--- title: "South Wythe Project" type: "pdf" year: "1995" canonical: "/projects/516" --- ![img-0.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/95-26/img-0.jpeg) # City of Hampton July 7,1995 # Table of Contents - [City of Hampton](#city-of-hampton) - [Mr. John Lusardi PERF](#mr-john-lusardi-perf) - [SOUTH WYTHE AREA PARTNERSHIP (SWAP)](#south-wythe-area-partnership-swap) - [COMMUNITY ENHANCEMENT TASK FORCE](#community-enhancement-task-force) - [HAMPTON POLICE DIVISION (COMMUNITY ENHANCEMENT TASK FORCE)](#hampton-police-division-community-enhancement-task-force) - [SOUTH WYTHE AREA PARTNERSHIP (S.W.A.P.)](#south-wythe-area-partnership-swap) - [GOAL\#1 TO IMPROVE THE OVERALL QUALITY OF LIFE IN THE COMMUNITY.](#goal1-to-improve-the-overall-quality-of-life-in-the-community) - [EVALUATION CRITERIA:](#evaluation-criteria) - [EVALUATION CRITERIA:](#evaluation-criteria) - [EVALUATION CRITERIA:](#evaluation-criteria) - [EVALUATION CRITERIA:](#evaluation-criteria) - [GOAL \#4 TO ASSIST THE STAFF IN THE DEVELOPMENT OF THE MOST EFFECTIVE COMMUNITY POLICING MODEL. THAT WILL BENEFIT THE DIVISION AND THE CITIZENS OF HAMPTON.](#goal-4-to-assist-the-staff-in-the-development-of-the-most-effective-community-policing-model-that-will-benefit-the-division-and-the-citizens-of-hampton) - [EVALUATION CRITERIA:](#evaluation-criteria) - [K.E.E.P.S.](#keeps) - [HAMPTON POLICE DIVISION'S FLEXIBLE APPROACH TO COMMUNITY POLICING](#hampton-police-divisions-flexible-approach-to-community-policing) - [HIPP - HAMPTON INTERVENTION AND PREVENTION PROJECT](#hipp-hampton-intervention-and-prevention-project) ## Mr. John Lusardi PERF 1120 Connecticut Ave., NW, Suite 930 Washington, D. C. 20037 Dear Mr. Lusardi: On behalf of the Hampton Police Division, I submit this nomination for the third annual Herman Goldstein Excellence Award regarding our South Wythe Project. Community Policing is an approach that will remain the cornerstone of the 1990's policing strategies. The Hampton Police Division began a "Safe Neighborhood Policing Strategy" as early as 1988. Serious crime problems were escalating in the South Wythe area of our city and we had experienced a significant increase in crime in those neighborhoods. Public concern increased when both a business owner and a police officer were killed within a short period of time by armed assailants. In order to establish open communication between the community and the police regarding their concerns, a police officer, Officer Cindy Panz, was assigned to work with the citizens on problem solving issues and to expand on the community policing role. As a result, our project known as the South Wythe Area Partnership (SWAP) was implemented. It was a comprehensive endeavor to meet the specific needs of the South Wythe community identified by the project officer. A Community Enhancement Task Force, a multi-agency task force, was utilized to enhance community development, public safety, and health issues. The Task Force concentrated on issues in target areas that enabled participating city agencies to interact with citizens and thus improve the quality of life of the residents. Last year our crime rate dropped 29 percent in the South Wythe Area and stability has been returned to the neighborhood. We have opened a field office in the area and continue to work closely with the residents in the problem solving process. In closing, I am proud of the efforts of the officers who are delivering quality services to our residents. These accomplishments are outlined in the accompanying documentation. Sincerely, OFFICE OF THE CHIEF OF POLICE DIVISION OF POLICE 40 LINCOLN STREET, HAMPTON, VIRGINIA 23669 (804)727-6510 ![img-1.jpeg](https://popdatasets.blob.core.windows.net/popdatasetmdimgs/95-26/img-1.jpeg) # SOUTH WYTHE AREA PARTNERSHIP (SWAP) In November 1991, a lifetime business owner was robbed and killed outside his shop in the South Wythe area. For years, the Wythe community petitioned for a police field office in their neighborhood. The residents felt they needed the field office, not because of the amount of crime, but because of the severity of the crimes that were occurring in the area. The level and quality of service that police provided was adversely impacted by the inability to develop and maintain open lines of communication with community members. The public perception was that the Poh'ce Division was not responsive to the needs of the community. Improvement projects in Hampton's downtown area caused the residents of South Wythe to feel isolated and abandoned by City government. The general appearance of the South Wythe neighborhoods was deteriorating due to vacant homes and businesses, graffiti, Utter, and abandoned vehicles, as well as the fact that many of the neighborhoods had alleyways overgrown with weeds, trees, and shrubs. Street lighting was either nonexistent or inadequate to deter criminal activity. The large elderly population created unique problems for the police because they were hesitant to report suspicious or criminal activity for fear of retaliation. Neighborhood Watch members in the target area were discouraged because they lacked support from their own neighborhoods and the perceived lack of support from the Police Division. Tragically, in February 1994, Officer Kenny Wallace was shot and killed while patrolling the South Wythe area. This tragic event caused the Wythe community to realize the need to cooperate as a group to initiate change. Traditional policing methods proved ineffective against these types of issues. Officers working in these areas were continually called upon for order maintenance such as dispute mediation and conflict resolution. The majority of the calls for service and the officer's time, however, were consumed by parking violations, noise complaints, vandalism, burglary, abandoned cars, and property. The police could only react to the calls for service and were only able to provide the least amount of intervention to temporarily resolve the problem. Resources were not available to address long term concerns. This often left the citizens and the police frustrated with the inability to provide positive long term solutions. In March 1994, St. Rose of Lima Catholic Church saw that the citizens of the South Wythe area were in desperate need of relief from their fears. The parish council offered to donate space in their administrative building for the creation of a police field office. This field office was to serve as a temporary space for officers on patrol to use until a more suitable location could be found. Officers could complete reports, make phone calls, and be accessible to the citizens of the community. In April 1994, Officer Cindy Panz was assigned to the South Wythe area to expand the Division's Community Policing role. Officer Panz's primary