The Cleveland Plan, Revision 09-30-15 Page | 1

Cleveland’s Collaborative on Youth Violence Prevention

(The Cleveland Plan)

Revision in Response to National Forum on Youth Violence Prevention DSG 

Review July 2015 and Site Visit September 2015

Revisions and Updates

The Cleveland Collaborative on Youth Violence Prevention (referred to in this 

document as The Cleveland Plan) is grateful for the feedback provided by our local 

community and the National Forum on Youth Violence Prevention and has updated The 

Plan document to address concerns noted. Specifically:

 The Plan’s mission and vision are presented in the introduction (p. 2).

 More detail regarding resident/neighborhood participation has been included (p. 

4) and more direct and continuous community engagement has been addressed 

(p. 7). 

 Initial steps have been outlined under the Goals and Objectives section and 

timelines will be determined by the Steering Committee. Additionally, abbreviated 

logic models have been appended (p. 5, Appendix E).

 Goal 1 has been reformatted to address questions regarding: governance 

structure; project leadership; city/county balance; inclusion of parallel 

services/providers, such as education, child welfare, probation, and the faithbased community (p. 6-8). 

 Reentry and sustainability have been addressed in the section labeled Blended 

Strategies (p. 7 and 11).

 Data has been included from more diverse sources, particularly health and victim 

data, and the logic models have been included as they reflect alternate data 

sources that are being considered (p. 20 Appendix A). 

 In order to highlight each goal and its objective, the detailed description of existing 

and new programs has been moved to the appendices (Appendix D). 

 Additional citations from extant literature have been incorporated, and a 

bibliography has been appended to illustrate the research accessed in support 

and development of The Plan (Appendix F).

The development of The Cleveland Plan has been an evolving process. As such, 

information has been condensed to maintain clarity and improve readability of this 

document. Additional information is available on any aspect of the plan and can be 

accessed through the City of Cleveland, Office of the Mayor.

This process has, we believe, strengthened our plan and we look forward to 

continued guidance and technical support. 
The Cleveland Plan, Revision 09-30-15 Page | 2

The Cleveland Plan

The City of Cleveland has a long and rich history of collaboration, community

involvement and innovative programs to address youth violence. While the city and 

surrounding communities have had success in rallying support for a range of violence 

prevention initiatives, the significant reductions achieved have been primarily short-term 

and localized. Cleveland recognizes that while there are many promising and evidencebased programs and initiatives already in place in our community, there exists a need for

better systemic coordination of existing and new efforts to maximize limited resources,

eliminate redundant efforts, and direct programs and initiatives to areas and populations

of need, while maintaining existing evidence-based efforts by focusing on the quality,

effectiveness and sustainability of programs and services.

The National Forum on Youth Violence Prevention can provide the guidance and 

technical assistance required to design and launch The Cleveland Collaborative on Youth 

Violence Prevention (The Cleveland Plan), which will align existing and new local

initiatives within a multi-year, data-driven, and neighborhood-based multi-disciplinary

plan. The Plan’s mission is to significantly reduce violent crime among youths ages 15-

25 in the City of Cleveland by developing a sustainable strategy to coordinate, promote, 

and/or create evidence-based programs and policies. Our vision is to provide a basis 

for coordinated action across an array of domains – city and county, public and private, 

foundations and service providers. The Plan will incorporate the voices of youth, 

residents, and neighborhoods, and rely on data-driven decision-making to ensure that 

policies and programs are working, address gaps in services, and target populations

most in need of support. Drawing examples from several National Forum cities, such as 

Salinas, Seattle and Minneapolis, The Cleveland Plan has decided to adopt a public 

health approach to violence prevention – employing a multi-layered strategy to contain, 

treat, and prevent the spread of the disease of violence.

The Plan, presented below, represents the convergence of many data-streams –

weaving together ideas gathered at community listening sessions; data from the 

Cleveland Department of Police, Cleveland Metropolitan School District (CMSD), and the 

Cleveland Department of Public Health; and lessons learned from existing initiatives, 

such as the Defending Childhood Initiative (DCI) and Stand Together Against 

Neighborhood Crime Everyday (STANCE); examples among a broader list of partners 

and participants, (Appendix C). As demonstrated through the site visit process, The 

Cleveland Plan has already begun to build a broad base of support. Shepherded by 

Mayor Frank Jackson, the Plan’s co-conveners are community, city, county, court, 

police, corporate, and non-profit decision-makers and leaders (Appendix B). Each has 

been selected not only for his/her ability to influence or direct change, but also to engage 

and energize the diverse populations and key constituencies needed to address the 

problem of youth violence.

Youth Violence. The Cleveland Plan focuses on chronically impoverished,

inner-city neighborhoods with the highest youth violence. In 2010, the census bureau

reported there were 1.2 million people in Cuyahoga County and 396,815 in the City of
The Cleveland Plan, Revision 09-30-15 Page | 3

Cleveland. Cleveland’s urban conditions are among the harshest in the United States.

American Community Survey reported that in 2014 Cleveland was the second poorest

city in the United States. U.S. Census Bureau 2014 estimates showed that 34.2 percent

of individuals in Cleveland live below the poverty level; 53.3 percent are African

American; and 37.3 percent are white. The effects of poverty in Cleveland’s inner city are

exacerbated because Cleveland has the third lowest high school graduation rate among 

America’s 50 largest cities, just 34 percent. In the face of such a high level of risk

imposed on Cleveland’s youth, The Cleveland Plan cannot delay in responding to crises

facing our youth and neighborhoods.

The estimated rate of violent crime in the city of Cleveland is 1,384 per 100,000

persons – more than three times the national average of 403.65. Cleveland’s 2013

violent crimes included 3,540 robberies; 2,313 aggravated assaults; 538 rapes; 88

murders and non-negligent manslaughters; and 6,479 total violent crimes. From 2009 

through 2013 data shows in the City of Cleveland there were 27,677 shots fired; from

2009 through 2013 data shows there were 20,120 crimes involving a gun. Violence in 

Cleveland had been on the decline; however, over the past nine months we, like many 

cities, have witnessed a surge in violence, specifically gang and gun violence. Newly 

released figures from the Division of Police show a city-wide increase in homicide (24%) 

and homicide with firearm (34%), and felonious assault with firearm (32%), among other 

crime categories, compared to last year (Appendix A, Chart 6). The increase in violence 

experienced here in Cleveland is specifically located in five neighborhoods.

As reflected in the figures and tables contained in (Appendix A), areas where the

highest concentrations of overall crimes occur are also areas with the highest

concentrations of youth arrests. Additional figures and tables highlighting violent and

felony crime rates for youth 15-25 in Cleveland also are provided in (Appendix A). 

Partners including Health Cleveland Initiative (a project of the city, Cleveland Clinic, 

MetroHealth, St. Vincent’s Charity, and University Hospital) and the city’s Department of

Public Health have drawn the connection between health disparities and violence hotspots. Their data show that the areas of concern for violence correlate to neighborhoods 

with higher levels of lead paint, housing shortages, and restricted access to nutritious 

food, linking violence to environmental factors while also tracing the impact of trauma on 

the community. Not surprisingly, high school graduation rates and youth employment 

assessments also track along with violence and violent victimization.

Core Principles & Plan Development. 

We believe the youth violence prevention programs currently implemented had

been aiding in the overall reduction of youth arrests seen over the past five years and 

will be key to regaining significant declines. However, youth violence prevention must be 

viewed through a comprehensive frame, including universal, selected, and targeted 

approaches cutting across multiple disciplines. Creation of The Cleveland Plan, and 

participation in the National Forum on Youth Violence Prevention, allow for a more 

transparent information sharing process, linking programs into a continuum of service,
The Cleveland Plan, Revision 09-30-15 Page | 4

and incorporating new and innovative strategies to effectively address the youth violence 

being experienced in our neighborhoods today. 

The Cleveland Plan is anchored by three core principles:

1. A multi-dimensional approach across disciplines, systems and levels (e.g.

individual, family, schools, neighborhoods), spanning prevention, intervention and 

interdiction, and reentry.

2. Strengthening existing evidence-based programs combined with the

implementation of new promising and evidence-based programs that address

gaps in services to our target population and support our core objectives.

3. Support significant neighborhood-based input and data-driven decision-making.

Our work to date has relied heavily on this third principle. The City of Cleveland has 

been engaged in community listening sessions since 2014, with the most recent session 

having been held on Saturday, September 19th at five city recreation centers. The 

meetings were led by the Cleveland Peacemaker’s Alliance, police, and faith and 

community leaders. Information gathered at these sessions has been integrated along 

resident recommendations from other major initiatives, such as the Byrne Criminal 

Justice Initiative (BCJI), Healthy Cleveland Initiative and DCI, have provided valuable 

guidance and insight in the development of this plan. The Plan also builds on the 

neighborhood-focused work of the National Institute of Child Health and Human 

Development funded Stokes Greater Cleveland Consortium for Youth Violence 

Prevention, a community-based participatory research (CBPR) model initiated in 2007 

and continuing to the present. Finally, The Cleveland Plan draws on past local 

successes, emanating from our ongoing Comprehensive Anti-Gang Initiative (CAGI, 

started in 2006) which now is named STANCE, operating under the umbrella of the

office of the US Attorney for the Northern District of Ohio. 

Our constituencies have dictated that The Plan be neighborhood-informed; 

coordinated; evidence-based; data-driven; efficient (cost-beneficial); and flexible.

Selection of the Plan Target Population. Due to system fragmentation, 

residents are not always aware of new initiatives or programs in their communities. The 

lack of systemic coordination of initiatives and programs dilutes their positive and 

effective impact upon crime and violence in certain neighborhoods. However, pooling 

resident input information from the various projects above identified two key findings:

residents want to feel safer but felt that we do not focus our resources and strategies on 

“guns and gangs”; they further indicated that while intervention and interdiction are 

crucial, residents want strategies to keep inner-city youth in school, improve their

opportunities to graduate and find meaningful employment and/or vocation.

