgivable loan is paid-
down by 20%. That is, after one year in the home, the loan balance is reduced to $8,000, after two
years, to $6,000, and so on. For example, if an officer sells, moves or leaves City service three years
after buying a house, they would owe the City about $4,000. This loan balance would be amortized
for up to 15 years, charged interest at the same rate as the first mortgage, and have monthly
payments not to exceed $100.
In addition, the City will match a peace officer's or firefighter's contribution to a special down
payment savings account in the appropriate credit union up to a maximum of $5,000. This
contribution will only be available to assist first-time home buyers in the purchase of a owner-
occupied home and only when combined with the peace officer's or firefighter's payroll deducted
savings. The amount of this contribution will be added to the deferred forgivable loan.
As a condition for receiving the special financing consideration, Fannie Mae will require the home
buyer to participate in a mortgage payroll deduction agreement.
2138948107
Honorable Richard J. Riordan
-5-
February 25, 1997
There are two supplements to the Sworn Personnel Home Buyer Financing to assist moderate-
income households whose combined household income does not exceed 120% of the area median
income (e.g., $61,560 for family of 3-4 and $59,465 for family of 1-2 per year):
Mortgage Revenue Bond First Mortgages
The City's Mortgage Revenue Bond Program can provide first trust deeds that are below
market (currently 6.94%). These are fixed rate, 30-year loans and are fully assumable upon
resale to qualified buyers.
Mortgage Credit Certificates
The Mortgage Credit Certificate will allow a buyer to claim a federal tax credit based on a
portion of the interest paid on the mortgage. This credit is a dollar-for-dollar reduction
against taxes owed and increases the home buyers disposable income -- since the borrower
will owe less to the IRS - thereby helping the officer qualify for a higher loan.
ACCESS TO AFFORDABLE HOMES
In order to further expand the home buying options of sworn personnel, the Homes for Swom Peace
Officer and Firefighter Safety Employees Program will make available an inventory of homes
throughout the City that are both affordably priced and have special financing incentives.
Fannie Mae Real Estate Owned Portfolio Homes
Fannie Mae will make available a list of homes in its real estate owned, or REO, portfelio.
These will be offered to participants in this program and special purchasing incentives will
be offered in connection with these homes.
City-Sponsored Home Ownership Developments
The Los Angeles Housing Department regularly sponsors both large- and small-scale home
ownership developments which are typically available in neighborhood revitalization areas.
Buyers of these homes are provided with special incentives, including deferred second
mortgages of up to $50,000. These incentives can be added to the Sworn Personnel Home
Buyer financing.
SOURCE OF FUNDS
The Department proposes utilizing funds from two sources to support this program. The Municipal
Housing Finance Fund (MHFF) is a source of local housing funds that is not income-restricted. The
income of many of the participants in this program will exceed that permitted under HOME and
CDBG guidelines, MHFF can be used to assist these participants. Some participants, especially
those just starting their City career and without other household income may qualify for assistance
under the HOME program. The Department proposes reserving $500,000 from each of these sources
2138948107
Honorable Richard J. Riordan
-6-
February 25, 1997
for a total of $1,000,000. These allocations will not adversely affect any of the Department's other
capital programs.
The Department proposes that this program proceed on a pilot basis beginning March 15, 1997 and
continue for one year. Initial funding for this program will come from a one-time allocation of $1
million in funds from LAHD's capital budget. This will provide assistance to approximately 100
employees in the purchase of homes in Los Angeles.
EMPLOYEE RELATIONS ISSUES
This proposal has been presented to representatives of the employee unions that represent sworn
personnel of the police and fire departments. They have accepted its terms. The City Administrative
Officer has advised that it will not be necessary to amend any of the MOUs with these bargaining
units in order to implement the program.
Undoubtably otheremployee groups will be interested in obtaining assistance for their members to
purchase a home in the City. In anticipation of this, the Department has entered into discussions
with representatives of Freddie Mac, who like Fannie Mae, is a leader in the secondary mortgage
market. They have indicated their interest in supporting a workplace-based home ownership
program focused on City employees in all departments and classifications. This program would
make available homes from Freddie Mac's REO portfolio along with special financing and
underwriting concessions. The Department will submit a separate report on this initiative shortly.
FINANCIAL IMPACT:
None.
PREPARED AND SUBMITTED BY:
matt Callain
Matt Callahan
Housing Operations:Director
cc:
City Councilmembers
Chief Legislative Analyst
City Administrative Officer
City Attorney
City Clerk
10_a:sworn.wpd mc.ga
2138948107
MOTION
Studies have shown that the vast majority of the City's sworn public safety employees have chosen
to live outside of the City of Los Angeles. Many communities around the Country have found that
quality of life in their neighborhoods is improved when police officers and fire firefighters own and
live in a home in the City the serve.
At the direction of both the City Council, under a motion introduced by Councilmember Alarcon,
and Mayor Richard Riordan, the Los Angeles Housing Department has developed a new program
called Homes for Peace Officers and Fire Fighters which provides a range of incentives and
financing assistance intended to encourage and facilitate the purchase of a home by a sworn peace
officer or firefighter employed by the City of Los Angeles. The particulars of this initiative along
with the actions necessary to implement the program have been detailed in a report submitted to the
Mayor by the General Manager of the Housing Department Mayor Riordan has expressed his strong
support for this proposal and has asked that it be considered by the City Council's Housing and
Community Redevelopment Committee at its next available meeting and transmitted immediately
thereafter to the full City Council for approval.
The Home for Peace Officers and Fire Fighters Program will enable sworn public safety employees
to purchase a home anywhere in the City of Los Angeles. Through a partnership with Fannie Mae,
HUD and the Los Angeles Housing Department, the employee will be able to purchase the home
using only $1,000 of their own funds. The balance of the down payment and closing costs will be
paid by the Housing Department through a deferred loan to the employee which will be completely
forgiven if they live in the home for at least five years. Additionally, the Housing Department will
match up to $5,000 of an employees' savings to be used towards additional down payment in special
savings accounts established for this purpose in the Police and Fire Credit Unions. Finally,
employees who purchase a home at any of the developments sponsored by the Housing Department
will be able to take advantage of the additional financing assistance provided to purchasers of homes
at those developments. In conclusion, this program will provide a range of attractive incentives
designed to encourage home ownership in the City of Los Angeles by sworn public service
employees.
1 therefore, move that the Housing Department's report relative to the Homes for Peace Officers and
Firefighters program be placed on the March 5, 1997 agenda of the Housing and Community
Redevelopment Committee and that the General Manager of the Housing Department implement the
program.
