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CITY OF CLEVELANDDepartment of Public Safety Recruitment2021 YEAR END REPORT
TABLE OF CONTENTSIntroduction 2Recruitment goals .3Accomplishments .52022 Objectives .6.Appendix A: Departures 7Appendix B: Staffing Reports 9Appendix C: Recruitment activities 11Appendix D: Exit Interviews 11/1/2020 - 3/6/2021 .13Appendix E: Exit Interviews 3/6/2021 - 9/24/2021 .17Appendix F: Exit Interview 9/25/2021 – 5/23/2022 .211
INTRODUCTIONThe overall goal of The City of Cleveland’s Public Safety Recruitment team continues to focuson attracting qualified candidates that will reflect the diverse make-up of our city. In addition, wecontinue to work to adequately staff our safety division so that they may provide high-qualityservices to our citizens.Regrettably, challenges due to the COVID-19 pandemic and negative public opinion continue toaffect recruitment efforts. Unfortunately, these issues are not unique to the City of Cleveland, asmany cities nationwide have experienced the same recruiting difficulties. As a result, the teamadapted and explored creative, non-traditional methods to reach potential candidates utilizingsocial media, virtual career fairs, and continuous recruitment.While these hurdles may have impacted recruitment efforts, the team was able to successfullyrecruit applicants and seat classes for the Divisions of Police, Fire and EMS.2
RECRUITMENT GOALS AND OBJECTIVESThe initial recruitment plan was developed and implemented as a result of mandates articulatedin the Department of Justice Consent Decree. It incorporated three (3) programmatic goalsdesigned to attract qualified applicants for the City of Cleveland’s Division of Public safety. Thegoals were:I.II.III.Increase staffing levels to effectively implement CPOP (Community and ProblemOriented Policing Plan).Attract and hire a diverse group of qualified applicants from a broad cross-section of thecommunity.Create and maintain partnerships with community stakeholders to enhance recruitmentefforts.The City of Cleveland is now entering the fifth year of that initial recruitment plan that, at itsconception, identified challenges in attracting qualified applicants, particularly with lawenforcement. Influences such as negative media exposure regarding police violence and ormisconduct and increased violence against police officers are factors that continue to impactrecruiting efforts for police as well contributing to high attrition rates.I.Increase staffing levels to effectively implement CPOP (Community and ProblemOriented Policing Plan).To effectively institute CPOP, most problem-solving decisions will be made at the street level byofficers and front-line supervisors (Sergeants.) Adequate staffing is necessary so that officers canrespond to and participate in problem-solving and community engagement.The initial recruitment plan was created with the goal of increasing personnel taking intoconsideration an attrition average of 80 officers a year. This increase in personnel would enablethe Division of Police to implement the tenets of CPOP.2018 Division of Police Staffing ReportCLASSIFICATIONNO.MALE FEMALE CAUCASIONChief11Deputy Chief4311Commander9726Traffic eant18314934131Patrol 53TOTALPercentage85%15%67%Community Make-up396,815 190,285206,530Percentage48%52%37% Community Make-up is based upon the 2010 01
CaptainLieutenantsSergeantsPatrol OfficersProposed Staff Increases to Staffing Plan20172018201912225410222270696920205132020 Division of Police Staffing ReportCLASSIFICATIONChiefDeputy ChiefCommanderTraffic CommissionerCaptainLieutenantSergeantPatrol OfficerAcademyTOTALPercentageCommunity Make-up 18%65%372,624 48%52%40%Community Make-up based upon the 2020 01StatusCOVID-19 and pandemic-related issues have exacerbated recruitment activities, which in turn hasimpacted the Division of Police’s ability to fully implement CPOP. As the pandemic ragedthroughout the United States during 2020-2021, recruiting became an arduous task. Like manyagencies nationwide, the City of Cleveland’s Recruitment Team faced unprecedented challenges.Pandemic restrictions forced the cancellations of in-person activities such as interactiveinformational sessions, barbershop/salon talks, community engagements, school visits, andrecruiting affairs at colleges/universities. Due to the fact that recruiting is a national issue, there isan added challenge of competing with cities on a local, state and national level attempting to drawfrom the same pool of perspective applicants.In addition to recruiting difficulties, The Division of Police lost 186 officers to attrition in 2021.This is a 45% increase over the average of 80 officers a year that was accounted for in the initialrecruitment plan. Despite this impediment, the Division of Police is still actively working towardsimplementing the tenets of CPOP despite the ongoing challenges of recruitment and retention.4
