What is Chicago Area Project (CAP)?

The Chicago Area Project was created in the 1930s by the sociologist Clifford R. Shaw to address the problems of juvenile delinquency in some of the poorest communities in Chicago. The values and philosophy of CAP are centered around improving the quality of neighborhood life with special focus on solving problems faced by young people and their families.

Through its many affiliate programs, CAP provides direct services to diverse communities throughout Cook County. Through its community based affiliate organizations and special projects, the CAP staff collectively provides human and financial resources to its affiliates to promote leadership in youth, their parents and their entire community.

Return to top

Who is Clifford R. Shaw?

A sociologist who devoted his life to finding the causes of crime in large cities, Clifford R. Shaw came from a small community in rural Indiana. He was born in 1896 in Luray, Indiana, the fifth of ten children. His father was a farmer and owned a small general store.

Shaw often related his own brush with delinquency as a young boy. Caught stealing bolts from a blacksmith, Shaw was initially scolded by the blacksmith and then asked why he took the bolts. Later, the blacksmith helped Shaw repair his toy wagon with the bolts. This experience was used by Shaw to illustrate small town reaction to delinquency, and the importance of reincorporating the offender into conventional society became a key component in his methods to dissuade a youngster from committing future crimes.

While in graduate school at the University of Chicago, Shaw worked part-time from 1921 - 1923 as a parole officer for the Illinois State Training School for Boys at St. Charles, Illinois. From 1924 - 1926, he was a parole officer at the Cook County Juvenile Court. Many of his ideas grew out of these "real life" experiences, as well as his association with colleagues at the University of Chicago Institute for Juvenile Research.

In 1927, Shaw was appointed director for the newly created Department of Research Sociology. Working with Henry McKay, whom Shaw had known in graduate school, he plotted the residences of official delinquents on maps of Chicago and found them to be overwhelmingly concentrated in areas adjacent to commerce and industry. This concentration of crime in specific areas over long periods of time was offered as striking evidence against the then-popular theory that psychological factors were the cause of crime.

Shaw also developed the use of the personal life-history of individual delinquents and criminals, which he gathered through contacts at reform schools and prisons. Several were published containing the official juvenile and criminal records of the individual along with the delinquent's biography told in his own words. In 1930, the first of these autobiographies, The Jack Roller, was published and it became a classic in criminology. The life-history approach was used by Shaw to explain how the social factors which dominated areas of high crime were responsible for encouraging delinquent a acts, not any particular personality flaws on the part of the delinquent.

In 1932, the Chicago Area Project was begun in three of the city's highest crime areas to text juvenile delinquency prevention techniques. AS director of the research department and later as Cap's first director, Shaw developed both private and public sources of funding to expand the program to other areas of Chicago throughout the 40s. His failing health during the last ten years of his life lessened his activist role and he died in 1957 before the full impact of the Chicago Area Project on public policy was realized.

The Chicago Area Project became the prototype for delinquency prevention and welfare programs. Its principles of community organization, self-determination, and using natural leaders indigenous to a neighborhood were quite radical when first proposed by Shaw in the early 1930s, but are used by many groups today to successfully solve local problems.

Return to top

What is Cap's Mission?

The Chicago Area Project (CAP is a private, not-for-profit organization with a distinguished history and demonstrable track record of over sixty years of work in delinquency prevention and service in disadvantaged urban neighborhoods. The original mission of CAP has not changed since its inception:

To work toward the prevention and eradication of juvenile delinquency through the development and support of affiliated local community self-help efforts, in communities where the need is greatest.

Return to top

What is Cap's Philosophy?

Chicago Area Project's philosophy is to improve the quality of neighborhood life with a special focus on solving problems faced by young people and their families. The agency believes that residents must be empowered through the development of community organizations so that they can act together to improve neighborhood conditions, hold institutions serving the community accountable, reduce anti-social behavior by young people, protect them from inappropriate institutionalization, and provide them with positive models for personal development.

Return to top

What are CAP’s goals?

The goals of Chicago Area Project are to develop special projects and establish locally controlled organizations that implement the directives put forth in Cap's mission and philosophy. Projects and affiliates are mandated to positively impact areas in the Chicago vicinity with high rates of juvenile delinquency or other symptoms of social disorganization

Return to top

What are Cap's Objectives?

