I. INTRODUCTION

On April 11, 2002, the City of Cincinnati, a class of citizens represented by the Cincinnati Black United Front and the American Civil Liberties Union of Ohio Foundation, Inc., and the Fraternal Order of Police entered into a Collaborative Agreement. The purpose of the Agreement is to resolve conflict, to improve community-police relations, to reduce crime and disorder, to resolve litigation claims, to implement the consensus goals, and to foster an atmosphere of mutual respect and trust among community members, including the police.

The Agreement requires the Parties to the agreement (the Partners) to develop an annual problem solving report describing the current status and future initiatives of problem solving throughout the Cincinnati Police Department (CPD) and each Partner’s role in Community Problem Oriented Policing (CPOP). CPOP is a philosophy and methodology designed to identify and analyze community problems and to develop effective responses through partnerships between City employees and Cincinnati residents by utilizing the SARA Problem Solving Method.

This report will highlight the joint efforts of the Partners in developing and implementing CPOP and describe some of CPD’s other problem solving initiatives with other community stakeholders.

II. PARTNERS COLLABORATIVE EFFORTS

The Parties have worked steadily since the agreement’s approval on August 5, 2002 to engage the community in a comprehensive implementation of Community Problem Oriented Policing (CPOP). It was realized soon after the agreement was approved that the initial plan set out as A-1 to the Collaborative Agreement was too narrow and too dependent on volunteers to implement community wide problem solving with the police on any consistent basis. The parties therefore negotiated an amended Community Partnering Plan, which was filed with the Court and effective on January 9, 2003 (See Appendix A). This plan included the establishment of a Community Police Partnering Center. The Center’s Articles of Incorporation and Code of Regulations were attached to the amended Partnering Plan.

The Collaborative Partners continue to refine a process of identifying and addressing problems and community concerns in an effort to improve the quality of life and safety of citizens. The foundation of this process is to engage community, governmental, and non-governmental entities in a broad search for solutions based on analysis of information that blocks opportunities to commit crime and disorder. The partnership has resulted in the establishment of the Partnering Center, adoption of the City’s Action Plan, training, and a pilot effort to implement CPOP problem solving groups.

Partnering Center

The Center is designed as a nonprofit organization with voting and nonvoting representatives of the community and the Collaborative Partners that will implement problem solving in partnership with CPD throughout the Cincinnati community. A formal process was implemented to select a host for the Partnering Center. Several candidate organizations responded to a Request for Proposal and the Urban League of Cincinnati was selected as host through that process. The idea of hosting the Center at an established organization was pursued in order to connect this new organization that has such a broad mandate and large budget to an established organization with a proven track record of service delivery and fiscal responsibility. While implementing the Amended Partnering Plan was delayed by debates about the role of the Center and by the decision of the Black United Front to resign as class representatives, fundraising did proceed. Pledges for funding were secured that would support an annual budget of approximately $1,000,000 to fund a professional staff through the five year life of the Collaborative Agreement.

The Partnering Center will also assume responsibility for problem solving tasks initiated by Cincinnati CAN and work in partnership with the City on problem solving efforts. Cincinnati CAN has piloted problem-solving efforts in the community since the summer of 2001. This work has proceeded in six neighborhoods and has been coordinated with the CPD. Valuable lessons have been learned from this effort that will assist the Partners as CPOP is implemented.

The Partnering Center’s Board has met three times since the inception of the agreement. The plaintiffs and the Fraternal Order of Police have spent a considerable amount of additional time that is not detailed in this report to ensure that the preliminary planning and implementation efforts required to establish the Partnering Center were accomplished. The Partners are finishing negotiations for the establishment of the Friends of the Collaborative as a group that will assist in spreading CPOP city-wide and implementing in part on-going community dialogue and interactions. (See Charter, Appendix B.) Task Forces have been established by the Board to expedite the start of Center operations. The City has decided to take a nonvoting seat on the Center’s Board.

The Center Board has formed an Executive Director Search Committee, a search firm has been retained and a search process is underway. It is hoped that the Board will hire an Executive Director by the end of September 2003. An interim Project Manager has been retained to guide the Center through the start up period until an executive director is hired. The Cincinnati CAN staff members who worked on problem solving in the six pilot neighborhoods have also been retained as consultants to the Center for interim operations.

