FWPD FY2023-FY2027 Strategic Plan

FORT WORTH POLICE DEPARTMENT STRATEGIC PLAN FY2023 - FY2027

FWPD FY2023 - FY2027 Strategic Plan

The FORT WORTH POLICE DEPARTMENT FY2023 - FY2027 STRATEGIC PLAN QUICK FACTS

The Fort Worth Police Department ’ s new five - year strategic plan was created in 2022 with guidance from a Strategic Plan Advisory Committee. In the next five years, the department will continue to work toward accomplishing our Vision and Mission, and proactively focus on six Strategic Priorities , which include 21 objectives and 105 actions to implement.

VISION In partnership with our community, make Fort Worth the nation ’ s safest major city.

MISSION Provide quality service in partnership with the community to create a safe environment for all.

Priority 4: Crime Reduction Continue to develop meaningful strategies that result in crime reduction. Objectives : 3 Actions: 14

Priority 1: Organization Provide the optimum level of well - trained and prepared employees to achieve objectives and meet the needs of a growing community. Objectives : 5 Actions : 22

CRIME REDUCTION

ORGANIZATION

Priority 5: Community Policing Continue to implement the best practices of community policing that enhance the safety of both officers and the public. Objectives : 4 Actions: 21

Priority 2: Culture Create a culture in the department where all people are safe, healthy,

STRATEGIC

COMMUNITY POLICING

CULTURE

PRIORITIES

and resilient. Objectives : 2 Actions: 11

COMMUNICATION

INFRASTRUCTURE

Priority 6: Infrastructure Ensure Police Department infrastructure is operationally adequate to serve the

Priority 3: Communication Be a model for excellence in internal and external communication. Objectives : 3 Actions: 15

community. Objectives : 4 Actions: 22

FWPD FY2023 - FY2027 Strategic Plan

TABLE OF CONTENTS

Acknowledgements ............................................................................................... i

Message from the Chief ...................................................................................... iii

Vision ................................................................................................................... 1

Mission ................................................................................................................ 2

Core Values ........................................................................................................ 3

FWPD At A Glance ................................................................................................ 5

Introduction ........................................................................................................ 9

FY2023 - FY2027 Strategic Plan ........................................................................... 10

Strategic Priority 1 - Organization ............................................................... 11

Strategic Priority 2 - Culture ......................................................................... 15

Strategic Priority 3 - Communication .......................................................... 17

Strategic Priority 4 - Crime Reduction ......................................................... 21

Strategic Priority 5 - Community Policing ................................................... 25

Strategic Priority 6 - Infrastructure ............................................................. 29

Appendix

A: Facility Project Priorities ........................................................................... 34

B: Strategic Plan Advisory Committee Input Exercises ................................. 35

FWPD FY2023 - FY2027 Strategic Plan

ACKNOWLEDGEMENTS

The Fort Worth Police Department ’ s FY2023 - FY2027 Strategic Plan is a collaborative endeavor involving City of Fort Worth employees and community members. Special thanks to the Strategic Plan Advisory Committee, which included employees of the Fort Worth Police Department, who dedicated their time and expertise to the process. The Strategic Plan Facilitation Team wishes to acknowledge and thank all contributors for their dedication and commitment to completing this plan.

Mayor and City Council Mattie Parker, Mayor Carlos Flores, District 2 Michael Crain, District 3 Alan Blaylock, District 4 Gyna Bivens, District 5 Jared Williams, District 6 Leonard Firestone, District 7

Chris Nettles, District 8 Elizabeth Beck, District 9

City Manager ’ s Office David Cooke, City Manager

Dana Burghdoff, Assistant City Manager Fernando Costa, Assistant City Manager William Johnson, Assistant City Manager Jesica McEachern, Assistant City Manager Valerie Washington, Assistant City Manager

Fort Worth Police Department Executive Staff Neil Noakes, Chief of Police

Robert Alldredge, Assistant Chief Joseph Sparrow, Assistant Chief Julie Swearingin, Assistant Chief Mark Barthen, Deputy Chief David Carabajal, Deputy Chief Pedro Criado, Deputy Chief Paula R. Conaway, Deputy Chief Roy Hudson, Deputy Chief Buck Wheeler, Deputy Chief Leo Luna, Assistant Police Director Keith Morris, Assistant Police Director

FWPD FY2023 - FY2027 Strategic Plan

STRATEGIC PLAN ADVISORY COMMITTEE AND STAFF

Community Members Alyssa Banta, Neighborhood Leader Rabbi Andrew Bloom, Congregation Ahavath Sholom Jeff Carter, Business Leader Anthony Drake, Neighborhood Leader Rev. Ralph Emerson, Rising Star Baptist Church

Fort Worth Police Department Melony Ebel, Warrant and Records Manager Brian Johnson, Sergeant Brady Kirk, Budget Manager Gerard Lazaro, Communications Supervisor Amy Ladd, Lieutenant Pawel Nabialek, Lieutenant Jennifer Navarro, Employment Services Remy Norris, Officer

Felipe Gutierrez, One Safe Place Marcelle LeBlanc, Business Leader

Stacy Marshall, Southeast Fort Worth, Inc. Pat Philmon, Clergy and Police Alliance Pamela Pierce, Neighborhood Leader Shah Rahman, Keller Islamic Center Pastor Fernando Roja, Iglesia Bautista Azle Avenue Cassie Warren, Neighborhood Leader Becky White, Code Blue Other City Departments Kelly Albin, City Attorney ’ s Office Christina Brooks, Diversity & Inclusion Jim Davis, Fire Kevin Gunn, Information Technology Solutions Mark McAvoy, Planning & Data Analytics Victor Turner, Neighborhood Services