objectives were to meet with residents, merchants, and victims of crimes and address specific neighborhood problems; to act as a liaison between the community members and the Police Division, City Task Forces, and other city agencies; to participate in community meetings; and to work with residents on problem solving issues, order maintenance, crime prevention and enforcement of laws and ordinances. During the project development phase, crime stood out as the major concern as well as the need to regain neighborhood confidence and support. As the Project Officer, Officer Panz found that the basic qualities of life were not being maintained in the South Wythe area and although the City of Hampton^ mission was to "Bring Together the Resources of Businesses, Neighborhoods, Community Groups, and Government in Order to Establish Hampton as the Most Livable City in Virginia," budgetary restrictions of city agencies could not provide for the level of pro-active involvement needed to establish long term prevention and enhancement programs to correct the compounding problems in the South Wythe area. Only 3 percent of the city's population is represented in this target area, but the percentage of crimes committed in this area is disproportionately high. From 1992 to 1993, Part I Crimes reported for all of Hampton dropped 7 percent. Part I Crimes reported in the South Wythe area increased 22 percent. Burglary in the City decreased 7 percent and increased 64 percent in the South Wythe area. Larcenies in the City decreased 3 percent and increased 23 percent in the South Wythe area. Robberies in the City increased 5 percent and increased in the South Wythe area 29 percent. Issues such as larcenies, vandalism and graffiti were plaguing the business owners in the area and exacerbating the fears of the residents. These crimes were perceived as having been committed by gangs that caused an even greater concern to the residents of the community. However, in depth investigations revealed that this activity was being committed by area youths and was not gang related. There are approximately 4,000 residents in the South Wythe area. Over 60 percent of the population is minority and 16 percent is over the age of 65 (the largest elderly population in the City). The area is 95 percent developed, with 65 percent of the developed land area being occupied by the oldest housing in the city. This area has the lowest median income and a high unemployment rate, thus causing the population in this area to be at high risk for substance abuse, domestic violence and drug marketing as a "get rich quick" opportunity. This issue was further complicated by the neighboring city's intense police enforcement efforts in their east end (known as their high crime area) using state provided funding. This area is connected to the South Wythe target area by one major highway and several minor ones that provided direct easy access for criminal activity. Thus, the inception of the South Wythe Area Partnership, affectionately known as SWAP began. The SWAP Project was modeled to meet the specific needs of the South Wythe community. Project goals and objectives were developed from the collection of demographics, crime statistics, an area profile and through problems identified by the project officer. Within the design of the SWAP Project came the utilization of the Community Enhancement Task Force. This multi-agency task force was based upon the Hampton Police Division's Community Policing Program dedicated to enhancing community development, public safety and health issues. The task force concentrated on resolving the problems that existed in the target area by enabling participating city agencies to interact with the citizens. This allowed them to become pro-active instead of reactive and helped the community maintain the basic qualities of life. # COMMUNITY ENHANCEMENT TASK FORCE - Police Division ・ Fire Division - Planning Department ・ Zoning Department - Building Department ・ Public Works Department - Neighborhood Services ・ Health Department - Social Services ・ Parks and Recreation The mission of the Community Enhancement Task Force is a comprehensive approach to planning, problem solving, mobilizing resources, and service delivery. These efforts are distinguished by partnerships with citizens, inter-agency collaboration, and effective, efficient responses to community needs. The Task Force then focused on properties that are in violation and work together to facilitate compliance respective to each of their departments. (Ex: To identify and coordinate the removal of unsightly litter and debris, overgrown trees and shrubbery, abandoned vehicles, abandoned buildings, graffiti and other crime issues). Due to the complexity of issues and ineffectiveness of traditional approaches, long term ordinance violations were corrected through innovative techniques (at no cost to the city) such as weed and debris removal, graffiti removal, and building repairs through the Community Diversion Incentive Program (C.D.I., now known as Hampton Community Corrections). This program monitored by the court system gives nonviolent offenders community service hours to perform in lieu of incarceration. The project officer then coordinates with C.D.I, to utilize offenders to perform the necessary work. Juvenile offenders identified as responsible for graffiti in the target area were given the opportunity to correct the damage done as an alternative to court intervention. It was determined that a certain area within the SWAP target area (Shell Road) was experiencing problems exclusive to the evening shift hours. To confront the additional problems the Shell Road area presented, the Division assigned an additional project officer to cover that time period. The additional officer assisted with the SWAP area goals and more specifically, the concerns of the Shell Road residents. To address Community Policing issues and fulfil its mission, the Hampton Police Division developed KEEPS (Knowledge, Enforcement, and Enhancement for Public Safety). See attachment - Publication \#1 (09/22/94). KEEPS is the umbrella by which other projects are established. By not being a single specific program itself, KEEPS provides the flexibility to adapt to the continuous changes that occur in Law Enforcement and Public Safety. It will also serve to guide the Hampton Police Division into the Twenty-first Century. In July 1994, a Lieutenant, a Sergeant, three Corporals, fifteen Patrol Officers, and a Cadet were assigned to work out of the field office. In addition to the physical move from Police Headquarters, the officers and supervisors made the commitment to foster the partnership that was established in South Wythe. They were encouraged to create other partnerships throughout the Wythe sector. Officers