a safer city - Smart Policing Initiative

Transcription

MAKING PHILADELPHIA
A SAFER CITY
2011 Progress Report on the Crime
Fighting Strategy And Five-Year Plan
Michael A. Nutter
Mayor, City of Philadelphia
Charles H. Ramsey
Police Commissioner
HONOR, SERVICE & INTEGRITY ▪ Philadelphia Police Department
MAKING PHILADELPHIA A SAFER CITY
August 31, 2011
A Message from Police Commissioner Charles H. Ramsey
My Fellow Philadelphians:
On behalf of the Philadelphia Police Department, I present to you our crime fighting strategy
progress report and plan for the next five years. Our men and women of this Department
deserve to be commended for a job well done. Their hard work has set the foundation for all
of us, police and community alike, to realize our shared vision of a safer Philadelphia.
The past three and half years have shown that the Department made significant progress in
reducing chronic crime and disorder, but we have much more to accomplish. The following
report provides an in-depth understanding of the Philadelphia Police Department’s approach
to fighting crime and to re-aligning our organization to meet our mission. Our policing
strategy is built on the character of this city – a city of neighborhoods. The police team, along
with residents and businesses, will work together to address crime and disorder problems.
Our goal is nothing short of making every neighborhood in Philadelphia safe and strong
through our collective actions.
All of the members of this Department must live and act in accordance with our values of
honor, service and integrity. That is our commitment to the people we serve. In return, we
need your continued trust and your partnership. Together, we will move this City forward in
reaching its full and highest potential.
Sincerely,
Charles H. Ramsey
Police Commissioner
City of Philadelphia
August 31, 2011
A Message from Mayor Michael A. Nutter
My Fellow Philadelphians:
When I was sworn in as Mayor of this great city three and half years ago, I signed an
Executive Order declaring a crime emergency. I asked then newly-appointed Police
Commissioner Charles H. Ramsey to develop a comprehensive crime fighting and community
policing strategy for the City of Philadelphia. We knew that in order for Philadelphia to
become one of the safest cities in the country, we would need our people and our police to
come together in a shared effort. This is no small request, but today, I’m pleased to tell you
that we have our foundation in place.
We’ve had many challenges and changes. We’ve pulled through these hard times and
we are smarter and stronger on crime. The Philadelphia Police Department, under the
excellent leadership of Commissioner Charles H. Ramsey, has made significant progress in
reducing violence in our city, bringing communities together, and holding our officers
accountable to the highest level of integrity. We will continue to review and refine our crime
fighting strategies in order to adjust to new and different circumstances that we face in
protecting our citizens and visitors.
In my inaugural address, I asked all of us to recognize that we are responsible for each
other, and that to make this city safe, it’s not only about policing. The following updated plan
presented by the Philadelphia Police Department reflects this commitment to communities
and police working together to transform our neighborhoods. I am proud of the great work
that we’ve accomplished so far. I am inspired by the stories of our police officers working side
by side with residents, businesses and our other city agencies. I am asking Philadelphians to
join your community and join your Police Department in making Philadelphia a safer city. I am
more hopeful than ever that we can achieve this vision together.
Sincerely,
Michael A. Nutter
Mayor, City of Philadelphia
August 31, 2011
MAKING PHILADELPHIA A SAFER CITY:
A 2011 Progress Report on the Crime Fighting Strategy and Five-Year Plan
Table of Contents
EXECUTIVE SUMMARY
2
MISSION, VALUES & PRINCIPLES: THE PHILADELPHIA POLICE DEPARTMENT IN 2011
4
MISSION, VALUES & PRINCIPLES
BUILDING AN ORGANIZATION ALIGNED WITH OUR PRINCIPLES
INTRODUCING A NEIGHBORHOOD-BASED APPROACH TO POLICING
THE VISION TO ACHIEVE OUR GOALS
REVIEW AND PROGRESS REPORT ON THE 2008 CRIME FIGHTING STRATEGY
11
PERFORMANCE GOALS
STATUS OF THE ACTION PLAN
NATURE AND EXTENT OF CRIME
MAKING PHILADELPHIA A SAFER CITY: 2011-2016
28
PHILADELPHIA’S NEIGHBORHOOD-BASED POLICING MODEL
POLICE SERVICE AREA AUDITS
CONCLUSION
32
APPENDIX A: GOALS & STRATEGIES FOR THE PPD: 2011-2016
33
APPENDIX B: REVIEW OF 2008 CRIME FIGHTING STRATEGY ACTION PLAN
43
List of Tables & Figures
TABLE 1:
TABLE 2:
FIGURE 1:
FIGURES 2 & 3:
FIGURE 4:
FIGURE 5:
TABLE 3:
FIGURES 6 & 7:
FIGURE 8:
TABLE 4:
TABLE 5:
PERFORMANCE MEASURES
CRIME & STAFFING CHANGES IN NINE TARGETED DISTRICTS & DEPARTMENT
TOTAL PART I CRIMES
PART I PROPERTY CRIME & PART I VIOLENT CRIME
PART I CRIME RATE PER 100,000 FOR 2007 & 2010
PART I CRIME PERCENTAGE CHANGE IN NINE TARGETED DISTRICTS: 2007 V. 2010
TOP 10 DISTRICTS RANKED ACROSS SELECT CATEGORIES
TIME OF DAY FOR VIOLENT CRIME 2010 & TIME OF DAY FOR PROPERTY CRIME 2010
DAYS OF WEEK FOR VIOLENT & PROPERTY CRIME: 2007 – 2010
JUVENILE ARRESTS: 2007 - 2010
JUVENILE CRIME VICTIMS: 2007 - 2010
11
12
19
20
21
22
23
24
25
26
27
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EXECUTIVE SUMMARY
This report provides an update to the 2008 Crime Fighting Strategy, an examination of the
nature of crime in Philadelphia, and the Philadelphia Police Department’s strategic vision with
goals and strategies set for the next five years.
There are three phases in the development of the Philadelphia Police Department’s strategic
vision.
1) Define the operational strategy; reorganize the organization to be aligned with our
mission and values, and establish performance measures;
2) Pilot major initiatives; refine our mission; establish a policing model appropriate for
addressing crime and disorder in Philadelphia;
3) Establish goals, strategies and actions based on our neighborhood policing model,
and assign accountability at every level of the organization in order to meet our vision.
The current phase of our crime fighting strategy is based on the progress and the lessons
learned from the past three years. The Department implemented new geographic boundaries
for service within each district called “Police Service Areas” (PSA) in 2009. Our work has been
and will continue to be focused on helping our District Captains and lieutenants become
more strategic about combating crime within their area of responsibility. The overall goal is to
advance long-term crime and disorder reduction strategies in chronic hot spots located
within each PSA. This is the pillar of the neighborhood-based policing model that drives how
the Department organizes and delivers police response and services.
The number of Part I crimes in Philadelphia was 75,051 in 2009, and 76,334 for 2010. This is
the first time since 1978 that total Part I crimes were less than 80,000 in a year. Part I crime
began to increase after 1978, rising to a high of 106,078 crimes in 1998. Since 2007, homicides
have dropped by twenty-two percent, shooting victims by seven percent and Part I crime by
eight percent. The homicide clearance rate has improved from fifty-nine percent in 2007 to
seventy to seventy-five percent over the past three years. At the end of 2010, there were
nearly 30,000 fewer victims of serious crime than there were in 1998. Though these statistics
show significant improvement, the Department and our partners have much more to
accomplish in the coming years to realize our vision of becoming one of the safest cities in the
nation.
Our neighborhood-based policing model incorporates the best elements from traditional law
enforcement, community policing, hot spot policing, intelligence-led policing, and other
evidence-based practices. Our strategy will be dynamic, flexible and will be designed to
respond to short-term demands, while institutionalizing long-term strategies that promote
sustainability around public safety.
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Over the next five years, the Department will develop a modern infrastructure in terms of
equipment, technology and facilities that will allow our members to successfully implement
our neighborhood-based policing strategy. We are demanding excellence from our members
and we must provide them with the tools to achieve our mission. Training and education will
remain an integral part of our development as an organization. We will work diligently to
ensure our members are accountable to each other and the communities we serve, and act in
accordance with our values of honor, integrity and service. The Philadelphia Police
Department will become the police department of choice not only in this region, but a model
of excellence for our profession.
This plan is the next step in advancing our crime prevention and fighting mission. It also
acknowledges the critical role that our partners play in making Philadelphia a safer city. Public
safety is a shared responsibility. All of us, residents, businesses, community organizations and
other city agencies, must work together to realize our vision of making Philadelphia a safer
city.
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Our Mission, Values and Principles:
The Philadelphia Police Department in 2011
Police Commissioner Charles H. Ramsey was appointed by Mayor Michael A. Nutter on
January 7, 2008, and was charged with developing a comprehensive crime fighting strategy
for the Philadelphia Police Department. The crime plan, released on January 30, 2008, focused
on uniform patrol as the core of the policing strategy and included a major restructuring of
the Department.
Guided by our principles of smart policing, prevention, collaboration and continuous
improvement in operations and administration, the Department has made significant
progress in reducing violent crime and adopting a neighborhood-based approach to policing.
The dedicated men and women of the Philadelphia Police Department—sworn and civilian—
are to be congratulated for making our Department stronger and our City safer since the
release of the crime plan three and a half years ago.
During this time, we have revised our mission statement, and recommitted ourselves to
becoming a model of excellence in our profession:
MISSION:
The mission of the Philadelphia Police Department is to demonstrate
excellence in policing by working in partnership with the community and
others to:
§ Fight and prevent crime, the fear of crime, and terrorism;
§ Enforce laws while safeguarding the constitutional rights of all people;
§ Provide quality service to all of our residents and visitors; and
§ Create a work environment in which we recruit, train and develop an
exceptional team of employees.
All members of the Philadelphia Police Department must dedicate themselves to
accomplishing this mission. Whether sworn or civilian, patrol, specialized units or
administrative offices, every unit is essential in making the Philadelphia Police Department a
model of excellence in policing. This requires that we hold each other and ourselves
accountable for advancing our mission and performing our work with the highest level of
integrity and professionalism. We must live our core values in our every day actions, and base
our decisions on our guiding principles.
VALUES:
The core values on which this Police Department stands are emblazoned on the patch of the
uniform of every officer – Honor, Service, Integrity. Recent incidents involving members of the
Department arrested for criminal misconduct have highlighted a troubling issue. Though it’s a
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minority of police personnel, the few affect the many. The Department, however, has taken
many efforts to counter corruption and to re-instill our core values.
