Crime Prevention & Violence Reduction Action Plan
City ofPhiladelphiaCrime Prevention &Violence ReductionAction PlanPhiladelphia Police DepartmentJune 2020Danielle M. OutlawPolice CommissionerThe Philadelphia Roadmap to Safer CommunitiesPage 1
ContentsOur Current Crime Challenge5Current Strategies7Performance Goals:Violent Crime Reduction9Our Pillars10Operating Model Redesign:Information Flow & StrategicCollaboration13Action Plan17Conclusion37Page 2
Letter from theCommissionerOn September 27, 2018, Mayor Jim Kenney issued an urgent “Call to Action” mandating that theCabinet and senior leadership develop a plan to dramatically reduce homicides and shootingsin the City of Philadelphia. Despite the City’s best efforts, property and violent crimes havecontinued to rise. Moreover, the numbers of homicides and shooting victims were at theirhighest levels since 2007 and 2010, respectively.Since my appointment as Police Commissioner, the Philadelphia Police Department haslaunched a progressive Crime Prevention and Violence Reduction Strategy. This strategy isbased on research, thorough evaluation of current and past strategies, and input from internaland external stakeholders. Our findings illuminate the need to reinforce and expand our current“Operation Pinpoint” strategy by grounding our work in common goals - increase communitysafety, and enhance this strategic framework to foster effective collaboration to reduce violentcrime. This report outlines our plan to curb violence in Philadelphia. This action plan is a livingdocument that will be revisited and revised as conditions dictate, in order to best respond andserve the City of Philadelphia and our communities.As law enforcement professionals, we constantly adapt to ever changing landscapes whetherdriven 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 ourbeautiful City. As I write this, we find ourselves serving during these unprecedented andchallenging times. The global Coronavirus pandemic has driven us to take action to helpstop the spread of the infection, in addition to all other responsibilities and expectations. Withstay-at-home orders enacted and schools and businesses closed, we have modified multipleprotocols in order to continue to provide superior service.As stated in my testimony to City Council on February 20th of this year, regardless of the ebbsand flows we undoubtedly will face, there is an absolute urgency to comprehensively addressviolent 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 threeorganizational pillars:I.Organizational Excellence – We will enhance our human and technological resources inorder to ensure that the department operates at peak performance. We are developinga procedural justice framework for the PPD, both for our internal operations and ourexternal operations – to improve how we engage with the community. We will setclear expectations for how PPD personnel treat each other and those they encounterin Philadelphia. Every member of the PPD will be positioned to succeed. The use oftechnology will increase efficiencies and expand PPD’s footprint, while preservingthe constitutional rights of all who live, work and play here. Consistent training andaccountability to ensure optimal performance and service delivery from every member isessential; we will be a learning organization.II.Crime Prevention and Violence Reduction – The Department will use a collaborativeproblem-solving approach driven by data, analysis, feedback, and accountability. Wewill collaborate with local, state and federal partners to assist with crime prevention andharm-reduction strategies, and use accurate data to inform the strategic deployment ofresources to arrest violent offenders and reduce the fear of crime in our neighborhoods.Clear communication and direction will be given to all strategy stakeholders to ensurethere is no confusion regarding roles and responsibilities.III.Community Engagement and Inclusion – The Police Department acknowledges that weare here to serve all Philadelphia communities. To do so, we must engage and includecommunity partners in our policing strategy and policies. Accordingly, the Department willemploy the key tenets of procedural justice: Voice, Neutrality, Respect and Trust. We willwork collaboratively with the community to develop the best policing policies specific forour department and the communities we serve. We will work with others to break downthe silos of information that too often impede the progress of community engagement andinclusion.Ultimately, this plan comes together after information has been analyzed, evaluated,implemented, and subsequently communicated through clear channels. With the collaboration ofall stakeholders, we are confident that we will reduce violence and create a safer Philadelphia.Danielle M. OutlawPolice CommissionerPage 4