Jermy Prescott, Officer Jason Ricks, Sergeant Stephen Srein, Officer Dalton Webb, Sergeant

Police Officer Associations Tiffany Bunton, Fort Worth Police Officer Association Doyal Gilbert, Fort Worth Police Officer Association Demetra Bradley, Fort Worth Black Law Enforcement Officers Association Nestor Martinez, National Latino Law Enforcement Organization

Office of Police Oversight Monitor Catherine Huckaby, Deputy Director/Monitor

Strategic Plan Facilitators and Committee Staff Mike Mowery, Strategic Government Resources, Lead Facilitator Larry Boyd, Strategic Government Resources, Facilitator Michael Munday, Program Support Division Administrator Becky McGibson, Planning Manager, Research and Planning Isaac Robles, Senior Planner, Research and Planning LaShanda Dockery, Senior Planner, Research and Planning Dipak Mulji, Planner, Research and Planning

Strategic Plan Advisory Committee (some members not pictured)

Strategic Plan Advisory Committee Working Group

FWPD FY2023 - FY2027 Strategic Plan

MESSAGE FROM THE CHIEF

I am pleased to introduce the Fort Worth Police Department ’ s FY2023 - FY2027 Strategic Plan. This new five - year plan builds upon the many successes of our previous strategic plans and includes new priorities developed by a diverse Strategic Plan Advisory Committee. The plan is an internal operational document and identifies the important priorities, objectives, and actions that the department will proactively work on and implement during the next five years. The plan includes 21 objectives and 103 action items. Law enforcement and society are changing rapidly, and a police strategic plan must be both strategic and fluid, so we can quickly respond to changing environments, emerging trends, and community needs. The tremendous work of the Strategic Plan Advisory Committee is showcased in this plan. The committee created the following five strategic priorities that are the foundation of the plan.  Provide the optimum level of well - trained and prepared employees to achieve objectives and meet the needs of a growing community.  Create a culture in the department where all people are empowered, healthy, and resilient.  Be a model for excellence in internal and external communication.  Continue to develop meaningful strategies that result in crime reduction.  Continue to implement the best practices of community policing that enhance the safety of both officers and the public. I want to personally thank each member of the Strategic Plan Advisory Committee for their willingness to dedicate time and provide their perspective on what the department should focus on in the next five years. We look forward to beginning the implementation phase of the plan. A report will be provided annually to show implementation progress. Safety, Wellness, Resiliency Everything we do as a department, including this plan, incorporates three important pillars: safety, wellness, and resiliency. The interconnection of these three pillars help guide the department in making Fort Worth the nation ’ s safest major city.

Safety Operate using best practices to ensure protection from danger, risk, injury, and death.

Safety

Wellness Ability to maintain mental, psychological, and physical health, and state of readiness.

Wellness

Resiliency

Resiliency Capacity to prepare for, recover from, and adapt to stress and adversity.

Sincerely,

Neil Noakes, Chief of Police

FWPD FY2023 - FY2027 Strategic Plan

iii

FWPD FY2023 - FY2027 Strategic Plan

VISION

In partnership with our community, make Fort Worth the nation ’ s safest major city.

FWPD FY2023 - FY2027 Strategic Plan

MISSION

The Fort Worth Police Department provides quality service in partnership with the community to create a safe environment for all.

FWPD FY2023 - FY2027 Strategic Plan

CORE VALUES

Core values form the framework for our work and identify the conduct and character that we align ourselves with to achieve the mission.

FWPD FY2023 - FY2027 Strategic Plan

FWPD AT A GLANCE

ORGANIZATION

The FWPD organization is led by the Chief of Police and consists of three bureaus: Patrol, Support, and Finance/Personnel. To view FWPD ’ s full organizational chart, click here. The following table provides the total authorized positions as of FY23.

Authorized Positions by Bureau

Civil Service Employees

Civilian Employees

Total Employees

Bureau

Patrol

1,193

1,280

Support

509

178

687

Finance/Personnel

106

289

395

Administration

Total

1,816

561

2,377

CALLS FOR SERVICE, 2018 – 2022

The following chart shows Priority 1, 2, and, 3 calls for service where an officer arrived on scene in the past five years.

Total Calls 280,543

Total Calls 277,947

Total Calls 262,562

Total Calls 253,199

Total Calls 246,268

Overall calls decreased 6.41% since 2018

Priority 1 calls decreased 5.80% since 2018

Priority Two – Calls do not meet criteria for priority one, but also require immediate response (Auto Accident, Burglary Alarms, etc.)

Priority Three – Calls do not meet criteria for priority one or two (Burglary, Motor Vehicle Theft, Loud music calls, etc.)

Priority One – Calls pose immediate threat to human life (Person with Weapon, Robbery, etc.)

FWPD FY2023 - FY2027 Strategic Plan

FWPD AT A GLANCE

CRIME RATE & POPULATION, 2018 – 2022

The following chart shows the total number of crimes against persons and crimes against property compared to population growth in the past five years.

