Police And Minority Communities Case Study
Strengthening Relations
Between Police and Minority Communities
Ensuring accountability for effective policing in Chicago’s diverse neighborhoods
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Strengthening Relations Between
CPD’s Goal:
The Best Service Possible
Progress Thus Far
As he began his third year as the top cop in
Chicago, Police Superintendent Terry Hillard took time to reflect on the Department and the progress that has been made during his tenure.
• Community policing strategy—CAPS— recognized as one of the most successful community/police partnerships in the country. • Major strides in crime reduction.
• …show more content…
Many Department members demonstrating compassion and courage in their day-to-day work. “What the Superintendent has embarked upon is a beginning and not an end — an intelligent discussion about the performance of the police department as it relates to the community” — Community Participant
1
C H I C A G O
P O L I C E
Although the prognosis was good, Hillard knew the positive outlook was not shared by all—especially in some of the City's minority communities. In a letter to community leaders
Hillard stated, “I believe our relationship with the community today is stronger than ever. Like the head of any good customer-oriented business, however, my job is to ensure we provide the best service possible.”
Similar to many other major city police departments, in recent months tensions have sprung up between police and the members of some of Chicago's minority communities.
Knowing that he would not be able to fully accomplish his goals—goals that recognize that without all of the community's support and trust, the Department's best efforts would fail—
Hillard decided to take on the issue of race relations between Chicago Police and the citizens they serve. He decided to examine the practices and policies that may be causing the tension and the perceptions that feed them. Recognizing that to do this without the involvement of the community partners that have made CAPS so successful would be foolhardy, he decided upon a proactive approach—ask the customer.
D E P A R T M E N T
•
2 0 0 0
Police and Chicago’s Minority Communities
Asking the Customers
The Right Mix
Hillard decided to go right to the source— the leaders of some of the City's minority communities—for a clear reading on the problem, real or perceived.
He decided to sponsor a daylong forum on race relations between police and
Chicago's minority communities. To facilitate the forum, he reached out to Dr. Chuck Wexler, the Executive Director of the Police Executive
Research Forum (PERF). PERF is a Washington
DC-based organization dedicated to improving policing and advancing professionalism through research and involvement in public policy debate. Wexler had previously been successful in convening a group of the nation's major police chiefs and a community representative from their jurisdictions to discuss police/community race relations.
Wexler talked it out with Hillard and his executive command staff. They decided for the discussion to be fruitful is was essential to have the right mix of people at the table. First, it was agreed that personal invitations would be made to an equal number of police and community representatives and that the group size would not exceed 32 members. In addition to his top command staff,
Hillard
hand-picked
Department members from all ranks to participate in the forum. In recruiting the community leaders, Hillard looked for people who would
“tell it like it is”—those who had previously voiced their criticism of the Department when …show more content…
it was deserved, but who were also willing to be supportive of the Department's efforts when that was warranted. Although a letter of invitation was sent, Hillard personally reached out to many members of the group, explaining the importance of the event and urging their attendance. The personal effort helped and the response was positive, if sometimes guarded.
“This is the first time I have been asked to come to the table about such an important issue when the City was not in the aftermath of some overwhelming crisis.”
— Community Participant
C H I C A G O
P O L I C E
D E P A R T M E N T
•
2 0 0 0
2
Strengthening Relations Between Police and Chicago’s
PARTICIPANT SURVEY
1. What issues challenge the relation-
Getting
Participants Focused
2. In your experience, what five meas-
To get the participants focused on the topic prior to the meeting, a survey of key questions was sent out. The answers to the questions were aimed at:
ures have worked best to strengthen the relationship between minority populations and the police? Why?
• Identifying the nature and extent of the problem. 3. In addition, what other recommen-
• Documenting best practice solutions.
dations would you make that would improve minority communities’ relations with the police?
• Soliciting ideas about what the Police
Superintendent could do.
4. No doubt, you have heard the term
• Soliciting ideas about what the community could do.
ship between the police and the City’s minority communities?
“racial profiling.” What does this term mean to you?
5. To what extent do you think racial profiling exists in the United States?
To what extent do you think it exists in Chicago?
6. What specific strategies might both the police and community implement to achieve both effective crime reduction while at the same time respecting people’s rights to fair and impartial treatment? 7. If you were the police superintendent, what efforts would you undertake to improve police relations within minority communities?
8. What role should community leaders play to improve relations between the police and minority communities?
3
C H I C A G O
P O L I C E
• Determining how terminology and semantics effect the problem.
