Chicago Police DepartmentGeneral Order G02-03
Community Relations Strategy
Issue Date:15 September 2017Effective Date:15 September 2017
Rescinds:18 April 2016 Version
Index Category:Human Rights and Community Partnerships
I.Purpose
This directive sets forth the Department’s community relations strategy.
II.Community Relations Strategy
  • A.The goals of the Department's community relations strategy are to:
    • 1.promote safe communities by reducing crime, particularly violence.
    • 2.build and foster a true collaborative partnership through positive engagements and public trust between the Department and the community.
    • 3.engage in comprehensive problem solving with the community to reduce crime, particularly violence.
  • B.To achieve these goals, the Department will:
    • 1.approach all interactions with the public as opportunities to enhance the perception of law enforcement and build upon public trust.
    • 2.implement strategies at the beat, district, and area level to combat emerging and chronic crime issues and neighborhood disorder.
    • 3.ensure unified and effective implementation of the community relations strategy by relentless follow up.
III.Transformational Changes in Organizational Structure
  • A.Decentralized Implementation
    • 1.The Department recognizes that the unique and diverse nature of the City requires individualized solutions that are inclusive of all elements of each community.
    • 2.Area deputy chiefs and district commanders have the autonomy to address the specific concerns of the communities they serve and to use available personnel and discretionary resources under their command to target crime or emerging violence.
    • 3.District commanders are responsible for implementing strategies and tailoring techniques that are unique to the district's crime conditions to provide a more localized approach to problem solving and crime reduction.
  • B.Geographic Responsibility
    • 1.Maintaining beat assignment integrity allows assigned members to better recognize emerging crime trends and community issues that are most prominent on their beats. Beat assignment integrity gives officers assigned to a beat the autonomy to engage with the community, a stake in their assignment and the area they serve, and a sense of pride in realizing the goals revolving around crime suppression on the beat.
    • 2.Beat assignment integrity promotes positive engagement with the community and offers members an opportunity to develop lasting positive relationships with the public they serve. Maintaining beat assignment integrity offers the community consistency in outreach, engagement, and Department member attendance at Beat Community Meetings and community events.
    • 3.Supervising sergeants have the final authority regarding dispatching of their police officers and directing resources under their command. This active engagement from mid-level supervisors yields a reduction of calls for service thus freeing up officers and allowing them to have more discretionary time to interact with community members on their beat.
    • 4.This structure encourages accountability for crime levels and community engagement in a member's geographic area of responsibility which can be reviewed through the CompStat process.
IV.Principles of the Community Relations Strategy
  • A.Procedural Justice and Legitimacy
    • 1.The Department will continue the practice of employing the concepts of Procedural Justice and Legitimacy with a focus on:
      • a.Giving others a voice (listening);
      • b.Neutrality in decision making;
      • c.Respectful treatment; and
      • d.Trustworthiness.
    • 2.When police officers give community members a voice (listen) and are objective and respectful, police officers gain the trust of the community.
    • 3.All interactions with members of the public will be conducted with the upmost respect and courtesy and be based on the concepts of Procedural Justice and Legitimacy. During each interaction, Department members will strive to attain the highest degree of ethical behavior and professional conduct at all times.
  • B.Community Engagement and Partnerships
    • 1.It is the responsibility of all Department members, regardless of rank, position, or unit of assignment, to positively engage members of the community with the goal of fostering productive relationships and a collaborative effort to promote safe communities.
    • 2.The Department continues its open dialogue with the community as an opportunity to share experiences and identify differing view points. These dialogues will be productive, based in facts, and continuous; not occurring just in times of crisis. The Department will work with the community to identify their concerns, develop effective crime prevention activities, and coordinate the collaborative response.
    • 3.Strong police-community relationships will promote effective crime reduction and safe community environments.
