Fort Worth Police Department Strategic Plan
Fort Worth Police Department Five-Year Strategic Plan FY17-FY21
The mission of the City of Fort Worth Police Department is to safeguard the lives and property of those we serve, to reduce the incidence and fear of crime, and to enhance public safety through partnering and building trust with the community.
City of Fort Worth—Working together to build a strong community .
Fort Worth Police Department Strategic Plan
Table of Contents A CKNOWLEDGEMENTS ...................................................................................................................................i M ESSAGE FROM THE C HIEF ....................................................................................................................... vii E XECUTIVE S UMMARY ..................................................................................................................................x P ART 1: I NTRODUCTION ............................................................................................................................. 1 P URPOSE OF THE P LAN .......................................................................................................................................... 1 F OUR S TRATEGIC D IRECTIONS ............................................................................................................................. 2 2016 O RGANIZATIONAL C HART .......................................................................................................................... 5 P ROPOSED O RGANIZATIONAL C HART .................................................................................................................. 6 R ECENT M AJOR A CCOMPLISHMENTS ................................................................................................................... 7 P ART 2: F ORT W ORTH D EMOGRAPHICS AND T RENDS .............................................................................. 9 P OPULATION G ROWTH .......................................................................................................................................... 9 A GE S TATISTICS ................................................................................................................................................... 13 S OCIOECONOMIC S TATISTICS ............................................................................................................................. 14 C RIME T RENDS .................................................................................................................................................... 14 P ART 3: H OW G ROWTH A FFECTS THE F ORT W ORTH P OLICE D EPARTMENT ........................................17 S TAFFING M ODELS /W ORKLOAD A NALYSIS ..................................................................................................... 18 C APITAL I MPROVEMENT P LAN : F ACILITIES ..................................................................................................... 43 C APITAL I MPROVEMENT P LAN P RIORITIES ...................................................................................................... 60 T ECHNOLOGY D EVELOPMENT AND I NFRASTRUCTURE E XPANSION ............................................................... 66 P ART 4: F ORT W ORTH P OLICE D EPARTMENT O PERATIONS ..................................................................77 P OLICING P HILOSOPHY ....................................................................................................................................... 77 P RESIDENT ’ S T ASK F ORCE ON 21 ST C ENTURY P OLICING I NITIATIVE ............................................................ 78 N ATIONAL I NITIATIVE FOR B UILDING C OMMUNITY T RUST AND J USTICE ..................................................... 79 3-E A CTION P LAN ............................................................................................................................................... 81 F UTURE A CCREDITATION ................................................................................................................................... 89 Q UALITATIVE AND Q UANTITATIVE B ENEFITS OF COMPSTAT .................................................................... 90 P ART 5: S TRATEGIC P LANNING P ROCESS .................................................................................................92 O VERALL P LANNING P ROCESS AND A DVISORY C OMMITTEE .......................................................................... 92 C OMMITTEE I NPUT O VERVIEW .......................................................................................................................... 92 A N EW D IRECTION .............................................................................................................................................. 94 P ART 6: S TRATEGIC D IRECTIONS G OALS AND A CTION I TEMS .................................................................96 G OALS AND A CTION I TEMS ................................................................................................................................. 96 1: P ROFESSIONALISM AND O RGANIZATIONAL E XCELLENCE .......................................................................... 97 2: C OMMUNITY E NGAGEMENT AND P ARTNERSHIPS .....................................................................................102 3: O PERATIONAL I MPROVEMENTS ..................................................................................................................108 4: T ECHNOLOGY D EVELOPMENT AND I NFRASTRUCTURE E XPANSION ........................................................114
Fort Worth Police Department Strategic Plan
P ART 7: B UREAU O VERVIEW AND G OALS ............................................................................................. 120 D EPARTMENTAL O VERVIEW ............................................................................................................................120 P ATROL B UREAU ...............................................................................................................................................120 S UPPORT B UREAU .............................................................................................................................................147 F INANCE / P ERSONNEL B UREAU .....................................................................................................................167 APPENDIX............................................................................................................................................ 193 A PPENDIX A: G OALS AND A CTION I TEMS I MPLEMENTATION M ATRIX ....................................................... A-1 A PPENDIX B: C OMMUNITY E NGAGEMENT AND P ROGRAM H ANDBOOK ...................................................... B-1 A PPENDIX C: C RIME T REND D ATA ...................................................................................................................C-1 A PPENDIX D: P OLICE E XECUTIVE R ESEARCH F ORUM S TAFFING S TUDY .................................................... D-1 A PPENDIX E: P LAN I NPUT E XERCISES .............................................................................................................E-1
Fort Worth Police Department Strategic Plan
Acknowledgements The Fort Worth Police Department’s 2017-2021 Strategic Plan is a collaborative endeavor, involving both City of Fort Worth employees and community members. The individuals listed belowplayed a significant role in creating this plan for the department’s future. Special thanks to the Strategic Plan Advisory Committee and employees of the Fort Worth Police Department, who dedicated their time and expertise to the process. The Strategic Plan Facilitation Teamwishes to acknowledge and thank all contributors for their dedication and commitment to completing this plan.