Presented by:
Councilmember Rudy Svorinich
Seonded by:
Homes for Peace officers
Marc's what you need in dr
and Firefighters Program
505 started
Angeles.w to encourage wornpible registration
own and live in a home in the City they serve. At the direction of the Mayor
ad City Council, the City's Housing Department-in partnership with Fannle
Get Educated:
[ae and the United States Department of Housing and Urban Development-
offering 8 range of incentives and special fluancing assistance to help sworn
Contact the Housing Department's Program Coordinator at
ublic safety employees who do not currently own a home to purchase a home
(213) 847-7564 to get all the facts about the program. You will
the City of Los Angeles.
be able to find out how you can maximize your purchasing
power and minimize your costs. Understanding the home
7a home with only $1,000?
purchasing process will help you avoid the many pitfalls involved
in buying a home. If you decide you are not ready to buy a home
ommon obstacle to home ownership is a shortage of funds to cover down
right now, the Program Coordinator will help you develop a plan
ment and closing costs. This Program eliminates this problem by allowing
to achieve the goal of home ownership as soon as possible.
t time home buyers to purchase a home with only $1,000 of their own funds.
Get Prequalified:
a $10,000 forgivable loan?
Contact one of file approved Fannie Mae approved lenders who
2138948107
balance of the down paymentand closing costs will be paid by the Housing
have agreed to participate in the program. The Program
artment in the form of deferred payments (t) second mortgage
Coordinato) will provide you with a list of these lenders during
airing no repayment as long as the home Nowher occupied for the first
your initial Interview. The lender will pre-qualify you for a
9 after the loan Minded. The loan inforciven at20% per year
specific to Imolint. With this information in-hand you are
the balance is zero after the five year period."
ready tomove on to Step 3.
is home purchase price?
Find a Home:
maximum purchase price, However, the first
Finding your new home is best parts In addition the price,
crument $214,600.
you will want to consider location, und the
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chase price Is linit to $221,000
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The program has no geographic restrictions
home
:SS the purch
Under
when the City of Los Angeles. How
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5,000. This Contr ibulling
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Once you find the home you want to purchase, your par-
1 officer/firefighter sells, moves or leaves City service prior to five years,
r the Jonn balance becomes immediately
or begins amortizing.
delpriting lender will apply to the Housing Department on
your behalf for the special financing assistance at the same
ame interest rate as the existing first trust decd/note, for a period up to
ears. monthly payments not exceeding $100.
time they exprocessing your loan.
0003
L INGING THE A GE HOME, ,
ONE NEIGHBORHOOD AT A TIME
CORPON
TITM
DOJ C.O.P.S
POLICE
is
2026165898
05/09/97 FRI 15:30 FAX 2026165898
Columbia's Successful, Innovative Police Homeowner Loan Program
in
004
mi
DOJ C.O.P.S.
When officers
become active members
2026165898
of these neighborhoods,
they develop a sense of
pride and ownership,
while lending a stabiliz-
ing presence to the area.
Not only has the program
deterred crime within
05/09/97 FRI 15:30 FAX 2026165898
these communities; it
has also provided incen-
tive for other residents
to improve their own
property.
005
THE OFFICER NEXT DOOR
The Police Homeowner Loan Program is designed to address two concerns that plague many
inner city communities across the country: increasing crime rates and deteriorating housing.
The program's primary objective is to encourage city police officers to buy homes in need of
repair in the low-to-moderate income neighborhoods they serve within the city.
To moti-
vate officers to consider living in these neighborhoods, the City offers them a four percent,
20-year loan that covers the purchase price of the house, the cost of necessary repairs and
closing costs, with no down payment required. This gives many officers the opportunity to
DOJ C.O.P.S.
own a home much earlier in their careers than normal circumstances would permit. Becoming
a member of the neighborhood gives the officers extra incentive to invest their time and ener-
gy in community concerns and a chance to interact on a more personal level with the people
who live there.
2026165898
05/09/97 FRI 15:31 FAX 2026165898
HILL
COLUMBIA, S.C.
POLICE
900
I
'S'd'O'O rod
05 09 97 FRI 15 31 15:31 FAI 2026165898
8689919303
007
THE FIRST ONE WAS THE TOUGHEST
Although the program was actually established during the spring of 1990, officers initially
were reluctant to participate; it took more than six months to persuade the first officer to buy
a home. Much of Columbia's police force is comprised of younger officers, many of whom have
families with small children. When first approached with the program, they were understand-
ably concerned about the kind of neighborhood in which they would be living.
The chief
of police was quick to reassure the officers they would not be compromising their families'
safety in any way. One intent of the program is to prevent targeted neighborhoods from falling
DOJ C.O.P.S.
into a pattern of decline, not to place a resident police officer in the midst of a high-crime
area. Finally, a year after the program was first made available, Officer James Brown moved
into a newly refurbished home. After spreading the word about the terrific deal he received
and inviting fellow officers to see his new home, which was located in a modest, family-ori-
2026165898
ented neighborhood, other officers began expressing interest in the program.
Another
eight officers followed Brown's lead, depleting the funds initially reserved for the program.
Residents from communities adjacent to those where officers liad moved began calling city
hall, requesting officers for their neighborhoods, too. Local banks agreed to help finance
future homes and, in the fall of 1993, the city received the prestigious Innovations in State
and Local Government Award from Harvard University and the Ford Foundation. This award
included a grant for use in assisting other cities in replicating the program.
05/09/97 FRI 15:33 FAX 2026165898
only
They
800
Since Columbia has enhanced
its community-based policing
efforts, residents say they feel
DOJ C.O.P.S.
safer. An officer moving into
the neighborhood serves as a
deterrent to criminal activity,
especially burglaries and
2026165898
drug-related crimes.
Residents say they also feel as
though they have more control
over what happens in their
neighborhoods, because they
have someone specific to
share their concerns with
Sömeone who can take action
05/09/97 FRI 15:33 FAX 2026165898
and get results. And, because
neighbors get to know the
officers as "regular people"
rather than as badges and
uniforms, the officers become
role models, too, particularly
for children.
009
THE RIPPLE EFFECT IN ACTION
Many of the neighborhoods targeted by the program had once been highly sought-after
places to live. Gradually though, some of the houses fell into disrepair. Rental houses, often
with absentee landlords unconcerned with upkeep, are scattered among the homes of long-
time residents. Some of the houses have been abandoned, providing convenient quarters for
drug dealers. Because of the Police Homeowner Loan Program, property values have sta-
bilized and even rebounded in many of these neighborhoods, reversing the downward trend.
Honses that had been on the market for years, houses that had been allowed to
DOJ C.O.P.S.
deteriorate almost to the point of being condemned, have been rebuilt or renovated and are
now the pride of their owners. Neighbors have followed the officers' examples and have made
improvements to their own homes, whereas before they often felt there was no point. Some
areas are being renovated so successfully that they may no longer qualify for the program.
2026165898
And that is precisely the City's goal-for all of the targeted neighborhoods.
An unex-
pected but positive side-effect of the program has been a more diversified population within
the inner city. Having younger families move into some of the older neighborhoods has rekin-
died community spirit and generated a sense of security and well-being among elderly
residents.
05/09/97 FRI 15:34 FAX 2026165898
After
010
THE M US O.E.AND!
Community Development officials
work together with the police offi-
cers to guide them through the loan
The Community Development
process. Officers are generally able
staff helps the officer obtain bids
to niove into their new homes within
and select a licensed contractor
six months of completing the initial
to make the repairs.
paperwork. Following is a synopsis
of the steps involved.
