Philadelphia Police Crime Prevention and Violence Reduction Action Plan

City of
Philadelphia
Crime Prevention &

Violence Reduction
Action Plan
Philadelphia Police Department
June 2020
Danielle M. Outlaw
Police Commissioner
The Philadelphia Roadmap to Safer Communities
Page 1
Contents
Our Current Crime Challenge 5
Current Strategies 7
Performance Goals:
Violent Crime Reduction 9
Our Pillars 10
Operating Model Redesign:

Information Flow & Strategic
Collaboration 13
Action Plan 17
Conclusion 37
Page 2
Letter from the
Commissioner
On September 27, 2018, Mayor Jim Kenney issued an urgent “Call to Action” mandating that the
Cabinet and senior leadership develop a plan to dramatically reduce homicides and shootings
in the City of Philadelphia. Despite the City’s best efforts, property and violent crimes have
continued to rise. Moreover, the numbers of homicides and shooting victims were at their
highest levels since 2007 and 2010, respectively.
Since my appointment as Police Commissioner, the Philadelphia Police Department has

launched a progressive Crime Prevention and Violence Reduction Strategy. This strategy is
based on research, thorough evaluation of current and past strategies, and input from internal
and external stakeholders. Our findings illuminate the need to reinforce and expand our current
“Operation Pinpoint” strategy by grounding our work in common goals - increase community
safety, and enhance this strategic framework to foster effective collaboration to reduce violent
crime. This report outlines our plan to curb violence in Philadelphia. This action plan is a living
document that will be revisited and revised as conditions dictate, in order to best respond and
serve the City of Philadelphia and our communities.
As law enforcement professionals, we constantly adapt to ever changing landscapes whether

driven by shifts in leadership, resources, community needs, the environment, law or technology.
One constant remains - everyone deserves to feel safe while living, working or visiting our
beautiful City. As I write this, we find ourselves serving during these unprecedented and
challenging times. The global Coronavirus pandemic has driven us to take action to help
stop the spread of the infection, in addition to all other responsibilities and expectations. With
stay-at-home orders enacted and schools and businesses closed, we have modified multiple
protocols in order to continue to provide superior service.
As stated in my testimony to City Council on February 20th of this year, regardless of the ebbs
and flows we undoubtedly will face, there is an absolute urgency to comprehensively address
violent crime, specifically gun violence that disparately impacts our communities.
Page 3
As such, we will enhance our strategies by focusing and committing all efforts to three
organizational pillars:
I. Organizational Excellence – We will enhance our human and technological resources in

order to ensure that the department operates at peak performance. We are developing
a procedural justice framework for the PPD, both for our internal operations and our
external operations – to improve how we engage with the community. We will set
clear expectations for how PPD personnel treat each other and those they encounter
in Philadelphia. Every member of the PPD will be positioned to succeed. The use of
technology will increase efficiencies and expand PPD’s footprint, while preserving
the constitutional rights of all who live, work and play here. Consistent training and
accountability to ensure optimal performance and service delivery from every member is
essential; we will be a learning organization.
II. Crime Prevention and Violence Reduction – The Department will use a collaborative
problem-solving approach driven by data, analysis, feedback, and accountability. We
will collaborate with local, state and federal partners to assist with crime prevention and
harm-reduction strategies, and use accurate data to inform the strategic deployment of
resources to arrest violent offenders and reduce the fear of crime in our neighborhoods.
Clear communication and direction will be given to all strategy stakeholders to ensure
there is no confusion regarding roles and responsibilities.
III. Community Engagement and Inclusion – The Police Department acknowledges that we
are here to serve all Philadelphia communities. To do so, we must engage and include
community partners in our policing strategy and policies. Accordingly, the Department will
employ the key tenets of procedural justice: Voice, Neutrality, Respect and Trust. We will
work collaboratively with the community to develop the best policing policies specific for
our department and the communities we serve. We will work with others to break down
the silos of information that too often impede the progress of community engagement and
inclusion.
Ultimately, this plan comes together after information has been analyzed, evaluated,
implemented, and subsequently communicated through clear channels. With the collaboration of
all stakeholders, we are confident that we will reduce violence and create a safer Philadelphia.
Danielle M. Outlaw
Police Commissioner
Page 4
Our Current Crime
Challenge
One way to understand the nature and extent of crime

in our city is to analyze statistical trends and to evaluate Homicides and Shooting Victims
the effectiveness of strategies implemented to make
our communities safer. A look at the crime trends in
Philadelphia illuminates the need for a comprehensive
strategy that addresses the major issue of gun violence.
Notably, the city continues to be overwhelmed by an
ever-increasing number of crimes involving guns
After seeing a relatively stable 30-year decrease in Part

One crime (major violent and property crimes) since
1989, the City of Philadelphia experienced an increase
in Part One crime beginning in 2017. As of May 2020,
Part One crime is up 6.1% when compared to same time
period last year.
The emergence of the COVID-19 Pandemic this year has

Since 2014, homicides and shooting victims have continued to
reduced overall crime dramatically. When comparing increase.
similar 48-day periods before and after March 16th,
Currently in 2020, homicides and shooting victims are up 19% and 14%
overall violent and property crime dropped 22% and 16% respectively.
respectively. Lower level crimes, including police-driven
enforcement such as narcotics violations and other
Part Two crimes, also have decreased by 39% since the Overall Part One Crime (Violent and Property
COVID-19 response began. Crime)
Although overall crime has generally decreased in the
last 30 years, beginning in 2014, our city has witnessed a
significant spike in the number of shooting victims. The
homicide rate is at its highest level since 2007. So far in
2020, the numbers of homicide and shooting victims are
up 19% and 14% respectively. Tragically, these violent
incidents affect communities throughout Philadelphia
despite varied efforts to combat the problem.
Since 2017, overall Part One crime has been increasing, following a 30-
year downward trend since 1989.
Currently in 2020, Part One crimes are up 6.1%. Page 5

Our Current Crime Challenge
COVID-19
part 2_non narcotic
Comparatively, the COVID-19 pandemic has not decreased crime gun violence in the same fashion. When comparing
year-to-date data to the same period in 2019, the number of shooting victims and homicides have continued to
increase, 23% and 2% respectively.
The City of Philadelphia has seen declines in gun violence with the consistent use of the Operation Pinpoint Strategy,
which began in January 2019. Operation Pinpoint takes a “surgical” approach to gun violence by focusing on the
problematic people and places, and underlying neighborhood conditions that drive gun violence. Prior to December
2019, shootings were down 14% in the eight pilot Operation Pinpoint areas. Prior to COVID-19, the level of shootings
was low in the Pinpoint areas, when compared with the same period in 2019, despite significant increases in shootings
city-wide. This intermittent progress indicates that when we keep our drive and focus on Operation Pinpoint, it works.
2018 vs 2019 December 2019 vs 2020 Pre-Covid
Pinpoint Areas City-wide
The PPD’s efforts to use intelligence-led analytics and officers’ commitment to remove crime guns from our city
streets, and arrest those individuals who carry them illegally, has shown intermittent success and overall potential in
reducing gun violence across Philadelphia. Our data and analysis indicates that this violence has often been a result
of existing rivalries and feuds between gangs, groups or individuals with a track record of violent behavior, and is
predominantly driven by disputes over drugs and personal conflicts. Regardless of the causes, these preventable acts
of gun violence harm individuals, families, and communities.
Page 6
Current Strategies
Philadelphia Roadmap for Safer MacArthur Justice and Safety