 

Therefore, The Cleveland Plan has identified youth 15-25 years old as our target

population in Cleveland. They have the highest rates of violence victimization and 

perpetration, but the fewest available support services and programs. This age group

represents one of the biggest gaps in Cleveland’s continuum of services and activities

that address youth violence, particularly gang-related and firearm violence (see 
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Appendix D). While our plan includes many existing programs and initiatives the

implementation of new efforts will focus on addressing the needs of 15-25 year olds and

the activities, supports and resources needed to reduce violence victimization and 

perpetration in this age group.

Selection of the Public Health Model. The public health model provides a 

framework for both understanding the causes of violence and preventing its 

transmission. The model works by both addressing the health and safety of individuals, 

but also identifying underlying risk factors for both violent perpetration and victimization. 

Long championed by the CDC as an approach to violence prevention, the public health 

model provides a framework for systematic inquiry and evaluation that is flexible enough 

to seek input from public and private organizations, as well as community residents. The 

public health model challenges silo thinking, encouraging collaborations across multiple 

disciplines and services – blending more traditional violence prevention, intervention, 

and enforcement strategies with services to aid re-entry, provide access to health and 

mental health screening and treatment, engage youth in school and vocational training, 

and build community efficacy.

Research & Evaluation Partnership. The Cleveland Plan has engaged a longtime university collaborator as a research partner and evaluator. Faculty and research

staff from the Begun Center for Violence Prevention, Research and Education at the

Jack, Joseph and Morton Mandel School of Applied Social Sciences (MSASS) at Case

Western Reserve University have participated in all of the core planning and

implementation activities, and has worked on the integration of literature to support and 

guide evidence-based programs and policies. They also currently serve as research or

evaluation partner to several initiatives that will be maintained in The Plan, including but

not limited to: DCI, BCJI; Cleveland’s long-standing My Commitment/ My Community

youth development initiative; the Cuyahoga County Juvenile Court’s Behavioral

Health/Juvenile Justice Initiative (BHJJ); the Police Assisted Referral (PAR) program 

with the Cuyahoga County Metropolitan Housing Authority; STANCE and the Project

Safe Neighborhood (PSN) initiative. Led by Dr. Daniel Flannery, the Begun Center will

continue to serve on the Coordination Team (see Goal 1 and Appendix B) and

coordinate efforts to gather appropriate outcome and indicator data to track the

implementation and success of continuing and new Cleveland Plan programs and 

activities.

Goals & Objectives

The following goals and objectives represent the core activities and programs of

The Cleveland Plan. Each goal area contains a narrative summary with literature 

referenced (where appropriate); a list of key activities that will continue to be supported,

as well as new activities identified as potential matches to address the identified gaps in 

Cleveland’s continuum of services for youth ages 15-25; and selected priority 

indicators/benchmarks. The priority indicators are data-points currently collected by or 

shared with the research partner and will be able to be tracked from the start of 

implementation. We anticipate expanding these to include more robust and diverse data 
The Cleveland Plan, Revision 09-30-15 Page | 6

once the Coordination Team has constituted Working Groups for each goal and datasharing agreements have been established. Currently, verbal commitments have been 

made to share data from the Department of Public Health, the Northern Ohio Violent 

Crime Consortium (NOVCC), and the Northern Ohio Trauma System Registry (NOTS). 

Additionally, the research partner is exploring dashboard indicator information from 

partners serving youth and families (such as Families and Children First Council [FCFC] 

and DCI).

As described in Goal 1, the feedback and site visit process have been helpful in 

cementing the leadership structure of The Plan. Though the Establishment of an 

accountable, transparent, and sustainable structure that process collective 

decision-making regarding the reduction and prevention of youth violence is a 

long-term goal, the formation of this body and support from key partners was deemed 

necessary in order to provide a platform for goals 2-4. The Steering Committee has 

determined that the detailed logic models produced by the research partner will serve as 

the work plan for the first 90-days after approval of the initial plan. This will allow time for 

the Steering Committee and Coordination Team to constitute the Work Groups, assign 

preliminary tasks, and establish data-sharing agreements where appropriate. Please 

note that abbreviated versions of the logic models have been appended to this 

document.

Goal 1: Establish an accountable, transparent, and sustainable governance

structure that provides collective decision-making regarding the reduction and 

prevention of youth violence.

The Cleveland Plan is supported by an administrative structure that reflects its 

systematic approach and inclusive focus. The work of The Plan is driven by five bodies 

that, taken together, represent the membership of the collaborative as a whole (see 

diagram below). In order to maximize reach and resources, The Plan will be chaired by 

Mayor Frank Jackson, and co-convened through the city’s Division of Community 

Relations by a team of eight individuals including representation from key city offices 

and county agencies, the Court of Common Pleas, Cleveland’s Division of Police, and 

community and private sector leadership (Appendix B). Co-conveners have been 

selected due to the individual’s ability to influence or direct change, and to engage the 

diverse populations and key constituencies needed to address the problem of youth 

violence.

The Cleveland Plan has evolved a managerial structure pulling from the 

successes of both the STANCE and DCI. STANCE functions under the auspices of the 

US Attorney Office for the Northern District of Ohio PSN program with support from the 

Partnership for a Safer Cleveland, while DCI is housed and operated by the Cuyahoga 

County Department of Justice Affairs the co-chair for both efforts is the Northern District 

of Ohio U.S. Attorney Steven M. Dettelbach. The Cleveland plan differs from DCI and 

STANCE because of its comprehensive nature and focus. The Cleveland Plan will 

concentrate on high crime neighborhoods and the significant youths and young adults 

age 15-25 in the City of Cleveland. It was decided to house the managerial structure 
The Cleveland Plan, Revision 09-30-15 Page | 7 

with the city, while incorporating systematic and deliberate roles for the Begun Center at 

Case Western Reserve University, the Partnership for a Safer Cleveland, Cuyahoga 

County and federal partners in both leadership (Steering Committee and Coordination 

Team), as well as participation on planning, implementation and evaluation teams 

(Work Groups, Ongoing Consultation and Collaboration). Additional, participation of city 

residents, both adults and youth, will coordinated through Cleveland’s Community 

Relations Board. The DCI (2011) and STANCE (2006) have established public and 

private partnerships to sustain their efforts, we believe The Cleveland Plan to have an

administrative structure that will support long term functioning because of its e 

comprehensiveness and established measureable metrics. 

 The Plan’s managerial structure is depicted below. The Plan’s Steering 

Committee will be convened by Mayor Frank Jackson. This committee will be housed in 

the City’s Community Relations Board and comprised of the co-conveners (Appendix 

B). The Steering Committee will meet quarterly to provide administrative leadership, the 

opportunity to review The Plan’s progress, and set strategic assignments and direction. 

 

Coordination 

Team 

Ongoing 

Consultation & 

Collaboration 

Steering 

Committee 

Working Group 

Goal 1 

Working Group 

Goal 3 

Community Outreach, Engagement, Program Implementation & Evaluation

Working Group

Goal 2 

Working Group 

Goal 4 

Mayor Jackson

City of Cleveland 
The Cleveland Plan, Revision 09-30-15 Page | 8

The Coordination Team will meet on a monthly basis to coordinate the work of The 

Plan, specifically tasks to be undertaken by the Working Groups. The Coordination 

Team is led and supported by the co-conveners appointed by the Mayor. Coordination 

Team members include all partners participating in The Plan. In conjunction with the 

City of Cleveland, The Partnership for a Safer Cleveland and Begun Center for Violence 

Prevention Research & Education will serve as the managers of this team.

Working Groups will meet as needed to implement specific activities and/or strategies

as set out in the work plan. The Working Groups will be composed of members 

representing all sectors of the community, including: business, faith-based leadership, 

philanthropy, health and human services, as well as community youth and families.

Ongoing Consultation and Collaboration with other local initiatives will occur 

through executive session with The Plan’s leadership and will offer opportunities for 

feedback and input on the continuing work and direction of The Plan. Community 

Outreach and Engagement to establish public/private partnerships is a core component 

of The Plan. Working Groups will partner with core constituencies, potential new 

members and collaborators, expanding its reach into the community.

Inclusion of Residents and Parallel Services/Providers. The Plan has made 

a concerted effort to ensure broad representation from community residents (both 

youths and adults), multi-disciplinary partners, and parallel initiatives and services. A 

community member, with special concern for reentry issues has already been named to 

the Steering Committee as a co-convener. Additional youth and adults from the 

community will be recruited to participate on Working Groups and residents will also be 

solicited for feedback and information as part of the consultation and engagement 

processes. The Steering Committee members, similar to the co-conveners described 

above, have been selected based on collaboration participation and ability to leverage 

contacts. Within the co-conveners and Steering Committee members there is direct 

access to the City’s Department of Public Health, the Cleveland Metropolitan School 

District, Juvenile Court, Probation, the county’s Department of Families and Children 

Services, faith-based leaders, police, and a host of philanthropic partners (among other

key organizations and services).

During the feedback process with both community members and the National 

Forum on Youth Violence Prevention it was noted that earlier iterations of The Plan 

focused more heavily on prevention, intervention, and enforcement. Our Steering 

Committee has broadened its view on the needs of the formerly incarnated population

and have agreed to partner with the Cuyahoga County Office of Reentry and STANCE.