After the loan has been
processed, the bank issues a
The police officer meets with a
commitment to lend 50% loan to
Community Development Loan Officer
value of the appraised amount.
to discuss the program and pre-
The City Loan Officer takes the
qualify for a specific loan amount.
information to the City Loan
Committee, which then issues a
The officer finds a home within
commitment to lend the other 50%
loan to value.
DOJ C.O.P.S.
the loan limits, in a low-to-moderate-
income neighborhood. The house must
need at least $5,000 of non-cosmetic
When this commitment is
repairs.
issued, the City agrees to lend
the officer an initial construction
2026165898
A City Construction Specification
loan, at zero percent for six
Writer estimates the cost of repairs.
months, for the total cost of the
Evaluation is made to determine
home (purchase, repairs and
closing costs).
whether the combined cost of repairs,
purchase price and closing costs can
After the repairs are complet-
be supported by the value of the house
ed and the title has been trans-
after repairs.
ferred, the bank loan and the
City's committed loan are closed
Once the property has been
to "pay off" the initial construc.
approved, the officer negotiates a con-
tion loan. Payments on the bank's
tract to purchase, then completes a
05/09/97 FRI 15:34 FAX 2026165898
first mortgage and the City's sec-
formal loan application at a participat-
and mortgage begin as soon as
ing bank.
the officer takes occupancy.
Specifications are written while the
(Example: First mortgage at 7%
bank is processing the loan, detailing
20 years 50% LTV; second mortgage
a list of repairs to be made. This list is
at 1% 20 years 50% LTV.
given to the bank to get an after-reha-
Average interest rate 4% 20 years.
bilitation appraisal.
No down payment.)
011
THE PRICE OF SUCCESS
It is important to keep in mind that these loans are similar to those between any lending
institution and borrower, and are subject to the same risks. Police officers experience prob-
lems in their personal, professional and social lives just like anyone else, and these problems
can result in financial difficulty from time-to-time.
Adequate financing for the program
should be secured before approaching officers to solicit their interest in participating.
Columbia started with a pool of $600,000. A portion of this came from Community
Development Block Grant funding. The remainder was savings from bond refinancing. The
first nine loans depleted these resonrces.
The program's success has encouraged lenders
to consider providing additional funds. Future financing will likely come from a number of
sources, including local banks and the Federal National Mortgage Association.
The City
received additional funding for the program in 1993, as a recipient of the Ford Foundation's
prestigions Innovations in State and Local Government Award. Part of the grant is to be used
to disseminate information about the program. The balance will be used to refurbish proper-
ty in one of the targeted neighborhoods into a residence for officers, modeled after the
Japanese Koban.
DOJ C.O.P.S.
2026165898
A FEW SIMPLE CONDITIONS
Officers are required to live in the home they purchase through the program for as long as
the loan is active with the City. They may sell the house at any time and pay off the loan with-
05/09/97 FRI 15:35 FAX 2026165898
out penalty. Officers choose their own houses and they do not move in until all repairs are
completed, at which time they begin repaying the loan.
Columbia does not require addi-
tional community service or duties of participating officers beyond their job-related respon-
sibilities.
The program stipulates that the property being considered for renovation must
need a minimum of $5,000 in non-cosmetic repairs. Loans are capped at $65,000; however,
the City Loan Committee can waive this limit. The property must be located in a neighborhood
designated as low-to-moderate income.
012
A
RIGHT COMBINATION
There are several factors that increased the program's chances of succeeding here in
Columbia. Other cities may need to modify the program, depending on their own particular
profiles and resources.
As is common in the South, low-to-moderate income neighborhoods are tucked in the pockets of
more affluent communities in Columbia. So, while modest neighborhoods exist throughout the city,
there are few isolated high-crime areas. This structure has made it easy for officers to find homes
that qualify for the program, in neighborhoods suitable for raising their families. Other cities need
to analyze their housing stock to be sure there is a sufficient number of qualifiable homes in neigh-
borhoods that will be attractive to officers.
As a result of a wave of retirements a few years ago, Columbia's police force is comprised
primarily of young officers, many with families. Ordinarily, home ownership would not be an option
so early in their careers; the program offers them this chance. Older, more settled officers may not
be as eager to participate in this type of program.
DOJ C.O.P.S.
Columbia has a population of approximately 115,000. Although cities of similar size may find the
program easier to implement, larger cities can successfully adapt these strategies by concentrat-
ing on individual neighborhoods, rather than city-wide. This is not intended to be a solution to city-
wide crime and housing problems. It's designed to stabilize at-risk communities by setting exam-
2026165898
ples and encouraging residents to join in.
Most importantly, the program has succeeded because of the close working relationship between
Columbia's Community Development Department and the Police Department. Without the coopera-
tion that exists between these two agencies, the program might never have materialized.
Neighborhood associations have also played a prominent role in supporting and furthering the
program. An undertaking of this sort requires strong lines of communication between city officials,
police personnel and the communities they serve.
05/09/97 FRI 15:35 FAX 2026165898
013
SPREADING GOOD FORTUNE
DOJ C.O.P.S
2026165898
This program has proven to be one of those rare instances where truly everyone wins. The
participating officers and their familie's are delighted with their new homes. Neighborhood
residents are grateful to have these officers as active members of their communities.
Residents in other areas have witnessed the positive results and are demanding officers for
their own neighborhoods. Community Development officials are seeing these once-declining
areas renovated and revitalized. As the program continues to expand, the increased tax base
will benefit the entire city, The City will use part of its grant money to renovate proper-
ty for use as a Koban residence for officers. Additional loans will depend upon available
05/08/97 FRI 15:36 FAI 2026165898
financing- several of local banks have agreed to continue their support. Although other
cities may experience greater or lesser degrees of success, they can tackle their own inner-
city problems by tailoring this program to fit their individual policies and resources. Columbia
officials are more than willing to share what they've learned since the program's.
inception and to assist in developing modified versions for other locations.
COLUMBIA
For additional information, contact:
City of Columbia
Community Development Department
P.O. Box 147
Columbia, SC 29217
(803) 733-8315
This prochure was froided Py a From from the Ford Foundation.
2026165898
05/08/97 THU 12:39 FAX 2026165898
DOJ C.O.P.S.
002
se
aboratories of Democracy
part because it transforms the attitudes
of police patrolling those neighbor
hoods. 1 used to just work the neigh-
borhood," says Officer Charles Rowsou
"Now I give it 150 percent more. be
cause my family and I live here the
A Cop Next Door
longer leave it after my shift and figure
it's someone else's problem."
It makes you a better police officer
if you live in the and you parrol, says
I
1991, the police department in
5 the problems of the community.
Corporal Raudy Blackwell. -I rude my
Columbia. South Carolina, began
Police don't live here.' they would say,
patrol car around the area for several
offering lowlnterest mortgage loans
'so they don't really care what happens
years. but didn't live there. Since own
m any officer willing to live in A high-
here." Now they know that police othi-
a home in the neighborhood and know
crime or deteriorating neighhorhood.