II.Attract and hire a diverse group of qualified applicants from a broad cross-section of thecommunity.In addition to the goal of diversity within the Divisions of Police, Fire and EMS. The PSRT isworking to reduce the percentage gap of women and minorities represented in the divisions tobetter reflect the demographics of our communities.StatusThe PSRT continues to be negatively impacted by the COVID-19 pandemic and restrictionsassociated with it, but remain steadfast in our mission of connecting with potential candidates. Wewill continue to identify, recruit, and maintain a pool of qualified potential recruits. The creationand implementation of our “Candidate database” enables us keep candidates abreast of progressand allows us to reach out to address concerns regarding the hiring process. For individualsexperiencing difficulties with the civil service test or physical agility test, the recruitment team isreadily available to provide assistance and necessary support. The PSRT is committed to our goalof working towards reducing the large gap in percentage points between the Division’sdemographic breakdown of minorities and women and that of the Cleveland community. (SeeAppendix C for PSRT activities).III.Create and maintain partnerships with community stakeholders to enhance recruitmentefforts.As we continue to navigate in the post COVID-19 pandemic world, the PSRT will continue to relyon our partnerships with community stakeholders to promote awareness of opportunities withinPublic Safety.Accomplishments The implementation of Behavioral-based interviewing assessment” continues to be avaluable tool in the hiring process. The goal of this assessment is to gain insight into thecandidates’ experience, skill set, knowledge, and behavior. The divisions of Fire and EMShave incorporated this method in their hiring process with success. The PRST will continueto work with the Division of Police, to assist in integrating behavioral-based interviewsinto their hiring process.In the year 2021, we started three academy classes (148th, 149th & 150th) and completedone (148th). The 149th and 150th are scheduled to be completed in 2022.o Our 148th academy class began with 66 recruits, with 27% women and 47%minorities. This class graduated 47 officers.o Our 149th academy class began with 3 lateral recruits, of which 66 % wereminorities.o Our 150th academy class began with 26 recruits, with 19% women and 73%minorities.The implementation of a new agility test was vetted and approved. The National TestingNetworks’ Firefighter Mile replaced the old agility test, and as a result, we had only 2people fail the test out of 150 applicants.5
o The city provided various sizes of gear to accommodate female applicants better.They no longer had to perform the agility test in gear meant only for malefirefighters.o Practice sessions were made mandatory for all applicants to be sure techniquesneeded to successfully pass the test are available to everyone with the ability to doso.As result of these changes, eight female firefighters were hired in 2021. The Cleveland Divisionof Fire now has a total of nine female firefighters and PSRT will continue emphasize the need foradditional women not only in this division but in all public safety forces In July 2021, The Division of EMS graduated five paramedics. In August, 2021, an EMTEntry Class and Paramedics Class began with 35 cadets.2022 ObjectivesRecruitment activities over the past two years have relied heavily on virtual activities and socialmedia promotion. Part of the adaptation included the use of webinars, online meetings and virtualevents. It is our hope to be able to incorporate more traditional methods of recruiting that willallow our team to speak to the community in the community. Others operational changes involvethe following: Continue to asses our recruitment processes, to include our interview and testing methodsso that we are confident that we will be able to identify, recruit and hire qualified applicantswho will have the requisite characteristics and skills that will serve the citizens of the Cityof Cleveland.Utilize data found in Exit Surveys to determine methods to help combat high attrition rates,especially with the Division of Police.6