Coordination with reentry providers will occur through the STANCE executive committee 

under their programmatic priorities of prevention, enforcement, and reentry. Additional 

partners, such as Edwin’s (a local reentry vocational service organization), Lutheran 

Metropolitan Ministry, and the Ohio Department of Rehabilitation and Correction have 

been approached to participate. Finally, both the city and county fund a joint 

coordinated reentry office to help individuals in prison plan for their release, find housing 

and employment, and connect with services.
The Cleveland Plan, Revision 09-30-15 Page | 9 

Primary Indicators: 

Process Outcome

 # of Steering Committee meetings

 # of Coordination Team meetings

 # of Working Group meetings

 # community participants (adult, youth)

 # of community meetings to discuss 

elements of The Plan 

oSponsored by The Plan

o Collaborator meetings discussing 

The Plan

 Creation of detailed work 

plans/timelines

 Quarterly evaluation of process and 

achievements

 Yearly outcome assessment

Benchmarks: 

 The Steering Committee and Coordination Team will meet within the first 30 

days of implementation.

 Working Groups will be established within the first 60 days of implementation.

 A work plan/timeline will be presented to the Steering Committee for review 

within the first 90 days of implementation.

 The Plan will establish a data-driven violence prevention strategy within the first 

year of implementation.

Goal 2: Utilize a public health model to support a data-driven neighborhoodbased violence prevention strategy. 

Like most communities, Cleveland is quick to react to incidents of violence; 

however, reactive programs exacerbate the problem of fractured programming. The 

Plan grew out of the realization that we, as a caring community, have created a myriad 

of violence prevention programs – many that are promising or evidence-based – but 

these largely exist without the benefit of a community system of coordination to maximize 

resources, eliminate redundant efforts, and direct services to populations of need. We 

have no systematic mechanism to improve the quality, effectiveness and sustainability of

existing programs and services; nor can we easily create new efforts to respond to 

evolving need. Goal 2 of the Plan focuses on dissemination of the public health model to 

strengthen existing programs and provide capacity (training, forum, etc.) for programs to 

more effectively communicate and/or provide coordinated service to at-risk youth. By 

developing a community-wide system to collect, analyze, and disseminate community 

indicators of violence, program data, and resident feedback, The Plan seeks to leverage 

existing services to address current and future needs, create a system to monitor 
The Cleveland Plan, Revision 09-30-15 Page | 10 

violence prevention efforts, and hold stakeholders accountable for community-wide 

change. 

The core elements of a public health model are prevention, intervention for at-risk 

youth, and activities targeted to those already involved in public systems and treatment. 

The existing and new activities below represent a swath of services that address the 

public health model and the goals of the National Form on Youth Violence Prevention –

prevention, intervention, enforcement, and reentry. 

Existing Activities: Big Brothers/ Big Sisters mentoring programs; Broadway/Slavic 

Village (P-16); Cleveland Transformation Plan: The Portfolio Strategy of the Cleveland 

Metropolitan School District; Family Children First Council (FCFC); Healthy Cleveland; 

Invest In Children (IIC); Max Hayes vocational programs (CMSD high school); My

Commitment/My Community (MyCom); Northern Ohio Violent Crime Consortium 

(NOVCC); Edwins; Ohio Department of Rehabilitation and Correction; Prevention 

Research Center for Healthy Neighborhoods (CWRU School of Medicine); Stand 

Together Against Neighborhood Crime Everyday (STANCE). 

New Activities: Coordination and evaluation of prevention and school-based mental 

health services (Cuyahoga County Mental Health Board); MyCom 2.0; community 

awareness campaign. 

Primary Indicators: 

Process Outcome 

Develop a data-driven, neighborhood- Reduce instances of youth perpetrated 

based violence prevention strategy, violence, as measured by:

depending on available resources, as  Police data on violent offending by 

measured by: neighborhood and age of offender

 Formation of a single planning board to  Court records of violent offenders in 

address violence prevention strategy. target population (15-18 year-olds)

 # Recruitment/participation of partner o 15-18 Juvenile Court – cases filed, 

agencies/programs charge, disposition, 

 # Neighborhood-based sentence/diversion

planning/listening sessions. o 18-25 Criminal Court – cases filed, 

charge, disposition, sentence

Benchmarks: 

 Increase coordination of services for 100 youth per year from high-risk 

neighborhoods.

 Reduce youth violence by 10% in the first three years of the Plan.
The Cleveland Plan, Revision 09-30-15 Page | 11 

Goal 3: Advance community and police relations through community 

empowerment, community skill building and police training, and proactive use of 

multi-disciplinary approaches to community problem solving. 

Our early efforts have clearly found that residents feel violence prevention 

initiatives – from programs at recreation centers and human service agencies to police –

must regain the trust of youth and adults. Many have indicated that a feeling of 

hopelessness and a sense of not being able to rely on law enforcement has contributed 

to the rise of violence over the past nine months. Other have stated that resources 

must be targeted to youth and young adults. This information has been instrumental in 

identifying Plan partners, both those providing existing evidence-based programs and 

those potentially offering new services to address the problem of youth violence. 

The existing and new activities described below have taken/will take an active 

role in promoting police-community relations through neighborhood-focused 

programming targeting both adults and youth. 

Existing Activities: Byrne Criminal Justice Innovation Program (BCJI), including 

community forums; Central Choice Transformation Plan including nine Transformational 

Directives for neighborhood, building upon existing community assets, and reflective of

the wants and needs of residents (established through a HUD Choice Neighborhoods 

planning grant); City of Cleveland Mayor’s Youth Council; coordinated services for 

victims of domestic and sexual violence (Cuyahoga County Family Justice Center); 

District Zone Committees (district-based police-community relations committee); Family 

and Children First Council (FCFC) Youth Advocacy leadership council; coordination of 

youth engagement activities between MyCom and FCFC; Neighborhood Collaboratives 

(Cuyahoga County Department of Children and Family Services); Police Assisted 

Referral (PAR) program in Cuyahoga Metropolitan Housing Authority (CMHA).

New Activities: CDP body-cameras (beginning February 2015); enhanced police training 

to improve community-police relations (City of Cleveland and Department of Justice); 

collaborations with the END (faith-based community initiative being developed by Rev. 

C.J. Mathews); alignment of youth councils with existing police district community 

relations committees; BCJI CDP zone car reporting housing code violations and 

identifying dilapidated housing; Cleveland Neighborhood Progress (CNP); Our SPACE 

a resident created council for BCJI ( a strategy of Cleveland’s BCJI initiative); 

expansion of PAR to the 4th police district; improved data collection and tracking of 

community complaints and use of force incidents CPD (CPD Office of Professional 

Standards Civilian Police Review Board); youth focused police training Policing the 

Teen Brain. 

Primary Indicators: 

Process Outcome

Improve police-community relations, as 

measured by:

 # of police-community events

Police interact with individuals, 

especially youths ages 15-25, with 

respect and fairness, as measured by:
The Cleveland Plan, Revision 09-30-15 Page | 12 

 # of times police hold/attend  Youth/participant surveys from 

community meetings Juvenile Justice Jeopardy.

 Align with outcomes recorded under 

the auspices of the Community Police Reduce instances of youth perpetrated 

Commission/Police Review Board violence, as measured by:

o# meetings

o# cases  VGRIP data 

o# complaints o by age of offender apprehended

o# lawsuits filed against the city due to o # of guns taken off the street in 

officer actions, especially as filed by selected neighborhoods

or on behalf of 18-25 year olds o # drugs confiscated

o # arrests, specific to gang affected 

neighborhoods

o # calls for services: shots fired, 

firearm involved incidents

Increased police training, as measured 

by:

 # of training sessions

 # of peer trainers trained

 # of trainings peer trainers conduct

 # of officers trained

Benchmarks: 

 To consistently collect measures of police-community relations

 To provide at least 2 workshops or conferences per year aimed at improved 

community skill building and community efficacy. 

 To train all Cleveland Division of Police in communication strategies for engaging 

youth using an evidence-based program.

Goal 4: Support community engagement of, and delivery of services for underserved and at-risk populations, particularly 15-25 year olds. 

Again, based on information gathered from a variety of community listening 

sessions, The Cleveland Plan has elected to focus its efforts on under-served and atrisk youth ages 15-25. Residents perceive (and data supports) that these youth –

particularly those without educational or vocational resources – are more likely to be 

victims or perpetrators of violence; however, residents have called for strategies that 

move beyond suppression to include social support, vocational training, anger 

management, and health services. Additionally, residents have identified a need for 

assistance in constructing meaningful avenues for individuals returning from jail and 

prison to engage again in the community. This final goal, builds on the successes of the 
The Cleveland Plan, Revision 09-30-15 Page | 13 

earlier parts of The Plan to focus intervention and prevention services to this selected 

population. 

Existing Activities: Behavioral Health Juvenile Justice; Children Who Witness Violence 

(CWWV); Closing the Achievement Gap (CTAG); Cuyahoga Tapestry System of Care 

(SOC); Defending Childhood Initiative (DCI); Juvenile Detention Alternatives Initiative 

(JDAI); Juvenile Fugitive Safe Surrender (FSS); Operation Focus (City of Cleveland); 

Operation Night Light; Cuyahoga Community College. 

New Activities; MetroHealth Medical Center Emergency Department intervention 

program; (MetroHealth also maintains the Northern Ohio Trauma Registry [NOTS]); 

recommend State of Ohio expansion of welfare benefits eligibility to 16- 24 year-olds; 

support the diversion of youth to respite care from detention for youth charged with 

domestic violence; and new Cuyahoga County juvenile drug court. 