We owe this not only to the citizens of Philadelphia but also the brave men and women who
wear our uniform with pride and who treat our communities with dignity and respect. They
deserve to be commended for a job well done for every single day of service to this
Department and to the City.
GUIDING PRINCIPLES
Our strategy has reflected a commitment to working in collaboration with residents,
businesses, city agencies, and other law enforcement agencies to address crime and disorder
problems in our city. We will continue to meet this commitment through our comprehensive
neighborhood policing strategy and structure. We also identified four guiding principles in
our crime fighting strategy in 2008 that we continue to use today. They serve as the
touchstones in developing programs, pursuing opportunities and delivering service.
Smart Policing
Our strategies and tactics are guided by data, information, intelligence and evidenced-based
practices. In today’s economy, we must be smart and judicious about allocating police
resources. Saturation patrol is not an informed solution to preventing or reducing a rising
crime problem. We must understand what works, how it works, when it works, and where it
works. The answers to these questions provide the foundation for “evidence-based” policing
strategies.
We must have an IT infrastructure that houses real-time, current and accurate data that can
be accessed by all police personnel. We must also have trained and talented people to help us
develop systems that turn data and intelligence into actionable information.
Collaboration
Public safety is a community responsibility. Neighbors, parents, youth, business owners, city
employees, school employees and teachers, and state and federal law enforcement agents all
play a role in making Philadelphia a safer city. We have worked diligently over the past four
years to create the kind of partnerships necessary to transform neighborhoods and sustain
our progress.
Prevention
The ultimate goal of policing is to prevent crime and disorder from occurring in the first place.
A sense of security arises from feeling safe in one’s home, in school or at work, on the street,
and in the neighborhood. Everyone deserves the opportunity to feel safe in his or her
neighborhood.
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Continuous Improvement in Operations and Administration
We must constantly review and refine our policies, procedures and operations to increase our
efficiency and effectiveness. We will continue to look for opportunities to reduce bureaucracy
and ensure that the right people with the appropriate training are in the right positions. A
great deal of work has been done in improving our practices and the quality of our
organization.
BUILDING AN ORGANIZATION ALIGNED WITH OUR MISSION, VALUES AND PRINCIPLES
Early in 2008, we reorganized the Philadelphia Police Department to become aligned with the
goals and principles of our Crime Fighting Strategy. The structure of our organization is a
critical element in aligning our units, our personnel and our resources to fit the core functions
of the Department.
The Philadelphia Police Department has long relied on a traditional, vertical organizational
structure, with separate bureaus designed around specific functions. In reality, however, most
police work takes place laterally, moving across different units that are serving a common
purpose. The traditional police organization has provided little or, at worst, no accountability
for the end results: solving the incident, partnering with other units whose purpose is similar,
addressing the problem, and developing our personnel.
Reorganizing the Department into a more horizontal and connected organization, matching
the unit to its function, involved dividing the City into two Regional Operations Commands
(ROC North and ROC South), each headed by a Deputy Commissioner under Field Operations.
Three police divisions, within which the police districts are situated, comprise each ROC.
There are a total of twenty-one police districts in Philadelphia.1 The patrol and investigative
bureaus, previously under separate chains of command, were placed together in the same
division, streamlining communication and the delivery of service to our communities.
In addition to the Regional Operations Commands, Major Investigations and Homeland
Security, and Violence Prevention and Victim Services, were placed under the First Deputy
Commissioner for Field Operations. Their overarching purpose is to ensure that all patrol,
investigative, prevention and specialized units (for example, traffic, special victims, bomb
squad and accident investigations) are supporting the mission of the Department.
Administrative, personnel and technical functions were consolidated under a Deputy
Commissioner for Organizational Support Services. All units whose function is to ensure
accountability (for example, Internal Affairs, Overtime Management, Quality Assurance,
Background Investigations) have also been squarely consolidated under the Deputy
Commissioner for Organizational Accountability. Lastly, we created another area spearheaded
1
The PPD consolidated the 3rd and 4th into one district, and the 22nd and 23rd, in order to more effectively manage resources
and deliver police services.
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by the Deputy Commissioner/Chief Administrative Officer for Strategic Initiatives and
Innovations. This office is dedicated to ensuring that the Department is using and
communicating best practices in our profession, identifying opportunities for developing our
personnel, and pursuing organizational strategies that are guided by relevant and timely
data, analytics and legal policies and procedures. PPD2020, the Department’s strategic
planning unit, discussed in more depth later in this report, is housed under this office.
All of the organizational changes have focused on providing a more streamlined command
system, accountability and greater coordination amongst units whose function is similar. The
new structure represents nothing short of a complete transformation of the Department,
from a bureaucratic, incident-driven organization, to a customer-service driven organization,
focused on developing the partnerships that promote our neighborhood-based policing
strategy.
INTRODUCING A NEIGHBORHOOD-BASED APPROACH TO POLICING
The philosophy of neighborhood policing drives how we organize and deliver police
response and services. Residents and police in Philadelphia are working together to make
their neighborhoods a place where all people can live without fear. This is not just the rhetoric
of community policing; this is the reality of neighborhood transformation, and it’s based on a
different way of thinking about time and space with the introduction of the Police Service
Area in 2009.
The city of Philadelphia is geographically divided into 21 police districts, each led by a police
captain. Within each district, the Department has created two to four smaller geographical
subdivisions called Police Services Areas (PSAs), for a total of 64 throughout the city. Each PSA
is headed by a police lieutenant, who along with an average of four sergeants and fifty-six
officers, are now responsible for patrolling the same area, day in and day out, bringing greater
community contact, familiarity and involvement.
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The following illustration shows how the 26th Police District is divided into three PSAs:
The Police Service Area is the foundation on which our neighborhood policing strategy is
based. The key elements of the PSA structure are:
1. PSA Integrity – Officers stay on their PSA responding to calls for service,
getting to know the people who live, work, play and commit crime in the PSA,
and working on crime and disorder problems in the PSA.
2. PSA Problem Solving – PSA team members are trained on problem solving
and are expected to use this method to develop the PSA Plans and work with
partners to solve crime and disorder problems.
3. PSA Community Meetings – PSA Lieutenants host monthly PSA meetings
involving the community and other stakeholders.
4. PSA Plan – The PSA team will create and implement the PSA Plans in
conjunction with partners based on chronic crime and disorder problems.
5. PSA Crime Analysis and Intelligence – The PSA team will request and use
crime analysis and intelligence reports to develop the PSA Plan, develop
tactics, and make assignments. PSA officers are responsible for gathering and
sharing information that can help solve and prevent crime on their PSA.
6. PSA Team Meetings – The PSA Lieutenant will hold monthly team meetings
involving the sergeants and officers assigned to the PSA. The purpose of the
team meeting is to develop, assess, and update the PSA team on efforts.
7. Coordinated City Services – The PSA team is able to access and participate in
developing and delivering coordinated city services to address chronic crime
and disorder problems.
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Before PSAs, officers were racing to and from one end of the district to the other. Now, they
primarily handle calls within a much smaller part of the district. The PSA team spends more
time getting to know the area, its chronic crime and disorder issues, and problem solving with
the community members who live and work there. Geographic accountability and continuity
of assignment for the officers within each PSA are at the core of this neighborhood policing
model.
The PSA structure provides the foundation in which we will work with our partners to prevent
and combat crime. Our approach will be driven by evidenced-based practices that target our
efforts on chronic crime and disorder problems within the PSAs.
THE VISION TO ACHIEVE OUR GOALS
In 2008, we established a strategic vision for the Department where we asked ourselves: What
should the Department look like in the year 2020? There have been three phases in developing
and achieving our strategic vision:
1) Define the operational strategy; reorganize the organization to be aligned with our
mission and values, and establish performance measures;
2) Pilot major initiatives; refine our mission; establish a policing model appropriate for
addressing crime and disorder in Philadelphia;
3) Establish goals, strategies and actions based on our neighborhood policing model,
and assign accountability at every level of the organization in order to meet our vision.
We are in the third stage in this organizational process. The following chart shows how the
Department has structured its efforts into three major areas: Police Service, Public Safety
Infrastructure and Employee Development. The guiding principles described in the
previous section continue to serve as the foundational pillars for our work.
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The specific strategies and goals listed in Appendix A are organized around three areas: 1)
Police Services 2) Public Safety Infrastructure and 3) Employee Development. Our work will be
guided by our principles of Smart Policing, Collaboration, Prevention, and Continuous
Improvement. We expect that the goals and strategies will remain consistent over the next
five years, and that our actions will change or be refined as we make progress.
Police services:
Goal 1: To Prevent Crime and Criminal Victimization
Goal 2: To Provide Justice by Calling Offenders to Account for Their Crimes
Goal 3: To Enhance the Sense of Safety and Security in Public Spaces
Goal 4: To Improve Police/Community Partnerships and Collaborations with Other
Stakeholders
Infrastructure:
Goal 5: To Create a Safe and Healthy Work Environment
Employee Development:
Goal 6: To Increase Public Confidence in the Department
Goal 7: To Create an Exceptional Team of Employees
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Review and Progress Report on the
2008 Crime Fighting Strategy
The focus of the 2008 Crime Fighting was to better align the organization to meet the
demands of our mission. It reflected our commitment to continually improve, innovate,
evaluate and change. Our work was not done in isolation but in collaboration with the
communities we serve, other city agencies, academic institutions, and law enforcement
partners. All of our collective efforts were and continue to be focused on preventing crime
and disorder, and bringing those who commit crime to justice. As stated in 2008:
Our mission, core values and guiding principles will guide our work and not
change. Ultimately, we will be judged not just on the reduction of crime but
also on how well we individually and collectively hold to these values and
principles.
PERFORMANCE GOALS
The 2008 Crime Fighting Strategy set forward a series of performance goals for the
Department that are detailed in Table 1. Appendix B provides a detailed action report of all of
the strategies and goals outlined in our initial Crime Fighting Strategy.
Table 1: Performance Measures
Measure
2007 2008
(Base)
2009
2010
% Change
2007-2010
Reduction in the number of homicides
by 25%
Decrease the number of shooting
victims by 20%
Reduce Part I Crimes by 20%
Increase the number of illegal guns
taken off the street by 5% (does not
include buy backs)
Increase the homicide clearance rate to
65%
Increase the clearance rate for all
violent crime by 5% to 25%
391
-15.5%
-8.8%
1.3%
-21.7%
1,730
-9.9%
-2.6%
6.2%
-6.9%
82,974
3,134
.5%
1.7%
-10.0%
-18.7%
1.7%
-.2%
-8.0%
-17.5%
58.6%
74.9%
75.7%
70.3%
23.8%
26.0%
26.5%
24.2%
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We have exceeded some of our goals while not meeting others. This is to be expected, but
these performance measures provide a means by which to judge how well we are achieving
our mission and vision for the Department, and where work is still needed.
