---
title: "Grier Heights Neighborhood Initiative"
type: "pdf"
year: "1999"
canonical: "/projects/260"
---

# GRIER HEIGHTS NEIGHBORHOOD INITIATIVE 

BAKER ONE DISTRICT
CHARLOTTE-MECKLENBURG POLICE DEPARTMENT

# Table of Contents

- [GRIER HEIGHTS NEIGHBORHOOD INITIATIVE](#grier-heights-neighborhood-initiative)
- [Grier Heights Neighborhood Initiative Abstract](#grier-heights-neighborhood-initiative-abstract)
- [Scanning](#scanning)
- [Analysis](#analysis)
- [Agency and Officer Information](#agency-and-officer-information)
- [Grier Heights Neighborhood Initiative Contact Information](#grier-heights-neighborhood-initiative-contact-information)
- [Grier Heights Neighborhood: Land Use](#grier-heights-neighborhood-land-use)
  - [LEGEND](#legend)
- [REPORTED OFFENSES GRIER HEIGHTS](#reported-offenses-grier-heights)
  - [12:35 MONDAY, MAY 10, 1999](#1235-monday-may-10-1999)
    - [1](#1)
  - [**NOTE: DATA IN THIS PRINTOUT HAS NOT BEEN MANUALLY VERIFIED AND MAY CONTAIN DATA ENTRY ERRORS**](#note-data-in-this-printout-has-not-been-manually-verified-and-may-contain-data-entry-errors)
    - [OFFENSE*TYPE](#offensetype)
- [REPORTED OFFENSES GRIER HEIGHTS](#reported-offenses-grier-heights)
  - [BENOTE: DATA IN THIS PRINTOUT HAS NOT BEEN MANUALLY VERIFIED AND MAY CONTAIN DATA ENTRY ERRORS##](#benote-data-in-this-printout-has-not-been-manually-verified-and-may-contain-data-entry-errors)
    - [OFFENSE-TYPE](#offense-type)
- [Grier Heights](#grier-heights)
- [PHYSICAL PROFILE/COMMUNITY RESOURCES](#physical-profilecommunity-resources)
  - [LAND USE: Total Acreage 413](#land-use-total-acreage-413)
  - [HOUSING CHARACTERISTICS: Total Units: 1036](#housing-characteristics-total-units-1036)
  - [OWNER-OCCUPED UNITS](#owner-occuped-units)
  - [RENTER-OCCUPED UNITS](#renter-occuped-units)
  - [COMMUNITY APPEARANCE:](#community-appearance)
  - [INFRASTRUCTURE:](#infrastructure)
  - [STREETS W/O SIDEWALKS](#streets-wo-sidewalks)
  - [COMMUNITY FACILITIES: Total Facilities 9](#community-facilities-total-facilities-9)
  - [RECREATION CENTERS](#recreation-centers)
  - [LIBRARIES](#libraries)
  - [COMMUNITY RESOURCES COMMITTED/TARGETED:](#community-resources-committedtargeted)
  - [NEIGHBORHOOD ORGANIZATIONS: Total 2](#neighborhood-organizations-total-2)
  - [MERCHANT Associations](#merchant-associations)
  - [NEIGHBORHOOD QUESTIONNAIRE:](#neighborhood-questionnaire)
- [Grier Heights](#grier-heights)
  - [Neighborhood Profile](#neighborhood-profile)

# Grier Heights Neighborhood Initiative Abstract 

The Grier Heights neighborhood is a historic predominantly African-American neighborhood in Charlotte's inner city. Over time, this formerly middle class community fell victim to many of the conditions that plague urban inner city neighborhoods-higher than average crime rates, fueled largely by the presence of open air drug markets; conversion of a substantial number of homes to rental property; high percentages of single parent households; above average unemployment rates, and physical deterioration of the neighborhood.

The Charlotte-Mecklenburg Police Department chose Grier Heights as the location of a full scale community policing initiative. The efforts began with an extensive analysis of the neighborhood which included census data and information from the Quality of life index, a tool used by the City's Neighborhood Development Department to rate inner city neighborhoods as stable, threatened, or fragile. The centerpiece of the neighborhood analysis was the application of sophisticated GIS mapping techniques to identify characteristics ranging from crime "hot spots" to location of street lights.

The response to this extensive analysis was to do a full scale targeting of both crime and quality of life concerns. Concentrated enforcement measures were combined with building relationships with Grier Heights residents and developing ways to positively influence the lives of the young people in the community. The Grier Heights Neighborhood Initiative drew heavily upon the resources of other City departments such as Community Development, Solid Waste Services and Fire so that issues such as the physical appearance of the neighborhood and the quality of the

housing stock could be addressed. The formation of what amounted to a Neighborhood Action team will serve as a model for collaborative service delivery in other areas of the city.