City of Cincinnati CPOP Action Plan

The City’s CPOP Action Plan, which was agreed to by the Collaborative Partners on June 17, 2003, explains the problem solving process, how problems are identified and how problems are addressed through the coordinated work of the City and the Community Police Partnering Center through the establishment of CPOP Teams. The Plan provides in part, as follows:

CPOP teams are formed to address specific problems. It is important to recognize that problems are defined as two or more incidents of a similar nature which cause or contribute to circumstances and those circumstances – the resulting crime, disorder, fear of crime, blight, etc. - cause or are capable of causing harm. The City will continue to address all calls for service in an effective and timely manner. Most calls for service can be handles by City resources that are regularly deployed and available, without the need for forming a CPOP Team.

The problem solving process is activated when a pattern of incidents – a problem, which could be effectively addressed by coordinating resources and using SARA is identified by community members, city staff and/or the Community Partnering Center.

The SARA Model, foundation for the implementation of CPOP, is a group problem solving process involving the following sequential activities:

· First, the problem must be carefully scanned and defined. (Scan)

· Second, community input and collected data needs to be analyzed. (Analysis)

· Third, a response to the problem must be chosen after a range of options is explored. (Response)

· Fourth, the problem-solving effort must be assessed or evaluated. (Assessment)

If the problem has been successfully addressed, the group can celebrate its achievement. If the problem has not been successfully addressed, then more work needs to be done, including a re-analysis of the problem or a search for an alternative solution.

When a problem is identified, the Police Department and the Community Partnering Center will assign a staff person to work with the community to form a CPOP Team and begin the problem solving process. The CPOP team will consist of community stakeholders, city staff, and staff from the Partnering Center. Every opportunity for community involvement will be explored since community participation is critical to successful neighborhood problem solving. The staff person assigned from the CPD, referred to as the Problem Coordinator, will assist the Partnering Center staff in organizing and training the community members and will obtain the appropriate and available City resources that may be identified as necessary by the problem solving group. The staff person assigned from the Community Police Partnering Center, referred to as an Outreach Worker, will also assist in organizing and training community members and will help those members access their own talents and skills, as well as, those available from nongovernmental agencies.

SARA Training for City Staff and the Community

The commitment to the CPOP methodology and its adoption by all personnel is one of the Department’s priorities. Enhanced development of police personnel was necessary in the SARA problem solving process. Understanding the SARA problem solving process is the principle tool for community problem solving and is key to the implementation of CPOP, SARA training was given to Neighborhood Sergeants and Neighborhood Officers during April and May of 2003. In short, the training provided knowledge necessary to engage neighborhood residents in a discussion to better understand SARA and how the process can be used in their community.

Initially, the six pilot neighborhoods, Madisonville, Evanston, Walnut Hills, Over-the-Rhine, Avondale and the West End received SARA training taught by several trained police officers. These neighborhoods have formed active CPOP teams. To date an additional eight neighborhoods have completed the training. The partner are engaged in an effort to expand SARA training to all 52 communities. The Community Police Partnering Center will be critical to the success of this effort.

Pilot Problem Solving Efforts

Commencing in 2001, Cincinnati CAN initiated several problem-solving teams in selected neighborhoods. The experience of these teams will help the Collaborative Parties expand problem solving in Cincinnati. Future problem solving efforts will be staffed by the City and the Center and utilize problem tracking software that will soon be piloted by these groups.

The community stakeholders on the Madisonville CPOP Team have taken ownership of the team and are addressing neighborhood issues. The team of approximately 15 stakeholders, with diverse backgrounds and interests, meets every other week. The first activity involved interacting and communicating with the individuals who “hang out” at the intersection of Bramble and Whetzel. The team conducted interviews with residents and those who “hang out” to understand and assess community perceptions and perspectives. Following the survey, the team coordinated and hosted a Black Family Day with the goal to increase interaction and communication between youth and adults. As a result, a team member said she was no longer afraid of the young men on the corner as she was prior to meeting and talking with them.

