2008- 2015 The Police Department Moving into the 21st Century

Nola M. Joyce, Deputy Commissioner Philadelphia Police Department 2008-2015 In Dedication To

The men and women of the Philadelphia Police Department whose work, whether as a sworn officer or a professional civilian staff member, have made these past eight years a success. Every member of this department has reason to be proud of their service to the City of Philadelphia. You serve with honor and integrity and make a difference every day.

In Honor Of

The men and women who gave the supreme sacrifice. They will never be forgotten.

Sgt. Stephen Liczbinski, 2008 PO Isabel Nazario, 2008

Sgt. Patrick McDonald, 2008 Sgt. Timothy Simpson, 2008

PO John Pawlowski, 2009 PO Brian Lorenzo, 2012

PO Moses Walker, Jr., 2012 Sgt. Robert Wilson, 2015

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Philadelphia Police Department’s Major Accomplishments (2008-2015)

Reduced homicides by 28% from 2007 to 2015. 2015 is the third year in a row that homicides were below 300. The last time this happened was in 1967, 1968, 1969

There were 354 fewer (22%) shooting victims in Philadelphia in 2015 than in 2007.

There were 17,548 fewer serious crimes in Philadelphia in 2015 than in 2007; the lowest level since 1971.

10 people were injured and 2 people were killed by a police firearm discharge in 2015; compared to high of 32 injured in 2010 and 2012 and 16 killed in 2012.

Reorganized the police department and established Police Service areas.

Neighborhood-based community policing became the basis for delivering police services.

Department achieved recognition for being data driven and practicing evidence-based policing.

Increased outreach by using our website, Facebook, YouTube channel, Twitter, and Instagram.

Achieved accreditation from the Law Enforcement Accreditation Commission; one of the largest police departments in the country to be accredited.

Upgraded and implemented new technology systems and opened four new police facilities.

Major strides were made to increase public accountability through open data, posting information about officer involved shootings and providing access to department policies.

Revamping recruit, in-service and specialized training to meet the demands of policing in the 21st century.

Implementing recommendations from the COPS’ Use of Force Review Ninety percent of the 91 recommendations are either complete, partially complete or in progress.

We are becoming a model for policing in the 21st Century.

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Moving the Philadelphia Police Department into the 21st Century: Reviewing the Progress from 2008 to 2016

Michael A. Nutter was sworn in as Mayor of Philadelphia on January 7, 2008. On that same date Mayor Nutter swore Charles H. Ramsey in as Police Commissioner and signed an Executive Order declaring a Crime Emergency and directed Commissioner Ramsey to submit a plan to address crime in Philadelphia. That plan, Crime Fighting Strategy, was submitted to Mayor Nutter on January 30, 2008. The plan was developed with input from the Philadelphia Police Department’s command staff, rank and file and community members. The Commissioner, in his first thirty days in office, held town hall meetings in each of the six police divisions followed by department-wide meetings to discuss the strategy. This strategy, and its update on August 31, 2011, set the vision, mission, goals, objectives, and action steps that guided the Philadelphia Police Department through the last eight years.

The Strategy recognized that effective crime fighting must not only rely on meeting the core mission of policing but also on employee development and safe and functional infrastructure. This work was guided by four principles: Prevention, Collaboration, Smart Policing, and Continuous Improvement. The graphic below summarizes the key elements of the Strategy.

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Commissioner Charles H. Ramsey set the vision and mission for the PPD. The vision of being a model of excellence in policing is a simple statement that holds great expectation, an expectation that women and men of this department pursue by working to achieve our mission. Much progress has been The mission of the Philadelphia Police made and much more is left to do. The intent of Department is to demonstrate excellence in this report is to celebrate our successes. policing by working in partnership with the community and others to: This short report documents some of the significant accomplishments achieved during the • Fight and prevent crime, the fear of last eight years. It falls short of telling the story of crime, and terrorism; how officers, supervisors, command staff, • Enforce laws while safeguarding the community, and businesses have worked together constitutional rights of all people; to make Philadelphia a much safer city and the • Provide quality service to all of our PPD a much better police department. These residents and visitors; and stories are told in the neighborhoods, in locker • Create a work environment in which rooms, and in conference rooms; stories that we recruit, train and develop an seldom reach public media. exceptional team of employees.