CCTR live among diem and do care."
the people who live here, 1 have a total
One rundown house whose street art
Ausan says the program is & major
ly different opinion of it and them. The
dress was 911 caught the attention of
ingredient of his community-based
city of Columbia is no longer just I
Officer James Brown.
policing plan. Overall crime rates have
place where I go to work It's where?
7 told my wife. "Thar house is meant
decreased 16 percent since 1991, and
live. You take a different interest in tt. if
for 115, he says. Brown's wife and two
he attributes much of that drop to the
you live where you work-
young children weren't so sure. The
new home loan pro
onestory brick house needed repairs.
gram. which Induced 11
and the ucighborhood was suffering
officers to move into
Requent burglaries.
some of the city's high-
The department offered the Browns
crime neighborhoods.
a mortgage lown with a 4 percent inter
"Like most other ci-
est rate and no money down. Their
ries. the fight against
only out-packet expense was $5 for 2.
crisse and deteriorating
credit check They bought the house
homes leads die list of
for $70,000, Including $28.000 in reno-
needs." says Richard J.
vation costs. and have lived in it happi-
Semon, Columbia's com-
ly for more chan four years.
munity-development
7 dreamed of having my own home.
director. He says that the
but never thought it would bappen."
program has also fur-
says Brown. "My neighbors any they sec
thered the goal of revital-
a hig difference since my family and I
izing the city's housing
moved in and I park my squad car out
and promoting home-
front They tell me they sleep feeling
ownership.
safer, knowing I'm living here with
The results have been
them. I think the police homeowner
overwheliningly positive:
program is great for me and the city.-
The ungoing presence
Known did not know it at the time,
of police can help sus-
but by buying and moving his family
win or renew a sense of
into the -911 house." he became one of
stability to a community.
the first police officers in the nation in
Suzanne House, a neigh
take part in a small but growing and
bor of one of the Col-
successful element of community
umbia policemen in the
ing programs acress the nation.
program, agrees. "We
"Police homcownership In high-risk
had police at our com-
Officer James Brown and his family's "911 house."
ueigbborhoods is community-or
munity meetings. but it
policing at its very best,~ says Columbia
wasn't quice die same, if they didn't live
Young police officers and their fami-
police chief Charles Austin- "People in
here. With 2 police officer and his fam-
lies like the loan program because the
problem areas of our city used to com-
ily living here and parking his squad
luw-interest and no-moneydown mort-
plain that police aren't really sensitive
car in [ront of his house, it's made a big
gages offer them 2 chance to own 2
difference. It makes us neighbors feel
home years cartier chan July otherwise
more safe."
could afford. The home loans include
by Walter Old
There used to be a crack house 2
generous rehabilitation funds for older,
block away." says Columbia resident
rundown homes. The buildings, once
Walter Oldss is a freelance writer based
Brooks Dickerson. "Since a policemant
prime candidates for demolition, are
in Evansion, Minois, miles frequently
remodeled into attractive like-new
Place courtesy of Combe Police Department
moved in here, it's gone. The neigh-
writes on community topics.
burhaad's much quieter now." The pro-
homes both inside and our, including
gram is improving neighborhoods in
brand-new Licchens and landscaping.
8 POLICY REVIEW March April 1996
05/08/97
THU
2026165898
12:40 FAX 2026165898
DOJ C.O.P.S.
003
Columbia, South Carolina
Police Department
o one ever faulted police chief
N
Charles Austin of Columbia.
SC, for lack of honesty. "Too
often." he said. "those of us in
law enforcement have been guilty of
deciding-on our own. without input
from the people most directly
involved-whal's best for the com-
munity at large."
That began to change in 1990,
when Austin assumed command in
this capital city of 112.000 residents.
He initiated a program of communi-
POLICE
ty-oriented policing (COP) that dif-
fers radically from the incident-ori-
ented approach it replaced.
"It's not that we didn't value other
viewpoints," he said. "But there was
an absence of communication
between the police department and
the community that really hurt our
credibility."
Relations have improved dramati-
cally, Austin said, "Since we decen-
SUPPORTING
tralized our personnel and other
resources throughout the jurisdiction.
and organized into smaller. more
workable components. In other words,
COMMUNITY-ORIENTED
since we moved closer to the people
we've pledged to protect."
He credits three factors with con-
tributing to the success of the pro-
POLICING
gram: the establishment of numerous
satellite police stations around the
city, sponsorship of a home owner-
ship initiative that encourages officers
to live in the neighborhoods where
they work, and active participation in
community outreach programs.
But none of these efforts would
make a major impact, hc said. without
"Some kind of process that links our
substations with our district stations
with our regional stations and with
our headquarters. It's essential that we
all have access 10 the same informa-
tion. very quickly."
In Columbia. the need for fast,
accurate information is met by an
integrated Lifetine Computer-Aided
Dispatch (CAD) and mobile data com-
puter (MD(:) solution from Unisys.
The marriage of police work and
technology embodied in the LifeLine
2026165898
05/08/97 THU 12:41 FAX 2026165898
DOJ C.O.P.S.
004
High School
ever faulted police chief
CAD/MDC solution is "A quantum
es Austin of Columbia,
leap that's taken us from the 19th cen-
or lack of honesty. "Too
tury into the 21st." Austin said. "It's
Leadership Progra
he said, "those of us in
not only helped US become more effi-
cient, but has enabled us to provide
ment have been guilty of
better service to our residents."
in our own. without input
"Because we can collect, store,
people most directly
monitor and retrieve information as
Police Build Rapport With the Communit
what's best for the com-
needed." he said. "we're able to reduce
-ge."
paperwork significantly. That. in
Through Interaction With Students
gan to change in 1990.
П assumed command in
turn, frees our more than 300 police
city of 112,000 residents.
officers to spend more time where
a program of communi-
they belong-on the streets. And it
by Richard L. Hetzcl
policing (COP) that dif-
makes it possible 10 reassign some of
ly from the incident-ori-
our records-room personnel to posi-
ften considered one of the "most scarce and preci
tions that are more visible to the com-
ch it replaced.
community," leadership within our society has be
hat we didn't value other
munity."
able and essential to our success in law enforcement.
he said. "But there was
The revolution in the way Colum-
Norcross, GA, located in the rapidly-growing G.
C of communication
bia reports, assesses and manages
metropolitan Atlanta, has experienced tremendou
criminal information intensified in
: police department and
increasing the challenges for the Norcross commu
nity that really hurt our
1994. when Unisys was asked to sup-
Police Department (NPD).
port. the city's community-oriented
Recognizing the complexities facing today's cor
have improved dramati-
policing program by modernizing the
initiated a cooperative
n said, "Since we decen-
records management and dispatch
joint venture with Nor-
r personnel and other
systems. Once LifeLine CAD/MDC
cross High School, the
roughout the jurisdiction,
was implemented. it was linked with
local business commu-
zed into smaller, more
the department's e-mail system so
nity, and local church-
inponents. In other words,
officers and other personnel could
es. A community-ori-
,ved closer to the people
communicate easily.
ented program for high
d to protect."