were empowered to look for the root causes of crime and disorder, and given the latitude to come up with innovative solutions to correct the problem. In support of their commitment to community policing, officers and supervisors averaged 49 citizen contacts per month. Approximately 120 hours of off duty time were devoted toward community meetings in the first six months. In an effort to address specific criminal problems, coordinated efforts were made between patrol and investigative services (Special Investigations Unit, Crimes Against Property and Crimes Against Persons). Due to the increase in violent crime and property crimes in the target area, a common denominator was found to be narcotics' trafficking as a source of these elevations. Enhanced efforts were then made through the Special Investigations Unit to conduct intense investigations. Through intelligence gathered with the assistance of the Crime Analysis Unit, Patrol Sector, and Community Groups within the target area, several special operations were conducted. Three of the major operations were Royal Flush, Flip Flop, and Monopoly. Royal Flush identified persons in the South Wythe area who were responsible for supplying parts of Hampton and Newport News with cocaine and other controlled substances. These individuals were known to be armed and involved in violent activity. A newly hired Hampton Police Officer served as a undercover officer and was assigned to infiltrate and identify all those associated with the narcotic trafficking. Some of the members of this group were found to be responsible for the murder of Officer Wallace. At the conclusion of this operation, 44 persons were indicted for a total of 117 charges, to include the 4 individuals charged with the Capital Murder of Officer Wallace. More than one and one-half kilos of crack cocaine, with a street value of $\$ 175,000$. was recovered and property valued at $\$ 34,300$ was seized. Some of the property seized included $\$ 17,662$ in cash, cellular phones, walkietalkies, pagers and guns. Flip Flop was a joint investigation with the assistance of Naval Criminal Investigators and the Suffolk Police Department. This operation targeted open air drug marketing with the use of an undercover officer provided by the assisting agencies. This resulted in 33 arrests with 58 charges, of which 4 were juvenile offenders. Monopoly was an undercover operation, with the use of an ABC agent, aimed at shothouses and open air drug sales. There were 13 of 15 shothouses raided that resulted hi 30 arrests with 83 alcohol related charges and 21 drug related charges. An ongoing attempt by Special Investigations to address drug trafficking in the target area has resulted in the following: 62 drug charges, 16 traffic related offenses, 3 weapons violations and 16 various criminal violations. Efforts by the SWAP Project Officer led to the demolition of the residence at 515 Lombard Avenue, which had been a constant source of criminal activity. Neighbors hi the community came outside during the demolition and cheered. These coordinated efforts led to creative solutions to contemporary community problems related to crime, social and physical disorder and neighborhood decay. As of January 1995, Part I Crimes that occurred in the City decreased 12 percent and in the South Wythe area decreased by 29 percent. Burglary in the City decreased 21 percent and decreased 58 percent in the South Wythe area. Larcenies in the City decreased 8 percent and in the South Wythe area Decreased 15 percent. Robberies in the City decreased 17 percent and in the South Wythe area decreased 30 percent. The efforts of the Hampton Police Division have had a positive impact on the community. Officers are approached daily and given praise for their devotion to the community. Day Shift Wythe officers have given the communities they serve "HOPE" and have improved the quality of life. In the words of Hampton's Chief of Police, P. G. Minetti, "Policing in our city is more complex and demanding than ever before. It requires a strong partnership between city government and the community, which has become a basic fact of life in the City of Hampton." This is further exemplified through the Hampton Police Division's mission statement, "The Hampton Police Division is committed to providing the highest quality of service to our citizens. Acting in partnership with the community, we will promote a responsive and flexible approach to quality of life issues." PROBLEM DESCRIPTION: HAMPTON POLICE DIVISION IS FOR KEEPS # HAMPTON POLICE DIVISION (COMMUNITY ENHANCEMENT TASK FORCE) ## SOUTH WYTHE AREA PARTNERSHIP (S.W.A.P.) As part of the Community Enhancement Task Force (C.E.T.A.F.), the purpose of this program is to foster the City of Hampton's mission to "BRING TOGETHER THE RESOURCES OF BUSINESSES, NEIGHBORHOODS, COMMUNITY GROUPS AND GOVERNMENT IN ORDER TO ESTABLISH HAMPTON AS THE MOST LIVABLE CITY IN VIRGINIA," in the South Wythe Area. The basic qualities of life are not being maintained in some parts of South Wythe, and current budget levels of city agencies do not provide for the level of pro-active dedicated involvement needed to establish effective long term prevention and enhancement programs that will correct the compounding problems. Perception is that criminal activity is higher in this neighborhood than any other neighborhood in the city. General appearance of the neighborhood is deteriorating. (Vacant houses, graffiti, illegally parked or abandoned vehicles, litter, and overgrown trees). Many neighborhoods have alleyways that are overgrown with weeds, trees and shrubs. Also there is either no lighting or poor lighting that conceals the criminal activity both night and day. The elderly in the area do not report suspicious or criminal activity to the police because they are afraid of retaliation. Citizens need to be educated on basic Crime Prevention techniques. More times than not, garage doors are left standing open while the owner is away. Overgrown trees and shrubs in front of the homes provide cover for criminal activity. Residents have no sense of security and are afraid to walk in their neighborhood during the daytime as well as the night. Neighborhood Watch seems to have fallen by the wayside. Block Captains are discouraged because they aren't getting the support from the Police Division or the people that live in the area. The northern boundary is Shell Rd. from the Newport News/Hampton city line east to Celey Street. South on Celey St., Little Farms Ave., Harbor Dr., to the Chesapeake Bay forms the eastern boundary. The Chesapeake Bay is the southern boundary and the western boundary is the Hampton/Newport News city line. (See attachment \#1). The target area consists of Traffic Zones \#071, 072,089, 090 and 091. This area