Answers to the questions did not require the respondent’s identity, other than whether they were a police or community participant. The responses were thoughtful and direct. Most respondents openly revealed their identity—a harbinger to the discussion to come. The surveys were compiled by question and organized by police and community response. Prior to the meeting, they were shared only with Wexler and the police command representative coordinating the meeting. They served as an aid to Wexler in focusing the discussion. They were also useful as a supplement to the notes taken at the meeting when it came time for Wexler and the
Department coordinator to frame the public statement concerning the event.
D E P A R T M E N T
•
2 0 0 0
THE PARTICIPANTS
Minority Communities
Mr. David Boyer
Co-Chairman
Gay/Lesbian Task Force
A Day of Discussion,
A Simple Agenda
The meeting took place at the City’s historic
Cultural Center, beginning at 10:00 a.m. and running over the planned 4:30 p.m. ending because of the group’s involvement. Although the community representatives all had busy schedules and several had previous commitments, not one member left until the end. The agenda for the day was straightforward.
1. Community Speak
During the morning, each community representative offered his or her thoughts and perspectives on the issues with Wexler asking questions, clarifying points, challenging positions, and stimulating discussion. During this discourse, police representatives were not allowed to speak.
2. Informal Relationship Building
Sharing a box lunch, both groups mingled and informal discussions sprang up.
3. Police Speak
For the first part of the afternoon, the police representatives were heard. They reacted to what they heard from the community leaders in the morning and presented their own perspective on the issues. During this discussion, community representatives were not allowed to speak.
4. Reaching Consensus
Finally, to wrap up the forum, Wexler facilitated a group discussion focusing on the problems, ideas and perceptions that had emerged during the day.
C H I C A G O
P O L I C E
Terry G. Hillard
Superintendent of Police
Callie Baird
Administrator in Charge
Office of Professional Standards
Mr. Freddie Calixto
Executive Director
Broader Urban Involvement and
Leadership Development
(B.U.I.L.D.)
Roland Brown, Police Officer
18th District, Patrol Division
Mr. James Compton
President & CEO
Chicago Urban League
Thomas Byrne
Area 5 Deputy Chief of Patrol
Bureau of Operational Services
Mr. Ernest Gates
President
Near West Side Community
Development Corporation (CDC)
Jeanne Clark
Deputy Superintendent
Bureau of Staff Services
Beatrice Cuello, Sergeant
8th District, Patrol Division
Reverend Marshall Hatch
Pastor
New Mount Pilgrim Baptist Church
Joseph DeLopez
Deputy Superintendent
Bureau of Technical Services
Reverend Jeffrey Haynes
Executive Director
Reach Out & Touch
Thomas Folliard
Assistant Deputy Superintendent
Bureau of Operational Services
Ms. Grace Hou
Executive Director
Chinese Mutual Aid Association
Dr. Kathleen Mayer
Principal
Rachel Carson Elementary School
Hiram Grau, Commander
14th District, Patrol Division
Barbara McDonald
Assistant Deputy Superintendent
Research and Development Division
Mr. Leonard Muhammad
Chief of Staff
Nation of Islam
Patrick McNulty, Commander
1st District, Patrol Division
Mr. Munir Muhammad
Founder and Business Manager
Coalition for the Remembrance of the Honorable Elija Muhammad
Thomas Needham, Chief of Staff
Office of the Superintendent
Theodore O’Keefe
Project Manager
CAPS Implementation Office
Reverend Michael Pfleger
Pastor
St. Sabina Church
Harvey Radney
Deputy Superintendent
Bureau of Investigative Services
Mr. Raul Raymundo
Executive Director
The Resurrection Project
John Richardson, Chief of Patrol
Bureau of Operational Services
Ms. Jackie Reed
Executive Director
Westside Health Authority
Jerry Robinson
Assistant Deputy Superintendent
Internal Affairs Division
Mr. Jimmy Simmons
President
West Humboldt Park Family &
Community Development Council
Frank Sautkus, Captain
21st District, Patrol Division
Anthony Scalise, Sergeant
Civil Rights Unit
Bureau of Staff Services
Ms. Cindy Sommers
Assoc. V.P. of Student Affairs
DePaul University
Gary Schenkel
Assistant Deputy Superintendent
Education and Training Division
Reverend Dr. Walter B. Johnson Jr.