A.n open network that USCS message
school students was
S three factors with con-
switching and routing tools was creat-
developed to learn
the success of the pro-
ed to allow exchange of information
about leadership roles.
with state and national law enforce-
tablishment of numerous
Fashioned after the
ment databases. Patrol cars were out-
ice stations around the
successful adult Lead-
rship of a home owner-
fitted with laptop computers that Ict
ership Programs, such
c that encourages officers
officers enter information by typing or
as Leadership Gwin-
e neighborhoods where
writing with an electronic pen. and a
nett, the Norcross Stu-
common LifeLine database was estab-
nd active participation in
dent Leadership Pro-
outreach programs.
lished for police. fire and emergency
gram was designed to
of these efforts would
medical operations.
select students who
All these measures-the tenets of
r impact, he said, without
demonstrated leader-
of process that links our
community-oriented policing and the
ship potential for atten-
with our district stations
technological advances that support
dance at a series of team
ional stations and with
them-have added 10 Columbia's
building and leadership
ters. It's essential that we
image as a vibrant center of govern-
symposiums pertaining
:SS to the same informa-
ment. business. academic and military
to student and commu-
:ckly."
life. "If you don't feel safe," said
nity concerns. In order
ibia. the need for fast,
Columbia Mayor Robert D. Coble,
to identify those stu-
formation is met by an
"nothing else works." That's why, he
dents who demonstrat-
feLine Computer-Aided
pointed out. "Public safety is the num-
ed leadership potential,
(D) and mobile data com-
ber-one issue when community lead-
high school faculty
solution from Unisys.
ers gel together 10 discuss redevelop-
members were asked to
iage of police work and
mem projects."
nominate students they
mbodied in the LifeLine
Continued on page 31
May 1996
2026165898
05/08/97 THU 12:42 FAX 2026165898
DOJ C.O.P.S.
005
Supporting C.O.P.
system," said Douglas Stamps. Com-
grams. It gives officers immediate
continued from page 29
munications Administrator for the city
access to accurate information, and
of Columbia "But with LifeLine's
also helps us son through the informa-
enormous flexibility, we can create
tion so we can present it to citizens in
In cities where there's little com-
new codes on our own and customize
munication between police and resi-
an easy-to-understand format at neigh-
dents, Coble said. "You can feel the
applications to meet our specific needs.
borhood meetings."
hostility." But in cities where commu-
It's not something we're going to out-
"That's important because it says
nity-oriented policing has led to a
grow anytime soon."
we're giving the public not just num-
sense of partnership hetween officers
Stamps oversees 22 workers in the
bers but facts they can identify with. It
and neighborhoods. he said. "There's
city's 911 Dispatch Center. which
says we don't just file away whatever
a spirit of cooperation and a willing-
handles emergency calls for police,
information they give us. It says we
ness to work together."
fire and emergency services. "Life-
use that data to protect the lives and
One way to foster the feeling of
Line makes the job a lot easier," hc
property of the people in the neighbor-
partnership. the mayor said, is through
said. "It helps us improve response
hood. That fosters a sense of belong-
the "high visibility that comes from
time. keep better records and more."
ing-both for residents and for us."
sheer presence-which is why we have
Among the major features he cites is
"It all boils down to a quality of life
more than two dozen substations sprin-
the ability to "flag" known addresses
issue," Austin said. "That's what com-
kled throughout the city. Some are
where officers or firefighters need to
munity-oriented policing is all about:
staffed constantly, others on an as-
exercise caution. and the ability to pin-
not dealing just with incidents, but
needed basis. Some are even located
point the exact location of available
also with underlying causes."
in high schools and middle schools."
resources.
"To do that, you need a natural rela-
Another boon 10 police visibility is
"The mobile data computers in our
tionship with the people you serve.
patrol cars let our officers transmit
You need 10 listen to them and assess
Columbia's readiness to make afford-
able housing available to officers inter-
information between the field and
what they tell you. Above all, you
ested in living where they work. "So
headquarters without using a radio,"
need 10 share information with them."
Austin said. "In an era when scanners
L&O
far we've helped more than a dozen
officers move into residences that
are commonplace, that dramatically
were previously vacant. This helps
reduces the probability that sensitive
energize older neighborhoods and pro-
messages will be intercepted."
vides better protection to the people
What's more, "Entering data on an
who live there," the mayor said.
MDC is as easy as scribbling it on a
FORDOMESTIC VICDENCE
He also expressed admiration for
notepad or scrap of paper, and it climi-
the police department's numerous out-
nates the chance of information being
lost. Add to that the fact that informa-
In patenership with Colaroid
reach efforts. "I remember with plea-
tion can hc stored indefinitely and
Corporation, officerstof the
sure," hc said, "the officer I watched
reading to a group of Tatchkey chil-
retrieved immediately, and you see
Bostond Department are
dren' at a public housing project I vis-
how MDCs can be used 10 prevent
training Lise cameratão effec-
ited recently."
crime as well as to respond to it,"
tively document domesticivio-
Austin said.
lence injuries.
Coble also noted that such pro-
There's also the matter of personal
Instructors from the Polaroid
grams would be much harder to find
Schoolor Law direment
time for and to administer were it not
safety. "If an officer is in contact with
for the greater efficiencies that high
a suspicious person and needs to con-
Imaging stress that/milicers
technology has brought to police work.
duct a background check, he can usu-
should tographane victim
"When you realize," hc said, "that our
ally get information much quicker by
with sepsitivaly and address the
3
using an MDC to check the headquar-
issues that are prevalent these
officers now spend at least 15,000
fewer hours handling paper each year
ters database than by going to several
incidents
diverse sources." Austin said. "Or sup-
These photographs then
than they did in the past, you begin to
appreciate the cost-effectiveness of
pose there's reason to believe a car has
become evidence and greatly
been stolen. By using the MDC to
enhance the tability to prosecute
tools like LifeLine." That time saved.
incidentally. translates into more than
access the State High" ay Patrol. the
the cases and record the serious
$300.000.
officer can determine within seconds
nature of the resulting injuries
Because LifeLine operates within
who owns the vehicle and whether or
of this crime
not the license is valid."
For more information.org the
an open environment. users may cus.
The LifeLine CAD/MDC solution
Polaroid Domestic Violence
tomize systems easily and upgrade
has helped Columbia's police depart-
Training Seminar. contact:
g
them at will-regardless of the hard-
ware or software platforms involved
ment meet its information manage-
ne-Elizabeth Snider of
"Il 100k a lot of time. money and
ment needs. "It's also clear." Austin
Polaroid Corporation at
red tape 10 make changes 10 the old
said. that this solution enhances the
(617)386-6461.
effectiveness of our community pro-
May 1996 LAW and ORDER 31
05/08/97 THU 12:43 FAX 2026165898
2026165898
DOJ C.O.P.S.
