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The Little Village Gang Violence Reduction Project in Chicago

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<strong>Chicago</strong> Police Department. A key problem was identification of who was responsiblefor, or who was to have “ownership” of, the <strong>Project</strong>. <strong>The</strong> CPD sponsored the <strong>Project</strong> apparentlyat the behest of the Associate Director of the Ill<strong>in</strong>ois Crim<strong>in</strong>al Justice Information Authority.<strong>The</strong> Commander of the <strong>Gang</strong> Crime Unit orig<strong>in</strong>ally <strong>in</strong>terested <strong>in</strong> and responsible for plann<strong>in</strong>g the<strong>Project</strong> was “pushed aside.” <strong>The</strong> CPD Research and Development Division wrote the fund<strong>in</strong>gproposal, and, as the <strong>Project</strong> got underway, the Patrol Division through the local 10 th DistrictCommander was to have some (unclear) responsibility for adm<strong>in</strong>ister<strong>in</strong>g the <strong>Project</strong>. Researchand Development established f<strong>in</strong>ancial oversight. <strong>The</strong> Deputy Super<strong>in</strong>tendent’s Officepresumably was to assure that <strong>in</strong>ter-bureau cooperation was established to support the <strong>Project</strong>. Itwas not specified how the Organized Crime Unit, Youth Division, Neighborhood Relations,CAPS, and other units of the Department were to be connected with the <strong>Project</strong>.A liaison lieutenant <strong>in</strong> Research and Development assisted <strong>in</strong> the implementation of the<strong>Project</strong> <strong>in</strong> the first year or year and half. He came closest to fulfill<strong>in</strong>g the CPD leadership role,but he was unhappy with his role <strong>in</strong> R&D – and especially with <strong>in</strong>sufficient CPD support for the<strong>Project</strong> – and transferred out of the R&D Division to an adm<strong>in</strong>istrative patrol position <strong>in</strong> the 13 thDistrict. <strong>The</strong> local 10 th District Commander (assigned only five percent of time to the <strong>Project</strong>)was never clear about what he was supposed to do. Three different Commanders were assignedto the 10 th District <strong>in</strong> the first three years of the <strong>Project</strong>; each hardly paid attention to it. <strong>The</strong>Neighborhood Relations sergeant (appo<strong>in</strong>ted to the <strong>Project</strong> twenty percent of time) did appear atbiweekly team meet<strong>in</strong>gs, but was not clear <strong>in</strong>itially about his role. His major responsibility wasto facilitate the development of the new CAPS effort. He served essentially as liaison to theCommander, keep<strong>in</strong>g him <strong>in</strong>formed of <strong>Project</strong> progress and problems. However, two tactical6.8

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