    • 4.The Department has established a variety of community partnerships and engagement strategies which are designed to encourage positive community interactions and relationships. These strategies include, but are not limited to:
      • a.Enhanced Communications
        • (1)Post-Event Communication
          Phone trees will be established in which key community leaders are called and brief meetings are held between the prominent community members and command personnel after any type of incident that may require immediate community notification or circulation. It is important to build these relationships prior to the occurrence of an incident.
        • (2)Robust Media Communication
          The Department will use traditional media (print and broadcast), social media, and the Department's official community Webportal, located at www.chicagopolice.org, to continually communicate with the public. This communication must strike a delicate balance between protecting the investigation and keeping the public well-informed. The dissemination of criminal investigation information, including police-involved shootings, will be accurate and timely.
      • b.Youth Councils
        Youth Councils will be established to expand the opportunities for positive interactions between Department members and young people within the community and will specifically address youth-based problems, solutions, and activities. Participants in these councils will include district supervisory personnel, beat officers, prominent members of the community, and young people within the community seeking a positive change in their environment and to contribute to safe and prosperous communities.
      • c.Enhanced Procedural Communication
        The Department is committed to communications between investigators and victims of crime and those who make allegations of misconduct. This communication will be strictly monitored and enforced by supervisory personnel, with the understanding that information sharing may be diminished due to the pressing needs of the criminal investigation.
      • d.Beat Community Meetings and District Advisory Committee (DAC)
        Two key mechanisms for building partnerships with the community on the district level are Beat Community Meetings and the District Advisory Committee (DAC). Department members will refer to the Department directive entitled "Beat Community Meetings and District Advisory Committee (DAC)."
      • e.District-Level Strategies and Community Interactions
        District-level planning and implementation of strategies provide for a localized and specific approach to problem solving and crime reduction. Department members will refer to the Department directive entitled "District-Level Strategies to Combat Chronic Crime and Disorder."
      • f.Ride-Along Program
        The Ride-Along Program affords individuals the opportunity to personally observe patrol operations. This program is outlined in the Department directive entitled "Ride Along Program."
      • g.Peer Jury Program
        The Peer Jury Program is a juvenile intervention and prevention program designed as a collaborative, community-based partnership among neighborhood youth and their parents, the Department, the Juvenile Justice Division of Cook County, adult and teenage volunteers, local area businesses, and community leaders. Department members will refer to the Department directive entitled "Peer Jury Program" and the Peer Jury Manual (CPD-24.472).
      • h.Drug Abuse Resistance Education (D.A.R.E.) Program and Gang Resistance Education and Training (G.R.E.A.T.) Program
        • (1)The D.A.R.E. program is taught by Department members with the objective of helping fifth and sixth grade students recognize and resist the many direct and subtle pressures that may influence these young people to experiment with alcohol, tobacco, marijuana, inhalants, or other drugs or engage in acts of violence. The non-core curriculum is presented to kindergarten through fourth grade students. Department members will refer to the Department directive entitled "Drug Abuse Resistance Education (D.A.R.E.) Program."
        • (2)The G.R.E.A.T. program is taught by sworn Department members with the objective of helping young people become responsible members of their communities by teaching and reinforcing how to set realistic goals, resist pressures, positively resolve conflicts, and truly understand how gangs impact the quality of life in any community, regardless of the economic level. Department members will refer to the Department directive entitled "Gang Resistance Education and Training (G.R.E.A.T.) Program."
      • i.Gun Turn-In Program
        The Gun Turn-In Program offers an opportunity for participants to turn-in firearms, B-B guns, and replica weapons to Department personnel. This program is outlined in the Department directive entitled "Gun Turn-In Program."
      • j.Troubled Buildings Program
        The Municipal Code establishes an administrative system to address property owners and managers who encourage or permit unlawful drug and gang activities and related offenses to occur on their property. This program is outlined in the Department directive entitled "Municipal Drug and Gang Enforcement Program."
