CHICAGO POLICE DEPARTMENT LOOKS TO THE FUTURE
|
|
In 2016, the City of Chicago’s Police Accountability Task Force
reported on
the need for fundamental reform of the
Chicago Police Department
(CPD). Shortly thereafter, in January of 2017, the U.S. Department of Justice
found that
the Department had engaged “in a pattern or practice of using force, including deadly force, in violation of the Fourth Amendment of the Constitution.” These reports have catalyzed large-scale changes to every aspect of CPD’s operations. At the same time, the City of Chicago and State of Illinois are entering into a court-enforced “consent decree” specifying significant further changes that are required for CPD to provide for the safety of everyone – police and residents – in Chicago.
Transforming one of the nation’s largest police departments is a monumental, complex task, requiring a clear vision and detailed strategy. With support from Civic Consulting Alliance and our
pro bono
partners — including
Bain
,
The Boston Consulting Group
and the
Zeno Group
— the Chicago Police Department created the
CPD Strategic Plan
, a
three-year strategy for the Department. The Plan will guide the Department’s implementation of requirements under the consent decree and develop a Department all Chicagoans can respect. On January 8, 2019, Superintendent Eddie Johnson announced the release of the Department’s plan as the centerpiece of his speech at the City Club.
“Our new strategic plan reflects the input, collaboration and feedback of hundreds of frontline officers, CPD leadership, community members and policing experts,” said Superintendent Johnson. “With the strategies and goals in this plan, we can continue to make CPD a department that all of Chicago can be proud of.”
The plan begins with a vision statement — the Department’s first — and an updated mission and values statement, around which reform will be pursued. Together, the vision, mission, and values describe what success looks like for CPD, how CPD will work to achieve that success, and the characteristics of an exemplary CPD officer.
Input from more than 900 members of the Department – including a majority of the command staff and representation from all ranks and Bureaus – and community input documented in the
Community Policing Advisory Panel's 2017 report
informed the creation of the vision, mission, and values.
|
|
The plan is built around four goals: Public Safety, Community Trust, Professional Development, and Operational Excellence. Multiple initiatives support each goal. In total, the Department will execute more than 80 initiatives over the next three years. Major projects include:
- Revising and expanding Crisis Intervention Training so officers can support and protect individuals experiencing a mental health crisis;
- Developing an internal leadership training program to create a clear pipeline of talent within CPD;
- Creating Detective Area Technology Centers across the city to provide Detectives a space to process and analyze evidence more quickly.
The Department leaders responsible for implementing each initiative were instrumental in developing the core work, incorporating ideas from executive staff across the organization along with input from front-line officers, policing experts, police agencies from across the country, and community organizations. While many initiatives outlined in the plan are already underway, more are slated to begin throughout 2019 and 2020.
Management of Chicago Police Department’s ongoing reforms, which include implementation of the Consent Decree, will be led by CPD’s recently established Offices of Reform Management and Strategy, which report directly to the Superintendent.
"
This is an exciting step in a longer process that will include new hires, data dashboards, and project implementation," said Maurice Classen, CPD's Director of Strategy. "We’re on our way thanks to the work of the Civic Consulting Alliance."
|
|
FELLOW SPOTLIGHTS: JULIE KNOWLES AND JEREMY LEON
|
|
Julie Knowles worked with Civic Consulting Alliance from August to December 2018 as a fellow from
Bain
. Jeremy Leon worked with Civic Consulting Alliance from October to December 2018 as a fellow from
CIBC
.
What project work were you involved in during your time at the Civic Consulting Alliance?
Jeremy Leon:
While at the Civic Consulting Alliance I worked with West Side United, a collaborative of six hospital systems on Chicago’s West Side working to build community health and economic wellness through 10 priority initiatives. My work centered on West Side United's education initiative, which is one of the 10 priority areas. Specifically, I helped develop the collective’s education strategy, which will lay the groundwork for how West Side United can leverage the resources and capabilities of its member hospitals to impact education outcomes and student health in West Side schools.
Julie Knowles:
I worked with the Chicago Police Department to support its Office of Community Policing. The Office's goal is to ensure that the Department maintains focus on community policing at every level. My work focused on documenting and categorizing all current community policing initiatives within the Department and identifying potential metrics to track community policing outcomes.
What will you take away from your time at Civic Consulting Alliance?
JL:
One thing I came to really appreciate is the power of collective impact. It’s hard to make change in silos. To impact communities, it’s important to align resources, energy, and human capital across institutions, across sectors, and across stakeholder groups.
JK:
My time at Civic Consulting Alliance really highlighted the unique opportunities and challenges of working with government organizations, in comparison to working in the private sector.
How has your time at Civic Consulting Alliance helped you develop professionally?
JL:
I think that the most important tool Civic Consulting Alliance gave me was how to think through a long-term lens, and develop intermediate processes to move toward those objectives. While thinking about macro issues such as education, it was important to have a long-term vision, but also to establish short-term goals and milestones to move towards that vision.
JK:
I started working at Bain right after I graduated from college, so working with a public sector entity like the Chicago Police Department broadened my perspective about the different ways consultants can support organizations in creating impact.
Civic Consulting Alliance Fellowships are full-time positions that last between three months and a year. In every case, Fellows are integrated into project teams for a unique professional development opportunity. Please visit the
Fellowships
page on our website to learn more.
|
|
IN OTHER NEWS...
- Five Civic Consulting Alliance pro bono partners - Advance Illinois, Deloitte, EY, Mayer Brown and McKinsey - worked with more than 300 committee members and Illinois Governor-elect J.B. Pritzker's team to lead 11 transition committees as part of Governor Pritzker's transition.
- The Chicago Department of Family and Support Services was featured in Governing Magazine for their work to create and implement a strategic framework and become more outcomes-oriented. Civic Consulting Alliance supported DFSS in creating the framework in 2016.
|
|
|
|
|
|
|