Who Are We? The Philadelphia Police Department is lead by Police Commissioner Charles H. Ramsey and consists of 6,400 sworn and 800 civilian personnel. We work to provide service with integrity and honor to more than 1.5 million people. Forty-five percent of PPD’s 7,200 members are minority and 27 percent are female. We work out of 55 different facilities. Patrol is the largest and most visible organizational component of the department. There are 3,663 sworn and civilian members working in 21 police districts divided into six divisions. Patrol Operations, led by Deputy Commissioner Kevin Bethel, and Investigations and Homeland Security are under the command of First Deputy Richard Ross, who leads Field Operations. Organizational Services, Strategy and Innovation is directed by Deputy Commissioner Nola Joyce with Deputy Commissioner Christine Coulter in charge of Organizational Services. The Office of Professional Responsibility commanded by Deputy Commissioner Denise Turpin, and the Forensic Laboratory, managed by Director Michael Garvey, report directly to the Police Commissioner. This fairly streamline organizational structure allows for direct accountability and improved coordination. The Fiscal Year 2016 Operating Budget is $643 Million and does not include major costs such as fleet, facilities, and technology. Ninety-seven percent of this budget is dedicated to employee compensation.

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Major Accomplishments

Enhanced Police Services Crime in Philadelphia dropped to levels not seen in decades. 2015 was the third year in a row that homicides were below 300; the first time since 1967, 1968, 1969. There were 17,548 fewer serious violent and property crimes in Philadelphia in 2015 than in 2007. This represents 24 percent fewer violent crimes and a 20 percent reduction in property crimes. These dramatic reductions were accomplished by delivering police services - preventing crime and disorder, responding to calls for service, investigating crime and resolving disorder - in ways that are fair and impartial and protect constitutional rights. The people who deliver these services must be a combination of warrior and guardian. A few of the significant achievements in enhancing police services are listed below.

Community and Neighborhood-Based Policing The city of Philadelphia is geographically divided “The plan envisions a police department more into 21 police districts, each led by a police lateral in organization, structured on a captain. In 2009, the Department created two to corporate business model, embracing old- four smaller geographical subdivisions in each fashioned policing on a highly localized level – police district called Police Services Areas (PSAs), 65 micro-districts dubbed Police Service Areas – for a total of 65 throughout the city. Each PSA is while using the latest computer analysis and headed by a police lieutenant, who along with an academic research.” Karen Heller, Philadelphia average of three sergeants and thirty-nine Inquirer, 9/31/2011 officers, are now responsible for patrolling the same area, day in and day out, bringing greater community contact, familiarity and involvement. The Police Service Area is the foundation on which our neighborhood policing strategy is based.

PSA Integrity – Officers stay in their PSA responding to calls for service, getting to know the people who live, work, play and commit crime in the PSA, and working on crime and disorder problems in the PSA.

PSA Problem Solving – PSA team members are trained on problem solving and are expected to use this method to develop the PSA Plans and work with partners to solve crime and disorder problems.

PSA Community Meetings – PSA Lieutenants host monthly PSA meetings involving the community and other stakeholders.

PSA Plan – The PSA team creates and implements the PSA Plans in conjunction with partners based on chronic crime and disorder problems.

Coordinated City Services through PhillyRising – The PSA team is able to access and participate in the developing and delivering coordinated city services to address chronic crime and disorder problems.