The objectives for Chicago Area Project projects and affiliated organizations include the following:

• To develop local leadership broadly representative of the communities that are being served.
• To conduct an annual community survey to assess needs and develop an action plan with a clear set of goals and objectives.
• To improve the climate for the positive development of young people by achieving such improvements as increases in educational achievement levels and vocational skills.
• To develop young people's leadership skills by involving them in youth initiated community improvement activities or in cooperative projects with adults.
• To set measurable goals and show progress in improving undesirable conditions.
• To demonstrate an ability to raise funds, manage staff, and be accountable financially and programmatically.
• To promote and inform the community about all programs.
• To develop a referral/resource network with other agencies and institutions.
• To develop and maintain all contractual record keeping documents as required.

Return to top

What is the CAP model?

The CAP model uses a three pronged approach to address issues affecting youth, families, and communities:

Advocacy: Chicago Area Project is dedicated to advocacy on behalf of youth and other resident concerns.

Direct Service: CAP provides direct service for youth and adults.

Community Organizing: CAP facilitates community organizing directed toward improving the quality of neighborhood life.

CAP believes in strengthening Chicago’s neighborhoods through action Nothing offers a greater chance for raising a child who shares society’s values than a neighborhood where everyone works together in a positive, cooperative way to care for the children growing up in their community, But how do you mobilize a neighborhood? How do you get people to work together? Can a child survive the complicated urban problems our inner-city neighborhoods face?

The answer lies in tapping the natural leadership and concern for community found within each neighborhood. While some delinquency prevention programs try to impose outside policies upon local residents, the Chicago Area Project’s philosophy is to encourage the people who lice in the neighborhood to seek their own solutions. This is done by forming a community committee as the primary force for change. The committee consists of local citizens who encourage participation and effective representation in decisions affecting their neighborhood.

The Chicago Area Project has over 40 affiliates and special projects throughout the city. Over the years, the programs and issues have changed, just as the neighborhood change. But the democratic ideals of self-determination and self-improvement remain the same and these key principles of the Chicago Area Project continue to serve its neighborhood.

Return to top

What is a CAP affiliate?

An Affiliate is a community organization formally accepted by CAP to become part of its organizational structure. Acceptance is based on commitment to adhere to the CAP program model. Affiliates are an integral part of Cap's contractual arrangement with funders. Resources from CAP are detailed in bilateral agreement documents between CAP and each affiliate.

Return to top

What are the guidelines for affiliates?

A community organization formally accepted by CAP to become part of its organizational structure must follow the following guidelines. Acceptance is based on commitment to adhere to CAP program model expressed through the following operational standards:

• Have written bylaws outlining governance principle of leadership.
• Governance structure is based on democratic principles of leadership.
• Organization operation comports with democratic principles of leadership.
• Has a membership base comprised at least 51% community residents.
• Non-sectarian in all respects (e.g. membership, participation not based on race, religion, ethnicity, etc.).
• Maintains “good standing” status as a charitable organization.
• Federal tax exempt status is a goal.
• Complies with all local, state, and federal laws.
• Adheres to all CAP’s policies and governing affiliates.
• Complies with all contracts and agreements with respect to specific programs.
• Meets program/service targets as well as resource obligations of contract/agreement.

Return to top

What is a CAP program?

A program is an organized activity or set of activities, designed to provide constructive outlets for addressing social, economic and other needs that have a direct or indirect influence on the quality of life of participants. Under the CAP model, programs are a means toward the end of getting those affected to take steps that will remedy their problems by getting to their root causes. Within the context of "community", members' involvement in the process is key. A further aspect is the utilization of community resources as a definite strategy, as well as the development of community organizations to orchestrate this process. CAP programs include the Community Service Program (CSP). Community Organizing (CO), Juvenile Justice Diversion, and Title XX.

Return to top

What is a Special Project?