STATUS OF THE ACTION PLAN
The initial Crime Fighting Strategy (2008) listed a series of actions under the categories of
Smart Policing; Collaboration; Prevention; and Continuous Improvement Strategies. There
were forty-four (44) actions identified. Appendix B lists the current status for each action as of
June 2011. Several highlighted initiatives are detailed below under each principle.
Smart Policing2
Allocation of Police Resources
The Strategy identified nine districts that accounted for 65 percent of the homicides, 64
percent of the shooting victims, 55 percent of the robbery victims and 59 percent of the
aggravated assaults. These districts were 12th, 14th, 15th, 18th, 19th, 22nd, 25th, 35th, and 39th. We
made a commitment to focus human and material resources on these districts.
Table 2 compares crime and staffing changes over the past three years in the original nine
targeted districts identified in the plan. In 2008, the Department committed to placing more
officers in the targeted districts. Staffing in the nine districts was increased by almost thirteen
percent during the same time as the staffing level in the entire Department dropped by
almost two percent.
Table 2: Crime and Staffing Changes for the Targeted Nine Districts and Department
Percentage Part I crime change
2008
2009
2010
2007-10
.04%
-12%
1.8%
-10.3%
Nine
Districts4
Department .5%
- Total
-10%
1.7%
-8.0%
Percentage sworn staffing change
2008 2009
20103 2007-10
5.0% 4.6%
2.6%
12.7%
1.5%
-2.9%
0%
-1.5%
We increased the number of officers working in the nine targeted districts because police
visibility and activity reduces crime. 2009 had the biggest decrease in crime in the nine
districts (twelve percent) after there was a five percent increase in officers assigned to the
nine districts in both 2008 and 2009. Part I crime in the nine targeted districts greatly
2
The term used in 2008 was Intelligent Policing.
There were 141 officers in summer Initiatives and detailed to one of the nine districts.
4
In 2010 the 22nd and 23rd districts were merged. For comparison purpose, all years the data reflect the combining of the 22nd
and 23rd.
3
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contributed to the changes in crime reflected in citywide totals. When crime in the nine
targeted districts was reduced, a corresponding change was reflected in the total numbers.
In 2009, three more districts were added to the targeted list: the 16th, 17th, and 24th.
Commanders from these twelve districts participate in weekly crime briefings at Police
Headquarters. Discussions about recent crimes, current tactics, statistics and case updates are
shared. Personnel and assignments are then set for the current week. This constant attention
coupled with a sense of urgency helps keep the focus on combating crime.
The core of our policing strategy has been and will remain in uniform patrol. Between 2008
and 2010, we increased staffing in the targeted districts by 12.7% by adding new officers,
combining several districts, and abolishing several specialized units in order to reassign those
personnel to patrol.5 This double-digit increase occurred while our overall sworn strength
decreased by 1.5%, or approximately 200 officers, as a result of attrition and a hiring freeze.
We have also made several important adjustments in our deployment to support maximizing
the number of uniform patrol personnel available during peak crime periods. We have
created a new shift from 8pm – 4am in select districts in order to combat violent crime in the
time period in which the majority of crime occurs. We have also deployed additional
personnel from specialized units back into patrol units for the spring and summer months,
thereby ensuring that we have adequate staffing in the areas where police presence is
needed the most.
We have used data to determine where and when officers need to be working in order to
combat crime. They were given specific assignments and additional training to better fulfill
those assignments. These efforts helped contribute to the crime reduction over the past few
years.
Evidence-Based Approaches:
The Philadelphia Foot Patrol Experiment is changing the way police departments understand
foot patrol, and demonstrates the importance of research partnerships in supporting police
management. The PPD worked with the Department of Criminal Justice at Temple University
in developing an initiative that would test the effectiveness of foot patrol in reducing violent
crime. Over 200 new police officers were assigned to 60 foot patrol areas in the summer of
2009 in Philadelphia.
Results showed that the use of foot patrols had a 22% reduction in violent crime compared to
the control areas and a 13% increase in arrests. Foot patrols are now a permanent part of the
Department’s crime fighting strategy for reducing violent crime. We have a much better
understanding of the conditions under which they are effective.
5
The 92nd District, the SITE (Strategic Intervention Tactical Enforcement) Unit were disbanded, and police personnel were
reassigned to patrol districts. The IMPACT (Integrity Management Police Anti-Corruption Unit) Unit was dissolved, and the
function was moved under the recently expanded Integrity Control Office in the Internal Affairs Division.
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This past October, the Department received one of two honorable mentions from the
International Association of Chiefs of Police (IACP) Excellence in Law Enforcement Research
Award for our research collaboration with Temple University involving foot patrol.
The Bureau of Justice Assistance, SMART Policing grant is another example of applying this
principle in practice. Similar to the foot patrol experiment, the PPD is working with Temple
University to test the effectiveness of problem solving, an offender-focused intelligence
initiative, and foot patrol on reducing violent crime. Temple is currently analyzing the data
from this effort. We will continue to engage our local academic institutions when
operationally feasible so that we can match the appropriate strategy and tactics to the
problem at hand.
Collaboration
City Collaboratives
PhillyRising is a multi-agency effort that provides coordinated City services to the
neighborhoods most affected by crime and disorder. PhillyRising began with a pilot initiative
in the 26th police district in 2010, and is now expanding in 2011 to at least three other sites,
with more slated for later in the year. This initiative is a promising example of leveraging
multiple partnerships with other city agencies, educational institutions and community
organizations to deliver services in a streamlined manner to the areas that need them most.
Law Enforcement Collaboratives
Another example of applying the principle of collaboration to work is Operation Pressure
Point, which involved sixteen local, state, and federal agencies working together to focus on
weekend violence. As a result, shooting victims decreased by 21 percent and homicides
decreased by 33 percent during the targeted times. Working together and focusing on the
same mission can bring significant results. We will continue to establish partnerships to
combat crime.
Private/Public Sector Partnerships
The Department’s relationship with the Philadelphia Police Foundation has also grown much
stronger over the past three years, bringing civic and business leaders together to fund select
initiatives, which are beyond the scope of the City budget. Currently, the Philadelphia Police
Foundation has partnered with the Department to re-establish the Mounted Unit.
The PPD, in partnership with the Center City District, was also honored by the IACP with the
2010 Chief Michael Shanahan Award for Excellence in Public/Private Cooperation.
Collaboration is critical for sustainability as we move the Department and the City forward
into the future.
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Prevention
Prevention efforts focused on the most vulnerable and high-risk populations are an
invaluable tool. The Youth Violence Reduction Partnership (YVRP), for example, provides a
very successful collaborative model for how public and private organizations can address
youth violence. This is a coordinated intervention effort involving police, probation officers,
the District Attorney’s office and street workers, targeting those youth who are at-risk of
either committing or becoming a victim of violent crime. YVRP has been serving
Philadelphia’s youth for the past eleven years and will continue to work toward expanding its
efforts.
Programs such as the Police Athletic League (PAL), CHEERS (Community Health
Empowerment Enrichment Resource Services) and our Police Explorer Program develop and
strengthen our young people. We must help to cultivate the qualities and skill sets in our
young people that contribute toward making a positive difference. The Department also
works with the Philadelphia Corporation for the Aging on the Philadelphia Financial
Exploitation Task Force. Together with the District Attorney’s Office, we provide training for
the banking industry on how to identify elderly persons who may have been victims of scams
or frauds.
Continuous Improvement in Operations and Administration
Employee Development
We have worked over the past four years to improve the quality of training provided to our
personnel. We contracted with Penn State to deliver two courses – the Police Supervisory InService Training (POSIT) and Police Executive Development (POLEX) training. These programs
for sergeants (POSIT) and lieutenants (POLEX) are designed to improve their knowledge and
skills in supervising and managing. A total of 334 personnel completed the POSIT course and
200 completed POLEX. In addition, Northwestern University has provided their premier
School of Police Staff and Command to 248 PPD members.
The Department has also sent six to eight people each year to training at the FBI Academy,
where two of our members have also attended the National Executive Institute. Two more of
our members are attending the Naval Postgraduate School Center for Homeland Defense and
Security and finally, we send three people per year to PERF’s (Police Executive Research
Forum) Senior Management Institute on Policing.
The skills needed to be an effective police officer in the 21st century have demanded that we
re-examine our current hiring standards. As a result, applicants in 2012 must have 60 hours
from an accredited college or university, be 21 years of age, and have a driver’s license for at
least three years. The polygraph has also been reinstituted in 2011 as another tool to
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August 31, 2011
determine whether or not a candidate has the requisite background to be in law
enforcement.
Finally, our efforts to combat corruption and aggressively root out police misconduct have
been a critical part of the Department’s mission. The details of this effort are in the report,
Preventing Corruption within Our Ranks: Creating a Values-Driven Organization, released in
August 2010. We have reinforced our training, made reporting acts of corruption and
misconduct easier, added investigators to Internal Affairs Bureau, increased staffing in our
joint IAB /FBI Task Force, and are revising how we address first complaints of verbal abuse.
These efforts may, in the short run, result in more officers being disciplined and/or
terminated. At the same time, it also serves as a sign that the Department has a zero tolerance
policy for those who tarnish the badge. We will continue our commitment to being a model
of excellence for ourselves and for our profession.
Policies & Procedures
In 2007, there were public concerns about the Department’s use of force. An internal review
of our use of force policy and procedures indicated that we had a strong policy. In order to
ensure, however, that we were reflecting the best practices both in policy and training, the
Department contracted with the Police Executive Research Forum, a national policy
organization in our profession. They reviewed and recommended changes to our use of force
policies, procedures and training. As a result, we updated our use of force directive, improved
our Employee Assistance Program by contracting with Penn Behavioral Health, improved our
use of force training, and expanded the distribution of and training for less-than-lethal
weapons.
In the fall of 2009, with an increasing concern over the rise in domestic homicides, we decided
to make several sweeping changes to the ways in which police first respond to calls for
domestic violence, of which there are on average 150,000 per year. The Department
partnered with the District Attorney’s Office, domestic violence advocacy groups, and
academic experts from Penn’s School of Social Policy and Practice, to pilot an initiative that
would more efficiently document allegations of domestic violence on the initial report for
domestic violence cases. The actual form was developed in collaboration with all of the above
partners, piloted in the East Police Division in August 2010, and implemented citywide in
March 2011.
