Fort Worth Police Department Strategic Plan
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
Introduction
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