Fort Worth City Council Betsy Price, Mayor Sal Espino, District 2 W.B. ‘Zim’ Zimmerman, District 3 Cary Moon, District 4 Gyna Bivens, District 5 Jungus Jordan, District 6 Dennis Shingleton, District 7 Kelly Allen Gray, District 8 Ann Zadeh, District 9
City Manager’s Office David Cooke, City Manager
Susan Alanis, Assistant City Manager Jay Chapa, Assistant City Manager Fernando Costa, Assistant City Manager Valerie Washington, Assistant City Manager
Fort Worth Police Department Executive Staff Joel F. Fitzgerald, Sr., Ph.D., Chief of Police
Kenneth Dean, Assistant Chief Edwin Kraus, Assistant Chief Abdul Pridgen, Assistant Chief Arthur Barclay, Deputy Chief Ty Hadsell, Deputy Chief Rene Kamper, Deputy Chief Vance Keyes, Ph.D., Deputy Chief Charles Ramirez, Deputy Chief Leo Luna, Assistant Director
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Strategic Plan Advisory Committee
Community Stakeholders Don Boren
City of Fort Worth Employees Brandon Bennett
Neighborhood Leader
Code Compliance Legal Department Fire Department
Ruth Calzada Calvin Clayton Wanda Conlin Gary Gailliard
Metro Ministries
Laetitia Brown
Neighborhood President Neighborhood Leader UNT Health Science Center
David Coble Steve Cooke
Property Management Financial Management Financial Management Planning and Develop. Planning and Develop. Legal Department Parks and Recreation City Manager’s Office Legal Department Fire Communications IT Solutions
Enrique Duran Kip Dernovich Eric Fladager Randle Harwood Victoria Honey Reginald Hurd Trikinya Johnson Josh Marcum Angela Miller Melissa Ramon Robert Sturns Bobby Tatum Anthony Vasquez Kevin Gunn
Monnie Gilliam Community Activist Melinda Hamilton Women of Excellence Lola Hardisty Trinity Cumberland Church Randy Hardisty Trinity Cumberland Church Suzanne Hoff Business Ass. President Judy Horton Harris Methodist Hospital William Ivie Tarrant County College PD Michelle Kennedy Habitat for Humanity Charles Mitchell Hulen Bend Estates Mike Phipps Neighborhood Leader Dr. Talben Pope Bridging the Gap Rob Ramage Texas Motor Speedway Gary Randle Hope Farms Grant Summers Safe City Commission Bill Thornton FW Chamber of Commerce Cobi Tittle Tarrant County Fort Worth Police Department Arthur Barclay Deputy Chief Maureen Beaucond Code Blue Captain Judy Bell Volunteer Coordinator Officer Raymond Cervantes Media Services Specialist Carlos Cespedes Detective Tyson Cheek Captain Angelo Chincarini Officer Brian Clouse Sergeant Kenneth Dean Assistant Chief Melony Ebel Public Safety Support Mgr. Paula Fimbres Lieutenant Joel Fitzgerald, Ph.D. Chief of Police Vicky Fluty COP Group Captain Ariel Garcia Officer Damon Gardner Ast. Public Safety Sup. Mgr. Carey Gilbert Officer Shallah Graham Assistant Director Felicia Grantham Admin Assistant Demetra Bradley Graciano Calzada Officer
IT Solutions
Economic Development
Fire Department
Public Works
Pat Vasquez
Fire Department Municipal Courts
Dakisha Wesley
Lance Griggs
Code Blue
Ty Hadsell
Deputy Chief
Brent Halford Misty Hayes Tiffany Hayes John Heckart Steven Hederer ShelbyHopson Roy Hudson Yvette Jones Garcia Jovan Sasha Kane Sharon Kamper
Sergeant
Officer
Payroll Supervisor
Officer
Lieutenant
Garlanda Hempstead Officer Jami Hoffman
Management Analyst Victim Assistance Cord.
Sergeant
Employment Services
Officer
Grant Manager Deputy Chief
Jeff Keck Sergeant Christianne Kellett Admin Services Manager Tracey Knight Corporal Ed Kraus Assistant Chief Amy Ladd Sergeant
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Fred Long
Lieutenant
William Simmons Eric Skinner Bill Sterner Tom Stimpson Brittany Taylor Elizabeth Van Michael Ward Buck Wheeler Luke Stout
Officer Officer
Robert Mills Lu Moskowitz Michael Munday
Officer
Code Blue IT Manager
Public Safety Support Mgr. Forensic Division Manager
Jhonnie Ortiz
Public Safety Support Mgr.