The data from the first quarter of 2010 compared to the first quarter of 2011 is showing that
the overall arrest rate for domestic related crimes has increased 7.5 percent. More specifically,
arrests for domestic simple assaults have increased 17.1 percent. During this same time
period, officers identified and coded 7.5 percent more incidents as domestic-related, while 91-1 showed a 2.2 percent reduction in domestic related calls for service.
The Department shares information about completed reports with our advocates, and they
have made the commitment to contact all victims who report a second domestic incident
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August 31, 2011
within one year. We expect to continue this project and develop a second phase, which will
include an update of Department policy and a shared standard set of protocols for
investigations.
The Department’s Overtime Management Unit is an excellent example of operational
efficiency through collaboration. We established this unit in January 2009, and personnel
have done an outstanding job, both internally with providing feedback and oversight for all
of our units, and externally, through partnerships with the District Attorney’s Office and the
Courts. As a result of their efforts, the Department has reduced its overtime expenditures by
$16,920,000 since the office was established. We have taken a coordinated approach to
monitoring the usage of overtime, and it’s making a significant difference in how the
Department is doing its job.
Strategic Planning:
The strategic planning effort that we call PPD2020 illustrates how our four guiding principles
are put into action. PPD2020 started in 2009 with nine months of data gathering, analysis,
and recommendations for piloting selected change efforts. A major consulting company in
Philadelphia lent five full-time staff to this effort and the PPD matched them with five
dedicated staff.
A department-wide survey of all members was conducted and focus groups were held to
identify strengths and challenges. Initiatives were identified and piloted in the 26th Police
District. These initiatives included technology improvements, problem solving training,
supervisory training, and performance measurements. An assessment of these pilots resulted
in the Department-wide implementation of the initiatives over 2010. Some of the results
include an electronic roll call where sergeants can share information such as, photos of
wanted people in the district, crime maps, intelligence reports and PSA plans on a 42-inch flat
screen6. Additionally, the effectiveness of license plate readers (LPRs) were tested and
resulted in the recovery of stolen cars and arrest of offenders. As a result, ten LPRs were
obtained from the Pennsylvania Auto Theft Prevention Authority.
The PPD2020 staff worked with Philly311 staff to develop a protocol where the police could
enter service requests related to crime and disorder directly into the Philly311 system.
Requests may be marked by the PPD and given priority in order to combat crime and disorder
issues. There are trained personnel in every police district where this process is now available.
Finally, the PPD2020 team worked with other members of the Department to refine its
problem solving training, which was approved in 2010 by the Municipal Police Officers’
Education and Training Commission for mandatory in-service training. By the end of 2011,
every sworn member will have received problem solving training.
6
Twenty-three flat screens were donated through the Philadelphia Police Foundation.
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August 31, 2011
In summary, we are doing as much as we can to become more efficient and effective, as well
as create more opportunities for improvements in how we deliver service. The Department is
becoming more evidence-based and collaborative in its approach to fighting and preventing
crime.
NATURE AND EXTENT OF CRIME
These efforts provide a snapshot of how the Philadelphia Police Department has approached
organizational change and its crime fighting strategy. We have made significant inroads in
decreasing crime in this city, and improving public safety in collaboration with our partners.
The most used and standard measure of crime is the FBI’s Uniform Crime Reporting (UCR)
program. UCR crime is divided into different categories of crime. Part I Crimes consist of both
violent and property crime, and include the following seven crime categories: homicide, rape,
aggravated assault, robbery, burglary, theft and auto theft. The PPD submits its crime
statistics to the FBI on a monthly basis. The UCR numbers are often used to compare cities
and assess a city’s level of safety.
Part I crime in Philadelphia for 2009 was 75,051, and for 2010 was 76,334. These are the lowest
levels since 1978 (72,948 crimes). Part I crime began to increase after 1978, rising to a high of
106,078 crimes in 1998. At the end of 2010, there were nearly 30,000 fewer victims of serious
crime than there were in 1998. Though these numbers show significant improvement, there is
still much to be done in terms of lowering crime in Philadelphia.
The next section presents a view of the crime data over the most recent years, providing a
more comprehensive look into the environment in which we all live and work. Specifically,
the data examined includes an eight-year trend in total Part I crimes, Part I property crimes,
and Part I violent crimes as well as the crime rate. The concentration of crime across time and
space is also explored. Crime occurs across the city and spans all days and hours. It is also
highly concentrated in relatively small geographical areas.
A Total Picture of Crime
Examining Part I crime from 2003 to 2010 and provides a longer-term perspective on crime
trends in Philadelphia. Total Part I Crime includes: homicide, rape, robbery, aggravated
assault, burglary, theft, and vehicle theft. The first four crime categories (homicide, rape,
robbery, aggravated assault) comprise the Part I measure for violent crime. The latter three
categories (burglary, theft and vehicle theft) comprise the Part I measure for property crime.
All three measures will be explored in this section.
Page 18
August 31, 2011
Part I
Crimes
Figure 1: Total Part I Crimes
86000
84000
85,493
83,351
83,074
82000
81,833
82,028
82,974
80000
78000
76,334
76000
75,051
74000
72000
70000
2003
2004
2005
2006
2007
2008
2009
2010
Years
Figure 1 shows that there was a dramatic 10 percent drop in Total Part I crimes in 2009.
Property crimes - burglary, theft, and vehicle theft – drove the total Part I crime due to their
volume. For example, in 2009 there were 75,051 Part I crimes. Property crimes accounted for
75 percent (55,888) of these crimes. In 2010, the percentage rose to 76 percent of the total
Part 1 crime. Violent crimes like homicide, rape, aggravated assault and robbery often drive
news media coverage and a sense of perception around crime rates. Many more people,
however, will be the victims of burglary, theft and auto theft than violent crime.
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August 31, 2011
Figure 2: Part I Property Crimes
Property
Crimes
64000
62000
62,454
60,931
60000
62,580
61,795
62,610
60,419
57,799
58000
56000
55,888
54000
52000
2003
2004
2005
2006
2007
2008
2009
2010
Year
Figure 3: Part I Violent Crimes
Violent
Crimes
25500
23,927
23500
22,382
21,179
21500
19500
21,317
21,612
20,771
19,163
17500
18,535
15500
13500
11500
2003
2004
2005
2006
2007
2008
2009
2010
Year
Figures 2 and 3 show the eight-year trend for Part I property crime and violent crime. The
drop shown in Total Part I Crimes in Figure 1 is mirrored in Part I Property Crimes. Part I
Violent Crime also shows a steady decrease since 2006. Violent crime dropped by 12.5
percent between 2007 and 2010 while property crime dropped by 6.5 percent. The focus of
the 2008 Crime Fighting Strategy was on combating and lowering violent crime. As a result,
homicides decreased by 22 percent, robbery decreased by 19 percent and aggravated assault
decreased by 7 percent.
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August 31, 2011
Figure 4: Part 1 Crimes Per 100,000 People, 2007 and 2010 4,106 Boston, MA Phoenix, AZ 4,493 Pittsburgh, PA 4,507 4,898 Philadelphia, PA Washington, DC 5,751 5,875 Baltimore, MD 6,042 Houston, TX 6,778 Cleveland, OH 7,200 Detroit, MI 0 1000 2000 3000 4000 2010 Part 1 Crime Rate 5000 6000 7000 8000 9000 10000 2007 Part 1 Crime Rate Figure 4 shows the Part I crime rate for Philadelphia and eight other cities selected by the Pew
Charitable Trusts (State of the City 2011 Report). Philadelphia’s 2010 crime rate was 4,898 per
100,000 population, which is below Washington, DC, Houston and Detroit, but higher than
Phoenix and Boston.
The Top Crime Districts
We identified in 2008 the nine districts that had the leading number of violent crimes. These
districts were the 12th, 14th, 15th, 18th, 19th, 22nd, 25th, 35th, and 39th. They accounted for 65
percent of the homicides, 64 percent of the shooting victims, 55 percent of the robbery
victims and 59 percent of the aggravated assaults in 2008.
In 2010, there were 1,265 fewer violent crimes in these nine districts than in 2007. This
reduction accounts for 48 percent of the entire reduction in violent crime in the city between
2007 and 2010. Figure 5 shows the changes in violent and property crime in these districts.
All nine districts show a reduction in violent crime and seven of the nine also demonstrated a
decline in property crime.
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August 31, 2011
Figure 5: Percentage Change from 2007-2010
for Top Nine Districts Identified in 2008
15%
10%
5%
Percent 0%
Change
-5%
-10%
-15%
-20%
-25%
-30%
12TH
14TH
15TH
18TH
19TH
22ND
25TH
35TH
39TH
ALL 9
CITY
Districts
Violent Crime
Property Crime
There are twenty-one police districts in Philadelphia. Table 3 shows the ranking of the top ten
districts for violent crime, burglary and vehicle theft across three different time periods: 1)
2008; 2) 2010 and 3) the combined total for 2007 through 2010. For example, in 2008, the 15th
police district was ranked first in violent crime. In 2010, the 15th District was also ranked first
for total violence, burglary and vehicle theft. Finally, from 2007 through 2010, the 15th District
also ranked first for total violent crime, burglary and vehicle theft. Table 3 illustrates that
districts ranking the highest on violent crime have remained fairly stable over the past four
years.
These top ten districts were also ranked as the highest in burglary and vehicle theft. There are
a few exceptions – the 2nd, 3rd, and 26th appear for burglary and vehicle theft, replacing the
18th, 19th and 39th districts. The geographic concentration of crime has remained consistent
over the years. These ten districts accounted for 69 percent of the violent crimes in 2010 and
54 percent of Property and Part II crimes and 9-1-1 dispatches. The remaining twelve districts
accounted for less than half of the crime and calls-for-service
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August 31, 2011
Table 3: Ranking of Top Ten Districts
Rank
2008
2010
Violent
Total
Burglary
Crime
Violent
Crime
1
15th
15th
15th
2
22nd
22nd
22nd
3
35th
35th
14th
4
25th
25th
24th
th
th
5
12
24
19th
6
24th
19th
2nd
7
18th
12th
35th
8
14th
18th
12th
th
th
9
19
14
25th
10
39th
39th
39th
Vehicle
theft
15th
25th
24th
35th
2nd
14th
26th
12th
22nd
3rd
Combined 2007-2010
Total
Burglary Vehicle
Violent
theft
Crime
15th
15th
15th
22nd
14th
25th
25th
24th
35th
35th
22nd
24th
th
th
12
19
2nd
24th
2nd
14th
19th
35th
12th
14th
12th
3rd
th
th
18
25
22nd
39th
18th
26th
Further analysis reveals that even within these high crime districts, there are Police Service
Areas (PSAs) that have a higher concentration of crime than other PSAs. For example, the 35th
Police District is ranked third highest district in violent crime. Within the 35th District in 2010,
PSA 352 had 600 violent crimes – 17 homicides, 387 robberies, and 398 aggravated assaults.