The results of this initiative have been positive. Crime is declining and many of the open air drug markets have disappeared. Vacant lots, formerly prime locations for criminal activity, have been cleared. The physical appearance of the neighborhood has improved and new homes will soon be marketed. Residents feel safer and taking increased responsibility for their neighborhood. Youth are involved in sports and other programs that expose them to positive role models.

The Charlotte-Mecklenburg Police Department will maintain an active presence in Grier Heights to insure that the changes in this neighborhood are sustained.

# Scanning 

Grier Heights is an inner city neighborhood covering 458 acres southeast of central Charlotte. Rich in history, Grier Heights was originally a middle class neighborhood with a predominantly African American population. Over time, the face of the neighborhood changed as more homes became rental property, incomes declined, and criminal activity, especially drug related crime, increased. In a ranking of Charlotte's inner city neighborhoods in 1994, Grier Heights was defined as a threatened neighborhood, an indication that intervention was needed to reverse the deterioration of the neighborhood and restore vitality and hope to the residents.

In 1995, the Charlotte-Mecklenburg Police Department reorganized to accommodate its adoption of the community problem oriented policing philosophy. At that time, Grier Heights became a part of the Baker One Patrol District. Community coordinators were assigned to the neighborhood to build relationships with residents, helping them to identify and solve community problems and leverage the resources of other public and private agencies to impact the conditions that allowed crime to flourish and the quality of life to diminish. Officers immediately saw that crime rates and calls for service were much higher than city wide averages. Open air drug markets flourished in a neighborhood where many of the houses were below standard because property owners lacked the funds or the will to make anything more than a minimal level of repairs. There were a number of violent crimes, many of which attracted media attention. One such crime, in the summer of 1995, was the murder of a teenage boy on the sidewalk while other youths played basketball 30 feet away. The level of violence gave the neighborhood a negative image throughout the city and the neighborhood was considered a

blight in an otherwise thriving part of the city.

The officers also found that the residents still viewed police in their standard role of enforcers and that many of them were suspicious of police as they attempted to integrate themselves into the community. The Baker One District felt that Grier Heights had great potential if the appropriate resources could be brought to bear on the neighborhood. With the blessing and encouragement of Chief Dennis Nowicki and Deputy Chief Stan Cook, the Baker One District decided to make Grier Heights a model for its new community policing philosophy.

# Analysis 

Baker One officers set out to get as much information as they could about the neighborhood. They studied calls for service records, crime statistics, and demographic information gathered as part of the 1990 census and from the City of Charlotte's Quality of Life Index, a series of variables that ranked inner city neighborhoods as fragile, threatened, or stable. The officers made their own observations of the neighborhood and began building relationships with residents by becoming a daily presence in the neighborhood and demonstrating their commitment to becoming a part of the Grier Heights community. As the officers began the slow process of establishing relationships, they also conducted a neighborhood needs assessment, in conjunction with the Area Mental Health Association which has its offices in the area. Officers also began gradually building a network of neighborhood residents who were willing to provide police with information about criminal activity in the neighborhood.

At the same time that the officers were trying to learn everything that they could about the Grier Heights neighborhood, the Charlotte-Mecklenburg Police Department was making a major commitment of personnel time and financial resources to develop its capabilities in GIS mapping. The department decided to use a study of Grier Heights to fully exploit, for the first time, the capabilities of the GIS system. Crime analysts produced maps that pinpointed all of the crime hot spots in Grier Heights. Equally important, they produced maps which showed land use; the location of characteristics such as street lights, bus stops, and informal paths used to cut through the neighborhood and facilitate criminal activity; and rental property. They were then able to do a radial analysis of crime in relation to these neighborhood characteristics, giving officers a much greater opportunity to study Grier Heights crime from a cause and effect perspective.

The analysis of Grier Heights showed a neighborhood that is $93 \%$ African American. $36 \%$ of the population is children under the age of 18 with $36 \%$ of those children growing up in a household headed by a female. $43 \%$ of the residents lack a high school diploma and the median household income is only slightly above $\$ 13,000$. The majority of the housing, $82 \%$, is renter occupied. The neighborhood is almost totally residential with only one retail property, a shopping center with five businesses including a grocery store which analysis identified as one of the key locations for crime and quality of life offenses. Many of the young people in the neighborhood lack positive adult role models and see limited educational and employment opportunities. Consequently, the lure of quick cash from the drug trade is too attractive for many of the youth to ignore. Many of the neighborhood youth developed criminal records at an early age, further hindering their opportunities for legitimate employment. Officers felt it was clear that many of

these young people were in need of substantial intervention if they were to have a chance to break out of what promised to be a vicious cycle of criminal activity and lost opportunities.

