COPA developed a clear plan to holistically revise policies and procedures, leading to the approval of several critical investigative policies, including those governing COPA’s response to officer-involved shooting and officer-involved death incidents and investigations involving allegations of sexual misconduct against Chicago Police Department members.  COPA assembled a Community Policy Review Working Group (CPRWG) to review draft policies and facilitate a discussion on each member’s perspective and feedback, which COPA then integrated into final versions of the policies.  Policies reviewed by the CPRWG now benefit from the diverse perspectives offered by its members, which consisted of black and brown Chicagoans, LGBTQI+ community members, religious minorities, mental health professionals, academic and legal professionals, and others.  In total, the CPRWG met 21 times, reviewed and evaluated 13 COPA policies, and provided COPA with 46 recommendations for enhancement or revision.  Not only do the finalized policies reflect considerations of circumstances and interests particular to the groups that CPRWG members represent, particularly those from black and brown communities, COPA’s policy development process serves to foster goodwill and cooperation with stakeholders who may be impacted by COPA’s work.

To advance the citywide desired result around community engagement, COPA’s FY23 goal is to solicit input via survey and feedback forms by engaging 1000 complainants, 5000 residents in minority communities (non-complainants) and 400 members of the Chicago Police Department regarding investigations, policies and reform efforts to improve police and community relations and outreach which have been negatively impacted, according to the U.S. Department of Justice (“DOJ”) and Chicago’s Police Accountability Task Force, by CPD’s repeated pattern of using excessive force and racially discriminatory policing practices against the City’s African American and Latino residents in contrast to white residents. 

To advance the citywide desired result around public safety, COPA’s FY23 goal is to increase efforts to meet the broader mandates within its enabling ordinance which address identifying patterns or practices of misconduct; highlighting operational, policy, or training concerns requiring immediate attention; and recommending revisions to the Chicago Police Department’s policies, practices, collective bargaining agreements, programs and training to advance the culture of policing and build public trust.  COPA expects its efforts to enhance its data analytics and create opportunities to solicit meaningful community member feedback on critical issues surrounding police reform, will contribute to the City’s interest in enhancing public safety and building trusting relationships with law enforcement.   

To advance the citywide desired result around data, COPA’s FY23 goal is to utilize feedback from residents and other institutions to amend and update data dashboards to ensure information is relevant, accessible, and efficient for all users.

In August 2017, the State of Illinois filed a lawsuit against the City of Chicago to enjoin the Chicago Police Department “from engaging in a repeated pattern of using excessive force, including deadly force, and other misconduct that disproportionately harms Chicago’s African American and Latino residents.” (State of Illinois v. City of Chicago (Northern District of Illinois, Eastern Division Case No. 17-cv-6260)). Additionally, prior to the Federal Consent Decree which became effective March 2019, the U.S. Department of Justice (“DOJ”) and Chicago’s Police Accountability Task Force (PATF) concluded that the Chicago Police Department engaged in a repeated pattern of using excessive force and racially discriminatory policing practices. Informed by recommendations within DOJ and PATF reports, as well as mandates of Consent Decree compliance, at our core, COPA’s vision is to be the leader in police accountability by conducting thorough investigations, to advance the culture of policing and build trust in civilian oversight and our mission is to (1) provide a just and efficient means to fairly and timely conduct investigations within our jurisdiction, (2) determine whether allegations of police misconduct are well-founded, (3) identify and address patterns of police misconduct (4) make policy recommendations to improve the Chicago Police Department, thereby reducing incidents of police misconduct. In order to properly measure the impact of our vision and mission we can no longer assume its effectiveness, nor rely solely on the outcomes of our investigations. By engaging the public and the Chicago Police Department as well as soliciting input and sharing data, we will substantiate the belief of our effectiveness by utilizing feedback and input to better serve parties that are impacted; civilian and sworn, and all other residents impacted by issues of public safety which can improve community and police relations as wells as aid in preventing and solving crime.

In July 2021, the Chicago City Council passed an ordinance establishing a new model for police oversight, accountability, and public safety. The ordinance creates two bodies: a citywide Commission for Public Safety and Accountability, with power to advance systemic reform, and District Councils, which will be elected in each police district and work to improve policing and public safety in the district. The Commission will be established in 2022, and District Councils will be established in 2023. For years, there has been a growing body of evidence that significant numbers of Black and white Chicagoans view police officers differently and experience policing differently. A primary purpose of the Commission and District Councils is to eliminate those disparities and advance racial equity. The Commission and District Councils will work in a variety of ways to advance racial equity, including by building better police-community relationships, strengthening accountability, and improving police policies and practices.

To advance the citywide desired result around public safety, CCPSA’s FY23 goal is to launch the Community Commission and District Councils. The Community Commission and District Councils will work to build trusting relationships between civilians and law enforcement, and collaborate with police department, including in the development of policies and programs that will increase public safety.