Population increased 9.44% since 2018

Crime rate decreased 8.95% since 2018

Population Source: U.S. Census Bureau, Decennial Census and 1 - Year American Community Survey (ACS) Population Estimates. For more information on population and demographic data, click here for the City ’ s Comprehensive Plan. For more information on crime data click here.

VIOLENT CRIME, 2018 – 2022

The following charts show the total number of violent crime offenses in the past five years.

AGGRAVATED ASSAULT 23.6% increase since 2018

MURDER 68.3% increase since 2018

RAPE 32.9% increase since 2018

ROBBERY 39.3% decrease since 2018

FWPD FY2023 - FY2027 Strategic Plan

FWPD AT A GLANCE

PATROL DIVISION BOUNDARY MAP

Fort Worth is 359 square miles and is geographically divided into multiple police boundaries including the North and South Command, Six Divisions, 12 Districts, 90 Beats, and more than 800 Police Reporting Areas (PRA). The map below shows the Six Divisions: Northwest, North, East, South, West, and Central. Each division includes two districts, each district includes multiple beats, and each beat includes multiple PRAs.

FWPD FY2023 - FY2027 Strategic Plan

INTRODUCTION

PURPOSE OF THE PLAN The purpose of the Fort Worth Police Department (FWPD) FY2023 - FY2027 Strategic Plan is to identify departmental and community priorities for the next five years. This plan is an internal operational document and establishes where the Fort Worth Police Department wants to go, how it will get there, and measures whether or not the department is successful in reaching its goals. Developing a strategic plan every five years provides a valuable tool for the department, the citywide organization, and the community.

PLANNING PROCESS AND STRATEGIC PLAN ADVISORY COMMITTEE In February 2022, Police Chief Neil Noakes assembled a diverse Strategic Plan Advisory Committee (SPAC) to oversee the strategic planning process. The committee was comprised of several community stakeholders representing neighborhoods, businesses, faith - based, and civic organizations as well as FWPD employees and representatives from other City of Fort Worth departments. The SPAC held its first meeting in March 2022 and met six times through early May 2022. The committee meetings were led by an external facilitator and resulted in the creation of five Strategic Priorities and associated objectives that form the basis of the plan. The sixth Strategic Priority, Infrastructure, as well as action items for each objective, were added by the Fort Worth Police Department. The committee was also instrumental in creating updated vision and mission statements for the department. Each committee member ’ s thoughtful input and time devoted to developing a new strategic plan was key to a successful planning process.

See Appendix B for details about the Strategic Plan Advisory Committee input exercises.

Strategic Plan Advisory Committee Sign In Table

Strategic Plan Advisory Committee Meeting

FWPD FY2023 - FY2027 Strategic Plan

FY2023 - FY2027 STRATEGIC PLAN

STRATEGIC PRIORITIES Through multiple meetings and exercises, the Strategic Plan Advisory Committee identified five FY2023 - FY2027 Strategic Priorities with a sixth priority added by FWPD staff for the department ’ s infrastructure. Each strategic priority is critical to moving the department closer to achieving its vision and mission. The priorities are listed below and are not numbered by importance. Strategic Priority 1: Organization Provide the optimum level of well - trained and prepared employees to achieve objectives and meet the needs of a growing community.

Strategic Priority 2: Culture Create a culture in the department where all people are safe, healthy, and resilient.

Strategic Priority 3: Communication Be a model for excellence in internal and external communication.

Strategic Priority 4: Crime Reduction Continue to develop meaningful strategies that result in crime reduction.

Strategic Priority 5: Community Policing Continue to implement the best practices of community policing that enhance the safety of both officers and the public.

Strategic Priority 6: Infrastructure Ensure Police Department infrastructure is operationally adequate to serve the community.

STRATEGIC PLAN TABLES The FY2023 - FY2027 Strategic Plan is organized in a table format by Strategic Priority . Each color above corresponds to a priority. Each Strategic Priority includes objectives and actions to accomplish the priority. Each action includes the area in the department that is assigned to complete the action and when the action should be completed. Some actions may say ongoing, which indicates it is an action that is continuously implemented throughout the year. There are 21 goals and 105 action items.

STRATEGIC PRIORITY OBJECTIVE

ACTION

ASSIGNED TO

COMPLETE BY

IMPLEMENTATION REPORT An implementation report showing progress made on the FY2023 - FY2027 Strategic Plan will be produced and made available to the department and community annually. The department will collect progress on each action each quarter from assigned personnel.

FWPD FY2023 - FY2027 Strategic Plan

PRIORITY 1: Organization

Objectives: 5 Actions: 22

FWPD FY2023 - FY2027 Strategic Plan

STRATEGIC PRIORITY 1: ORGANIZATION Provide the optimum level of well - trained and prepared employees to achieve objectives and meet the needs of a growing community.

Strategic Objective 1.1

Establish framework to assess Key Performance Indicators (KPI) including how they are measured, evaluated, and reported.

ACTION

ASSIGNED TO COMPLETE BY

Create KPI Working Group to assess Key Performance Indicators and develop framework to ensure they are evidence - informed and logically consistent. Establish Key Performance Indicators down to Division and Unit level. Regularly evaluate Key Performance Indicators in the Business Performance Plan to ensure they are suited to operational needs and requirements.

