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Summary of Chicago Police Department's Strategic Decision Support Centers (SDSCs)

Core Content

The Chicago Police Department (CPD) has implemented Strategic Decision Support Centers (SDSCs), which are real-time crime centers (RTCCs) operating at the district level. This is a novel approach compared to traditional RTCCs, which are usually centralized for an entire jurisdiction. SDSCs are designed to support command, control, and communication for local policing activities, providing both real-time monitoring and analytical decision support to reduce crime and improve officer safety.

Main Objectives

• Improve the ability of districts to reduce crime.
• Enhance offender accountability.
• Increase officer safety.
• Reduce service times through efficient data use and decision-making.

Key Features of SDSCs

• Small conference rooms with spaces for meetings.
• Three staff members per SDSC: one sworn officer (lieutenant or sergeant) and two civilian crime analysts.
• Software tools include:
  • Public safety mapping with event, crime, and police vehicle locations.
  • Video feeds from surveillance cameras.
  • Shot detection using sensors.
  • Predictive policing software for identifying high-risk areas and individuals.
  • Supporting equipment, such as three wall monitors.
• Integration with Chicago’s data warehouse and geospatial tools.
• Smartphones with an app for officers to access real-time information (e.g., warrants, stolen vehicles).
• Additional surveillance cameras in each district, approximately ten per SDSC installation.

Evaluation Findings

• The introduction of SDSCs was not associated with any expected increase in crime.
• Crime reductions were observed for ten major crime types across four time horizons.
• The reduction in crime was statistically significant in most models, with some models showing significant effects for specific crimes.

Operational Functions

SDSCs perform multiple functions, including:

1. Supporting daily decision-making through briefings and real-time analysis.
2. Answering information requests from officers and other stakeholders.
3. Monitoring camera, sensor, and radio feeds to identify incidents and coordinate responses.
4. Providing real-time support to field operations.
5. Facilitating cross-district and cross-agency cooperation.
6. Enhancing training and learning for district personnel.

Decision Cycles

SDSC briefings follow a decision-cycle model, including:

1. Observe: Review recent events and metrics.
2. Orient: Understand the context and implications of events.
3. Decide: Make decisions on problem-solving and resource allocation.
4. Act: Assign action items and directives for implementation.

Recommendations

To enhance SDSCs and ensure long-term success, the report recommends:

1. Sustain and Improve the Initiative

• Establish clear policies, procedures, and budgeting to ensure continuity.
• Improve organizational learning by documenting lessons, best practices, and training programs.
• Develop training and onboarding for new and transitioning leaders.
• Implement continuous improvement and change management measures.

2. Expand the Scope of SDSC Operations

• Expand support for crime investigations, including formalizing and broadening cooperation with detectives, prosecutors, and partner units.
• Promote problem-oriented policing across the CPD, using key references such as the Center for Problem-Oriented Policing's online repository.
• Adopt practices from District 7, which achieved over a 40% reduction in shootings, including community engagement and positive interactions.

3. Integrate Technologies

• Integrate all sensor and crime forecasting data into the main public safety mapping display.
• Create an "important now" screen in the SDSC app for officers to access the most pressing information quickly.
• Improve camera operations by reducing the need for frequent switching and enhancing camera placement and capabilities.
• Migrate the Crime and Violence Reduction Model to tools that recommend specific services and interventions and integrate with external service providers.

4. Develop Support Systems

• Continue developing and testing technical systems, including a decision support system (Genetec Citigraf) for smartphone use.
• Establish a new SDSC Oversight Panel involving all CPD bureaus and the University of Chicago Crime Lab.
• Develop Department Directives to define roles and responsibilities:
  • Day-to-Day Operations (Chief of Patrol).
  • Strategy Review, Compliance Monitoring, and Coordination (Deputy Chief of Crime Control Strategies).
  • Infrastructure and Technology (Chief of Technical Services).
  • Training (Chief of Organizational Development).

Conclusion

The SDSCs represent a promising innovation in real-time crime support, offering a district-level approach that enhances decision-making, resource allocation, and community engagement. While the initial implementation has shown positive results, there is a need for ongoing refinement, policy development, and technological integration to ensure long-term effectiveness and sustainability. The recommendations are not only relevant for the CPD but also for RTCCs in general, as they offer a model for data-driven policing and strategic decision support.