This one PSA had fifty-eight percent of all homicides, robberies, and aggravated assaults for
the entire district. Inside PSA 352, there is a smaller area that has one of the highest densities
of violent crime in the city. Though crime occurs across the city, there are small high-crime
areas that remain consistent over the years.
Page 23
August 31, 2011
When Crime Occurs
Figure 6: Time of Day of Violent Crimes in 2010
1400
1200
Crimes
1000
800
600
400
200
PM
10
:0
0
PM
8:
00
PM
6:
00
PM
4:
00
PM
2:
00
PM
AM
12
:0
0
AM
10
:0
0
8:
00
AM
6:
00
AM
4:
00
AM
2:
00
12
:0
1
AM
0
Time
In addition to knowing where crime occurs we also know when crime typically occurs. Figure
6 shows that crime is at its lowest in the mid-morning hours, climbs until it peaks between
8:00-9:00 p.m., and then lowers after midnight. Property crime shows a different time
trajectory.
Figure 7: Times of Property Crime in 2010
4500
4000
3500
3000
2500
2000
1500
1000
500
PM
10
:0
0
PM
8:
00
PM
6:
00
PM
4:
00
PM
2:
00
PM
AM
12
:0
0
AM
10
:0
0
8:
00
AM
6:
00
AM
4:
00
AM
2:
00
AM
0
12
:0
1
Crimes
Time
Page 24
August 31, 2011
Figure 7 shows that property crime starts increasing at 7:00am, peaks at 4:00pm, and then
slowly drops. For this type of crime, victims often discover that their vehicle has been stolen in
early morning and that their properties have been broken into after returning home from
work. These time curves illustrate the need to have flexible work schedules and adequate
police staffing across the full twenty-four hour period.
Figure 8 shows the percentage of violent crime and property crime across the days of the
week, from 2007 through 2010. Crime is evenly distributed over the course of the week.
Figure 8: Days of Week for Violent and Property Crime 2007-2010
20.00%
15.00%
% of
Crime
10.00%
5.00%
0.00%
MON
TUE
WED
THU
FRI
SAT
SUN
Days of Week
Violent Crime
Property Crime
Violent crime occurs at a higher rate from Friday through Sunday, while property crimes occur
at a higher rate Monday through Thursday. Policing strategies and tactics must match the
temporal differences in violent and property crime shown in the above charts.
Victims and Offenders
An analysis of homicide victims for the years 2007 to 2010 indicates that 79 percent of these
victims were African-American, 88 percent were male and the majority was between the ages
of 18 and 24. The primary motive was an argument. Eighty-two percent of the homicides
were committed with a firearm.
Seventy-six percent of homicide victims had a criminal record at the time of their death. Of
the 306 homicide victims in 2010, 154 or 63 percent of them had a prior arrest for a violent
crime. Nine of these victims were linked to previous homicides before they were killed.
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August 31, 2011
The profile for homicide offenders mirrors that of their victims. For the years 2007 through
2010, 912 people were arrested for homicide. Eighty-one percent of those arrested were
African-American. Ninety-three percent of the offenders were male. Slightly less than half
(48%) of the offenders were between the ages of 18 and 24. Eighty-eight percent arrested in
2010 had a prior arrest history. Of this group, 74 percent had an arrest for a violent crime.
A 2008 analysis of shooting victims and offenders yields the same profile of race, age and
gender. Of the 1,562 shooting victims in 2008, 73 percent (1,135 victims) had a prior arrest.
There were a total 5,286 arrests for the 1,135 victims with prior arrests. Slightly more than one
out of every five shooting victims had at least ten arrests. Both victims and offenders have
strong prior contact with the criminal justice system.
The arrest history of victims of shootings indicates that the majority has engaged in past
criminal behavior, increasing the likelihood of future victimization. Understanding that arrest
history is associated with future criminal activity will assist the Department in developing
effective prevention strategies. How we collect, use and respond to intelligence about
previous and potential violent offenders is a critical part of our smart policing efforts.
Juveniles
Table 4 provides arrest statistics for juveniles, ages 17 or younger, for Part I crimes and Part II
crimes for the years 2007 through 2010.
Table 4: Juvenile Arrests
Crime Level
Part I Crimes
Part II Crimes
Total
2007
4062
6936
10998
2008
3753
6443
10196
2009
3637
5632
9269
2010
3304
4974
8278
Percentage
Change
2007-2010
-19%
-28%
-25%
The most frequent arrests for Part I Crimes were for theft, robbery and aggravated assault. For
Part II Crimes the most frequent arrests were for simple assaults and narcotics. Juvenile
arrests accounted for 11.2% of all arrests during this period of time. All arrests went up by
2.8% while juvenile arrests when down by 25%.
Page 26
August 31, 2011
Table 5: Juvenile Crime Victims
Crime Level
Part I Crimes
Part II Crimes
Total
2007
3890
6304
10194
2008
4006
6022
10028
2009
3297
5372
8669
2010
3086
5238
8324
Percentage
Change
2007-2010
-21%
-17%
-18%
Table 5 shows that the juvenile victims have also declined during this same time period. The
most frequent crimes in which juveniles were victims were aggravated assault and robbery
for Part I crimes, and simple assault and sex offenses for Part II crimes. The top ten districts in
which violent and property crime occur are also the top districts in which there are juvenile
victims and arrests. The 15th police district had the most juvenile victims in 2010 with 942
juveniles, followed by the 35th district with 653. Juveniles are also the victims of homicides.
There were eighteen juveniles murdered in 2010. This was the second lowest total in the past
twenty-one years. All of these victims were African-American and sixteen were males. Eleven
were 16 or 17 years of age and six were 10 or younger.
Summary
There have been significant reductions in juvenile victimization and offending. We must
continue, however, to strengthen our partnerships in the community that focus on
prevention. As the above data demonstrates, our most violent offenders often bring an
extensive criminal history with them. The more we understand about the nature of crime,
when and why it happens, patterns of victimization, and the environment in which crime
occurs, the more strategic the Police Department can be in targeting our efforts with our
partners.
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August 31, 2011
Making Philadelphia a Safer City: 2011-2016
Traditional policing has placed law enforcement as the end goal for the profession, and public
safety squarely as a government function. Typical tactics include responding to calls-forservice, visibility, hot spot policing, and zero-tolerance. Community policing is often viewed
as foot and bike patrols and community meetings. Problem-oriented policing focuses on
problem solving, primarily led by the police.
The neighborhood-based policing model acknowledges that all of the above approaches are
legitimate and can be effective, depending on the needs of the community. This model also
places multi-agency city and community collaborations, such as PhillyRising, at the center of
sustainable neighborhood transformation. This model is dynamic, flexible, involves multiple
stakeholders, and allows for different police strategies and tactics to be matched to the
presenting issues of crime and disorder. These efforts will be geared toward the most violent
concentrated areas of crime within the PSAs listed in Table 3. Evidence-based tactics, such as
problem solving, foot patrols, and offender-focused intelligence initiatives will be used to
prevent and fight crime in these areas. There is no ‘one size fits all’ approach.
PHILADELPHIA’S NEIGHBORHOOD-BASED POLICING MODEL
Philadelphia’s neighborhood policing approach (see model on the following page) is based
on the work done in other cities and partly by the theoretical work of Nolan, Conti and
McDevitt (2005)7 on situational policing. The authors theorize that there are four
neighborhood types as illustrated in the below graph. Each type suggests different
community needs and levels of organization, different amounts of crime and disorder, and
therefore a different policing approach.
7
James J. Nolan, Norman Conti, and Jack McDevitt, “Situational Poling,” FBI Law Enforcement Bulletin, Nov. 2005, 74 (11): 1-9.
Page 28
August 31, 2011
For example, the distressed8 neighborhood first needs to be secured, then organized by its
community members. Hot spot policing tactics may be appropriate within this type of
neighborhood in order to rid the immediate and persistently dangerous areas. The responsive
neighborhood, however, is a place where joint community and police problem solving may
be an effective primary crime prevention and fighting tool. Low crime neighborhoods may
be less motivated to work proactively with the police on a regular basis, partially because they
are satisfied with the level of police service.
Under this model, the Police Department can address crime and disorder based on the
specific needs and type of community. The authors argue that, “effective policing involves not
only reducing crime and disorder but facilitating neighborhood development.” The overall goal
for the Police Department is to partner with community members to help them transform
their neighborhood into stronger, safer environments.
8
The authors use the term “anomic” to describe the high crime, low organization neighborhood.
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August 31, 2011
POLICE SERVICE AREA AUDITS
An important part of our strategy going forward will consist of doing PSA Audits, which will
detail what is known about the nature and extent of crime, community issues, local resources
and an assessment of the neighborhood types in the PSA. Audits will be guided by each PSA
Lieutenant with support and input from the community. The audits will set the framework
from which priorities for prevention, problem solving, and enforcement are developed, and
guide the PSA Action Plan and problem solving process.
The intent of this new process is to help our District Captains and PSA Lieutenants become
more strategic about combating crime. This requires a ‘long-view’ of the causes of crime and
the desired outcomes of the efforts. Short-term tactics will always be required to address
emergent crime but, as the analysis indicates, crime hot spots tend to remain stable. In order
to make Philadelphia a safer city, we must strategically coordinate police, city, and
community resources to focus on the underlying causes of these hot spots. Using our guiding
principles of smart policing, collaboration, prevention and continuous improvement, we will
develop and implement localized PSA plans that focus on the specifics of each location, the
victims and the offenders.
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August 31, 2011
Chart courtesy of Dr. Jerry Ratcliffe, Professor & Chair, Department of Criminal Justice, Temple University.
Dr. Ratcliffe has led the research team at Temple University for the foot patrol study and for the SMART Policing
grant with the Philadelphia Police Department, from which this chart has been excerpted.
Operations personnel are using their internal weekly crime briefs as a place to address both
chronic crime and disorder hot spots and recent criminal incidents. Our audit model (shown
above) requires that we assign responsibility for accomplishing the tasks listed in the PSA
Action Plan, and monitoring our progress. The goal is to advance long-term crime reduction
strategies.
