Gang Task Force Mou

Running head: GANG TASK FORCE MEMORANDUM OF UNDERSTANDING 1
Gang Task Force Memorandum of Understanding
Garrett Clark, Michael Ellis, Edward Greenawald, and Matthew Jenkins
Team Bravo
University of San Diego

GANG TASK FORCE MEMORANDUM OF UNDERSTANDING 2
Abstract
The following Memorandum of Understanding presents a hypothetical agreement among
agencies surrounding the City of Pomona to combat gang crime through a multijurisdictional
task force approach. The Memorandum of understanding provides to the foundation for the
collaborative working environment to ensure the success of the Pomona Valley Regional Gang
Task Force in curtailing gang crime and violence in the jurisdictions of the Task Force
participants.
Table of Contents
ABSTRACT .................................................................................................................................... 2
INTRODUCTION.......................................................................................................................... 6
TASK FORCE MODEL................................................................................................................ 7
TASK FORCE PARTICIPANTS ................................................................................................. 8
PERSONNEL PRIMARY AND LEAD AGENCY ............................................................................... 10
TASK FORCE MISSION ........................................................................................................... 12
STAKEHOLDERS & OUTCOMES .......................................................................................... 13
KEY STAKEHOLDER AND IMPORTANCE ..................................................................................... 13
TASK FORCE OUTCOMES AND EXAMPLES/APPROACHES .......................................................... 14
DATA COLLECTION ................................................................................................................ 15
STANDARD DEFINITIONS ........................................................................................................... 15
UNIFORM STANDARDS FOR REPORTING .................................................................................... 16
RECLASSIFICATION OF REPORTS ............................................................................................... 17
ANALYTICAL DOCUMENTS ........................................................................................................ 17
POLICIES AND PROCEDURES .............................................................................................. 17
TRAINING ................................................................................................................................... 19
OPERATIONAL PLANNING ................................................................................................... 21
INVESTIGATIVE STRATEGY ........................................................................................................ 21
PROSECUTIVE STRATEGY .......................................................................................................... 22
OPERATIONAL PLANNING PROTOCOL ....................................................................................... 22
CASE MANAGEMENT .............................................................................................................. 23

FINANCIAL AND HUMAN RESOURCES ....................................................................................... 23
DECONFLICTION OF CASES ........................................................................................................ 24
MISSION STATEMENT CONCURRENCE ....................................................................................... 24
DECISION MAKING PROTOCOLS ................................................................................................ 25
CRITICAL INCIDENT RESPONSE ........................................................................................ 25
CONFIDENTIAL INFORMANTS ............................................................................................ 27
USE OF CONFIDENTIAL INFORMANTS ........................................................................................ 27
CONFIDENTIAL INFORMANT INTEGRITY .................................................................................... 28
CONFIDENTIAL INFORMANT FILES ............................................................................................ 29
TRAINING ................................................................................................................................... 29
INVESTIGATIVE FUNDS ......................................................................................................... 29
INFORMANT PAYMENTS............................................................................................................. 30
AUDIT OF PAYMENTS................................................................................................................. 31
RISK MANAGEMENT............................................................................................................... 31
TASK FORCE RISK POLICY......................................................................................................... 31
RISK MANAGEMENT POLICY TRAINING .................................................................................... 32
ETHICAL DECISION MAKING ..................................................................................................... 32
SAFETY OFFICER DESIGNATION ................................................................................................ 33
TASK FORCE DESIGN / FACILITIES / EQUIPMENT ....................................................... 33
USE OF FACILITIES ..................................................................................................................... 34
FUNDING ..................................................................................................................................... 35
GRANTS...................................................................................................................................... 35
FBI SAFE STREETS TASK FORCE PARTNERSHIP ........................................................................ 36
ASSET FORFEITURE MONIES...................................................................................................... 37

OPERATING BUDGET ............................................................................................................. 37
PERFORMANCE MEASUREMENT ....................................................................................... 38
ANNUAL REPORTING ............................................................................................................. 40
CONCLUSION ............................................................................................................................ 41
REFERENCES ............................................................................................................................. 42
APPENDIX A ............................................................................................................................... 44
APPENDIX B ............................................................................................................................... 47
Introduction
Throughout the country, street gangs continue to impact the quality of life for residents.
According to the 2015 National Gang Report, they are reported to be the “highest threat,
perpetuating violence, drug distribution, and opportunistic crimes, such as robbery.” Historically,
Pomona has been a hotbed for criminal gang activity with thousands of gang members living in
the San Gabriel Valley and carrying out feuds and crimes within the city of Pomona (Winton and
Blankstein, 2004). In addition to gangs coming into the City to carry out crimes, the Pomona
Police Department has a large number of gangs consisting of primarily Sureños, Bloods, and
Crips, that commit crimes outside of the jurisdiction in furtherance of their respective criminal
enterprises. Figure 1 illustrates known gang boundaries within the City of Pomona and outlying
areas.
Figure 1: Known Pomona Gang Boundaries
The conclusion of a recent Federal Bureau of Investigation task force reinforces the need
to continue to combat gangs through a task force model. When the City experienced a rash of
gang-related homicides in 2013, the City elicited the assistance of the FBI, and the ensuing task
force that focused on the San Gabriel Valley found that many of the homicides could be traced to
the Mexican Mafia, whom the FBI reported had total control of the street gangs in Pomona
(Cain, 2018). According to federal prosecutors assigned to the case, 83 people were charged
with racketeering conspiracies, drug violations, violent assaults, and murders.
Continuing to keep the City free of perpetrators of violent offenses provides for a more
vibrant and robust community, where residents and visitors feel safe. Failure to adequately
address the gang issues in Pomona can have a negative impact on local businesses and the
general economy. The National Youth Gang Center (2006) estimates that each adolescent
criminal career spanning a 10-year period can cost the taxpayers between $1.7 and $2.3 million.
A single gunshot injury costs over $1 million.
Task Force Model
Gang members do not stop committing crimes at City limits; as evidenced by internal
crime data and results from the FBI task force, Pomona centered gangs are carrying out crime in
the greater Los Angeles County area. Consequently, and to have the most significant impact on
the gangs, a multijurisdictional task force should be employed. A multijurisdictional task force
provides several unique advantages over gang-units in respective agencies. Resources of each
participating agency can be leveraged since each has capacities and limitations. Putting all of the
resources in one place, under unified control, allows for the more efficient use of resources and
expertise towards a common goal (Center for the Advancement of Public Integrity, 2016;
Department of Justice, 2008, p. 6). Additionally, research has shown that gangs are fluid; their
criminal sophistication and rivalries are in constant flux (O’Deane, 2016). Establishing
multidisciplinary and multijurisdictional task force will provide for a group of people that are
continually monitoring gangs and gang members. They will have the ability to take information
gleaned from the community and patrol and develop intelligence and a more comprehensive
understanding of gang-related crimes. With a better understanding of the gang crime problem,
administrators will be in a position to make better-informed decisions on enforcement tactics and
crime prevention strategies (Guidetti and Martinelli, 2009). Additional advantages of a
multijurisdictional task force include enhanced availability of funding streams, increased public
relations and improved public perceptions (Department of Justice, 2008, p. 6).
Task Force Participants
The Pomona Valley Regional Gang Task Force (Task Force) will be composed of many
different law enforcement agencies who are all united in a shared and vested interest of
mitigating the regional gangs and gang activities that are infecting the Pomona area. In order to
increase efficiency and effectiveness, the participating agencies will all be need to be given an
equal voice in the collaborative environment of the Task Force, and will also need to recognize
each entity’s successes with their given roles in the Task Force. The participants from the State
Corrections departments, Probation and Parole agencies will be invited to participate with the
Task Force, as the need for them arises as the Task Force conducts their field operations against
the gangs. The following sections will address the agencies that will be involved and then will
also address the guidelines on how to manage the different types of agencies working together,
and later on, how to incorporate the other agencies into the Task Force.
The primary departments that will be invited to participate in the Task Force will be:
• The Pomona City Police Department
• Los Angles City District Attorney
• Los Angeles County Sheriff’s Department
• California Highway Patrol