To advance the citywide desired result around community engagement, CCPSA’s FY23 goal is to encourage widespread, equitable participation in the activities of the Community Commission, in the February 2023 District Council elections, and, following the elections, in the ongoing work of the District Councils. The Commission and District Councils will provide multiple opportunities for Chicagoans to influence public safety-related programs, policies, and initiatives. District Councils will work especially hard to build bridges to groups that have experienced persistent challenges in relationships with police, including young people and undocumented people. CCPSA will also work to develop meaningful metrics to assess progress in meeting this goal.

To advance the citywide desired around community engagement, CCPSA’s FY23 goal is to establish effective structures for broad participation in Commission and District Council activities. For example, the Commission will give all Chicago residents an opportunity to make their voices heard in the development of police department policy. And District Councils will work with the police department to make community members true partners in local public safety efforts, including working together to help solve problems and set priorities. CCPSA will also work to develop meaningful metrics to assess progress in meeting this goal.

One of the Commission’s and District Councils’ overarching purposes is to make the administration of justice in the city and the operation of the Chicago Police Department more just and equitable. The pursuit of racial equity drove the creation of the Commission and District Councils and is at the heart of their mission; there is ample evidence that policing in Chicago has been racially inequitable, with the heaviest burden falling on Black and Brown residents, particularly Black men. The Commission and District Councils will work to change systems, policies, procedures, and practices, and improve relationships, all in order to produce more just and equitable outcomes.

The Commission’s first three racial equity goals, therefore, focus on ensuring the successful creation of the Community Commission and District Councils and setting up the structures to lay the foundation for and reinforce success. Two of the three goals center on community engagement because building trust with the people who have been most negatively impacted by inequitable policing is a prerequisite for producing better, more equitable outcomes and for increasing public safety. Two vital opportunities to build trust are 1) the first-ever elections of District Council members, and 2) establishing systems and structures to encourage community members to communicate/engage with those councils. The final goal for the Commission focuses on ensuring the systems and internal infrastructure are set up and running to help support the District Councils and citywide Commission.

This past year, OEMC focused on increasing the effectiveness of its Community Emergency Response Team (CERT) and more directly soliciting community participation. OEMC developed new marketing and recruitment materials, updated the website, streamlined the sign-up process, and began developing a new application system for better member tracking. Additionally, OEMC partnered with the Mayor’s Office of Community Engagement (MOCE) to amplify messaging on OEMC’s 2022 CERT calendar of trainings with community groups. OEMC also established working relationships with community health groups in Austin and South Shore, providing direct training to organizers. CERT volunteers who finish the certification course can support the City’s public safety efforts around special events and other incidents throughout the year across the city. Volunteers are also encouraged to participate in quarterly leadership meetings, where CERT volunteers can represent the needs and perspectives of the communities from which they identify. In its future planning, OEMC hopes the growth of the CERT program will lead to representatives in- and from- every community so that CERT volunteers can be leveraged as the community-based channel through which to partner with OEMC, overcoming the barriers and hesitancy certain communities endure when engaging with "government."

To advance the citywide desired result around public safely, OEMC’s FY23 goal is to provide new diversity and bias awareness training to 9-1-1 operations staff. OEMC created a suite of training materials for awareness and mitigation strategies on biases with the goal of promoting diversity and inclusion. The Office of Equity and Racial Justice, The Office of the Attorney General, and several consultants contributed as partners in development over two years. 

To advance the citywide desired result around community engagement, OEMC’s FY23 goal is to increase Community Emergency Response Team membership, specifically on the south and west sides of the city. OEMC sees an opportunity to train and integrate community representatives as partners into the City’s preparedness strategy, thereby ensuring every community is represented and their greatest needs are considered.

To advance the citywide desired result around workforce diversity, OEMC’s FY23 goal is to deploy community-based recruitment strategies. OEMC is partnering with inter- and extra- city departments to develop a framework through which to provide training and share job opportunities to diversified networks of community groups. As a start in this goal, OEMC built a full curriculum in partnership with Malcolm X College that provides education and training in subject areas related to OEMC’s mission.

OEMC looks forward to continuing to implement these strategies throughout the duration of 2022 and beyond 2023. By growing enrollment and participation in these areas, OEMC is improving the preparedness posture of city residents and increasing resiliency in many neighborhoods across Chicagoans we continue to establish new and evolving partnerships based on lessons learned.

PSA began the first stages of the supplier diversity program by beta-testing virtual outreach events with announcements of several upcoming contracting opportunities offered with greater details than ever prior available. Subject matter experts made themselves available to approximately forty prospective vendors in attendance for questions and the initiatives going out to bid were expanded in greater detail. These events provided beneficial feedback and provided a roadmap for PSA’s next stage in contracting and expanding supplier diversity. Feedback provided to DPS from the outreach events was met with positive remarks and vendors welcomed similar future opportunities, noting the expanded information that was provided instead of referencing opportunities online.  These sessions are interactive and meant to help prospective vendors determine where they fit into new opportunities, cut the red tape and navigate the process easier.