The team is also focusing on the beautification of the Bramble and Whetzel intersection where there is loitering, litter and drug activity. Their goal is to clean up the area and involve local businesses enhancing a sense of pride in the area by improving the visual appearance of some establishments. As a result, flowers have been planted in large pots and a partnership with a local artist has been established to have kids paint trash cans.

The OTR CPOP Team scanned their community concerns and has identified drugs, loitering, violence at several intersections and youth loitering at a gas station as its priorities. The team selected youth loitering as its first activity to be able to work the process freely and "cut their teeth" on something that will be a learning experience for the team. The team consists of about 24 stakeholders, including OTR residents, downtown residents, ministers and members of local churches, individuals from community organizations, and the three neighborhood officers.

The team is socially, financially and racially mixed with representation from homeowners and renters. This diverse group uses their life experiences to think outside the box when addressing the issues and sharing viewpoints. The experience of the meetings is very enlightening for all.

In addressing the youth loitering issue at the gas station, the team developed a positive working relationship with the owner. The team and the owner started a car wash on the lot, which operates every Friday for the benefit of the children themselves. Car washes are $5.00 of which $3.00 goes to a fund for the youth. Tips and donations are also collected and the youth are given an allowance for working the car wash. The youth view this opportunity as a much coveted job and come to work diligently every week.

The team plans to follow-up with the youth after the project concludes. There will be a celebration at the end summer to send the young people back to school with special gifts. One Team member stated, “The kids, officers and adults are interacting during the car wash regarding behavior, language, teamwork, and respect. I think we have been successful in being able to interact with some kids and share on a positive level. This lets them know they have value."

The West End CPOP Team has recently formed and meets twice each month. The team of 14 members consists of residents, homeowners, business owners, parishioners, a youth minister, representatives from community organizations and district one police officers.

In scanning the community, the group identified drugs, loitering, litter and unsupervised youths as its priorities. Unsupervised youth tend to create disturbances and litter, which affects the quality of life in the neighborhood. The team is in the process of identifying what services and activities are available for unsupervised youths.

Walnut Hills CPOP Team has chosen to tackle drug dealing in certain locations as their first area of focus. One notable success for the Walnut Hills Team was their lobbying work and testimony at a Cincinnati City Council meeting. Such involvement, led the City Council to object to the renewal of a local storeowner’s liquor license. According to Police records, there had been 956 calls for service within 500 feet of this store over the past year. Since the City filed their objection to this liquor license, monthly calls for service have been reduced significantly. The Walnut Hills Team will continue to object to this permit when it goes before the State Liquor Control Board.

Additionally, the team formed the Neighborhood Beautification Committee which focused on flower planting and clean-up activities. The goal of this effort is to create a cluster of beautification along the main business corridor that will result in a business area that is safer, cleaner and more inviting to visitors. The committee plans to continue these clean-up projects by utilizing neighborhood youth and with funding assistance from City’s Safe & Clean Neighborhood Fund.

“By giving the target area a facelift, enhancing its beauty with flower pots and flower beds, litter is decreasing” said Beautification Committee Coordinator Nancy Colucci. “The drug dealers now know that the community cares about these areas, we are very visible when we water the current pots and beds and do additional clean-up efforts. We’ve sent a message to the drug dealers that they do not own these areas and their numbers have been reduced as a result.”

As one of the newer neighborhood teams, the Avondale CPOP Team, has established their priority as the problem of loitering and drug dealing at and around a neighborhood convenience store. Police officers have provided the team with calls for service data. Representatives of the team have met with the storeowner to create an amicable relationship and to identify ways to work together to address these problems.

Additionally, the team has contacted the City’s Recreation Commission to offer their help in addressing vandalism and youth climbing over a pool fence to swim unsupervised at night. In response to the concerns raised by the neighborhood residents, some research was performed and it was learned that this was the only pool in Avondale and it was closing early. As a result, the circumstances have improved and the plans to close this City pool early have been changed.

The team has the participation of several young people. One young man on the team is a former drug-dealer who has since graduated from a church-based program called the “45 Days Urban Basic Training.” Because of his past experience on the streets, he is able to reach out to other young people and encourage them to turn their life around.

The team is also working with neighborhood police officers on plans to hold a midnight basketball league this fall. The Hirsch Recreation Center and the Boys and Girls Club of Greater Cincinnati have agreed to participate. The team’s role will be outreach, advertising the event, acting as adult supervisors/coaches and helping to solicit funding for this project.