A neighborhood-based policing model that incorporates the best elements from traditional
law enforcement, community policing, hot spot policing and intelligence-led policing is the
next step in advancing our crime fighting strategy. This model also acknowledges the critical
role that our partners play in making Philadelphia a safer city. Public safety is a shared
responsibility. All of us, residents, businesses, community organizations and other city
agencies, must work together to achieve that vision.
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August 31, 2011
Conclusion
The Philadelphia Police Department’s neighborhood-based policing model requires that our
District captains and Police Service Area lieutenants understand the specific crime problems
in their assigned area and develop the appropriate actions to address them in partnership
with the community. The men and women in patrol will lead the Department in these efforts.
We will review staffing levels of all units and make adjustments as necessary to ensure that
these high crime areas have the right number of police personnel.
For our members to be effective in preventing and fighting crime, they must have modern
equipment and technology, actionable information, and a habitable place in which to work.
We are demanding excellence from our members and we must give them the tools to achieve
that mission. Over the next five years, we must improve our infrastructure.
We must also continue to invest in our employees. They must be prepared not only to meet
the demands of today but those of the future. Training and education must remain an
integral part of our development as an organization. We will work diligently to ensure our
members are accountable to each other and act in accordance with our values of honor,
integrity and service. The Philadelphia Police Department will become the police department
of choice not only in this region, but a model of excellence for our profession.
In the initial part of this report, we outlined our vision for the future based on establishing
strategies and goals within three areas: 1) Police Services 2) Public Safety Infrastructure and 3)
Employee Development. The specific strategies and actions listed in Appendix A are the
means by which we will achieve our vision. Our work will be guided by our principles of Smart
Policing, Collaboration, Prevention, and Continuous Improvement. We expect that the goals
and strategies will remain consistent over the next five years, and that our actions will change
or be refined as we make progress.
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August 31, 2011
Appendix A:
Goals & Strategies for the PPD: 2011-2016
Police services:
Goal 1: To Prevent Crime and Criminal Victimization
Goal 2: To Provide Justice by Calling Offenders to Account for Their Crimes
Goal 3: To Enhance the Sense of Safety and Security in Public Spaces
Goal 4: To Improve Police/Community Partnerships and Collaborations with Other
Stakeholders
Infrastructure:
Goal 5: To Create a Safe and Healthy Work Environment
Employee Development:
Goal 6: To Increase Public Confidence in the Department
Goal 1: To prevent crime & criminal victimization
Strategy 1.1 – Improve police response to crime
§
Continue to use daily crime briefings as a way to analyze data, measure progress, and foster
collaboration amongst Operations personnel.
§
Continue to review staffing levels of all units and make adjustments as necessary.
§
Use effective, data-driven and evidenced-based strategies to combat violent and property
crimes around problem locations.
§
Work with academic partners to improve our knowledge of the most effective crime fighting
strategies, as well as our analytic capabilities.
§
Identify the most violent offenders, serial burglars and auto thieves, and work with Probation
and Parole, the District Attorney’s (DA) Office and the Courts to track them into support
services and/or develop criminal cases for prosecution.
§
Develop and implement targeted crime plans.
§
Utilize partnerships and tactics developed from Operation Pressure Point to address violent
crime areas during high crime days and times.
§
Expand the Juvenile Enforcement Team (JET), a partnership between the Philadelphia Police
Department and the Juvenile Probation Department, and make it citywide. The focus of this
program will be to: 1) conduct compliance checks at the homes of high-risk juveniles and/or
those engaged in violent behavior, 2) serve juvenile warrants on a continued basis, 3) serve as
a highly visible presence in areas where juvenile violence is identified.
Page 33
August 31, 2011
§
Establish an analytical function within the Department. Trained crime analysts will use
business information tools to provide actionable information to Operations personnel in the
field.
§
Embed criminal intelligence officers in the targeted districts to identify individuals and groups
engaged in criminal activity.
§
Identify persons known to carry illegal guns and develop intervention tactics.
§
Establish and operate a Real Time Crime Center (RTCC) to provide information to units in the
field. The RTTC will support officers and detectives in the field with real time analysis of
criminal incidents. It will also serve as the PPD’s watch function and operations command
center.
§
Continue to improve the Department’s initial response to domestic violence by updating
policies and procedures, providing training, and monitoring response.
§
Ensure that 90 percent of the 9-1-1 calls are answered by dispatchers within ten seconds.
§
Ensure that at least 80 percent of the calls are dispatched in accordance with PSA
assignments.
Strategy 1.2 – Improve police, community, and city agency coordination in
addressing crime and disorder
§
Work with Divisional City Service Teams to address multi-agency, chronic crime and disorder
problems within the PhillyRising framework.
§
Ensure that every PSA has initiated and is actively engaged in problem-solving.
§
Ensure that every PSA is holding a PSA Police and Community meeting once a month.
§
Work with Town Watch to expand the program into neighborhoods without Town Watch with
special attention to high crime districts and neighborhoods.
§
Document and review the flow of information to and from PSAs and the community; ensure
community satisfaction with the work of PSA teams.
Strategy 1.3 – Provide crime prevention services to the most vulnerable
§
Enhance coordination between the PPD and the appropriate agencies to provide intervention
services to high-risk families for domestic violence.
§
Ensure that PAL and other youth programs run by the Department are reaching youths in
high-risk communities.
§
Expand the services provided by Victim Assistance Officers and Domestic Violence Detectives.
§
Develop a standard set of materials for crime prevention and victim services.
Page 34
August 31, 2011
Goal 2: To provide justice by calling offenders to account for their crimes
Strategy 2.1 – Establish and use case management protocols of investigations
§
Create a Standardized Operating Procedure for criminal investigations that reflects best
practices and will be used in all detective divisions.
§
Continue to pursue the standardization of directives and policies necessary to receive state
accreditation.
§
Ensure there is a Standardized Operating Procedure in use to comply with the Confidential
Informant Directive.
§
Establish a protocol to be used by Divisional Detectives in the investigation of domestic
violence offenses.
§
Monitor the progress of a recently developed burglary response team in the Southwest Police
Division with goals of reducing burglaries and coordinating patrol and investigative resources
for burglary victims. If successful, this model will be used in other high burglary divisions and
districts.
§
Work to ensure that all crimes that an offender commits are properly documented.
Strategy 2.2 – Improve quality of officers’ initial investigation and reporting
through coordination and training with prosecutors and courts
§
Continue to deliver training on improved report writing, court testimony, and legal updates
from the PPD’s Law and Criminal Procedure Unit; collaborate with the DA’s office during
training.
§
Continue to publish Legally Speaking, the PPD’s internal newsletter from the PPD’s Law and
Criminal Procedure Unit, on a quarterly basis.
Strategy 2.3 – Use forensic capabilities to identify offenders
§
Continue to reduce the backlog in Chemical Analysis and Firearm Analysis; conduct regular
integrity checks and audits to ensure that policies and procedures are being enforced.
§
Increase the number of investigations and case clearances based on CODIS hits (CODIS Combined DNA Index System - is the major database that operates and houses local, state and
federal DNA profiles from convicted offenders, unsolved crime scene evidence and missing
persons).
§
Work with the Pennsylvania State Police Lab on using familial DNA for selected cases.
§
Explore a partnership with Drexel University where their students would intern at our lab and
our lab employees could attend their forensic classes.
§
Provide training to forensic and crime scene personnel on the detection and analysis of
Improvised Explosive Devices (IEDs) and other weapons used in terrorist activities.
Page 35
August 31, 2011
Goal 3: To Enhance the Sense of Safety & Security in Public Spaces
Strategy 3.1 – Increase the presence & visibility of sworn officers in
neighborhoods
§
Ensure that dispatched calls are being handled expeditiously and that PSA integrity is
maintained at a minimum of 80%.
§
Continue to use a variety of tactics to enhance the visibility of patrol members in the
neighborhoods, including conducting outdoor roll calls; setting up mini-stations; conducting
“door knocks;” redeploying officers during peak crime periods; and utilizing high-profile
patrol, such as foot, canine, mounted, bicycle, and mobile command vans.
Strategy 3.2– Address hot spots for crime occurring in public space
§
Perform the analytics that reflect proven practices in predictive and intelligence-led policing,
and work proactively to address crimes like retaliation, burglary and domestic violence.
§
Use PhillyRising to coordinate the efforts of the PPD and other agencies to address crime and
disorder in hot spots.
§
Provide a monthly list of blocks with repeat calls for service to each district.
§
Utilize crime cameras as an investigative tool for crime occurring in public space.
§
Continue to expand the use of Closed Circuit TV feeds by integrating it into the Real Time
Crime Center and connecting to other security cameras.
§
Identify locations with gun violence, name offenders within those locations known to carry
guns and use tactics to prevent future gun violence.
§
Review and report on the progress PSAs are making in resolving or impacting on disorder
problems.
§
Coordinate with the Department of Licenses and Inspections in addressing nuisance
properties.
§
Monitor, gather intelligence and respond to groups of people who organize via social media
outlets in furtherance of committing crime.
§
Ensure that PPD operations personnel develop plans designed for maximum flexibility and
have capacity to respond dynamically to emerging crowds throughout the City.
Strategy 3.3 – Ensure orderly public demonstrations and major events while
protecting civil rights
§
Plan and be prepared for major demonstrations and events.
§
Ensure that officers assigned to monitor protests and demonstrations receive advanced
training.
Page 36
August 31, 2011
Strategy 3.4 – Improve traffic flow and traffic safety
§
Ensure that key intersections are staffed during rush hours.
§
Establish regular safety and sobriety checks.
§
Ensure that key school crossings are covered.
§
Enhance enforcement of speeding and distracted driving laws.
§
Work with partners to improve pedestrian and bicycle safety.
Strategy 3.5 – Enhance police emergency and disaster preparedness/response
§
Establish the Delaware Valley Intelligence Center (in progress) and the Real Time Crime Center
(in progress). Provide actionable information on all hazards on a daily basis when centers are
operational.
§
Develop and conduct mock exercises, tabletop exercises, and unannounced field drills to
enhance police emergency and disaster preparedness.
§
Publish and train on the Emergency Response Plan.
§
Develop an equipment replacement schedule and work with the Office of Emergency
Management in purchasing replacement and new equipment to help ensure that members
are protected from all hazards.
§
Review Buffer Zone Protection Plans and update as required.
§
Continue the active shooter training.
§
Revitalize the Terrorist Liaison Officer (TLO) program and leverage the “See Something, Say
Something” program.
§
Obtain and maintain National Incident Management System certification of personnel and
train using the Incident Command System, the federal standard for the command, control and
coordination of emergency response.
§
Work toward achieving emergency communications interoperability amongst local, state and
federal law enforcement organizations.