The analysis also revealed other factors that negatively impacted the neighborhood quality of life and provided an environment in which crime could flourish. These included unsecured and abandoned structures used to conceal illegal activity; overgrown vacant lots used to conceal criminal activity and hide from police; local businesses allowing loitering on their property, common areas in apartment complexes that were conducive to loitering and drug sales; and property managers who either did not know about or were indifferent to the criminal activity of their tenants.

By using both traditional analysis methods and the more sophisticated techniques of GIS mapping and the Neighborhood Quality of Life Index, the Baker One officers were armed with the most extensive profile of a neighborhood ever developed by the Charlotte-Mecklenburg Police Department. The wealth of information provided both unlimited opportunities and daunting challenges for officers who believed that hard work, commitment, and tenacity could indeed change the quality of life in their assigned area of the city.

Response

In developing a response to the problems in the Grier Heights neighborhood, the Baker One officers decided to test several key elements of the department's emerging community policing philosophy. First, they decided that accountability was critical and that it was best focused at the

level of the employee "in the field." Second, the officers decided to debunk the myth that community policing is soft on actual enforcement activities so they began formulating a program that emphasized ridding the neighborhood of that small percentage of the population that accounted for most of the crime. Third, they decided to capitalize on the department's growing partnerships with other public and private agencies in hopes of leveraging unprecedented resources to impact the quality of life in Grier Heights and address some of the root causes of the crime problem. Fourth, they felt that an open line of communication with the residents was crucial to their success, both in terms of the needed information exchange and in hopes of energizing and empowering the community to take a more active role in its own destiny. Finally, the officers believed that a major part of their efforts in Grier Heights must center on the youth of the community, providing officers with a chance to function as strong role models while participating in prevention activities targeting young people and their families.

One of the first activities that the baker One District undertook was the formation of a Code Enforcement Team for Grier Heights. The team included police officers, a housing inspector from the Neighborhood Development Department, a representative from the Community Improvement Division from the Solid Waste Services Department, a fire inspector, and a representative from the Area Mental Health Association. Deputy Chief Stan Cook sought the buy-in of an Assistant City Manager to insure that other City departments devoted the necessary resources to this comprehensive approach to problem solving in Grier Heights. The personnel assigned to the Code Team were given this assignment as a primary job responsibility. Code team members began targeting substandard properties and working with landlords to bring the properties up to code. They began organizing community clean-ups and began attacking the

problem of the overgrown lots that were the location of much of the criminal activity. While the Code Team concept has generally been a success, the group often found that some of the bureaucratic processes that are a part of code enforcement could get in the way of timely progress in addressing problem locations. They also found that upper and mid level management in some departments was not as supportive of the initiatives or time commitment of their personnel as was necessary.

One of the most successful initiatives of the Grier Heights Code Team was getting the City Council to adopt an ordinance under which police officers could identify vacant lots where the overgrown and unkempt appearance facilitated criminal activity. Under the ordinance, the officers provide documentation to the Community Improvement Inspector who, on behalf of the City, can order the property owner to clear the lot. If he does not do so, the City clears the lot and then attempts to recover the cost from the property owner. The ordinance has been used successfully in Grier Heights to clear several lots, reducing the opportunity for clandestine criminal activity. The ordinance is applied city wide and is one of the components of this project that will be a model for addressing problems in other areas of the city.

One of the first major problems addressed by the officers was criminal activity at the one retail outlet in Grier Heights, a shopping center housing a convenience store, a barbershop, a beauty shop, a sandwich shop, and a Laundromat. While most of the problems centered on the convenience store, managers of the other businesses had done little to deter criminal activity on the property. The officers believed that increased accountability of the property owners would be a major step in reducing the criminal activity and making the center safer for those residents who

used the shopping center for legitimate business. In 1996, the District Attorney filed a public nuisance suit against the shopping center on behalf of Grier Heights residents. Using information and statistics from police, he cited continuous criminal activity including possession and sale of illegal drugs and drug paraphernalia, homicides, assaults, public consumption of alcohol, public urination, littering, excessive noise, and breaches of the peace. The Grier Heights Community Development Corporation, which owns the property, agreed to specific guidelines for running their businesses. Business operators act as agents for the entire property, making regular patrols to deter criminal activity and calling police if needed. An agent must be on site at all times that the shopping center is open. People committing crimes or creating disturbances on the property are banned from the property and are arrested if they refuse to leave or return after being banned. Property managers maintain lists of all the individuals banned from the property. Multiple arrests for trespassing have been an effective tool in removing known drug dealers from the property. The convenience store owner agreed to stop selling fortified wine and items such as plastic bags which could be used for packaging narcotics. Any violations of the nuisance suit provisions are reported to a local attorney. While the nuisance suit and work of the police officers has helped to reduce criminal activity at the shopping center, there are ongoing problems with the convenience store. Neighborhood residents who are becoming more involved in the community through their neighborhood association are now actively working with store managers to address the problems and are no longer relying on police to be the sole problem solvers.