Evanston CPOP Team members have chosen to tackle youth loitering and drug sales on certain streets as their two areas of focus. The Evanston Team did a thorough job of analysis using the SARA model by keeping a log of drug and loitering-related activity in their primary target areas as well around the area known as “Five Points Corner,” which is Evanston’s town center. The team includes a local Pastor who is a reformed felon and a Youth Outreach Worker. Having been on both sides of the law, he is able to speak from first-hand experience when he interacts with young people.

“Having this Youth Outreach Worker definitely has a positive impact on the team,” says CPOP Team member Jeanine Byrd-Reynolds. “He is having direct contact and communication with youth that were previously part of the problem, and bringing them into being part of the solution. He is able to mentor them and help them start thinking about what they want to do with their lives instead of being involved in criminal activity.”

Recently, the team approached two neighborhood markets to develop a partnership to reduce loitering and drug activity on and around their store property. The team has provided these storeowners with a list of merchandise that caters to individuals engaged in drug activity and asked them to discontinue selling these items. The team sought and received the support of the Evanston Community Council and a prominent neighborhood church for this initiative. The initiative is modeled after City Councilmember David Pepper’s “Good Neighbor Seal of Approval” program. Team members also met recently with Mr. Pepper to discuss Evanston’s desire to be the pilot community for this project.

III. CINCINNATI POLICE DEPARTMENT AND ITS RECENT INITIATIVES

A. Description of the Cincinnati Police Department

The Cincinnati Police Department is a 1,304-member organization that has a history of community involvement in creating a safe environment for those who live, work and play in Cincinnati. This organization managed by the Chief of police is divided into four bureaus (See Attachment C).

The CPD’s mission is:

“To work in partnership with the citizens of the community to provide a safe environment where their life may be improved through the delivery of fair and impartial police services. “

Over the past decades, CPD has implemented several police-community partnership initiatives focused on safety awareness, crime prevention, protection of life and property, suppression of criminal activity and other neighborhood safety related concerns. Many of the partnerships evolved from the COP philosophy adopted in 1990. The philosophy, adopted to combat drugs and violence in Cincinnati’s neighborhoods, resulted in teams consisting of police officers, other city department representatives, social service contacts and community members. Each of the City’s 52 neighborhoods has a Neighborhood Officer who attends community meetings, meets with residents and merchants, collaborates with citizens and designs and implements neighborhood strategies. Strategies run the gamut from the removal of abandoned automobiles, to presenting crime prevention measures, to officers teaching karate to neighborhood children, to working with the National Conference for Community Justice for the Annual Police Youth Live-In, a camp for inner city youth. Citizens are also given the opportunity to take part in the review process for the assignment of neighborhood officers.

The adoption of the COP philosophy resulted in the development of several other initiatives such as:

· Volunteer Surveillance Team, where citizens provide additional crime surveillance operations,

· Citizens and Student Police Academy designed to provide insight into the daily workings of the CPD and its officers through classroom instruction and demonstrations. The goal is to improve the overall working relationship of citizens and officers and to form partnerships.

· Citizens on Patrol, whereby citizens take an active role in patrolling their neighborhoods in partnership with the police.

As previously described, CPD is in the process of transitioning from COP to Community Problem Oriented Policing. Prior to the development of CPOP, the Cincinnati Police Department identified problem solving as a key to enhancing the quality of life for Cincinnati. In the fall of 1993 through February 1994, all CPD personnel received eight hours of police problem solving training using the SARA model as the process for community problem solving. This method was also used during Critical Incident Training for all Sergeants and Lieutenants. In 1998, Police Officers and Police Specialists received an overview of community oriented policing that examined successes of community oriented policing. This overview provided information as to how the neighborhood officers could assist in finding solutions to problems. In 2000, CPD adopted a strategic plan that embraces community problem-oriented policing to increase the police, City, and community effectiveness in preventing and solving crime, reducing disorder, improving quality of life and restoring functional neighborhoods. The training along with the strategic plan provided a solid foundation for a focused and comprehensive commitment to community problem oriented policing. Completing this full transition will result in the Police Department working in partnership with the community and other city agencies to address chronic problems in a way that will increase community safety while improving police-community relations.