These aforementioned agencies will make up the core participants of the Task Force, as they
will be interacting with the gang members the most frequently in the field. However, the Task
Force will also be in collaboration with the California Corrections Department, Los Angeles
County Jails, and the Los Angeles County Probations Department in order to further the mission
of the Task Force. Bringing together these agencies from the periphery will give the Task Force
greater access to more resources, information and assistance during operations against the gangs
and gang members. These agencies will be invited to join Task Force at an appropriate time and
need which will be dictated on the success or failures of the Task Force. The Task Force will
designate specific personnel who have excellent interpersonal communication and personable
skills that can incorporate these agencies to collaborate with the Task Force. These additional
agencies will have a shared interest in the Task Force’s Mission against the Pomona regional
gangs as they too often come into contact with gang members and would have a desire to see
actions taken against the gangs.
In order to create a collaborative environment, the Task Force will need to ensure that every
participating agency an equal voice and be recognized for their successes. In order achieve unity
and equality, the Task Force will incorporate the following guidelines:
• Establish a project control group/board of directors: Leadership is needed for the Task
Force, and having a board of directions will give guidance to the Task Force
• Provide for one representative per agency: This way all agencies are equally
represented.
• Provide for an equal vote for each member: No favoritism will exist in the Task
Force, as teamwork and unity will be what achieves the Task Force’s goals.
• Strive for unanimous decision making: This reinforces unity and harmony in the Task
Force
• Provide specific and attainable goals: Goals are important, as they give the Task
Force, reason and a purpose for existing and also methods of building on success.
• Mandate that the control group meet regularly: Having the control group meet
regularly will allow the Task Force to make updates, change any policies and
procedures the need to be changes, and lastly, handle any issues that have arisen and
will be dealt with in a timely and organized manner.
These guidelines will allow all the participants to have an equal voice and will have their
respective agency cares and concerns met, and also will have their successes be recognized by
the Task Force, as they will be able to give feedback and reports to their agency representative
who is on the Control Board for the Task Force. This fosters unity, teamwork, and ultimately
success for the Task Force.
Personnel Primary and Lead Agency
The Task Force shall be headed by an Executive Committee comprised of the Chief
Executive Officer (CEO) or his designee from each participating agency. These members shall
meet annually to discuss operations and provide oversight and guidance to the Coordinating
Committee. The Coordinating Committee will consist of representatives from each participating
agency and will assist the Task Force Coordinators in obtaining resources including funds,
personnel, equipment, vehicles and other items required to support the overall mission. The
Coordinating Committee will also assist the Task Force Coordinators in the developing
administrative procedures, investigative objectives and strategies. The Coordinating Committee
will assist the Coordinators in the preparation of reports for the Executive Committee. Because
the task force is comprised of agencies The Task Force Coordinators are designated as a
lieutenant assigned to the Investigations Division of the Pomona Police Department for Los
Angeles County and a lieutenant assigned to the Investigations Division of the Ontario Police
Department for San Bernardino County. The coordinators are directly accountable to the
Executive Committee. The Task Force Coordinators will prepare written reports of ongoing and
completed investigations for the Executive and Coordinating Committees, and to their Co-
Coordinator as outline in the Performance Measurement section of this Memorandum of
Understanding.
The Task Force will be staffed by personnel recommended for assignment to the task
force by participating agencies. While assigned to the task force, all personnel will still be
subject to the policies and procedures of their parent agency. If the Task Force Coordinators have
cause to replace a member, the issue will be discussed with the participating agency's
representative to the Coordinating Committee. If the contributing agency does not concur with
the decision of the Task Force Coordinator, the issue will be forwarded to the Coordinating
Committee for a final decision. Participating agencies may rotate their assigned investigators as
necessary to comply with their agencies' policies and procedures.
The Pomona and Ontario Police Departments will provide sufficient office space for all
Task Force personnel assigned within their county. Personnel shall be provided to this task force
to facilitate normal administrative and clerical duties associated with an investigative unit. One
Office Assistant each will be provided by the FBI, and the Pomona and Ontario Police
Departments. Each agency will provide the following level of staffing:
The Pomona and Ontario Police Departments: one full time lieutenant (Task Force
Coordinator), one full time sergeant (Task Force Supervisor) and six full time detectives. The
Counties of Los Angeles and San Bernardino each: one full time DA investigator, one
prosecuting attorney, two full time Sheriff’s investigators and one full time Probation officer.
The CHP, Upland, Chino, Chino Hills and Rancho Cucamonga Police Departments: one full
time investigator and one liaison officer. The La Verne, Claremont and Cal Poly Pomona Police
Departments: one liaison officer. The California Department of Corrections and Rehabilitation:
two full time parole agents. The FBI: one full time supervising special agent (SSA) and eight full
time special agents. The United States Attorney's Office: one liaison assistant U. S. Attorney.
The ATF and HSI each: one liaison investigator. Task force personnel will routinely operate
within their home county but may be tasked to assist with major operations in the adjacent
county.
Task Force Mission
The mission of the Task Force will be to: identify and target for prosecution, organized
criminal gangs and their members responsible for: Crimes of violence, including but not limited
too,
• Murder
• Robbery
• Aggravated Assault
• Drug trafficking
• Money Laundering
• Alien Smuggling
• Human Trafficking
• Other criminal activity to benefit the organization or criminal street gang through
acquisition of wealth and power.
Through the use of professional investigation, apprehension, and conviction of street to
high-level drug offenders as well as community education to deter future violations; we are
committed to investigating, disrupting and dismantling organized criminal enterprises that affect
the community, and we will work with determination towards protecting and enhancing the lives
of current and future generations.
Our Task Force will utilize criminal intelligence analysts and crime analysis resources of
our member agencies in an effort to identify criminal enterprises and criminal street gangs. The
use of intelligence will enhance the Task Force’s capability and effectiveness in the ability to
target and arrest criminal gang members. The use of criminal analysts and criminal investigators
will be imperative to our Task Force. These analysts and investigators will be based out of the
headquarters that they will share with our fellow officers from all participating agencies of the
Task Force.
The Task Force’s aim is too make our community of Pomona more safe by breaking apart
the gangs that are present in the area. It is our hope and belief that breaking and weakening the
regional gangs will make the community of Pomona safer, a better place to live for families, and
too also have our youth grow up without the fear or pressure of gangs.
Stakeholders & Outcomes
Key Stakeholder and Importance
Pomona is a diverse community with many key stakeholders who hold an interest in
reduced gang violence and improved overall health of the community. These stakeholders
include residents, business owners, and educational institutions.
1. Residents – Stakeholder input should be sought from the Pomona’s Promise Group
(Formerly the Pomona Youth and Family Master Plan Working Group)., members of the
clergy (to include Pastors of Pomona group), neighborhood representatives,
neighborhood watch leaders, commission members and members of city government.
Residents should be encouraged to provide stakeholder feedback at the Police
Department’s monthly Area Commander Meetings.
a. Residents as stakeholders are key to preventing gang violence in the community
because they live and work in the city. At risk youth will be first identified by
those living in neighborhoods and it is imperative that residents be involved.