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The PSA team spends more time getting to know the area and the people who live and work there, its chronic crime and disorder issues, and problem solving with the community members. Foot and bike patrols have expanded and contributed to crime reductions and building community trust. Geographic accountability and continuity of assignment for the officers within each PSA are at the core of this neighborhood policing model. The PSA structure aides the police department in becoming more strategic about preventing crime. It drives how the department delivers and organizes police response and is dynamic and flexible enough to respond to short-term demands while institutionalizing Becoming a Data and long-term strategies that promote sustainability. A good deal of Research Driven Police effort was focused on identifying evidenced-based policing programs, Department matching program elements to neighborhoods, implementing program elements , assessing and adjusting the program. The model

recognizes that not one single strategy can be effective in all 2008 neighborhoods. This is the approach that brought success. See the Appendix for a further description of the strategy and a program 3 officers counting crime implementation timeline. 3 GIS professionals mapping Data Driven and Evidenced-Based Policing. crime PPD’s analytical capability has dramatically increased over the past eight years. It 1 research partnership – 2 went from simply counting crimes and plotting dots on crime maps to studies having one of the most robust public safety geographic information systems in the country and training nearly forty people in crime Centralized “analysis” analysis. Every police district has an assigned analyst coordinator and Traditional Compstat detective divisions are moving to this model. The Real Time Crime Center and the Intelligence Center house people and

technology that promote rapid analysis and regional data sharing. 2016 PPD used data and analysis to assign police officers to high crime 35 officers trained in analysis; 7 areas during high crime times. This data-driven resource allocation civilian analysts contributed significantly to the reduction in crime not in only high crime locations, but also during the high crime times and days. Other 5 GIS professionals programs that focused on high-risk offenders (like GunStat, Focused 5 research partnerships – 11 Deterrence, Youth Violence Reduction Partnership, and Cure the studies Violence) also contributed to crime reductions. These programs created partnerships that concentrated services on high risk offenders in high-risk areas.

The police department has numerous research partnerships with local colleges and universities and was one of the first police departments in the country to become part of the Bureau of Justice Assistance’s SMART Policing Initiative in 2009.

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Police and Community Relationships and Trust PPD has worked to improve the relationship with our communities and increase the level of trust between the police and the community. PPD approached this effort through several different avenues. One approach was to examine arrest policies and make adjustments to reduce the negative impact on individuals and communities. The new marijuana ordinance passed by City Council has significantly reduced the number of individuals arrested for the possession of small amounts of marijuana. Another important change is how PPD officers are handling incidents in the schools. PPD, in collaboration with the Philadelphia School District, the Department of Human Services, Philadelphia District Attorney’s Office, Philadelphia Family Court, and other stakeholders implemented a Police School Diversion Program. Stakeholders agree that it is in the best interest of students and community members that certain summary and misdemeanor delinquent acts be handled by the school system, in conjunction with supportive services, without the filing of a delinquency complaint with the Court. Police are able to make a positive impact on a youth’s life by connecting them and their families with community-based services.

A second way in which the PPD works to improve communications and build trust is by increasing the opportunities that community residents have to work with their district police officers. Some examples of this approach include district-based civilian police academies, community workshops in the police district, and running youth educational programs out of the police districts and expanding the Police Explorer program to every district. These police district level opportunities will allow district police officers to work with youth and community members in their district. Positive interactions will not only increase knowledge about each other but also respect and trust.

PPD recognizes that community members want their voice heard and their concerns acknowledged. PPD already has District Advisory Councils in every police District. PPD supports and works with the new Community Oversight Board for the Implementation of the Presidential Task Force and Department of Justice Recommendations. PPD is committed to listening and adjusting, where possible, policies and procedures based on community input.

Public Accountability. Public accountability is another way to increase public trust. PPD has created an accountability page on Phillypolice.com that contains data and information about officer involved shootings, reform efforts associated with the COPS’ Collaborative Reform initiative and the 21st Century Policing Task Force Recommendations, and access to the department’s policies and procedures. In addition, PPD has released Part I and Part II crime data from 2008 to present under the City’s Open Data site.

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The Executive Director of the Police Advisory Commission is receiving notification of officer involved shootings, is briefed at the scene, receives a complete investigatory package, and participates as a voting member on the Use of Force Review Board.