Finance/Personnel Bureau

1.1.1

FY27

Finance/Personnel Bureau

1.1.2

FY27

Finance/Personnel Bureau

1.1.3

Annually

Finance/Personnel Bureau

1.1.4 Update Business Performance Plan based on framework.

Annually

Strategic Objective 1.2

Continually identify staffing priorities to ensure Key Performance Indicators are met.

ACTION

ASSIGNED TO COMPLETE BY

Finance/Personnel Bureau

1.2.1 Update 2018 staffing study to identify staffing needs.

FY23

Finance/Personnel Bureau

1.2.2 Create staffing study implementation progress report.

Annually

Create process for both staffing changes (i.e. transferring positions, position reclass, staffing reductions, etc.) and the addition of new personnel in relationship to business performance plan. Utilize KPI framework, staffing study, stakeholder feedback, and needs assessment system to identify highest staffing priorities annually.

Finance/Personnel Bureau

1.2.3

FY23

Finance/Personnel Bureau

1.2.4

Annually

Develop plan for alignment with the staffing study for current and future operations.

Finance/Personnel Bureau Finance/Personnel Bureau

1.2.5

FY24

1.2.6 Continue to track, evaluate, and report on attrition rate.

Annually

FWPD FY2023 - FY2027 Strategic Plan

Strategic Objective 1.3

Develop short and long - term strategies to ensure needs are met.

ACTION

ASSIGNED TO

COMPLETE BY

Utilize Police Department Needs Assessment System and Budget Committee rankings to conduct overall annual prioritization of funding to identify funding source. Ensure staffing needs are met. 1.3.2 a. Continuously review and update attrition modeling. 1.3.2 b. Request recruit training funding to fill vacancies without exceeding authorized strength. Ensure training needs are met. 1.3.3 a. Increase awareness of training currently available to Police personnel. 1.3.3 b. Streamline current supplemental funding policies and procedures for training. 1.3.3 c. Coordinate with the Training Advisory Board to ensure high quality training recommendations are included when allocating training funding. 1.3.3 d. Identify resources that can be leveraged to increase number of trainings provided to Police personnel.

Finance/Personnel Bureau

1.3.1

FY23

Finance/Personnel Bureau

1.3.2

Annually

Finance/Personnel Bureau

1.3.3

Annually

Strategic Objective 1.4

Assess and refine recruiting and hiring practices to attract quality candidates who mirror Fort Worth ’ s community.

ACTION

ASSIGNED TO COMPLETE BY

Research and implement police recruiting and hiring process best practices, i.e. volunteer pipeline, employee referral system, etc. Continue to market the department at a diverse group of colleges, universities, community colleges, and other institutions locally and nationally.

Finance/Personnel Bureau

1.4.1

Ongoing

Finance/Personnel Bureau

1.4.2

Ongoing

Continue to use all forms of media to share officer recruitment information.

Finance/Personnel Bureau

1.4.3

Ongoing

Evaluate changes to hiring criteria including written examina- tions, oral interviews, background checks and investigations, physical requirements, as well as medical, polygraph, and psychological examinations, etc. Develop a demographic report based on individuals that take test, proceed through backgrounds, enter the academy and graduate.

Finance/Personnel Bureau

1.4.4

Ongoing

Finance/Personnel Bureau

1.4.5

Annually

FWPD FY2023 - FY2027 Strategic Plan

Strategic Objective 1.5

Develop innovative practices to enhance employee training and promote the department ’ s values, mission, and vision.

ACTION

ASSIGNED TO

COMPLETE BY

Research, implement, and evaluate law enforcement training best practices. Utilize the Training Advisory Committee to develop training recommendations. Create report showing types of training classes held, number of hours, and how many employees received training. Create system for personnel to provide feedback regarding training topics.

Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau

1.5.1

Ongoing

1.5.2

FY23

1.5.3

Annually

1.5.4

FY23

FWPD FY2023 - FY2027 Strategic Plan

PRIORITY 2: Culture

Objectives: 2 Actions: 11

FWPD FY2023 - FY2027 Strategic Plan

STRATEGIC PRIORITY 2: CULTURE Create a culture in the department where all people are safe, healthy, and resilient.

Strategic Objective 2.1

Promote a culture of professionalism and mutual respect.

ACTION

ASSIGNED TO

COMPLETE BY

Review law enforcement best practices to enhance professionalism and standards of conduct. Publicize and educate personnel about the department ’ s five - year vision, mission, and strategic plan. Establish system to encourage employees to submit ideas for organizational and operational improvements. Review and enhance policies to ensure behavior that may influence future decisions is in line with professional standards and conduct.

Finance/Personnel Bureau

2.1.1

Ongoing

2.1.2

Chief ’ s Office

Annually

2.1.3

Chief ’ s Office

FY23

Finance/Personnel Bureau

2.1.4

Ongoing

2.1.5 Formalize existing mentoring programs.

Chief ’ s Office

FY23

Implement a 360° evaluation assessment to provide employees an opportunity to provide feedback and input for Sergeants and above (sworn only).

2.1.6

Chief ’ s Office

FY23

Strategic Objective 2.2

Encourage employees to be safe, healthy, and resilient.

ACTION

ASSIGNED TO

COMPLETE BY

Create committee to research and present to Executive Staff the best practices that focus on a positive work environment. Promote counseling, mental wellness, and vulnerability by sharing mental health resources. Establish a web - based speaker series where all ranks are invited to share their experiences on being safe, healthy, and resilient. Survey employees to get feedback on department ’ s progress and perception. Research and implement physical fitness programs to promote a healthy lifestyle.