Our Current CrimeChallengeOne way to understand the nature and extent of crimein our city is to analyze statistical trends and to evaluatethe effectiveness of strategies implemented to makeour communities safer. A look at the crime trends inPhiladelphia illuminates the need for a comprehensivestrategy that addresses the major issue of gun violence.Notably, the city continues to be overwhelmed by anever-increasing number of crimes involving gunsHomicides and Shooting VictimsAfter seeing a relatively stable 30-year decrease in PartOne crime (major violent and property crimes) since1989, the City of Philadelphia experienced an increasein Part One crime beginning in 2017. As of May 2020,Part One crime is up 6.1% when compared to same timeperiod last year.The emergence of the COVID-19 Pandemic this year hasreduced overall crime dramatically. When comparingsimilar 48-day periods before and after March 16th,overall violent and property crime dropped 22% and 16%respectively. Lower level crimes, including police-drivenenforcement such as narcotics violations and otherPart Two crimes, also have decreased by 39% since theCOVID-19 response began.Since 2014, homicides and shooting victims have continued toincrease.Currently in 2020, homicides and shooting victims are up 19% and 14%respectively.Overall Part One Crime (Violent and PropertyCrime)Although overall crime has generally decreased in thelast 30 years, beginning in 2014, our city has witnessed asignificant spike in the number of shooting victims. Thehomicide rate is at its highest level since 2007. So far in2020, the numbers of homicide and shooting victims areup 19% and 14% respectively. Tragically, these violentincidents affect communities throughout Philadelphiadespite varied efforts to combat the problem.Since 2017, overall Part One crime has been increasing, following a 30year downward trend since 1989.Currently in 2020, Part One crimes are up 6.1%.Page 5
Our Current Crime ChallengeCOVID-19part 2 non narcoticComparatively, the COVID-19 pandemic has not decreased crime gun violence in the same fashion. When comparingyear-to-date data to the same period in 2019, the number of shooting victims and homicides have continued toincrease, 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 theproblematic people and places, and underlying neighborhood conditions that drive gun violence. Prior to December2019, shootings were down 14% in the eight pilot Operation Pinpoint areas. Prior to COVID-19, the level of shootingswas low in the Pinpoint areas, when compared with the same period in 2019, despite significant increases in shootingscity-wide. This intermittent progress indicates that when we keep our drive and focus on Operation Pinpoint, it works.2018 vs 2019 DecemberPinpoint Areas2019 vs 2020 Pre-CovidCity-wideThe PPD’s efforts to use intelligence-led analytics and officers’ commitment to remove crime guns from our citystreets, and arrest those individuals who carry them illegally, has shown intermittent success and overall potential inreducing gun violence across Philadelphia. Our data and analysis indicates that this violence has often been a resultof existing rivalries and feuds between gangs, groups or individuals with a track record of violent behavior, and ispredominantly driven by disputes over drugs and personal conflicts. Regardless of the causes, these preventable actsof gun violence harm individuals, families, and communities.Page 6
Current StrategiesPhiladelphia Roadmap for SaferCommunitiesMacArthur Justice and SafetyChallengeSince 2014, our city has experienced a steady increaseof crime gun violence. Our homicide rate is at its highestlevel since 2007, and our shooting victims continueto increase at an alarming rate. What follows is MayorKenney’s overarching gun violence strategy, thePhiladelphia Roadmap for Safer Communities (PRSCor “The Roadmap”). This “Roadmap” utilizes a publichealth approach and a nationally recognized violenceprevention framework, which focuses on prevention,intervention, enforcement, and reentry.The MacArthur Safety and Justice Challenge (SJC)aims to increase safety and racial equity whilereducing the local jail population by 50%. The SJC is acollaborative and data-driven reform effort by the city’scriminal justice and community partners, addressingeach key decision point from arrest to release fromjail. Philadelphia’s reform plan encompassed sevenoverarching strategies and more than 30 initiatives.By 2018 (three years into implementation), the effortachieved a 36% reduction in the local jail population. ByApril 2020, the effort achieved its goal of a 50% reductionin the jail population due in part to the criminal justiceresponse to COVID-19.The goals within the Mayor’s strategy include:1. Creating Connected & Thriving Youth, YoungAdults & Families2. Developing Coordinated City Services & Planning3. Building Strong Community Engagement &Partnerships4. Providing Safer & Healthier NeighborhoodsTo date, the primary focus of the PPD has been toincrease early diversion and deflection efforts, and toreduce racial and ethnic disparities at the point of arrest.While Philadelphia has made great strides related to thejail population since 2015, no measurable progress hasbeen made to reduce the racial and ethnic disparitiesin the criminal justice system. Future implementationefforts associated with the SJC will focus on centeringracial equity and community safety in the reform plan.Page 7