Pastor
Wayman African Methodist
Episcopal Church
D E P A R T M E N T
John Thomas
First Deputy Superintendent
Bureau of Operational Services
•
2 0 0 0
4
Strengthening Relations Between Police ed ssage Receiv
, Me ery of a e Delivered in the deliv
Messag
her, resulted ns toget ol strate-
o ime contr and percepti effective cr ss problems sage was ly discu to balance eded sely the mes to open artment ne
The ability
. More preci p icago are treated rd—the De crime in Ch ow citizens sage to Hilla g to reduce clear mes ation of h for helpin losing xpense of ual appreci eserve credit with an eq ed at the e nd police d gies omplish embers a nnot be acc mmunity m ners. ng crime ca that while co
, the folmunity part reduci ove forward of our com rs in a row, ght yea nsus—to m t of any for ei volvemen rtant conse ed an impo nd active in group reach the trust a e f the day, th
At the end o dressed: ad es must be lowing issu as a ts and police y participan among communit s, especially ed by both was identifi ral difference n ctive ge and cultu mmunicatio ment of effe that langua f effective co the develop way of
A lack o e also heard stand in the f tension. W ies, too often jor source o ma communit and refugee immigrant s. relationship as t for people ck of respec rn that ere is a la ressed conce unity that th lice also exp of the comm unities. Po n the part ce they may ority comm ve experien erception o hin the min
There is a p icular negati lly wit on a part gs—especia fficers based human bein ons of all o ti ke generaliza citizens ma have. to be that appears nary system o more ut a discipli ption and d concern abo ith this perce to deal w es. ts expressed ants agreed the outcom y participan olice particip
Communit
unity about sive. P the comm d unrespon nicate with unwieldy an and commu ss e the proce to streamlin unters fear of enco ung males— n is creating a especially yo mmunity— sidents. This ere orhood re minority co e officers, th and neighb bers of the that, for som many mem ween police
For too wedge bet nowledged is driving a lice also ack est mistake. h the police onment. Po wit envir ake an hon s vs. them” ed if they m le “u ill be judg unacceptab how they w sion about is apprehen eir nding of th an understa id not have ce officers d t some poli h them. concern tha nership wit rking in part nts expressed
Participa
ment to wo or a commit munities, n com ION
COMMUNICAT
RESPECT
ITY
ACCOUNTABIL
M
FREEDOM FRO
FEAR
TRUST
5
C H I C A G O
P O L I C E
D E P A R T M E N T
•
2 0 0 0
and Chicago’s Minority Communities
The Proactive
Approach Pays Off
“I wanted a candid assessment of where we are with respect to police/community relations, and that’s just what I got.” Hillard said. In my 32 years as a police officer in this City, I never heard such honest, heartfelt, and forthright dialogue.” One community leader commented that this was the first time in his memory that community leaders were convened to discuss such an important issue when the City was not in the aftermath of some overwhelming crisis.
The community leaders freely expressed their concerns about the relationship between police and their communities. They also recognized the difficulties and complexities faced by police. In the end, their insights challenged the police to take a hard look at the way some Department members interact with the community they serve. The police representatives also responded openly to the concerns of the community, and, in turn, shared many of the frustrations they experience.
The Work Begins
Immediately following the Forum, Hillard convened 92 of his top managers in a weekend retreat to discuss the issues and to charge them to put together concrete steps of action to address them.
“I told them to critically examine everything we do, and to make recommendations to me about how we can strengthen what we do—everything from recruitment ... to selection and promotion ... to training ... to how we engage and disengage the public in our encounters... to informing the public on how we investigate and discipline our own officers.”
“As we develop short and long term strategies that will change our culture and the way we interact with our customers, one thing is for sure,” Hillard said, “this group will continue to help make sure we are on the right track.”
Hillard Vows to Make
Five Issues #1 Priority
At a press conference held the following week, flanked by the members of Forum, Hillard outlined the five issues noting their seriousness and vowing to work with the community to face them head on. He acknowledged that race relations and policing in this country is a serious and real problem and expressed confidence that with the help of people like the
Forum members, solutions could be found. “At
our meeting, we heard a willingness on the part of police and community leaders to confront this issue now— both at a citywide level and in each of our neighborhoods.”