There are three factors that distinguish CPOP from COP. The factors are:

· CPOP adds a commitment to community asset based solutions and to accessing diverse private community resources for local problem solving.

· CPOP calls for the participation and cooperation from all city agencies. CPD has solicited and confirmed the commitment of participation from the Departments of Buildings and Inspections, Community Development and Planning, Public Services and Health. In the near future, this involvement will be extended to other city agencies including Fire, Cincinnati Water Works and the Metropolitan Sewer District.

· CPOP calls for the District Commanders to be responsible for the implementation of a district plan utilizing problem solving and quarterly reports. The quarterly reports will include specific problems addressed, steps taken toward resolution of obstacles encountered, future improvement recommendations and documentation of results.

All of the problem solving efforts will be entered into a Problem Solving Database developed by CPD and the Regional Computer Center. This database will generate a unique identifier that will be used on all information pertaining to the specific incident and will be used to retrieve data in an archive format. This database, to be launched in August 2003, is a part of the City’s CPOP web site and will be accessible by the general public. The pilot CPOP web site also provides links to Police Executive Research Forum’s Problem Oriented Policing Network. This Network is an existing and regularly updated database of national best practices in community problem solving. Planned partnerships with libraries, universities, recreation centers, community council offices, police substations and others will be pursued to make access to the web site readily available to community members and interested parties.

B. CPD’s Other Recent Initiatives

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In 1998, the CPD implemented a data tracking system for community violence, drug complaints, Part One crimes and community disorder. The incidences, tracked over a 12-month period, are inputted into the database monthly. This system allows for the identification of “Hot Spots.” “Hot Spots” are census tracts that rank the highest in occurrences of the above-cited factors. The identification and narrowing of problem spots allow district commanders to focus problem solving analysis and resources on those areas. Each month the district commanders must determine the driving force behind the area developing into a “Hot Spot” and what approach will be used to respond to the issue or problem. Strategies used includes increasing the number of walking beats in a neighborhood, meeting with community councils to address specific problems, working with landlords to evict persons convicted of drug dealing, installing video cameras, removing junk vehicles and cleaning the streets.

Community Response Teams

In the spring of 2003, the Investigation Bureau organized teams of uniformed and undercover personnel for two-day deployments in selected neighborhoods. The goal of the operation was to impact the neighborhood through enforcement, visibility and community interaction. Each team was assigned to address specific problems such as drug dealing, prostitution and violent criminal activity. Neighborhoods were selected by reviewing citizens’ complaints of criminal activity, crime analysis information and by input received from police commanders and officers.

Prior to deployment, meetings with community representatives are held to obtain specific information of criminal activity. This information is then documented and analyzed. The involvement of community members has increased with each successful operation. Coordination with outside agencies, such as parole, probation and the courts has provided the assurance that priority will be given to the analysis of contraband and coordination of court case presentations. Thus far, the six Community Response Teams that have affected 895 total arrests with significant seizures of contraband, firearms and currency.

Code Enforcement Response Team

The Code Enforcement Response Team (CERT) was developed to quickly respond to community concerns involving multiple City Departments such as, Buildings and Inspection, Health, Fire, Police, Sanitation and Law. The team, whose primary focus is to rid the neighborhood of the blight quickly, investigates numerous properties and property owners and takes appropriate enforcement action on observed violations.

The role of the police department is to bring referrals to the team from officers in the field or complaints that may be referred to neighborhood officers from community members. Officers from the Districts, Vice and Street Corner have gone through training offered by CERT to educate them on utilizing the code enforcement process to refer problems they encounter during their tour of duty. If an officer responds to a domestic violence run and observes that the home or apartment is extremely filthy and bug invested, has structural problems or presents a fire hazard, the problems can be referred to CERT for review. The team may chose to handle the problem within the individual department (i.e. B&I, Fire or Health) or handle it as a CERT case. For example, the Street Corner Unit made a referral after serving a drug search warrant on a property and discovered numerous code issues. The officers saw holes in the walls and an overloaded electrical system and an open pit in the basement due to an attempt to repair a sewer pipe. The exterior of the property also had structural problems, as well as, high weeds and a large amount of trash left unattended which was drawing rodents to the home. CERT served an administrative search warrant on the home and documented the code violations. Orders were issued to the owner to vacate the property and address the code violations. The owner will be taken to the Housing Court and the judge will issue court orders to make the necessary repairs, if the violations are not corrected in a timely manner.