Primary Indicators: 

Process Outcome 

Coordinate services for high-risk Increase youth academic success, 

youths, as measured by: including increased graduation 

 Coordination of services among rates/obtaining GED, as measured by:

programs serving public systems and  CMSD truancy/attendance data

treatment involved youth ages 15-25  ODE drop-out data, GED completion, 

 # of provider meetings HS graduation

 # of youth jointly served  Cuyahoga Community College 

enrollment 

Connect more youth to employment, 

job training, and post-secondary 

education opportunities, as measured 

by:

 Ohio DJFS/Ohio Means Jobs/Youth 

Workforce Development (expanded to 

25 year olds)

Benchmarks:

 To increase Ohio Means Jobs and workforce development slots for under-served 

and at-risk youth ages 15-25 by 10%.

 To increase the high school graduation rate for youth in the city of Cleveland by 5% 

in the first three years of The Plan.
The Cleveland Plan, Revision 09-30-15 Page | 14

Appendices

Appendix A – Figures & Tables.................................................................. p. 15

Appendix B – Steering Committee & Coordination Team List........................... p. 22

Appendix C – Partner List......................................................................... p. 23

Appendix D – Existing & New Activities by Goal............................................. p. 27

Appendix E – Logic Models by Goal........................................................... p. 34

Appendix F – Plan Bibliography................................................................. p. 45
The Cleveland Plan, Revision 09-30-15 Page | 15

Appendix A

Figures & Tables

Figure 1. Homicides, Felonious Assaults & Robberies (by density Cleveland, police

districts 1 through 5)

(Source: Cleveland Division of Police, 2014)

Figure 2. Crimes (by location, Cleveland, police districts 1 through 5)

(Source: Cleveland Division of Police, 2014)
The Cleveland Plan, Revision 09-30-15 Page | 16

Chart 1. Arrests for Murder, Robbery, & Felonious Assault (by police district, Cleveland)

(Source: Cleveland Division of Police, 2014)

Chart 2. Part 1 Violent & Property Crimes (by year, Cleveland)

(Source: Cleveland Division of Police, 2014)
The Cleveland Plan, Revision 09-30-15 Page | 17

Chart 3. Arrests & Violent Crime, Target Population 15-25

(Source: Cleveland Division of Police, 2014)

Chart 4. Arrests for Murder, Robbery & Felonious Assault (by age & firearm status)

(Source: Cleveland Division of Police, 2014)
The Cleveland Plan, Revision 09-30-15 Page | 18

Chart 5. Arrests for Murder, Robbery & Felonious Assault (by age)

(Source: Cleveland Division of Police, 2014)
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Chart 6. Crime Trends 2015 Year to Date.

(Source: Cleveland Division of Police, 2015)
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Cleveland Department of Health Data

Violence

For the month of June 2015, in Cuyahoga County, there were 616 cases that reported to 

the Emergency Room (ER)/Urgent Care (UC) for violence related reasons. This is an 

11.4% decrease from the number of cases in May 2015. 

 Of the 616 cases, 50.6% were female, 49.4% were male. The youngest case was 

a one year old, and the oldest case was 115 years old. The single ages with the 

highest number of cases was ages 21 and 24, both at 4.7% 

 Males, ages 27-64, made up the largest percentage of cases at 29.8%. Females 

ages 1826 accounted for 16.8% of cases for June. 

 25.8% of the cases came through Metro Health Medical Center. 11.2% of cases 

were through UHHS Case Medical Center. 

Gunshot 

For the month of June 2015, in Cuyahoga County, there were 58 cases who reported to 

the Emergency Room(ER)/Urgent Care (UC) for gunshot-related reasons. This is a 

3.6% increase in cases from May 2015. 

 Of the 58 cases, 91.4% were male, and 8.6% was female. The youngest case 

was below the age of one year, and the oldest case was 68 years old. The single 

age with the highest number of cases was age 29 at 10.3%. 

 The largest percentage of cases were male, ages 27-64, at 44.8%. 

 46.6% of cases were through Metro Health Medical Center. 17.2% of cases were 

through UHHS Case Medical Center. 

ER/UC visits related to Violence, June2015 (10 highest by Zip Code) Cleveland

44102 53 44108 29

44104 42 44111 29

44105 42 44106 28

44109 38 44120 26

44103 29 44110 20
The Cleveland Plan, Revision 09-30-15 Page | 21

Table 1. Part 1 Juvenile Crimes, 2008 – 2014

(Source: Cleveland Division of Police, 2014)
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Table 2. Cleveland City-Wide Juvenile Arrests (18 years old or younger), 2009-2013
The Cleveland Plan, Revision 09-30-15 Page | 23

Appendix B

Steering Committee & Coordination Team List

Executive Chair: Frank Jackson, Mayor

Co-Conveners: Blaine Griffin, City of Cleveland

Dave Merriman, Cuyahoga County

Charles See, Cleveland resident

Kristin Sweeney, Judge Juvenile Division

Michael Walker, Partnership for a Safer Cleveland

Calvin Williams, Chief, Cleveland Division of Police (CDP)

Rep for corporate leadership

Rep for news/media

Committee Members:

 Nelson Beckford, St. Luke’s Foundation

 Lisa Bottoms, The Cleveland Foundation

 Eugenia Cash, The Alcohol, Drug Addiction and Mental Health Services 

(ADAMHS) Board of Cuyahoga County

 Jimmy Gates, Pastor Zion Hill Missionary Baptist Church

 Freddie Collier, Cleveland City Planning Commission

 Hank Davis, Peacemaker’s Alliance

 Duane Deskins, Cuyahoga County Prosecutor’s Officer

 Wayne Drummond, Deputy Chief CDP, Field Operations

 Marcia Egbert, The George Gund Foundation

 Daniel Flannery, Case Western Reserve University

 Collen Gilson, Cleveland Neighborhood Progress

 Jakolya Gordon, Defending Childhood Initiative

 John James, Cleveland City Council

 Ellis Johnson, Commander CDP, Bureau of Community Policing

 Cecilia Kasavich, Partnership for a Safer Cleveland

 CJ Matthews, Pastor, United Pastors in Mission (UPIM)

 Robin Martin, Director, Family and Children First Council

 Tony Minor, Bishop, Lutheran Metropolitan Ministry (LMM)

 Joellen O’Neill, Deputy Chief CDP, Executive Officer to the Chief of Police

 Toinette Parrilla, Cleveland Department of Public Health

 Khalid Samad, Peacemaker’s Alliance

 Jill Smialek, Cuyahoga County

 Craig Tame, US Attorney’s Office

 Rep for Invest In Children

 Rep for the Metro Health System

 Rep for North Shore AFL-CIO Federation of Labor
The Cleveland Plan, Revision 09-30-15 Page | 24

Appendix C

Partner List

The Cleveland Plan will initially consist of the following core partners/agencies, in 

addition to representation of youth (via MyCom youth leadership councils), community

stakeholders, residents, members of the faith and business communities.

Community Partners

City of Cleveland

The Cleveland Department of Public Health (CDPH) is made of a range of 

programs providing clinical, environmental, health promotion, and populationbased services. The department has an annual budget of $21 million and is 

staffed by 180 full- and part-time employees. CDPH ensures a high quality of 

resources and services through various partnerships in the greater Cleveland 

community. For example, CDPH has initiated and maintained working 

relationships with Case Western Reserve University, Metro Health Medical 

Center, Veterans Affairs Medical Center, Cuyahoga County Board of Health, 

Lakewood and Shaker Health Departments, the Center for Community Solutions 

and others. These partnerships provide the cornerstone of successful preventive 

public health care services to meet the needs of the residents of the City of 

Cleveland and throughout the Greater Cleveland community.

Cleveland Community Relations Board (CRB) represents Cleveland's racially, 

ethnically, and religiously diverse population, to protect individual’s civil rights 

and to promote peaceful relations among and relieve tension between cultural 

groups. Board Members and staff concentrate their efforts in the following areas: 

Community/Faith Based Outreach, Multicultural Outreach and Engagement, 

Conflict Mediation, and Youth Engagement/ Crisis Intervention. The Board

currently has four programs specific to important youth-focused community

issues: Crisis Intervention, Operation Focus, Community Diversion, and Street 

Outreach.

Cleveland Division of Police was established on May 1, 1866 and is the lead law

enforcement agency in Northern Ohio’s largest city. The highest priority of the

Division of Police is to provide public safety. To efficiently and effectively

accomplish this, the Division is organized into three operations: Administrative, 

Field, and Homeland Special Operations. Currently, 1,513 dedicated men and 

women comprise the second largest police force in the State of Ohio. CPD has

successfully managed numerous comprehensive, grant-funded programs, and

currently manage over 30 grants worth more than $18 million.

Cleveland Division of Recreation develops, promotes and implements a wide 

variety of organized sports activities for residents of all ages. Residents may 

register for leagues at any recreation center free of charge. In particular the 
The Cleveland Plan, Revision 09-30-15 Page | 25

Division of Recreation has created a 120 member youth council. This council 

provide insight and directions on youth program and participation in decision 

making and program evaluation. This group will play a major role in the 

Cleveland Plan. 

The Cleveland Metropolitan School District’s (CMSD) The Mayor of the City of 

Cleveland oversees the operation of the district. The Mayors appoint the school 

CEO and the School Board. CMSD has administrative offices that include: 

School Development, Education & Budget, Academic Affairs, Operations, 

Ombudsman’s Office, Program Development, Student & Family Support 

Services, External Affairs and Human Resources. CMSD operates 112 schools 

serving 40,000 students, 100% of whom are classified as economically 

disadvantaged.

Ohio Means Jobs| Cleveland-Cuyahoga County, formerly known as Employment 

Connection, is focused on business engagement, employees training, and their 

success. The Business Services team is committed to developing a working 

partnership with your business by assessing and assisting in their workforce 

needs. Ohio Means Jobs Cleveland-Cuyahoga County oversees training 

programs that supply local business with the latest information concerning hiring 

and financial incentives that can benefit them and our target population.

