FWPD FY2027-FY2031 Strategic Plan

FORT WORTH POLICE DEPARTMENT

STRATEGIC PLAN FY2027–FY2031

TABLE OF CONTENTS

Message from the Chief ...................................................................................... 2 FWPD Strategic Plan Quick Facts..........................................................................4 Vision ................................................................................................................... 6 Mission ................................................................................................................ 6 Core Values ......................................................................................................... 7 FY2027-FY2031 Strategic Plan ..............................................................................8 Strategic Priority 1 - Organiza Ɵ on ...............................................................11 Strategic Priority 2 - Culture .........................................................................14 Strategic Priority 3 - Communica Ɵ on ..........................................................16 Strategic Priority 4 - Crime Reduc Ɵ on .........................................................20 Strategic Priority 5 - Community Policing ....................................................24 Strategic Priority 6 - Infrastructure ..............................................................28

The FORT WORTH POLICE DEPARTMENT FY2027–FY2031 STRATEGIC PLAN QUICK FACTS

The Fort Worth Police Department’s new fi ve-year strategic plan will con Ɵ nue to work toward accomplishing our Vision and Mission, and proac Ɵ vely focus on six Strategic Priori Ɵ es , which include 22 objec Ɵ ves and 88 ac Ɵ ons to implement.

Priority 1: Organiza Ɵ on Provide the op Ɵ mum level of well-trained and prepared employees to achieve objec Ɵ ves and meet the needs of a growing community. Objec Ɵ ves : 5 Ac Ɵ ons : 17

Priority 4: Crime Reduc Ɵ on Con Ɵ nue to develop meaningful strategies that result in crime reduc Ɵ on. Objec Ɵ ves : 4 Ac Ɵ ons: 15

CRIME REDUCTION

ORGANIZATION

Priority 5: Community Policing Con Ɵ nue to implement the best prac Ɵ ces of community policing that enhance the safety of both o ffi cers and the public. Objec Ɵ ves : 4 Ac Ɵ ons: 14

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

COMMUNITY POLICING

STRATEGIC PRIORITIES

CULTURE

and resilient. Objec Ɵ ves : 2 Ac Ɵ ons: 8

COMMUNICATION

INFRASTRUCTURE

Priority 6: Infrastructure Ensure Police Department infrastructure is opera Ɵ onally suitable to serve the

Priority 3: Communica Ɵ on Be a model for excellence in internal and external communica Ɵ on. Objec Ɵ ves : 3 Ac Ɵ ons: 14

community. Objec Ɵ ves : 4 Ac Ɵ ons: 20

FWPD FY2027-FY2031 Strategic Plan

VISION

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

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

FWPD FY2027-FY2031 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 FY2027-FY2031 Strategic Plan

FY2027–FY2031 STRATEGIC PLAN

STRATEGIC PRIORITIES The FY2027–FY2031 Strategic Plan includes six strategic priori Ɵ es. Each Strategic Priority is cri Ɵ cal to moving the department closer to achieving its vision and mission. Strategic Priority 1: Organization Provide the op Ɵ mum level of well-trained and prepared employees to achieve objec Ɵ ves 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 communica Ɵ on. Strategic Priority 4: Crime Reduction Con Ɵ nue to develop meaningful strategies that result in crime reduc Ɵ on. Strategic Priority 5: Community Policing Con Ɵ nue to implement the best prac Ɵ ces of community policing that enhance the safety of both o ffi cers and the public. Strategic Priority 6: Infrastructure Ensure Police Department infrastructure is opera Ɵ onally suitable to serve the community. STRATEGIC PLAN TABLES The FY2027–FY2031 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 22 objectives and 88 action items.

STRATEGIC PRIORITY

ASSIGNED TO OBJECTIVE

ACTION

COMPLETE BY

IMPLEMENTATION REPORT An implementation report showing progress made on the FY2027–FY2031 Strategic Plan will be produced and made available to the department and community annually. The department will collect progress on each action quarterly from assigned personnel.

FWPD FY2027-FY2031 Strategic Plan

PRIORITY 1: Organization

FWPD FY2027-FY2031 Strategic Plan

STRATEGIC PRIORITY 1: ORGANIZATION Provide the op Ɵ mum level of well-trained and prepared employees to achieve objec Ɵ ves and meet the needs of a growing community.

Strategic Objective 1.1

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

ACTION

ASSIGNED TO COMPLETE BY

Continue to convene KPI Working Group to assess KPIs and finalize framework to ensure they are evidence-informed and logically consistent.

Finance/Personnel Bureau

1.1.1

Ongoing

Finance/Personnel Bureau

1.1.2 Create a dashboard to record and track KPIs.

FY27

Regularly evaluate and update KPIs in the dashboard and update City’s FWStat when necessary to ensure they are reflective of operational needs and requirements.