Strategy 3.6 – Enhance safety and security in partnership with the School District
§
Work with the School District to enhance safety and security for students, teachers and
administrators in and around facilities.
§
Coordinate plans and efforts through PPD’s Chief Inspector for School Security.
§
Continue to assign police officers to selected schools.
§
Ensure that PPD officers pay special attention to schools that do not have School Police
assigned to them.
§
Make certain that PPD’s command staff and School Police command staff are aligned and
work together at a regional, divisional and PSA level.
Page 37
August 31, 2011
§
Ensure that PSA members participate in the school district’s School Safety Teams.
§
Allow PPD to monitor school district’s CCTV cameras when required.
§
Assist the school district in reporting crime that occurs on school district’s property and
involved school children traveling to and from school.
§
Place an emphasis on truancy enforcement and transportation transfer points during the
school year.
§
Assist, as requested, in the training of School Police officers.
§
Provide continual support at the School District’s weekly COMPSTAT meetings.
Goal 4: To Improve Police/Community Partnerships and Collaborations with
Other Stakeholders
Strategy 4.1 – Support community engagement through web 2.0 and social
media capabilities.
§
Use internet, social media and online applications to engage communities around issues of
public safety, crime, events, partnerships and other relevant information about the PPD.
§
Provide accurate and complete information to media about the Department’s operations and
programs.
§
Produce an annual report that details the PPD’s strategy, accomplishments and relevant
statistics for all PPD stakeholders; update content on Department’s website on a regular basis.
§
Continue to partner with the Philadelphia Police Foundation to develop strategies that
support the Department’s priorities.
Strategy 4.2 – Improve the quality of services provided to the public
§
Ensure compliance with the City’s Language Access Policy.
§
Ensure that members assigned to District Operations’ rooms understand and follow
department procedures for providing information and support to community members,
including the dissemination of complaint forms (also available on the Department’s website).
§
Develop and implement a program that identifies officers who may need additional training
on providing police services to the public.
§
Strengthen collaborations with communities, government and the private sector that support
the Department’s strategic goals.
Strategy 4.3 – Increase the number of positive contacts by police with the public
§
Host youth summer programs in each police district.
§
Compete for a national award from the National Association of Town Watch for our National
Night Out events that highlight joint community and police efforts.
Page 38
August 31, 2011
§
Identify and implement tactics that will increase positive police and community contacts.
§
Provide enhanced communications training for officers.
Goal 5: To create a safe and healthy work environment and an exceptional
team of employees
Strategy 5.1 – Improve the working environment
§
Work with the Deputy Mayor and the Department of Public Property to improve police
facilities and acquire new facilities.
§
Establish a regional tactical training facility.
§
Establish a new Training Bureau Campus.
§
Utilize the Wissahickon Facility to reduce lease expenses.
§
Construct a new Mounted Unit Headquarters Facility.
§
Redesign and expand the Police Department Data Center.
§
Renovate and upgrade the Police Warehouse and Bulk Evidence Storage Facility.
§
Make roof replacements, window and door replacements, and mechanical, electrical and
plumbing renovations in District stations.
§
Ensure that health and safety issues are identified by the PPD, and addressed by Public
Property.
§
Hold review sessions and monitor progress on reducing Department-involved vehicle
accidents.
§
Ensure that fleet availability is at 90% or higher by working with Fleet Management.
Strategy 5.2 – Enhance information systems
§
Develop a 5-year strategic plan for PPD information technology.
§
Provide technical support for the Real Time Crime Center and data warehouse.
§
Create in-car automated police reporting functionality, including printing.
§
Provide email capabilities for all PPD personnel.
§
Improve the mapping capabilities and products.
§
Replace mainframe legacy systems and develop infrastructure that integrates existing and
new systems.
§
Establish a public safety network that supports increased sharing of communications, data
and video.
§
Expand CCTV capacity.
Page 39
August 31, 2011
§
Ensure sufficient resources, personnel and equipment, are assigned to support and maintain
the Department’s information needs.
§
Create a development infrastructure and environment that allows police information
technology to keep up-to-date with relevant and current law enforcement technology.
Strategy 5.3 – Establish systems that ensure the implementation of standards,
policies, and programs
§
Ensure that directives are updated and added as needed.
§
Identify and distinguish high risk and low frequency policies and procedures.
§
Identify and propose local, state, and federal legislative changes that enhance public safety
and security for Philadelphia.
§
Ensure that new legislation, city policies, and state mandates are communicated and
implemented by Department members.
§
Achieve Department-wide accreditation with the Pennsylvania Chiefs’ of Police.
§
Hold at least six organizational reviews and track and report on follow-up actions.
Strategy 5.4 – Establish systems that ensure the efficient and effective use of
resources
§
Continue in efforts to manage overtime; specifically to reduce court overtime in the detective
divisions, as well as replacement and vacation overtime in Organizational Support Services.
§
Hold quarterly budget meetings, including grants, to monitor spending, and to address issues
and resolutions.
§
Ensure grants are obtained, spent in accordance with grant conditions, with no balance
returned.
§
Establish and conduct audit procedures for the accurate reporting and thorough investigation
of crime.
§
Ensure that the City’s M/W/DSBE/DBE Goal for contracts with the Department is met.
Goal 6: Increase Public Confidence in the Department
Strategy 6.1 – Use authority judiciously, fairly and ethically
§
Provide constant reinforcement of values and ethical behavior through Department-wide
training and communications.
§
Test members’ knowledge of use of force policies and procedures; continue to provide
training on the level of force that is appropriate to resolve an incident.
§
Report on the professional conduct of PPD members—including the number, categories, and
dispositions of: (1) citizen complaints received by the Department; and (2) uses of force by
Department members—in the Department’s Annual Report.
Page 40
August 31, 2011
§
Ensure 100 percent compliance with firearms’ qualifications and training on the use-of-force
continuum.
§
Continue to expand training for Crisis Intervention Team certification. Over 1,000 of our
officers have been trained in the tactics of crisis intervention and how to effectively manage
members of the public with the mental health/behavioral challenges. This training effort will
continue and appropriate re-fresher classes will be held for officers to maintain their
certification.
§
Conduct quarterly audits of our investigatory reports (official police form) documenting stops,
question and frisks) and report the results on an annual basis in accordance with Executive
Order No. 06-11.
§
Develop and implement a training program for supervisors on how to address performance
issues and concerns for personnel under their command.
§
Explore and implement alternative approaches to discipline for first time violations of specific
offenses with the intent of immediately correcting behavior.
Strategy 6.2 – Ensure that police actions are constitutional and within laws and
regulations.
§
Continue to publicize the process for filing citizen complaints, including keeping the citizen
complaint web page up-to-date, and making informational pamphlets available at all facilities
with customer contact.
§
Continue with internal audits; ensure appropriate response to confidential informants, crime
reporting and other areas as identified by the Commissioner.
§
Review the usage of Electronic Control Weapons (ECW) by PPD personnel; review complaints
about the use of ECWs, and report to the Commissioner.
§
Continue to do a random check of narcotics’ evidence prior to their official destruction.
§
Conduct audits and monthly tracking of complaints to ensure investigations are completed
within 75 days.
Strategy 7.1 – Create a high-quality workforce
§
Ensure that budgeted recruit classes are filled with qualified applicants.
§
Improve the background investigations for recruits.
§
Provide Police Board of Inquiry training to select Captains.
§
Ensure that every supervisor is trained in the effective and proper use of the performance
evaluation instrument.
§
Ensure that every peer counselor in the Employee Assistance Program (EAP) is trained in
counseling.
Page 41
August 31, 2011
§
Produce a quarterly newsletter discussing recent arbitration awards and reviewing the most
problematic areas in labor-management relations.
§
Work with Risk Management and the FOP to address the misuse of sick and Injured-on-Duty
status so as to increase the number of officers available for full-time duty.
§
Routinely review the number of long-term sick/disabled cases for submission to the disability
retirement board.
§
Increase, within Department guidelines, the number of sick checks.
Strategy 7.2 – Expand and enhance training and education for our personnel
§
Ensure that the Police Supervisory In-Service Training (POSIT), Police Executive Development
(POLEX), Senior Management Institute for Police, and Northwestern courses are held and
filled.
§
Revamp the police recruit training curriculum to ensure that it reflects current needs and best
practices in our profession.
§
Implement the Field Training Officer Program to mentor and bring on-board newly graduated
police officers.
§
Develop a master training plan that reflects needs for an advanced training curriculum for the
Department.
§
Develop subordinates through delegation of responsibilities and mentoring.
§
Develop leadership training for senior executives.
Page 42
Appendix B:
Review of 2008 Crime Fighting Strategy Action Plan
August 31, 2011
A. Smart Policing Strategies
Item
Action
A1
Implement citywide tactics such as, lawful stop and
frisk tactics, increased arrests for illegal carrying of
firearms, aggravated assault warrants, increased lost
and stolen gun investigations.
A2
A3
A4
A5
Conduct Crime briefs three times a week for the nine
most violent districts
Establish a Real Time Crime Center
Review all specialized and administrative units and
where possible return officers to the patrol districts.
Increase warrant service
A6
Establish a mobile rapid response capacity to violent
crimes
A7
Hold ‘next of kin’ meetings for families of homicide
victims
Responsibility
Field Operations
Field Operations
Organizational
Support
Services/Field
Operations
All
Field Operations
Organizational
Support
Services/Field
Operations
Field Operations
Update
Field Operations continues with its strategy to
target known offenders across the city. Using
intelligence data supplied by the Criminal
Intelligence Unit, as well as information gathered
within the divisions themselves, personnel are
directed to use lawful tactics to reduce the levels
of violence in their area. The Department
continues to work with the Attorney General’s
Office to investigate lost and stolen guns. Attorney
General personnel are embedded in all six (6)
patrol divisions and are actively pursuing all guns
reported stolen and or lost by complainants. See
section C-2 for additional programs.
Established and ongoing.
Contract negotiations have been finalized (June
2011) and development has begun.
Abolished SITE, 92nd District, 23rd District, 4th
District, Background Investigations, IMPACT
New warrants are pushed out to Officers’ Mobile
Data Computers (MDC) in Patrol.
There have been more than 400 activations of the
Mobile Investigation Response Vans, responding
to all homicides and serious shooting incidents.
First one held May 19, 2008, on-going.
Page 43
Appendix B:
August 31, 2011
A8
A9
A1011
A12
Set-up a referral mechanism to clergy and social
organizations that will provide counseling to youth
who were touched by homicide.