APPENDIX A: DeparturesNumber of c80201902020AsianOther351302021Yearly Totals of Ethnicity/Race Characteristics of Departures for the Cleveland Division ofPolice: 2015-2021 (Department-wide alNote: The Above information is number counts only. Race/Ethnicity is currently capturedsimultaneously to mean the same thing, but efforts are being made to change this category in thefuture.7
Cross Relationships between Departures and Ethnicity/Race for the Cleveland Division of Police:2015-2021 (Department-wide analysis)YearsEthnicityPension Resigned Termination 169201508
5580770319013000000010203535131330186APPENDIX B2021 Division of Police Staffing ReportCLASSIFICATIONChiefDeputy ChiefCommanderTraffic CommissionerCaptainLieutenantSergeantPatrol OfficerAcademyTOTALPercentageCommunity D141211857212130425016012021 Division of Fire Staffing ReportChiefAssistant ChiefBattalion 07BF00000020002HF00000000000OF00000000000
2021 Division of EMS Staffing ReportExecutive Staff {1 Commissioner - 1 Admin Manager - 1 Sr. Personnel Assistant – 2 %000Other0%0%0%000Total0%0%0%23540%60%100%Captains 8142%3%5%4591%2%3%11018229238%62%100%Sergeants (Crew Chiefs / Coordinators) {23 EMTs/Paramedics – 8 4%055%2%2%50133183298%72%100%Paramedics / Emergency Medical %Emergency Medical Dispatchers %4%101Total4%0%4%2132488%12%100%Emergency Medical Technician Trainees 2021-2 Hispanic000Other%%%202Total6%%6%161632%50%50%100%
APPENDIX C: Recruitment ActivitiesJanuary 20211. Public Safety Staff Meeting2. Consent Decree Compliance Meeting3. Public Safety Staff Meeting4. 3rd District and Community Relations Safety Meeting5. Recruitment Updates Meeting6. The Ohio State University Virtual Career FairFebruary 20211. Public Safety Staff Meeting2. Ohio Northern University Virtual Career Fair3. Recruitment Updates Meeting4. University of Akron Virtual Career Fair5. Consent Decree Compliance Meeting6. Bowling Green State University Career Fair7. 3rd District and Community Relations Safety Meeting8. University of Toledo Criminal Justice & Public Service Virtual Fair9. Recruitment Updates Meeting10. Kent State University Virtual Career FairMarch 20211. Recruitment & Guardians Meeting2. Public Safety Staff Meeting3. University of Cincinnati Virtual Career Fair4. Recruitment Updates Meeting5. Central State University Virtual Career Fair6. Consent Decree Compliance Meeting7. Public Safety Staff Meeting8. 3rd District and Community Relations Safety Meeting9. Bethune-Cookman University Virtual Career Fair10. Recruitment Updates Meeting11. SWAG Virtual Information Session12. 1,000 Tie Event Wade Park Elementary School13. Public Safety Recruitment Team14. E For Me Opportunity Virtual Fair15. Public Safety Staff Meeting16. Indiana State University Virtual Career Fair11
April 20211. Public Safety Recruitment Team Meeting w/ Councilman Slife2. Recruitment Updates Meeting3. Public Safety Recruitment Meeting w/ Councilwomen Santana & Spencer4. Eastern Michigan University Virtual Career Fair5. 1,000 Tie Event Garret Morgan High School6. Public Safety Staff Meeting7. Stark State University Virtual Career Fair8. Consent Decree Compliance Meeting9. Recruitment Updates Meeting10. 3rd District and Community Relations Safety Meeting11. Public Safety Staff Meeting12. Information Session @ Lakeland Community College13. NFL Draft Recruitment Table @ Progressive Field14. NFL Draft Recruitment Table @ Progressive FieldMay 20211. NFL Draft Recruitment Table @ Progressive Field2. Public Safety Hiring Process Committee Meeting3. Recruitment Updates Meeting4. OSP Community Fair @ W. 150th St. & Lorain Rd.5. Public Safety Staff Meeting6. Consent Decree Compliance Meeting7. Public Safety Hiring Process Committee Meeting8. Browns Uniting Neighbors Initiative w/ Coach Stefanski @Zelma George Rec9. 3rd District and Community Relations Safety Meeting10. Information Session @ 2nd District Police Station11. Information Session @ 3rd District Police Station12. Information Session @ 1st District Police Station13. Public Safety Staff Meeting14. Information Session @ 4th District Police Station15. Information Session @ 5th District Police Station16. Public Safety Hiring Process Committee Meeting17. Recruitment Updates MeetingJune 20211. OSP Community Event @Dave’s Supermarket 3536 Ridge Rd2. Public Safety Staff Meeting3. Consent Decree Compliance Meeting12