      • k.Community Area Response Teams (CART) and Wrap Around Services
        This program combines the efforts of police, community members, and other governmental and non-governmental agencies to reclaim, mobilize, revitalize, and maintain a community after a successful narcotics takedown and street corner conspiracy cases. The goal is to ensure that community members take back their respective neighborhoods and maintain a safe environment. This program is outlined in the Bureau of Patrol Special Order entitled "Community Area Response Teams (CART) and Wrap Around Services."
      • l.Trespass Affidavit Program
        The Trespass Affidavit Program is a tool to prevent, detect, and take necessary enforcement action regarding narcotics, prostitution, and other illegal activity occurring in lobbies, stairwells, basements, and other common areas of privately owned buildings. This program is outlined in the Department directive entitled "Trespass Affidavit Program."
      • m.Crisis Response and Recovery Program
        The Crisis Response and Recovery Program is a collaboration of the Department, the Chicago Department of Public Health, and Chicago Survivors. This program provides advocacy services to murder-victim family members as outlined in the Department directive entitled "Crisis Response and Recovery Program."
      • n.Use of Social Media Outlets
        • (1)The Department participates in various neighborhood based social media outlets that have a community outreach aspect to aid in building stronger and safer communities (e.g., EveryBlock, NextDoor Program). If a unit commanding officer wishes to participate in a social media network that the Department does not currently use, a request will be made to the Information Services Division.
        • (2)Twitter Program
          The Twitter Program allows identified volunteer members in participating districts to maintain and update a district-specific authorized Twitter account and use the account to communicate with and engage members of the community in this casual forum. This program is outlined in the Department directive entitled "Social Media Outlet:Twitter Program."
  • C.Problem-Solving Policing
    • 1.The Department is committed to reducing crime, particularly violence, in all communities by utilizing a problem-solving approach to policing. Using this approach, community issues and crime incidents are examined in order to identify their roots, develop new preventative methods for addressing the issues, and encourage a proactive and comprehensive approach to problem-solving policing and community relations.
    • 2.Problem-solving policing requires that police officers and members of the community work cooperatively in the following manner to:
      • a.identify problems which cause concern for the community and the police.
      • b.determine the causes and develop possible solutions to these problems.
      • c.implement the best course of action.
      • d.regularly evaluate and assess effectiveness.
    • 3.All problem solving techniques will incorporate the Gang Violence Reduction Strategy.
V.Responsibilities
  • A.Department-wide Responsibilities
    • 1.All Department personnel will positively engage members of the community throughout their tour of duty to reduce violent and overall crime.
    • 2.All command personnel will ensure the overall management, monitoring, auditing, and support of the implementation of the Department's community relations strategy for the bureaus/units under their command. This support will include, but is not limited to:
      • a.coordinating and responding to Intra-Departmental Support Service Requests (IDSSR) and responding to requests for resources and additional support.
      • b.designating unit members to attend meetings or other community events.
      • c.ensuring that members under their command proactively engage the community and conduct non-enforcement encounters.
      • d.consulting with the Deputy Chief, Community Relations Division, to recommend modifications in the implementation of the Department's community relations strategy or unit-level participation.
    • 3.Unit commanding officers, Department-wide, will review the current district-level strategies of each district for which they have geographical responsibilities, for the purpose of:
      • 1.recommending unit-specific strategies, use of unit resources, or additional district strategies to supplement the effectiveness of the strategies, and
      • 2.providing the necessary unit resources and support for the successful implementation of the strategies.
  • B.Bureau of Patrol
    • 1.While the community relations strategy of each district and area will be unique to the communities it serves, the Deputy Chief, Community Relations Division, has the authority and responsibility to establish additional guidelines and protocols in an effort to promote a consistent and efficient implementation of the Department's community relations strategy. The Community Relations Division Intranet website acts as a supplement to the guidelines and policies set forth in this directive and is comprised of:
      • 1.additional procedural guidelines Department members will adhere to in the implementation of the Department's community relations strategy.
      • 2.resource documents designed to assist Department members to better fulfill their assigned duties in relation to the Department's community relations strategy.