C H I C A G O
P O L I C E
“This is a people issue. People know they need the police and the police know they need the people. We just can’t pit ourselves against each
— Community Participant other.” D E P A R T M E N T
•
2 0 0 0
6
Between Police and Minority Communities
Ensuring accountability for effective policing in Chicago’s diverse neighborhoods
S
C
H
I
C
A
G
O
R
P E C I A L
P
O
L
I
C
E
E P O R T
D
E
P
A
R
T
M
E
N
T
Strengthening Relations Between
CPD’s Goal:
The Best Service Possible
Progress Thus Far
As he began his third year as the top cop in
Chicago, Police Superintendent Terry Hillard took time to reflect on the Department and the progress that has been made during his tenure.
• Community policing strategy—CAPS— recognized as one of the most successful community/police partnerships in the country. • Major strides in crime reduction.
• …show more content…
Many Department members demonstrating compassion and courage in their day-to-day work. “What the Superintendent has embarked upon is a beginning and not an end — an intelligent discussion about the performance of the police department as it relates to the community” — Community Participant
1
C H I C A G O
P O L I C E
Although the prognosis was good, Hillard knew the positive outlook was not shared by all—especially in some of the City's minority communities. In a letter to community leaders
Hillard stated, “I believe our relationship with the community today is stronger than ever. Like the head of any good customer-oriented business, however, my job is to ensure we provide the best service possible.”
Similar to many other major city police departments, in recent months tensions have sprung up between police and the members of some of Chicago's minority communities.
Knowing that he would not be able to fully accomplish his goals—goals that recognize that without all of the community's support and trust, the Department's best efforts would fail—
Hillard decided to take on the issue of race relations between Chicago Police and the citizens they serve. He decided to examine the practices and policies that may be causing the tension and the perceptions that feed them. Recognizing that to do this without the involvement of the community partners that have made CAPS so successful would be foolhardy, he decided upon a proactive approach—ask the customer.
D E P A R T M E N T
•
2 0 0 0
Police and Chicago’s Minority Communities
Asking the Customers
The Right Mix
Hillard decided to go right to the source— the leaders of some of the City's minority communities—for a clear reading on the problem, real or perceived.
He decided to sponsor a daylong forum on race relations between police and
Chicago's minority communities. To facilitate the forum, he reached out to Dr. Chuck Wexler, the Executive Director of the Police Executive
Research Forum (PERF). PERF is a Washington
DC-based organization dedicated to improving policing and advancing professionalism through research and involvement in public policy debate. Wexler had previously been successful in convening a group of the nation's major police chiefs and a community representative from their jurisdictions to discuss police/community race relations.
Wexler talked it out with Hillard and his executive command staff. They decided for the discussion to be fruitful is was essential to have the right mix of people at the table. First, it was agreed that personal invitations would be made to an equal number of police and community representatives and that the group size would not exceed 32 members. In addition to his top command staff,
Hillard
hand-picked
Department members from all ranks to participate in the forum. In recruiting the community leaders, Hillard looked for people who would
“tell it like it is”—those who had previously voiced their criticism of the Department when …show more content…
it was deserved, but who were also willing to be supportive of the Department's efforts when that was warranted. Although a letter of invitation was sent, Hillard personally reached out to many members of the group, explaining the importance of the event and urging their attendance. The personal effort helped and the response was positive, if sometimes guarded.
“This is the first time I have been asked to come to the table about such an important issue when the City was not in the aftermath of some overwhelming crisis.”
— Community Participant
C H I C A G O
P O L I C E
D E P A R T M E N T
•
2 0 0 0
2
Strengthening Relations Between Police and Chicago’s
PARTICIPANT SURVEY
1. What issues challenge the relation-
Getting
Participants Focused
2. In your experience, what five meas-
To get the participants focused on the topic prior to the meeting, a survey of key questions was sent out. The answers to the questions were aimed at:
ures have worked best to strengthen the relationship between minority populations and the police? Why?
• Identifying the nature and extent of the problem. 3. In addition, what other recommen-
• Documenting best practice solutions.
dations would you make that would improve minority communities’ relations with the police?
• Soliciting ideas about what the Police
Superintendent could do.
4. No doubt, you have heard the term
• Soliciting ideas about what the community could do.
ship between the police and the City’s minority communities?
“racial profiling.” What does this term mean to you?
5. To what extent do you think racial profiling exists in the United States?
To what extent do you think it exists in Chicago?
6. What specific strategies might both the police and community implement to achieve both effective crime reduction while at the same time respecting people’s rights to fair and impartial treatment? 7. If you were the police superintendent, what efforts would you undertake to improve police relations within minority communities?