Finance/Personnel Bureau

2.2.1

FY23

2.2.2

Chief ’ s Office

Ongoing

2.2.3

Chief ’ s Office

FY24

Finance/Personnel Bureau Finance/Personnel Bureau

2.2.4

FY24

2.2.5

Ongoing

FWPD FY2023 - FY2027 Strategic Plan

PRIORITY 3: Communication

Objectives: 3 Actions: 15

FWPD FY2023 - FY2027 Strategic Plan

STRATEGIC PRIORITY 3: COMMUNICATION Be a model for excellence in internal and external communication.

Strategic Objective 3.1

Improve internal communication .

ACTION

ASSIGNED TO

COMPLETE BY

Chief continues providing email or video operational updates to all employees in the department. Command Staff should periodically attend roll calls and specialized unit meetings on all shifts. Develop process that invites employees to discuss issues and concerns with the chain of command. Survey personnel satisfaction on the type, speed, and inclusiveness of information and communication received from chain of command.

3.1.1

Chief ’ s Office

Ongoing

3.1.2

Chief ’ s Office

Annually

3.1.3

Chief ’ s Office

FY23

3.1.4

Chief ’ s Office

Annually

Strategic Objective 3.2

Ensure internal communication is open and conducive to problem solving.

ACTION

ASSIGNED TO

COMPLETE BY

Encourage personnel to use Ask Executive Staff tool on the police portal. Chief holds biannual departmental open forums to discuss issues and request feedback. Research best practices on how to communicate information internally so it is inclusive and clear to all employees. Create informational tools about departmental processes such as flow charts and division/unit responsibilities to share with the department. Encourage personnel to utilize the Fort Worth Employee University classes related to communication and research law enforcement communication classes for sworn personnel.

3.2.1

Chief ’ s Office

Ongoing

3.2.2

Chief ’ s Office

Biannual

3.2.3

Chief ’ s Office

Ongoing

Finance/Personnel Bureau

3.2.4

Annually

Finance/Personnel Bureau

3.2.5

Ongoing

FWPD FY2023 - FY2027 Strategic Plan

Strategic Objective 3.3

Utilize external communication best practices to establish and improve community relationships and increase transparency.

ACTION

ASSIGNED TO

COMPLETE BY

3.3.1 Develop a comprehensive strategic communications plan.

Chief ’ s Office

FY25

Hold community meetings that focus on explaining issues, problem solving, and trust. Inclusively inform and educate the community about crime trends and significant incidents and share positive and engaging stories.

Patrol Bureau/ Chief ’ s Office

3.3.2

Ongoing

3.3.3

Chief ’ s Office

Ongoing

3.3.4 Use all media outlets to increase external communication.

Chief ’ s Office

Ongoing

Conduct routine assessment of police website to ensure information is available to the public. Continually research best practices for communication transparency and identify any perceived gaps.

Finance/Personnel Bureau

3.3.5

Ongoing

3.3.6

Chief ’ s Office

Ongoing

FWPD FY2023 - FY2027 Strategic Plan

PRIORITY 4: Crime Reduction

Objectives: 3 Actions: 14

FWPD FY2023 - FY2027 Strategic Plan

STRATEGIC PRIORITY 4: CRIME REDUCTION Continue to develop meaningful strategies that result in crime reduction.

Strategic Objective 4.1

Continue to use intelligence - led policing strategies to prevent, reduce, and solve crime.

ACTION

ASSIGNED TO

COMPLETE BY

4.1.1 Reduce overall crime rate by 8%.

Chief ’ s Office

Annually

4.1.2 Reduce violent crime rate by 10%.

Chief ’ s Office

Annually

Support Bureau and Finance/Personnel Bureau

Utilize existing and research new technology tools to prevent, reduce, and solve crime.

4.1.3

Ongoing

Continue to partner with other law enforcement agencies to prevent, reduce, and solve crime.

4.1.4

Chief ’ s Office

Ongoing

Strategic Objective 4.2

Continually assess crime reduction strategies.

ACTION

ASSIGNED TO

COMPLETE BY

Research and analyze methods to accurately track and measure crime reducing strategies and update Key Performance Indicators (KPI) as necessary. Analyze success of Fort Worth Safe strategy to reduce drug crimes, shootings, and family violence. Collaborate with the court systems to evaluate warrant issuance and Tarrant County Sheriff ’ s Office for jail release processes. Collaborate with the Tarrant County District Attorney ’ s Office to ensure violent offenders remain in jail.

Finance/Personnel Bureau

4.2.1

FY26

4.2.2

Patrol Bureau

Annually

Patrol Bureau/ Support Bureau

4.2.3

Ongoing

Patrol Bureau/ Support Bureau

4.2.4

Ongoing

FWPD FY2023 - FY2027 Strategic Plan

Strategic Objective 4.3

Reduce calls for service response times.

ACTION

ASSIGNED TO

COMPLETE BY

Research and implement standardized method to create attainable target response times. Research and evaluate minimum staffing numbers for Patrol Bureau to ensure there are enough officers to meet target response times (every division, every shift). Evaluate the expansion of the Civilian Response Unit (CRU) to further reduce priority 3 calls sworn officers respond to allowing officers more time to respond to higher priority calls.