Current StrategiesOperation PinpointOperation Pinpoint1 is the Philadelphia PoliceDepartment’s strategy to support the “Roadmap.”Operation Pinpoint provides the operational framework toenable PPD and our partners to create a “unity of effort” inspecific areas within the City that have been significantlyimpacted by gun violence. Through careful planning anddata-driven feedback mechanisms, Operation Pinpointallows us to collaborate with our community and criminaljustice partners. By using data, intelligence, and problemsolving, as well as frameworks of accountability, wesurgically focus on addressing the underlying problemsthat drive community safety issues and gun violence.Since Operation Pinpoint began, initial City investmentsin civilian analysts and technology have greatlyincreased the capability of the Philadelphia PoliceDepartment to implement this advanced crime-fightingmodel. When consistently implemented, OperationPinpoint has proven to be effective at reducing violence.As these investments continue, the Department’sanalytical capacity will reach the level necessary toexpand the program into more neighborhoods, thereforereaching the critical mass to reduce our shootings andhomicides citywide.Operation Pinpoint provides theoperational framework to enablePPD and our partners to create a“unity of effort” in specific areaswithin the City that have beensignificantly impacted by gunviolence.Operation PINPOINT is a multifaceted crime fighting and information sharing strategy designed to identify, collect, analyze, and disseminateinformation that officers and commanders need to target the worst violent offenders and areas. It integrates all we know about policing ourneighborhoods in a planned, targeted, and measurable way. Combining “hot-spot” policing, offender focus, problem-solving, and communitypolicing, along with using data, technology, and on-the-ground experience, this strategy “PINPOINTS” our worst offenders and neighborhoodattractors for crime; and operates in conjunction with the community, within our most volatile targeted areas. Through focusing our efforts, we canensure that we employ our resources in the most effective way possible to keep our neighborhoods safe from violence.1Page 8
Performance Goals:Violent Crime ReductionPerformance Goals: ViolentCrime ReductionMeasurable, achievable and transparentperformance goals communicate theexpectations of the Police Departmentto the City, our Partners and theCommunity. Public transparency as wework on these goals, with regular progressreports and opportunities for feedback,builds inclusiveness and trust with thecommunity, whether we succeed or fallshort of our goals.The following are not exhaustive of thecurrent goals of the Department, butthey reflect the manner in which we willachieve Mayor Kenney’s second termpriority to “Implement evidence-basedand community- informed strategies toreduce [2019] homicides by 30 percent by2023.” Using data, we will accomplish thisby focusing on the most violent hotspotsin the City. We will increase our clearancerates of homicides and non-fatal shootings,enable alternatives to enforcement, andsupport sustainable neighborhood change.Goal 1.Accomplish a new operating model that incorporates DailyDistrict Priorities, District Weekly Priorities, Weekly ShootingReviews, Bi-Weekly Compstat, and Quarterly District Strategiesby the end of 2020Goal 2.Realign Operation Pinpoint to address the most violent hotspotsin the City, expanding to 40 or more by the end of 2020Goal 3.Reduce Homicides in Operation Pinpoint Areas 25% by the endof 2021Goal 4.Reduce the number of Shooting Victims in Operation PinpointAreas 25% by the end of 2021Goal 5.Increase the homicide clearance rate to 65% by the end of 2021Goal 6.Increase non-fatal shooting victim clearance rate to 30% by theend of 2021Goal 7.Establish a high-risk individual referral notification from PPD tothe PRSC Tactical Team, and increase the monthly referral countto 75 per month (50% increase)By addressing our most violent hotspots and high-risk individuals, wewill exceed the Mayor’s second term priority for Citywide Homicideand Shooting Victim reduction.Page 9