8. What role should community leaders play to improve relations between the police and minority communities?
3
C H I C A G O
P O L I C E
• Determining how terminology and semantics effect the problem.
Answers to the questions did not require the respondent’s identity, other than whether they were a police or community participant. The responses were thoughtful and direct. Most respondents openly revealed their identity—a harbinger to the discussion to come. The surveys were compiled by question and organized by police and community response. Prior to the meeting, they were shared only with Wexler and the police command representative coordinating the meeting. They served as an aid to Wexler in focusing the discussion. They were also useful as a supplement to the notes taken at the meeting when it came time for Wexler and the
Department coordinator to frame the public statement concerning the event.
D E P A R T M E N T
•
2 0 0 0
THE PARTICIPANTS
Minority Communities
Mr. David Boyer
Co-Chairman
Gay/Lesbian Task Force
A Day of Discussion,
A Simple Agenda
The meeting took place at the City’s historic
Cultural Center, beginning at 10:00 a.m. and running over the planned 4:30 p.m. ending because of the group’s involvement. Although the community representatives all had busy schedules and several had previous commitments, not one member left until the end. The agenda for the day was straightforward.
1. Community Speak
During the morning, each community representative offered his or her thoughts and perspectives on the issues with Wexler asking questions, clarifying points, challenging positions, and stimulating discussion. During this discourse, police representatives were not allowed to speak.
2. Informal Relationship Building
Sharing a box lunch, both groups mingled and informal discussions sprang up.
3. Police Speak
For the first part of the afternoon, the police representatives were heard. They reacted to what they heard from the community leaders in the morning and presented their own perspective on the issues. During this discussion, community representatives were not allowed to speak.
4. Reaching Consensus
Finally, to wrap up the forum, Wexler facilitated a group discussion focusing on the problems, ideas and perceptions that had emerged during the day.
C H I C A G O
P O L I C E
Terry G. Hillard
Superintendent of Police
Callie Baird
Administrator in Charge
Office of Professional Standards
Mr. Freddie Calixto
Executive Director
Broader Urban Involvement and
Leadership Development
(B.U.I.L.D.)
Roland Brown, Police Officer
18th District, Patrol Division
Mr. James Compton
President & CEO
Chicago Urban League
Thomas Byrne
Area 5 Deputy Chief of Patrol
Bureau of Operational Services
Mr. Ernest Gates
President
Near West Side Community
Development Corporation (CDC)
Jeanne Clark
Deputy Superintendent
Bureau of Staff Services
Beatrice Cuello, Sergeant
8th District, Patrol Division
Reverend Marshall Hatch
Pastor
New Mount Pilgrim Baptist Church
Joseph DeLopez
Deputy Superintendent
Bureau of Technical Services
Reverend Jeffrey Haynes
Executive Director
Reach Out & Touch
Thomas Folliard
Assistant Deputy Superintendent
Bureau of Operational Services
Ms. Grace Hou
Executive Director
Chinese Mutual Aid Association
Dr. Kathleen Mayer
Principal
Rachel Carson Elementary School
Hiram Grau, Commander
14th District, Patrol Division
Barbara McDonald
Assistant Deputy Superintendent
Research and Development Division
Mr. Leonard Muhammad
Chief of Staff
Nation of Islam
Patrick McNulty, Commander
1st District, Patrol Division
Mr. Munir Muhammad
Founder and Business Manager
Coalition for the Remembrance of the Honorable Elija Muhammad
Thomas Needham, Chief of Staff
Office of the Superintendent
Theodore O’Keefe
Project Manager
CAPS Implementation Office
Reverend Michael Pfleger
Pastor
St. Sabina Church
Harvey Radney
Deputy Superintendent
Bureau of Investigative Services
Mr. Raul Raymundo
Executive Director
The Resurrection Project
John Richardson, Chief of Patrol
Bureau of Operational Services
Ms. Jackie Reed
Executive Director
Westside Health Authority
Jerry Robinson
Assistant Deputy Superintendent
Internal Affairs Division
Mr. Jimmy Simmons
President
West Humboldt Park Family &
Community Development Council
Frank Sautkus, Captain
21st District, Patrol Division
Anthony Scalise, Sergeant
Civil Rights Unit
Bureau of Staff Services
Ms. Cindy Sommers
Assoc. V.P. of Student Affairs
DePaul University
Gary Schenkel
Assistant Deputy Superintendent
Education and Training Division
Reverend Dr. Walter B. Johnson Jr.