Communities Challenge
Since 2014, our city has experienced a steady increase The MacArthur Safety and Justice Challenge (SJC)
of crime gun violence. Our homicide rate is at its highest aims to increase safety and racial equity while
level since 2007, and our shooting victims continue reducing the local jail population by 50%. The SJC is a
to increase at an alarming rate. What follows is Mayor collaborative and data-driven reform effort by the city’s
Kenney’s overarching gun violence strategy, the criminal justice and community partners, addressing
Philadelphia Roadmap for Safer Communities (PRSC each key decision point from arrest to release from
or “The Roadmap”). This “Roadmap” utilizes a public jail. Philadelphia’s reform plan encompassed seven
health approach and a nationally recognized violence overarching strategies and more than 30 initiatives.
prevention framework, which focuses on prevention, By 2018 (three years into implementation), the effort
intervention, enforcement, and reentry. achieved a 36% reduction in the local jail population. By
April 2020, the effort achieved its goal of a 50% reduction
in the jail population due in part to the criminal justice
response to COVID-19.
The goals within the Mayor’s strategy include:
To date, the primary focus of the PPD has been to
1. Creating Connected & Thriving Youth, Young increase early diversion and deflection efforts, and to
Adults & Families reduce racial and ethnic disparities at the point of arrest.
While Philadelphia has made great strides related to the
2. Developing Coordinated City Services & Planning jail population since 2015, no measurable progress has
been made to reduce the racial and ethnic disparities
3. Building Strong Community Engagement &
in the criminal justice system. Future implementation
Partnerships
efforts associated with the SJC will focus on centering
4. Providing Safer & Healthier Neighborhoods racial equity and community safety in the reform plan.
Page 7
Current Strategies
Operation Pinpoint
Operation Pinpoint1 is the Philadelphia Police
Department’s strategy to support the “Roadmap.”
Operation Pinpoint provides the operational framework to
enable PPD and our partners to create a “unity of effort” in
specific areas within the City that have been significantly
impacted by gun violence. Through careful planning and Operation Pinpoint provides the
data-driven feedback mechanisms, Operation Pinpoint
allows us to collaborate with our community and criminal operational framework to enable
justice partners. By using data, intelligence, and problem
PPD and our partners to create a
solving, as well as frameworks of accountability, we
surgically focus on addressing the underlying problems “unity of effort” in specific areas
that drive community safety issues and gun violence.
within the City that have been
Since Operation Pinpoint began, initial City investments
in civilian analysts and technology have greatly
significantly impacted by gun
increased the capability of the Philadelphia Police violence.
Department to implement this advanced crime-fighting
model. When consistently implemented, Operation
Pinpoint has proven to be effective at reducing violence.
As these investments continue, the Department’s
analytical capacity will reach the level necessary to
expand the program into more neighborhoods, therefore
reaching the critical mass to reduce our shootings and
homicides citywide.
1
Operation PINPOINT is a multifaceted crime fighting and information sharing strategy designed to identify, collect, analyze, and disseminate
information that officers and commanders need to target the worst violent offenders and areas. It integrates all we know about policing our
neighborhoods in a planned, targeted, and measurable way. Combining “hot-spot” policing, offender focus, problem-solving, and community
policing, along with using data, technology, and on-the-ground experience, this strategy “PINPOINTS” our worst offenders and neighborhood
attractors for crime; and operates in conjunction with the community, within our most volatile targeted areas. Through focusing our efforts, we can
ensure that we employ our resources in the most effective way possible to keep our neighborhoods safe from violence.
Page 8
Performance Goals:
Violent Crime Reduction
Performance Goals: Violent Goal 1.

Crime Reduction Accomplish a new operating model that incorporates Daily
Measurable, achievable and transparent
District Priorities, District Weekly Priorities, Weekly Shooting
performance goals communicate the
Reviews, Bi-Weekly Compstat, and Quarterly District Strategies
expectations of the Police Department
by the end of 2020
to the City, our Partners and the Goal 2.
Community. Public transparency as we
work on these goals, with regular progress Realign Operation Pinpoint to address the most violent hotspots
reports and opportunities for feedback, in the City, expanding to 40 or more by the end of 2020
builds inclusiveness and trust with the
community, whether we succeed or fall
Goal 3.
short of our goals. Reduce Homicides in Operation Pinpoint Areas 25% by the end
of 2021
The following are not exhaustive of the
current goals of the Department, but Goal 4.
they reflect the manner in which we will
achieve Mayor Kenney’s second term Reduce the number of Shooting Victims in Operation Pinpoint
priority to “Implement evidence-based Areas 25% by the end of 2021
and community- informed strategies to
reduce [2019] homicides by 30 percent by
Goal 5.
2023.” Using data, we will accomplish this Increase the homicide clearance rate to 65% by the end of 2021
by focusing on the most violent hotspots
in the City. We will increase our clearance Goal 6.
rates of homicides and non-fatal shootings,
Increase non-fatal shooting victim clearance rate to 30% by the
enable alternatives to enforcement, and
end of 2021
support sustainable neighborhood change.
Goal 7.
Establish a high-risk individual referral notification from PPD to
the PRSC Tactical Team, and increase the monthly referral count
to 75 per month (50% increase)
By addressing our most violent hotspots and high-risk individuals, we
will exceed the Mayor’s second term priority for Citywide Homicide
and Shooting Victim reduction.
Page 9
Our Pillars
Organizational Excellence It is critical that we invest in our workforce. We will

be intentional in ensuring our employee safety and
The first of the organizational pillars, Organizational wellness programs are as robust as possible. This will
Excellence, encompasses all things internal at the PPD. include peer support programs and other wellness
The primary focus is to create an environment where initiatives that address the trauma and uncertainty
the department operates at its best. The new leadership inherent to police work. PPD will draw from national
team is analyzing what organizational structure is best best practices to create an early warning system, so we
to ensure that the police department is adequately can identify and reward the positive officer behaviors as
resourced at all levels. well as intervene before an officer is in a situation that
warrants formal redirection through counseling and or
We have started the internal process of identifying
education based disciplinary action. Where appropriate,
and filling vacancies for key leadership roles at the
we will provide counseling and/or training to help
PPD. We created a Resource Allocation Program that
change officer behavior.
allows us to optimize our staffing and deployment.
Additionally, we are analyzing all support positions in We are evaluating our current training to determine
the department to ascertain if any positions can be what additional curriculum will be needed to ensure
civilianized. Transitioning some positions from sworn to that PPD personnel have the necessary tools to protect
civilian will enable us to put more police officers on the and serve the people of Philadelphia. Through this
street to respond to crime. Technological advancements process, we have identified several needed trainings,
are needed to modernize our department. An impending such as: leadership development, problem solving and
upgrade to our records management system will be community engagement strategies. Additionally, we
a big step to becoming a paperless organization. In will focus on creating a procedural justice2 framework
addition, we will be developing a central repository for that will guide our business practices both internally
guiding documents to provide a clearer understanding and externally. As part of investing in our workforce
of policies and practices that have been successful in and those we serve, the PPD will bring on a Diversity
the past, which need to be updated, and which need and Inclusion Manager so that we can strive to build
to be streamlined. For example, we will evaluate the an organization that incorporates equity throughout
practices of officer recruitment and hiring and how we all facets of the Department. This process of internal
conduct performance reviews, transfers, and promotions examination will allow us to focus on technology, staffing
to make sure they are fair and equitable processes. and deployment plans that provide quality police
services across the city.
2
Procedural justice refers to the idea of fairness in the processes that resolve disputes and allocate resources. It is a concept that, when embraced,
promotes positive organizational change and bolsters better relationships. (https://cops.usdoj.gov/prodceduraljustice)
Page 10
Our Pillars
Crime Prevention and Violence Community Engagement & Inclusion