To advance the citywide desired result around contracting, PSA’s FY23 goal is greater outreach through targeted campaigns in traditionally underserved communities and contracting townhalls to be held at locations easily accessible to all populations. PSA will work closely with Aldermanic offices to determine locations that can bring a wider attendance and offer townhall formats for discussing upcoming contracting opportunities. Previous vendor fairs held by public safety were located at one of the public safety buildings, we want to help foster entrepreneurship in highly impacted minority groups therefore PSA will bring the information into the community in hopes that it will make it easier for business owners to attend without impacting their operations too much. Small businesses must first be offered an opportunity to come to the table, then additional goals can be implemented to further their participation in the process.  

To advance the citywide desired result around economic development, PSA’s FY23 goal is to expand local involvement in public safety contracts through education and proactively encouraging the use of diverse and minority owned, women owned, veteran owned, LGBT owned businesses. PSA will further the DPS outreach to vendors with information outlining ongoing expectations for large vendors to work with smaller businesses to achieve these goals. DPS issues notices and the city goals are well known for MBE/WBE, but public safety will be increasing its involved in the process reiterating these goals to existing and prospective vendors. The goal is to see small businesses that come to the table begin to have opportunities presented for involvement on specific contracts. 

To advance the citywide desired result around community engagement, PSA’s FY23 goal is to demystify the public safety procurement process to encourage greater involvement in public safety contracting opportunities which will offer a sense of ownership to more Chicagoans as they become more involved in the solutions. Many public safety vendors are large well-established corporations. Our goal is to target small to medium sized diverse companies by working closely with DPS on campaigns to publish public safety opportunities earlier, and with more help available to guide smaller businesses through the DPS process. Public safety vendor outreach events where public safety elaborates on upcoming opportunities will offer vendors more ability to determine if they can qualify to become involved. Public safety is also writing more detailed specifications to better explain the various elements within the contract in hopes of offering smaller businesses insight into areas where their participation may be possible. Although DPS is the lead agency for becoming registered as a city MBE/WBE, public safety can become a force multiplier and offer additional guidance and assistance directing vendors when they run into problems. If small businesses are drawn to the contracting process, successfully register to become a vendor and link up with larger companies on approaching bid opportunities, the FY23 PSA goals would be considered a success.  

We believe that it’s important all contracts- but particularly contracts with the public safety departments -reflect the diversity of the city. Right now, public safety departments do a really good job of integrating MBE/WBE participation in contracting but the city demographics show that we can do more, so we are laser-focused on analyzing what PSA can do even better to expand access to these contracts in the PSA, Police, Fire, and OEMC departments. We know that government contracting is a key to both help residents build wealth and build confidence in the integrity of government. For FY23, we are prioritizing outreach events at underserved communities, partnering with DPS on removing some of the barriers prospective contractors have identified, and demystifying the public safety procurement process through plain-language communication efforts. Public safety would benefit from these goals being achieved because it will build trust and offer an opportunity for a positive partnership with public safety - buy-in that can prove invaluable. The departments would also benefit from contracts that drive the local economy because those positive impacts create cascading effects for other public safety goals related to safety and security in the city – benefits that expand far beyond just the procurement process.

A diverse array of community members attend each month’s Police Board public meeting to ask questions and express their views on a variety of police-related matters.  Having the CPD Superintendent and other high-level CPD officials listen to and respond to community input, especially from the South and West Sides, helps advance racial equity in Chicago.

To advance the citywide desired result around community engagement, the Police Board’s FY23 goal is to expand outreach and awareness of the monthly public meetings on CAN TV, including through outreach via City Council members and key community groups.

While the Police Board’s focus on expanding community engagement has seen improvement in the last year, the team believes they can improve even more. The Police Board has monthly meetings where there is always an opportunity for community participation. Awareness of these meetings is minimal (as evidenced by low participation and attendance rates). The Police Board’s role around disciplining police officers is one that many members of the public express interest in, but may not be aware of the opportunity for public comment. Therefore, the Police Board plans to reach out to all aldermen to raise awareness about these monthly meetings and encourage attendance.

While this effort will be offered to all aldermen, Police Board will make a particular effort to connect with aldermen representing communities that have had historically negative interactions with the Chicago Police Department as well as community groups based in those neighborhoods. The Police Board plans to measure the impact of this goal by examining both CAN TV viewership rates and keeping track of how many members of the public are testifying at the monthly meetings. Greater civilian awareness and participation in these meetings aligns to the overall city goal of expanding community engagement in city programs and processes.