Develop and implement District level Spring/Summer
Crime Plans to include:
• Crime Issues
• Disorder Problems
• Traffic Issues
• Juvenile Issues
• Foot and Bike Patrols
Work with Managing Director’s Office to address
‘broken window’ issues.
A14
Work with other city agencies to assess and improve
the City’s truancy and curfew programs.
Work with the school district to improve safety in and
around schools. Assist the school district in
developing a safety plan for every school in the city.
Develop and implement a Traffic Safety Program.
A15
Conduct a review of sectors.
A13
Victim
Services/Violence
Prevention
Field Operations
In place; clergy referrals are processed by Victim
Assistance Officer upon request of family. There is
a current referral listing for youth at Homicide.
Ongoing.
Office of Strategic
Initiatives &
Innovations
Field Operations
PhillyRising was piloted in 2010 with continued
rollout in high crime and disorder areas in 2011.
Field Operations
PPD Chief Inspector Patterson has been assigned
to the School District to coordinate safety issues
and develop plans.
Accident Investigations Division performs sobriety
checkpoints based on accident data; selective
traffic enforcement plans have been developed
that are based on traffic accident/fatalities;
PENNDOT funding secured to ROC North for traffic
enforcement on Roosevelt Blvd.; Traffic Division
conducts speed enforcement (contingent upon
installation of cables in traffic vehicles); Truck
Enforcement Unit conducts safety inspections of
buses, tractor trailers, tow trucks, etc.
Sectors were abolished and the Police Service Area
model was established.
Field Operations
Field Operations/
Office of Strategic
Initiatives &
Innovations
Ongoing.
Page 44
Appendix B:
August 31, 2011
A16
Explore re-establishing the Mounted Unit.
Field Operations
A17
Assess federal, state, and local task forces to ensure
their mission is consistent with needs of the
Department.
ALL
A1819
Review the deployment of officers and detectives
across days, shifts, and units.
Field Operations
Item
B1
B2
B. Collaboration Strategies
Action
Responsibility
Work with U.S. Attorney’s Office and ATF to select
Field Operations
most violent felons prosecuted at the federal level.
Work with community-based organizations, clergy,
and others to intervene and prevent violence.
Field Operations
The Mounted Unit was established in 2011. The
Police Foundation is working to raise money for
the first two years of operation and a stable.
MOUs were reviewed to ensure local needs are
being met. PPD gets regular reports on cases to
make sure cases being worked are Philadelphia
based.
The Department last year recognized the need to
create a change to the schedule that provided
additional personnel working the “high crime”
time period. Through analysis, the time between
8:00PM and 4:00AM is the most violent period of
the day. Based on this conclusion, personnel in
the twelve (12) targeted districts as well as the
third (3rd) District were redeployed to establish a
new tour of duty. This schedule change consisted
of personnel shifting to begin their tours at 8PM
instead of the normal 12AM start time; personnel
work 7 days/week on this schedule. This resulted
in approx. 8-10 percent of the district personnel
being reallocated.
Update
Regular meetings established; working to ensure
that most problematic offenders are selected for
federal prosecution.
Established the Commissioner Advisory Council;
holding monthly PSA meetings, meeting quarterly
with groups representing survivors of homicide;
working with youth prevention groups.
Page 45
Appendix B:
August 31, 2011
B3
Advocate for changes in court administrative
procedures.
Office of Strategic
Initiatives &
Innovations
B4
Work with Juvenile and Adult Probation and Parole
Agencies for joint accountability checks and sharing
of information.
Hold a strategy meeting with federal law
enforcement partners to focus all efforts on violent
individuals.
Provide neighborhood level crime data on the
Department’s internet website.
Field Operations
B5-6
B7
B8
B9
B10
B11
B12
Help to expand the Town Watches by holding a
citywide conference for Town Watch organizations.
Work with MDO to allow city services requests to be
submitted by police officers and when appropriate
given priority.
Deliver a community orientation program in
conjunction with community members for newly
assigned officers to police districts.
Work with the Directors of Security for colleges and
universities in Philadelphia.
Work with universities and colleges in establishing
research and evaluation projects, and to provide
training.
The Department is working with the DA and
Courts as changes to current procedures – Zone
Courts, SMART Rooms, DA Charging Unit – are
being made.
Ongoing, and Juvenile Enforcement Teams have
been expanded.
Field Operations
Operation Pressure Point started in 2009 and is
ongoing.
Office of Strategic
Initiatives &
Innovations
Field Operations
A Public Web Mapping Function was made
available through Phillypolice.com
Office of Strategic
Initiatives &
Innovations
Every Police District has direct access to the City’s
3-1-1 system. Officers are able to enter service
requests and also identify appropriate ones as
‘urgent.’
Scheduled to begin for the graduation class of
2012.
Field Operations
Ongoing.
Field Operations
Ongoing.
Office of Strategic
Initiatives &
Innovations/
Organizational
Accountability
Continued and strengthened research
collaboration with Temple University on foot
patrols and smart policing initiatives; worked with
the University of Pennsylvania in developing new
domestic violence response protocols.
Page 46
Appendix B:
August 31, 2011
Item
C1
C. Prevention Strategies
Action
Responsibility
Assist in implementing more youth activities at the
Victim
police district level and in addition to PAL.
Services/Violence
Prevention
Update
Coordinate with ROCs in distributing information
concerning summer activities.
Page 47
Appendix B:
August 31, 2011
C2
Establish procedures and programs to aggressively
intercede to reduce retaliatory acts of violence.
Field Operations
Establish procedures and programs to aggressively intercede
to reduce retaliatory acts of violence. Presently, we have the
following response protocols in place to address retaliatory
violence:
Divisional Response Teams- Personnel are pulled from
districts within the division to address ongoing violence.
The SIVRT (Strategic Intelligence Violence Response
Team) - Consists of personnel from the line unit, highway
patrol, strike force, criminal intelligence and narcotics
working in tandem to address retaliation.
Shooting Impact Team- Short term deployment (3-days),
consisting of Highway, Strike Force, SWAT to deploy into an
area for a maximum of three (3) days to address potential
retaliation violence
Gun Enhancement Program- Established comprehensive
protocols for all persons arrested for gun violations; patrol
and detective divisions working in tandem to document and
photograph arrest scene, and provide thorough report to
District Attorney’s Office for prosecution.
JET Program (Juvenile Enforcement Team)- Operating in all
districts that with high levels of juvenile violence. Personnel
conduct compliance checks of high-risk offenders, serve
warrants, conduct high-visibility operations. All information
garnered from these contacts is communicated to the
criminal intelligence unit.
Embedded Criminal Intelligence Personnel – Intelligence
personnel are embedded in the most violent districts to
gather information concerning individuals and groups
engaged in criminal activity.
Page 48
Appendix B:
August 31, 2011
C3
C4
C5
Item
D1
D2
D3
D4
Increase the number of surveillance cameras.
Organizational
Support Services
In March of 2008, there were 32 City owned
cameras in operation. As of 5/31/11, there are 215
City owned cameras installed. Additionally, the
Video Monitoring Unit is able to monitor 641
external cameras for a total of 856.
Increase the type and distribution of crime prevention Victim
On-going, presentations and non-violence
materials.
Services/Violence
materials are distributed through DARE and
Prevention
GREAT and other Community Relations Programs,
Prevention information and links on website,
materials and info provided by the National Crime
Prevention Victim Services/Violence Prevention.
Enhance the Police Explorer Program.
Victim
Continuously updating training material,
Services/Violence
lengthened recruitment drive from 2–3 months,
Prevention
created on-line association for past explorers,
creation of Summer Youth Police Camp ages 9-13.
Enrollment increased for camp to 160 for 2011.
D. Continuous Improvement Strategies
Action
Responsibility
Update
Research and recommend alternative work shifts.
Field Operations
Completed.
Conduct routine community surveys.
Office of Strategic
Conducted two limited community surveys.
Initiatives &
Working with the MDO’s office to get a
Innovations
comprehensive survey in place.
Advocate that bench warrants are entered into
Field Operations
Ongoing.
computer database in a timelier manner.
Establish a library of training videos and roll-call
Organizational
The Recruitment Training Unit has a library of 829
training topics.
Support Services
videos on various Law Enforcement Topics. 200 of
these are from the Law Enforcement Training
Network. We have 30 training DVDs which are
suitable for roll calls. The training bureau is in the
process of reviewing the LETN videos and others
available through MAGLOCLEN, which can be
edited to fit the time frame for roll calls.
Page 49
Appendix B:
August 31, 2011
D5
Expand best training possible for front-line
supervisors.
Organizational
Support Services
334 personnel have completed the POSIT training,
200 personnel have attended POLEX training, and
248 for Northwestern.
D6
Address non-full duty status process and procedures.
Organizational
Support Services
In August of 2010, there were 330 Police Officers
who were injured on duty (IOD). Through a series
of ongoing meetings with the FOP and with the
cooperation of Risk Management, that number
has been lowered to 255 as of May 2011.
Page 50
Appendix B:
August 31, 2011
D7
Prepare a multi-year capital improvement plan for
facilities.
Organizational
Support Services
Completed based on the PICA report. In FY09, the
Police Department secured $13.5 million from
PICA for the following:
• New SWAT/Bomb Squad/K-9 Tactical
Training Facility – scheduled to be
completed in October 2012.
• Improvements to the facility at 660 E. Erie
Ave (Highway Patrol, Warehouse and
Evidence Storage)
• High Crime Districts’ facility
improvements.
Since 2008, emergency generators have been
replaced at all of the numbered Police Districts.
Suicide Prevention Cells have been established in
all districts that house prisoners. Northeast,
Northwest and Southwest Detective Divisions
were redesigned and provided with new work
stations. The 22nd and 3rd District Operations
Rooms were redesigned and provided with new
work stations. The 6th district is currently
undergoing significant renovations. Additionally,
in accordance with the PICA report, numerous
Mechanical, Electrical and Plumbing problems
were addressed by either Public Property or
Requirements Contractors. The Police
Department is scheduled to take possession of
two (2) military facilities in FY12 under the Base
Realignment and Closing plan. This will provide
the PPD with newly renovated facilities for many
of our units and allow us to move out of leased
space into City-owned property.
Page 51
Appendix B:
August 31, 2011
D8
Allow non-residents to take the police exam; create a
lateral transfer program.
Organizational
Support Services
On February 6, 2008, the Civil Service Commission
granted a 6-month Residency Waiver for Police
Recruit applicants (Waiver #361). Class 355 started
on 11-17-08 with 59 non-resident recruits. Class
357 started on 2-22-10 with 28 officers recruited
from outside Police Departments.
Page 52

a safer city - Smart Policing Initiative

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