Operation Litterbug Raid

The CPD has facilitated the implementation of the “Operation Litterbug Raid” pilot program. This program involves concentrated police enforcement of City Council’s “No Tolerance” Policy on all observed litter violations. Those who are not able to pay the litter fine can participate in a litter pick-up coordinated through the Hamilton County Probation Program and the Department of Public Services.

Councilmember John Cranley initiated this program after he received numerous complaints from the communities about the excessive litter. Police Department representatives meet with community leaders to determine which neighborhoods are most affected by litter and formulate a response to the problem. Main thoroughfares in each community were selected and new warning signs were posted notifying the citizens of new fines for littering. In addition, neighborhood officers arrange for junk vehicles to be towed and for probationers to pick up litter.

Drug House Task Force

In response to community complaints regarding the use of rental properties for drug dealing, the Police Department’s Street Corner Unit developed and coordinates the Drug House Task Force. Street Corner works in partnership with the Greater Cincinnati/Northern Kentucky Apartment Association, realtor groups and local property owners. Property owners are notified when evidence of felony drug activity has occurred on their property and are informed of their responsibility to ensure that criminal conduct is not allowed to continue. The owners are also given contact information for evictions. In September 2003, Street Corner will host an informational class for rental property owners. During the first six months of 2003, 30 notification letters were sent to property owners, which resulted in 21 evictions with 9 pending evictions.

C. Involvement with Other Community Stakeholders’ Initiatives

Youth Lighthouse

The CPD in partnership with the Lighthouse Youth Services recently designed a comprehensive diversion program to keep nonviolent at-risk youth out of jail while developing skills that will divert them from engaging in delinquent activities. The program, initiated in May of 2003, identifies high-need/at-risk families within the community and makes appropriate referrals to agencies that can provide services. It is estimated that approximately 250-350 youths will receive services through this program.

This project will involve referrals by CPD of first-time nonviolent misdemeanor offenders that have been arrested but not criminally charged and gang-involved youth that are not currently under supervision of the criminal justice system (not on probation or parole) to the Lighthouse. Once a referral is made, a Street Outreach Worker and police personnel will make a home visit to discuss diversion services.

The overall goal is to provide support and opportunity so that youth are able to make positive changes in attitudes and behaviors in order to attain his/her own goals of becoming contributors to their families and an asset to the community.

Web Wise Kids

The Cincinnati Police have partnered with WEB WISE KIDS, a nonprofit organization dedicated to protecting children from online predators, to host a new Internet safety program. According to the National Center for Missing and Exploited children, 2 out of every 5 abducted children between the ages 15-17 are abducted due to Internet activity.

Officers from the Personal Crime Unit will work with students from Cincinnati public and parochial schools using a detective computer game. The game is based on the true story of a 14-year-old boy who was persuaded by an online predator to leave home and cross an international border in order to meet personally. Program leaders challenge the children to find the boy before he disappears. Students work together in groups of three to find the missing boy and solve the crime. Players are then encouraged to design their own guidelines for Internet safety. Discussion ensures the Internet safety is internalized as a significant and life-saving plan.

Cincinnati Human Relations Commission

The Cincinnati Human Relations Commission (CHRC) is a contract agency with the City of Cincinnati to investigate and monitor quality of life issues. The CHRC has focused greatly on improving community-police relations through programs and activities that maximize non-aggressive, positive interaction between residents and police. The primary focus of each program and activity is to promote residents and police working together to build a safe and just community for all.

In March 2003, CHRC started a program, “Do It Right,” that provides in-school and community presentations on the proper conduct during a police stop. The video, taped on a corner in the Over-the-Rhine neighborhood, presents the perspective of urban youth and their responses to police in inner city neighborhoods. CPD has assisted by providing “What to Do When Stopped By the Police” brochures, served as panelists during presentations and provide follow-up activities. To date, over 500 youth and adults have viewed the video through presentations.