2. Business Owners –. Some of the largest employers identified as key stakeholders
include, Los Angeles County Fair (Fairplex), Pomona Valley Hospital Trauma Center,
Tri-City Mental Health, Downtown Pomona Business Owners Association and General
Dynamics.
a. Employers in the community rely on a stable workforce and a stable community
in order for their enterprises to thrive. They have a vested interest in seeing a
reduction in gang violence.
3. Educational Institutions – Pomona is blessed with a large and dynamic public-school
district, as well as several world class higher education institutions. Key stakeholders
include the Pomona Unified School District, the PUSD Board of Directors, Cal Poly
Pomona, Western University and the University of La Verne.
a. PUSD is a major stakeholder as the educator of Pomona’s youth. Cooperation
and coordination with the school district is of the utmost importance in order for
prevention and intervention programs to be effective. The higher learning
institutions rely on a safe community for their students and for Pomona’s
residents.
Task Force Outcomes and Examples/Approaches
Stakeholders will be solicited for input on desired outcomes in the community. The
outcomes should generally be focused on improving efforts in prevention, intervention and
suppression.
The Gang Resistance Education and Training program (GREAT) will be taught in
cooperation with PUSD. The program is focused on prevention and is successful only with the
cooperation and participation of the school district. A measurable outcome will be to teach the
course to 8 schools per year. Officers will evaluate the level of engagement from students at
campuses where the program has been taught to gauge effectiveness.
The Gang Task Force will liaison with PUSD through the department’s SROs in an
attempt to identify at-risk youth and gang associates who would benefit from an intervention
program. The task force will be able to utilize the scared straight initiative and Chino Institute
for Men along with directed mentorship and department functions such as the annual campout
and other community engagement efforts. The Criminal Intelligence Coordinator will track
subjects who have been through the intervention process and track their contacts with law
enforcement to determine effectiveness.
Suppression efforts will be focused on career criminal utilizing intelligence-led policing
strategies. Weekly meetings will be held with all work groups for information sharing purposes.
The Task Force Sergeant will coordinate directed enforcement efforts and request assistance
from allied agencies when appropriate. Officers will be encouraged to develop CI’s in order to
be more effective with suppression efforts and to focus on the recovery of weapons. These
efforts will be measurable in the number of arrests, weapons seized and an overall reduction in
gang violence in the city.
Data Collection
Standard Definitions
The following definitions will be utilized as it pertains to the Gang Task Force
Memorandum of Understanding:
Gang - Any ongoing organization, association, or group of three or more persons,
whether formal or informal, having as one of its primary activities the commission of one or
more of the criminal acts enumerated in California Penal Code section 186.22 paragraphs (1) to
(25), inclusive, or (31) to (33), inclusive, of subdivision (e), having a common name or common
identifying sign or symbol, and whose members individually or collectively engage in, or have
engaged in, a pattern of criminal gang activity (Findlaw.com 2018).
Gang Member - A gang member is any person who meets two of the following criteria.
1- Admits membership in a specific gang, 2- Uses gang hand signs, paraphernalia, tattoos, or
clothing associated with a particular gang, 3 – Police records confirm close associations with
known gang members, 4 – The suspect is arrested with other gang members, 5 – A reliable
source indicates that the suspect is a gang member. (Gang Basics Part 2).
Gang Affiliated - Any crime in which the suspect(s) are identified as gang members or
the victim becomes a victim because of their specific gang affiliation with a particular gang.
(Gang Basics Part 2).
Uniform Standards for Reporting
All Pomona Police Department officers, and officers assigned to the Task Force, will
utilize the Gang Member (GM) track-able offense code when documenting gang members during
field interviews, writing crime reports or documenting gang-affiliated arrests and citations. Due
to the nature of gang crimes and the need for fresh intelligence, these reports shall be given
priority whenever possible and should not be held for completion at a later date. Records
personnel shall forward a copy of all documents with the GM offense code to the Gang Task
Force Criminal Intelligence Coordinator (CIC). The CIC shall utilize all intelligence received to
create regular reports, track gang offenders and enter identified gang members into the
CALGANG statewide database. All policies and laws regarding entry into CALGANG shall be
adhered to and certified by the CIC.

Reclassification of Reports
Any crime report or document that is discovered to be gang-related after it has been
approved by a supervisor shall be reclassified with the “GM” track-able offense code via a
supplemental report. Records personnel shall forward a copy of the original and supplemental
report to the CIC.
Analytical Documents
The Task Force will operate under an intelligence-led policing design, which requires
fresh and accurate information in order to be effective. The Task Force CIC will be responsible
for regularly creating several documents and reports that can be utilized by the Task Force.
These reports will include: a daily gang-related crime brief, a list of most-active gang members
with mug shots and identifying information for each active Pomona gang, and a hot-spot list that
identifies the three most active areas of gang crime for the previous 30-day period. As the task
force develops it is anticipated a variety of different reports may be needed to ensure efficiency.
The CIC will be responsible for developing these reports at the direction of the Task Force
supervisor.
Policies and Procedures
All personnel assigned to the Task Force shall review and abide by the task force policies
and procedures manual. The manual shall be prepared by the Coordinating Committee and Task
Force Coordinators with oversight from the Executive Committee and shall specify policies and
procedures for the task force. Members of the task force will also be responsible for compliance
to their parent agency's policies and procedures.
While personnel assigned to the task force will still be subject to their parent agency’s
chain of command and internal departmental administrative processes, they will report to work at
the task force offices on a daily basis. The host agency will provide access to the task force
offices and facilities, as well as granting access to the host agency’s Records Management
System. These permissions will streamline the preparation and approval of written reports,
ensuring the timely submission to the District Attorney or United States Attorney for
prosecution. In all cases involving felony charges or gang related misdemeanor charges, the
prosecuting agency will make every effort to utilize “vertical” prosecution.
Although not required, it is recommended that the members of the Executive Committee
provide a draft copy of the task force policies and procedures manual to their respective legal
advisors and Training divisions for review. In no event shall any task force officer be compelled
to engage in any action that would be considered a violation of his/her agency’s policies and
procedures.
The Task Force Coordinators and Coordinating Committee shall be responsible for
reviewing and maintaining the task force policies and procedures manual, and for presenting
any recommended changes to the Executive Committee in July of each year to insure
compliance with applicable statute and case law. In the event of a significant change to statute
law or a significant court decision the Task Force Coordinators, members of the Coordinating
Committee or members of the Executive Committee will have the authority to propose
appropriate changes to task for policies and procedures. Additionally, task force personnel
can recommend changes to policies and procedures, at any time, via their chain of command.
The task force policies and procedures manual will be disseminated electronically to the
members of the Executive Committee, the Coordinating Committee, the Task Force
Coordinators and all personnel assigned to the Task Force. Those personnel will be responsible
for further disseminating the Task Force Memorandum of Understanding, and the Policy and
Procedure Manual to the Investigations Division commander within their respective Department,
Station or Field Division. The Task Force Coordinators will also be responsible for the
preparation of a regional training bulletins to be disseminated to member agencies. The purpose
of these training bulletins will be to acquaint member agency personnel with available Task
Force resources, Task Force investigative responsibilities and the appropriate manner to request
Task Force assistance within their jurisdiction.
Training
In order for the Task Force to be successful in our endeavor of mitigating gang activity in
our region, the Task Force will undergo an intensive training program in order to give our
members the knowledge, tools and the skills for them to be successful in the interactions with the
regional gangs. Regarding training the Task Force will focus on three major components of:
• Suppression
• Intelligence
• Investigations
These three components will be conveyed to our members of the task force by the Gang
Training Officers (GTOS). The GTOS will be chosen based upon officers who have a wealth of
experience and knowledge to impart upon our Task Force. It will be the GTOS who will
administer the training and create the curriculum for our Task Force. The members of the task
force must first be able to learn the following in order to be able too be considered a full fledged
member of the task force. The specific training for the Task Force will include:
• Gang Members Recognition
• Establishing Membership
• Personal Safety
• Gang Investigations
• Gang Surveillance
• Intelligence
• Gang Culture and Lifestyle
Practical examinations will be administered by the GTOs and graded according to their
curriculum. The training will take place over a 6-week period with a 12-hour day, alternating
between 3 days a week and 4 days a week. This will allow our officers to be able to learn, train,
have time to process and complete projects. The officers will be sent out into the field after an
initial 3 week crash course for an intermittent period of time with a Gang Task Force Officer and
then gradually promoted to a full member and demonstrated competency to be able go out and
interact with gang members with other officers who have completed the training. It will be
imperative that the GTOs make sure all members prove competency and capability before our
members take to the field and interact with the gangs.
After the completion of training and being approved by the GTOs, members will take to the
field to complete, investigation, intelligence and surveillance tasks. However, it is my proposal
that training will be ongoing, with new skills being developed and added to the curriculum. This
will come about as the Task Force is interacting more and more with the gangs in Pomona. New
skills will be discovered and taught when they are successful and the curriculum will be
constantly revised as is needed.
As this is a Task Force, training and the training being completed will be documented by
the Gang Training Officers of the Task Force. It will be the GTOs who will make sure that the
members of the Task Force complete the training. The GTOs will sign off on the members
training and keep the documents on file to reference and ensure all personnel has completed the
training. Training and updates to the training as the Task Force evolves will be undergone at
least once a month, and the training can be more frequent if needed. As more information and
intelligence is gathered, the members of the Task Force will need to be trained on the new skills
and policies that comes from the members’ interactions with the gangs.
As the gang unit gathers more intelligence and information, the members can host various
training sessions and also be able pass on the new information that was gathered from the
operations. Being given this new information will empower our members and also will allow
them too conduct their field operations with greater efficiency and effectiveness. This will allow
our members to remain updated on current situations in the region of Pomona, and allow an open
system of communication that will foster efficiency and effectiveness.
As the Task Force gains momentum and becomes successful, the knowledge and
intelligence and findings that are discovered can be published and distributed to the local patrol
officers of the region so that street level units are aware of the actions the Task Force is taking in
order to undermine the gang related issues in the region of Pomona. This will also give them
knowledge on how the gangs are reacting and the activities they are conducting in the area. This
will help the patrol officers in knowing what kind of activity and behavior to look for concerning
gangs when they are out on their patrols.
Operational Planning
Investigative Strategy
The Task Force Coordinators shall be responsible for developing and directing the
enforcement and investigative priorities for the Task Force. The Task Force Coordinators shall
also ensure all partner agencies are involved in day-to-day operations and that each case is
assigned to the most appropriate agency or investigator. The offices of the district attorney and
the U. S. attorney should be consulted regularly for legal opinions and guidance. It is intended
that full use be made of the "vertical prosecution" process and mandatory sentencing laws. This
is interpreted to mean that task force supervisors and investigators/agents will communicate with
the assigned attorney at the earliest logical moment in an investigation to coordinate and build a
case from inception through final adjudication.
Prosecutive Strategy
Criminal cases which present only violations of California law shall be presented to the
deputy district attorney assigned to the task force. Criminal cases which present only violations
of federal law shall be presented to the assistant U. S. Attorney designated to the task force.
Cases which present violations to both state and federal statute shall be presented to both offices
to determine the appropriate form in which to prosecute the case. Although assigned prosecutors
are tasked with seeking the maximum sentence, they shall retain prosecutorial discretion in
determining most appropriate disposition for each case. Barring promotion or intra-agency
personnel movement, every effort shall be made to have the same prosecutor handle each case
from start to finish.
Operational Planning Protocol
All task force members shall adhere to the operational planning protocol and shall
participate in entry team training prior to making entry on any operation. This will allow
personnel to become familiar with their teammates’ capabilities and to adapt to any differences
in entry protocol. Although the Task Force is comprised of personnel from numerous local, state
and federal law enforcement agencies spread over portions of Los Angeles and San Bernardino
Counties, a coordinated operational effort is essential to ensure the safety of the public, our
personnel and offenders. For major operations with multiple targets and locations, operational
and tactical planning for specific locations may be delegated to investigative units within partner
agencies.
For major operations, the assigned case agent shall be responsible for completing and
submitting a standardized “operation order” in the following format: Situation, Mission,
Execution, Administration and Logistics, and Communications (SMEAC). For large and small
operations, the case agent will be responsible for completion of a standardized operation
planning worksheet, which identifies the date and time of the operation, type of operation, target
locations, know suspects, communications, special equipment needed, personnel involved in the
operation and their specific assignments. The operational plan shall also include the
communications plan, operational deconfliction via the Western States Information Network
(WSIN) and notification of jurisdictions with involved targets.
In addition to the completion of an operational plan, the case agent shall complete a “high-
risk” entry checklist to determine if a target subject or location presents so much risk that the
operation should be handled by a cohesive and specialized tactical team (SWAT). In these
instances, the tactical team for agency of jurisdiction will be given priority in serving the
warrant/securing the target location. At the end of each operation, all involved personnel will
participate in a verbal after-action review. The case agent shall also be responsible for the
completion of a written after-action review for the entire operation.
Case Management
Financial and Human Resources
To ensure financial and human resources are clearly directed in a manner consistent with
supporting the mission, the following procedures shall be followed:
• Task Force managers and supervisors will meet regularly to discuss operational issues
and allocation of resources/expenditures.
• All expenditures will be approved by the Task Force manager after considering if the
expenditure is consistent with the Task Force Mission.
• Deployment of personnel shall be approved at the discretion of the Task Force