4. Public Safety Hiring Process Committee Meeting5. Recruitment Updates Meeting6. Recruitment Event Job Fair @ St. Francis School7. 3rd District and Community Relations Safety Meeting8. Public Safety Staff Meeting9. Public Safety Hiring Process Committee Meeting10. Recruitment Updates MeetingJuly 20211. Public Safety Staff Meeting2. 4th District Safety Fair @ Lee Rd Plaza3. Public Safety Hiring Process Committee Meeting4. Recruitment Updates Meeting5. Consent Decree Compliance Meeting6. Public Safety Staff Meeting7. 3rd District and Community Relations Safety8. Informational Session @Cudell Rec Center9. Informational Session @Estabrook Rec Center10. Informational Session @Zelma George Rec CenterAugust 20211. Public Safety Staff Meeting2. Mayor’s Night Out @Kerruish Park3. Informational Session @Collinwood Rec Center4. C.O.P.E Health Walk & Art Exhibit E.39th St.5. Informational Session @Fairfax Rec Center6. Public Safety Hiring Process Committee Meeting7. Recruitment Updates Meeting8. Consent Decree Compliance Meeting9. Firefighter Hiring Event @Harvard Community Services Center10. Jobs Jazz & Coffee with a Cop @Cold Brew E.105th St.11. 3rd District Safety Fair 2335 E.82nd St.12. Public Safety Staff Meeting13. Jobs Jazz & Coffee with a Cop @Unbar Café14. Public Safety Hiring Process Committee Meeting15. Recruitment Updates Meeting16. Public Safety Staff Meeting13
September 20211. Harvard Square Ward Event @Gawron Park2. Harvard Square Ward Event @Gawron Park3. Public Safety Hiring Process Committee Meeting4. Recruitment Updates Meeting5. Consent Decree Compliance Meeting6. Don Ripepi Memorial Concert @Nautica Parking Lot (Recruitment Table)7. 6th Annual Grandparents Family Day & Resource Fair @ Luke Easter Park8. University of Dayton Career Fair9. Public Safety Staff Meeting10. Agility Test Lateral Proctoring @ Tri-C West11. Public Safety Hiring Process Committee Meeting12. Recruitment Updates Meeting11. Youngstown State Career Fair12. Ward One Resource Fair13. Ohio Wesleyan Career Fair14. Sickle Cell Awareness Day @Zelma George Rec Center15. Informational Session @Michael J. Zone Rec Center16. Public Safety Staff Meeting17. Informational Session @Collinwood Rec CenterOctober 20211. Festival De La Calle 33 @San Lorenzo Club 3121 W.33rd St.2. Public Safety Hiring Process Committee Meeting3. Recruitment Updates Meeting4. Informational Session @Gunning Rec Center5. Bowling Green University Career Fair6. Central State University Career Fair7. Paramedic Planning Training via WebEx8. Informational Session @Thurgood Marshall Rec Center9. Public Safety Staff Meeting10. Informational Session @Michael J. Zone Rec Center11. University of Akron Career Fair12. Consent Decree Compliance Meeting13. AmeriCorps Job & Resource Fair @Stella Walsh14. Informational Session @Thurgood Marshall Rec Center15. Community Engagement / Resource Event Word Church / Downtown16. Public Safety Hiring Process Committee Meeting17. Recruitment Updates Meeting14
18. Department of Public Safety Radio Interviews19. Informational Session @Collinwood Rec Center11. 3rd District and Community Relations Safety Meeting20. Career Panel Guest Speakers @John Marshall High School21. Public Safety Staff MeetingNovember 20211. Public Safety Hiring Process Committee Meeting2. Recruitment Updates Meeting3. Cleveland Division of Police Interview w/Real 106.14. Guest Speakers for 1,000 Ties Event Wade Park Elementary School5. Public Safety Staff Meeting6. Consent Decree Compliance Meeting7. Community Conversation w/United Way8. Women’s Multi-Jurisdictional Law Enforcement Career Fair Columbus PoliceAcademy9. Public Safety Hiring Process Committee Meeting10. Recruitment Updates Meeting11. 