falls within Planning District \#3 and encompasses Census Tract \#120 and the western portion of \#115. Dependant upon the time of day the target area falls within the following Patrol Districts: Midnight Shift (0001 to 0830) District 1105. Day Shift ( 0800 to 1630) Districts 2114 and 2105. Evening Shift (1600 to 0030) Districts 3108 and 3109. Demographics - Zoned as low density residential, the South Wythe target area has approximately 4,000 residents including a high percentage of minority and elderly residents. There are three small areas zoned for Commercial/mixed-use in the middle of the residential zone. The area is $95 \%$ developed, with $65 \%$ of the developed land area being occupied by the oldest housing in the city, and has the lowest median household income in the city. The area also contains two neighborhood parks, a Fire Station, and an Elementary School. * Over $60 \%$ of the population is minority and $16 \%$ is over the age of 65. The City's average for people over 65 is $7 \%$. * The median household income is $\$ 25,125$. Crime Statistics - Only 3\% of the city's population is represented in this target area, but the percentage of crimes committed in this area tends to be unproportionately high. PART I CRIMES reported for all of Hampton dropped 7\% (8075 to 7704) from 1992 to 1993, the PART I CRIMES that occurred in the South Wythe areas INCREASED by $22 \%$ (470 to 574). In 1992 the target area accounted for $6 \%$ of the PART I CRIMES and $7 \%$ in 1993. (See attachment \#2). * For the City, Burglary dropped 7\% but INCREASED in the target area $64 \%$ (58 to 95 ). * Larcenies dropped 3\% in the City from 1992 to 1993 and INCREASED, in the target area by $23 \%$ (258 to 318). OTHER PROJECT PARTICIPANTS: PROJECT GOALS, OBJECTIVES AND ACTIVITIES: Juvenile Intake Probation \& Parole Parks \& Recreation Homebase (homeless referral service) Senior Citizens Center # GOAL\#1 TO IMPROVE THE OVERALL QUALITY OF LIFE IN THE COMMUNITY. Objective A: To reduce the level of fear and create a sense of safety and security. ACTIVITY i) To make contact with all reported victims of major crimes in the target area within seven (7) days. ACTIVITY 2) To provide the victim with information concerning available programs/services to reduce the potential for becoming a repeat victim. ACTIVITY 3) To calm their perceptions or misperceptions of crime in their neighborhood. ## EVALUATION CRITERIA: Attempt to make contact with $100 \%$ of all major crime victims in the target area to assist them in anyway possible. Objective B: Instill pride by improving the appearance of the neighborhood. ACTIVITY i) Establish and maintain an index of Community contacts and resources. ACTIVITY 2) Work closely with Neighborhood Services, Building Department, Zoning Department and Health Department, to identify properties that are in violation of City Code and Ordinances and require the property owners to bring their property into compliance. ## EVALUATION CRITERIA: By meeting on a regular basis with members of each city department to share information on properties that are in violation and work together to monitor the progress of compliance. ACTIVITYD To identify and coordinate the removal of unsightly litter and debris, overgrown trees and shrubbery, abandoned vehicles, abandoned buildings and graffiti. ## EVALUATION CRITERIA: To coordinate the clean up of six (6) problem areas that create an adverse reflection of the neighborhood. ACTIVITY 3) To assist Crime Prevention in re-establishing the Neighborhood Watch program in the target area. ACTIVITY 4) To assist Crime Prevention in educating the citizens of the target area about crime prevention techniques. # EVALUATION CRITERIA: Make statistical information on reported crimes and clearance rates available to residents in the target area. The numbers of meetings attended where statistical information was provided. To maintain contact with the community leaders and Neighborhood Watch coordinators in the target area on a regular basis. To attend (2) two meetings with Crime Prevention personnel and community organizations/Neighborhood Watch groups to provide crime prevention techniques. Survey the participants of community meetings/Neighborhood Watch groups on a periodic basis. ## GOAL \#4 TO ASSIST THE STAFF IN THE DEVELOPMENT OF THE MOST EFFECTIVE COMMUNITY POLICING MODEL. THAT WILL BENEFIT THE DIVISION AND THE CITIZENS OF HAMPTON. Objective A: To provide the Division with the most recent information on the successes and failures of the South Wythe area community policing project. activity I) To research information on Community Policing projects in other cities that would impact the South Wythe area. activity I) To research training opportunities on Community Policing and make application to attend. activity 3) To develop contacts with Community Policing officers in neighboring jurisdictions and schedule on-site visits. activity 4) To make recommendations on the most effective Community Policing model. ## EVALUATION CRITERIA: To make on-site visits to other police agencies and view their Community Policing projects. To make application to attend training sessions on Community Policing. # K.E.E.P.S. ## HAMPTON POLICE DIVISION'S FLEXIBLE APPROACH TO COMMUNITY POLICING THE HAMPTON POLICE DIVISION IS COMMITTED TO PROVIDING THE HIGHEST QUALITY SERVICE TO OUR CITIZENS. ACTING IN PARTNERSHIP WITH THE COMMUNITY, WE WILL PROMOTE A RESPONSIVE AND FLEXIBLE APPROACH TO QUALITY OF LIFE ISSUES. To address Community Policing Issues and fulfil its mission the Hampton Police Division developed the concept of K.E.E.P.S. (Knowledge, Enforcement, and Enhancement for Public Safety). KEEPS is not a specific program within itself, but is the philosophy that exemplifies Hampton Police Division's commitment to Community Policing and links the Division's projects and programs to its goals and mission. The philosophy of KEEPS extends beyond specific projects and programs and has become an essential element in the support the Division provides to other City Departments and in the service every member provides to the community. Knowledge: Increase citizen's knowledge and awareness of Public Safety and Crime Prevention issues and activities through education and community relations programs. Enforcement: Work with citizens and other city departments to enforce Laws as well as City and State codes and ordinances. Enhancement: Through the development of better citizen/police relations, generate community pride in the various neighborhoods and work in a cooperative effort with other City Departments to enhance the quality of life in Hampton. Public Safety: The net result of the Division's Knowledge, Enhancement and Enforcement projects and programs and its coordinated efforts with other City Departments. By