Cuyahoga County

Defending Childhood Initiative - Cuyahoga County is a recipient of a Department 

of Justice Defending Childhood Initiative grant. Cuyahoga County convened over 

150 stakeholders to develop a comprehensive action plan to address high rates 

of community and domestic violence through evidence based policies and 

programs to prevent and reduce the impact of children's exposure to violence in 

their homes, schools, and communities.

Court of Common Pleas, Juvenile Division, established in 1902, the second 

juvenile court in the nation, assists children under the age of 18 who commit 

crimes or are disobedient in school or at home. The Court also hears abuse, 

neglect, dependency, traffic, child support, and parent/child relationship cases. 

Court-involved youth are assisted through: the identification of the youth and their 

families’ needs; community control supervision; referral to community and 

neighborhood programs; placement in state or residential facilities; and resolution 

of paternity, financial support, and safety and child welfare issues.

Office of the Prosecutor, Juvenile Division - The Juvenile Division of the 

Cuyahoga County Office of the Prosecutor manages juvenile delinquency as well 

as issues of child support, child abuse and neglect. This division has led a 

proactive effort to crack down on youth gang violence within the Detention Center 

and in neighborhoods throughout Cuyahoga County. New prevention strategies 
The Cleveland Plan, Revision 09-30-15 Page | 26

are being introduced to deter juvenile crime and provide at- risk youth with more 

positive options.

Public Housing 

Cuyahoga Metropolitan Housing Authority (CMHA) owns and manages property

and administers rent subsidy programs to provide eligible low-income persons 

good, safe, affordable housing. CMHA maintains an accredited police 

department to ensure safe places to live and work, and a social services 

department that develops programs to enhance the quality of life of its residents.

CMHA Police Department (CMHAPD) is a state-certified law enforcement agency

and is nationally accredited by the Commission on Accreditation for Law

Enforcement Agencies (CALEA). Sworn police officers of CMHAPD are certified 

by the Ohio Peace Officers Training Commission and have full police arrest 

powers, enforcing all city, state, and federal laws, as well as agency policies and 

procedures.

Community Collaboration

Healthy Cleveland Initiative - The city of Cleveland and the county's four main 

health care institutions, the Cleveland Clinic, University Hospitals-Case Medical 

Center, MetroHealth and the Sisters of Charity Hospital System have established 

a plan to spur Clevelanders to become more healthy and fit. The far-ranging 

approach includes youth violence prevention.

Cleveland Peacemakers Alliance is a coalition of community groups that provide 

services to at-risk youths and young adults, and work to defuse conflicts in 

schools and neighborhoods. Clergy, citizen volunteers, and trained outreach 

workers comprise these member organizations: Amer-I-Can, Boys & Girls Clubs 

of Cleveland, Cleveland Community Relations Board, Community Re-Entry, 

Guardian Angels, ICONS, MVP, No Return, and Peace in the Hood.

MyCom. The Cleveland Foundation in 2006 undertook research to identify and 

evaluate existing programs and services for youth in Cleveland. Based on their 

findings, the foundation convened key community partners to create an effective 

system to support our young people. Today, this youth development initiative 

aims to inspire and prepare Cleveland’s young people, kindergarten through 

graduation, to reach their full potential and become good citizens. It exposes kids 

to a variety of activities and experiences that allow them to explore new interests 

and learn new skills. It connects them to a network of caring and committed 

adults – teachers, mentors, employers, and others – who offer guidance and 

encouragement. MyCom prepares Greater Cleveland’s young people to enter 
The Cleveland Plan, Revision 09-30-15 Page | 27

early adulthood with the ability to foster healthy relationships throughout their 

lives and the skills to compete in a global economy.

STANCE (Standing Together Against Neighborhood Crime Everyday) is a 

comprehensive prevention/intervention, enforcement, and reentry effort to help 

prevent crime and violence in the City of Cleveland. Begun in 2006 with a Project 

Safe Neighborhood grant awarded to six cities to each develop a comprehensive 

anti-gang initiative, the objectives of STANCE are to: Reduce gangs, drugs and 

gun violence in the city of Cleveland; Encourage children to pursue positive 

alternatives to gangs; and Inspire parent, teachers, coaches and other mentors 

to become positive role models for today’s youth.

Administrative Support Partners

Case Western Reserve University Dr. Semi J. and Ruth W. Begun Center for 

Violence Prevention Research and Education (The Begun Center) was 

established as an academic- community partnership for the purpose of 

information sharing and research collaborations in the area of youth violence

prevention. The Begun Center and the Partnership for a Safer Cleveland

collaborate to address youth violence prevention information dissemination and

research through a joint effort of existing academic centers and community

agencies in the Cleveland, Ohio area. The collaboration has three aims: 1) to

identify/assess the community's interests in addressing youth violence

prevention; to provide health education to the community in the area of youth 

violence prevention; and to develop and establish Memorandums of 

Understanding with community organizations that will support conduct of

Community-Based Participatory Research.

Partnership for a Safer Cleveland - Founded in 1981 as the Task Force on 

Violent Crime, the Partnership For A Safer Cleveland promotes best practices 

and effective violence prevention programs in the Greater Cleveland area 

through collaborations with public and private partners, with a primary focus on 

the advancement of youth development in Cuyahoga County, emphasizing the 

City of Cleveland, for the purposes of preventing youth crime and violence and 

reducing youth involvement in the justice system. The Partnership serves as 

consultant and resource to public and private groups working to prevent and 

reduce violence in their communities, using their broad experience, training, and 

relationships to bring key leaders from the justice system, law enforcement, 

schools, business, community groups and the media together to help solve 

problems, design effective programs and create policies that these organizations 

and agencies eventually implement themselves long term. Much of the 

Partnership’s success is due to its non-partisan, independent, and non-profit 

position in the community which allows it be an effective convener of the major 

stakeholders who impact public policy and practice.
The Cleveland Plan, Revision 09-30-15 Page | 28

Appendix D

Existing & New Activities by Goal

Goal 1: Establish an accountable, transparent, and sustainable governance

structure that provides collective decision-making regarding the reduction and

prevention of youth violence.

Goal 2: Utilize a public health model to support a data-driven neighborhoodbased violence prevention strategy.

Existing Activities:

 Big Brothers/ Big Sisters Mentoring programs target the children who need the

most, including those living in single parent homes, growing up in poverty and

coping with parental incarceration. Starting something begins with finding a great

match between a Big and a little buddy.

 Broadway/Slavic Village (P-16) is a preschool-through-college coalition that

merges people and place based community and human development activities

with educational reforms. It creates a community culture of learning through the 

development of leaders and partnerships that engages students and families

regularly in a respectful and dignified manner which integrates academic,

student/family support, workforce development and entrepreneurship. There is

an unprecedented opportunity to re-align the workforce system, the public

education system, and the community (nonprofit and public) system that exist to

support the development of human capital in our region.

 Cleveland Transformation Plan: The Portfolio Strategy of the Cleveland

Metropolitan School District - The Mayor of the City of Cleveland is committed to

a plan that will reinvent public education in our city and serve as a model of

innovation for the state of Ohio. Our goal is to ensure every child in Cleveland

attends a high quality school and that every neighborhood has a multitude of

great schools from which families can choose to do this, Cleveland must

transition from a traditional, source school district to a new system of district and

charter schools that are held to the highest standards and work in partnership to

create dramatic student achievement gains for every child. The plan is built upon 

growing the number of excellent schools in Cleveland, regardless of provider,

and giving these schools autonomy over staff and budgets in exchange for high

accountability for performance.

 Family Children First Council (FCFC) is the Cuyahoga county agency responsible 

for coordinating services related to child wellbeing, coordinate out of school time 

activities, and service coordination for families, youth employment, and informal

support networks.

 Healthy Cleveland – launched in the spring of 2011, aims to reduce health

disparities and improve quality of life for Cleveland residents. Engages

Cleveland’s four health care systems: Cleveland Clinic, MetroHealth, Sisters of

Charity Health System, and University Hospitals. In addition to health focused

initiatives like smoking bans and promoting community gardens, the initiative

addresses violence as a factor for the overall health of the community.
The Cleveland Plan, Revision 09-30-15 Page | 29

 Invest In Children (IIC) is a county community wide public private partnership of

early childhood services for youth birth through age five. Examples of evidenced

based programs include home visits for at risk newborns and mothers and a

universal pre-k program. Strategies focus on preparing children to enter 

kindergarten ready to learn in good mental and physical health. IIC includes a

strong focus on providing high quality universal pre-K education to all eligible

children.

 Max Hayes, a CMSD high school, has a vocational program to support workforce

development. The new pre-apprenticeship program will give Max Hayes students

a real opportunity for jobs in the building trades once it starts next year. The

unions themselves providing a curriculum to best teach the skills needed in 

trades like carpentry, masonry, plumbing and electrical work.

 My Commitment/ My Community (MyCom) is a youth development initiative for

young people ages 6-18. Since 2008 and currently implemented in 8 core

neighborhoods (6 in the city of Cleveland) MyCom includes focused

programming and activities in out of school time, youth employment, youth 

advocacy, neighborhood mobilization, youth engagement and transitions. CWRU

serves as research/evaluation partner. MyCom is looking to expand to an

additional 14 neighborhoods over the next several years.

 Northern Ohio Violent Crime Consortium (NOVCC) – Under the auspices of the

US Attorney is a collation of representatives from the eight largest police

departments in the northern district of Ohio, including Cleveland, as well as 

county, state and federal agencies. They meet monthly to discuss trends in

violence, share intelligence and prioritize the implementation of best practices.