3rd District and Community Relations Safety Meeting12. Indiana Institute of Technology Career Fair13. Police P.A.T Test @ St. Ignatius High School14. Meeting w/ EYEJ15. Public Safety Staff Meeting16. Public Safety Hiring Process Committee Meeting17. Recruitment Updates MeetingDecember 20211. Informational Session for EMT Class @Lakeland Community College2. Informational Session EMT Day Class @Lorain Community College3. Informational Session for Paramedic Day Class @Lorain Community College4. Police P.A.T Test @St. Ignatius High School5. Informational Session for EMT Class @Lakeland Community College6. Informational Session EMT Day Class @Lorain Community College7. Consent Decree Compliance Meeting8. Information Session w/Paramedic Students @UH Parma9. Police P.A.T Test @ Tri-C West Campus10. Public Safety Hiring Process Committee Meeting11. Recruitment Updates Meeting12. Public Safety Staff Meeting13. Public Safety Hiring Process Committee Meeting14. Recruitment Updates Meeting15
APPENDIX D: Exit Interview Survey16
APPENDIX E: Exit Survey – 03/06/2021 through 09/24/2021Total Reasons for resigning from Cleveland Public SafetySecured a different job within Cleveland Public SafetySecured a different job outside Cleveland Public SafetyDissatisfied with payDissatisfied with immediate supervisorFamily circumstancesHealth reasonsMoving from the areaDissatisfied with the type of workLack of recognitionCareer AdvancementOther (please specify)Please select the appropriateanswerto each of the following statementsregarding your Supervisor's dutiesat Cleveland Public SafetyDemonstrated fair and equaltreatmentProvided recognition on the jobDeveloped cooperation andteamworkEncouraged/listened to suggestionsResolved complaints and problemsFollowed policies and practicesProvided Training 171240.00%43.33%12133.33% 116.67% 67%6.67%1744422
Poor 4 Fair 3Good 2Excellent 1How would you rate the following in relation toyour job?Cooperation within your unitCooperation with other unitsCommunications in your unitCommunications within the division as a wholeCommunications between you and yoursupervisorMorale in your departmentJob SatisfactionTrainings receivedGrowth Potential2.032.572.232.033.42.622.42.53What did you enjoy most about your positionwithin Cleveland Public Safety?Compensation/PayType of workWorking conditions (setting, schedule, travel,flexibility)SupervisorLocationOther (please specify)Yes8%73%31%23%23%35%AnsweredSkippedDid your supervisor perform the followingduties?Provided performance feedback (Informal)Provided performance feedback (Formal)Recognized accomplishmentsClearly communicated expectationsTreated you fairly and respectfullyCoached, trained, & developed workersProvided leadershipEncouraged teamwork & cooperationResolved concerns promptlyListened to suggestions & feedbackKept employees informedSupported work-life balanceProvided appropriate & %20%20%30%27%30%30%5768496698992213%4Not 13%413%413%4
What operating procedures would you changewithinCleveland Public Safety?Recruitment processNew employee orientationTraining opportunitiesCareer development opportunitiesEmployee moraleFair treatment of employeesRecognition for a job well doneSupport of work-life balanceCooperation within the agencyCommunication between management andemployeesPerformance and development planning andevaluationInterest and investment in employees InterestCommitment to customer serviceConcern with quality and excellenceAdministrative polices/proceduresPolitical bickering in the decision-making processOther (please specify)What would attract you back to work for ClevelandPublic Safety (Select all that apply)?Training opportunitiesCareer development opportunitiesEmployee moraleFair treatment of employeesRecognition for a job well doneSupport of work-life balanceCommunication between management andemployeesPerformance and development planning andevaluationInterest and investment in employeesCommitment to customer serviceConcern with quality and excellenceOther (please 241% 3%61%87%65%61%1914201514
YesWould you recommend Cleveland Public Safety toothers as a place to work?In your opinion, were you provided with theessential tools and resources required to succeedat your previous position with Cleveland PublicSafety?Would you consider reapplying for anotherposition within Cleveland Public Safety?20NotApplicableNo227121819183