Finance/Personnel Bureau

1.1.3

Annually

Strategic Objective 1.2

Con Ɵ nually iden Ɵ fy sta ffi ng priori Ɵ es to ensure Key Performance Indicators are met.

ACTION

ASSIGNED TO COMPLETE BY

Finance/Personnel Bureau

1.2.1 Work with FWLab to do regular staffing study updates.

Ongoing

Align regulations and procedures through the newly estab- lished Constitutional Policing Unit.

1.2.2

Chief’s Office

Ongoing

Utilize KPI framework, staffing study, stakeholder feedback, and needs assessment system to identify highest staffing priorities.

Finance/Personnel Bureau

1.2.3

Annually

Finance/Personnel Bureau

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

Annually

FWPD FY2027-FY2031 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 and 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. Coordinate with the Training Advisory Board to ensure high quality training recommendations are included when allocating training funding. 1.3.3 c. Identify resources that can be leveraged to increase number of trainings provided to Police personnel.

Finance/Personnel Bureau

1.3.1

Annually

Finance/Personnel Bureau

1.3.2

Annually

Finance/Personnel Bureau

1.3.3

Annually

Strategic Objective 1.4

Assess and re fi ne recrui Ɵ ng and hiring prac Ɵ ces to a Ʃ ract 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 Finance/Personnel Bureau

1.4.2

Ongoing

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

1.4.3

Ongoing

FWPD FY2027-FY2031 Strategic Plan

Strategic Objective 1.5

Develop innova Ɵ ve prac Ɵ ces 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 Board to help ensure training standards are being met. Create report showing types of training classes held, number of hours, and how many employees received training. Continue to provide 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

Ongoing

1.5.3

Annually

1.5.4

Ongoing

FWPD FY2027-FY2031 Strategic Plan

PRIORITY 2: Culture

FWPD FY2027-FY2031 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.

Finance/Personnel Bureau

2.1.1

Ongoing

2.1.2 Create formal mentoring program for new recruits.

Chief’s Office

FY27

Review and enhance policies to ensure behavior that may influence future decisions is in line with professionalism and standards of conduct. Publicize and educate personnel about the department’s five-year vision, mission, and strategic plan.

Finance/Personnel Bureau Finance/Personnel Bureau

2.1.3

Ongoing

2.1.4

Annually

Strategic Objective 2.2

Encourage employees to be safe, healthy, and resilient.

ACTION

ASSIGNED TO COMPLETE BY

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 Finance/Personnel Bureau

2.2.1

Ongoing

2.2.2

FY27

2.2.3

Chief’s Office

Ongoing

Finance/Personnel Bureau

2.2.4

Ongoing

FWPD FY2027-FY2031 Strategic Plan

PRIORITY 3: Communication

FWPD FY2027-FY2031 Strategic Plan

STRATEGIC PRIORITY 3: COMMUNICATION Be a model for excellence in internal and external communica Ɵ on.

Strategic Objective 3.1

Improve internal communica Ɵ on .

ACTION

ASSIGNED TO

COMPLETE BY

Chief continues providing email or video operational updates to all employees in the department.

3.1.1

Chief’s Office

Ongoing

Command Staff periodically attend roll calls and specialized unit meetings on all shifts.

3.1.2

Chief’s Office

Ongoing

Continue process that invites employees to discuss issues and concerns and offer suggestions with the chain of com- mand. Survey personnel satisfaction on the type, speed, and inclusiveness of information and communication received from chain of command.

3.1.3

Chief’s Office

Ongoing

3.1.4

Chief’s Office

Ongoing

Strategic Objective 3.2

Ensure internal communica Ɵ on 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

Annually

3.2.3

Chief’s Office

Ongoing

Finance/Personnel Bureau

3.2.4

Annually

Finance/Personnel Bureau

3.2.5

Ongoing

FWPD FY2027-FY2031 Strategic Plan

Strategic Objective 3.3

U Ɵ lize external communica Ɵ on best prac Ɵ ces to establish and improve community rela Ɵ onships and increase transparency. ACTION ASSIGNED TO COMPLETE BY

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

3.3.1

Ongoing

3.3.2

Chief’s Office

Ongoing

3.3.3 Use all media outlets to increase external communication.

Chief’s Office

Ongoing

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

Finance/Personnel Bureau

3.3.4

Ongoing

3.3.5

Chief’s Office

Ongoing

FWPD FY2027-FY2031 Strategic Plan

PRIORITY 4: Crime Reduction

FWPD FY2027-FY2031 Strategic Plan

STRATEGIC PRIORITY 4: CRIME REDUCTION Con Ɵ nue to develop meaningful strategies that result in crime reduc Ɵ on.

Strategic Objective 4.1

Partner with criminology experts to develop comprehensive crime plan.