Sergeant
Michael Pinkston
Officer
Administrative Technician
Billie Price
Sergeant
Forensic Supervisor Forensic Supervisor
Abdul Pridgen Robert Purselley Melissa Ramon Charles Ramirez Manuel Ramirez
Assistant Chief
Officer
Sergeant
Acting Assistant Director
Chris Wells
Officer
Deputy Chief
Michael Williams Sergeant James Willingham Forensic Examiner Clarence Wiesepape COP Group Captain Ivanna Wiesepape Code Blue
Detective Christy Rodriguez Program Support Admin. Michael Shedd Captain Susan Shore Crime Scene Unit
Strategic Plan Meeting
Fort Worth Police Department Strategic Plan Facilitation Team Becky McGibson, Planning Manager
Noah Heath, Senior Planner LaShanda Dockery, Planner Lorraine Leonard, Senior IT Business Planner Isaac Robles, Planner Andrew Ruegg, Planner Strategic Plan Facilitation Team Support Staff Raymond Cervantes, Media Services Specialist Drew Pavel, Sr. IT Tech Support Analyst Brad Beasley, IT Support Specialist
Strategic Plan Facilitation Team
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Message from the Chief
On behalf of the dedicated members of the Fort Worth Police Department (FWPD), thank you for your interest in the 2017- 2021 Strategic Plan. Strategic planning in law enforcement is a management tool designed to prevent crime, achieve high performance, to develop and mentor future organizational leaders, and to enhance community-police partnerships. It is the roadmap for our success, detailing expectations and outputs for every level of the organization. We will meet these ambitious goals by placing emphasis upon effective communication, cooperation, and collaboration with citizens, and by reinforcing our inherent role in the delivery of the four foundational pillars of Procedural Justice.
I.
Voice
II.
Neutrality
III. IV.
Respect
Trustworthiness
It is important that all stakeholders know that the City of Fort Worth is one of the safest places in the nation. That success is due to the outstanding efforts of the proud members of our agency, and the vigilance of our community in actively participating in crime prevention. While there are always emergent challenges, our employees demonstrate the optimism and motivation to meet each problem with the intelligence and resolve necessary to enhance the quality of life in this city. It is clear that FWPD places the safety and security of all persons and property within our jurisdiction as its highest priority. In January 2016, the Department began to change the way we do business, to engage key stakeholders in a planning committee, and collaborate to establish a 2017-2021 Strategic Plan, that is consistent with the City Manager’s FY17 Work Plan. Out of the initial discussions, the first step for a safer Fort Worth became a renewed focus over the next five years on four broad Strategic Directions:
I. Professionalism and Organizational Excellence II. Community Engagement and Partnerships III. Operational Improvements IV. Technology Development and Infrastructure Expansion
The committee used the strategic directions as a framework for goals that are clear and ambitious, but nonetheless realistic and achievable. The resulting 5-year plan provides a basic description of how FWPD empowers employees to demonstrate leadership at every level of this department by encouraging them to conceptualize future ideas, identifying goal champions, and by creating other organizational accountability measures as prerequisites to achieve success. The enclosed information emphasizes that it is only through a shared vision
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of the future that we continue on the path of high performance and professionalism in a manner that proactively addresses the needs of our diverse community. Fort Worth can become a benchmark for cities seeking to promote strong and sustainable foundations for police/community partnerships. Our participation in the Department of Justice National Initiative, related Implicit Bias and Procedural Justice training for all employees, and achievement of the goals identified in this document, serve as reminders of the many variables necessary to achieve that end. The positive perception of this city, and citizen safety, is not solely reliant upon the tremendous generosity and volunteerism with grass roots supporters like the Police Awards Foundation, the Bike/SWAT/K9 Support Groups, Back the Blue, CODE Blue, Ministers Against Crime (MAC), and Clergy and Police Alliance (CAPA). We shall strive for additional sources of citizen satisfaction and support, by achieving statewide and national accreditation and enhancing our reputation to all whom we serve. Continuous development of proactive and innovative cooperative and collaborative police initiatives that maintain emphasis on organizational transparency and integration of solutions to problems identified as systematic; raised by the Community Leadership Coalition and Black, Brown, and Tan Community Caucus, and the 3-E Action Plan (Equity, Equality, Everyone), are further reasons that we dedicate ourselves to reforms suggested by those groups and the President’s Task Force on 21 st Century Policing. The reforms will join our General Orders, arbitration rulings, and other transparency matters to this document on the police department’s website and will link our achievements within this plan to overall city priorities. Each of our sworn officers (1,635 authorized) and civilian employees (461 authorized) deserve our gratitude for their dedication, desire, and passion in performing their public service. It was their efforts during 2016, which prompted an overall decrease in crime offenses of 1.3%, and from 2012 to 2016, a crime rate decrease of 20.9%. A crime reduction during such a tumultuous time in our country does not occur in a vacuum, and is a result of a combination of their perseverance and the selfless commitment of our active volunteer base. It is also an outcome of a well-managed minimum staffing strategy, fiscally responsible planning; both principles used in 2016 to establish realistic and achievable workload projections, and to forecast capital needs over the duration of this plan (and beyond). We pledge to continue performing our duties ethically, while driving those who would commit criminal acts in our city away using Constitutional, Intelligence-Led and Evidence Based strategies. Serving a community that is economically viable, diverse, and experiencing growth at an exponential rate is challenging, but also presents huge opportunities to share responsibilities with new stakeholders. As we continue to grow, it is important to build upon the goodwill earned in the community, and to maintain public trust, by promoting democratic policing. The department accepts that it is in the unique position to make the City of Fort Worth the safest major city in the nation, and a great place to work, play, and live. Finally, I extend sincere thanks to Mayor Price, City Council, City Staff, and to you, our supportive community. We would be unable to provide the level of service you have come to expect without your unwavering support. Know that from the bottom up, each member of the FWPD Family plays a distinct and important role in your safety and security, and do not hear “thank you” enough. To all FWPD employees, whether you hear it or not from
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others, I am extremely thankful for all you do, and proud to serve by your side. As we continue to perform our duties well, each of us should be able to provide a positive answer to the question, “What have we done to affect the quality of life in the City of Fort Worth today?” It is commitment to that mantra that increases the likelihood that those we serve recognize the reality of, “the Fort Worth Way.”