Pastor
Wayman African Methodist
Episcopal Church
D E P A R T M E N T
John Thomas
First Deputy Superintendent
Bureau of Operational Services
•
2 0 0 0
4
Strengthening Relations Between Police ed ssage Receiv
, Me ery of a e Delivered in the deliv
Messag
her, resulted ns toget ol strate-
o ime contr and percepti effective cr ss problems sage was ly discu to balance eded sely the mes to open artment ne
The ability
. More preci p icago are treated rd—the De crime in Ch ow citizens sage to Hilla g to reduce clear mes ation of h for helpin losing xpense of ual appreci eserve credit with an eq ed at the e nd police d gies omplish embers a nnot be acc mmunity m ners. ng crime ca that while co
, the folmunity part reduci ove forward of our com rs in a row, ght yea nsus—to m t of any for ei volvemen rtant conse ed an impo nd active in group reach the trust a e f the day, th
At the end o dressed: ad es must be lowing issu as a ts and police y participan among communit s, especially ed by both was identifi ral difference n ctive ge and cultu mmunicatio ment of effe that langua f effective co the develop way of
A lack o e also heard stand in the f tension. W ies, too often jor source o ma communit and refugee immigrant s. relationship as t for people ck of respec rn that ere is a la ressed conce unity that th lice also exp of the comm unities. Po n the part ce they may ority comm ve experien erception o hin the min
There is a p icular negati lly wit on a part gs—especia fficers based human bein ons of all o ti ke generaliza citizens ma have. to be that appears nary system o more ut a discipli ption and d concern abo ith this perce to deal w es. ts expressed ants agreed the outcom y participan olice particip
Communit
unity about sive. P the comm d unrespon nicate with unwieldy an and commu ss e the proce to streamlin unters fear of enco ung males— n is creating a especially yo mmunity— sidents. This ere orhood re minority co e officers, th and neighb bers of the that, for som many mem ween police
For too wedge bet nowledged is driving a lice also ack est mistake. h the police onment. Po wit envir ake an hon s vs. them” ed if they m le “u ill be judg unacceptab how they w sion about is apprehen eir nding of th an understa id not have ce officers d t some poli h them. concern tha nership wit rking in part nts expressed
Participa
ment to wo or a commit munities, n com ION
COMMUNICAT
RESPECT
ITY
ACCOUNTABIL
M
FREEDOM FRO
FEAR
TRUST
5
C H I C A G O
P O L I C E
D E P A R T M E N T
•
2 0 0 0
and Chicago’s Minority Communities
The Proactive
Approach Pays Off
“I wanted a candid assessment of where we are with respect to police/community relations, and that’s just what I got.” Hillard said. In my 32 years as a police officer in this City, I never heard such honest, heartfelt, and forthright dialogue.” One community leader commented that this was the first time in his memory that community leaders were convened to discuss such an important issue when the City was not in the aftermath of some overwhelming crisis.
The community leaders freely expressed their concerns about the relationship between police and their communities. They also recognized the difficulties and complexities faced by police. In the end, their insights challenged the police to take a hard look at the way some Department members interact with the community they serve. The police representatives also responded openly to the concerns of the community, and, in turn, shared many of the frustrations they experience.
The Work Begins
Immediately following the Forum, Hillard convened 92 of his top managers in a weekend retreat to discuss the issues and to charge them to put together concrete steps of action to address them.
“I told them to critically examine everything we do, and to make recommendations to me about how we can strengthen what we do—everything from recruitment ... to selection and promotion ... to training ... to how we engage and disengage the public in our encounters... to informing the public on how we investigate and discipline our own officers.”
“As we develop short and long term strategies that will change our culture and the way we interact with our customers, one thing is for sure,” Hillard said, “this group will continue to help make sure we are on the right track.”
Hillard Vows to Make
Five Issues #1 Priority
At a press conference held the following week, flanked by the members of Forum, Hillard outlined the five issues noting their seriousness and vowing to work with the community to face them head on. He acknowledged that race relations and policing in this country is a serious and real problem and expressed confidence that with the help of people like the
Forum members, solutions could be found. “At
our meeting, we heard a willingness on the part of police and community leaders to confront this issue now— both at a citywide level and in each of our neighborhoods.”
C H I C A G O
P O L I C E
“This is a people issue. People know they need the police and the police know they need the people. We just can’t pit ourselves against each
— Community Participant other.” D E P A R T M E N T
•
2 0 0 0
6