ACTION

ASSIGNED TO

COMPLETE BY

Employ evidence-based crime reduction strategies research and implementation. Use hot spots policing and place-network investigations strategies. Create geographical grid mapping system to pinpoint criminal behavior. Tailor crime reduction strategies to specific patrol divisions and geographical areas. Utilize dashboard to monitor results of hotspots and other strategies.

4.1.1

Chief’s Office

FY27

4.1.2

Chief’s Office

Ongoing

4.1.3

Chief’s Office

FY27

4.1.4

Chief’s Office

Ongoing

4.1.5

Chief’s Office

Ongoing

Strategic Objective 4.2

Con Ɵ nue to use intelligence-led policing strategies to prevent, reduce, and solve crime.

ACTION

ASSIGNED TO

COMPLETE BY

4.2.1 Reduce overall crime rate. 4.2.2 Reduce violent crime rate.

Chief’s Office Chief’s Office

Annually Annually

Special Operations and Investigation Bureau and Finance/Personnel Bureau

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

4.2.3

Ongoing

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

4.2.4

Chief’s Office

Ongoing

FWPD FY2027-FY2031 Strategic Plan

Strategic Objective 4.3

Partner with other law enforcement en ƟƟ es post-arrest to keep violent o ff enders o ff Fort Worth streets.

ACTION

ASSIGNED TO Chief’s Office/ Special Operations and Investigation Bureau Chief’s Office/ Special Operations and Investigation Bureau Chief’s Office/ Special Operations and Investigation Bureau

COMPLETE BY

Collaborate with Tarrant County Sheriff’s Office for jail release processes to improve efficiencies and jail capacity.

4.3.1

Ongoing

Collaborate with the Tarrant County District A Ʃ orney’s O ffi ce to ensure bond amounts are appropriate so violent o ff enders remain in jail.

4.3.2

Ongoing

Collaborate with state and federal agencies to ensure appropriate criminal charges are filed.

4.3.3

Ongoing

Strategic Objective 4.4

Reduce calls for service response Ɵ mes.

ACTION

ASSIGNED TO Finance/Personnel Bureau

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).

4.4.1

FY28

4.4.2

Patrol Bureau

FY27

Finance/Personnel Bureau

4.4.3 Track response time data in FWStat.

Annually

FWPD FY2027-FY2031 Strategic Plan

PRIORITY 5: Community Policing

FWPD FY2027-FY2031 Strategic Plan

STRATEGIC PRIORITY 5: COMMUNITY POLICING Con Ɵ nue to implement the best prac Ɵ ces of community policing that enhance the safety of both o ffi cers and the public.

Strategic Objective 5.1 Build legi Ɵ macy with the community. ACTION

ASSIGNED TO COMPLETE BY

5.1.1 Update Chief’s Advisory Board.

Chief’s O ffi ce

FY27

O ffi cers host educa Ɵ onal/training mee Ɵ ngs and a Ʃ end mee Ɵ ngs in assigned beats with neighborhoods (single- family, mul Ɵ family), businesses, and schools with people of all ages. Con Ɵ nue to evaluate units that serve innova Ɵ ve community service roles such as Civilian Response Unit, Crisis Interven Ɵ on Team, and HOPE unit. Post departmental reports on the police website and share on social media pla ƞ orms.

5.1.2

Patrol Bureau

Ongoing

Finance/Personnel Bureau Finance/Personnel Bureau

5.1.3

Ongoing

5.1.4

Ongoing

5.1.5 Educate and promote exis Ɵ ng crime repor Ɵ ng e ff orts.

Chief’s O ffi ce

Annually

Strategic Objective 5.2

Con Ɵ nue to implement a patrol beat concept that engages the community and establishes rela Ɵ onships.

ACTION

ASSIGNED TO

COMPLETE BY

Ensure Patrol O ffi cers and Neighborhood Police O ffi cers have Ɵ me to engage with the community. Increase visibility and encourage posi Ɵ ve interac Ɵ ons between the community Neighborhood Police O ffi cers/Patrol O ffi cers in assigned beats.

5.2.1

Patrol Bureau

Ongoing

5.2.2

Patrol Bureau

Ongoing

FWPD FY2027-FY2031 Strategic Plan

Strategic Objective 5.3

Increase educa Ɵ on ini Ɵ a Ɵ ves for crime preven Ɵ on, o ffi cer safety, and community interac Ɵ on. ACTION ASSIGNED TO COMPLETE BY

Chief’s O ffi ce and Finance/Personnel Bureau

Encourage community involvement by promo Ɵ ng volunteer programs. Create web-based crime preven Ɵ on and o ffi cer safety educa Ɵ onal videos.