006
America's Best
Suburban Police Forces
Today's top departments do more than just arrest criminals-they
help neighborhoods solve problems and stop crime before it starts.
Good Housekeeping salutes forces around the country, and explores
what you, can do to improve your own. BY JOE DOMANICK
SPECIAL
Americans are more
population lives. Guided by an assem-
police chief with vision and the skills to
REPORT
worried than ever about
bled panel of 17 leading law enforce-
carry it out
protecting their families
ment experts (see page 92). we investi-
an ability to identify trouble spots and
and homes-and with good
gated more than 60 departments. Along
act before there's a need to make arrests
reason. No longer just a gritty fact of
with weighing their achievements, we
quick and thorough response to citi-
life in big cities. crime has muscled into
factored in whether the forces were free
zens' calls for assistance, complaints.
all of our neighborhoods. from rural
of incidents of civil-rights violations,
and concerns
towns to manicured suburbs.
brutality, discrimination, or harassment
innovative programs. often technology-
And yel. a quiet revolution is afoot.
This sometimes meant that transgres-
based. to fight crime more quickly and
Experts have a renewed belief that police
sions by a few rogue cops eliminated
effectively
forces can do a for more than merely
otherwise excellent departments. The
officers who see policing as a carecr of
hold chaos at bay. With the right strate-
final eight we selected satisfied our cri-
choice and who are personally account-
gies. they can actually prevent crime and
teria. additionally, they are all accredited
able (or community stability
make communities safer and more har.
by the Commission on Accreditation for
intolcrance of brutality and corruption
monious.
Law Enforcement Agencies, Inc., the
within the ranks
There are many good departments
national standards-making body for po-
creative solutions to address tradition-
throughout the country. but 10 find the
lice departments. a distinction diat only
ally hard-to-handle crimes such as do-
most outstanding Good Housekeeping
about 2 percent of all U.S. forces merit.
mestic violence and drug abuse in the
Launched a yearlong survey. We focused
Characteristics these forces have in
schools
exclusively on the suburbs. as this is
common include:
citizens who are active auxiliaries of
where a sizable portion of the country
excellent leadership epitomized by a
the crime-fighting (can) and who are
M2
November
1996
05/08/87
THU 12:44 FAX 2028165898
2026165898
DOJ C.O.P.S.
007
monthly support group that helps vic-
tims relocate to safe houses or obtain
financial assistance or court orders.
Mount Pleasant also boasts a Youth
Court which a jury of tecns who have
completed a six-wock "law school" try
kids under 17 accused of a misdemeanor,
like shoplifting. "Guilty" verdicts can
result in punishment such as repairing
damages or doing community service.
Another standout, the Consequences
Program, allows young people living at
home to have their first traffic-violation
ticket invalidated. For four Saturday
nights they listen to presentations by par-
ents of teenagers who have died in crash-
es, tour a hospital trauma unit, and learn
the economics of auto insurance.
Armed with an Education
PALATINE, ILLINOIS
Population: 50,000; 88 officers
Chief: Jerry Bratcher
Patty Pierce is a people person. She
majored in social work at Mundelein
College in Chicago because she wanted a
job where she could make a difference.
When she graduated in 1991 and went
on job interviews, she came to feel that
she could better help a community by
becoming a police officer, like her father.
In Mount Pleasant, Officer Ron McCoy takes a time-out with his children Miranda and Brendon.
For anyone whose stereotypc of cops
is that they're just bullies with badges,
Moving in with the Neighbors
respond whenever someone knocks on
Pierce's logic may come as a surprise.
his door, whether it's in the middle of
MOUNT PLEASANT,
But in the Palatine P.D., Pierce's urge to
SOUTH CAROLINA
the night or the middle of his daughter's
help people is the norm. Ten years ago.
Population: 37,000; 81 officers
birthday party.
to attract the right kind of career cop,
Chief: Tommy Sexton
At first, neighbors weren't crazy
Chief Jerry Bratcher instituted the
about having a marked police car parked
requirement that all recruits must be
Two years ago, Sergeant Ron McCoy
in a driveway all the time; they worried,
graduates of four-year colleges, making
with his wife and three children left their
McCoy says, that he was there "to bust
Palatine one of only a handful of depart-
middle-class neighborhood und moved
people for drinking beers on their porch-
ments across the country with this man-
into a small brick house in a working-
es." It took time for them to come to sec
date.
class area outside Charleston that was
him not as some punitive Big Brother,
Bratcher feels strongly that this is an
beginning a downward spiral. Drugs
but rather as a big brother watching over
excellent way to staff & department,
were being dealt on street corners, graf-
them. A recent cleanup McCoy spear-
because those with other career options
fili marred walls and street signs, and
headed filled four dump trucks with
who opt for policing are likely to be
homes were regularly broken into.
trash, and spirits up and down the tree-
more motivated, effective, and compas-
The McCoys chose to live on South
lined blocks immediately soared.
sionate officers, What's more, a college
Shadow Drive to participate in the
Sexton's force is always on the look-
degree is more relevant today as cops
pionecring Resident Officer Program
out for creative ways to curb crime.
are increasingly called on to testify in
(ROP). which encourages cops to live in
When it became clear that drug dealers
court, lead and speak at community
their patrol area by offering a 75 percent
were getting incoming calls at public
meetings, and negotiate with city and
rent subsidy. "Our motto," says Chief
telephones, officers arranged to have the
county officials. To ensure a steady
Tommy Sexion, "isn't Take back the
phone company reprogram them
flow of new officers, students from the
streets.' It's 'Don't lose the streets to
allow only outgoing calls. The drug traf-
highly regarded criminal-justice pro-
begin with.' That's why McCoy's job
ticking dried up. The department also
gram at Western Illinois University in
description is very different from most
landed a federal grant that has funded a
Macomb, IL, can intern with the force
cops: He's expected to become an intc-
cutting-edge domestic-violence tracking
to carn a semester's credits.
gral part of his neighborhood, found or
system. Now, when an officer goes to a
Bratcher also designed a selection
LETISM ONY?
join a community association, develop a
home, he or she toles a laptop computer
and training process whose rigors are
local crime watch, and coordinate local
to punch in the address for an instant
matched by only the best departments in
cleanups. To ensure a trusting relation-
readout of prior calls and actions taken.
the country-and include some steps that
ship with neighbors. McCoy doesn't
An order of protection or an arrest war-
few others require. The process begins
make routine arrests; he calls in best
rant can be printed up on the spot. The
with numerous interviews, including
cops for that. And though he's paid a 40-
department has a full-time advocate to
separate sessions with the board of police
hour-a-weck salary, he is in effect on
follow up. advising the school system if
and fire commissioners. Bratcher and his
duty around the clock and required to
children are involved. and sponsoring a
deputy, and then with (continued)
good 1996 67
HUMAN
SERVICES
HEALTH
DEPARTMENT OF HEALTH & HUMAN SERVICES
Public Health Service
=
DEVERTMENT
Centers for Disease Control
and Prevention (CDC)
Atlanta GA 30333
MS: F-15
Ph: (770)488-7400
Fx: (770)488-7361
[email protected]
May 16, 1997
Jennifer Klein
Specialist Assistant to the President for Domestic Policy
The White House
2nd Floor, West Wing
Washington, DC 20502
Dear Ms. Klein:
After several months of internal review, I am able to report that we at the Centers for Disease
Control and Prevention (CDC) have identified a direction for our research on child development.