not being a single specific program provides KEEPS with the flexibility to adapt to the | | continuous changes that occur in Law Enforcement and Public Safety . The programs and projects of KEEPS will adjust to meet the changing needs of the City and its residents, and serve to guide the Hampton Police Division into the Twenty-first Century. | | --- | --- | | Community Policing Goal: | The overall goal of Hampton Police Division's Community Policing Strategy is to develop programs that will prevent and reduce the number of crimes occurring in the community. These programs are designed to: anticipate and recognize crime risks within Hampton, educate the citizenry on the risks, and initiate action to reduce and eliminate those risks. | | Community Policing Objectives: | The objectives of Hampton's Community Policing Strategy are to: | | | * Coordinate activities of the Police with the communities and other City Departments in the area of Crime Prevention, Public Safety, Community Education and Community Enhancement. | | | * Prepare and implement long and short range programs dealing with the prevention of crime and loss of property. | | | * Educate all Police personnel in the merits of participating in crime prevention efforts. | | | * Educate the general public, homeowners, business owners, churches, and schools in the advantage of planned programs designed to reduce the risk of crimes, increase public safety and provide optimum protection for dollars spent on various detection systems. | | | * Work with the Community Enhancement Task Force, Neighborhood Services and Public Safety Task Force in identifying and "targeting" neighborhoods that need special attention based on rates of crime and any other factor that impacts their quality of life. | | | * Coordinate programs in which civic, business, private groups, organizations, and individuals work toward a common goal of extensive community involvement in Crime Prevention, Community Education and Community Enhancement programs. | | | * Perform security surveys for homeowners, businesses, churches and schools upon request. | | | * Establish liaison with formal community groups whereby information may be conveyed to citizens on Crime Prevention, Community Education, and Community Enhancement programs. | | | * Analyze criminal activity and report such activity with recommendations on ways to reduce such activity, taking into account operational activities and responsibilities. | The City of Hampton has made Crime Prevention and Enforcement, Community Education, and Community Enhancement a high priority impacting the quality of life in Hampton. City Council has directed that emphasis be placed on developing more Neighborhood Watch groups and further reducing crime in Hampton. Crime Prevention, Community Education and Community Enhancement efforts have received excellent cooperation from all departments within the City. For example, Neighborhood Watch signs are installed on a high priority basis by the Department of Public Works, The Zoning Department, Building Department, and Fire Division respond expeditiously whenever a citizen, citizen's group, or police officer brings to their attention a public safety or crime hazard somewhere in the city, i.e., an empty house or garage that is used to conduct illegal activities, a house or building that may be surrounded by high grass or weeds and is used by juveniles to carry our illegal activities. ADOPT-A-SCHOOL: To complement the concept of "Partners in Education" (PIE), the Hampton Police Division has "adopted" all middle schools to provide positive police role models in every aspect of school activities. These uniformed officers volunteer to become a part of the school as an extension of our Officer Friendly Program in the elementary schools. (Publication \#7) OFFICER FRIE NDr: This program was first established almost a decade ago and funded by the Sears Foundation. All program materials and curriculum were developed locally by police and school administrators from kindergarten through third grades. After receiving national attention, the program became available and is now replicated in many other school systems. The program far exceeds drug education to include safety, general crime prevention and good citizenship. (Publication \#6) OPERATION PROM Arranged by the Virginia Alcohol Safety and Prevention Program (VAS AP), Hampton Police Officers meet with every Senior Level high school student the week of the Prom and lecture on subjects such as drinking, drunk driving, narcotic usage and how arrests would impact on insurance rates, family, college, employment, etc. Expert speakers and films are also included in the presentation. Hampton Police Officers also volunteer to help monitor and patrol designated "drug free" after prom party locations to minimize the expense of security and encourage drug free parties. At the same time, motels and other discreet locations were patrolled by plainclothes officers to discourage irresponsible drinking and assured consequences. (Publication \#5) LIFE FORCE. Targets the problem of teen drinking, and especially keg parties. Trained officers notify parents before or after the events of a suspected party and help monitor and take appropriate action related to these parties. # HIPP - HAMPTON INTERVENTION AND PREVENTION PROJECT This program is a cooperative effort of Hampton Police, Hampton City Schools, Alternatives Inc., the City, PTA, Community Services Board, United Way, and other community groups promoting drug free youth. In 1987 thb program was selected as one of the Top 20 School Based Programs in the country. MONTHLY MEETINGS - SUBSTANCE ABUSE COUNSELORS Enforcement People meet with Prevention/Treatment People. Officers meet at least once a month with Alternatives, Inc. who have a school based drug counseling program to assure our approach is holistic. Items discussed include: hangouts, referrals, approaches, truancy, drugs found versus drugs treated, alcohol distribution, etc. SAY NO CLUBS Alternative Inc. created these clubs that operate in the elementary schools and at several neighborhood locations. Annually, our Chief of Police and Superintendent of Hampton City Schools support the Mayors D-Day on Drugs with a community March Against Drugs. The clubs teach "3 Steps to Saying No" and build skills for resisting peer pressure and is designed by Alternatives Inc. SCHOOL ANTI-CRIME DETAIL This program began in 1980 to address the problems of truants committing burglaries. The program is now extended to the five middle schools and four high schools in Hampton, addressing issues such as substance abuse, youth violence, and associated criminal offenses. The School System provides these officers with vehicles, communications that transmit to each of the high schools, video surveillance equipment, cameras, and open access to any school. Each School Principal is available at any time to these officers. (Publication #8) TEACHER STAFF DEVELOPMENT - ORIENTATION Initiated for the first time in school year 1990/91, Staff Officers address-all high school teachers at the beginning of the school year to bring everyone up to speed on the current terminology and trends of drugs and community youth issues. Services offered by the Hampton Police Division are explained and teachers are encouraged to use the line of communications with the Police Staff Officer. ADMINISTRATIVE AIDE TRAINING Each of the four high schools employs two hallway monitors. Hampton Police provide annual and initial training to these aides in how to gather descriptions of suspects, how to provide surveillance of suspects, how to report suspicions to the police, etc. These Administrative Aides have been an invaluable source of information in addressing juvenile concerns. 