LAHRC
AboutHate CrimesProgramsZerohourPublicationsResourcesNewsMeetings & EventsPublic InformationContact

LACCHR Strategic Priorities and Goals

FY 2016-2019

Below are the strategic priorities for the Commission during the next 3 years that will advance our mission towards our shared vision. (The order of the priorities does not reflect their order of importance.)

Among the factors considered are:

1. Our current political, social, economic, cultural and organizational environment
2. Our achievements and struggles with the current strategic plan, FY 2013-16
3. The need to be clear on our goals, but allow maximum flexibility on our programs, projects, and methods for reaching them. Conditions and political and funding opportunities will change, as will staff capacity, etc.
4. Our mandate via the county ordinance
5. Balance between full engagement with our vision and what is realistic given our likely resources during the next 3 years

STRATEGIC PRIORITY 1:

PROMOTE YOUTH HUMAN RELATIONS LEADERSHIP

In order to 'transform prejudice into acceptance,' we must continue to focus on preparing more of our young people with the knowledge, skills, abilities, as well as values, to lead now and in the future towards greater justice, equity, compassion, and non-violence in human relations.

GOAL 1:

Between July 1, 2016, and June 30, 2019, increase by at least 25% the number of youth impacted by youth-led human relations change efforts we have facilitated, in comparison to the number impacted between July 1, 2013, and June 30, 2016.

GOAL 2:

Between July 1, 2016, and June 30, 2019, at least 60 diverse youth from different parts of the Country will become leaders by having participated in leading human relations change efforts after having completed intensive leadership development experiences we helped to design and deliver.

STRATEGIC PRIORITY 2:

INCREASE FAIRNESS AND EQUITY IN LA COUNTY'S CRIMINAL JUSTICE SYSTEMS

Racial discrimination and other inequities in our criminal justice systems are among the greatest barriers to our mission of "transforming inequity into justice." When the likelihood of being arrested, jailed, shot, executed, or rearrested after being released from incarceration in LA County is tied to one's race, ethnicity, gender or other protected characteristics, fundamental human rights are at issue. We must strategically work to change these systems to break the cycle of incarceration. We must continue to invest in communities suffering hate violence; get at the root causes and conditions of gang involved hate violence for those communities most affected; and address racial/ethnic profiling and other police practices that undermine good police-community relations and have triggered the largest episodes of racial/ethnic violence in the history of Los Angeles. We must challenge systemic discrimination in our schools and justice systems that have led to the overrepresentation of young people of color in the school-to-prison pipeline. We must address the reentry issue: there are multiple barriers and lack of support for those disproportionate numbers of people of color re-entering communities after engagement with our criminal justice systems.

GOAL 1:

Pursuant to the Commission conducting due diligence in the human relations aspects of L.A. County's criminal justice system, achieve a major system reform to produce more equitable treatment in L.A. county criminal justice systems for at least three groups, at least one of which is affected by sex-trafficking of minors, at least one of which is affected by policing inequity (including but not limited to oppression and repression based on race, class and other protected characteristics), and which may be affected by other selected issues of fairness.

STRATEGIC PRIORITY 3:

STRENGTHEN EFFECTIVE HATE CRIME PREVENTION AND RESPONSE

We must make sure our leadership and communities understand hate crime, and act to effectively prevent and respond to it in smart and socially responsible ways. "Transforming hostility into peace" requires that we build on and advance beyond current efforts. Instead of relying solely on police suppression to respond to hate crime based on race, ethnicity, national origin, religion, sexual orientation, gender, immigration status, and/or disability, we must demonstrate and replicate effective prevention and response strategies in affected neighborhoods. Instead of adding longer prison sentences for perpetrators, which often has the unintended effect of increasing connections to racially based gangs, we need to develop restorative justice programs that increase offender empathy for the victim and reduce recidivism. Instead of media focusing on coverage of a violent hate crime in ways that fule intergroup tensions, we can create intergroup solidarity by ensuring a message of unity and peace from affected communities.

GOAL 1:

Strengthen and expand access to Hate Crime prevention, education, documentation, and/or response resources with at least three populations that are targeted for hate crime in L.A. County as indicated in our annual hate crime report.

STRATEGIC PRIORITY 4:

IMPROVE THE ORGANIZATIONAL EFFECTIVENESS OF THE HUMAN RELATIONS COMMISSION

The LACCHR has faced a loss of resources and challenges during the last 4 year period, jeopardizing its ability to represent the interests of groups in need of protection because they lack sufficient political representation and support. In order to fulfill its mission and vision, the Commission needs to develop a greater ability to assert and protect the fundamental human rights of vulnerable populations, especially during times of crisis. It needs to create greater autonomy in its actions without having to be concerned about severe budget reductions or structural changes that can weaken the Commission's effectiveness. It can do so by increasing awareness and support of HRC work among key stakeholders, ensuring HRC programs are based on relationship building, practice-based evidence, and evidence based practices, integrating human rights education and advocacy into our work, increasing human relations proficiencies among staff, and promoting such proficiencies in our department and throughout county government. To have a greater impact with limited staff resources in such a large and populous county, we need to increasingly shift our approach to become more effective in building the capacity of community and institutions, and away from service delivery oriented projects that are dependent on our individual staff relations and skills and cannot be institutionalized or replicated in other contexts.

GOAL 1:

Create and implement a sustainable and continuous strategic learning process for staff and commissioners in order to advance their human relations expertise.

GOAL 2:

Strengthen and expand network of stakeholders by increasing the scope and frequence of communications with partners and constituents.

GOAL 3:

Improve the quality of LACCHR's response to requests for assistance from all constituents including: Board of Supervisors, CEO, Commissioners, Department executives, partners, organizations, constituents and other stakeholders by establishing criteria to prioritize requets and developing and implementing systems and procedures to address priority requests.

 


About The Commission

The Commissioners

The Staff

What You Can Do to Help