Finance/Personnel Bureau

4.3.1

FY23

4.3.2

Patrol Bureau

FY23

4.3.3

Patrol Bureau

Annually

Finance/Personnel Bureau Finance/Personnel Bureau

4.3.4 Track response time data in Business Performance Plan.

Annually

4.3.5 Answer 97% of calls within 15 seconds.

Annually

Reduce number of calls to 911 by educating public about non - emergency number, online reporting resources, text 911, information cards, social media, etc.

Finance/Personnel Bureau

4.3.6

Ongoing

FWPD FY2023 - FY2027 Strategic Plan

PRIORITY 5: Community Policing

Objectives: 4 Actions: 21

FWPD FY2023 - FY2027 Strategic Plan

STRATEGIC PRIORITY 5: COMMUNITY POLICING Continue to implement the best practices of community policing that enhance the safety of both officers and the public.

Strategic Objective 5.1

Build legitimacy with the community.

ACTION

ASSIGNED TO

COMPLETE BY

5.1.1 Create new Community Advisory Board.

Chief ’ s Office

FY23

Officers host educational/training meetings and attend meetings in assigned beats with neighborhoods (single - family, multifamily), businesses, and schools with people of all ages. Continue to evaluate units that serve innovative community service roles such as Civilian Response Unit and Crisis Intervention Team. Evaluate if police service to the community (e.g. calls for service response time, non - emergency calls, solving crimes, etc.) affects the department ’ s legitimacy. Post departmental reports on the police website and share on social media platforms.

5.1.2

Patrol Bureau

Ongoing

5.1.3

Chief ’ s Office

Ongoing

5.1.4

Chief ’ s Office

Ongoing

Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau

5.1.5

Ongoing

5.1.6 Educate and promote existing crime report efforts.

Annually

Assess existing surveys to ensure community feelings of safety are tracked and utilized for operational decisions.

5.1.7

FY24

Strategic Objective 5.2

Evaluate and expand partnerships for crime prevention and intervention programs to increase the feeling of safety in the community.

ACTION

ASSIGNED TO

COMPLETE BY

Establish a list of internal and external active crime reduction community partners and their roles. Partner with research institutions to develop crime prevention programs. Host meetings with the community to encourage new Crime Control and Prevention District Community Based Program applications. Work with other City of Fort Worth departments and agencies to develop crime prevention and intervention strategies. Host community meetings to educate and problem solve specific crime issues occurring throughout the city.

Finance/Personnel Bureau Finance/Personnel Bureau

5.2.1

FY23

5.2.2

Ongoing

Finance/Personnel Bureau

5.2.3

Annually

5.2.4

Chief ’ s Office

Ongoing

5.2.5

Chief ’ s Office

Ongoing

FWPD FY2023 - FY2027 Strategic Plan

Strategic Objective 5.3

Increase education initiatives for crime prevention, officer safety, and interaction.

ACTION

ASSIGNED TO

COMPLETE BY

Chief ’ s Office and Finance/Personnel Bureau

Encourage community involvement by promoting volunteer programs.

5.3.1

Ongoing

5.3.2

Patrol Bureau

Ongoing

5.3.3

Chief ’ s Office

FY24

Patrol Bureau/ Chief ’ s Office

5.3.4 Promote Crime Prevention Unit ’ s work with the community.

Ongoing

5.3.5 Distribute patrol division newsletters.

Patrol Bureau

Ongoing

Distribute standardized police operational card that includes basic information such as police programs and contact numbers in multiple languages that officers share with community members.

5.3.6

Chief ’ s Office

FY24

Strategic Objective 5.4

Continue to implement a patrol beat concept that engages the community and establishes relationships.

ACTION

ASSIGNED TO

COMPLETE BY

Ensure patrol officers and neighborhood police officers have time to engage with the community. Increase visibility and encourage positive interactions between the community Neighborhood Police Officers/Patrol Officers in assigned beats. Evaluate and adjust beat and division boundaries if needed due to annexations, population, and development growth.

5.4.1

Patrol Bureau

Ongoing

5.4.2

Patrol Bureau

Ongoing

Finance/Personnel Bureau

5.4.3

Annually

FWPD FY2023 - FY2027 Strategic Plan

PRIORITY 6: Infrastructure

Objectives: 4 Actions: 22

FWPD FY2023 - FY2027 Strategic Plan

STRATEGIC PRIORITY 6: INFRASTRUCTURE Ensure Police Department infrastructure is operationally adequate to serve the community. (Infrastructure includes facilities, equipment, and technology)

Strategic Objective 6.1

Improve/expand existing systems or solutions that aid investigations and improves operations.

ACTION

ASSIGNED TO

COMPLETE BY

Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau Support Bureau and Finance/Personnel Bureau

6.1.1 Create a department - wide infrastructure replacement plan.

FY27

Improve the Needs Assessment System to align with budget process. Review purchasing practices to achieve standardization in supplies, equipment, and technology where possible.

6.1.2

FY25

6.1.3

Annually

6.1.4 Update the department - wide continuity plan.

Annually

Create functional continuity plans for sensitive operations such as the Jail and Communications.

6.1.5

FY24

Maximize the department ’ s ability to meet its operational needs with adequate facility infrastructure that accommodates staffing and enhances service to the community.