Major strides were also made in the Detective Bureau. A new policy was implemented that governs the witness and suspect interviews and interrogations; technology is being installed in interview rooms that will video record interrogations; the double-blind, sequential witness identification procedure was implemented. PPD also participate in a national beta test of Sentinel Reviews process to identify and improve procedures that lead to the arrest and prosecution of offenders. The primary intent of these efforts is to ensure that the guilty person is brought to justice. Employee Development

The quality of police services is a function of good people who are given the best training and provided effective policies and procedures to do their job. A police department is only as good as its members and this requires a support system that provides members with the knowledge and skills necessary to accomplish the mission of the department.

Training Improving training for our members is a priority. Penn State, since 2009, has continually delivered two courses to our members – the Police Supervisory In-Service Training (POSIT) and Police Executive Development (POLEX). These courses are focused at the supervisory and managerial ranks. In addition, Northwestern University has delivered their Police Staff and Command class to our members. These classes have touched the majority of our Inspectors, Captains, Lieutenants, and Sergeants. “Accreditation is the certification by an More than 2,600 officers were given Crisis independent reviewing authority that an entity Intervention Training and all sworn received problem has met specific requirements and adheres to solving training. New recruits are learning what the professionally created standards.” phrase “constitutional policing” means by attending a special program developed in conjunction with the National Constitutional Center and PPD. The Training Bureau continually reviews its recruit and in- service class offerings and is re-engineering their firearms and tactical defense courses and adding scenario and reality-based training, and training on fair and impartial policing. Finally, we established and funded a tuition reimbursement program.

Updating Policies and Procedures Seventy-one percent of the department directives have either been updated or created over the past eight years. This was a major effort to modernize the department’s operating procedures. These updates contributed to the Department achieving PLEAC Accreditation. The PPD is one of the largest police departments in the country to receive accreditation which acknowledges that the department is operating based on sound policies and best practices.

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Current directives also reflect the policy recommendations made by the COPS Office Review Use of Deadly Force.

Improving Quality of Service The Office of Standards and Accountabilities conducts routine audits to help ensure that Terry Stops are done legally, crimes are classified properly, and procedures are followed. These audits help to identify and address issues before they become major problems and allow the department to continually improve its operations.

Infrastructure Our men and women must be supported as they deliver quality service and work with others to prevent crime. This support comes from good supervision and thoughtful management. It also comes from providing habitable work places, safe and effective equipment, and modern technology.

Technology A good deal of progress has been made during the past eight years in technology. In 2008, department members were still using pagers. By 2015, the department invested in smart phones, automated systems like Leads-Online, automated Terry Stop data, license plate readers, expanded CCTV, established a digital evidence system, implemented a gunshot detection system, and tested body cameras. Some of the older systems have been upgraded such as PIIN, Mugshots, Livescan and IAPro. The Real Time Crime Center and the Delaware Valley Intelligence Center is one place where many of these new data systems are fused by analysts to provide strategy, actionable intelligence, and regional data sharing. This progress can only be maintained and supported by upgrading basic IT infrastructure such as fiber and wireless connections to facilities, replacement of equipment, and upgrading or replacing major record management systems. See the Appendix for the timeline showing the implementation of technology.

Facilities The Police Department with the support of the Department of Public Property opened several new police facilities during this time period. These include the Special Victims Unit, the Special Operations to include SWAT, Bomb, and Canine, the Delaware Valley Intelligence Center and a new Training Academy. A new police headquarters is underway and the department is working with the Department of Public Property, City Council and other agencies to create a master facilities plan that will hopefully address the issue of police district facilities.

Officer Safety and Wellness We have made progress in areas enhancing behavioral health services, increasing number and type of lethal and less-than lethal weapons, replacing vehicles, and getting on a reasonable replacement schedule for ballistic vests, tasers, vehicles, and soon body-worn cameras. We added several new commendations that recognize the good work our people do and reflect the changes in our policing strategy. The new awards include, the Medal of Excellence, Medal of Tactical De- escalation, Medal of Life saving, and the Problem Solving Award.