Reduction The third organizational pillar is Community Engagement
The Philadelphia Police Department has established and Inclusion. It is essential that we fully understand the
many fruitful partnerships, gathered a wealth of needs, ideals, and concerns of community members
information, and developed productive task forces to in order to serve them well. The PPD will develop
address crime. The second pillar of our goals will be to strategies that will foster “co-producing” public safety
emphasize effective communication and to establish with those they serve. Our Community Police District
clear roles and responsibilities as it relates to the Advisory Councils (PDAC) are a strong resource for the
use of information and intelligence to achieve crime PPD. We will work to engage each PDAC by inviting
prevention and violence reduction. Additionally, our them to be part of the problem-solving practices, as
strategies will have measurable outcomes and create well as develop formal mechanisms for the central
a culture of operational accountability. To this end, coordination of the PDACs and their quarterly meetings.
we will restructure our Compstat process. Ultimately, We will include PDAC engagement in the orientation of
this communication among the department and our new officers and supervisors as a way to build trust and
stakeholders will allow initiatives, such as Project Safe communication between the PPD and community.
Neighborhoods and the Group Violence Initiative, to
Along with the quarterly District Crime Plans, District
address key problems in our community. As part of
Captains will develop community-policing plans that
our focus on reducing violence, we are developing
focus on the unique assets of their commands, while
an evidence prioritization project, which will have
also prioritizing proactive problem-solving and quality
an overarching process for prioritizing cases and
of life issues. A key component of the community
evidence. In collaboration with the PPD, the Office of
policing plans will be the focus on problem solving; PPD
the District Attorney has agreed to embed assistant
personnel will be empowered to implement a problem-
district attorneys in PPD’s police districts where crime
solving approach to crime and disorder. To support the
and violence are most concentrated. This community
problem-solving methodology, we will seek outside
prosecution model will allow better coordination for
resources to provide high quality problem-solving
cases that are to be brought forward for prosecution.
training for all members of the PPD, as well as any
Additionally, the PPD Office of Forensic Science will community and business members who request it. It is
use its resources to support investigations, focusing our goal that all PPD personnel - from leadership to the
on providing objective data to exonerate the innocent, line officer - will be encouraged to identify issues, work
improve clearance rates, and support prosecutions. It collaboratively with stakeholders, and find holistic ways
is our intention to use intelligence and data analysis to address crime and violence problems.
to inform and evaluate our work at every level. By
A key component of our community engagement
sharing information, tracking outcomes and thoughtfully
strategy will be to focus on underserved communities
deploying resources, the Philadelphia Police
or groups that have been reluctant to work with the
Department will be held accountable for achieving
PPD. Specific outreach will focus on LGBTQ, immigrant
ambitious violence reduction goals.
and newcomer groups in our community. We will also
be very deliberate in engaging clergy and faith-based
leaders to support community engagement strategies
as well as to assist in developing violence reduction
strategies.
Page 11
Our Pillars
We will work with the city agencies that serve our As social distancing practices evolve, we will remain
youth, community-based organizations, and youth committed to engaging Philadelphia residents through
groups, to recruit volunteers for a Youth Commission/ social media outreach, community advisory councils,
Advisory Council for each district, mirroring the work of programming, bi-annual surveys, virtual meetings, and
PDACs. To increase our presence on Social Media with other available outlets. We will be creative in working
younger target age demographics, we will use platforms with our organized networks such as PDACs, Police
such as Instagram, Tik-Tok, and Snapchat. We will tap Advisory Commission, as well as with informal networks
Community Crisis Intervention Program (CCIP) members and individuals, so that we understand how we can best
to find young adults with life experience who can help provide police services to those in Philadelphia. We will
shape effective messaging. use available platform analytics to evaluate our reach
on social media platforms. We will continue to share
Philadelphia is known as “The City of Neighborhoods” the information with community partners, create new
with a population that is a melting pot of many messaging, and make outreach adjustments as we work
nationalities. We will evaluate and develop additional to best engage those we protect and serve.
resources and outreach campaigns for non-English
speakers, and our first priority will be readily available
and reliable translation services in our 911 call center.
Page 12
Operating Model Redesign:
Information Flow & Strategic Collaboration
Call to Action each senseless act of gun violence imparts tragic and
permanent harm to the individual, the family and the
Since 2017, the City of Philadelphia has seen a steady entire community.
increase in crimes involving crime guns. Our homicide
rate is at its highest level since 2007 and our shooting Response
victims continue to increase. Moreover, shootings are
What follows is the Philadelphia Police Department’s
occurring at an alarming rate, with increased incidents
plan to work collaboratively with community and criminal
at all hours of the day, and in nearly all communities
justice partners to use data and intelligence to increase
throughout the city. This gun violence crisis has
community safety and reduce gun violence. We will
persisted even as other violent crimes have decreased.
employ all constitutionally sound measures available
It continues despite our largely proactive efforts in
to us in an effort to change current unacceptable crime
removing crime guns from our streets and arresting
conditions for the better. We will work collaboratively
those who carry them illegally. The causes of this
with internal and external stakeholders, build upon
violence range from existing rivalries between gangs
existing technologies, and maintain a sound, data-driven,
and groups, to competition for control of narcotics
intelligence-led approach to accomplishing our mission.
distribution, to objectively trivial disagreements between
In doing so, we will enhance the safety and improve
persons with poor conflict-resolution skills. Moreover,
the quality of life for all of the communities we serve.
Operating Model: Strategic Collaboration
Philadelphia Roadmap for Safer Communities:

Overall Crime Strategy (action plan)
Quarterly Updates
GVI PRSC
PSN Quarterly Crime Strategies by District
Problem Solving At All Levels
(call-ins) Tactical
Report Cards/Compstat Sheets

Action Items/Deliverables/
Custom Notiﬁcations Bi-Weekly Compstat (all crimes)
(Philadelphia Police + Fed/State/Local Partners)
After Action Reports
Federal Arrests/ Intel/ Weekly Priorities

Cases Contacts Data (pinpoint/shooting reviews)
State Link Analysis Daily Reports