supervisor. Requests and decisions to deploy personnel shall be consistent with the
Task Force Mission.
Deconfliction of Cases
Task Force members are encouraged to develop cases that are consistent with the mission
of the Task Force. Often, gang and narcotics investigations have a regional reach and it is
imperative investigations are deconflicted for case integrity and officer safety reasons. Should
an investigation develop to the point an address becomes a subject of the investigation, the
investigator shall contact the Los Angeles Regional Criminal Information Clearing House (LA
CLEAR) to deconflict the address. The investigator shall document that LA CLEAR was
consulted on the search warrant risk matrix / pre-service worksheet.
Additionally, addresses and persons under investigation shall be shared with department
members during the weekly criminal intelligence meeting to ensure deconfliction occurs.
Investigations involving gang members shall be shared with the Department’s Criminal
Intelligence Coordinator for entry into the department’s gang member database and
informational system. It is the policy of the Task Force to deconflict all investigations whenever
possible.
Mission Statement Concurrence
All Task Force members shall read, discuss and understand the Task Force Mission
Statement prior to deployment in the field. All members shall sign the Mission Statement
Acknowledgment Form during the task force orientation with their unit supervisor. The Mission
Statement will be reviewed annually by all Task Force personnel and supervisors will reinforce
the Mission Statement during briefings and when other opportunities arise. Members should
adhere to the values of the Mission Statement when making decisions as part of their assigned
duties.
Decision Making Protocols
Task Force members will be faced with making operational decision on a daily basis.
Task Force Managers and Supervisors will be faced with making discretionary time decisions
regularly related to expenditures and resource allocation. Decisions shall be made utilizing the
Task Force Mission Statement as a guiding document to ensure operational efficiency and to
prevent “mission-drift”. When making decisions that have the benefit of discretionary time, the
final decision shall be evaluated against the Mission Statement as part of the formal decision-
making process.
Critical Incident Response
The Task Force will need to develop appropriate responses to any potential critical
incidents that may occur during Task Force operations and additionally, appropriate media
policies for when our Task Force comes into contact with the media. What follows will be the
policies and procedures for critical incidents and Task Force Officer etiquette when contact is
made by Task Force and the media.
A majority of the Task Force operations will be taking place in hostile environments. Some
of the critical incidents that may occur are in these hostile environments are:
• Intentional or accidental shootings
• Serious assault or injury to a team member
• Fatality to a team member
• Hostage incident
• Vehicle collisions resulting in death or serious injury.

The response plans for these potential Critical Incidents will be as follows:
• Emergency Contact Information for all Task Force Personnel which will be updated
frequently when changes are made.
• Emergency Contact Information for all participating agencies, which task force
management should have this available at all times.
• Crime Scene Management protocols to protect and preserve all evidences and
witnesses.
• Transportation and security of involved personnel. It is imperative that our personnel

be protected as much as possible, and quick transportation out of the hostile area will
keep our personnel safe and healthy.
• The availability of legal representation for all involved personnel. Lawsuits and court
trials will come across and the legal representatives need to have the best interests of
our Task Force, the members and the law, at heart.
• Control of media access and release of information. The media shall be involved
when it is appropriate to do so and the Task Force will only release certain
information to the media and public so as not to compromise the integrity of all
involved personnel of the task force.
• Support and assistance to the families of all involved personnel. Should any tragedy
befall any of our personnel, the Task Force will provide counselors and resources to
the families in order to help them through their time of need and crisis.
By having these responses in place, and developing the plans needed for the incidents, our
Task Officers will be able to have the tools necessary to handle the critical incidents that can and
will occur during operations against the regional gangs.
When the media comes into contact with the Task Force, proper etiquette and protocols
will be put in place so Task Force personnel will be able to interact with the media in a positive
manner. The Task Force’s interactions with the media will be an indicator about how much or
how little gets revealed to the public. The following procedures for media policy will involve:
• Sensitive information pertaining to the gang task force will not be released unless
with the express permission of the Commander of the Task Force.
• Media representatives will be denied access to crime scenes that would interfere with
law enforcement proceedings with pending and on-going investigations.
• Task Force Personnel will extend every reasonable courtesy to news media at crime
scenes involving closer access to the personnel and equipment than access that is
available to the general public, so long as it does not interfere with police and the
investigations.
• The Task Force Commander will be informed of the events pertaining a media
representation and for ensuring the Task Force’s members are informed of the events
that may have media interests.
Confidential Informants
Confidential informants are a valuable asset in criminal investigations and are critical to
the success of task force operations. However, they must be appropriately managed so that they
do not pose a risk to task force operations, task force members, or the informant himself or
herself. In recognizing the value of informants and in preserving the integrity of the informant
process, the following policies are adopted by the Task Force.
Use of Confidential Informants
In determining the suitability of an informant, the Task Force member shall compile
sufficient information through a background investigation and experience with the potential
confidential informant to determine the suitability of the individual. The background shall
include the age, maturity, risk of physical harm, and indicators of his or her credibility and
reliability. The information shall be submitted to a Task Force supervisor for approval to use the
confidential informant.
In no circumstance shall a person under the age of 13 be used as a confidential informant.
A juvenile over the age of 13 may be used with the written consent of each the following: the
juvenile’s parent or legal guardian, the juvenile’s attorney, the juvenile court with jurisdiction in
the case, and the Task Force commander.