2 + 2 + 2 This program begins at the Senior year of high school where a student receives two semesters of criminal justice study at New Horizons, referred to as the Hampton Campus. Satisfactory completion leads to two years of study and an Associates degree at Thomas Nelson Community College and then two years of study at Christopher Newport College and a Baccalaureate of Science degree. Although funded by fourteen local high schools, most of the instructors at the Hampton campus of this program are provided by the Hampton Police Division. POLICE CADET PROGRAM Local high school graduates too young to become police officers between the ages of 17-21 are given employment opportunities starting at a salary of $16,489 to accomplish police related tasks and minimally train for the position of Police Officer. At the age of 21 years, the Cadet must become a Patrol Officer or leave the program. KEEPS In the Community SPEAKERS BUREAU Our Crime Prevention Unit processes all requests and provide lecturers Division wide on varied subject matter areas. These speakers usually areT^rtified as instructors by the Bureau Of Criminal Justice Services or have been recognized as having specialized credentials. PLAINCLOTHES OFFICERS FOR SELECTED EVENTS Hampton Police Officers often provide surveillance to access problematic areas for enforcement in large gatherings of sporting, dance, or social events that are prone to violence. "Wilding" is such a crime that has been thwarted by this tactic. HAMPTON POLTCE EXPLORERS School aged children aged 14-18 with an interest in criminal justice meet routinely at Police Headquarters and are exposed through limited participation in police related activities. CHANNEL 5 BROADCASTS Hampton Police and The Hampton Schools System are currently producing a cable television series to inform the community of Divisional services and accomplishments. Channel 5 is a school information network which enables our department to demonstrate a true community partnership. NEIGHBORHOOD WATCH PROGRAM Our Neighborhood Watch Program is one of the largest in the country for a city of this size. Initially started in 1980, the program is the key to promoting community involvement in police activities. The estimated number of people actively involved in our Neighborhood Watch Program is 72,535 , with $54 \%$ of the City's 53,310 homes participating in 229 Neighborhood Watch Groups. NEIGHBORHOOD WATCH NEWSLETTER Quarterly, the Police Division develops and publishes the Neighborhood Watch Newsletters which is distributed to over 28,000 Hampton homes. Articles generally relate to home security and personal safety, crime statistics, protection of property, fraud, and other newsworthy information. NEIGHBORHOOD WATCH SEMINAR Annually, the Hampton Police Division sponsors a 1 day training seminar for approximately 250 representatives from the Neighborhood Watch groups. Training includes information on lighting, crime reduction, crime prevention and home security, police response, and community policing. The highlights of the seminar include candid testimonials from convicted convicts doing time in the state prison system. This part of the seminar strikes a vital personal safety note to the attendees. Prisoners are interviewed extensively prior to speaking at this seminar. CITIZEN AWARDS PROGRAM Citizens are recognized publicly with full media coverage for performing acts that assist the police in solving or preventing a crime or lead to the apprehension of a criminal. These citizens are presented a Letter of Appreciation and/or a framed certificate from the Chief of Police. TOURS OF POLICE HEADQUARTERS Interested citizens, individuals, or groups are given tours of the Public Safety Building. Tours are generally conducted by officers assigned to the Crime Prevention Unit. The tour provides a good overview of all aspects of police operations. **QHMELINE** The Crime Line Program promotes community involvement in apprehending known offenders. The Crime Line program has been a very effective tool in apprehending offenders. Since its inception, the Peninsula Crime Line tips have resulted in the arrest of 669 criminals, the seizure of illegal drugs valued at $573,170, and the recovery of property valued at $419,437. All rewards paid by Peninsula Crime Line Inc. come from public contributions. **CB RADIO PROGRAM** The Hampton Police Division monitors Channel 36 on the Citizens Band radio to provide immediate response to emergency assistance requests. CB users can speak directly to responding units equipped with CB radios. **WORKERS ON WATCH** All businesses with radio equipped vehicles to include PENTRAN, Virginia Power, taxi companies and construction companies, assist the police by notifying their dispatchers and in turn the Police Communications Center when workers see a crime being committed or see any suspicious circumstances or acts. **FALSE ALARM ACTIVATIONS** Whenever businesses have a pattern of improper use of burglar or armed robbery alarm systems, the Crime Prevention Unit works with the business to ascertain the cause and help correct the problem to prevent future false alarms. **BUSINESS SECT TRTTY PROGRAM** The Crime Prevention Unit meets with the management of chain stores and provides training to their employees on how not to become the victim of a typical crime. The Neighborhood Watch Area coordinators are notified of any criminal activity what is occurring in their area and are provided along with their Neighborhood Watch group, with enough information to help the police apprehend the suspect that may be committing these crimes. **CRIME HAZARD PROGRAM** The Crime Prevention Unit contacts each business establishment when an officer reports that a business establishment has its windows covered with advertisements that prevent the patrol officer