Chicago Police DepartmentSpecial Order S02-03-02
District-Level Strategies to Combat Chronic Crime and Disorder
Issue Date:18 April 2016Effective Date:18 April 2016
Rescinds:08 January 2009 Version of S02-03-02
Index Category:Human Rights and Community Partnerships
I.Purpose
This directive describes various district-level strategies to combat chronic crime and disorder that district commanders can utilize to support implementation of the Department's community relations strategy.
II.District-Level Initiatives
  • A.The Department offers a variety of district-level initiatives which are components of the community relations strategy. The following programs are not required but are offered for district commanders as a resource to facilitate and assist in the implementation of the Department's community relations strategy.
  • B.Community-Orientated Interactions
    • 1.Block Clubs
    • 2.National Night Out
    • 3.Positive Loitering and Cook-outs
    • 4.Prayer Vigils and Peace Circles
    • 5.Neighborhood Clean-ups
    • 6.Sports Leagues
    • 7.Community Focused Safety Events
  • C.Community Seminars and Forums
    • 1.Citizens/Police Academy
    • 2.Senior Safety Ambassador Training
    • 3.Crime-free Business Seminars
    • 4.Campus Safety Seminars
    • 5.Youth Forums and Teen Sessions
    • 6.Child Safety Seat Courses
    • 7.Domestic Violence Awareness Seminars
III.District-Level Strategies
  • A.District-Level Strategies Guidelines
    • 1.District-Level Strategies:
      • a.identify and prioritize chronic crime and disorder problems into the following categories:
        • (1)Violence Reduction, which identify strategies to address priority violent crime problems.
        • (2)Non-Violent-Crime Reduction, which identify strategies to address non-violent crime or quality-of-life problems which might be emerging or chronic.
        NOTE:
        The chronic crime and disorder problems identified through the District-Level Strategy process will be independent from the identified Impact Zones or Compstat-identified areas of concern.
      • b.provide analysis of the underlying conditions or causes which contribute to, and prevent the elimination of, these emerging and chronic problems.
      • c.contain strategies to mobilize Department, City, and other government and non-governmental resources, and the community at large, through the District Advisory Committee (DAC), to address these underlying conditions.
      • d.communicate how Department resources, both district and specialized units, are used by the district concerning the identified priority problems.
      • e.identify management issues to ensure that Department resources are being used to their full potential.
    • 2.District commanders are responsible for the analysis, development, approval, implementation, and discontinuation of their district-level strategies. The district-level strategies will be:
      • a.developed at the District Strategic Management Meeting.
      • b.based on priority problems identified by the district management team and the community.
      • c.maintained, analyzed, or modified as necessary
    • 3.Documentation of the analysis and development, assessment of progress, and post-implementation analysis components of the district-level strategies will be accomplished by preparing the appropriate sections of the District-Level Strategy form (CPD-21.231):
      • 1.The analysis and development section:
        • a.identifies the district priority problems, their nature, the extent of the underlying causes, and associated problems.
        • b.documents the analysis of the problem.
        • c.outlines the projected outcomes and anticipated progress.
        • d.identifies strategies to accomplish the projected outcomes.
      • 2.The assessment of progress section:
        • a.documents the progress made toward accomplishing the projected outcomes.
        • b.identifies management issues to ensure Department resources are used to their full potential.
        • c.documents analysis of strategies and a recommendation that the district-level strategies be continued, revised to implement redeveloped strategies, or discontinued as determined by the district commander.
      • 3.The post-implementation strategy analysis section:
        • a.outlines the maintenance strategies identified to promote the continuation of the reduction or elimination of the problems identified.
        • b.provides the final analysis, evaluation, and closure of the District-Level Strategy.
  • B.District-Level Strategy Development
    • 1.Identify District Priority Problems and Associated Activities
      Establishing district priority problems ensures that those problems which are most prevalent and harmful receive the most attention on a consistent basis. District priority problems reflect common problems or themes identified over a geographical area which may encompass several beats. The priority problems guide how district resources should be used, what resources above the district level should be requested, and in what order. The district-level strategies identify common themes that exist among the problems and are used to develop a district priority problem statement that reflects those major issues of concern.
    • 2.Analyze District Priority Problems
      Once the nature and extent of the priority problems are identified and the underlying causes are examined, an analysis of the identified priority problems will be conducted. This analysis may include information provided by management team members; statistical or other analytical information; community concerns and information about underlying causes and conditions that are hampering the effectiveness of long-term efforts to eliminate the problem. This analysis leads to the development of a clear and complete description of the current state of each district priority problem.
    • 3.Develop Projected and Expected Outcomes
      Projected and expected outcomes are developed to anticipate the effect the implementation of the district-level strategies will have in addressing the priority problem. The statements focus on both qualitative and quantitative anticipated improvements at all levels and changes in the problem's underlying causes or conditions.