 Prevention Research Center for Healthy Neighborhoods – Housed in the CWRU

School of Medicine departments of epidemiology and family medicine, the CDC

funded prevention research center for healthy neighborhoods focuses on

improving chronic health conditions such as obesity and tobacco use via

interventions like community gardens and stocking corner stores with fresh

vegetables and healthy food alternatives. Violence prevention has been identified

by community partners as a priority need as a barrier to access. The PRC is also

responsible for annual collection of Youth Risk Behavior Survey (YRBS) data 

from area middle and high schools.

 Stand Together against Neighborhood Crime Everyday (STANCE) seeks to

reduce violence and violent crime through three program elements:

comprehensive prevention, strategic enforcement and targeted reentry. STANCE

program components include education and awareness, mentoring, school and

community safety, domestic violence prevention, and employment services.

STANCE is overseen by the US Attorney for the northern district of Ohio, which

is the targeted geographic focus of program elements.

New Activities:

 Coordination and evaluation of programs supported by the Cuyahoga County

Mental Health Board in prevention and school-based mental health services.

 MyCom 2.0 – Expanding MyCom to increase the number of neighborhoods that

receive technical assistance and support.
The Cleveland Plan, Revision 09-30-15 Page | 30

 Community Awareness Campaign- We want to utilize high school and college

newspapers and student journalists to form a committee to examine 

communication messaging for the target popular (15-24 year olds). This effort

would include social media as well.

Goal 3: Advance community and police relations through community

empowerment, community skill building and police training, and proactive use of 

multi-disciplinary approaches to community problem solving.

Existing Activities:

 Byrne Criminal Justice Innovation (BCJI) Program – In Cleveland we are targeting 

gun and violence reduction in zone 4-6 in the 4

th police district. The

implementation plan includes a combination of intelligence led policing,

comprehensive community policing activities (foot and bike patrols), a focus on

dilapidated housing as a place where crime and substance abuse occur,

community driven violence prevention activities. BCJI also has a significant

community engagement component and mini grants that support neighborhood

revitalization activities.

o Community forums will continue as a part of our Byrne Criminal Justice

Initiative (BCJI) in Cleveland’s Mt. Pleasant neighborhood. There have

also been numerous community meetings that will continue focusing on

issues raised in the recent Department of Justice report regarding police

community relations and use of force incidents in Cleveland.

 Central Choice Transformation Plan was established through a robust need 

assessment and planning process supported by a HUD Choice Neighborhoods

planning grant. The Transformation Plan focuses on the revitalization of the

Central Neighborhood of Cleveland. Through this two-year process, nine 

Transformation Directives emerged for the neighborhood, building upon existing 

community assets, and reflective of the wants and needs of residents. The

Directives include: 1. Neighborhood demographics; 2. Health conditions &

impact; 3. Safety & crime; 4. Access & connections; 5. Recreation & green

space; 6. Housing & Neighborhood Density;7. Education access & prioritization;

8. Economic & business development; and 9. A multi-generational approach. The

Central Choice Transformation Plan and its People, Housing and Neighborhood

component strategies rely on the Directives and the partnerships to enhance

common goals to reinvent the Central Choice Neighborhood into a vibrant, proud 

place to live, work, and play. The Transformation Plan and implementation

strategies can be found at http://www.cmha.net/aboutus/development.aspx

 City of Cleveland Mayor’s Youth Council-- At each of the twenty-two City of

Cleveland recreational centers, five youth are employed by the city to serve as

members of local youth councils who provide leadership and input to the mayor’s

office regarding youth development activities and programs.

 Cuyahoga County Family Justice Center supports coordinated services for victims

of domestic and sexual violence. It locates the primary legal and social services

in one place and coordinates those services with law enforcement and the justice
The Cleveland Plan, Revision 09-30-15 Page | 31

system. It has a highly trained staff who are welcoming, understanding,

supportive and adaptable.

 District Zone Committees-- For the past 35 years the city of Cleveland has utilized

district-based police-community relations committees. Citizens meet regularly

with officers and command-level staff at neighborhood meetings, block watch 

meetings, and to discuss significant events as they occur in the community.

 The Family and Children First Council Youth Advocacy leadership council is a

civic leadership program for youth aged 13 to 18 coordinated through The Ohio 

State University extension. The councils provide an avenue for youth voice and

the development of important leadership skills.

 MyCom youth engagement activities will continue to be coordinated with FCFC

youth leadership councils

 Neighborhood Collaboratives – Cuyahoga County Department of Children and

Family Services has developed neighborhood-based collaboratives to coordinate

services for at risk youth and families.

 Police Assisted Referral (PAR) program in CMHA is a collaborative program that

creates a conduit for police officers to connect violence exposed youth and 

families to violence prevention services, education and mental health screening 

and treatment. It includes youth focused police training. Currently operating with

the Cuyahoga Metropolitan Housing Authority Police, the program will be

expanding into Cleveland’s 4

t h police district. Initial evaluation show a

reduction in repeat calls for service related to incidents of violence.

 Edwin’s Leadership and Restaurant Institute teach restaurant industry skills to 

formerly incarcerated men and women. Edwin’s students undergo a six-month 

training period in the French restaurant, in which they work in the restaurant's 

kitchen and dining room. The program offers graduates a chance to work in 

restaurant industry careers.

 Lutheran Metropolitan Ministry has established the Central Kitchen which seeks 

to maximize overall efficiency of food distribution within Cleveland’s homeless 

shelter system. The Central Kitchen program provides healthy meals for local 

organizations while training and employing members of our targeted population. 

The program assist many overcome employment barriers.

 Ohio Department of Rehabilitation and Correction (ODRC) has initiated a number 

of evidence based community re-entry programs that are being implemented in 

Cleveland’s high crime and violence neighborhoods. . The value of these 

programs are reflected in the state of Ohio recidivism rate was 27.1 percent last 

year, well below the national average of 49.7 percent. 

New Activities:

 Assess the impact of police body cams which were utilized city-wide by CDP

officers beginning February 2015.

 The City of Cleveland and Department of Justice are working to enhance the

training of Cleveland police and to improve community police relations as part of

these effort the Cleveland Plan will focus on youth participation with Cleveland

Police to improve channel of communication and dialogue on an on-going basis.
The Cleveland Plan, Revision 09-30-15 Page | 32

 The Cleveland Plan will join in collaboration with our faith-based community

initiative being developed by Rev. C.J. Mathews. The END is a three stage

community collaborative that seeks to engage, collaborate, and develop work

opportunities for our target population.

 The Cleveland Plan will work toward aligning youth councils with existing police

district community relations committees.

 The Cleveland Division of Police has decided to dedicate a zone car to reporting

housing code violations and to identify dilapidated housing that contributes to

violent, gang crimes and substance use in BCJI targeted neighborhoods.

 Cleveland Neighborhood Progress (CNP) is a local community development

funding intermediary with over twenty years of experience investing in community

revitalization work in Greater Cleveland. They have begun to focus more on

public safety and security, and have reached out to become involved in these

efforts.

 Community Engagement, Education, and Empowerment (CE3) is a strategy of

Cleveland’s BCJI initiative. CE3 employs a community efficacy framework to

create interventions that center on the empowerment of youth and adult residents

in the targeted area (police zone 4-6 in CPD’s 4

th District), find roles for existing 

grass-roots neighborhood collectives, and leverage the provide residents feel for

their community. In its first community forum, CE3 identified four targeted goals,

including increasing positive visibility and engagement of local officers and create

collaborative activities between police and community in building partnerships of

safety and empowerment. One of the first activities identified was the creation of

a Youth Police Academy and Leadership Institute.

 Expand the Police Assisted Referral program into the 4

th police district in

Cleveland Improve data collection and tracking of community complaints and use

of force incidents in CPD. Work with the CPD Office of Professional Standards

Civilian Police Review Board to develop and conduct a survey of residents who

have filed complaints with the board to assess the nature of problems identified

and to gather community input regarding potential solutions.

 Youth focused police training-- The purpose of Strategies for Youth is to improve

police/youth interactions, advance the training of public safety officers in the

science of child and youth development and mental health, and support

communities partnering to promote strong police/youth relationships. We will be

implementing Policing the Teen Brain within the CDP. Policing the Teen Brain is

a training program that provides officers with the information and skills they need

to effectively interact with youth. The 2- day training translates cutting edge 

psychiatric practice and neurological research into practical skills for officers to

improve, facilitate and help de-escalate interactions with children and youth.

These trainings are targeted for patrol officers as well as specialized units, such 

as school resource officers.
The Cleveland Plan, Revision 09-30-15 Page | 33

Goal 4: Support community engagement of, and delivery of services for underserved and at-risk populations, particularly 15-25 year olds.

Existing Activities:

 Behavioral Health Juvenile Justice – since 2006 over 2500 youth have been

diverted from state prisons to evidence based community treatment. Outcomes

studies show a significant reduction in recidivism, substance use and trauma

symptoms at significantly reduced costs relative to incarceration. Evidence based 

treatment services include for example Multisystemic Therapy, Functional Family

Therapy, Integrated Co-Occurring Treatment, and Trauma Informed CBT.

 Children Who Witness Violence (CWWV) – Established in 1999, CWWV is a

county initiative coordinating a crisis response team that provides a

comprehensive assessment of children exposed to violence and includes all

youth from early childhood through late adolescence (age 18). More recently,

CWWV includes the provision of trauma informed care for children and families

needing treatment.

 Closing the Achievement Gap (CTAG) is a Cleveland Metropolitan school district

program targeting at risk 9

th grade male students of minority. Four risk factors

must be present: fail two or more core classes in 8

th grade, absent more than 

20% of the school year, received five or more days of out of school suspension,

and over-age for grade. The program seeks to promote academic achievement

via a motivational framework that utilizes culturally relevant pedagogy. And other 

CMSD Programs as part of their transformation plan.