    • 2.The Deputy Chief, Community Relations Division, will ensure:
      • 1.the overall management, monitoring, and auditing of the implementation of the Department's community relations strategy.
      • 2.community activities and events are developed, scheduled, and conducted consistent with the Department's community relations strategy.
      • 3.administrative support and training are provided for the successful implementation of the Department's community relations strategy.
      • 4.that community relations strategy materials and promotional items are made available, as funding permits.
      • 5.there is a prominent presence of community organizers in those communities wherein the active law enforcement phase of problem solving evolves towards community stabilization, as funding permits.
      • 6.each district commander is notified, in writing, if DAC or other funding is available to be used and managed as outlined in existing policy.
      • 7.a quarterly report is prepared, and submitted through the chain of command to the Superintendent of Police, that includes, at minimum, the following elements:
        • (1)a description of current concerns voiced by the community;
        • (2)a description of potential problems that have a bearing on law enforcement activities within the community;
        • (3)a statement of recommended actions that address previously identified concerns and problems;
        • (4)a statement of progress made toward addressing previously identified concerns and problems; and
        • (5)a statistical summary from the Department's Community Concern Database and the 311/CSR System.
      • 8.an analysis is conducted on implemented strategies by crime type, geographic area, and the community perceptions, or misperceptions, of crime. The analysis will document the evaluation of crime prevention programs and strategies and will be conducted on the basis of crime data.
    • 3.Area deputy chiefs will:
      • 1.provide for the overall management, monitoring, and auditing of the area implementation of the Department's community relations strategy.
      • 2.coordinate with the district commanders and provide support for the implementation of the community relations strategy at the district level.
      • 3.provide assistance in obtaining responses to:
        • a.requests for outside unit resources and support.
        • b.submitted Intra-Departmental Support Service Requests.
      • 4.ensure area crime data is analyzed to:
        • a.identify district crossover or area-wide patterns and develop a comprehensive response to the identified pattern.
        • b.recommend resource deployment, additional strategies, or modifications of district-level strategies.
      • 5.coordinate with the Deployment Operations Section (DOC) and the Bureau of Detectives to ensure identified area-wide community-related concerns, problems, and patterns are addressed.
      • 6.coordinate the Community Area Response Teams (CART) and wrap around services after successful narcotics takedown and street corner conspiracy cases.
    • 4.District commanders will:
      • 1.provide for the overall management, monitoring, and auditing of their district’s implementation of the Department's community relations strategy.
      • 2.ensure district community activities and events are developed, scheduled, and conducted consistent with the Department's community relations strategy.
      • 3.ensure the district law enforcement efforts are supported by actively organizing community members to become involved in the problem-solving process.
      • 4.participate in Beat Community and DAC Committee Meetings as outlined in the Department directive entitled "Beat Community Meetings and District Advisory Committee (DAC)."
      • 5.ensure that communities which have taken back their neighborhoods are given the necessary support to sustain safe communities.
      • 6.ensure community organizers participate in Beat Community and DAC and Subcommittee Meetings.
      • 7.designate Department members to serve as the community relations sergeant and community relations officers.
      • 8.develop, monitor, and provide for the overall management of the district-level strategies with input from the community and the appropriate district personnel as outlined in Department directive entitled “District-Level Strategies to Combat Chronic Crime and Disorder.”
      • 9.ensure the Master District Resource and the Business Organization Location Record Files are continually managed, updated, and maintained, as appropriate. Each of these files will be audited semiannually to ensure the consistency and accuracy of the information contained within.
      • 10.be accountable for their command's crime prevention efforts and quality of life concerns. A review of community relations endeavors through the CompStat process will provide a forum for analyzing the effectiveness of the implemented strategies and the Department's support of field operations. Additionally, this review will provide the Department's executive management members a level of oversight to:
        • (1)monitor the districts' response to the public’s concerns as it relates to that district's chronic crime conditions.