Each confidential informant will be required to sign and abide by the provisions of the
informant agreement. The Task Force member shall discuss each provision of the agreement
with the confidential informant.
Confidential Informant Integrity
To maintain the integrity of the confidential informant process, the following shall be
adhered to:
• The identity of the confidential informant shall not be withheld from Task Force
supervisors, the Task Force Commander, or agency Chiefs of Police or Sheriffs. The
identities of confidential informants shall otherwise be kept confidential.
• Criminal activity will not be condoned.
• Informants shall be informed that they are not acting as police officers, employees, or
agents of the Task Force, and they shall not represent themselves as such.
• The relationship between the confidential informant and task force member(s) shall
always be ethical and professional. Task Force members shall not become involved
in a personal or business relationship with the confidential informant. Social contact
shall be avoided unless it is necessary to conduct an official investigation, and then
only with the approval of a Task Force Supervisor.
• Task Force members shall not meet with informants in a private place unless
accompanied by at least one additional Task Force member or with the prior
authorization of a Task Force Supervisor.
• Task Force members shall not promise that confidential informants will receive any
form of leniency or immunity from criminal prosecution, as this decision rests with
the appropriate prosecutor. Task Force members may consult with the Deputy
District Attorney assigned to the Task Force and obtain such offers only through their
respective chain-of-command.
• If at any point, a confidential informant is deemed unreliable, any use of the

confidential informant shall cease immediately. A Task Force Supervisor shall
review the confidential informant file and determine if the confidential informant will
remain and in what capacity.
Confidential Informant Files
Properly documenting the use of confidential informants in Confidential Informant Files
provides creditability to the use of informants for investigative purposes. The files serve as a
source of background information about the informant and enable review and evaluation of the
information provided by the informant. Additionally, the files aid in minimizing incidents that
could be used to question the integrity of the Task Force members or the reliability of the
confidential informant.
The Task Force Commander is responsible for conducting an annual audit of the
confidential informant files on a periodic basis but in no case less than one time per year. The
purpose of the audit is to ensure compliance with file content and updating provisions of the
confidential informant policy.
Training
Each Task Force member will be provided training in the use of confidential informants.
At a minimum, the training will include a 40-hour POST certified course on Informant
development and maintenance (POST catalog number 2200-22500 or 2970-22500). The training
shall be completed within the first year of assignment to the Task Force.
Investigative Funds
It is the policy of the Task Force that all funds related to confidential informant payments
will be routinely audited and that payments to informants will be made according to the criteria
outlined below.
Informant Payments
Confidential informants may be paid for information that is provided to the Task Force.
The amount of funds to be paid to any confidential informant will be evaluated against the
following criteria:
• The extent of the confidential informant's involvement in the case.
• The significance, value, or effect on crime.
• The value of assets seized.
• The quantity of drugs or other contraband seized.
• The informant’s previous criminal activity.
• The level of risk taken by the informant.
The Task Force member will discuss these factors with the Task Force supervisor and
recommend the type and level of payment subject to approval by the Task Force Commander.
Payments that are less than $500 may be paid in cash from the Task Force buy/expense
fund. A Task Force supervisor shall sign a voucher for cash payments. Payments exceeding
$500 shall be made by issuance of a check payable to the Task Force member who will be
delivering the check. The Task Force member is responsible for cashing the check and
completing a cash transfer form, which will include the date, payment amount, Task Force case
number, and a statement that the informant is receiving funds in payment for information
voluntarily rendered. The form shall be signed by the informant, and a copy kept in the
confidential informant file.
In all cases of payment to a confidential informant, a written statement of the informant’s
involvement in the case that is signed by informant verifying the statement as true shall be kept
in the confidential informant file. The statement shall also include the amount and type of
payment.
Audit of Payments
The Task Force Commander shall be responsible for compliance with any audit
requirements associated with grant provisions or applicable state and federal law. At a
minimum, the Task Force Commander shall conduct an audit of all informant funds for the
purpose of accountability and security of the funds.
Additionally, the City of Pomona Finance Department will serve as the fiscal accounting
agent for Task Force expenditures and will conduct buy money counts and audits no less than
one time per year. These audits will be conducted randomly and scheduled through the Task
Force Commander.
Risk Management
Task Force Risk Policy
It is the policy of the Task Force to conduct proactive gang enforcement and
investigations in a professional and ethical manner, while protecting department members and
members of the public from physical and professional risk whenever possible. The following
elements of risk management should be followed in the pursuit of transparency and keeping the
public trust.
• Training shall occur daily at briefings, to include debriefing prior incidents and
discussing any learning points.
• Practical team training on entries, building searches and felony vehicle stops shall
occur regularly. This is especially important due to the makeup of the team, which
includes officers from different agencies, creating possible tactical inconsistencies.
• Each team member shall be issues a body-worn camera, which will be utilized on all
contacts, enforcement actions and evidence collection, as outlined in the Body-worn
Camera Policy.
• Operational Plans shall be developed for all pre-planned enforcement details

involving department members and outside agencies. The plan shall minimally
include accounting for all staff, operating frequency, job assignments, safety
considerations, booking locations and hospital locations in the event of injury to a
prisoner or officer.
• All search warrants shall be prepared by the investigating officer and reviewed by a
supervisor utilizing the department’s “threat matrix”, prior to service. If the threat
matrix analysis indicates the warrant rises to the level of a SWAT warrant, the SWAT
Team Commander shall be consulted for further review. Search warrants shall be
cleared through LA CLEAR as part of this matrix analysis process to confirm the
location is clear and free from unknown safety concerns.
• All search warrants shall be conducted with body-worn cameras activated. Any large
seizures of cash or drugs shall be frozen until a supervisor can witness collection. In
the event of large seizures, the Property and Evidence supervisor will also be notified
so the currency count can be completed in witness of that unit as well.
• All confidential reliable informants shall be documented and approved as defined by

department policy. Meetings with informants of the opposite sex should be
conducted with a witness officer present.
Risk Management Policy Training
The Task Force supervisor and commander shall discuss this policy with all members of
the task force at briefing, at least quarterly. The training shall be documented in the Task
Force’s monthly report to command staff.
Ethical Decision Making
Task Force supervisors are tasked with ensuring ethical decision-making is instilled in the
officers assigned to the team. The importance of adhering to the stated task force policies should
be reinforced at every opportunity and the supervisors should serve as an example to all in this
regard. Officers on the task force will also receive ethics training as part of their bi-annual
training on asset forfeiture laws, as required by federal guidelines.