 Cuyahoga Tapestry System of Care (SOC) originally funded by a six year 19

million dollar grant from SAMHSA, has continued as a partnership of parent

leaders, local agencies, neighborhood centers, and public partners that take a

family-centered, team approach to serving children with multiple needs. The

system of care is for the family who has a child at risk for or already involved with

multiple child-serving systems or services, like Juvenile Court, the Department of

Children and Family Services, alcohol and other drug counseling, and mental

health. Rather than looking at what is “wrong” with the family, the team looks at

the family’s strengths, needs, culture, and takes action.

 Defending Childhood Initiative (DCI) – DOJ funded initiative focused on children’s

exposure to violence and trauma in Cuyahoga County. This initiative provides

screening of youth for violence exposure, victimization and trauma through

Department of Children and Family Services (DCFS) and Juvenile Court, provide

assessment as needed and trauma informed care. To date we have screened 

17,000 youth and over 400 have received evidence based trauma informed care.

 Juvenile Detention Alternatives Initiative (JDAI) supported by the Annie E. Casey

Foundation was completed by CWRU for Cuyahoga County Juvenile Court in 

2013 to assess diversion programs and procedures particularly as they are

related to disproportionate minority confinement. Dr. Mark Singer of the Begun 

Center at CWRU has also recently chaired a committee that reviewed the

juvenile detention facilities as part of the broader Casey initiative. A report with

recommendations is currently being reviewed.
The Cleveland Plan, Revision 09-30-15 Page | 34

 Juvenile Fugitive Safe Surrender (FSS) was modeled after the adult FSS program

that started in Cleveland in 2005 and has to date had over 50,000 individuals with

open warrants voluntarily surrender at a church. The first ever juvenile FSS was

held in Cleveland in 2014 where 130 youth ages 14 to 22 voluntarily surrendered 

to take responsibility for their warrants and receive information about available

social supports.

 Operation Focus - Operation Focus was initiated by the City of Cleveland in 2007.

Operation Focus is modeled after the Boston Ceasefire program which worked

specifically with groups and gangs who perpetrate gun violence. The Operation

Focus model uses the deterrence strategy which focuses criminal justice 

attention on a small number of chronically offending violent street groups,

particularly youth on probation with home visits made on a random basis and 

provides a graduated sanctions and interventions services that include

community mentors, outreach and case management.

 Operation Night Light is an evidence-based program and recommended by OJP.

We are modeling our efforts similar to that of Boston, where probation officers

and police officers visit high-risk youth at their homes. Officers provide positive 

feedback to the youth and their families and offer referral services for those 

needing additional support.

 Cuyahoga Community College has developed closer relationships with 

businesses and community organizations to identify and meet job needs. They 

have realigned their workforce training and have identified six sectors that would 

be offered to our target population. CCC has identified employment opportunities 

in northeast Ohio in the fields of hospitality, health care, construction building 

trades, professional services, public safety and information technology.

New Activities:

 MetroHealth Hospital Emergency Department intervention Program- Metro, the

only county Level I trauma unit, working with the Cleveland Peacemakers

Alliance (violence interrupters) to develop a violence interruption program. This 

program will be based on similar models in Chicago, Philadelphia and Rochester.

Focus will be on victims of intentional injury particularly gunshot wounds and

stabbings. MetroHealth also maintains the Northern Ohio Trauma Registry

(NOTS) which contains valuable information about violent injury victimization,

gunshot wounds, etc. that could be utilized to track general outcomes of the

CLEVELAND PLAN.

 Support the recommended State of Ohio expansion of welfare benefits eligibility

to 16- 24 year-olds

 Support the diversion of youth to respite care from detention for youth charged

with Domestic Violence

 New Cuyahoga County juvenile drug court is being implemented with funding

from SAMHSA. The enhanced drug court services will include comprehensive

mental health assessments, advanced drug screening, Motivational Interviewing 

training to drug-court staff, and the provision of family-centered therapy to

juvenile drug court participants. The Begun Center serves and the research 

evaluation partner for the juvenile drug court program.
The Cleveland Plan, Revision 09-30-15 Page | 35

Appendix E

Logic Models by Goal/ Format for Time Line Development

Goal 1: Establish an accountable, transparent, and sustainable governance structure that provides collective decisionmaking regarding the reduction and prevention of youth crime.

NEW ACTIVITIES

Objectives Project Activities & Evidence

Based Programs

Indicators

Process Outcome

 The Steering Committee and 

Coordination Team will meet 

within the first 30 days of 

implementation.

 Working Groups will be 

established within the first 60 

days of implementation.

 A work plan/timeline will be 

presented to the Steering 

Committee for review within 

the first 90 days of 

implementation.

 Constitution of the 

leadership structure 

(completed September 

2015)

 Constitution of the Steering 

Committee (two individuals 

remain to be identified)

 Constitution of the Working 

Groups (general members 

remain to be recruited)

 # of Steering Committee 

meetings

 # of Coordination Team 

meetings

 # of Working Group 

meetings

 # community participants 

(adult, youth)

 # of community meetings to 

discuss elements of The 

Plan 

oSponsored by The Plan

o Collaborator meetings 

discussing The Plan

 Creation of detailed work 

plans/timelines

 Quarterly evaluation of 

process and achievements

 Yearly outcome assessment
The Cleveland Plan, Revision 09-30-15 Page | 36

Goal 2: Utilize a public health model to support a data-driven neighborhood-based violence prevention strategy.

EXISTING ACTIVITIES

Objectives Project Activities & Evidence

Based Programs

Indicators

Process Outcome

 To increase coordination of 

services for youth high-risk 

neighborhoods

 To create data-driven 

violence prevention strategy

 To reduce youth violence

The core elements of the public 

health model are prevention, 

intervention for at-risk youths, 

and activities targeted to those 

already involved in public 

systems and treatment.

Universal:

 Big Brothers/Big Sisters 

Mentoring

 Cleveland Schools 

Transformation Plan

 MyCom

 Family Children First Council 

 Healthy Cleveland

 Invest in Children

 Prevention Research Center 

for Healthy Neighborhoods

Selective:

 Broadway/Slavic Village P-16

 Max Hayes

 Stance

Targeted:

 Northern Ohio Violent Crime 

Consortium

Implement neighborhoodbased interventions patterned 

in a public health model, as 

measured by:

Broaden the adaptation of public 

health service delivery models.

 Develop curriculum to coach 

existing programs/agencies in 

the blending of a public 

health approach into existing 

programs/services.

 Increase organizational 

capacity to implement 

evidence-based and 

evidence-informed programs 

with fidelity

 # TA/Training provided to 

help agencies adopt a public 

health model for the selection 

of interventions

Neighborhood-based 

interventions collect client 

data to assess their efforts 

and contribute to city-wide

planning efforts, as measured 

by:

Programs/agencies report client 

data to inform a neighborhood 

Coordinate services for highrisk neighborhoods, as 

measured by:

 NOVCC assessments of 

violence and distribution of 

best practice strategies.

o# agencies implementing 

best practice strategies

Reduce instances of youth 

perpetrated violence, as 

measured by:

 Police data on violent 

offending by neighborhood 

oAlternate source 

NEOCANDO

 Police data on violent 

offending by age of offender

 Court records

o15-18 Juvenile Court –

cases filed, charge, 

disposition, sentence (DYS, 

other detention, diversion)

o18-25 Criminal Court –

cases filed, charge, 

disposition, sentence
The Cleveland Plan, Revision 09

-30-15 Page | 37

based violence prevention 

strategy.  Develop curriculum to coach 

existing programs/agencies in 

the development and 

inclusion of data into program 

assessment and to feed into 

community assessment.

 # TA/Training provided to 

help agencies develop data 

collection instruments and 

procedures

Develop a data-driven, 

neighborhood-based violence 

prevention strategy, 

depending on available 

resources, as measured by:

Formation of a single planning 

board to address violence 

prevention strategy.  # Recruitment/participation of 

partner agencies/programs

 By participation/steering 

committee/$ resources 

invested/# MOUs

 # Neighborhood-based 

planning/listening sessions.

 Coordinated system to share 

agency/program intelligence

among partners.

Obtain community by-in, as 

measured by:  # Neighborhood

-based 

planning/listening sessions.
The Cleveland Plan, Revision 09-30-15 Page | 38

 # Neighborhood 

presentations of the strategy

 # community 

members/agencies 

participating in community 

meetings

NEW ACTIVITIES

 To bring attention to youth 

violence through a 

community awareness 

campaign.

 To employ a data-driven, 

neighborhood-based violence 

prevention strategy to select 

and support evidence-based 

and/or public health model 

interventions.

 Target activities to youth 

ages 15-25

oalready involved in public 

systems

oalready involved in 

treatment.

Also including above

Universal:

 MyCom 2.0

 Community Awareness 

Campaign

Selective:

 Coordination and evaluation 

of programs supported by the 

Cuyahoga County Mental 

Health Board in prevention 

and school-based mental 

health services.