        • (2)coordinate with the mobilization efforts of the Community Relations Division and other governmental and non-governmental agencies.
        • (3)sustain participation in the Department's community programs and attendance at community events (e.g., Beat Community Meetings).
        • (4)identify the Department's community relations strategy's relationship to complaints against Department members made by members of community.
        NOTE:
        The Inspections Division may also be utilized to review the community relations aspects of the Department’s operations.
    • 5.District executive officers will:
      • 1.monitor, assign, and ensure the closure of automated Community Concerns assigned to their district.
      • 2.ensure City service requests are initiated and followed-up upon with the appropriate agency/unit.
      • 3.coordinate with the community relations sergeant and community relations officers and provide support for the implementation of the community relations strategy at the district level.
      • 4.audit the district's use of the PCAD event for Community Interaction (COMINT) for the purpose of identifying strategies to increase officer initiated non-enforcement related interactions with community members and organizations.
        NOTE:
        The PCAD event for Community Interaction (COMINT) is a Priority 4 on-view event intended to record officer-initiated non-enforcement related interactions with community members, organizations, and businesses. COMINT may also be used for officer-initiated visits to parks, churches, schools, or on blocks, where the purpose of the visit is to engage in positive non-enforcement communication/interaction with community members.
      • 5.on a daily basis, be accountable for the proper implementation of this directive.
    • 6.Watch operations lieutenants will:
      • a.manage watch operations, including personnel and material resources, to provide support for the implementation of the community relations strategy at the watch level.
      • b.monitor the Police Computer Aided Dispatch (PCAD) and dispatched radio assignments to identify calls for service that may require a problem-solving-oriented response.
      • c.monitor their watch's officer initiated non-enforcement related interactions with community members and organizations, including the use of the PCAD event for Community Interaction (COMINT).
      • d.prepare the period work sheets for their assigned watch with an emphasis on maintaining beat assignment integrity.
    • 7.District station supervisors will:
      • a.ensure on-duty field officers assigned to a primary beat attend the appropriate Beat Community Meetings and community events.
      • b.ensure the implementation of the identified district-level community relations strategies.
    • 8.Community relations sergeants will:
      • 1.provide for the overall management of the district’s Beat Community Meetings and the District Advisory Committee as outlined in Department directive entitled “Beat Community Meetings and District Advisory Committee (DAC).”
      • 2.provide for the overall management of the Community Relations Office activities and personnel, and:
        • a.monitor and manage Community Concerns and 311/City Service Requests.
          NOTE:
          Community concerns received from Beat Community Meetings will be reviewed and entered into the CLEAR Automated Community Concerns Application and other appropraite community relations reports.
        • b.coordinate Extreme Weather Operation Plan responses.
        • c.respond to issues and requests by:
          • (a)City officials.
          • (b)Community members, businesses, and community organizations.
          • (c)Educational facilities.
        • d.complete the required management reports, making the appropriate notifications, and maintaining the district's community relations reports and associated data, as identified by the district commander or the Deputy Chief, Community Relations Division.
      • 3.serve as the district-level community relations training coordinator and reinforce previous training topics such as proven problem-solving methods.
    • 9.Field supervisors and officers will:
      • 1.attend and actively participate in Beat Community Meetings and community events, when notified.
      • 2.coordinate with the community relations sergeant to discuss problems raised at the Beat Community Meetings or identified through other means (e.g., community member identified, personal observations).
      • 3.participate in community activities and positively engage members of the community throughout their tour of duty.
        NOTE:
        A PCAD event for Community Interaction (COMINT) will be used to record officer-initiated non-enforcement related interactions with community members, organizations, and businesses.
  • C.The Chief, Bureau of Detectives, will ensure:
    • 1.Community Alerts and Area Crime Patterns are developed, processed, and disseminated using established procedures.
    • 2.each area commander designates a liaison for each district community relations office to serve as a resource to address community issues including:
      • a.domestic violence.
      • b.older adults.