from seeing activity taking place inside, or a poorly lighted establishment in an area that is prone to criminal activity. **MULTIPLE HIT PROGRAM** The Multiple Hit Program identifies commercial establishments that have been burglarized or robbed two or more times in the past 12 months; or are prone to multiple robberies and/or burglaries. Any establishment identified will receive increased patrol coverage, a security survey, and an offer of special assistance from the Crime Prevention Unit. **STTE PLAN REVIEW COMMITTEE** The Site Plan Review Committee is another innovative aspect of our crime prevention program. Members of the Police Division Crime Prevention Unit serve on this committee to make recommendations on doors, locks, glass, alarm systems, lighting and environmental design of commercial buildings and multiple dwellings during pre-construction phase. CHURCH WATCH PROGRAM The Church Watch Program organizes churches and congregation members to be vigilant of church properties. Parishioners of Church Watch groups are encouraged to make periodic checks of church property and report suspicious activity. Participating Church Watch congregations are encouraged to report suspicious activity at any church. FEAR REDUCTION PROGRAM The Fear Reduction Program was developed as he result of citizens in two neighborhoods of the city expressing their fear of unsolved crimes, speeding vehicles and loitering youths, in their neighborhoods. These neighborhoods were targeted to receive special emphasis to reduce the fear of the citizens. Members of the Police Division Crime Prevention Unit meet with those Neighborhood Watch Groups to rekindle their interest in the effectiveness of the Neighborhood Watch Program. At these meetings, crime statistics and data are shared with the citizens to assure them that crime in their area is no greater than other similar neighborhoods. Periodic surveys are conducted to determine fear level and to indicate where increased patrols through those areas to show more police visibility. Because of this program, citizen's anxieties about crime in their area have been reduced and the effectiveness of their Neighborhood Watch Groups has been noticed, and the lines of communications and a greater rapport the citizens and police have been strengthened. BUSINESS CRIME SEMINAR The Chiefs Breakfast with Businesses is an exceptional program wherein the Chief of Police periodically meets with business leaders and merchants that show a propensity of experiencing certain types of crimes. The Chief discusses ways to reduce the probability of those businesses being victimized. Merchants also get an opportunity to air their concerns to the Chief of Police. As a result, businesses are keen to preventing crime and are security conscious; and the police credibility is enhanced because the Chief of Police takes a personal interest in the problems of commercial business. CRIME PREVENTION TIP PROGRAM The Crime Prevention Unit prepares and distributes Crime Prevention Tip Cards to local hotels, motels, shopping malls and convention facilities during the summer months, holidays, and during local festivals and conventions. These Tip Cards provide useful information about local laws and ordinances, how and where to report crime and how to avoid potentially dangerous situations. PAL FAX (FAX INFORMATION NETWORK! The Police Division established a FAX Information Network called "PAL Fax" which enables the Police Division to provide expeditious correspondences to businesses which contain up-to-date information on criminal activities, crime trends and crime prevention tips. Possible information provided to the businesses could include BOLs (Be On the Look-out) for Robbery suspects, Shoplifting suspects, recent crimes that have occurred in their areas, and suggestions for countering current criminal threats. The Division's Crime Analysis Unit is responsible for sending out the Faxes whenever pertinent information is obtained. The only requirement for participating businesses are a local telephone number and a dedicated FAX line. FIELD OFFICES AND COMMUNITY POLICING CENTERS: The Hampton Police Division began this program in 1987 when the first Field Office was opened in thetincoln Park public housing community. The Division currently has 5 Field Offices and two Community Policing Centers located throughout the City. Each Field Office is provided to the Police Division at no cost by the property managers of apartment complexes, shopping areas, and public housing communities. Currently, there are three Field Offices/Community Policing Centers in housing areas/neighborhoods, three in apartment complexes, and 1 located in Coliseum Mall. A new Community Policing Center is being considered for a large shopping center. This response was developed to deal with high rates of crime and to reduce fear of crime in these communities. Police visibility is increased through random visits to Field Offices by district officers and detectives to complete reports and use the phone. Impacts are real and dramatic. Evaluations have shown decreases in crime rates and improved community relations. Fear of crime is reduced, ultimately improving the quality of life for residents. COMMUNITY ENHANCEMENT TASK FORCE In response to citizens' concerns in some neighborhoods in Hampton the Police Division developed and implemented a multi-agency Task Force, dedicated to enhancing community development, public safety, and health. The Task Force concentrates on resolving the problems that exist in pre-identified target areas, through crime and fire prevention programs, health programs, police operations (undercover and/or patrols), enforcement of existing state and city structure and zoning (land use) codes, and provide assistance and/or referrals for correcting code violations and community restoration. This Task Force enables participating city agencies to interact with citizens and allows them to be pro-active, instead of re-active, in helping the communities within the designated target areas maintain the basic qualities of life. As part of the program a Patrol Officer is assigned to each target area to act as a Liaison between the citizens and the Police Division, Task Force and other city agencies. Theses officers work with the residents on problem solving issues, order maintenance, crime prevention and enforcement of laws and ordinances. HOTEL/MOTEL INTERDICTION PROJECT In the war against drugs, Federal and State legislative efforts have had a dynamic impact on the profits from the sales of drugs through the forfeiture and seizure of the offender's personal assets. Too avoid this loss the drug trafficker has moved their business from their home and car to the Hotel/Motel room. To address this problem and the associated increase in crime in