Targeted:

 Cure Violence

 MetroHealth Hospital 

Emergency Department 

Intervention Program

Coordinate funding priorities, 

among city/county/state and 

local foundation streams, 

regarding violence 

intervention and prevention, 

as measured by:

 # of funders agreeing to 

coordination

 feedback to funders 

regarding EBPs and violence 

reduction strategies

 $ funding to address gaps by 

existing services and new 

programs

Depending, create a reporting 

mechanism that draws 

together existing datastreams to help agencies 

identify need, as measured 

by:

 Comprehensive Community 

Assessment

o Catalogue city investments

oIdentify gaps in services 

and systems by 

synthesizing data from 

existing plans

Increased community 

awareness, as measured by:

 As measured by increases in 

information about violence 

and crime, police procedure, 

and consequences of 

violence involvement:

o# middle/high school youths 

demonstrating increased 

awareness

oINCLUDE MYCOM 2.0

o# 15-25 year olds 

demonstrating awareness

o# general community 

members demonstrating 

awareness

Target activities to youth ages 

15-25, already involved in 

public systems and treatment, 

as measured by:

 Coordinate services and 

treatment for high-risk youth.

o# of youth assessed and 

offer coordinated 

services/treatment
The Cleveland Plan, Revision 09-30-15 Page | 39

o Develop a mechanism to 

prioritize information 

collected and create a 

collection protocol

o Develop dissemination plan

Efficacy of community 

awareness campaign, as 

measured by:

 Creation of youth violence 

reports

o# youth involved

o# News media/stories

o# Social media posts

o# of families/youths 

identified through 

coordination of services

oService referrals provided 

to families/youths

o# youths screened for 

trauma and violence via the 

Depending Childhood 

Initiative
The Cleveland Plan, Revision 09-30-15 Page | 40

Goal 3: Advance community and police relations though community empowerment, community skill building, police 

training, and proactive use of multi-disciplinary approaches to community problem solving. 

EXISTING ACTIVITIES

Objectives Project Activities & Evidence

Based Programs

Indicators

Process Outcome

 To improved policecommunity relations

 Improved 

community/neighborhood 

efficacy

 Improved community skill 

building

 Increased police training

 Adaption/adoption of multidisciplinary approaches to 

community problem solving

 To reduce youth violence

Universal:

 Central Choice 

Transformation Plan

 City of Cleveland Mayor’s 

Youth Council

 District Zone Committees

 Family and Children First 

Council Youth Advocates

 MyCom

 Neighborhood Collaborative

Selective:

 Byrne Criminal Justice 

Innovation Program

 CE3 

 Strategic Enforcement

 Community Policing

 Cuyahoga County Family 

Justice Center

 Police Assisted Referral 

(PAR) in CMHA

 Juvenile Justice Jeopardy

Targeted:

 Policing the Teen Brain and 

other trainings developed 

by/for CPD

Improve police-community 

relations, as measured by:

 # of police-community events

 # of times police hold/attend 

community meetings

 # of police at community 

meetings

 Implementation of community 

policing (BCJI)

o# of police walking patrol

oInstitution of property car

 Align with outcomes recorded 

under the auspices of the 

Community Police 

Commission/Police Review 

Board

o# meetings

o# cases

o# complaints

o# lawsuits filed against the 

city due to officer actions, 

especially as filed by or on 

behalf of 18-25 year olds

Improved community 

empowerment, as measured 

by:

 # Residents participating in 

empowerment 

Improve police-community 

relations, as measured by:

 Results for BCJI policecommunity survey questions.

 Reduction in the # or severity 

of police complaints

 Reduction in the # or severity 

of police use of force

Improved community 

empowerment & skill building, 

as measured by:

 % of community groups 

having met outcomes for 

mini-grant (BCJI)

Police interact with 

individuals, especially youths 

ages 15-25, with respect and 

fairness, as measured by:

 Youth/participant surveys 

from Juvenile Justice 

Jeopardy.

Reduce instances of youth 

perpetrated violence, as 

measured by:

 VGRIP data 
The Cleveland Plan, Revision 09

-30-15 Page | 41

activities/neighborhood 

councils/block clubs

 # meetings of empowerment 

activities/neighborhood 

councils/block clubs

 Align with Community 

Development Consolidated 

Plan/2015-2016 Action Plan

o Community Development 

Block Grant

Improved community skill 

building, as measured by:  # of residents attending skill 

building sessions

 #/$ to community groups 

through mini-grant (BCJI)

Increase the implementation 

of multi-disciplinary 

approaches to community 

problem solving, as measured 

by:  TA/Training provided to help 

agencies develop data 

collection instruments and 

procedures

Increased police training, as 

measured by:  # of training sessions  # of peer trainers trained  # of trainings peer trainers 

conduct

 # of officers trained

oby age of offender 

apprehended

o# of guns taken off the 

street in selected 

neighborhoods

o# drugs confiscated o# arrests, specific to gang 

affected neighborhoods

o# calls for services: short 

fired, firearm involved 

incidents
The Cleveland Plan, Revision 09-30-15 Page | 42

NEW ACTIVITIES

As noted above Universal:

 Alignment of FCFC Youth 

Councils to police community 

relation committees

 Youth focused police training

Selective:

 The END

 Cleveland Neighborhood 

Progress

 PAR expansion

Targeted:

 CPD implementation of body

cameras

Improve police-community 

relations, as measured by:

 # of FCFC Youth Councils 

aligned to police community 

relation committees

 # of youth police training

 Officer satisfaction with 

training

Also, expansion of PAR to 

CPD Districts, as measured 

by:

 # of districts selected

 # of officers trained in PAR 

intervention

Appropriate tracking and 

reporting of body cameras

incidents, as measured by:

 Development of body

cameras footage review 

policies

 # Neighborhood-based 

planning/listening sessions

 # Neighborhood 

presentations of the strategy

Improved police-community 

relations, as measured by:

 Survey of people who have 

filed complaints against 

police

 Community survey of 

perceptions of bodycams 

(similar to one distributed in 

2015)

 Survey of pastors 

participating in The END

 Implementation of MyCom 

(Fleisher) community 

cohesion questions

Police interact with 

individuals, especially youths 

ages 15-25, with respect and 

fairness, as measured by:

 # PAR Referrals made to 

families/individuals ages 15-

25

 PAR client survey targeted to 

18-25 year olds
The Cleveland Plan, Revision 09-30-15 Page | 43

Goal 4: Support community engagement of, and delivery of services for under-served and at-risk populations, particularly 

15-25 year olds.

EXISTING ACTIVITIES

Objectives Project Activities & Evidence

Based Programs

Indicators

Process Outcome

 To improved engagement of 

youth ages 15-25

 To increase services for 

under-served and at-risk 

populations

oages 15-25

o15-25 already involved in 

public systems (Child 

Welfare and Juvenile 

Justice systems)

o15-25 already involved in 

treatment

 To reduce youth violence

Informational:

 Behavioral Health Juvenile 

Justice

Universal:

 Closing the achievement gap

Selective:

 Children Who Witness 

Violence

 Cuyahoga Tapestry System 

of Care

 Defending Childhood 

Initiative

Targeted:

 Juvenile Detention 

Alternatives Initiative

 Juvenile Fugitive Safe 

Surrender

 Operation Focus

 Operation Night Light

Increase alternatives to 

juvenile detention, as 

measured by:

 # of new diversion programs

 # of youth referred to 

treatment instead of detention 

(both Juvenile and Adult 

courts as measured by 

ORAS)

 As resources permit, repeat 

JFSS and increase 

participation

Coordinate services for highrisk youths, as measured by:

 Coordination of services 

among programs serving 

public systems and treatment 

involved youth ages 15-25

 # of provider meetings

 # of youth jointly served

Improve health and behavioral 

health indicators for youth 

and communities, as 

measured by:

 At neighborhood level – 

Health Improvement 

Partnership (HIP) Cuyahoga 

County indicator: Improve 

coordination between clinical 

care and public health to 

improve population health

 For 15-18 year olds – As 

measured by Cuyahoga 

County High School Youth 

Risk Behavior Survey (YRBS) 

Report (mental health 

indications – suicidality, 

loneliness, depression) and 

violence at school

 Improved independent living 

skills for youth exiting foster 

care (as measured by 

Tapestry)

 BHJJ data

o Decreased recidivism

o Decreased trauma 

symptoms

oImproved functioning
The Cleveland Plan, Revision 09

-30-15 Page | 44 oYouth referred to service 

through BHJJ

 Reduction in drug/alcohol 

relapse and other risky 

behaviors, as measured by 

GPRA data

Increase youth academic 

success, including increased 

graduation rates/obtaining 

GED, as measured by:  CMSD truancy/attendance 

data

 ODE drop-out data, GED 

completion, HS graduation

Connect more youth to 

employment, job training, and 

post-secondary education 

opportunities, as measured 

by:  Ohio 

DJFS/OhioMeansJobs/Youth 

Workforce Development 

(expanded to 25 year olds)

Reduce instances of youth 

perpetrated violence, as 

measured by:  # youth warrants cleared by 

JFSS

 Reduce recidivism measured 

by Court records

 15-18 Juvenile Court – cases 

filed, charge, disposition, 
The Cleveland Plan, Revision 09-30-15 Page | 45

sentence (DYS, other 

detention, diversion)

 18-25 Criminal Court –

cases filed, charge, 

disposition, sentence

NEW ACTIVITIES

Universal:

 Advocate for diversion of 

youth to respite care from 

detention for youth charged 

with domestic violence

Selective:

 Advocacy for expansion of 

welfare benefits to 16-24 

year-olds

Targeted:

 MetroHealth Hospital 

Emergency Department 

Intervention Program

 Cuyahoga County Juvenile 

Drug Court

 Cure Violence

Increase services for underserved and at-risk, as 

measured by:

 # advocacy sessions for 

expansion of welfare benefits

 # youth treated by 

MetroHealth ED Intervention 

program

 # youth participating in 

Cuyahoga County Juvenile 

Drug Court

Improve health and behavioral 

health indicators for youth 

and communities, as 

measured by:

 Reduction in drug/alcohol 

relapse and other risky 

behaviors, as measured by 

GPRA data

 Outcomes captured by 

MetroHealth

Reduce instances of youth 

perpetrated violence, as 

measured by:

 Reduce recidivism measured 

by Juvenile Drug Court 

records
The Cleveland Plan, October 2015 Page | 46

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