Strategic Objective 6.2

ACTION

ASSIGNED TO

COMPLETE BY

Work with the Property Management Department to complete funded facility projects ensuring operational needs are met. Utilize the improved Needs Assessment System to identify the highest facility priorities for funding and annually rank with Assistant Chiefs and Chief. Locate, design, and construct future facilities to meet operational needs.

Finance/Personnel Bureau

6.2.1

Annually

Finance/Personnel Bureau

6.2.2

Annually

Finance/Personnel Bureau

6.2.3

Ongoing

Finance/Personnel Bureau

6.2.4 Lease facilities only when operationally and fiscally prudent.

Ongoing

Prioritize needed replacement of aging and outdated facilities. Incorporate facility projects into the five - year Capital Improvement Plan.

Finance/Personnel Bureau Finance/Personnel Bureau

6.2.5

Annually

6.2.6

Annually

FWPD FY2023 - FY2027 Strategic Plan

Strategic Objective 6.3

Prioritize the purchase of police equipment to maintain and increase operational efficiencies, effectiveness, and life cycle replacement.

ACTION

ASSIGNED TO

COMPLETE BY

Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau and Support Bureau

6.3.1 Review comprehensive equipment inventory process.

FY25

6.3.2 Review equipment plans.

Annually

Utilize the improved Needs Assessment System to identify the highest equipment priorities for funding.

6.3.3

Annually

Research the market for the latest state - of - the - art equipment.

6.3.4

Ongoing

Ensure vehicles and equipment quantity and quality are adequate to accommodate personnel and operational needs.

Finance/Personnel Bureau

6.3.5

Ongoing

Strategic Objective 6.4

Provide adequate technological infrastructure to meet department and community needs.

ACTION

ASSIGNED TO

COMPLETE BY

Utilize the improved Needs Assessment System to identify the highest technology priorities for funding.

Finance/Personnel Bureau Finance/Personnel Bureau

6.4.1

Annually

6.4.2 Replace aging and outdated technology.

Annually

Improve/expand existing systems or solutions that aid investigations, improve operations, or increase data access or transparency. Continue to conduct research to advance the department in the use of technology in support of law enforcement each year. Implement technological advancements to increase officer capabilities, increase efficiencies and provide improved customer service to the community each year. Evaluate IT storage and its costs and update systems as needed.

Finance/Personnel Bureau

6.4.3

Ongoing

Finance/Personnel Bureau

6.4.4

Ongoing

Finance/Personnel Bureau

6.4.5

Ongoing

Finance/Personnel Bureau

6.4.6

Annually

FWPD FY2023 - FY2027 Strategic Plan

APPENDIX

FWPD FY2023 - FY2027 Strategic Plan

APPENDIX A: FACILITY PROJECT PRIORITIES Planning for future police facilities is a critical component of the FY2023 - FY2027 Strategic Plan since facilities have significant long - term operational impacts. As facilities age, the operational usefulness and effectiveness diminishes due to several factors including lack of shell space, no adjacent land area for growth, outdated technology, and decreased structural soundness.

The tables below show funded and unfunded facility projects. The unfunded projects are ranked by priority for future funding.

Funded Facility Projects Funding is secured or identified for the following police facility projects.

Estimated Cost

Estimated Completion

Facility Project

Funding Source

South Patrol Division Facility 3501 W. Risinger Road Northwest Patrol Division 3900 Angle Avenue SWAT Vehicle Storage Facility 505 W. Felix Street

2018 Bond Program

$20,225,000

2023

2022 Bond Program

$18,600,000

2025

FY2019/FY2023 CCPD

$1,9000,000

2023

City Hall Renovation (Central Patrol, Calvert,

FY2022 CCPD

$30,220,000

2025/2026

Communications) 200 Texas Street

Bob Bolen Public Safety Complex Generator

FY2023 CCPD

$9,360,000

2023

Unfunded Facility Projects Unfunded facility projects are prioritized by Police Executive Staff. The unfunded projects are ranked in the table below and include a potential future funding source and estimated cost. Each project will compete with other department initiatives for available funding during the next five to ten years

Rank

Facility Project

Funding Source

Estimated Costs

West 7 th Team Facility Purchase ( Currently lease 2929 W. 5th Street)

CCPD

~$3M

East Patrol Division Replacement (Location TBD; either consolidate 5650 E. Lancaster Avenue and 1100 Nashville Avenue at new location or redevelop 5650 E. Lancaster site)

Future Bond

~$30,000,000

Auto Pound Relocation (3900 Angle Ave.)

2026 Bond or CCPD

$10,000,000

Far West Patrol (Location TBD)

Future Bond

~$30,000,000

Back - Up Communications Improvements (Bolt)

Future Bond or CCPD

~$5,000,000

FWPD FY2023 - FY2027 Strategic Plan

APPENDIX B: STRATEGIC PLAN ADVISORY COMMITTEE INPUT EXERCISES The FY2023 - FY2027 Strategic Plan Advisory Committee (SPAC) met six times beginning in March 2022. The table below shows all meeting dates and topics discussed at each meeting.