Joel F. Fitzgerald, Sr., Ph.D.
The crucial goal is to create a unified police culture that both empowers officers to do police work and ensures that they will do it properly—reflexively, out of habit.
George Kelling, 1995
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Executive Summary Envision a police department that is engaged with the community in a trusted partnership, dedicated to crime prevention, focused on high quality, purposeful training, committed to seeking solutions to complex problems, and preparing for the future. These desirable qualities are the vision of the Fort Worth Police Department and help frame the overall purpose of developing a FY17-FY21 Strategic Plan. The Fort Worth Police Department (FWPD) is fortunate to have a supportive community that has helped make Fort Worth one of the safest major cities to live, work, shop, and play. While the department is pleased with recent accomplishments including reducing the crime rate by 20.9% since 2012, creating and nurturing relationships by hosting community forums, and investing in professional development with more advanced training related to focused deterrence programs and mental health, there is more work to do. Calls for service response times are increasing, detective caseloads are growing, police facilities are in need of major investment, and technology improvements are critical to continue to reduce, prevent, and solve crimes. Rapid population, development, and city limit growth has substantially impacted the department’s ability to operate effectively using existing or reduced resources. Significant investments in personnel , facilities , and technology are critical to the ability to maintain, or increase the efficiency and delivery of services the department provides to the community. The FY17-FY21 Strategic Plan identifies the priorities the department should focus on during the next five years. A Strategic Plan Advisory Committee was assembled in early 2016 to guide the planning process. The committee was comprised of community stakeholders representing neighborhoods, businesses, civic organizations, FWPD employees, and other city departments. The group participated in various meetings, ranging from focus group discussions, input exercises, and completed surveys to provide input into the overall planning process. The committee helped create new vision and mission statements, core values, goals, and action items. Through multiple meetings and exercises, the Strategic Plan Advisory Committee identified the following four FY17-FY21 Strategic Directions that form the basis for goals and action items in the plan:
• Professionalism and Organizational Excellence • Community Engagement and Partnerships • Operational Improvements • Technology Development and Infrastructure Expansion
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Each action item corresponds with one of the following six Citywide Expectations:
1) Great Customer service: responsive, respectful, attentive, friendly 2) Business-like, professionally managed 3) Creative problem-solvers; solutions-oriented 4) Tight; fiscally conservative 5) Open and transparent; nothing to hide and everything to share 6) Optimistic and future oriented
The goals and action items seek to accomplish the City Council’s Strategic Goal to “Make Fort Worth the nation’s safest major city,” as stated in the City’s 2016 Comprehensive Plan. The plan also includes specific goals for each unit within the department’s three bureaus: Patrol, Support, and Finance/Personnel. The recommendations in this plan are a guide for progress, and not a definitive funding plan. As the importance of strengthening police and community relations grows in our city and across the nation, FWPD continues to participate in proactive programs that enable us to improve community-policing practices. Departmental participation in national programs including, The President’s Task Force on 21st Century Policing and our selection as one of six pilot cities to participate in the U.S. Department of Justice National Initiative for Building Community Trust and Justice Program , are critical to this agency maintaining our status as a national leader in law enforcement. The incorporation of major tenets of the aforementioned programs, as well as 2011 and 2013 input from the Community Leadership Coalition and Black, Brown and Tan Community Caucus, and 2016 community forums, facilitated the integration of numerous recommendations, like those highlighted in the 3-E (Equity, Equality, Everyone) Action Plan. The 3-E Action Plan addressed concerns raised by prominent members of the community regarding the method and delivery of police services, critical incident management, and police professionalism. The Strategic Plan includes implementation updates on all recommendations made in the 3-E Action Plan, and addresses the following issues: Police response to critical police incidents The development of a FWPD plan for increasing and respecting diversity within the department The Community Policing philosophy has long been the core of FWPD’s daily operations. From the nationally recognized Citizens on Patrol Program to the Neighborhood Police Officer Program, FWPD is committed to establishing and sustaining positive relationships with the community. In January 2016, FWPD returned to a beat concept for patrol officers that provides necessary support for the community policing philosophy, and increases accountability and ownership, as officers’ assignments are smaller, more manageable geographic areas. The police beat concept also increases the likelihood that FWPDmeets the policing needs of the community with semi-customized service levels in defined areas in the City of Fort Worth. This concept requires that FWPD staff each beat during each work shift, a concept that requires additional personnel for full implementation. The Staffing and Police encounters with citizens