The officers assigned to Grier Heights realized that improvements in the neighborhood would be incremental and that the most effective way to gain both the trust and the active involvement of

residents would be through a series of small successes. Many of these have centered on working with the managers of several apartment complexes in the area to improve conditions in their complexes to reduce criminal activity and make residents feel safer in their neighborhoods. One property manager told police that people loitered in a strip of land beside the entrance to the complex. The strip was separated from the rest of the complex by a chain link fence. Officers obtained an Authorization to Act as Agents from the manager and arranged for "No Trespassing" signs to be posted. They were then able to legally order loiters to leave private property. The Authorization to Act as Agent has proven to be an effective tool in dealing with loitering, alcohol consumption, vandalism, and other offenses occurring on private property that officers would not normally be able to control. The authorization, used effectively in Grier Heights, allows officers to act as agents on properties when the owner or his representative is not available.

Baker One officers also approached the management of Vantage 78 Apartments about several metal mailboxes that had been damaged to the point that residents could not secure the doors. The mailboxes were an eyesore and served as a loitering spot for individuals selling drugs and sometimes hiding them in the open mailboxes. An officer convince the property manager to install new mailboxes at a central location directly beside the management office. The officers had to wait for a change in management before the old mailboxes were removed and the loitering and drug sale problem was solved.

Managers of Vantage 78 felt that one section of their apartments was a particular problem. They donated an empty unit in this area of the complex as a field office for Baker One. While the office is not staffed 24 hours per day, officers use it to work on reports, make phone calls, or

meet with residents. With officers coming and going from the complex, police visibility was greatly increased and residents' sense of security was enhanced. Another complex, Grier Park Apartments, gave officers keys to the complex office so they could increase their visibility in that section of Grier Heights.

Officers realized that one of the problems was the number of abandoned shopping carts cluttering the neighborhood. Many residents do not have cars so they walk to the nearest grocery store, pushing their groceries back in a cart which is frequently not returned and ends up sitting by the side of the road. Officers notified local businesses that their carts were in the neighborhood and gave them several days to retrieve their property. After several days the officers drove through the neighborhood themselves, collecting the carts and either returning them to an identifiable owner or taking them to a recycling center. In this way, an eyesore and a potential danger to children was removed from the neighborhood.

The officers assigned to Grier Heights maintain a constant presence in the neighborhood. They attend community meetings, bimonthly meetings with landlords, meetings with the Grier Park Residents Council, Teen Council, and the Grier Park Neighborhood Network Center Steering Committee. They also have an ongoing relationship with the Grier Heights Economic Development Corporation which is working to revitalize the neighborhood. The bimonthly meetings with landlords have proven to be an effective tool in letting landlords know about any illegal activity involving their tenants, especially arrests or searches of the property. In a number of cases, the officers have accompanied the landlords to eviction hearings to testify regarding the illegal activities of a tenant.

While these organized contacts are important, much of the progress that officers have made in he neighborhood has been through informal contacts with residents. Many of these contacts have taken the officers outside the parameters of traditional police work. In one instance, officers were contacted by a woman who did not have phone service and was concerned that she could not contact Police, Fire, or Medic in case of an emergency. The officers negotiated with BellSouth, the local phone company, to install a service which allows a phone to dial out to 911 but provides no other service. By working with BellSouth employees, officers were able to get the $\$ 200$ installation done with donated funds and get six months of regular phone service for the woman at no cost. BellSouth employees ended up adopting the family at Christmas, providing them with dinner and gifts. Officers helped residents at one Grier Heights apartment complex get additional clotheslines, solving a problem for residents and improving the appearance of the community since residents no longer needed to hang their clothes on a fence to dry.

Officers also found that the majority of the tenants in this apartment complex are Hispanic, a relatively new population for Grier Heights. Officers passed out flyers in Spanish, letting the residents know of local programs that were designed to help the Hispanic population. Most of the new Hispanic residents have meager incomes so the officers got Christmas gifts and boxes of food to distribute over the holidays. They worked with Community Improvement Inspectors to tag junk cars on the property and let residents know about the city ordinance which prohibits keeping non-operating vehicles. The abandoned cars were removed from the property, enhancing the appearance of the complex. The officers have maintained ongoing contact with the Hispanic resident and have helped the youth assimilate into the community by getting them into Police Athletic League activities.