Our PillarsOrganizational ExcellenceThe first of the organizational pillars, OrganizationalExcellence, encompasses all things internal at the PPD.The primary focus is to create an environment wherethe department operates at its best. The new leadershipteam is analyzing what organizational structure is bestto ensure that the police department is adequatelyresourced at all levels.We have started the internal process of identifyingand filling vacancies for key leadership roles at thePPD. We created a Resource Allocation Program thatallows us to optimize our staffing and deployment.Additionally, we are analyzing all support positions inthe department to ascertain if any positions can becivilianized. Transitioning some positions from sworn tocivilian will enable us to put more police officers on thestreet to respond to crime. Technological advancementsare needed to modernize our department. An impendingupgrade to our records management system will bea big step to becoming a paperless organization. Inaddition, we will be developing a central repository forguiding documents to provide a clearer understandingof policies and practices that have been successful inthe past, which need to be updated, and which needto be streamlined. For example, we will evaluate thepractices of officer recruitment and hiring and how weconduct performance reviews, transfers, and promotionsto make sure they are fair and equitable processes.It is critical that we invest in our workforce. We willbe intentional in ensuring our employee safety andwellness programs are as robust as possible. This willinclude peer support programs and other wellnessinitiatives that address the trauma and uncertaintyinherent to police work. PPD will draw from nationalbest practices to create an early warning system, so wecan identify and reward the positive officer behaviors aswell as intervene before an officer is in a situation thatwarrants formal redirection through counseling and oreducation based disciplinary action. Where appropriate,we will provide counseling and/or training to helpchange officer behavior.We are evaluating our current training to determinewhat additional curriculum will be needed to ensurethat PPD personnel have the necessary tools to protectand serve the people of Philadelphia. Through thisprocess, we have identified several needed trainings,such as: leadership development, problem solving andcommunity engagement strategies. Additionally, wewill focus on creating a procedural justice2 frameworkthat will guide our business practices both internallyand externally. As part of investing in our workforceand those we serve, the PPD will bring on a Diversityand Inclusion Manager so that we can strive to buildan organization that incorporates equity throughoutall facets of the Department. This process of internalexamination will allow us to focus on technology, staffingand deployment plans that provide quality policeservices across the city.Procedural justice refers to the idea of fairness in the processes that resolve disputes and allocate resources. It is a concept that, when embraced,promotes positive organizational change and bolsters better relationships. (https://cops.usdoj.gov/prodceduraljustice)2Page 10
Our PillarsCrime Prevention and ViolenceReductionThe Philadelphia Police Department has establishedmany fruitful partnerships, gathered a wealth ofinformation, and developed productive task forces toaddress crime. The second pillar of our goals will be toemphasize effective communication and to establishclear roles and responsibilities as it relates to theuse of information and intelligence to achieve crimeprevention and violence reduction. Additionally, ourstrategies will have measurable outcomes and createa culture of operational accountability. To this end,we will restructure our Compstat process. Ultimately,this communication among the department and ourstakeholders will allow initiatives, such as Project SafeNeighborhoods and the Group Violence Initiative, toaddress key problems in our community. As part ofour focus on reducing violence, we are developingan evidence prioritization project, which will havean overarching process for prioritizing cases andevidence. In collaboration with the PPD, the Office ofthe District Attorney has agreed to embed assistantdistrict attorneys in PPD’s police districts where crimeand violence are most concentrated. This communityprosecution model will allow better coordination forcases that are to be brought forward for prosecution.Additionally, the PPD Office of Forensic Science willuse its resources to support investigations, focusingon providing objective data to exonerate the innocent,improve clearance rates, and support prosecutions. Itis our intention to use intelligence and data analysisto inform and evaluate our work at every level. Bysharing information, tracking outcomes and thoughtfullydeploying resources, the Philadelphia PoliceDepartment will be held accountable for achievingambitious violence reduction goals.Community Engagement & InclusionThe third organizational pillar is Community Engagementand Inclusion. It is essential that we fully understand theneeds, ideals, and concerns of community membersin order to serve them well. The PPD will developstrategies that will foster “co-producing” public