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Conclusion It is easy to lose site of the work and progress when current issues press for attention. This short review is intended to remind the hard working members of the Philadelphia Police Department and the people they serve what was done over the past eight years. Their efforts have transformed the department and policing in the city of Philadelphia. This type of work is never finished. These past eight years set a foundation from which the Department will continue to forward and make Philadelphia a safer city for everyone. The Philadelphia Police Department is becoming a model of 21st century policing.

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A Job Well Done

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2008-

2015

Appendix

Strategy Timelines Data

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Strategy

The following pages provide the conceptual framework for the approach taken by the Philadelphia Police Department in preventing crime and working with neighborhoods to improve public safety across the City of Philadelphia.

PHILADELPHIA’S NEIGHBORHOOD-BASED “Effective Policing involves not POLICING MODEL only reducing crime and Our neighborhood-based policing model acknowledges that disorder but also facilitating are many evidenced-based approaches that are legitimate neighborhood development.” Nolan, J.J. et al., 2005. and can be effective, depending on the needs of the community. This model also places multi-agency city and community collaborations, such as PhillyRising, at the center of sustainable neighborhood transformation. This model is dynamic, flexible, involves multiple stakeholders, and allows for different police strategies and tactics to be matched to the presenting issues of neighborhood crime and disorder. Evidence-based tactics, such as problem solving, foot patrols, and offender-focused intelligence initiatives are used to prevent crime. There is no ‘one size fits all’ approach.

Philadelphia’s neighborhood policing approach is based on the work done in other cities and partly by the theoretical work of Nolan, Conti and McDevitt (2005)1 on situational policing.

For example, a neighborhood that is experiencing high crime and is low in collective organization may first need a combination of focused policing and community organizing. The responsive neighborhood is also a high crime area but the neighbors are already working together and organized to address issues.

1 James J. Nolan, Norman Conti, and Jack McDevitt, “Situational Poling,” FBI Law Enforcement Bulletin, Nov. 2005, 74 (11): 1-9. Philadelphia Police Department | Accomplishments 14

For example, a neighborhood that has high crime and low organization for interdependence may require a combination of focused enforcement and community building and organizing. Another high crime neighborhood that is better organized may be situated to embrace joint community and police problem solving. Low crime neighborhoods may be less motivated to work proactively with the police on a regular basis, partially because they are not experiencing a need to do so. The goal is to move all Philadelphian neighborhoods to the ‘strong neighborhood’ quadrant.

Under this model, the Police Department can address crime and disorder based on the specific needs of the community. Nolan, et al., suggests that “effective policing involves not only reducing crime and disorder but facilitating neighborhood development.” The overall goal for the Philadelphia Police Department is to partner with community members to help them transform their neighborhood into stronger, safer environments.

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Timelines

Timeline of Philadelphia Police Department’s Strategy

2008 2009 2010 2011 2012 2013 2014 2015

Created and Established Worked Updated the Began Prioritized 35 30 analysts Expanded and operationalized PSAs and with MDO Crime Fighting training crime focus trained enhanced youth the Crime neighborhood- to start Strategy district areas and police Integrated Fighting based policing PhillyRising analysts programs Strategy Create Implement ed analysis, and Operation Created SafeCam and Embedded focus intelligence Training analysts Reorganized Pressure Point ‘power shift’ DIVERT intelligence deterrence in products into for Detective and assigned officers in South Crime Divisions and Started foot Problem- Took over officers to high high crime Division Briefings specialized units patrols in high oriented public school crime districts, districts crime areas policing security Started Cure Focused on days, and times Started the Violence violent and Began Stood-up Revitalized GunStat program in prolific evidence- RTCC nd Compstat into the 22 offenders in Crime Briefings based policing Federal district target areas BJA’s Smart summer Began targeted Policing surge on gun Youth Initiative – enforcement crimes Violence offender Reduction focus Partnership Philadelphia Police Department | Accomplishments 16

