Theetge’s Attorney Announces Appeal and Lawsuit Against Mayor and City Manager

When Cincinnati Police Chief Teresa Theetge learned she had been fired not through official channels but from a news report, it sparked a chain reaction that now reverberates far beyond Hamilton County’s courthouse steps. Her attorney, Stephen Imm, stood before cameras on Fox 19 just days ago and laid out a clear path forward: an appeal of the city manager’s decision, a lawsuit against Mayor Aftab Pureval and City Manager Sheryl Long, and a demand for an impartial hearing. This isn’t merely a personnel dispute; it’s a collision of leadership styles, political pressures, and questions about due process that strikes at the heart of how major cities manage their public safety institutions.

The context matters deeply here. Chief Theetge had served 35 years with the Cincinnati Police Department, a tenure that spanned eras of policing reform, community tensions, and evolving public safety challenges. According to the investigation conducted by Frost Brown Todd—a firm hired by the city—their report criticized what they termed an “old school approach” that led to departmental silos, where units competed rather than collaborated for talent and resources. Yet Imm countered this narrative forcefully, emphasizing that Theetge had never received a negative performance review or faced disciplinary action during her decades of service. He pointed instead to political motivations, alleging that Mayor Pureval had framed the choice to City Manager Long as an ultimatum: fire the chief or risk being fired herself, a claim tied to concerns over high-profile crime and an upcoming election cycle.

This situation echoes other recent controversies in Ohio’s public safety leadership. Imm drew a direct parallel to the firing of former Cincinnati Fire Chief Michael Washington, whose wrongful termination lawsuit was ultimately upheld in federal court. That precedent suggests courts may scrutinize closely whether procedural safeguards were followed—especially given Imm’s claim that a recording of the disciplinary meeting between Long and Theetge will be released, one he says will prove the allegations of insubordination, inefficiency, unsatisfactory performance, and dishonesty were baseless. For residents watching from neighborhoods like Over-the-Rhine, Clifton, or along the Ohio Riverfront, the outcome could influence trust in how city hall handles leadership transitions in critical departments.

The geographic specificity of Cincinnati adds another layer. This is a city defined by its topography—the hills surrounding the basin, the iconic Roebling Suspension Bridge connecting to Kentucky, the revitalized Fountain Square downtown, and the historic Findlay Market. It’s also a place where neighborhood identities run deep, from the German heritage of Over-the-Rhine to the riverfront industries that once lined the banks. When the police chief’s office becomes entangled in political narratives, it affects not just precincts on Reading Road or Eden Park Drive, but the sense of safety and stability in communities that rely on consistent, apolitical law enforcement leadership. The debate over policing styles—traditional versus more collaborative, data-informed models—isn’t abstract here; it plays out in real time on streets like Vine and Ninth, where community policing initiatives have sought to bridge divides.

Given my background in analyzing how institutional decisions ripple through urban communities, if this trend of politically charged public safety leadership changes impacts you in Cincinnati, here are the three types of local professionals you need to understand:

First, seek civil rights attorneys with expertise in municipal employment law. These professionals specialize in cases involving due process violations, political retaliation, and discrimination claims against government employers. Look for those admitted to practice in Ohio’s federal district courts, with a track record in Section 1983 actions or Ohio Civil Rights Commission proceedings, and who understand the nuances of collective bargaining agreements that often govern police and fire personnel.

Second, consider public administration consultants focused on police organizational reform. These experts help departments navigate transitions in leadership while addressing structural issues like siloing, resource allocation, and inter-unit collaboration—precisely the concerns raised in the Frost Brown Todd report. Ideal candidates will have experience working with mid-sized metropolitan police departments, familiarity with Ohio Peace Officer Training Council standards, and a background in implementing community-oriented policing strategies without compromising operational effectiveness.

Third, engage local government ethics advisors or municipal law specialists. As allegations swirl about potential quid pro quo pressures between the mayor’s office and city management, these professionals can clarify the boundaries of appropriate political influence over administrative decisions. Seek those with experience advising Hamilton County municipalities, knowledge of Ohio’s ethics laws and public records statutes, and a history of providing guidance on avoiding even the appearance of impropriety in personnel matters.

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