As you know, our budget never rose to the point needed to conduct the large effectiveness study
we had been planning since 1991. Given the much lower funding, we felt we needed to change
some aspects of our research. This letter will discuss our upcoming research direction and our
reasons for choosing that direction.
Meetings with consultants
The Research Triangle Institute (RTI) convened two groups of consultants in September to seek
guidance on how we could play a useful role in child development research. They were asked to
give individual opinions. The groups did not attempt to reach consensus. However, if I can sum
up the spirit of their individual opinions, it was that we should learn to live within our present
budget and that we should further define our future research direction by internal discussion at
CDC, not by asking outside experts or stakeholders to choose for us. That is what we have done
as represented in this letter. If you would like a copy of the meeting summaries, please contact
me.
CDC's criteria for choosing a research direction
Our operating criteria were that the project or projects had to be limited in terms of the financial
resources required and that they had to contribute to the science of child development. We
further stipulated that the projects should continue the line of inquiry that we had embarked
Page 2 - Ms. Klein
upon, insofar as we wanted to examine the outcome effects of field applications of child
development theory and practice in real communities. In addition, if possible, we wanted to
make a unique contribution. In particular, we did not wish to duplicate the efforts of other
agencies, foundations, and research institutions that were conducting applied studies. The target
population would remain similar to that of our previously planned effort: families living in
limited circumstances with children under 5 years of age.
An area for a unique contribution
We will focus our efforts on parents--more specifically on parental behavior towards their young
children. We will consider parental behavior in broad terms. It can mean parent-child
interaction, parental attempts to stimulate cognitive development, and parental shaping and
modeling of social and emotional development, including socialization of young children for
their interactions with other children and adults. As you know, past efforts to influence parental
behavior have met with only limited success. An enclosure discusses our rationale for choosing
this approach. In reviewing the results of past projects that attempted to affect parental behavior,
we felt that many had used a very direct approach, dealing with each parent in isolation from her
community, neighborhood, or peers. We felt that other approaches aimed at reaching parents
might prove more successful.
Our attention was drawn to emerging research on behavioral change that identifies some of the
conditions favoring such change in adults: that the adults are vested in the goals and objectives
and desire to change; that the adults have a peer network to fall back on for support in their
efforts to change; that the adults are rewarded for their efforts and successes; and that both
incentives and disincentives may influence behavior change. Most of this research is related to
practical applications of theoretical models of behavioral change. In practice, much of the
research has involved community change models (individual in the context of her community),
although it is not clear that all such change would require a community model. Much of this
research might be relevant to parental behavior. We are aware of only a small number of nascent
efforts in these directions regarding parental behavior relating to young children.
We are also aware that this type of community model is difficult to implement. There are any
number of policy reports from foundations, think tanks, and individuals that inform us that
America needs a return to a sense of community in all its neighborhoods--across all parts of the
socioeconomic spectrum. The rhetoric and calls for civic renewal have so far not been matched
by the reality. And they have certainly not been matched by a research effort on these models.
CDC's plans for research
What we describe below is our plan for initiating research on these types of models. For lack of
a better word, we will call these "communitarian" approaches to parental behavioral change,
Page 3 - Ms. Klein
with the expectation that these parental changes will be reflected in short, medium, and long
term outcomes for children across a range of domains. We envision proceeding on several
fronts:
1) Describe the range of communitarian approaches that have been conceived of,
implemented, and evaluated. Discuss the relevant practical and theoretical issues.
2) Consider potential approaches to be implemented and/or evaluated as part of the CDC
series of projects. Consider communitarian parental behavioral change projects as
supplements to other ongoing or planned community change efforts.
3) Plan implementation and evaluation of projects.
4) Implement and evaluate projects.
Our initial efforts will focus on the first and second points listed above. Because this area of
early childhood research is relatively unexamined (in comparison with child development
centers, home visiting programs, and social service and support programs), we will first
accumulate and categorize the existing research data base. We anticipate that we will find a
wide array of good ideas that merit field examination. We expect to pursue these activities with
the help of our current contracted research partners: the Research Triangle Institute (RTI), and
sites at universities and community agencies at several U.S. locations. We also expect to seek
the advice of individuals and organizations not part of our contracted research team in order to
establish a more comprehensive view of what communitarian endeavors might be possible. RTI
will coordinate that effort.
Because the name Project BEGIN is associated with a specific model of intervention based on
the Infant Health and Development Program, we have decided to no longer refer to the project by
that name. For now, we are simply the child development research projects of the Centers for
Disease Control and Prevention.
Longer term plans
After an initial period of development as described above, we expect to plan for research on
activities in the field. CDC will not specify the theories or models to be investigated at the
outset. We will play an active role in determining which models are investigated, but we expect
that many useful ideas will be generated external to CDC. We will offer advice on theories of
behavioral change and on what others in the field are doing and have discovered. We regard this
as hypothesis-testing research, not (as previously) an effectiveness study of a mechanism that
appeared at least partially successful in a smaller-scale trial. We will also not specify the
research design at the outset. We expect this to be determined dependent upon discussions with
our research partners and other consultants.
Page 4 - Ms. Klein
If we fund both the experimental programs and their evaluation through CDC funds, we expect
to be able to fund only two such projects with currently available funds.
Definition of communitarian approaches to parental behavioral change
An enclosure addresses what we mean by communitarian approaches. Our definition is
deliberately broad.
Activities for current sites
The initial activities for sites receiving concept development funds from CDC will be to assist
CDC and RTI in defining our research agenda and in accumulating a resource base of potential
endeavors that address parental issues through a communitarian approach.
I look forward to getting our project back up to speed quickly. Although our size will be
considerably smaller than we had envisioned when we embarked upon this effort, I am certain
that we have an opportunity to conduct some very useful, policy-relevant research. I hope to
hear from you. Please contact me at my address or phone number shown in the heading.
Sincerely yours,
Edward Brann
Edward A. Brann, M.D., M.P.H.
Chief, Child Development Section
Division of Birth Defects and Developmental
Disabilities
National Center for Environmental
Health
Enclosures:
1. Rationale for our choice of research direction
2. Definition of communitarian approaches to parental behavioral change; illustrative examples
Enclosure 1
Rationale for our choice of communitarian approaches to parental behavioral change
The following explains how we decided upon our new direction for our child development
research efforts.
We reviewed the existing literature on projects that have attempted to improve child
developmental outcomes by intervening at some time between the prenatal period and entry into
kindergarten. We categorized these into several main approaches.