Safety Officer Designation
The Task Force Corporal shall be designated as the safety officer for the Task Force. The
Corporal will calendar and coordinate all task force briefing training, ensure search warrants and
operation plans are prepared and reviewed as outlined by policy, and correct any possible
exposures to risk in the field. The Corporal will report any safety concerns to the Task Force
Sergeant as soon as reasonably possible.
Task Force Design / Facilities / Equipment
The Task Force is first and foremost a law enforcement enterprise and comprised entirely
of law enforcement and support personnel from local, state and federal law enforcement agencies
with differing operational mandates, capabilities and constraints. For this enterprise to operate
smoothly and to succeed, the Task Force will need to rely on two primary elements. Partner
agencies within the Task Force will need to agree upon a clearly articulated memorandum of
understanding which outlines agency commitments, operational structure, consistent Task Force
policies and procedures. The memorandum of understanding should also allow task force
personnel to adhere to their parent agency policies and procedures. Partner agencies also need to
understand the extent of their commitment to the Task Force, fully releasing assigned personnel
to engage in and support task force investigations and operations. A third requisite element is the
full understanding that we can not effectively address the regional problem of criminal street
gangs through enforcement alone. Although not formally part of the Task Force, partnerships
with social service agencies, faith-based organizations and community groups are essential. In
addition to the task force’s specific gang investigation and enforcement missions, each partner
agency will provide uniformed personnel to coordinate and participate in an ongoing program of
Gang Resistance Education and Training (GREAT) at the elementary and middle school levels
within their jurisdiction.
Every effort will be made to capitalize on the strengths of non-law enforcement
stakeholders and to ensure relationships with social services agencies, faith-based organizations
and community groups are leveraged to the mutual benefit of all. Although the Task Force
coordinators are responsible for establishing investigative and operational priorities for all task
force teams and personnel, expectations and obligations for partner agencies shall be established
by the task force coordinating committee with guidance from the task force executive committee.
The Task Force coordinators will be responsible for scheduling periodic meetings and
briefings with non-member stakeholders, for the dual purposes of keeping them informed
regarding task force successes and to learn their capabilities. In considering the establishment of
long-term relationships, the Task Force will conduct a SWOT analysis evaluating the Strengths,
Weaknesses, Opportunities and Threats presented by each potential stakeholder. Based on the
results of each stakeholder assessment, the Task Force coordinators will determine the level of
access and inclusion allowed for future meetings and briefings. Additionally, the task force
coordinators will identify redundancies and gaps in task force and stakeholder capabilities and
will be responsible for seeking out additional stakeholders to cover any gaps.
Use of Facilities
The Pomona and Ontario Police Departments shall provide sufficient office space and
work stations for all task force personnel within their respective counties. This will ensure task
force personnel have centralized work locations that will promote a greater level of teamwork
and interface with partner agencies, non-task force entities and community groups. Personnel
assigned to the task force will be expected to use the lead agency’s report writing system for all
written reports, unless the member agencies within that county agree to use a different system.
This will help maintain an appropriate pace for workflow and assist with maintaining consistent
case accountability. Each member agency shall be responsible for providing all safety
equipment, a vehicle, mobile phone and radios compatible with the Regional Communication
System (RCS). Any equipment provided for task force use shall remain the property and
responsibility of the providing agency. If an agency withdraws from the task force, they maintain
the right to withdraw their equipment as well.
Efficient, effective and consistent operations are the overriding intentions of the task
force design. These goals can best be achieved by ensuring that task force personnel and daily
operations are located and conducted from a central location.
Funding
The long-term viability of the Task Force is dependent on each participating agency
allocating sufficient financial resources. By entering into this agreement, each participating
agency is agreeing to fund the positions identified in Section 1.2 each year the Task Force is
operational. Each participating agency is responsible for providing its personnel with salaries,
benefits, and overtime in accordance with adopted Memorandums of Understanding and in
compliance with Fair Labor Standards Act (FLSA) regulations.
Grants
Funding from grants and other government programs are not guaranteed and should not
be used as the primary, identified funding source for the Task Force. However, grant funding
can provide enhanced levels of services to the community and further the Task Force’s mission.
Task Force Commander will be responsible for to seeking out and applying for additional
funding opportunities on behalf of the participating agencies. The following grants will be
sought, depending on their availability:
• California Gang Reduction, Intervention and Prevention Program (CalGRIP)
• Gang Suppression Planning Grant Program (Office of Juvenile Justice and

Delinquency Prevention)
• Edward Byrne Memorial Justice Assistance Grant (JAG) Program
• COPS Anti-Gang Initiative (CAGI) grant (US DOJ COPS)
In the event that a grant is obtained, the Task Force Commander will serve as grant
coordinator and City of Pomona will provide a fiscal agent from the City’s Finance Department.
Community Resources and Partnerships
The City of Pomona currently has several programs in place to combat gangs and gang
violence, including Communities that Care, G.R.E.A.T. (Gang Resistance Education and
Training program), and Pomona Unified School District’s Safe Schools/Healthy Families Grant.
These programs compliment and support the mission of the Task Force, and to that end, the Task
Force will work in conjunction with each of these programs to build on their strengths that have
shown to work effectively with Pomona based families and youths (City of Pomona, 2018). As
part of the ongoing cooperation between each organization, both the Task Force and the City of
Pomona will work together to secure future funding to ensure the ongoing sustainability of the
programs.
FBI Safe Streets Task Force Partnership
The Task Force will partner with the FBI Safe Streets Task Force to work cooperatively
on investigations and pool resources, as appropriate. The FBI Safe Streets Task Force will
commit one full time supervising special agent (SSA) and eight full time special agents from the
FBI. The United States Attorney's Office will assign one assistant U. S. Attorney to serve as a
liaison to the Task Force.
Asset Forfeiture Monies
During the course of Task Force operations, monies and other assets may be seized under
asset forfeiture laws. While funds will be equitably shared among member agencies after the
adjudication of the assets and in accordance with State and Federal laws, the intent of the
participating agencies is to utilize the assets to fund the ongoing operations of the Task Force.
Operating Budget
Participating agencies agree to supply their personnel with the equipment necessary for
the assigned personnel to carry out the functions of the Task Force. This includes, and is not
limited to, vehicles (marked or unmarked), radios, and safety equipment. As such, these items
are not part of the Task Force budget.
Each year, the Task Force Commander will prepare a detailed budget outlining
anticipated expenditures for the year. The budget will be approved by an oversight board that
consists of a representative from each member agency. The annual budget will consist of both
in-kind (match) contributions of each agency in the form of personnel costs and equipment, as
well as operational resources.
Participating agencies recognize that Task Force operations will result in overtime. Each
participating agency will provide 10 percent of their respective total personnel costs for overtime
expenditures, which will be used and allocated at the sole discretion of the Task Force
Commander.
Operational fund contributions will be approved annually as part of the Task Force
budget process and as approved by the Task Force Oversight Board. The Pomona Police
Department, the Ontario Police Department, Los Angeles County Sheriff’s Department, and the
San Bernardino County Sheriff’s Office will contribute an amount that is representative of their
participation in the Task Force for each category of operational expenses. Periodically,
additional equipment or resources may be added by participating agencies as agreed to by the
Task Force Oversight Board.
The fiscal year 2018/2019 budget is attached as Appendix A and ratified by the execution
of this Memorandum of Understanding.
Performance Measurement
Continued funding and community support for the Task Force is predicated on the ability
to achieve its mission of reducing gang-related crimes and improving the quality of life for
residents. Indicators of Task Force success will transcend simple arrest data and gang-related
crime rate data since these do not adequately document the Task Force’s impact on the stated
mission (Department of Justice, 2008).
Many of the grants identified in the Funding section, including the COPS Ant-Gang
initiative and the Edward Byrne Memorial Justice Assistance Grant, are federal programs that
require reporting and program evaluation under federal Program Assessment Rating Tool
(PART). In establishing a meaningful evaluation, the Department of Justice (2008) recommends
creating a performance measurement system that includes both outputs and outcomes. While
outputs are generally easier to measure, outcome performance measures provide more
meaningful analysis of program effectiveness and are the crux of PART (Gilmour, 2006). In
order to position the Task Force to be compliant with federal grant requirements, the Task Force
will adopt performance measurement criteria with is aligned with PART reporting. Drawing
from the 2006 Department of Justice list of output measurements as well as the Bureau of Justice
Statistics (2000), the following data will be collected:
• Cases investigated
• Search warrants served
• Gang Members Arrested
• Weapons seized
• Assets seized
• Gang prevention/education workshops presented
• Intelligence meetings attended
• Number of confidential informants used
The following outcome measurements will also be collected:
• Percent of cases that are prosecuted by level (State and Federal)
• Percent of cases prosecuted that result in convictions by level (State and Federal)
• Impact on gang-related crime in areas of Task Force operations
• Disruption and/or dismantling of gangs
• Use of intelligence database(s)
• Multiagency collaboration and coordination
• Identification of at-risk youth and diversion into community diversion programs
• Perceived satisfaction of community members and stakeholders
While many of the statistical elements of these performance measurements will be
obtained through Task Force databases and record management systems, others will require
other measurement tools or methods, such as public opinion surveying. It is the responsibility of
the Task Force Commander to contract with a private consultant to conduct statistically valid
public opinion surveys on an annual basis.