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Workload Analysis section of the plan recommends an increase in the number of patrol officers to re-implement the concept, andmaintain a manageable supervisory span of control of 1 sergeant for every 7 officers. It also ensures officers spend 45% of their time responding to calls for service, and dedicate approximately 55% of their time on proactive activities (i.e., patrolling neighborhoods). This increase does not underestimate the proactive resources provided by Neighborhood Police Officers (NPOs), yet supports their efforts. Nor does it fail to factor, or recommend, a concurrent increase in the number of investigative, tactical, and administrative positions, who support citywide expectations, solve crimes, and help the police department achieve its mission. In addition to the need for increased staffing to provide optimal service to a growing city, it is also important to plan for future facility needs in specific and strategic geographic areas that project to expand each year through annexation and development. Call volumes and the demand for services are expected to increase exponentially as additional population swells, and development occurs. During the past decade, the northern portions of the city experienced rapid and extensive growth, which resulted in expanding the number of patrol divisions from five to six and necessitating the construction of a Sixth Patrol Division facility. In the next 5-7 years, the southern and western portions of Fort Worth project similar rates of urban sprawl. The FY17-FY21 Strategic Plan recommends acquiring land and constructing facilities in both areas and securing funding for other facility needs including the consolidation of similar uses to terminate high cost leases and improvements to existing facilities. Technological improvements also play a critical role in the ability of FWPD to provide quick responses to a growing city and emergent crime trends. Leveraging enhanced technology has the potential to revolutionize how FWPD engages in policing, by offering better information rapidly, which gives officers the ability to design their own plans to prevent or investigate crimes in their beats. In order to support current and future operational needs, technological improvements must be flexible, responsive, and adaptive to change. It will be critical for the FWPD to cultivate relationships with stakeholders and identify public/private partnership opportunities in support of future technological advancements. Expansion of the current infrastructure is necessary for the department to be prepared for the future. The FY17-FY21 Strategic Plan includes a Technology Development and Infrastructure Expansion section that prioritizes the technology and equipment needs for the next five years. The successful implementation of this plan will result in a strengthened relationship between FWPD and the community and the provision of targeted and effective services. A few of the aggressive outcomes of implementing the plan includes: reducing Fort Worth’s crime rate by up to 8% each year , reducing response times to under 9 minutes citywide , recruiting 5% more Code Blue Program volunteers annually , adding diversity to the department , financial and cultural commitment to the professional development of all staff, and reducing the department’s supervisory span of control . Over the next five years, the major priorities that require significant financial investment in the context of overall needs of the city includes adding 169 patrol officers, positioning for additional growth in the southern and western areas of Fort Worth, replacing the aging
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Computer-Aided Dispatch System (CAD) and Mobile Data Computer infrastructure, and expanding the city camera network-to better leverage technology efficiencies. Actual financial investment must be balanced with the (citywide) delivery of services, to ensure the highest quality of life for all Fort Worth residents, and the efficiency of all city departments. As one of the fastest growing cities in the nation with an estimated population of 833,319, Fort Worth is expected to grow by more than 10% in the next five years, therefore FWPD must be prepared to respond to calls quickly, reduce and solve crimes, create and maintain community relationships, improve facility infrastructure, effectively train personnel, and deploy the latest technology. In order to ensure success, implementing the goals and action items in the FY17-FY21 Strategic Plan require the commitment and participation of the community, city officials, and all members of the Fort Worth Police Department.
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Introduction
Purpose of the Plan The purpose of the Fort Worth Police Department (FWPD) FY17-FY21 Strategic Plan is to identify departmental and community priorities for the next five years, to establish S.M.A.R.T. (specific, manageable, achievable, realistic, and time- bound) goals, and to identify persons in the organization designated to address them. As one of the fastest growing cities, and the 16 th largest city in the United States (an estimated population of 833,319), the City of Fort Worth projects population growth in excess of 10% by 2021.