the Hotels and Motels the Hotel/Motel Interdiction project was developed. A good working relationship with the area Hotel and Motel personnel enables them to assist officers by identifying and reporting suspected drug activity. The Officers in-turn are proactive in aggressively patrolling these locations and regularly interact with the employees. VICTIM WITNESS PROGRAM The Victim/Witness Program is designed to assist victims and witnesses, especially those of violent crimes, with their involvement in the criminal justice system. The key aspect of the program is having someone make personal contact with the victim/witness of a case to determine if they require any special assistance. The serivces provded include answering any questions the victims/witnesses may have concerning court procedures, assisting the victims in filing for crime victim's compensation with the State, as well as coordinating transportation and/or lodging when needed. The Commonwealth Attorney's Office houses and administers the program, with primary functional responsibility resting with the Victim/Witness Coordinator. A Police Officer, designated by the Chief of Police, acts as the Police Division's Liaison and works closely with the Program Coordinator. The Liaison Officer is responsible to coordinate and identify all violent crimes which are reported to the Division and ensures that copies of crime reports are provided to the Victim/Witness Program Coordinator. The liaison officer is also responsible for arranging transportation for victims and witnesses as required, and verifss the State's Crime Victim's Compensation Police Report Form is completed by the investigating officer, which will aid the victim in receiving financial assistance from the State in a timely manner. PUBLIC SAFETY TASK FORCE The Public Safety Task Force consists of representatives of the Police Division, Building Department, Zoning Department, Fire Division, Traffic Engineering, Neighborhood Services and Emergency Management. The task force meets twice a month to address various public safety issues and community concerns. The association and interaction of these departments and functions has greatly enhanced the city's ability to respond to problems more effectively and decisively, providing obvious improvements in Public Safety and the quality of life within Hampton. HABITUAL OFFENDER PROGRAM This project is a cooperative effort between the Hampton Police Division and the Department of Motor Vehicles and was designed to enable officers to identify and apprehend their most blatant habitual offender motorists. In Virginia a Habitual Offender is a driver who has demonstrated such blatant disregard for traffic laws that their license have been revoked by Court Order for 10 years. For a person to continue to drive in violation of the Court Order, after being certified as a Habitual Offender, is a felony. The Hampton Police Division originated this project in 1989 and now over 100 Law Enforcement agencies around the state are participating in it. SAFETY ROADCHECKS The Police Division regularly conducts three types of Roadchecks in the interest of Public Safety; Sobriety, Traffic Safety and Occupant Protection. Sobriety Checkpoints are used to impact on all drivers and are designed to identify drunk and impaired drivers as well as create the perception that drivers run an increased risk of coming into contact with the police if you drink and drive. Traffic Safety Checkpoints are used to impact on drivers that do not properly maintain their vehicles or are operating them improperly (i.e. no operators license or vehicle registration). This type of road check has also been successful used in specific locations to provide increased police visibility, interaction with the residents and deter the criminal element that use the area for thier illegal activities. Its not unusual for these roadchecks to yield arrests for illegal drugs, weapons violations, Habitual Offenders and outstanding warrants. The Occupant Protection Checkpoints are designed to approach the enforcement of seatbelt laws in a positive manner. At these checkpoints motorists that are wearing thier seatbelts are given token items (pens, Frisbees, key chains, etc) as thanks from the Hampton Police Division. Motorists that are not wearing their seatbelts are reminded of the law and are given a brochure on the benefits of wearing seatbelts. HEAT (Help Eliminate Auto Thefts HEAT is a State Police Auto Theft Elimination Program which is supported by the Hampton Police Division. The program's aim JS to reduce the number of auto thefts that occur in the state by educating the public and providing them with an auto theft hotline. The hotline provides citizens with a means to provide information about auto thefts anonymously. LOJACK LOJACK is an anti-theft device that when activated enables the Police to track and locate stolen vehicles that are equipped with it. The system was activated for Virginia in July and four of Hampton's patrol units are equipped with the tracking computers. These units are capable of detecting and tracking a LOJACK equipped stolen vehicle within a 12 to 35 square mile area. COMMUNITY GROUPS There are a large number of community civic and professional groups, neighborhood watches, businesses, and other groups supporting our crime prevention and community education efforts. * There are at least twelve community groups participating, such as the Veterans of Foreign War, American Legion, Exchange Clubs, Hampton Junior and Senior Women's Clubs, Lion's Club, Rotary Club, Kiwanis Club, Peninsula Aid to the Aging, Alternatives, Inc. Boy Scouts, Girl Scouts, local military wives clubs and local PTA groups. * Currently there are 229 Neighborhood Watch groups totaling 28,857 of the city's homes or more than $54 \%$ of the homes in the City of Hampton involved in Neighborhood Watch groups. * There are two major business groups participating in the crime prevention program; they are the Peninsula Retail Merchants Association and the downtown Hampton Retail Merchants Association. DEGREE OE PARTICIPATION The degree of participation in Hampton's Crime Prevention Program by citizen groups and the general public is remarkable. * Citizen groups and organizations such as, the Veterans of Foreign Wars, American Legion, Exchange Clubs, etc. have donated funds to various crime prevention projects. * Volunteers provide technical expertise in the production of newsletters and posters. * Many citizens have organized a group which uses C. B. Radios to report accidents, crimes and suspicious activities to the police. * Each year, the Exchange Clubs of Hampton select and honor the Officer of the Year, Rookie of the Year, Auxiliary Police of the Year and Civilian of the Year in a club sponsored awards banquet.