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Crime Prevention & Reduction Action Plan Philadelphia Department June 2020

Danielle M. Police The Philadelphia Roadmap to Safer Communities

Page 1 Contents

Our Current Challenge 5

Current Strategies 7

Performance Goals: 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 and shootings in the City of Philadelphia. Despite the City’s best efforts, and violent 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 , the Philadelphia Police Department has launched a progressive 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 in common goals - increase community , 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 to best respond and serve the City of Philadelphia and our communities.

As 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 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 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 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 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, and federal partners to assist with crime prevention and harm-reduction strategies, and use accurate data to inform the strategic deployment of resources to 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 . 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 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 16th, Currently in 2020, homicides and shooting victims are up 19% and 14% overall violent and 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 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 . 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 between , 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, , 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 while level since 2007, and our shooting victims continue reducing the local jail 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 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 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 , 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 3. Building Strong Community Engagement & been made to reduce the racial and ethnic disparities Partnerships in the criminal justice system. Future implementation 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 significantly impacted by gun in analysts and technology have greatly 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.

1Operation PINPOINT is a multifaceted crime fighting and information sharing strategy designed to identify, collect, analyze, and disseminate information that officers and 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 , 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 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 -based Areas 25% by the end of 2021 and community- informed strategies to Goal 5. reduce [2019] homicides by 30 percent by 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 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 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.

2Procedural 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. (://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 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 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 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 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

Piladelia Roadma or aer Communities Overall Crime Strategy (action plan)

Quarterly pdates

GVI PRSC olvingProlem t evels ll PSN (call-ins) Tactical Quarterly Crime Strategies by District

Report CardsCompstat Sheets Action Items/Deliverables/ Custom Notifications Bi-Weekly Compstat (all crimes) (Philadelphia Police Fed/State/Local Partners)

After Action Reports

Federal / Intel/ Weekly Priorities Cases Contacts Data (pinpoint/shooting reviews)

State Link Analysis Warrants Daily Reports Cases /SNA 8:10 am Daily Briefings Local Jail Risk Cases Intel Scoring Page 13 Operating Model Redesign

ources o Inormation Intelligence ureau DecisionMaers

Patrol

Executives

Patrol Narcotics RTCC Detectives Homeland

R&A Narcotics Federal/State/ Local Agencies Analysis Operational Homeland Information Execution Fusion Centers CIU Federal Agencies Raw Info DVIC Evaluation 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 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 Execution In 2017, the PPD created the Intelligence Bureau 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 Operating Model Redesign 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 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 , 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 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 Strategic Collaboration representatives, community leaders, social service providers, and - or group-involved individuals Combining Pinpoint, GVI and PSN, the Philadelphia (often on 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.

3Retrieved from https://www.nnscommunities.org/strategies/group-violence-intervention/, on May 11, 2020 4Project Safe Neighborhoods is a nationwide initiative that brings together federal, state, local and tribal law enforcement Page 15 officials, , 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) Operating Model Redesign

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 not limited to: • Pennsylvania • Managing Director’s Office of • Philadelphia ’s Office » Criminal Justice & Public Safety • Philadelphia Probation » Violence Prevention • Philadelphia 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 • 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 • Watch Integrated Services • Federal Bureau of Investigation (FBI) • School District of Philadelphia • Drug Enforcement Agency (DEA) • Philadelphia Department of • Department of (DHS) • Philadelphia Parks and Recreation • Homeland Security Investigations (HSI) • Philadelphia Youth Commission • Bureau of , 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 • University of Pennsylvania Department of • High Intensity Drug Trafficking Area (HIDTA) • US Marshall Service • Drexel University Department of • 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 Team (lead) District/Unit Current Staffing FOP/47/33 On-going Allocation & Use of analysis street (AVL) Review & internal personnel (e.g. , 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 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 Pillar: Organizational Excellence

Potential Initiative Type Performance Goal Impact (Outputs) Key Performance Metrics (Inputs) Responsible/Critical Unit(s) Dependencies/ Resources Needed Est. Comp Date 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 & 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 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

Research & Analysis Unit (PoliceGIS)

Page 18 Pillar: Organizational Excellence

Potential Initiative Type Performance Goal Impact (Outputs) Key Performance Metrics (Inputs) Responsible/Critical Unit(s) Dependencies/ Resources Needed Est. Comp Date 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 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

Page 19 Pillar: Organizational Excellence

Potential Initiative Type Performance Goal Impact (Outputs) Key Performance Metrics (Inputs) Responsible/Critical Unit(s) Dependencies/ Resources Needed Est. Comp Date 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 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 , but rather management/supervisor grievances

Track Sexual Harassment/EEO complaints, founded assignments and Implicit 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, and Identify bias/racist tendencies or Field Operations behavior actions Office Professionally Develop and/or increase related Responsibility trainings

Page 20 Pillar: Organizational Excellence

Potential Initiative Type Performance Goal Impact (Outputs) Key Performance Metrics (Inputs) Responsible/Critical Unit(s) Dependencies/ Resources Needed Est. Comp Date 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

Office of Forensic Science

Research & Analysis Unit (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

Research & Analysis Unit (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 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 Pillar: Organizational Excellence

Potential Initiative Type Performance Goal Impact (Outputs) Key Performance Metrics (Inputs) Responsible/Critical Unit(s) Dependencies/ Resources Needed Est. Comp Date 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 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 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 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 Pillar: Organizational Excellence

Potential Initiative Type Performance Goal Impact (Outputs) Key Performance Metrics (Inputs) Responsible/Critical Unit(s) Dependencies/ Resources Needed Est. Comp Date 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 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 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 Pillar: Organizational Excellence

Potential Initiative Type Performance Goal Impact (Outputs) Key Performance Metrics (Inputs) Responsible/Critical Unit(s) Dependencies/ Resources Needed Est. Comp Date 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

Office of Forensic Science

Intelligence Bureau

Research & Analysis Unit

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 Research & Analysis Unit

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 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 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

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 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 of protected information (e.g. prolific offenders Detective Bureau All district personnel to be investigative/intelligence strategic and mission driven information) Increased 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 analysis Field Operations Consistent prioritization 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 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

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 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

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 tool to an Increased actionable capabilities staffing and investigative tool intelligence equipment Hiring freeze and budget Increased intelligence constraints products

Page 28 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

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 ’ 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 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

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

Research & Analysis Unit (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 , 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 Councils (PDAC) Increase community-police District Captains to memorandum interactions Community Relations schedule orientations Improve officer community relations Recruitment

District personnel

Page 31 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

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 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 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 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

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 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) Office of Forensic Science 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 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 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

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 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

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 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

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 , 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 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.

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