APPENDIX F: Exit Survey – 09/25/2021 through 05/23/2022Total Reasons for resigning from Cleveland Public SafetySecured a different job within Cleveland PublicSafetySecured a different job outside Cleveland PublicSafetyDissatisfied with payDissatisfied with immediate supervisorFamily circumstancesHealth reasonsMoving from the areaDissatisfied with the type of workLack of recognitionCareer AdvancementOther (please 4%2145%587%587%0100%392%587%1268%587%13 66.00%38210173333383533263325Other Reasons: Overbearing discipline, restrictive policiesI feel as if the City Of Cleveland does not back police officers. I feel as if we can not dothe job that we signed up for. Policies are too restrictive. Example I like to enforcetraffic, I do not because if something goes wrong on the traffic stop I feel as if the Citywould not back me. Another reason for leaving is discipline is out of hand, it is verydiscouraging to see so much discipline when the email comes out every month. Paycould improve is what everyone is saying and that is true however money can be madein overtime if you want it. People are mostly leaving, myself included because ofdiscipline (I have had none, but fear it every call, every time I walk into work), lack ofequipment, and backing. Cars need to be improved (Safer), and computers in districtand cars need to operate so we can do our jobs.21
The city doesn’t back the patrol officer. OPS complaints and Citizen Review Board.Paperwork that is intended to bog down the patrol officer to keep them from beingproactive. Officers are scared to use necessary force to avoid having to fill out a blueteam. Tagging videos after every call taking officers attention away from theirsituational awareness.The Police department is no longer a police department. Officers are being mandatedeveryday, placed on administrative charges that are not consistent, threatened withcharges for minor offenses that can't be avoided, issue 24 and OPS complaint board thathas no law enforcement experience however they determine our suspensions andcharges, no one is happy working hereSupervision is terrible, lack of respect, racism.Please select the appropriate answerto each of the following statementsregarding your Supervisor's dutiesat Cleveland Public SafetyDemonstrated fair and equal treatmentProvided recognition on the jobDeveloped cooperation and teamworkEncouraged/listened to suggestionsResolved complaints and problemsFollowed policies and practicesProvided Training 15.00%12.50%20.00%12.50%2.50%22.50%Poor 4 Fair 3Good 2Excellent 1How would you rate the following in relation toyour job?Cooperation within your unitCooperation with other unitsCommunications in your unitCommunications within the division as a wholeCommunications between you and yoursupervisorMorale in your departmentJob SatisfactionTrainings receivedGrowth 8519
What did you enjoy most about your positionwithin Cleveland Public Safety?Compensation/PayType of workWorking conditions (setting, schedule, travel,flexibility)SupervisorLocationOther (please r Reasons: Comradery between patrolmen, it is the hardest part of leaving. Working in the innercity, dealing with the good residents (there are many). Supervisors were great. Schedule is ok. I would prefer 12 hour shifts personally. Aplatoon schedule is sometimes difficult due to the 6 days in row. Only thing I enjoyed was working with some great officers under terrible conditions fellow officersDid your supervisor perform the followingduties?Provided performance feedback (Informal)Provided performance feedback (Formal)Recognized accomplishmentsClearly communicated expectationsTreated you fairly and respectfullyCoached, trained, & developed workersProvided leadershipEncouraged teamwork & cooperationResolved concerns promptlyListened to suggestions & feedbackKept employees informedSupported work-life balanceProvided appropriate & 5%70%72.5%65%65%67.5%65%65%What operating procedures would you changewithinCleveland Public Safety?Recruitment processNew employee orientationTraining opportunitiesCareer development opportunities23No31 22.5%35 12.5%2240%27 30.77%3120%2635%2830%2925%26 32.5%2630%27 32.5%26 32.5%951612814121013121313261435%Yes28% 1110% 444% 1736% 14Not .5%1No72%80%56%64%0%028352225
Employee moraleFair treatment of employeesRecognition for a job well doneSupport
1. Public Safety Recruitment Team Meeting w/ Councilman Slife 2. Recruitment Updates Meeting 3. Public Safety Recruitment Meeting w/ Councilwomen Santana & Spencer 4. Eastern Michigan University Virtual Career Fair 5. 1,000 Tie Event Garret Morgan High School 6. Public Safety Staff Meeting 7. Stark State University Virtual Career Fair 8.