Warrants
Cases /SNA
8:10 am Daily Brieﬁngs
Local Jail Risk
Cases Intel Scoring
Page 13
Operating Model Redesign
Sources of Information Intelligence Bureau Decision-Makers
Patrol
Executives
Detectives
Patrol
Narcotics
RTCC
Detectives
Homeland
R&A Narcotics
Federal/State/
Local Agencies Analysis
Operational
Homeland
Information Execution
Fusion Centers CIU
Federal
Evaluation Agencies
Raw Info DVIC
Partners State/Local
Agencies
PPD Data
Fusion Centers
Social Media
External
Partners
Public
After-Action Reporting
External
Under the umbrella of the Philadelphia Road Map for loop through “after-action reporting” and combining
Safer Communities, we are committed to addressing the this reporting with objective data (such as GPS and
underlying factors of crime with a balanced approach, police activity reporting), we will achieve a higher level
by pairing police resources with social services and of accountability with operational implementation.
community partners. Additionally, these steps will ensure that appropriate
follow up is taken on actionable information provided.
Information Flow and Operational
In 2017, the PPD created the Intelligence Bureau
Execution
by combining multiple existing PPD units within the
With modern communication technology, along with Delaware Valley Intelligence Center (DVIC) in an effort
the expansion of PPD’s analytical and investigative to place all analytical capabilities under one Police
capabilities and intelligence-driven techniques, there Bureau. By leveraging the Intelligence Bureau’s 24/7
is more information available to decision-makers Real-Time Crime Center (RTCC), all information from
than ever before. While this enables the “surgical” across the Department and external agencies will be
approach we take, it presents challenges, as well. The centralized to the Intelligence Bureau. This information
flow of information must be gathered, analyzed, and will be analyzed and disseminated to teams of
disseminated to those who need it in a form that is officers, detectives, and civilian analysts in a consistent
timely, useful and actionable. Otherwise, Commanders fashion. After the information is disseminated, Patrol
experience “information overload,” which may create Operations will report results from the field, as well
confusion and indecision. In addition to getting as any new information to enhance the intelligence
information to decision-makers, we know that “What cycle, to the Intelligence Bureau. This process will
Gets Measured Gets Done.” Therefore, we will place require a significant change in the PPD’s culture and
greater accountability on the operational execution of organizational mindset. New mobile technologies, such
the information we receive. By requiring a feedback as dedicated smart phones and other devices, will be
instrumental to its success. Page 14
Towards a New Operating Model: 2. Bi-Monthly Compstat: The PPD has been using
Compstat for the past 22 years, to track and respond
Previously, the Philadelphia Roadmap for Safer to neighborhood crime trends. PPD will continually
Communities and Operation Pinpoint have demonstrated evaluate the Compstat process, as it will serve as the
encouraging results when consistently implemented. accountability platform for each District Commander
We will expand our Pinpoint strategy and integrate it in managing their quarterly plans.
with both the Group Violence Initiative (GVI) and Project
Safe Neighborhoods (PSN) using the three pillars: 3. Weekly Shooting Review Meetings: This includes
Organizational Excellence, Community Engagement and PPD internal stakeholders joined by our local, state
Inclusion and Crime Prevention and Violence Reduction. and federal partners reviewing each shooting in a
granular way to identify patterns or those individuals
Group Violence Initiative (GVI) who are most likely to be at risk of becoming a
victim or perpetrator of crime. This meeting allows
The Group Violence Initiative (GVI) focuses on reducing
the PPD to remove the redundancy and silos that
homicide and gun violence, minimizing harm to
exist, and allows us to collectively work towards the
communities by replacing enforcement with deterrence,
same goals with the same information to reduce
and fostering stronger relationships among law
gun violence. From these meetings, the District
enforcement and the people we serve. A central method
commanders will develop their weekly priorities for
of communication is the call-in, a face-to-face meeting
staffing and deployment of resources needed for
between group members and the strategy’s partners.
their violence reduction strategies.
The aim of the GVI strategy is to reduce peer dynamics
in the group that promote violence by creating collective 4. Daily Commander Briefings: Each day commanders
accountability. This fosters internal social pressure that review the major incidents from the previous 24
deters violence by establishing clear community standards hours with the goal of going beyond reporting out by
against violence and offers group members an “honorable creating tasks and action items focused on violence
exit” from committing acts of violence, as well as providing reduction.
a supported path for those who want to change.3 As part of
our GVI strategy, the PPD is working with the United States 5. GVI Call-Ins and Custom Notifications: With our
Attorney’s Office (USAO) to identify and refer our most partners, working from the shooting review data
violent offenders who should be included in the federal and district level crime strategies, the PPD is
Project Safe Neighborhoods4 efforts in Philadelphia. identifying individuals for the quarterly ‘Call-In’
sessions. These sessions with law enforcement
Strategic Collaboration representatives, community leaders, social service
providers, and gang- or group-involved individuals
Combining Pinpoint, GVI and PSN, the Philadelphia
(often on probation or parole) will send a fair and
Police Department will retool our violence reduction
balanced message to those identified through
model in the following way:
the data driven process. At the Call-In, the law
1. Quarterly Crime Plans: Moving from the historical enforcement-community partnership communicates
practice of developing summer/ seasonal crime plans, that the violence in the community will not be
each District Commander will be tasked to develop tolerated; the consequences of continued violence;
and implement quarterly crime plans that are data and offer of help from the community and social
and intelligence driven, focused on hot spots where service providers for those who accept it. Custom
crime and violence are most prevalent. Commanders notifications will be held on a case-by-case basis for
will have the flexibility to adjust and tailor crime plans those individuals who are in immediate danger of
as trends and patterns emerge within their districts, becoming a victim or a perpetrator of violence.
but each commander will be accountable internally
through the PPD Compstat process.
3
Retrieved from https://www.nnscommunities.org/strategies/group-violence-intervention/, on May 11, 2020
4
Project Safe Neighborhoods is a nationwide initiative that brings together federal, state, local and tribal law enforcement Page 15
officials, prosecutors, and community leaders to identify the most pressing violent crime problems in a community and develop
comprehensive solutions to address them. (https://www.justice.gov/psn)
Our Partners
Critical to our success are our partners in this violence
Our state and local law enforcement partners:
reduction model, as no one entity or group can reduce
violence on their own. We are honored to be working • Office of the District Attorney of Philadelphia
with city, state and federal partners to collaboratively • Pennsylvania Attorney General
execute this strategy. Our local partners include but are
• Pennsylvania Department of Corrections
not limited to:
• Pennsylvania State Police
• Managing Director’s Office of
• Philadelphia Sheriff’s Office
» Criminal Justice & Public Safety
• Philadelphia County Probation
» Violence Prevention
• Philadelphia School District Police
» Health and Human Services
• Philadelphia Housing Authority
» Office of Re-Entry Partnerships
• Office of Adult Probation and Parole
• Police Advisory Commission (PAC)
• University of Pennsylvania Police Department
• Police Athletic League (PAL)
• Drexel University Police Department
• Police District Advisory Councils (PDACs)
• Temple University Police Department
• Department of Public Health
• Delaware River Port Authority
• Department of Human Services
• SEPTA Police
• Department of Behavioral Health and Disability
Services
• Department of Licenses and Inspections
• Philadelphia Streets Department Our federal partners from local field offices
are:
• Office of Workforce Development
• US Attorney’s Office for the Eastern District of PA
• Office of Community Empowerment and Opportunity
• Federal Probation and Parole
• Town Watch Integrated Services
• Federal Bureau of Investigation (FBI)
• School District of Philadelphia
• Drug Enforcement Agency (DEA)
• Philadelphia Department of Prisons
• Department of Homeland Security (DHS)
• Philadelphia Parks and Recreation
• Homeland Security Investigations (HSI)
• Philadelphia Youth Commission
• Bureau of Alcohol, Tobacco, Firearms and Explosives
• Mayor’s Office of Public Engagement
(ATF)
• Philly311
• United States Secret Service
• Temple University Department of Criminal Justice
• United States Postal Inspector
• University of Pennsylvania Department of
• High Intensity Drug Trafficking Area (HIDTA)
Criminology
• US Marshall Service
• Drexel University Department of Psychology
• US Coast Guard
• Saint Joseph’s University Department of Criminal
Justice
Page 16
Pillar: Organizational Excellence
The following table illustrates our list of priority initiatives shown within our organizational pillars. It is a management tool that ensures our initiatives align with
our performance goals, tracks responsibilities, communicates resource gaps, identifies potential considerations and defines timeframes. Where possible,
each initiative also contains “input metrics” or “Key Performance Indicators” (KPIs) to ensure their impact can be measured or formally evaluated internally or
with external research partners.
Potential
Initiative Type Performance Goal Impact (Outputs) Key Performance Metrics (Inputs) Responsible/Critical Unit(s) Dependencies/ Resources Needed Est. Comp Date
Considerations
Vacancies in Resources Positions Filled Throughout the Staffing Changes for more efficient PPD Police Commissioner (lead) Promotional Process COVID 19 Delays June 2020
Leadership Organization Operations
Hire Diversity & Resources Successful recruitment of a Diversity Assessment of organization Police Commissioner (lead) Recruitment and Hiring Process COVID 19 Delays TBD
Inclusion Manager and Inclusion Manager readiness/ operations through the lens
of diversity and inclusion
Revise Resources Increased efficiency of PPD operations Reduce number of PPD Operational Police Commissioner (lead) None Budget implications October 2020
Organizational at all levels Units
Structure
Optimize Staffing Resources Update staffing study by research and Increase average unit count on the Executive Team (lead) District/Unit Current Staffing FOP/47/33 Contracts On-going
Allocation & Use of analysis street (AVL) Review & internal personnel (e.g. civilization,
Civilians Police Personnel optimization transfer restrictions)
Review of all possible schedule Reduce investigator case load
changes by research and planning Field Operations Civilianization Study Hiring freeze
Reduce total sworn admin staff
Intelligence Bureau Updated Staffing Model Resumption of special
events
Research & Analysis Unit Re-assess PPD task force
deployments and implement the
Central Personnel rotations in Internal Affairs and
Narcotics, per FOP contract
Office of Forensic Science
Revise Recruitment, Resources Increase advertising and Increase satisfaction level within Executive Team (lead) Implement a merit-based system FOP/47/33 Contracts On-going
Performance communication methods to attract employee/supervisor satisfaction for transfers/promotions that (e.g. performance,
Review, Transfers candidates surveys Field Operations focuses on professional skills transfer, and
& Promotional and strengths, with community promotional
Procedures Recruiting officer candidates that Survey communities where recent Office of Professional input as part of the oral board procedures)
reflect the communities they serve and academy graduates are assigned to Responsibility
protect determine attitudes, interactions and Develop enhanced metrics Budget concerns for
community perception of new officers Personnel for the assessment of officer hiring and recruitment
Baseline data to evaluate whether the performance. activities
guardian mindset is present in the Conduct surveys of academy Transfer Review Board
entry level ranks of the department graduates 1 year post-graduation to Data-driven evaluation of officer
evaluate priority of community and Labor Relations performance/complaints
community engagement
Research & Planning
Research & Analysis
Page 17
Potential
Considerations
Civilian Analyst Resources Timely data analysis to drive decision Complete hiring of 33 budgeted Intelligence Bureau (lead) Confirmation of budget Budget availability January 2021
Program making at all levels of the department analysts availability
Research & Analysis Unit COVID-19 concerns
Increase analysis/intelligence Complete hiring process
production Personnel Space allocation (both
DVIC and Districts)
Records Technology Develop an educational campaign Increase data accuracy/consistency PCIC/PIIN Unit (lead) CAD Version Update COVID-19 Delays 12/1/2020
Management System regarding NIBRS crime counting system (Training
NIBRS Up-grade for the public, elected officials and Decrease ops room admin time Office of Innovation & Technology Directive Updates Technology issues may
(PremiereOne) media Deployment Delays delay further)
Decrease admin time for UCR/NIBRS Field Operations Phila Code Update
Reporting Department-wide
Police Radio (CAD) PoliceGIS Integration Training Needs
Accelerate training program for all
officers in NIBRS Research & Planning Unit
Quality Assurance Unit
Research & Analysis Unit

(PoliceGIS)
All Units
Unified CAD System Technology Conduct training refreshers for text 911 Increase locational accuracy (NG911) Police Radio (CAD) (lead) COVID-19 Delays COVID-19 Delays 2023-2024
(NG911)
Systems training for all dispatchers and Text-2-911 capability Field Operations Contract with chosen vendor Contract negotiation
call takers delays
Decrease call waiting time (CAD to CAD Office of Innovation & Technology This is a joint Police and Fire CAD
(EISET) dispatch sharing) system Training on
PCIC/PIIN Unit functionality of new
Decrease response times CAD system
RTCC
Temple U, Drexel U , UPenn

(PoliceGIS)
Page 18
Potential
Considerations
Modernize Paper Technology Complete review of all processes to Decrease administrative staff time Organizational Services (lead) Technology Strategy Lack of System On-going
Processes align with the City of Philadelphia’s Inventory/Capabilities
efforts to go green and reduce our Reduce or eliminate outdated paper Office of Innovation and Capital and Operational Funding
carbon footprint processes Technology Lack of Mobile Field
PremiereOne Upgrade + Field Reporting/Smart
Eliminate redundancies All Units Reporting Devices
Mobility Project (Neubauer) Procurement