Special Projects are assigned to departments within CAP, and are designed to address specific problems within a specified time frame. The departmental director has the responsibility for project management, as well as insuring that the project is implemented in accordance with Cap's policies. CAP special projects include African American Male Rites of Passage (ROP), Mentoring, Training & Employment (MTE), the Open Book Program, the Statewide Youth Advisory Board, Teen Reach. Women in Transition (WIT), and Youth as Resources (YAR), YouthNet (Phillips High School), and YouthNet (Roseland). For more information about these projects see the listings that follow.

Return to top

What is the role of the CAP Board of Directors?

The Chicago Area Project's (CAP) Board of Directors has been integral to the organization's mission from the beginning. To attain the goal of providing a staff, and to secure private funds and other resources, Clifford R. Shaw organized a group of prominent business, civic, and professional leaders into Cap's first board of directors.

The members of that Board of Directors were successful in interesting officials of the State of Illinois to provide personnel for the new delinquency prevention program. Thus, the foundation was laid upon which Chicago Area Project was built.
Over the years, Cap's Board of Directors has continued to help build the organization through its oversight and interest in issues and programs that affect youth, families, and communities. The membership the CAP Board is made up of eminent and concerned leaders from the Chicago Metropolitan Area. That leadership has included people like Ellliott Donnelley and Ernest W. Burgess.

Today, juvenile justice and tapping the natural leadership and concern for community found within each neighborhood remain a primary concern for the board. The Board adheres to the CAP model and methodology that stresses advocacy, direct service, and community organizing.

Return to top

What are the responsibilities, functions, and commitments of the CAP Board of Directors?

Responsibilities
There are six principle areas of responsibility for board members. They are:

Policy Making - determining the mission and setting the policies that ensure that both the organization's charter and legal requirements are met.

Planning - short, medium, and long-term. Setting broadly stated goals and more specific objectives for the development of the organization as a whole.

Fiscal Responsibility - establish fiscal boundaries, policies, budgets, and financial controls through approval and monitoring of the organization's budget.

Fundraising - providing adequate resources for the operation of the organization and consistently seeking further funding opportunities for organizational development.

Hiring and working with the Chief Executive - the key relationship between the board and the staff of the organization involving appointment, monitoring, and evaluation of performance.

Public Relations - providing an important link between the organization and diverse communities and audiences for the promotion and development of Cap's work.

Functions
Three important functions of the Board are:

Question - Inquiry is probably one of the most important functions of a board member. This means being prepared to ask tough questions, seek information, clarification, and explanations about the operation of CAP. The Board must not be lulled into irresponsibility by superficial indicators, tranquility, or the assurances of staff.

Challenge - listening carefully and presenting alternative views, perspectives, and strategies. A useful board member is considerably more than a human rubber stamp. Open communication is important and alternative views helpful in checking the validity of ideas, policies, and practices.

Support - finding the way for board members' skills and capabilities to work in harmony with Cap's mission and operation. This can be shown in many ways: personal relationships; active participation in CAP activities; financial and in-kind contributions; and enabling organizational growth through new ideas, relationships, and resources.

Commitments
The commitments of Board membership include:

1. The commitment to serve carries with it a responsibility to support the board and the organization within the established framework.
2. To agree to serve on at least one committee or task force, attend all meetings, and participate in the accomplishment of its objectives.
3. To establish a high priority of attendance at all meetings of the Board and the committees and task forces on which members serve.
4. To come prepared to contribute to the discussion of issues and business to be addressed at scheduled meetings, having read the agenda and all background support material relevant to the meeting.
5. To observe the parliamentary procedures outlined in Cap's condensed Parliamentary Procedure.
6. To avoid conflicts of interest between the position as a Board Member and personal/business life. If such a conflict arises, the board member is expected to declare that conflict before the Board, and refrain from voting or discussing matters in which the conflict rests.
7. To support in a positive manner all actions taken by the Board of Directors even when personally in a minority position on such actions.
8. To represent CAP in a supportive manner at all times and in all places. To honor confidentiality.
9. To refrain from intruding in administrative issues that are the responsibility of staff, except as required to exercise the oversight function.
10. To participate in all Board development programs designed to enhance the effectiveness of the performance of Board members. To participate in the annual Board Self-Assessment process.
11. To visit affiliates on a regular basis.

Return to top