The officers have found their work with the youth of the Grier Heights community to be one of the most rewarding aspects of their comprehensive strategy to improve the quality of life in Grier Heights. The officers hosted an Easter egg hunt and cookout attended by some 60 children. They have assisted in a summer lunch program that provides neighborhood children with at least one full balanced meal a day while school is not in session. The school system provides the bag lunches; the officers serve the food and interact with the children. Many of the officers also act as lunch buddies, meeting once a week for lunch with an at-risk child having discipline problems at the neighborhood's elementary school. The officers have sought and received new playground equipment for neighborhood children and have assisted in providing healthy outdoor activities such as little league baseball, golf lessons, and fishing trips. They have gotten approximately 150 children involved in programs provided by the Police Athletic League and have formed a strong partnership with a neighborhood resident, James Black, who coaches neighborhood teams and acts as a strong positive role model for neighborhood youth. The officers try to instill a sense of civic responsibility in the youth by having them pay back the community in exchange for the opportunity to participate in athletic programs. On a recent neighborhood clean-up day, many of the youth helped pick up trash on a neighborhood lot which may become the site of a community garden. One of the most successful holiday programs has been "Shop With A Cop" in which Grier Heights youth are given donated funds and taken shopping by police officers so that they can purchase small gifts for their families as well as pick out toys for themselves. All of these activities are designed to build bridges between police and the young people of Grier Heights and to expose the youth to positive adult role models and activities that are healthy alternatives to criminal activity or mischief. While the dividends from these activities cannot immediately be measured, the officers are confident that their interaction with youth is making a major

investment in the community.

Coupled with the myriad of community policing efforts in Grier Heights have been strong enforcement measures to reduce criminal activity in the area and empower residents to try to rid their community of crime. Every other month, there is a well publicized concentrated enforcement effort in which a maximum amount of police resources is applied to the area for a finite period of time. These efforts have included roundups of drug dealers, in conjunction with the department's Violent Crimes Task Force, warrantless searches with probation officers, saturation patrol, license checks, and controlled drug buys. Officers in Grier Heights have worked with the Violent Crimes Task Force , Vice and Narcotics, and the Baker One Street Crimes Unit to investigate, arrest, and prosecute some 62 offenders, primarily drug dealers, operating out of Grier Heights. Many of these offenders were prosecuted under federal firearms statutes and have received lengthy prison sentences, including 7 life sentences. The result is not only a safer community but increased citizen involvement by providing information to police and taking some measure of responsibility for maintaining an atmosphere that does not breed or tolerate crime. Officers have seen a steady decrease in crime in Grier Heights. While they realize that addressing the crime problems, especially those that are drug related, remains an uphill battle that needs constant reinforcement, they have seen what they and the residents of Grier Heights believe is the reversal of longstanding crime trends in a community that no longer believes that crime and a poorly maintained community must be tolerated.

Assessment

As a result of community policing, code enforcement, and a concentrated influx of services, Grier Heights is now a community in transition. In 1996, there were 1276 offenses reported in Grier Heights. The number of reported offenses declined to 1144 in 1997, a decline of 10.3%. In 1998, there were 1049 reported offenses, a decline of 8.3% over the previous year. More important, violent offenses, homicide, rape, robbery, and assault, dropped from 220 in 1996 to 176 in 1997, a 20% decrease. In 1997, there were 169 reported violent increases, a 3.8% decrease over the previous year. The decline in violent crime is an encouraging sign that the enforcement efforts and improvements in the neighborhood's quality of life are slowly fostering an environment that is not conducive to criminal activity.

Equally important is the physical appearance of the neighborhood. Overgrown lots have been cleared, some with the help of the Orange Brigade, a group of inmates from the Mecklenburg County Jail who are sent out into the community to do clean-ups as a part of their active sentence. The lots no longer serve as dumping grounds nor provide criminals with cover and concealment from police. Grier Heights residents are taking more pride in the appearance of their homes and are now hosting cookouts, baby showers, and other events in their yards. Officers never saw this type of activity when they began their concentrated efforts in Grier Heights. They attribute these events to residents feeling safer in their neighborhood and feeling energized by the appearance of the neighborhood. The officers are often invited to these gatherings, a sign that they have become an accepted presence in the neighborhood.

The Charlotte-Mecklenburg Police Department has affirmed its long term commitment to Grier Heights by building the Baker Service Area Center in the neighborhood. The center houses the Baker One District as well as the command structure and investigators for all three of the patrol districts in the Baker Service Area. The center will insure that there is a constant police presence in Grier Heights and will give residents a heightened sense of 24 hour per day security.

Grier Heights residents report that they feel safer and think the neighborhood is slowly being revitalized. The principal of the neighborhood elementary school says that the neighborhood looks better and that children feel safer. She has gotten involved with the neighborhood organization and attends their monthly meetings where she reports that police officers are well received active participants. James Black, a neighborhood resident involved with youth, says that many of the children have found new interests and heightened self-esteem through the activities that the police officers have helped bring to the neighborhood.