    • 4.Develop Strategies
      Strategies are developed to accomplish the projected and expected outcomes. The strategies describe the steps to be taken, whose responsibility it is to ensure implementation, and the projected completion time line. The strategies also describe how Department, community, and City resources will be mobilized to address underlying causes and conditions.
    • 5.Develop Maintenance Strategies
      Maintenance strategies are developed to ensure the progress made by the implementation of the district-level strategies are not lost with the reduction or removal of Department resources. Well developed maintenance strategies will continue the progress made toward the reduction or elimination of the prioritized problems after the discontinuation of the district-level strategies.
    • 6.Approval
      Following the development, district commanders will review and approve the district-level strategies.
    • 7.Implement Strategies
      District commanders will ensure that the agreed-upon strategies are implemented. Members assigned responsibilities for implementing aspects of the district-level strategies, as determined by the district commander, will submit required reports documenting any actions taken.
    • 8.Evaluate Progress
      Information will be collected to measure and evaluate the progress toward accomplishing the projected and expected outcomes.
    • 9.Post Strategy Analysis / Final Evaluation
      District commanders will conduct a post strategy and final evaluation of the district-level strategies. This evaluation will include reviewing the effectiveness of the completed strategies and statistical analysis of the priority problem. The discontinuation of the district-level strategies will be approved by the district commander.
  • C.District commanders will organize and conduct a District Strategic Management Meeting which will:
    • 1.be comprised of the:
      • a.district commander, who will serve as the meeting chairperson.
      • b.district executive officer (XO).
      • c.tactical lieutenant.
      • d.community relations sergeant.
      • e.DAC chairperson.
      • f.watch operations lieutenants, district station supervisors, field supervisors, community members, or other district personnel identified by the district commander (e.g., District Intelligence Officers).
      • g.additional resources identified by the district commander, including the Community Relations Area Coordinators and Area youth Services Coordinators.
    • 2.identify priority problems, problem-solve, and formulate strategies to be incorporated in the development of the district-level strategies.
    • 3.provide a forum to confer and share information for the development, assessment, and monitoring of the district-level strategies.
    • 4.address management issues in relationship to the priority problems identified in the district-level strategies.
    • 5.address community-concern issues.
    NOTE:
    District Strategic Management Meetings should be held, at minimum, bi-monthly to evaluate the progress and success of identified strategies and to make a determination on the need to continue.
  • D.Responsibilities
    • 1.The community relations sergeant will:
      • 1.provide to the district commander, prior to the District Strategic Management Meeting, a list of priority problems identified at Beat Community Meetings and from Community Concerns and other databases.
      • 2.attend the District Strategic Management Meeting and provide input concerning:
        • a.progress made in addressing problems identified in the district-level strategies since the last meeting.
        • b.issues and problems identified by the Beat Community Meetings.
        • c.identified resources needed to support the district-level strategies.
      • 3.develop strategies that will utilize the resources of the community relations office.
      • 4.provide the district commander with recommendations to continue, modify, or discontinue the district-level strategies, as necessary.
      • 5.file, manage, and maintain the district-level strategies documentation.
      • 6.inform community members of the identified priority problems of the district-level strategies.
      • 7.complete and sign Intra-Departmental Support Service Request forms to request outside support unit assistance for implementation of priority strategies and submit the formset(s) to the district commander for approval.
    • 2.District executive officers, tactical lieutenants, watch operations lieutenants, and station supervisors will:
      • 1.communicate issues discussed at the District Strategic Management Meeting to members of the affected beat officers.
      • 2.develop missions that use the available district personnel consistent with the priority problems identified in the district-level strategies.
      • 3.implement strategies that are consistent with the district priority problems identified in the district-level strategies.
      • 4.identify outside support unit assistance for the implementation of priority strategies and submit a Intra-Departmental Support Service Request forms to the community relations sergeant.
    • 3.District commanders will:
      • 1.ensure that the District Advisory Committee (DAC) chairperson provides information that identifies community views on the district's emerging and chronic crime and disorder problems and their underlying causes, and suggest possible community strategies to address these problems. This information will be considered when establishing district priority problems and developing the district-level strategies.
      • 2.ensure Department equipment and materials necessary to implement the strategies are readily available.
      • 3.review, approve, and forward submitted Intra-Departmental Support Service Requests.
      • 4.review responses to Intra-Departmental Support Service Requests previously submitted to ensure that the requests have been acknowledged and appropriate action has been taken by support units.
    • 4.Area deputy chiefs will review their respective area’s district-level strategies, ensuring that:
      • a.a comprehensive approach is being taken to address broad-based problems that affect the district and area.
      • b.district crossover or area-wide concerns are identified and a comprehensive response is developed.
Authenticated by: KC
Eddie T. Johnson
Superintendent of Police
15-084 MWK/RWN