Annual Reporting
The Task Force Commander will be responsible for the collection and dissemination of
statistical information. Quarterly, the Task Force Commander will compile and provide all
participating agency heads and the oversight board with a summary report that provides
information on the performance measurement criteria as mentioned above. Additionally, the
Task Force Commander will prepare a comprehensive annual report that will be presented to the
oversight board before the adoption of the operating budget. The annual report will encompass
the critical elements and best practices for multijurisdictional task force best practices as outlined
by the Bureau of Justice Statistics (2000) to include:
1. Staffing
2. Budget
3. Goals, Objectives, and Performance Measures
4. Prosecutor Involvement
5. Computerized Information/Intelligence Databases and Systems
6. Target decision, case planning and selection, and enhanced investigation
(participants working together as a team)
7. Communication among Task Force participants
8. Coordination of Task Force activities with other entities operating in the
jurisdiction(s)
9. Asset seizure and forfeiture activities
10. Training attended
The annual report will also highlight significant accomplishments in the previous year
and any problems encountered in addressing goals.
The annual report will provide benchmarks for long-term program evaluation that is
linked to the mission of the Task Force. Using the clearly defined performance measures, the
Task Force Commander will complete an impartial analysis of the operations that provides not
only quantitative information but also qualitative analysis of program outcomes. Successful
performance will be indicated through achieving Task Force goals of on-going collaboration
among member agencies, decrease in gang-related crime and associated activates, and citizens’
reporting of an improved quality of life. On-going measurements will provide the Task Force
oversight board intermediate outcome measurements to shape future goals and objectives.
Conclusion
Each participating agency recognizes the harm that gangs cause in the community. This
Memorandum of Understanding provides a structure that will enable each participating and
partnering agency, as well as each stakeholder, to come together in a meaningful manner to
combat gang crime and violence in the greater Pomona area. It is through the collaboration and
partnerships established within this agreement that long-term, community-wide change will
happen. Each participating agency is committed to seeing this Memorandum on Understanding
serve in perpetuity until such time that gang violence in its jurisdictions are curtailed.
References
Bureau of Justice Statistics. (2000). Creating a New Criminal Justice System for the 21st
Century: Finds and Results from State and Local Program Evaluations. Retrieved from
https://www.ncjrs.gov/pdffiles1/bja/178936.pdf
Cain, J. (2018, May 23). Dozens of Los Angeles-area gang members arrested in Major FBI raid
targeting Mexican Mafia. Retrieved from https://www.dailynews.com/2018/05/23/fbi-
raids-target-mexican-mafia-gang-in-los-angeles-county/
California Code, Penal Code - PEN § 186.22. (n.d.). Retrieved from
https://codes.findlaw.com/ca/penal-code/pen-sect-186-22.html
Center for the Advancement of Public Integrity. (2016). The Task Force Model Issue Brief.
Retrieved from https://www.law.columbia.edu/public-integrity/our-work/integrity-brief-
series/issue-brief-task-force-model
City of Pomona. (2018). Pomona Youth and Family Master Plan. Retrieved from
https://www.ci.pomona.ca.us/mm/yfmp/pdf/Pomona_YFMP.pdf
Department of Justice. (2008). Guidelines for Establishing and Operating Gang Intelligence
Units and Task Forces. Retrieved from
https://it.ojp.gov/documents/d/guidelines%20for%20establishing%20Gang%20Intelligen
ce%20units.pdf
East County Regional Gang Task Force, San Diego County. (2012). Memorandum of
Understanding. San Diego, CA: San Diego Sheriff's Department.
Erie Police Department. (n.d.). Erie Police Department Media Relations Policy. Retrieved from
erieco.gov/DocumentCenter/View/574/Erie-Police-Department-Media-Relations-
Policy?bidId
Gang Basics Part 2. (2018, July 23). Retrieved from https://vimeo.com/177733255/2e6989d578
Gilmour, J. (2006). Implementing OMB's Program Assessment Rating Tool (PART): Meeting
the Challenges of Integrating Budget and Performance. Retrieved from
http://www.businessofgovernment.org/sites/default/files/GilmourReport.pdf
Guidetti, R. and Martinelli, T. (2009). Intelligence-Led Policing: A Strategic Framework. The
Police Chief, 76. Retrieved from http://www.policechiefmagazine.org/intelligence-led-
policinga-strategic-framework/?ref=d5fccb2219a61a586b7676c7dc699097
National Gang Intelligence Center. (2015). National Gang Report 2015. Retrieved from
https://www.fbi.gov/file-repository/national-gang-report-2015.pdf/view
O’Deane, M. (2016). Community Assessment – Organizations: Module 2 Presentation 2.1.
Retrieved from https://ole.sandiego.edu/bbcswebdav/pid-1212312-dt-content-rid-
3378937_1/courses/LEPS-570-
MASTER/Module2/LEPS570_Presentation2.1_Part1_Transcript.pdf
San Diego Sheriff’s Department (2016). High-Risk Entry Checklist.
San Diego Sheriff’s Department (2016). Operational Plan.
Winton, R. and Blankstein, A. (2004, April 23). Pomona Called a ‘Hotbed’ of Gang Activity.
Retrieved from http://articles.latimes.com/2004/apr/23/local/me-sideshot23

Appendix A
Budget
Personnel
Salary Benefits Total
City of Pomona
Police Officer 6 $ 89,076 $ 62,000 $ 906,456
Sergeant 1 $ 114,732 $ 82,000 $ 196,732
Lieutenant 1 $ 134,316 $ 94,021 $ 228,337
City of Ontario
Police Officer 6 $ 86,445 $ 56,189 $ 855,804
Sergeant 1 $ 130,021 $ 84,514 $ 214,534
Lieutenant 1 $ 151,341 $ 98,372 $ 249,712
Los Angeles County Sheriff
Detective 2 $ 111,720 $ 57,000 $ 337,440
San Bernardino County Sheriff
Detective 2 $ 106,329 $ 80,000 $ 372,658
Los Angeles County District Attorney's Office
Deputy District Attorney 1 $ 156,219 $ 101,543 $ 257,762
Investigator 2 $ 86,652 $ 57,000 $ 287,304
San Bernardino County District Attorney's Office
Deputy District Attorney 1 $ 104,021 $ 67,614 $ 171,634
Investigator 2 $ 86,652 $ 57,000 $ 287,304
California Highway Patrol
Officer 1 $ 91,900 $ 60,000 $ 151,900
City of Upland
Officer 1 $ 81,480 $ 52,962 $ 142,038
City of Chino
Officer 1 $ 94,044 $ 61,129 $ 155,173
City of Chino Hills
Officer 1 $ 106,329 $ 69,114 $ 175,443
City of Rancho Cucamonga
Officer 1 $ 106,329 $ 69,114 $ 175,443
Los Angeles County Probation
Probation Officer 1 $ 87,955 $ 57,170 $ 87,955
San Bernardino County Probation
Probation Officer 1 $ 81,786 $ 53,161 $ 81,786
Total Personnel Costs $ 4,517,577
Overtime
City of Pomona $ 133,153
City of Ontario $ 132,005
Los Angeles County Sheriff $ 33,744
San Bernardino County Sheriff $ 37,266
Los Angeles County District Attorney's Office $ 54,507
San Bernardino County District Attorney's Office $ 45,894
California Highway Patrol $ 15,190
City of Upland $ 14,204
City of Chino $ 15,517
City of Chino Hills $ 17,544
City of Rancho Cucamonga $ 17,544
Los Angeles County Probation $ 8,795
San Bernardino County Probation $ 8,179
Total Overtime $ 533,541
Operating Expenses
Training Percent Responsible
City of Pomona 40% $ 30,000
City of Ontario 40% $ 30,000
Los Angeles County Sheriff 10% $ 7,500
San Bernardino County Sheriff 10% $ 7,500
Total $ 75,000
Equipment
Total $ 100,000
Equipment
Total $ 45,000
Total Operational Expenses $ 220,000