Perhaps the greatest indication of the way that the Grier Heights community now sees itself is in the marketing campaign being planned for single family residences in the neighborhood. George Wallace, who heads the Grier Heights Economic Foundation which will be offering the renovated homes for sale, reports that the marketing campaign for the homes will be centered on the slogan " The New Grier Heights." Those four words express the hope that Grier Heights now has for its future-a hope that police officers plan to help the community nurture and grow.

# Agency and Officer Information 

The Grier Heights problem solving initiative was adopted by the Baker One district with the encouragement and interest of the Police Department's chain of command and the City Manager's Office. All Charlotte-Mecklenburg police officers receive training in problem solving and the application of the SARA model and are expected to consider problem solving as their basic unit of work. Officers receive no special incentives for problem solving. Officers working in Grier Heights recorded all of their activities on a Problem Oriented Policing Worksheet set up to follow the SARA model. Four full time officers are committed to this initiative at any given time and they can draw on any departmental resource they need from their fellow Baker One officers to Vice and Narcotics to Strategic Planning and Analysis for GIS mapping. They are also able to use field level contacts in other city departments such as Neighborhood Development and Solid Waste Services. Their biggest obstacles with the implementation of this problem solving model have been the bureaucratic processes associated with code enforcement and the fact that the resources in other city departments have not kept pace with the growth in the Police Department. Consequently, outside resources are not as readily available to devote sufficient time to the project to achieve the desired result on a timely basis.

# Grier Heights Neighborhood Initiative Contact Information 

Name: Jackie Maxwell
Rank: Captain, Baker One District
Address: $\quad$ Charlotte-Mecklenburg Police Department 3500 Latrobe Drive, Suite A400
Charlotte, North Carolina 28211
Phone: (704) 943-2401
Fax: (704) 943-2424

![img-0.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-05/img-0.jpeg)

Street Map of Grier Heights
(Code Enforcement Team)

More: Map prepared by Ch:Mark Police
Map, Bureau of Strategic Planning
and Research (SPS), 2-23-005. Street
are from Street Committee 504.

![img-1.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-05/img-1.jpeg)

# Grier Heights Neighborhood: Land Use

## LEGEND

- [ ] Land Use
- [ ] None
- [ ] Single Family
- [ ] Duplex
- [ ] Multi Family
- [ ] Office
- [ ] Commercial
- [ ] Industrial
- [ ] Vacant Lot
- [ ] Institutional
- [ ] Park

**Notes:** All layers developed by Strategic Planning and Analysis, CMPD. Map produced by ER-Goof, November 26th, 1996 (396-2749).

12:35 MONDAY, MAY 10, 1999 1

# REPORTED OFFENSES GRIER HEIGHTS

**JAN. - DEC. 1996**

## 12:35 MONDAY, MAY 10, 1999

### 1

#### 1

|  OFFENSE*TYPE |  | CUMULATIVE  |
| --- | --- | --- |
|   | UCR | FREQUENCY  |
|  HOMICIDE |  | 3  |
|  RAPE |  | 5  |
|  ARMED ROBBERY |  | 24  |
|  STRONG-ARMED ROB |  | 11  |
|  ASSAULT/CHN |  | 67  |
|  ASSAULT/KNIFE |  | 32  |
|  ASSAULT/OTHER WE |  | 68  |
|  ASSAULT/FISTS, ET |  | 18  |
|  ASSAULT/NON-AGGR |  | 344  |
|  RES BURGLARY |  | 98  |
|  COM BURGLARY |  | 31  |
|  RES BURG (STORAG) |  | 6  |
|  LARCENY/SNOFLIFT |  | 46  |
|  LARCENY FR/AUTO |  | 77  |
|  LARCENY/BIKE |  | 9  |
|  LARCENY/OTHER |  | 102  |
|  VEHICLE THEFT |  | 45  |
|  ARSON |  | 4  |
|  FORGERY |  | 4  |
|  FRAUD |  | 20  |
|  CODING ERROR |  | 1  |
|  EMNESSLEMENT |  | 5  |
|  VANDALISM |  | 157  |
|  SEX OFFENSE |  | 8  |
|  OFFENSE VS FAMIL |  | 20  |
|  DISORDER.CONDUCT |  | 1  |
|  TRESPASS |  | 12  |
|  MISCELLANEOUS |  | 66  |

