Fort Worth Police Department Strategic Plan
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
Executive Summary
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