Downtown Fort Worth
Rapid land expansion, residential and industrial development, combined with an increasing demand for police services, are other highly influential catalysts for the new five-year plan. The department intends for this document to serve as a guide for any reader seeking to identify the priority of FWPD needs, and provides an explanation for what we focus upon, and why. It allows police officers, employees, and citizens’ insight into how the department will respond to all facets of anticipated growth in an intelligent manner, while continuing to nurture the strong connections we enjoy in every segment of our community. Strategic planning determines where an organization is going, how it is going to get there, and how it will know when and if it arrives. The new paradigm for this organization is the emergence of a culture in which the FWPD empowers every employee sworn/civilian to demonstrate leadership across every level of the organization, through a shared vision of the future, and intends to continue on the path of high performance while addressing community needs professionally. Continuous development of collaborative initiatives forms the foundation for sustainable police and citizen partnerships, which increase peoples’ positive perceptions of this great city. In striving towards these goals, it is imperative that FWPD strategically maintain pace with the growth and demographic changes, and is in position to maintain or increase its level of service citywide. It is also imperative that the Department enhance existing community partnerships and seek opportunities to create new relationships with stakeholders in every neighborhood, so the task of crime suppression becomes a truly shared community-wide effort.
Upon his arrival in October 2015, Chief Fitzgerald renewed internal discussions to develop a new five-year Strategic Plan that resulted in the creation of a diverse Strategic Plan Advisory Committee. The Committee began meeting monthly in February 2016 to review and reassess prior focus areas, determine if they were still appropriate, and whether new (or revised) focus areas should move to the forefront of the next plan. The Strategic Plan also incorporates pertinent
Strategic Plan Input Meeting
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sections, or pillars , from The President’s Task Force on 21st Century Policing Report , the Justice Department National Initiative for Building Community Trust and Justice , the 3-E-Action Plan , the PERF Report , initiatives derived from these documents, and community input, in a manner consistent with the FY17 City Manager Work Plan. Four Strategic Directions Inmultiple meetings and exercises, the Strategic Plan Advisory Committee identified the four FY17-FY21 Strategic Directions that form the basis for every future goal and action item, and helped FWPD to create and implement new stakeholder inclusive vision and mission statements.
Professionalism and Organizational Excellence Professionalism and Organizational Excellence refers to maintaining the standards of behavior that align FWPD’s actions and attitude with the department’s mission, vision, and core values. The purpose of specifying these standards of behavior is to give FWPD employees guidance in understanding their role in the department’s success. This strategic direction also allows the community an opportunity to review the department’s expectations of its employees. Building a professional police force is not only prudent, but essential to
providing the level and quality of service the citizens of Fort Worth expect. The commitment to and investment in training and professional development courses at all levels of the organization ensures that we provide citizens with the most well trained and technically proficient employees in the country. In turn, they are able to provide the high performance service to citizens. Professionalism and Organizational Excellence requires commitment at all levels of the organization to ensuring our police officer’s behavior aligns with the department mission, vision and core values and ensures every employee performs at the highest level. Community Engagement and Partnership Fostering trust with fellow members of this community is a vital step towards creating sustained crime reductions. Community engagement is working with stakeholders to collaborate and build trusting relationships, to reduce crime and improve the health of the
community. Every employee must understand and commit to work beyond the norms of traditional law enforcement. As a Police Department, we are only one part of the equation to reduce crime and sustain reductions over time. It is imperative that the Department engage its citizens, volunteers, businesses, religious institutions, and a host of others in this diverse community to develop strategies for the economic revitalization of crime ridden/unhealthy neighborhoods. Police can help to eradicate the criminal elements in neighborhoods,
Back to School Event
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but the community must be an active part of maintaining it once we disrupt or eradicate the criminal elements. Continuous community involvement creates sustainable crime reductions, so absent a strong partnership between the Department and the community we cannot achieve our goal of becoming the safest large city in America.