Restrictions
Reoccurring Operational Funds
(e.g. PoliceGIS) Legacy System
Dependencies
Information Mobility Technology Training for officers’ assigned devices Increase police presence in grids Intelligence Bureau (lead) Mobile Phone Procurement OIT Delays due to August 2020
for Officers COVID-19
(Neubauer/Police Develop a community engagement Increase responses to intel gaps Research & Analysis Unit Mobile Device Management
Foundation) component in the intelligence- (PoliceGIS) Solution
gathering component Increase reading/responding to
published intel Office of Innovation & Technology Security Architecture/
External evaluation by Greg Ridgeway Deployment
(UPenn) Increased information sharing, Field Operations
including responses to intel gaps
Mobile Communications Unit
Central Repository Technology Identification and application of Reduce administrative overhead Organizational Services (lead) Technology Strategy Lack of System On-going
for a Guiding research grant funding for needed Inventory/Capabilities
Documents systems Decrease time for policy revisions/ Field Operations Capital and Operational Funding
directives
Easier access for officers and Office of Innovation & Technology Opportunity cost associated
supervisor to locate specific policies Evaluate the financial impact with with reassigning Quality
and procedures to ensure consistency previous fiscal periods Research & Planning Unit Assurance and Standards
in operations across the Department and Accountability evaluation
Evaluate the time periods for policy Research & Analysis Unit personnel
development, review, implementation (PoliceGIS)
and training
All Units
Evaluate the ability to search and
locate policy and protocols by
operational units in the PPD
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Potential
Considerations
Employee Health & Technology Formalize a strategy with LEHB, City Increase employee job satisfaction Organizational Services (lead) Conduct an gap analysis of Potential budget September
Wellness Health and Bargaining units to promote (survey) current Employee Health & implications for 2020
screenings, nutrition, support groups Personnel Wellness using an external implementing changes
and address mental health needs Increase employee perception of partner and surveys
wellness (survey) Field Operations
Partner with a university to study Modify or supplement health and
officer wellness and if our intervention Increase employee wellness by early Employee Assistance Program wellness practices based on gap
strategies are working screenings to address onset of illness analysis
or disease Training Bureau
Conduct employee surveys using
Decrease sick usage by officer Research & Planning an outside partner
participation in wellness programs
Peer support for mental health and

well-being
Peer Support Training & Reduction of both internal and external Implement EPIC –‘ Ethical Policing Is Organizational Services (lead) Assess efficacy of existing peer Operating budget December
Program and Accountability complaints made to Internal Affairs Courageous’ program support programs underway at does not include 2020
specialized Office of Professional PPD and through EAP funding for new peer
training for internal Measure increased job satisfaction Implement peer to peer support, to Responsibility support programs at
accountability through surveys and/or peer group include officer EEO advocates Will seek outside funding for EPIC this time
interviews Personnel effort through private foundation
Develop and train all department or federal grants
Reduce officer injuries/IOD claims personnel with newly developed EEO Employee Assistance Program
policies and practices
Measurable culture regarding sexual Training Bureau
harassment and other EEO practices Track the number of alleged victims
from the internal climate survey, counseled Office of Professional
Responsibility
Development of an internal climate
survey for PPD personnel Field Operations
The number of women/minority Community Relations

information/training sessions held.
Track the number of cases counseled

that are not discrimination, but rather
management/supervisor grievances
Track Sexual Harassment/EEO

complaints, founded assignments and
lawsuits
Implicit Bias and Training and Follow-up on RFP and contract with Reduce actions resulting from implicit Training Bureau (lead) in Operational funds (Class 200) COVID 19 delays On-going
21st Century Accountability Dr. Marks bias conjunction with Dr. Marks Funding beyond year 1
Community Policing Contract with chosen vendor
Change attitudes, stereotypes and Identify bias/racist tendencies or Field Operations
behavior actions
Office Professionally
Develop and/or increase related Responsibility
trainings
Page 20
Potential
Considerations
PoliceGIS System Technology Timely data analysis to drive decision Decrease time searching multiple Research & Analysis Unit Technology Strategy Lack of FY21 budget On-going
Advancements (Data making at all levels of the department systems (PoliceGIS) (lead)
& Analytics) Consistent operational budget Need OIT to prioritize
Increase production of actionable Office of Innovation & Technology PPD updated
intelligence Communication of priority technology systems
Intelligence Bureau business requirements from Field
Increase access to publicly available Operations
data Field Operations
Increase dataset integrations Office of Forensic Science
Acoustic Gunshot Technology Timely information to aid in response to Increased clearance rates from video Real-Time Crime Center (lead) Technology Strategy Capital Budget On-going
Detection System violent crime evidence
(AGDS) Office of Innovation & Technology Operational Strategy for AGDS Operating Budget
Swift and prioritized response Reduced response time to shooting Use
to shootings support affected incidents Streets Department Streets Department
neighborhoods Relocation/Re-evaluation of Coordination
Field Operations current system

(PoliceGIS)
Body Camera Technology Increased transparency between the Reduced citizen complaints Office of Innovation & Technology Technology Strategy Capital Budget On-going
Program Department and all stakeholders (Lead)
Expansion to all Police Districts Operating Budget
Field Operations - Office of
Forensic Science
Mobile Communications

(PoliceGIS)
Early Warning Training & Compliance of personnel operating Reduction of both internal and external Office of Professional IAPro Blue Team Upgrade Technology August 2020
Intervention Program Accountability within Departmental and Constitutional complaints made to Internal Affairs Responsibility (lead) incompatibility
guidelines Compatibility with existing
Reduction in use of force incidents Organizational Services technology Delays in training due
Increased job satisfaction to COVID restrictions
Reduction in discipline and Personnel City wide training of new program
terminations
Police Advisory Commission
Less officer injuries and reduction in
IOD claims Training Bureau
Field Operations
Research & Analysis (PoliceGIS)
Page 21
Potential
Considerations
Department-wide Training & To ensure the department implements Increase credibility of the department Organizational Services (lead) Hiring of Diversity and Inclusion New Policy/Directive On-going
Procedural Justice Accountability and embraces policies, protocols and Manager
Framework the overall mindset that supports the Improve community relations Training Bureau Policy Updates where
underlying principles of procedural Training for Procedural Justice relevant
justice by is treating people with Increase community input in decisions Office of Professional practices
dignity and respect, giving citizens of the department Responsibility The new Procedural
‘voice’ during encounters, ensuring the No-cost technical assistance Justice Framework
department is being neutral in decision Improve officer conduct in the Field Operations for new COMPSTAT model used by PPD
making, and conveying trustworthy community messaged to the
motives to the people we serve Community Relations community
Improve community satisfaction with
the department Research & Planning Systemic inequality
across the society
Reduced racial/ethnic disparities Research & Analysis (PoliceGIS) that come before any
police-action
Reduced complaints against police
Budget Implications
Revise Compstat process to include for hiring and training
community voice and review police
actions through equity lens
Reduce assaults on police and the use

of force by police
Reinstitute problem- Training & Add problem-solving components to all Increase community engagement Training Bureau (lead) Will seek outside funding for this Current budget does On-going
solving at all levels Accountability training for recruits and in-service effort through private foundation not have resources
Reduction of crime statistics in Office of Professional or federal grants TBD allocated to this
problem solving zones Responsibility training
Organizational Services
Field Operations
Special Operations
Community Relations
Research & Planning
Research & Analysis
Page 22
Potential
Considerations
PPD Policy Review Training & To ensure best practices are Review all current policies Organizational Services -Training Will start with an internal review Often times to September
Accountability implemented that serve the mission Bureau process evaluate policies, it 2020
of the PPD and the expectations of our Develop a protocol for regular review may be necessary for
communities and revising policies and procedures Office of Professional PPD subject matter
Responsibility experts to travel to
other jurisdictions
Field Operations to not only evaluate
written policies, but
Community Relations to examine policy
in action to help
Research & Planning determine how to
incorporate best
Research & Analysis (PoliceGIS) practices st the PPD
PPD must be willing

to expend the funds
necessary for this to
be accomplished
Training Academy Training & To instill best practices and protocols Increase professional development Training Bureau (lead) Will seek peer reviews of our Current budget does On-going
CALEA Accreditation Accountability for officer training and development proofs of compliance not have resources
thereby creating an environment in Academy Performance Measurements Office of Professional allocated for this
which we train and develop exceptional Responsibility Initiate conversation with CALEA accreditation
employees Increase organizational Integrity to begin the process and conduct
Community Relations preliminary assessment of PPD, without new
Create a platform for excellence and existing processes funding will be moving
reform Research and Planning forward on identified
Will seek outside funding through proofs in 2020
Increase organizational pride in private foundations or grant
demonstrating professionally trained funding
officers
PPD Police Board of Training & To ensure the procedural justice Review current process Special Operations (lead) Start with collaborative review FOP/47/33 union September
Inquiry and Charging Accountability is embedded in the department process with the PAC commission implications 2020
review beginning with our employees by Identify inconsistencies and ensure Office of Professional
ensuring that (1) there is fairness in transparency Responsibility Currently not funded
the processes; (2) transparency in
departmental actions; (3) employees Conduct assessment of best practices Labor
have an opportunity to be heard; and
(4) final disciplinary decisions are Include community input Training Bureau
made impartially
Develop an education based discipline Field Operations
system
Update the training process for all

