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
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