Page 29 - February 2016

shouldn’t be. There is concern about another outsider bringing in a this-is-how-we-did-it-in-my-city perspective that decimates morale, or a person from a state or federal agency whom Chicago officers might perceive as a slap in the face.
inside-outside conflict, noting that it’s not like the past two top cops didn’t have any support from the rank-and-file, that it’s going to take more than a new superintendent to boost morale and, “It’s a very difficult job. And that’s before today’s environment ever emerged.”
Under the watch of the past two “outside” superintendents, crime rates have more or less steadily risen. Not that officers are pointing a finger of blame; they only appear to be reinforc- ing the value of understanding the city.
Alderman O’Shea reminds that, “Even before the past five months of ugliness, I’ve said that communities need to partner with the police, need to work with the police and need to support the police. Otherwise, cases like Tyshawn Lee are going to become the norm.”
“They came in with certain expectations and fell short of those expectations,” Casiano reasons about the past two top cops. “Morale was so messed up, and we lost a lot of talented leaders who left because they felt they were working under an individual who didn’t really understand how to move this department forward.”
So despite whether the next top cop comes from inside or outside, officers are united in their thinking that the new leader cannot operate in fear of politics. They worry that a politician will run the Department like a politician, and few can argue that it needs to be run by a cop.
Casiano also confirms some of the whispers that if another
outside candidate is selected, does that send a message that
the Department needs to go outside to satisfy the call for
transparency? President Angelo adds it’s not necessarily an CONTINUED ON PAGE 30
Application Proclamation
“The leader has to apply remedies without outside influ- ence,” relates Lodge 7 Field Representative Marlon Harvey
COVER STORY
The eight-page application for Chicago Police Department Superintendent includes the following information:
Job Description
• Experience in dealing with labor-management issues, and the ability to work effectively with employee unions.
As the chief executive officer, the Superintendent is responsible for the general management and control of the Department, and shall have the full and complete authority to administer the Department in a manner consistent with the ordinances of the City, the laws of the state and the rules and regulations of the Police Board.
Essay Questions
Attributes
1. What does accountability mean in the context of polic- ing? How do you assess and address bias-based polic- ing? How does the message get articulated to the police force and executed throughout the organization and down to the level of officers on the beat?
In evaluating applicants for the position, the Police Board looked for numerous professional and personal attributes, including but not limited to the following:
2. Chicago has tried a number of strategies to reduce the rate of shootings, homicides and other serious violent crimes. What are the most effective methods of achiev- ing reduction in these categories of crimes, and how would you effectuate them in Chicago?
• The highest standards of integrity.
• An exemplary and proven record of working with
diverse populations and interest groups found within a major urban city, and of integrating community input into the planning and implementation of police services.
3. Discuss your philosophy regarding, the use of force by the police, investigations regarding police use of force and the so-called “militarization” of modern police departments.
• A commitment to and a proven plan to expand and maintain diversity in an organization representing the broad group’s residents within the community.
4. What does community engagement and policing mean to you?
• The ability to motivate police officers to effectively address criminal conduct, while at the same time avoiding excessive force, corruption, verbal abuse or other misconduct which undermine the public’s trust in the Department.
5. Do you believe it necessary to have greater diversity in the makeup of the Department’s sworn personnel? If yes, how would you increase the percentage of sworn members from under-represented groups? Specifically address your strategy for encouraging persons of color to join the force in times of community distrust.
• An exemplary record of leading large organizations, or major units within large organizations.
6. Describe your plan for fostering a culture in which police officers elevate the importance of telling the truth.
• Outstanding skills in communicating and interacting with the media, community organizations, elected officials and the general public.
7. How have you incorporated technology into policing? 8. What is your experience in working on terrorism-relat-
• A commitment to meritorious advancement based on demonstrated achievement and experience.
ed matters?
Answer each question below using no more than three typed, double-spaced pages per question:
CHICAGO LODGE 7 ■ MARCH 2016 29