In the summer of 2001, the CHRC incorporated the Greater Cincinnati Study Circles Program as a way to address the communication gap between the community and the CPD. These five-week, face to face dialogue sessions provide small groups of ten to twelve diverse residents an opportunity to meet, listen, exchange and find common ground to improve and strengthen community-police relations. Over 54 members of CPD have participated with over 400 residents in forty Study Circles. CPD has committed two police officers for each circle. The officers currently have a 95% attendance rate. Over 100 ideas were presented in three action forums which were attended by members of the CPD Command Staff, elected officials and other members of City administration. Many of the action ideas are being implemented by small groups of residents who took ownership of their ideas, while CHRC took the lead on working with the Police to implement four major ideas: Community-Police Outreach Festivals (one per police district), survey of the current stress management program used by CPD and the Fire Department, an education and training video/presentation on "proper conduct during a police stop" and continuation of Study Circles on improving Community-Police Relations over the next five years.

Community-Police Outreach Festivals, since their inception in summer 2002, have attracted over 3,000 residents. Eighteen hundred residents have participated in the festivals this year with two festivals scheduled for August 3 and September 13, 2003. Each festival is largely attended by youth that interact with police through Canine Unit, Bicycle Unit, SWAT, and Mounted Patrol demonstrations. The Recruitment Unit is also present at the events, as well as, many neighborhoods and beat officers who serve food, assist with games and activities throughout the day.

These activities and programs have provided an excellent opportunity for CPD and CHRC to work collaboratively to restore the trust and confidence necessary for positive relationships between the community and police that will lead to mutual understanding and respect.

D. Future Endeavors

Crime Stoppers and the Hispanic and Russian Communities

In a continuous effort to improve communication with the Hispanic and Russian communities throughout Cincinnati, police officers assigned to the Crime Stoppers Program have been attending several Hispanic festivals and outreach programs. Crime Stoppers and Su-Casa, a Hispanic ministry service, have worked in partnership to bring an understanding of the Crime Stoppers Program to the Hispanic community through brochures printed in Spanish and a customized version of the Citizens Police Academy for the Hispanic population. Over ninety-five people from the Hispanics community participated. Crime Stoppers, in conjunction with the District Four COP Team are initiating a Citizens Police Academy this fall for the Russian community. Topics will range from crime prevention to self-defense. The Roselawn Community Council will assist the Cincinnati Police Department in this endeavor.

Prostitution Intervention Project

Complaints of prostitution activity in the Cincinnati area have increased in recent years. The Vice Unit began tracking prostitution arrest information in January of 2002. Analysis revealed that 70% of those arrested are in possession of drugs and drug paraphernalia, illustrating the link that drug addiction is a driving force. Many prostitutes are also victims of abuse and may not be choosing to engage in prostitution on their own volition. The Vice Unit has contacted Women Helping Women and other social service agencies in order to develop a referral system to address the issues that drive persons to engage in prostitution. The project is expected to be initiated during the winter of 2003. The court system, probation, Health Department and other governmental agencies will be included in organizing a response to this growing problem. The goal is to develop a menu of responses that will enable prostitutes to address the underlying issues causing them to engage in prostitution and offer them a viable alternative.

(Section III was written by the CPD to describe its recent initiatives. During the coming year, the Parties will meet with the CPD to learn more about these efforts and how they might be the basis for expanding community engagement.)

IV. Conclusion

This report demonstrates the collective effort of the Collaborative Partners’ commitment to build positive and productive relationships for a safer community where mutual trust and respect are enhanced among citizens and police. The partners spent an exorbitant amount of time and energy making CPOP a functional methodology for both the city organization and the community. This effort was complimented by the Cincinnati Police Department’s efforts engaging other community stakeholders in reducing crime and disorder. With the combined effort of the Partners and the community, there is not doubt that Cincinnati will be maintained as a vibrant city.

The City of Cincinnati

Community Partnering Center

Overview of Cincinnati Police Department

CPD’s Other Recent Initiatives

Future Endeavors

Police Department Organizational Chart

August 5, 2003

Letter to Our Citizens:

Attorneys for Plaintiff Class

Pilot Problem Solving Efforts

Drug House Task Force

Crime Stoppers and the Hispanic and Russian Communities