THIS DATA COMES FROM ONLINE SYSTEM AND NUMBERS MAY NOT MATCH THOSE IN PREVIOUSLY PUBLISHED REPORTS

REPORTED OFFENSES GRIEK HEIGHTS 12:31 MONDAY, MAY 10, 1999 1 JAN. - DEC. 1997

## **NOTE: DATA IN THIS PRINTOUT HAS NOT BEEN MANUALLY VERIFIED AND MAY CONTAIN DATA ENTRY ERRORS**

### OFFENSE*TYPE

|  UCR | FREQUENCY | CUMULATIVE FREQUENCY  |
| --- | --- | --- |
|  HOMICIDE | 1 | 1  |
|  RAPE | 9 | 10  |
|  ARMED ROBBERY | 23 | 33  |
|  STRONG-ARMED ROB | 9 | 42  |
|  ASSAULT/GUN | 29 | 71  |
|  ASSAULT/KNIFE | 24 | 95  |
|  ASSAULT/OTHER WE | 68 | 163  |
|  ASSAULT/FISTS, ET | 13 | 176  |
|  ASSAULT/NON-AGGR | 263 | 439  |
|  RES BURGLARY | 106 | 545  |
|  COM BURGLARY | 26 | 571  |
|  RES BURG (STORAG) | 3 | 574  |
|  LARCENY/OTHER | 98 | 672  |
|  LARCENY/SHOPLIFT | 43 | 715  |
|  LARCENY FR/AUTO | 112 | 827  |
|  CODING ERROR | 1 | 828  |
|  LARCENY/BIKE | 5 | 833  |
|  VEHICLE THEFT | 50 | 883  |
|  ARSON | 7 | 890  |
|  FORGERY | 4 | 894  |
|  FRAUD | 18 | 912  |
|  EMBEZELEMENT | 4 | 916  |
|  VANDALISM | 126 | 1042  |
|  INDECENT EXPOSUR | 2 | 1044  |
|  SEX OFFENSE | 9 | 1053  |
|  OFFENSE VS FAMIL | 10 | 1063  |
|  TRESPASS | 4 | 1067  |
|  MISCELLANEOUS | 77 | 1144  |

THIS DATA COMES FROM ONLINE SYSTEM AND NUMBERS MAY NOT MATCH THOSE IN PREVIOUSLY PUBLISHED REPORTS

# REPORTED OFFENSES GRIER HEIGHTS

**JAN. - DEC. 1998**

**12:17 MONDAY, MAY 10, 1999**

## BENOTE: DATA IN THIS PRINTOUT HAS NOT BEEN MANUALLY VERIFIED AND MAY CONTAIN DATA ENTRY ERRORS##

### OFFENSE-TYPE

|  UCR | FREQUENCY | CUMULATIVE FREQUENCY  |
| --- | --- | --- |
|  HOMICIDE | 1 | 1  |
|  RAPE | 6 | 7  |
|  ARMED ROBBERY | 22 | 29  |
|  STRONG-ARMED ROB | 12 | 41  |
|  ASSAULT/GUN | 30 | 71  |
|  ASSAULT/KNIFE | 30 | 101  |
|  ASSAULT/OTHER WE | 57 | 158  |
|  ASSAULT/FISTS, ET | 11 | 169  |
|  ASSAULT/NON-AGGR | 236 | 405  |
|  RES BURGLARY | 81 | 486  |
|  COM BURGLARY | 41 | 527  |
|  LARCENY/OTHER | 107 | 634  |
|  LARCENY FR/AUTO | 99 | 733  |
|  LARCENY/BIKE | 8 | 741  |
|  LARCENY/SHOPLIFT | 29 | 770  |
|  VEHICLE THEFT | 40 | 510  |
|  ARSON | 5 | 815  |
|  COUNTERFEITING | 1 | 816  |
|  FRAUD | 7 | 823  |
|  EMNEESEMENT | 3 | 826  |
|  VANDALIEN | 101 | 927  |
|  INDECENT EXPOSURE | 1 | 928  |
|  SEX OFFENSE | 13 | 941  |
|  OFFENSE VS FAMILY | 8 | 949  |
|  TRESPASS | 8 | 957  |
|  MISCELLANEOUS | 92 | 1049  |

THIS DATA COMES FROM ONLINE SYSTEM AND NUMBERS MAY NOT MATCH THOSE IN PREVIOUSLY PUBLISHED REPORTS

# Grier Heights 

![img-2.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-05/img-2.jpeg)

SOCIOECONOMIC PROFILE
![img-3.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-05/img-3.jpeg)

# PHYSICAL PROFILE/COMMUNITY RESOURCES

## LAND USE: Total Acreage 413

|  Single Family | 20% | Business | 8% | Office | 8% | Recreational | 6%  |
| --- | --- | --- | --- | --- | --- | --- | --- |
|  Multi-Family | 16% | Industrial | 1% | Vacant | 24% | Institutional | 17%  |

## HOUSING CHARACTERISTICS: Total Units: 1036

|  Occupied Units | 989  |
| --- | --- |
|  Vacant Units | 5%  |

## OWNER-OCCUPED UNITS

|  Owner-Occupied Units | 18%  |
| --- | --- |
|  Boarded-Up Units | 1%  |

## RENTER-OCCUPED UNITS

|  Renter-Occupied Units | 82%  |
| --- | --- |
|  Housing Value < $50,000 | 1%  |