5.3.1

Ongoing

5.3.2

Chief’s O ffi ce

Ongoing

Patrol Bureau/ Chief’s O ffi ce Patrol Bureau

5.3.3 Promote Crime Preven Ɵ on Unit work with the community.

Ongoing

5.3.4 Distribute patrol division newsle Ʃ ers.

Ongoing

Strategic Objective 5.4

Evaluate and expand partnerships for crime preven Ɵ on and interven Ɵ on programs to increase the feeling of safety in the community.

ACTION

ASSIGNED TO COMPLETE BY

Partner with research ins Ɵ tu Ɵ ons to develop crime preven Ɵ on programs. Host mee Ɵ ngs with the community to encourage new Crime Control and Preven Ɵ on District Emerging Partners Program applica Ɵ ons. Work with other City of Fort Worth departments and agencies to develop crime preven Ɵ on and interven Ɵ on strategies.

Finance/Personnel Bureau Finance/Personnel Bureau

5.4.1

Ongoing

5.4.2

Annually

5.4.3

Chief’s O ffi ce

Ongoing

FWPD FY2027-FY2031 Strategic Plan

PRIORITY 6: Infrastructure

FWPD FY2027-FY2031 Strategic Plan

STRATEGIC PRIORITY 6: INFRASTRUCTURE Ensure Police Department infrastructure is opera Ɵ onally suitable to serve the community. (Infrastructure includes facili Ɵ es, equipment, and technology) Strategic Objective 6.1 Improve/expand exis Ɵ ng systems or solu Ɵ ons that aid inves Ɵ ga Ɵ ons and improves opera Ɵ ons.

ACTION

ASSIGNED TO Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau

COMPLETE BY

6.1.1 Create a department-wide infrastructure replacement plan.

FY31

Review purchasing prac Ɵ ces to achieve standardiza Ɵ on in supplies, equipment, and technology where possible. Update the department-wide Con Ɵ nuity of Opera Ɵ ons Plan (COOP).

6.1.2

Ongoing

6.1.3

Annually

Maximize the department’s ability to meet its opera Ɵ onal needs with adequate facility infrastructure that accommodates sta ffi ng 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 opera Ɵ onal needs are met.

Finance/Personnel Bureau

6.2.1

Annually

6.2.2 Complete Facility Master Plan.

Finance/Personnel

FY27

U Ɵ lize the Needs Assessment System to iden Ɵ fy the highest facility priori Ɵ es for funding and annually rank with Assistant Chiefs and Chief. Locate, design, and construct future facili Ɵ es to meet opera Ɵ onal needs.

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

6.2.3

Annually

6.2.4

Ongoing

6.2.5 Lease facili Ɵ es only when opera Ɵ onally and fi scally prudent.

Ongoing

Priori Ɵ ze needed replacement of aging and outdated facili Ɵ es. Incorporate facility projects into the fi ve-year Capital Improvement Plan.

6.2.5

Annually

6.2.7

Annually

FWPD FY2027-FY2031 Strategic Plan

Strategic Objective 6.3

Priori Ɵ ze the purchase of police equipment to maintain and increase opera Ɵ onal e ffi ciencies, e ff ec Ɵ veness, and life cycle replacement.

ACTION

ASSIGNED TO COMPLETE BY

Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau and Special Opera Ɵ ons and Inves Ɵ ga Ɵ on Bureau

6.3.1 Review comprehensive equipment inventory process.

Annually

6.3.2 Review exis Ɵ ng equipment replacement plans.

Annually

U Ɵ lize the Needs Assessment System to iden Ɵ fy priori Ɵ es for funding new equipment.

6.3.3

Annually

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

6.3.4

Ongoing

Strategic Objective 6.4

Provide adequate technological infrastructure to meet department and community needs.

ACTION

ASSIGNED TO Finance/Personnel Bureau Finance/Personnel Bureau Finance/Personnel Bureau and Special Opera Ɵ ons and Inves Ɵ ga Ɵ on Bureau Finance/Personnel Bureau Finance/Personnel Bureau and Special Opera Ɵ ons and Inves Ɵ ga Ɵ on Bureau Finance/Personnel Bureau

COMPLETE BY

U Ɵ lize the Needs Assessment System to iden Ɵ fy priori Ɵ es for funding new technology.

6.4.1

Annually

6.4.2 Replace aging and outdated technology.

Annually

Improve/expand exis Ɵ ng systems or solu Ɵ ons that aid inves Ɵ ga Ɵ ons, improve opera Ɵ ons, or increase data access or transparency.

6.4.3

Ongoing

Con Ɵ nue to conduct research to advance the department in the use of technology in support of law enforcement.

6.4.4

Ongoing

Implement technological advancements to increase o ffi cer capabili Ɵ es, increase e ffi ciencies and provide improved customer service to the community.

6.4.5

Ongoing

Evaluate IT storage and its costs and update systems as needed.

6.4.6

Ongoing

FWPD FY2027-FY2031 Strategic Plan

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