Contributions By Agency (FY 2018/1019)

In-Kind Monetary Total
City of Pomona $ 1,331,525 $ 221,153 $ 1,552,678
City of Ontario $ 1,320,050 $ 220,005 $ 1,540,055
Los Angeles County Sheriff $ 337,440 $ 55,744 $ 393,184
San Bernardino County Sheriff $ 372,658 $ 59,266 $ 431,924
Los Angeles County District Attorney's Office $ 287,304 $ 54,507 $ 341,811
San Bernardino County District Attorney's Office $ 545,066 $ 45,894 $ 590,960
California Highway Patrol $ 151,900 $ 15,190 $ 167,090
City of Upland $ 142,038 $ 14,204 $ 156,242
City of Chino $ 175,443 $ 15,517 $ 190,960
City of Chino Hills $ 175,443 $ 17,544 $ 192,987
City of Rancho Cucamonga $ 175,443 $ 17,544 $ 192,987
Los Angeles County Probation $ 87,955 $ 8,795 $ 96,750
San Bernardino County Probation $ 81,786 $ 8,179 $ 89,964
Total Task Force Cost $ 5,937,591
OPERATIONAL PLAN DATE: START TIME: TALK GROUPS: / PAGE: OF
CASE NUMBER: CASE AGENT: CELL PH:
YES IF "NO" WAS AN SED HIGH RISK ENTRY
SED UTILIZED?
NO CHECKLIST COMPLETED? YES NO SUPERVISOR: CELL PH:
TRIBAL LAND? YES NO IF "YES" NOTIFY STATION COMMANDER. NAME OF CAPTAIN/LIEUTENANT NOTIFIED?
NOT FOR BROADCAST: FAXED TO CC YES NO INFORMATION ONLY: EMERGENCY TRAFFIC WHEN 10-97: YES NO
TYPE OF
OPERATION SUBSTANCE THREAT ASSESSMENT HOSPITALS NOTIFICATIONS
Warrant Methamphetamine Firearms COPLINK Grossmont 5555 Grossmont Ctr Dr, La Mesa 619-465-0711 Area
Arrest Search Heroin Dogs JIMS Kaiser 4647 Zion Ave, S.D. 619-528-5000 Agency
4th/Probation Security Screen/
Cocaine DMV Mercy 4077 5th Ave, S.D. 619-294-8111 SDSD
Parole Search Fortified
Dispatch
CMPCHK Marijuana Reinforced Doors NCIC Palomar Escondido 2185 Citracado Pkwy, Esc. 442-281-5000
Buy Counter- Palomar Poway (formerly Pomerado Hospital)
LSD/PCP/MDMA CLL
Walk Bust Surveillance 15615 Pomerado Rd, Poway 858-613-4000 LECC
Buy-Trip - WC
Lab Scanners PCMS Scripps 354 Santa Fe Dr, Encinitas 760-753-6501
Surveillance
Negotiations / Flash Stolen Property Children SDFUSION Tri-City 4002 Vista Way, Oceanside 760-724-8411
DEC
Other: Surveillance Directions/Other: Notified
Select One Here Other: CODIS
Camera
SUSPECT(S), DESCRIPTION(S) & DOB(S) LOCATION(S) & DESCRIPTION(S)
S1 L1
S2 L2
S3 L3
Appendix B
L4
Operation Plan
VEHICLE(S) & DESCRIPTION(S) UNIT(S) INVOLVED

V1 Agency Unit ID ARJIS# NAME Task / Equip Assigned Vehicle
V2
V3
SPECIAL EQUIPMENT TROUBLE/BUST SIGNALS
GANG TASK FORCE MEMORANDUM OF UNDERSTANDING
Bolt Cutters Bust

Ram Text
Pry Bar / Screen Puller Verbal
Raid Box Visual
Cameras/Video Equip Abort
Body Wire/Scanners Other
Special Instructions to CC Regarding Operational Plan:
SO 125 (11/16) Fax this page ONLY to CC (858)278-1752

47
CASE NUMBER: PAGE of
ADDITIONAL PERSONNEL
AGENCY UNIT ID ARJIS # NAME VEHICLE CELL PH

SO 125 (11/16)
48
CASE NUMBER: PAGE: of
SUMMARY OF INVESTIGATION (Background, Criminal History, etc.)
OPERATIONAL PLAN:
DIAGRAMS ATTACHED: Yes No
SO 125 (11/16)
49

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Running head: GANG TASK FORCE MEMORANDUM OF UNDERSTANDING 1

Gang Task Force Memorandum of Understanding

Garrett Clark, Michael Ellis, Edward Greenawald, and Matthew Jenkins

University of San Diego

The following Memorandum of Understanding presents a hypothetical agreement among

TASK FORCE MODEL................................................................................................................ 7

TASK FORCE PARTICIPANTS ................................................................................................. 8

PERSONNEL PRIMARY AND LEAD AGENCY ............................................................................... 10

TASK FORCE MISSION ........................................................................................................... 12

STAKEHOLDERS & OUTCOMES .......................................................................................... 13

KEY STAKEHOLDER AND IMPORTANCE ..................................................................................... 13

TASK FORCE OUTCOMES AND EXAMPLES/APPROACHES .......................................................... 14

DATA COLLECTION ................................................................................................................ 15

STANDARD DEFINITIONS ........................................................................................................... 15

UNIFORM STANDARDS FOR REPORTING .................................................................................... 16

RECLASSIFICATION OF REPORTS ............................................................................................... 17

ANALYTICAL DOCUMENTS ........................................................................................................ 17

POLICIES AND PROCEDURES .............................................................................................. 17

OPERATIONAL PLANNING ................................................................................................... 21

INVESTIGATIVE STRATEGY ........................................................................................................ 21

PROSECUTIVE STRATEGY .......................................................................................................... 22

OPERATIONAL PLANNING PROTOCOL ....................................................................................... 22

CASE MANAGEMENT .............................................................................................................. 23

FINANCIAL AND HUMAN RESOURCES ....................................................................................... 23

DECONFLICTION OF CASES ........................................................................................................ 24

MISSION STATEMENT CONCURRENCE ....................................................................................... 24

DECISION MAKING PROTOCOLS ................................................................................................ 25

CRITICAL INCIDENT RESPONSE ........................................................................................ 25

CONFIDENTIAL INFORMANTS ............................................................................................ 27

USE OF CONFIDENTIAL INFORMANTS ........................................................................................ 27

CONFIDENTIAL INFORMANT INTEGRITY .................................................................................... 28

CONFIDENTIAL INFORMANT FILES ............................................................................................ 29

INVESTIGATIVE FUNDS ......................................................................................................... 29

TASK FORCE RISK POLICY......................................................................................................... 31

RISK MANAGEMENT POLICY TRAINING .................................................................................... 32

ETHICAL DECISION MAKING ..................................................................................................... 32

SAFETY OFFICER DESIGNATION ................................................................................................ 33

TASK FORCE DESIGN / FACILITIES / EQUIPMENT ....................................................... 33

USE OF FACILITIES ..................................................................................................................... 34

FBI SAFE STREETS TASK FORCE PARTNERSHIP ........................................................................ 36

ASSET FORFEITURE MONIES...................................................................................................... 37

OPERATING BUDGET ............................................................................................................. 37

PERFORMANCE MEASUREMENT ....................................................................................... 38

ANNUAL REPORTING ............................................................................................................. 40

Figure 1: Known Pomona Gang Boundaries

with racketeering conspiracies, drug violations, violent assaults, and murders.

A single gunshot injury costs over $1 million.

Task Force Model

administrators will be in a position to make better-informed decisions on enforcement tactics and

crime prevention strategies (Guidetti and Martinelli, 2009). Additional advantages of a

relations and improved public perceptions (Department of Justice, 2008, p. 6).

Task Force Participants

• Los Angles City District Attorney

• Los Angeles County Sheriff’s Department

• California Highway Patrol

actions taken against the gangs.

success for the Task Force.

Personnel Primary and Lead Agency

administrative procedures, investigative objectives and strategies. The Coordinating Committee

Coordinator as outline in the Performance Measurement section of this Memorandum of

necessary to comply with their agencies' policies and procedures.

Departments. Each agency will provide the following level of staffing:

Task Force Mission