safetywith those they serve. Our Community Police DistrictAdvisory Councils (PDAC) are a strong resource for thePPD. We will work to engage each PDAC by invitingthem to be part of the problem-solving practices, aswell as develop formal mechanisms for the centralcoordination of the PDACs and their quarterly meetings.We will include PDAC engagement in the orientation ofnew officers and supervisors as a way to build trust andcommunication between the PPD and community.Along with the quarterly District Crime Plans, DistrictCaptains will develop community-policing plans thatfocus on the unique assets of their commands, whilealso prioritizing proactive problem-solving and qualityof life issues. A key component of the communitypolicing plans will be the focus on problem solving; PPDpersonnel will be empowered to implement a problemsolving approach to crime and disorder. To support theproblem-solving methodology, we will seek outsideresources to provide high quality problem-solvingtraining for all members of the PPD, as well as anycommunity and business members who request it. It isour goal that all PPD personnel - from leadership to theline officer - will be encouraged to identify issues, workcollaboratively with stakeholders, and find holistic waysto address crime and violence problems.A key component of our community engagementstrategy will be to focus on underserved communitiesor groups that have been reluctant to work with thePPD. Specific outreach will focus on LGBTQ, immigrantand newcomer groups in our community. We will alsobe very deliberate in engaging clergy and faith-basedleaders to support community engagement strategiesas well as to assist in developing violence reductionstrategies.Page 11
Our PillarsWe will work with the city agencies that serve ouryouth, community-based organizations, and youthgroups, to recruit volunteers for a Youth Commission/Advisory Council for each district, mirroring the work ofPDACs. To increase our presence on Social Media withyounger target age demographics, we will use platformssuch as Instagram, Tik-Tok, and Snapchat. We will tapCommunity Crisis Intervention Program (CCIP) membersto find young adults with life experience who can helpshape effective messaging.Philadelphia is known as “The City of Neighborhoods”with a population that is a melting pot of manynationalities. We will evaluate and develop additionalresources and outreach campaigns for non-Englishspeakers, and our first priority will be readily availableand reliable translation services in our 911 call center.As social distancing practices evolve, we will remaincommitted to engaging Philadelphia residents throughsocial media outreach, community advisory councils,programming, bi-annual surveys, virtual meetings, andother available outlets. We will be creative in workingwith our organized networks such as PDACs, PoliceAdvisory Commission, as well as with informal networksand individuals, so that we understand how we can bestprovide police services to those in Philadelphia. We willuse available platform analytics to evaluate our reachon social media platforms. We will continue to sharethe information with community partners, create newmessaging, and make outreach adjustments as we workto best engage those we protect and serve.Page 12
Operating Model Redesign:Information Flow & Strategic CollaborationCall to ActionSince 2017, the City of Philadelphia has seen a steadyincrease in crimes involving crime guns. Our homiciderate is at its highest level since 2007 and our shootingvictims continue to increase. Moreover, shootings areoccurring at an alarming rate, with increased incidentsat all hours of the day, and in nearly all communitiesthroughout the city. This gun violence crisis haspersisted even as other violent crimes have decreased.It continues despite our largely proactive efforts inremoving crime guns from our streets and arrestingthose who carry them illegally. The causes of thisviolence range from existing rivalries between gangsand groups, to competition for control of narcoticsdistribution, to objectively trivial disagreements betweenpersons with poor conflict-resolution skills. Moreover,each senseless act of gun violence imparts tragic andpermanent harm to the individual, the family and theentire community.ResponseWhat follows is the Philadelphia Police Department’splan to work collaboratively with community and criminaljustice partners to use data and intelligence to increasecommunity safety and reduce gun violence. We willemploy all constitutionally sound measures availableto us in an effort to change current unacceptable crimeconditions for the better. We will work collaborativelywith internal and external stakeholders, build uponexisting technologies, and maintain a sound, data-driven,intelligence-led approach to accomplishing our mission.In doing so, we will enhance the safety and improvethe quality of life for all of the communities we serve.Operating Model: Strategic CollaborationPhiladelphia Roadmap for Safer Communities:Overall Crime Strategy (action plan)Quarterly UpdatesPSNPRSCTacticalQuarterly Crime Strategies by DistrictReport Cards/Compstat SheetsAction Items/Deliverables/Custom NotificationsBi-Weekly Compstat (all crimes)(Philadelphia Police Fed/State/Local Partners)After Action CasesWarrantsLink Analysis/SNALocalCasesJailIntelRiskScoringWeekly Priorities(pinpoint/shooting reviews)Daily ReportsProblem Solving At All LevelsGVI(call-ins)8:10 am Daily BriefingsPage 13