1) Address child stimulation and development through direct child-staff interaction.
a) Child development centers
b) Selected other programs
2) Improve parenting through imparting information, teaching or modeling behavioral
change.
a) Home visiting
b) Dissemination of information in print or video
c) Parent group meetings
d) Communitarian (can include any of the above)
3) Improve parenting indirectly through addressing adult functioning.
a) Social services
b) Case management
c) Family support
4) A combination of one or more of the above
5) Address child and parent issues indirectly through neighborhood and community
development.
6) Change the tax, incentive, and income redistribution structure to influence any of the
above.
a) Child care subsidy and regulation
b) Welfare reform
7) Change the national or local culture regarding child-rearing.
Not surprisingly, CDC staff did not all agree on what the literature has to say about the relative
successes of the above seven routes to improving child development (and some of us would have
presented a different matrix of approaches). If we came to any consensus it was that the literature
provides a somewhat better case for those interventions that seek to influence outcomes by
employing direct interaction with the child (#s 1 and 4 in the list above). However, even for these
approaches, the gains for medium and longer term child outcomes are small in comparison with
what one might desire. Even with the best of out-of-home programs, children's outcomes are
strongly correlated with parental and neighborhood characteristics.
At that point, we turned to our other criteria--research that can be conducted on a limited budget
and research that is not being conducted by other parties. In this process, we eliminated projects
that relied primarily on the direct interaction of professionals with children in center-based
programs. This may sound counterintuitive, so an explanation is in order. Many other institutions
and agencies have major research agendas involving center-based child care. A few have research
projects involving other child care arrangements. Center-based child care is quite expensive.
Lastly, there seemed to be limited likelihood of further improvements in outcomes for children
based on more or better center-based child care. If we are to look for greater improvements in
children's developmental prospects, we must look beyond child care arrangements.
We decided to steer away from #s 3 and 4, because this is where lies the bulk of current research
other than that devoted to child care issues. We did not see that our contribution would be
unique. While mechanisms #s 5 and 6 may hold promise for having an effect on the problem and
for evaluation research, they did not lend themselves to projects mounted by a single agency on a
small budget. We did not entirely eliminate these from consideration if a mechanism can be found
by which we append a child development intervention and research component to a local effort at
community development or incentive alteration. Mechanism #7 has promise for changing
outcomes, but is particularly difficult to evaluate in addition to being beyond the scope of what
this agency can do. However, in one sense, a communitarian approach may change the local
culture regarding childrearing.
This left parenting (#2) as the remaining mechanism for change in children's outcomes. Although
many of society's attempts to mount programs intended to improve parenting have proven
disappointing, we felt that new approaches might merit investigation. Children's outcomes are
closely correlated with their parents' circumstances. This knowledge has been the impetus for
most parental behavior approaches in child development programs. If the parent can somehow be
induced to change his/her behavior (or adopt beneficial behaviors from the outset) and that
change is sustained, then improved outcomes for the child should follow, assuming our theories
about what behaviors to encourage are correct. With a few exceptions, however, parental
behavioral change programs have been successful only for specific behaviors (e.g., discipline style,
neglect and abuse prevention). They have not proven successful when the target behavior was
parenting in general and the target child outcomes covered a range of domains. Neither parent
education, in-home modeling, nor group discussions seem to have induced much parental change
or improvement in child outcomes.
However, we also recognize the difficulty in changing adult behavioral patterns. Educational
approaches have had limited success, especially if the adult has not independently arrived at a
decision to desire change. Multi-pronged approaches have a greater effect, but for ingrained
behaviors (such as we suspect parenting would be) the changes are incremental and slow.
Behavioral patterns also tend to revert to the prior state unless there is continual reinforcement,
especially in the early period before the new behavior becomes routine. In many instances,
reinforcement might prove more effective if it were to come from a peer group and be supported
by local community norms. This may be more important for the parents in our target population,
since many will face obstacles unrelated to parenting.
What we hope to study, then, are programs that aim for behavioral change in parents. These
programs would use a mechanism that would rely heavily on reinforcement and peer or
community support.
Enclosure 2
Definition of communitarian approach to parental behavioral change; illustrative examples
At least for the outset of this endeavor, we are considering a broad interpretation of a
"communitarian" approach. We believe the word means different things to different people. Our
emphasis will be on the individual gaining a sense of community. In this sense, the individuals
comprise the community. We are specifically not limiting the use of the phrase to projects that
operate through existing community institutions (often called mediating institutions), such as the
church, school, community club, or voluntary organization. We will consider projects to be
"communitarian" if they introduce a new or artificial community where none had existed before.
In other words, the participants in the project may become the "community" for the purposes of
this effort. In theory, for the project to have the desired effect--institute and maintain behavioral
change--the artificial or new community must become a genuine community. If the parents do not
feel invested in the community, the effects that are expected to evolve from their participation
may not occur. We will also consider projects that operate through existing community
structures. However, as with communities created by the project, the existing community
structure will operate in fact as in theory only if the parents view it as a true community to which
they belong. Existing "community-based organizations" may or may not be looked on by their
clients as communities. Some may simply be locally-based social service agencies or quasi-
governmental organizations that operate under typical social service principles of treating each
person in isolation without engendering a sense of community.
These communitarian models are differentiated for these purposes from community development
projects, such as the community empowerment zones or neighborhood enterprise zones. They are
also different from comprehensive community initiatives, which have as their focus the
organization of existing health and social service support systems into a seamless web. Our focus
is much narrower. A communitarian parental behavior program can be a part of one of these
larger programs.
What we would like to avoid are projects that deal with parents primarily in isolation from other
parents. Therefore, models that rely exclusively or primarily on home visiting would be excluded
from consideration. Some home visiting may be incorporated in the project if the primary focus
is other than home visiting (for instance, an occasional home visit to observe how the mother acts
in her own territory). Developmental curricula may be incorporated in the model, as long as the
emphasis remains on the parents and in their gaining a sense of community.
What might some projects look like?
We give these as examples only. We expect that projects may differ considerably from these.
The Wise Woman Model
A neighborhood woman or women become local leaders in emphasizing the role of
parents in directing their child's development.
Agency support provides space and lends expertise. Funds are provided for
parenting activities, including transportation and part-time child care while parents
get together.
Experts permit parental choice in child-rearing practice. This recognizes that
parental involvement may be more important than trying to force parents to adopt
one set of current "best practices."
The reading and story-telling model (dialogue model)
The program emphasizes parents' talking to children in an interactive manner.
Group activities for parents and children are planned around reading and dialogue
with children. An incentive and award structure is built around the parents'
activities.
The intensive parent training model
Child and mother both come to a central location for several hours at least two
days a week (arranged around the mother's schedule). At the center, mothers
spend part of the time with their children, supervised by staff. The rest of the day,
the mothers meet in a mothers' group to conduct activities related to their children,
while the children are cared for by staff.
The structured life
A group home for unwed mothers is established (with the stay to emphasize the
period after the birth of the child). Mothers' schedules are planned. Mothers sign
contracts (pledges) upon enrollment. Some maternal activities relate to their adult
functioning, others to their role as parents. Children are cared for in a group
setting when mothers' activities prohibit their caring for their children.