board members
Develop a discipline matrix
Page 23
Potential
Considerations
Technology Inventory Technology Complete technology inventory report Assess and understand systems being Executive Team (lead) Develop working group to June 2020
operated at PPD conduct the inventory
Field Operations
Identify additional technology and
upgrades needed Organizational Services
Intelligence Bureau
Internal Resources Shine a light on positive work by Assess current internal Executive Team (Lead) Staffing needed for External funds may December
Communications employees, thus increasing employee communications strategies Organizational Communications be needed for new 2020
Plan for PPD morale and productivity Organizational Communications to fully implement the branding or marketing
Personnel to Improve Development of a multi-pronged, multi communications plan materials
Information Sharing Creation of the new PPD identity and modal communications plan for PPD
and Transparency brand standards, sharing internally Hiring freeze could
to guide application across all Create mechanisms for PPD employees delay the onboarding
marketing, advertising/recruiting, to provide feedback on PPD operations of analysts
and communications materials.
This includes online, or web-based Create mechanisms for PPD employees
applications, as well as social media to provide feedback on PPD operations
Produce consistent, credible and

compelling internal communications
focused on the 3 pillars, further
increasing awareness internally of PPD
priorities
Share external news releases internally

before sending externally
Ensure internal audience is well-

informed about critical issues
concerning PPD, including our
challenges and achievements
Conduct internal survey which could

provide insights about the culture and
perceptions of PPD
Page 24
Pillar: Crime Prevention & Violence Reduction
Initiative Type
Performance Goal Impact Key Performance Metrics Responsible/Critical Dependencies/ Resources
Potential Considerations Est. Comp Date
(Outputs) (Inputs) Unit(s) Needed
Renew Academic Collaboration to Solve Conduct a meeting with all Increase number of external Executive Team (lead) Inventory of current Balancing operational January 2022
Partnerships Problems local universities to outline evaluations partnerships needs with research model
our needs and listen to their Field Operations requirements
areas of interest Creation of a research Identification of critical
advisory committee for PPD Organizational Services initiatives for potential Concern over negative
external evaluation/ results
Office of Forensic Science, collaboration
Creating a culture of
Intelligence Bureau Some collaborations may objective, evidence-based
require grant funding thinking
Align/Expand with PRSC/ Collaboration to Solve Conduct a training program Expand Operation Pinpoint Executive Team (lead) Completion of civilian City hiring freeze January 2021
Operation Pinpoint Problems for all Pinpoint and Captains to 40 targeted areas analyst hiring process
Field Operations
Intelligence Bureau along Integrate PRSC Tactical with Increase intelligence
with input from district Quarterly Plan/Compstat/ Intelligence Bureau officers/collection within
Captains to conduct an Shooting review process CIU
analysis of districts to Criminal Intelligence
select additional Pinpoint
locations Research & Analysis Unit
(PoliceGIS)
Reduced shooting victims
and homicides by 25% by
end of 2021
Group Violence Initiative Collaboration to Solve Conduct Shooting Review Increase number of referrals Executive Team (lead) Partner engagement with Need signed data sharing January 2021
(GVI) Problems meetings to select John Jay for program agreement with David
candidates for GVI Field Operations training, custom notification Kennedy and John Jay
tracking, and group violence
Execute Custom Intelligence Bureau scorecard to integrate GVI Data sharing concerns
Notifications and w/ weekly shooting reviews regarding protected
“Call Ins” used to offer Research & Analysis Unit information
services and send a Partner engagement with Dr.
clear messages to target Caterina Roman (Temple) to Staffing concerns regarding
individuals develop research model for information collection
evaluation needs
May require additional

intelligence officers (info
collection)
Final scope determination

needed (pilot area vs
citywide)
Page 25
Initiative Type
Project Safe Collaboration to Solve PSN integration into Increase number of referrals Executive Team (lead) Define policy, procedures Lack of partner January 2021
Neighborhoods (PSN) Problems the Shooting Review and tracking mechanism participation
meetings where requests External PSN evaluation Special Operations for referrals, cases and
for resources and case (crime reduction) outcomes Lack of intelligence-led
adoption requests occur Detective Headquarters referrals
for targeted locations and Work to work with USAO
individuals to ensure all relevant PPD Intelligence Bureau Different priorities amongst
cases are suitable for partners in regards to
External evaluation with adoption Research & Analysis Unit pursuing intelligence-led
research partner referrals for investigation
and prosecution
Integrate Operations with Collaboration to Solve Public and visible Improved investigations Special Operations (lead) ADA’s assigned to each Trust must be re- January 2021
DAO Problems partnership with the DAO division established between the
Improved prosecutions of Field Operations DAO and Police
Reestablish a positive prolific offenders ADA’s to be made aware of
working relationship Intelligence Bureau prolific offenders to target Information sharing of
between the PPD and DAO Improved convictions of protected information (e.g.
prolific offenders Detective Bureau All district personnel to be investigative/intelligence
strategic and mission driven information)
Increased bail requests Narcotics Bureau
Shared PPD/DAO policies Coordination with other PPD
Violent crime reduction required for bail amounts, units (e.g. homicide, SVU,
charging, VUFAs, charge intelligence
Increased clearance rates alternatives, referrals
Multiple shifts
Consistently meet with Office space for embedded
the DAO to develop joint ADAs
collaborative ideas of
deeper integration and
partnerships
Evidence Prioritization Collaboration to Solve Development of Cases received Office of Forensics Science Updated BEAST LIMS IT system limitations BEAST OFS: August 2020
Project (EPP) Problems departmental investigative (lead) system
priorities in collaboration Cases requested for Lack of timely updates on BEAST PPD-wide June 2021
with the DAO and courts analysis Field Operations Consistent prioritization court information
scheme between Scheme: August 2020: then
Timely and reliable Cases analyzed and investigators, ADAs, the Lack of timely requests from on-going
forensic results to drive reported courts and the OFS DAO for analysis
investigations and
prosecutions Cases pending analysis IT COVID delays
Forensic database hits Hiring freeze and budget

(AFIS, CODIS, NIBIN, etc.) constraints
Negative implications for

court (missed dates, etc.)
Page 26
Initiative Type
Operational Accountability Collaboration to Solve Refine Shooting Review # of referrals to PSN Field Operations (lead) Request no cost TTA for Organizational challenges On-going
(Shooting Review/ Problems meeting to uniformly Compstat 360
Compstat Restructuring) identify candidates for # of referrals to GVI Intelligence Bureau Cultural challenges
referrals Identification of
# of referrals to OVP Research & Analysis Unit accountability metrics, data Lack of coordination
Utilize the Compstat (PoliceGIS) collection, and report card between initiatives (PRSC/
process to conduct referral External evaluations for revisions Pinpoint/GVI/PSN/etc.)
follow-ups and updates GVI/Pinpoint/mobility/PSN
Custom notification
procedure/system
PinPoint Feedback Data, Analytics & Feedback External or internal Increased PPD activity Field Operations (lead) Completion of civilian Current PPD information January 2021
Mechanisms for Strategies evaluation of shooting on report cards (District analyst hiring (33 open sharing culture
That Have Measurable predictions through Strategies/Pinpoint Plans) Intelligence Bureau positions)
Outcomes published intelligence Organizational challenges
products Increased responses to gap Research & Analysis Unit Annual PoliceGIS within field operations
questions for published operational/maintenance
analysis/intelligence budget (currently in MDO Lack of technology funding
products FY21 budget)
Hiring freeze/budget cuts
After action/feedback loop
from operations
“Surgical Policing” Data, Analytics & Feedback Respond to crime External mobility project Intelligence Bureau (lead) Completion of civilian Current PPD information January 2021
Through Intel & Data and violence through evaluation (Greg Ridgeway, analyst hiring (33 open sharing culture
Analysis (Civilian Analysts) intelligence-led policing Upenn) Field Operations positions)
to accomplish our mission Organizational challenges
without alienating the External GVI evaluation Office of Forensic Science Annual PoliceGIS within field operations
communities we serve (Caterina Roman, Temple) operational/maintenance
Research & Analysis Unit budget (currently in MDO Lack of technology funding
Provide ongoing training External PSN evaluation FY21 budget)
for new analysts to better (TBD) Hiring freeze/budget cuts
integrate them into the Completion of mobility
police department External Operation Pinpoint project & expansion
evaluation (TBD) citywide
External shooting prediction