## COMMUNITY APPEARANCE:

|  Vacant/Overgrown Lots | 8  |
| --- | --- |
|  Repeat Violations | 2  |
|  Street Cleanliness Rating: Good |   |

## INFRASTRUCTURE:

|  Total Streets | 24  |
| --- | --- |
|  Storm Drainage Rating: Low |   |

## STREETS W/O SIDEWALKS

|  Site | Streets w/o Curb & Gutter | 8%  |
| --- | --- | --- |
|  |   |   |

## COMMUNITY FACILITIES: Total Facilities 9

|  Parks | 3  |
| --- | --- |
|  Fire Stations | 0  |
|  Schools | 1  |

## RECREATION CENTERS

|  Recreation Centers | 0  |
| --- | --- |
|  Churches | 2  |
|  Colleges | 0  |

## LIBRARIES

|  Libraries | 0  |
| --- | --- |
|  Day Care Facilities | 3  |
|  Neighborhood Centers | 0  |

## COMMUNITY RESOURCES COMMITTED/TARGETED:

|  Adopted Area Plan | Yes | Area Plan Funds | $0  |
| --- | --- | --- | --- |
|  Neighborhood Reinvestment | $0 | Neighborhood Investment | $0  |
|  Innovative Housing Fund | $280,000 | TOTAL INVESTMENTS | $280,000  |

## NEIGHBORHOOD ORGANIZATIONS: Total 2

|  Neighborhood Organizations | 1  |
| --- | --- |
|  Community Development Corporations | 1  |

## MERCHANT Associations

|  Merchant Organizations | 0  |
| --- | --- |
|  Other Organizations | 0  |

## NEIGHBORHOOD QUESTIONNAIRE:

1. Top 3 Priority Service Needs for Adults: Build New Homes, Drug Treat, & Grants
2. Top 3 Priority Service Needs for Children: Day Care, Teen Pregnancy Education, & Recreation
3. Type of Assistance Needed: Legal Assistance, Financial Aid, & Human Service
4. Type of Assistance Can Provide: Community Organizing

*City Within A City Neighborhood Assessment*

*Page 76*

# Grier Heights

|  Dimensions | Rating  |
| --- | --- |
|  Quality of Life Index | Threatened  |
|  Social Dimension | Threatened  |
|  Crime Dimension | Fragile  |
|  Physical Dimension | Stable  |

|  Neighborhood Statistics |   |
| --- | --- |
|  Total Population | 2698  |
|  Total Families | 751  |
|  Total Area (acres) | 458  |
|  Median Household Income | \$13,265  |

Economic Dimension Threatened

## Neighborhood Profile

![img-4.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/99-05/img-4.jpeg)

|  Variable | Neighborhood | City Value  |
| --- | --- | --- |
|  Open Cash Assistance | $40.6 \%$ | $6.6 \%$  |
|  Cases |  |   |
|  Child Welfare | $11.5 \%$ | $2.4 \%$  |
|  Youth Dependency | $31.5 \%$ | $21.0 \%$  |
|  Aged Dependency | $9.2 \%$ | $10.4 \%$  |
|  Competency Exams | $44.4 \%$ | $75.0 \%$  |
|  Readiness to Learn | $62.3 \%$ | $87.0 \%$  |
|  Births to Adolescents | $24.1 \%$ | $9.2 \%$  |
|  No Prenatal Care | $1.7 \%$ | $1.3 \%$  |
|  Low Birth Weight | $10.3 \%$ | $9.7 \%$  |
|  Risk of Disease | 1.0 | 1.0  |
|  Youth Opportunity | 4.3 | N/A  |
|  Community | 0.0 | N/A  |
|  Organizations |  |   |
|  Violent Crime Rate | 3.9 | 1.0  |
|  Juvenile Crime Rate | 1.21 | 1.0  |
|  Property Crime Rate | 0.6 | 1.0  |
|  Crime Hot Spots | 0.3 | N/A  |
|  Housing Vitality | $7.2 \%$ | $4.1 \%$  |
|  Cumulative Housing | 1.5 | 0.9  |
|  Quality |  |   |
|  Home Ownership | $35.9 \%$ | $59.8 \%$  |
|  Infrastructure Needs | $\$ 0.0$ | N/A  |
|  Access to | $98.6 \%$ | $41.3 \%$  |
|  Transportation |  |   |
|  Access to Retail | $51.0 \%$ | $10.7 \%$  |
|  Access to Greenspace | $62.5 \%$ | $10.2 \%$  |
|  Pedestrian Friendliness | 0.6 | 0.3  |
|  Noxious Facilities | $0.0 \%$ | $3.8 \%$  |
|  Population Growth | $2.3 \%$ | $14.3 \%$  |
|  Income Growth | $4.7 \%$ | $25.0 \%$  |
|  Employment Quality | $15.2 \%$ | $15.3 \%$  |