Operational Improvements Operational improvements advance the delivery of quality police services and enable the department to meet short and long-term goals. In order to address the emergent challenges that confront all law enforcement agencies, it is critical that FWPD make modifications to the operational structure to address inefficiencies. For example, the January 2016 return to a traditional beat concept facilitates the connection between every patrol officer and the neighborhoods they serve. In contrast to the eight years away from the beat concept, newer officers are now learning the importance of beat integrity, beat accountability, and the value of familiarity
with residents and business owners, and their role in proactive crime prevention. The revision of dispatch policies during the last 6-months and the addition of the Patrol All-Call channel, enhanced officer safety, continues to improve our response to crime, and ensures police supervisors maximize the efficient deployment of patrol officers. Another example is the use of Neighborhood Police Officers (NPOs) to train beat officers in the Field Training Program in community relations and community problem solving. It reinforces the FWPD expectation that every officer attempt to solve the problems relating to each call in the attempt to prevent repeat calls to the same locations. This applied concept will lead to reduced calls for service, decreases in workload, and increased disposable time dedicated to preventive patrol activities. As public confidence in police rises and the department enjoys additional community cooperation, calls for service may increase over time, as the public becomes more comfortable contacting the police. Adding officers pursuant to workload will reduce the calls for service and workload per officer, allowing more time for preventative patrol activities. The continuous reevaluation of department policies and procedures in contrast to state and national law enforcement best practices, as established by accrediting bodies like the Texas Police Chiefs Association and CALEA, also ensure an ongoing commitment to improved operational efficiency. Technology Development and Infrastructure Expansion An expanding reliance upon technology has transformed policing in many ways. New and emergent technologies have increasingly critical roles in the daily work of officers; and largely dictate the probability that a department meets the expectations of citizens. Enhancements in technology, like unfettered police officer access to Omega Crime Dashboard from police vehicles, the new FWPD Resource Guide, and an active and well- equipped Real Time Crime Center, makes it easier to transmit dynamic information to officers, and provides them contemporary enforcement and investigative tools. In order to support current and future operational needs, existing police facilities should also be flexible, adaptive, and supportive enough to facilitate change. The projected development and investment into new facilities and infrastructure will be critical to accommodating
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immediate staffing needs and requires attention if enhanced services are the expectation of our citizenry. Organizational Chart As displayed on the below chart, the FY16 iteration of the FWPD consists of the following three bureaus: Patrol, Support, and Finance/Personnel, that each report to an Assistant Chief of Police, who are led by the Chief of Police. Each Bureau consists of two Commands that encompass Divisions, Sections, and Units. This document provides a description of each Division, Section, and Unit, and their FY17-FY21 goals, in Part 7: Bureau Overview and Goals. The following table indicates the total authorized civil service positions by classification, but does not include the 461 civilian positions for a total of 2,096 full time employees (FTEs):
Fort Worth Police Department Authorized Civil Service Positions
FY17 Authorized Staffing Levels
Position
Assistant Chief Deputy Chief
3 5
Captain
16 48
Lieutenant
Sergeant
173 231
Corporal/Detective
Officers
1,159 1,635
TOTAL Sworn
Downtown Fort Worth
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2016 Organizational Chart
The following organizational chart updates the existing structure to include an Executive Assistant Chief that will assist the Chief with overall departmental administrative responsibilities:
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Proposed Organizational Chart Fort Worth Police Department Organizational Goal
Additionally, the proposed new positions enable the Chief to spend more time across every level of the organization (and in the community) to share our vision. The new organizational structure is expected to be implemented by mid-FY18.
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Fort Worth Police Department Strategic Plan
Recent Major Accomplishments As part of the planning process, the FWPD acknowledges the following crime prevention, operational, community programs, and technological successes and improvements that occurred over recent months. It is important to acknowledge where the department has been, our history, in order to prepare for the future. FWPD will continue to build upon the following successes as growth in the city and demand for police services increases. Fort Worth experienced a 1.3%decrease in crime offenses in 2016 compared to 2015, and a 20.9% crime rate reduction since 2012 (see page 14). FWPD implemented recommendations in the President’s Task Force on 21 st Century Policing Report (see page 78). Fort Worth became one of six cities participating in the U.S. Department of Justice- National Initiative for Building Community Trust and Justice (see page 79). The Department began a focused deterrence program to concentrate on individuals committing specific crimes. The Department updated policies requiring uniformed personnel to wear body cameras and vests. Created a Real Time Crime Center (RTCC) that provides support to officers in the field (see page 148). o To increase efficiency, effectiveness, and accountability, it is critical that the department conduct periodic audits to ensure departmentally mandated inspections are done on time and reflect adherence to policies. Moreover, policy compliance reviews are paramount to qualifying for and maintaining Recognition through the Texas Police Chief Association (TPCA) and, in the near future, meeting the intensive standards for the Commission on Accreditation for Law Enforcement Agencies (CALEA). Examples of the audit functions includes quarterly driver’s license checks and queries in the National Crime Information Center/Texas Crime Information Center (NCIC/TCIC) on officers, as well as frequent/blind body camera/in-car video audit schedules. Property and Evidence audits quarterly, with a yearly inventory Use of Force audit and evaluation Racial profiling audits Quality Assurance and reports control, including cases management audits Data intrusion audits and logs Created a Council District Crime Report tool that allows Councilmembers to query crime statistics within their respective districts, or citywide. Members of the department established a Police Athletic League (PAL) to proactively engage city youth. The program initially includes boxing and basketball (see page 150). Body Camera Real Time Crime Center Created a multi-layered audit function to review personnel to ensure professionalism and transparency within the department and community.
Introduction
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Fort Worth Police Department Strategic Plan
Renewed focus on mental health in the community and how officers can improve responses to challenging situations. FWPD works with mental health service providers to initiate contact with and assist individuals withmental health issues who display dangerous behaviors. The Department is exploring the possibility of creating a Mobile Mental Health Unit to better serve these individuals. Added recruit classes to include maximizing lateral classes in order to reach the goal of 100% staffing (see page 169). As of 2/24/2017, there are 130 recruits in the Police Academy. New wellness-based training programs for personnel including Emotional Survival classes for police officers.