Timeline of Philadelphia Police Department’s Deployment of Technology

2008 2009 2010 2011 2012 2013 2014 2015

Moved from Established Deployed Enhanced GIS Established Increased Brought in Put gunshot pagers to SafeCam the Mobile the Real Time analytical additional detection system Established smart Investigative Crime Center capacity video feeds in place phones PIIN Response Leads-Online and electronic Increased Opened the Establish a shared Vehicles upgraded discovery Officers enter social media Delaware situational portal 311 requests VMS functionality Began the presence Valley Provided CCTV rolled out to DIVERT Implemented Intelligence Release data Provided feeds to districts the Police (video field stop data Center through open email to all and DA’s recovery) data portal system employees Upgraded Tested predictive Office program policing software Police Radios Began social Began using Updates to Set-up the media Video tape automated Implemented 911 Call Forensic Lab analysis detective license plate AD – Active Center MIS readers Directory Established a interrogations Dispatch digital Software Implemented Upgraded Tested body worn evidence cameras system for 911 Audio system criminal intel Recording Upgrading MDCs, and System Upgraded PIIN, Mugshots, informant (NICE) field stop Livescan, IAPro, data system PARS

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Data

Homicides continue to drop from their high in the 1990s; over the past 8 years homicides declined by 28 percent.

Total Homicides in Philadelphia: 1960 to 2015

600 500 500 435 437 400 418 406 302 288 300 271 263 200 280 100 125 0

1960 1964 1968 1972 1976 1980 1984 1988 1992 1996 2000 2004 2008 2012

Total Homicides in Philadelphia: 2007-2015

500 391 400 331 324 331 302 306 280 300 247 248 200 100 0

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Although shooting victims have increased in 2015, the total number is still down by 22% over 2007.

Shooting Victims: 2007 to 2015 2,000 1,597 1,471 1,399 1,361 1,407 1,500 1,279 1,243 1,128 1,047 1,000

500

0

There were 17,548 fewer Part I Crimes in Philadelphia in 2015 than in 2007.

Part I Crimes: 2007 to 2015

100,000 82,974 83,351 75,051 76,334 77,885 74,850 70,526 80,000 68,741 65,426 60,000 40,000 20,000 0

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Total violent crime consists of homicides, rapes, and aggravated . Violent crimes are down to mid-1980 levels despite the fact the way rapes are counted changed in 2013 resulting in higher numbers.

Total Violent Crime in Philadelphia: 1960 to 2015

25,000 22,451 22,883 20,000 20,057

16,546 15,599 15,000 16,069 12,046 10,000 6,989 5,000

0 1960 1963 1966 1969 1972 1975 1978 1981 1984 1987 1990 1993 1996 1999 2002 2005 2008 2011 2014

Total Violent Crime In Philadelphia 2007 to 2015

25,000 21,179 20,771 19,163 18,535 18,268 20,000 17,853 17,074 15,925 16,069 15,000 10,000 5,000 0

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There has been a significant reduction in over the past 25 years. These crimes have dropped by more than 12,400 or 7% in the last 8 years.

Total Property Crime In Philadelphia 1960 to 2015

120,000

100,000 97,548 84,852 80,000 67,864 60,000 66,929 60,580 55,888 40,000 49,357

20,000 22,241 0 1975 1981 2005 2011 1960 1963 1966 1969 1972 1978 1984 1987 1990 1993 1996 1999 2002 2008 2014

Total Property Crime In Philadelphia 2007 to 2015

70,000 62,580 61,795 59,617 55,888 57,799 56,997 60,000 53,452 52,816 49,357 50,000 40,000 30,000 20,000 10,000 0 2007 2008 2009 2010 2011 2012 2013 2014 2015*

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Additional Public Resources

http://phillypolice.com http://phillyheroes.org https://www.opendataphilly.org/group/public-safety-group http://twitter.com/phillypolice https://www.facebook.com/Phillypolice https://www.youtube.com/PhiladelphiaPolice https://instagram.com/phillypolice/

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