evaluation (TBD)
Page 27
Initiative Type
Remove Silos/Information Data, Analytics & Feedback Begin training for Increased IIR reporting Intelligence Bureau (lead) Completion of civilian Current PPD information January 2021
Accountability (DVIC - commanders to develop analyst hiring (33 open sharing culture
Feedback Loop) them in their roles and Increased actionable Field Operations positions)
responsibilities in the intelligence Lack of technology funding
information flow process Research & Analysis Unit Creation of “reports
Increased development (PoliceGIS) officer” or clerical teams for Hiring freeze/budget cuts
Develop process for of finished intelligence/ collection/dissemination
Detective Bureau to input analysis All Units of raw information on all May require short-term
sensitive information into RTCC tours staffing to support while
the Info Share database Receipt of after-action open civilian positions are
reports Annual PoliceGIS hired
Hold all relevant unit operational/maintenance
commanders responsible Mobility Project evaluation budget (currently in MDO
for making sure intelligence from Greg Ridgeway (Upenn) FY21 budget)
gathered are shared in
InfoShare Adding new data to Will require InfoShare
PoliceGIS (e.g. OFS data, customization funds
eTrace, PremiereOne, CAD
upgrade, etc.) Completion of mobility
project & expansion
citywide
Use of Forensics to Data, Analytics & Feedback Increase the use of forensic Cases received Office of Forensics Science Upgrades to BEAST IT systems limitations On-going
Enhance Prosecution science and technology to (lead)
(clearance rates) support investigations and Cases analyzed and Integration of OFS data into IT and budget issues related
prosecution of cases reported Field Operations intel systems to COVID
Train/inform officers on Forensic database hits Intelligence Bureau Completion of forensic Timeline of hiring and
how new technology affects (AFIS, CODIS, NIBIN, etc.) training for patrol, training process of new staff
crime scene securing detectives and intel
Court testimonies Cultural shift from forensics
Return to baseline forensic as a trial tool to an
Increased actionable capabilities staffing and investigative tool
intelligence equipment
Hiring freeze and budget
Increased intelligence constraints
products
Page 28
Initiative Type
Assigned Staff to Track Data, Analytics & Feedback Accurate and timely picture Factual Data can change/ Special Operations (lead) Increase the number of Eliminate possible On-going
Disposition of Cases of both PWID and gun crime improve DAO policy analysts at the Intel Bureau duplication of effort
outcomes. Detective Headquarters between the Detective
Weekly gun crime audit Implement a working group Bureau and the Intel Bureau
Identification of gaps in the Narcotics Bureau with the DAO and both
criminal justice system. Weekly PWID audit Narcotics and the Detective Two analysts on the PD
Field Operations- Bureau to examine criminal needed for this project
Ensure successful Intelligence Bureau justice process as it relates
prosecution of PWID and to PWID and gun crimes
gun crimes by partnering Research & Analysis Unit
with DAO
Philly Fast Brass Collaboration to Solve Timely and accurate Number crime guns Office of Forensics Science OFS staffing Need for comprehensive On-going
Problems processing of crime guns recovered (lead) collection of shooting
and ballistics aids in Completion of detective evidence
the swift and successful Amount of ballistic evidence Special Operations eTrace training
prosecution of cases recovered Detection of shootings that
Field Operations are not a call for service
Cases/evidence screened
within 48hrs of receipt Intelligence Bureau IT interoperability to
streamline data sharing
Percent crime guns entered from OFS to operations and
correctly and timely into intelligence
eTrace
Crime guns with eTrace

results
CGIC leads produced
Intel products produced

Delaware Valley Collaboration to Solve Timely and accurate # of DNA profiles received Office of Forensics Science Finalize IT install and IT availability due to COVID September 2020, then
Investigative DNA Problems processing of DNA evidence from surrounding (lead) performance check of on-going
Database (DVIDD) aids in the swift and jurisdictions system Potential COVID impact to
successful prosecution of Field Operations counties’ budgets for this
cases # of PPD profiles from Release SOPs to partner program
standard DNA processing Intelligence Bureau agencies
Operational buy-in on new
# of profiles from Rapid Surrounding County Training for detectives collection requirements
DNA processing partners on new capability and
collection requirements
# of leads generated to PPD
investigations
# of leads generated to
other LE investigations
Page 29
Initiative Type
Forensics Management Technology Technology upgrades allow Increased efficiency in Office of Forensic Science Technology strategy Capital Budget BEAST OFS: August 2020
System Upgrade (BEAST) for better data management evidence management (lead)
which supports the overall Operating Budget BEAST PPD-wide: June
mission of the Office of Increased availability of lab Office of Innovation & 2021
Forensic Science testing data Technology
Integration of OFS data with Field Operations

data & analytics system
(PoliceGIS) Intelligence Bureau

(PoliceGIS Integration)
Digital Forensics Technology Technology upgrades allow Increase capture rate of Office of Forensic Science Technology strategy Capital Budget New initiative
Capability Upgrade for enhanced evidence digital evidence from cell (lead)
(Cellebrite and PenLink) examinations and better phones and social media Operational strategy Operating Budget
data management, which warrants Office of Innovation & for digital evidence
supports the overall mission Technology management
of the Office of Forensic Increase clearance rates
Science Field Operations
Integration of digital
Integration across the forensics information with Intelligence Bureau
department allows for better data & analytics system
evidence management and (PoliceGIS) Research & Analysis Unit
dissemination of actionable (PoliceGIS Integration)
forensic leads
Page 30
Pillar: Community Engagement & Inclusion
Initiative Type Performance Goal Impact Key Performance Metrics Responsible/Critical Unit(s) Dependencies/ Resources Potential Considerations Est. Comp Date
(Outputs) (Inputs) Needed
Department-wide Engagement Reduced calls for service, Train PPD on NPI Philosophy Executive Team (lead) Staffing allocations for NPI No budget allocated for December 2021
Implementation of the especially in Chronic / Repetitive Model large scale NPI roll out
Neighborhood Policing Calls for Service Train community partners with All Bureaus/Divisions/Units/
Initiative (NPI) NPI/Problem solving skills Districts Training for NPI Philosophy Potentially seek
Increased uncommitted officer Department outside funding for the
time Coordinate with City Agencies implementation and
on Quality of Life calls for Budget for the evaluations evaluation for NPI
Increased community partnerships service/complaints of the efficacy of NPI, using
an external researcher
Decrease in problem properties, Develop millstones for
low level crimes and other quality evaluating the NPI roll out
of life complaints and continuous improvement
mechanism for this
Increased perception of trust & department wide effort
confidence in the police
Maximize PPD technology and
analytics capacity to drive
deployment and problem
solving projects
New Officer Orientations Engagement Ensure police can identify elements Redesign officer orientations to District Captains (lead) District Captains to Inform Orientations should August 2020
from the Community of successful police/citizen include PDAC members and instruct the PDACS be a written policy
Police District Advisory interactions Training Bureau or Commissioners
Councils (PDAC) Increase community-police District Captains to memorandum
interactions Community Relations schedule orientations
Improve officer community relations
Recruitment
District personnel
Page 31
Enhance Social Media Engagement Create social awareness beyond Track social media metrics Public Affairs (lead) Police to have access to Approval of parents of On-going
Outreach to Engage neighborhood of juveniles social media platforms youths
Philadelphians, with Reduce youth gang Community Relations
a focus on Younger Reshape youth attitudes toward involvement Police to have social media
Community Members police Youth Programs accounts
Reduce youth criminal
Convene a “Youth Advisory Council” behavior Field Operations Training on use of social
for consultation and guidance media platforms (i.e. zoom,
Establish presence on Districts Captains Teams, Instagram, etc.)
platforms most utilized by
young persons (Instagram, Staff lead to create
Tik Tok) consistent and regular
scheduling of engagements
Increase messages, posts and
interactions on social media Availability and procurement
platforms of “archive software” (e.g.,
Archive Social)
Pennsylvania Innocence Engagement Increased Trust from the public Requests per year Office of Forensics Science Return to baseline Capacity of OFS in relation On-going
Project (Office of (lead) capabilities (staffing and to current casework
Forensics Science) Increased collaboration with Reviews per year equipment)
partners and stakeholders DAO Availability of specialty
Cases - analyzed per year Post conviction grant analysis funding
Field Operations funding (possible)
New investigative leads (AFIS, Availability of post-
CODIS, NIBIN, etc.) that don’t Public Affairs conviction grant funds
support original prosecution
Community Relations Cultural shifts related to
Analyses that support original the investigating post-
prosecution conviction cases
Analyses that neither support Location of old case files