Maximized the use of the new Bob Bolen Public Safety Complex by bringing nationally recognized training to the region. Featured training opportunities includes an indoor firing range with a 50- yard tactical range, 25-yard tactical range, 100-yard rifle range, a small 25-year range for individual training, a 30,000 square foot indoor tactical training mock village that simulates a city streetscape, a school, a bank, a residential building, a gas station, an office, and an apartment. Opened a new Air Support facility at Meacham International Airport. This structure replaced a dilapidated building located at 1400 Nixon Street and represents a major advancement for Police Air Operations in Fort Worth from a facility modernization and efficiency improvement. Purchased land and began the design of a new Sixth Patrol Division facility in north Fort Worth (see page 47 and 121).
Bob Bolen Public Safety Complex
Heliport Ribbon Cutting Ceremony
Deployed new technology including body cameras, a crime data dashboard for internal personnel, mobile data computer upgrades in patrol vehicles, a new driving simulator, and currently testing public service kiosks (see page 66). o The public service kiosks will allow citizens to obtain copies of police offense reports and other police services without visiting the Records Division.
Driving Simulator
Mobile Data Computer
Introduction
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Fort Worth Police Department Strategic Plan
Fort Worth Demographics and Trends Fort Worth is the fifth largest city in Texas, and the 16th largest city in the United States. Significant neighborhood and economic development and steady population growth over recent years makes the city a premier destination for business and family relocation. A revitalized downtown became an anchor for redevelopment, buttressed by a world- renowned cultural arts district, beautifully preserved western-heritage sites, and established thriving neighborhoods. Private and public investment is evident in nearly every division in Fort Worth. Major transportation projects including the Chisholm Trail Parkway, the widening of I-35W, and other arterial projects throughout Fort Worth add to the investment occurring in the city, but also increase police department workload as urban sprawl begets a shift in how FWPD responds to calls for service, deploys patrol officers, designs future beats, and plans infrastructure/facility improvements. New, expansive retail and commercial developments and residential subdivisions in the northern, southern, and the western sections of the city pose particular threats in future years. The annexation and development of huge tracts of former ranch land in the west, a new university campus and residential expansion to the south and north, each compound the complexity of operational demands: processing and accepting calls in the Police Dispatch Center, to patrol response, to beat allocation, to calls for service, to providing detectives the opportunity to investigate criminal cases. Population Growth As of July 1, 2015, the population in Fort Worth is estimated at 833,319, and the city limits totals in excess of 353 square miles (there are an additional 300+ square miles of unincorporated land in the city). Since 2000, Fort Worth has been one of the fastest growing large cities in the United States among cities over 500,000 in population. It is reasonable to align the FWPDwith assumptions that Fort Worth will continue to grow in population, which will therefore result in more demand for police services. Figure 2.1 below illustrates historic population growth with a solid line and the projected growth with a dashed line:
Figure 2.1. Fort Worth Historic and Projected Population Growth 1960 – 2040
1,600,000
1,400,000
1,200,000
1,000,000
800,000
Population
600,000
400,000
200,000
0
1960 1970 1980 1990 2000 2010 2020 2030 2040
Year
Fort Worth Demographics and Trends
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Fort Worth Police Department Strategic Plan
City Comparison The table below provides a comparison of population and square miles among the top 20 U.S. cities:
Figure 2.2. Top 20 U.S. Cities by Population
Population Estimate
Square Miles
City
New York, New York Los Angeles, California
8,495,194 3,936,940 2,723,436 2,256,192 1,561,562 1,538,411 1,440,309 1,382,251 1,280,450 1,016,597
303 469 227 600 134 517 461 325 341 177 298 747 361 217 353 298 255 139 47
1 2 3 4 5 6 7 8 9
Chicago, Illinois Houston, Texas
Philadelphia, Pennsylvania
Phoenix, Arizona San Antonio, Texas San Diego, California
Dallas, Texas
10 San Jose, California
11 Austin, Texas
912,713 854,962 852,537 849,052 837,931 833,319 856,916 680,682 680,223 669,112
12 Jacksonville, Florida 13 San Francisco, California 14 Indianapolis, Indiana
15 Columbus, Ohio 16 Fort Worth, Texas
17 *Charlotte-Mecklenburg, North Carolina
18 El Paso, Texas 19 Detroit, Michigan 20 Seattle, Washington
84
Sources: 2014 U.S. Census Bureau Population Estimates; square miles from 2010 U.S. Census Bureau. *Charlotte-Mecklenburg PD provides service to residents outside of the Charlotte city limits. As of 2014, the population that the Charlotte-Mecklenburg PD serves is approximately 856,916. The North Central Texas Council of Governments (NCTCOG) projects the population in Fort Worth will grow to an estimated 950,000 by 2021, and may exceed 1.3 million by 2040. The sources of population growth are due primarily to the following factors: longer life expectancy, high birth rates, immigration, and domestic migration due to a strong economy in Texas, relative to other states.
Fort Worth Demographics and Trends
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