Operating Model RedesignSources of InformationIntelligence rolNarcoticsRTCCDetectivesHomelandFusion CentersNarcoticsR&AFederal/State/Local AgenciesAnalysisInformationHomelandCIURaw InfoDVICPartnersPPD DataSocial enciesState/LocalAgenciesFusion CentersExternalPartnersAfter-Action ReportingExternalUnder the umbrella of the Philadelphia Road Map forSafer Communities, we are committed to addressing theunderlying factors of crime with a balanced approach,by pairing police resources with social services andcommunity partners.Information Flow and OperationalExecutionWith modern communication technology, along withthe expansion of PPD’s analytical and investigativecapabilities and intelligence-driven techniques, thereis more information available to decision-makersthan ever before. While this enables the “surgical”approach we take, it presents challenges, as well. Theflow of information must be gathered, analyzed, anddisseminated to those who need it in a form that istimely, useful and actionable. Otherwise, Commandersexperience “information overload,” which may createconfusion and indecision. In addition to gettinginformation to decision-makers, we know that “WhatGets Measured Gets Done.” Therefore, we will placegreater accountability on the operational execution ofthe information we receive. By requiring a feedbackloop through “after-action reporting” and combiningthis reporting with objective data (such as GPS andpolice activity reporting), we will achieve a higher levelof accountability with operational implementation.Additionally, these steps will ensure that appropriatefollow up is taken on actionable information provided.In 2017, the PPD created the Intelligence Bureauby combining multiple existing PPD units within theDelaware Valley Intelligence Center (DVIC) in an effortto place all analytical capabilities under one PoliceBureau. By leveraging the Intelligence Bureau’s 24/7Real-Time Crime Center (RTCC), all information fromacross the Department and external agencies will becentralized to the Intelligence Bureau. This informationwill be analyzed and disseminated to teams ofofficers, detectives, and civilian analysts in a consistentfashion. After the information is disseminated, PatrolOperations will report results from the field, as wellas any new information to enhance the intelligencecycle, to the Intelligence Bureau. This process willrequire a significant change in the PPD’s culture andorganizational mindset. New mobile technologies, suchas dedicated smart phones and other devices, will beinstrumental to its success.Page 14
Operating Model RedesignTowards a New Operating Model:Previously, the Philadelphia Roadmap for SaferCommunities and Operation Pinpoint have demonstratedencouraging results when consistently implemented.We will expand our Pinpoint strategy and integrate itwith both the Group Violence Initiative (GVI) and ProjectSafe Neighborhoods (PSN) using the three pillars:Organizational Excellence, Community Engagement andInclusion and Crime Prevention and Violence Reduction.2.Bi-Monthly Compstat: The PPD has been usingCompstat for the past 22 years, to track and respondto neighborhood crime trends. PPD will continuallyevaluate the Compstat process, as it will serve as theaccountability platform for each District Commanderin managing their quarterly plans.3.Weekly Shooting Review Meetings: This includesPPD internal stakeholders joined by our local, stateand federal partners reviewing each shooting in agranular way to identify patterns or those individualswho are most likely to be at risk of becoming avictim or perpetrator of crime. This meeting allowsthe PPD to remove the redundancy and silos thatexist, and allows us to collectively work towards thesame goals with the same information to reducegun violence. From these meetings, the Districtcommanders will develop their weekly priorities forstaffing and deployment of resources needed fortheir violence reduction strategies.4.Daily Commander Briefings: Each day commandersreview the major incidents from the previous 24hours with the goal of going beyond reporting out bycreating tasks and action items focus
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 reduced overall crime dramatically. When comparing similar 48-day periods before and after March 16th, overall violent and property crime dropped 22% and 16% respectively.
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