SPAC Meeting

Meeting Topics

March 9, 2022

Introductions, Strategic Planning and Police Operations Overview

March 23, 2022

Aspirational Drivers Exercise and Department Survey Discussion

April 6, 2022

Pressing Needs Exercise and SWOT Analysis

April 13, 2022

Strategic Priorities Discussion

April 27, 2022

Finalize Strategic Priorities and Draft Vision/Mission Statements Review

May 4, 2022

Draft Objectives for Each Priority

Input Exercises The following information provides the results of input exercises received at the six Strategic Plan Advisory Committee meetings and also input from Fort Worth Police Department personnel. The exercises were led by meeting facilitators with Strategic Government Resources. All of the exercises listed below led the committee to develop the Strategic Priorities that form the foundation of the FY2023 - FY2027 Strategic Plan. Additionally, the committee developed draft vision and mission statements that were included in a separate FWPD personnel survey.

1. Aspirational Drivers Exercise 2. Department Survey 3. Pressing Needs Exercise 4. SWOT Analysis Exercise (Strengths, Weaknesses, Opportunities, Threats)

5. Strategic Priorities Exercise 6. Strategic Objectives Exercise

1. Aspirational Drivers Exercise Aspirational drivers focus on the desire to achieve a result for the future and answer the question “ What do we want to be known for? ” The Strategic Plan Advisory Committee was asked to create a list of aspirations that they want FWPD to be known for at the end of the next five years. Below are the results of the Aspirational Drivers exercise.

1. Neighborhood Focused

5. Transparent

2. Accessible and Engaged in the Community

6. Excelling in Communication 7. Respected for Professionalism 8. Focused on Solutions not Symptoms

3. Embracing Accountability

4. Trusted

FWPD FY2023 - FY2027 Strategic Plan

2. Department Survey A survey was conducted to receive feedback from FWPD employees. The Strategic Plan Advisory Committee developed the questions to include in the survey. The survey focused on police operations, service to the community, and departmental focus areas. Below are the three questions posed to FWPD personnel and the results of the survey. More than 1,000 responses were received from FWPD employees. Question 1: Given what you know about police departments and police operations, what general categories do you believe the department should focus on regarding internal operations? Please check up to three (3):

Question 2: What are the general categories regarding service to the community that should have the most focus? Please check up to three (3):

FWPD FY2023 - FY2027 Strategic Plan

2. Department Survey (cont.)

Question 3: Please rank the following focus areas from most important to least important as it relates to the Fort Worth Police Department.

3. Pressing Needs Exercise Pressing Needs refers to concepts and/or processes that an individual feels passionate about. The Strategic Plan Advisory Committee developed a list of pressing needs that they felt were the most important concepts and/or processes that the department must do something about. Below are the results of the Pressing Needs exercise.

1. Community Education, Engagement, & Support

4. Internal and External Communication

2. Excellence in Internal Processes 3. Social Issues that Impact Public Safety

5. Safety of Police Officers 6. Excellence in Performance

4. SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis Exercise A SWOT exercise was conducted to help understand FWPD ’ s Strengths, Weaknesses, Opportunities, and Threats. Below are the common themes that resulted from the Strategic Plan Advisory Committee ’ s SWOT exercise.

Strengths 1. Support

Weaknesses

1. External Factors 2. Internal Processes

2. Quality of Personnel

Opportunities

Threats

1. Collaboration with Community

1. Perception and Characterization of Police

2. Continued Emphasis and Improvement

by Social Media/News Media

on Community Policing 3. Education of the Public

2. Keeping up with Growth of Population

FWPD FY2023 - FY2027 Strategic Plan

5. Strategic Priorities Exercise The strategic priorities exercise challenged the committee to critically think about what the department should focus on in the next five years. Through this exercise, the Strategic Plan Advisory Committee developed five strategic priority statements that were used as the foundation to create the plan. Below are the draft and finalized five priorities developed by the committee.

Draft Priorities 1. Staffing 2. Culture where everyone ’ s voice matters 3. Excel in communications 4. Meaningful Partnerships and Community Engagement 5. Address needs of High - Risk Youths

Finalized Strategic Priorities Based on Strategic Plan Advisory Committee Input 1. Provide the optimum level of well - trained and prepared employees to achieve objectives and meet the needs of a growing community. 2. Create a culture in the department where all people are empowered, healthy, and resilient. 3. Be a model for excellence in internal and external communication. 4. Continue to develop meaningful strategies that result in crime reduction. 5. Continue to implement the best practices of community policing that enhance the safety of both officers and the public. 6. Strategic Objectives Exercise Strategic Plan Advisory Committee members were assigned to five strategic priority working groups. Each group focused on developing draft objectives for an assigned Strategic Priority. The objectives developed by the committee were finalized by Police Executive Staff in the final plan. Below are the draft strategic objectives received from the committee for each strategic priority. Strategic Priority 1 Provide the optimum level of well - trained and prepared employees to achieve objectives and meet the needs of a growing community. DRAFT Objectives: • Identify needs of community by keeping up with population growth with staffing and reviewing staff study data annually. • Mirroring the population demographics in hiring. • Identify and ensure we have adequate level of funding to achieve strategic priority 1. • Define metrics and standards of training that uphold core values, vision, and mission (culture). • Every time an officer is ‘ reviewed ’ they understand culture so they are prepared to meet objectives. Strategic Priority 2 Create a culture in the department where all people are empowered, healthy, and resilient. DRAFT Objectives: • Collectively define empowerment, health, and resilience. • Collect data on activities that track empowerment, health, and resilience. • Conduct annual surveys to measure progress and perception. • Implement a Trauma - Informed Community model in FWPD.

FWPD FY2023 - FY2027 Strategic Plan

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