      • c.juveniles.
      • d.community alerts and crime patterns.
    • 3.bureau members are designated to attend meetings or other community events, when requested.
    • 4.members under their command participate in community activities and positively engage members of the community throughout their tour of duty.
  • D.The Chief, Bureau of Organized Crime, will ensure:
    • 1.a liaison is designated for each district community relations office to serve as a resource to address community issues including:
      • a.narcotics, gang, and prostitution activity.
      • b.enforcement of liquor and other license violations.
    • 2.bureau members are designated to attend meetings or other community events, when requested.
    • 3.members under their command participate in community activities and positively engage members of the community throughout their tour of duty.
  • E.The Chief, Office of Crime Control Strategies, will ensure the:
    • 1.Commander, Deployment Operations Section, assigns a DOC analyst as a liaison for each area to serve as a resource for the districts when developing, monitoring, and evaluating district-level strategies.
    • 2.CompStat Section develops and implements a strategy to provide a level of review and accountability for the implementation of the Department's community relations strategy through the CompStat process.
    • 3.Director, Research and Development Division:
      • a.conducts community surveys to gather the public's perception of the effectiveness and implementation of the Department's community relations strategy.
        • (1)The Director, Research and Development Division, in consultation with the Deputy Chief, Community Relations Division, will ensure a documented survey of community members' attitudes and opinions is conducted with respect to:
          • (a)overall agency performance;
          • (b)overall competence of agency employees;
          • (c)community members' perception of officers' attitudes and behavior;
          • (d)community concern over safety and security within the agency's service area; and
          • (e)community members' recommendations and suggestions for improvements.
        • (2)The results of the survey will be analyzed and disseminated to Department members and the community, as appropriate (e.g., www.chicagopolice.org webportal)
      • b.ensures the Department continues its commitment to work towards being recognized as a CALEA accredited law enforcement agency. The Commission on Accreditation for Law Enforcement Agencies (CALEA) accreditation status strengthens the Department's accountability, both within the Department and the community, through a continuum of standards that clearly define authority, performance, and responsibilities.
  • F.Bureau of Support Services
    • 1.The Deputy Chief, Education and Training Division, will ensure topic-specific training is developed and conducted to enhance the efficient implementation of the Department's community relations strategy.
      • a.The Department continues its commitment to train Department members on the concepts of Procedural Justice and Legitimacy. The goal of this training is for officers to understand the core concepts of Procedural Justice and Police Legitimacy in order to build better relationships within the communities that they serve. Continuing training will also be conducted to reinforce the principles of Procedural Justice and Police Legitimacy through the use of visual and scenario based training.
      • b.The Department will offer community members training, based on the concepts of Procedural Justice and Legitimacy to better understand how to interact with a police officer during a traffic stop or contact.
      • c.The Department will offer enhanced training to police recruits and newly promoted supervisors on community engagement methods and techniques to build positive relationships within the community.
      • d.The Department will identify Integrated Community Engagement Certification Training Teams which will receive advance training in community engagement methods and strategies to strengthen relationships between the Department and the community (e.g., YMCA Bridging the Divide curriculum).
    • 2.The Commander, Information Services Division, will ensure the maintenance of the www.chicagopolice.org webportal, community relations data and associated databases, and other supporting technology.
  • G.Bureau of Internal Affairs
    • 1.The Chief, Bureau of Internal Affairs, in consultation with the Chief Administrator, Civilian Office of Police Accountability (COPA), will ensure a review is conducted to evaluate the effectiveness of the Department's community relations strategy and its relationship to the number of community member's complaints against Department members and the reported allegations. This review will also include recommended strategies to positively impact complaints made against Department members by members of the community.
    • 2.This evaluation will be submitted to the CompStat Section and will be included in the review of the implementation of the Department's community relations strategy through the CompStat process.
(Items identified by italics/double underline have been added or revised)
Kevin B. Navarro
Acting Superintendent of Police
17-121 mwk