or refute and evidence
Hiring freeze and budget

constraints
Trauma-Informed
Approach (with respect
to emotional impact on
clients)
Page 32
Youth Engagement – Engagement Measure Increased legitimacy/ Provides a mechanism for Community Relations (lead) Assess past practices from Social Distancing August 2020
Youth Commission/ community sentiment of police role youth to participate in the PPD previous Administrations Protocols
Advisory Council in society among youth through decision making process Public Affairs
surveys and peer group interviews Scan successful models Youth access to
Increases youth Graphic Arts from other cities technology
Increase rate of productive field understanding/awareness of
interviews of witnesses (youth and police practices Audio Visual Develop an operational No budget allocated for
adult) framework for this advisory this initiative
Improves community relations Youth Programs council
Trauma-Informed
Field Operations Recruit youth, based on Approach (with respect to
operational framework emotional impact)
Seek external funding to Pathway to Youth
support meetings and
activities generated from
this advisory council
Expand young adult Engagement Create social awareness beyond Improves community/police Community Relations (lead) Selection of the right officers What rules should be On-going
programming to neighborhood of young adult relations Public Affairs to conduct the engagement established concerning
outreach efforts to ages officers forming or having
18 – 30 as practicable Shift in young adults’ perception Expands recruitment pool of Audio Visual Officers must be adaptable relationships with young
of police potential police candidates to multiple cultures adults involved with the
Field Operations program
Ensure police can identify elements Can reduce crime by engaging Cultural sensitivity training
of successful police/citizen the age group predominantly District Captains
interactions susceptible to gun violence Protocols/guidelines for
and other illegal activity District Personnel rules of engagement
Enhance outreach to Engagement Increased community interactions Improved access to resources Community Relations (lead) Officer Training Trauma-Informed On-going
Faith Based, Immigrant, Approach with respect to
and LGBTQ communities Shift in officer perception of Increased social competencies Public Affairs Opportunity cost associated emotional impact
community (ability to have empathy for with utilizing employees
others) Field Operations to plan, coordinate and Include community
Shift in community perception of moderate additional representation
police meetings, events
relationship-building ID officers from those
activities specific communities
(or family from those
communities)
Page 33
Community Voice in PPD Inclusion Create a system whereby PPD Number of Collaborative Executive Team (lead) Collaboration and The community may not be On-going
Planning and Decision- policy is routinely reviewed and Review Projects initiated coordination with Research permitted to collaborate
Making Process evolves to better serve the PPD and Field Operations & Planning in all areas (i.e. police
with Police Advisory community Number of agreed upon contracts)
Commission (PAC) recommended policy changes Public Affairs Opportunity cost associated
Establishes an integral piece of with utilizing PPD subject
Procedural Justice within the PPD Number of policies submitted Community Relations matter experts
to the PAC for general review
Improves community Time of Executive Team
understanding and support for PPD members in negotiating and
policies and enforcement actions coordinating Collaborative
Review Action Plans
Provide credible messengers to the
community on behalf of the Police Notification and training
pertaining to the
implementation of policy
changes
Time of Executive Team

members interacting
with PAC Commission
to establish trust and
transparency for each
Collaborative Review Project
prior to public dissemination
Anticipated involvement in
monthly PAC meeting
Centralized coordination Inclusion Increased community interactions Ensure uniformity among the Community Relations (lead) Update Bylaws May need to assign a Chief December 2020
of PDACs and Quarterly various PDACs over Community Relations
Meetings Public Affairs
Not all districts have
Field Operations active PDAC Advisory
Committees
Locating and financially

securing facility resources
to accommodate PDAC
meetings
Page 34
Seek Community Inclusion To ensure that the department is Identify satisfaction or Research and Planning (lead) Protocol/Directive on who, Identification of budget for First wave:
Feedback through Bi- accomplishing its mission and dissatisfaction by location what, where, when and how community surveys January 2021
Annual Surveys expectations of the communities so Public Affairs surveys will be conducted
that corrections can be made in a Conduct multi modal
timely manner community sentiment surveys Community Relations
annually
Field Operations
Virtual Community Inclusion Regularly scheduled meetings and Create a survey for each Public Affairs (lead) Officer/commander Training Differences in On-going
Meetings an annual calendar of meetings by meeting, to gauge partner on Virtual Platforms demographics
districts satisfaction with meetings Field Operations
Policy which creates Overall IT limitations of
Request input for ideas for Community Relations uniformity of meetings the City/department,
topics and development of across all districts especially in many of the
agendas based on current and District Captains department’s outdated
critical community issues Update equipment – facilities that are not
computer cameras sufficiently wired for
advanced technology
Additional Outreach for Inclusion To ensure the department is Evaluate the call volume to Special Operations (lead) Translation Services Community On-going
Non-English Speakers including the concerns and telephonic translations service Representation Deaf
(911 translation safeguarding the Civil Rights of Police Radio Opportunity cost of Police and Hard of Hearing
services) those who do not speak English or Evaluate the deployment of in- Community
English as a first language person, contracted translators Office of Immigrant Affairs Radio personnel tracking
and reporting data and Undocumented
Meet regularly with immigrant the cost associated with immigrants in our
advocacy groups to problem objective analysis by either communities remain to be
solve the Quality Assurance a challenge for the PPD.
or Standards and Fear and trepidation of
Increase community Accountability Unit these groups to honestly
interactions with non-English engage the department
speakers Currently there are no and its resources will
trainers on staff at office of take strong advocacy
Increase number of police immigrant affairs to conduct by the department
interpreters and recertify required 8 hour course in collaboration with
current list of police immigrant advocacy/
interpreters Establish a train the trainer support organizations.
program
Establish a Limited English
training curriculum for
police recruits
Page 35
Development of a Inclusion To ensure a robust and diverse Evaluation of recruitment Recruitment Unit (lead) Maintain the Police Differences in March 2021
Recruitment Pipeline workforce process to determine barriers Explorers program demographics/Diversity
and ways to work increase Public Affairs
Proper community engagement and diversity in hiring Citizens academy (creates
inclusion will develop interested Audio Visual understanding of police
candidates Increase engagement with conduct and policies)
youth after completion of PAL Graphic Arts
& Explorer curricula (e.g., Creative recruitment drives
internship, civilian position, Community Relations
etc.)
Field Operations
Increase collaborations with
military, universities and trade
schools
Page 36
Conclusion
Even in the face of the COVID-19 pandemic, budgetary Our crime prevention & violence reduction initiatives
concerns, and legal limitations on sharing information, will address our hardest hit neighborhoods. Our
the Philadelphia Police Department is committed communities are not the source of the problem;
to optimizing every resource at our disposal to they are the solution. We will collaborate with our
communicate with and develop a shared vision amongst partners, utilize data and analysis, and draw from
the department and our external partners. evidence-based practices to drive our strategies and
Our collaborative approach is inherent to policing – we tactics in an intentional and focused manner. The
use everyone and everything we have available. This Police District Advisory Councils along with the Police
action plan, which is a living document to be revised Advisory Commission and their recommendations
annually or as needed, brings all of our law enforcement are an important key to our future success. Through
and non-law enforcement partners together, removes substantive community inclusion and engagement in
silos, and establishes a concerted flow of information our process, we will increase the trust between the
for analysis to create the roadmap of how we will work community and police.
together to focus on and reduce crime. The Philadelphia By committing ourselves to the performance goals,
Police Department is confident that this action plan will pillars and operating model redesign outlined in this
be successful. action plan, we will achieve long-term sustainable
By elevating the Philadelphia Police to new heights neighborhood change, together.
in organizational excellence with efficient resource
utilization, modernization of technology, and increased
training and accountability, we will achieve our goals
together.
By committing ourselves to the performance goals, pillars and operating model

redesign outlined in this action plan, we will achieve long-term sustainable
neighborhood change, together.
Page 17

Philadelphia Police Crime Prevention and Violence Reduction Action Plan

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Philadelphia Police Crime Prevention and Violence Reduction Action Plan

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City of

Crime Prevention &

Operating Model Redesign:

Since my appointment as Police Commissioner, the Philadelphia Police Department has

As law enforcement professionals, we constantly adapt to ever changing landscapes whether

I. Organizational Excellence – We will enhance our human and technological resources in

One way to understand the nature and extent of crime

After seeing a relatively stable 30-year decrease in Part

The emergence of the COVID-19 Pandemic this year has

Currently in 2020, Part One crimes are up 6.1%. Page 5

part 2_non narcotic

2018 vs 2019 December 2019 vs 2020 Pre-Covid

Pinpoint Areas City-wide

Philadelphia Roadmap for Safer MacArthur Justice and Safety

Performance Goals: Violent Goal 1.

Organizational Excellence It is critical that we invest in our workforce. We will

Crime Prevention and Violence Community Engagement & Inclusion

Philadelphia Roadmap for Safer Communities:

Report Cards/Compstat Sheets

After Action Reports

Federal Arrests/ Intel/ Weekly Priorities

State Link Analysis Daily Reports

Sources of Information Intelligence Bureau Decision-Makers

Research & Analysis

Quality Assurance Unit

Research & Analysis Unit

Temple U, Drexel U , UPenn

Research & Analysis Unit

Mobility Project (Neubauer) Procurement

Peer support for mental health and

The number of women/minority Community Relations

Track the number of cases counseled

Track Sexual Harassment/EEO

Increase dataset integrations Office of Forensic Science

Office of Forensic Science

Research & Analysis Unit

Research & Analysis Unit

Research & Analysis (PoliceGIS)

Reduce assaults on police and the use

Research & Planning

Research & Analysis

PPD must be willing

Update the training process for all

Develop a discipline matrix

Office of Forensic Science

Research & Analysis Unit

Produce consistent, credible and

Share external news releases internally

Ensure internal audience is well-

Conduct internal survey which could

May require additional

Final scope determination

Forensic database hits Hiring freeze and budget

Negative implications for

External shooting prediction

Crime guns with eTrace

CGIC leads produced

Intel products produced

Integration of OFS data with Field Operations

Research & Analysis Unit