FY17 - FY21 STRATEGIC PLAN QUARTERLY IMPLEMENTATION UPDATE
Fort Worth Police Department
As of December 31, 2017
TABLE OF CONTENTS QUARTERLY IMPLEMENTATION UPDATE
A. Strategic Plan Implementation............................................................................ 1 Strategic Plan Implementation Progress.......................................................... 2
B. Strategic Directions.................................................................................................. 3 1. Professionalism and Organizational Excellence........................................ 4 2. Community Engagement and Partnerships............................................... 6 3. Operational Improvements.............................................................................. 8 4. Technology Development and Infrastructure Expansion ................... 10 C. Bureau Goals............................................................................................................. 12 Patrol Bureau............................................................................................................ 13 Support Bureau .......................................................................................................16 Finance/Personnel Bureau.................................................................................. 19
11.
Click here to go to the Strategic Plan Implementation Dashboard.
A.
STRATEGIC PLAN IMPLEMENTATION The Strategic Plan includes goals and action items for the following four Strategic Directions. The plan also includes goals for the department’s three Bureaus: Patrol, Support, and Finance/Personnel.
S TRATEGIC D IRECTIONS 1. Professionalism and Organizational Excellence
B UREAU G OALS Patrol Bureau
North Command South Command
2. Community Engagement and Partnerships
Support Bureau
Tactical Command Investigative and Support Command
3. Operational Improvements
Finance/Personnel Bureau Operational Command Administrative Support Command
4. Technology Development and Infrastructure Expansion
A green star indicates that the goal or action item is complete for the current scal year. A green arrow indicates that the goal or action item is on target to be completed within the speci ed timeline. A yellow square indicates that the goal or action item is lagging and needs to be monitored in the near term to ensure that the goal can be completed within the speci ed timeline. A red arrow indicates that the goal or action item has insu cient progress needed in order to meet the speci ed timeline. A red status should not be interpreted as failure—it simply means that the goal or action item needs more attention. A blue circle indicates that the goal or action item is currently being monitored and that the implementation of that goal or action item is expected to start in a future quarter, year, or is dependent upon funding availability. The purpose of this Implementation Report is to provide the status of goals and action items in the FY17-FY21 Strategic Plan. FWPD uses the web-based ClearPoint software to track the progress of each goal and action item using one of the following status indicators.
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A.
STRATEGIC PLAN IMPLEMENTATION PROGRESS In FY2017, the Fort Worth Police Department began the implementation of the department’s ve-year Strategic Plan. Each scal quarter, the responsible party of each goal and action item provide quarterly accomplishments. As of the rst quarter of FY2018, 8 percent of the 461 total action items and bureau goals have been completed and 58 percent are on target to be completed by their estimated completion date.
I MPLEMENTATION P ROGRESS
8%
29%
1%
4%
58%
Lagging - 17 Complete - 38 On Target - 269 Insu cient Progress - 5 Monitoring - 132
Click here to go to the Strategic Plan Implementation Dashboard.
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B. S TRATEGIC D IRECTIONS
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QUARTERLY IMPLEMENTATION UPDATE
PROFESSIONALISM AND ORGANIZATIONAL EXCELLENCE
This strategic direction allows the community an opportunity to review the department’s expectations of its employees. Building a professional police force is not only prudent, but essential to providing the level and quality of service the citizens of Fort Worth expect. Goals and action items for this strategic direction are below. A CCOMPLISHMENT H IGHLIGHTS
1. Promote a culture of mutual respect within the
4. Represent the population that the Fort Worth
Fort Worth Police Department.
Police Department serves.
• Created external complaint procedure that is on the Fort Worth Police Department website for the public to utilize. (FY17) • Ask the Executive Sta link created for personnel to submit questions/ideas. (FY17) 2. Improve the interactions of members of the • Implemented two new Supervisor Leadership training programs: Strategic Management and De-escalation Model. (FY18) • Included cultural diversity training for all personnel in the 40 hours of required in-service training. (FY18) • Continued Procedural Justice III training and presented to the Civilian Training Advisory Board. (FY18) 3. Continuously build relationships with diverse • Visited the following universities, colleges, and high schools, middle school career fairs: Mississippi Valley State University, University of Alabama, Alabama A&M, TCU, Mountain View College, Dunbar High School, and Handley Middle School. (FY18) • Participated in Recruiting Unit events sponsored by the following organizations: Rising Stars of FW, Handley Saftey Fair, and Muslims and Police Meet and Greet. (FY18) • Recruiting Unit set up information booths at Dunbar Youth Career Day, Tarrant County Community College South and East campus, and O.D. Wyatt High School. (FY18) FWPD and the community. populations within Fort Worth to create and expand the future recruiting base.
5. Recruit, hire, promote, and retain the best candidates to serve the Fort Worth Community. • Recruiting Unit worked with the Training Unit to create a University Academy Program to expose college students to scenario based training to help them understand the responsibilities of a police o cer. (FY18) 6. Ensure the department's organizational structure is appropriate to respond to community needs. • Updated organizational structure with six new Patrol Bureau Commanders added in November 2017. • Began researching the creation of the Diversity Journey Plan to increase diversity. (FY18)
For more Professionalism and Organizational Excellence implementation details click here.
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QUARTERLY IMPLEMENTATION UPDATE
PROFESSIONALISM AND ORGANIZATIONAL EXCELLENCE
I MPLEMENTATION P ROGRESS
21%
71%
Lagging - 0 Complete - 2 On Target - 17 Insu cient Progress - 0 Monitoring - 5
Completed Professionalism and Organizational Excellence Action Items: 1.2 Establish system by the end of 2017 for personnel to submit innovative ideas to enhance departmental e ciencies and suggest improvements. Create process for Executive Sta to review submissions and provide feedback.
6.1 Annually review the department’s organizational chart and consider revisions to the department structure to ensure focus areas are appropriate.
For more Professionalism and Organizational Excellence implementation details click here.
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QUARTERLY IMPLEMENTATION UPDATE
COMMUNITY ENGAGEMENT AND PARTNERSHIPS
Community engagement is working with stakeholders to collaborate and build trusting relationships, to reduce crime, and improve the health of the community. Every employee must understand and commit to work beyond the norms of traditional law enforcement. Goals and action items for this strategic direction are below.
A CCOMPLISHMENT H IGHLIGHTS
1. Promote positive interactions with the public during every contact with a great attitude, positivity, and guardian mentality. • Police Athletic League (PAL) hosted the 1st FWPD Outdoor Adventure camping event. (FY18) • Crime Prevention Specialists returned to patrol divisions throughout the City to increase crime awareness and attend events. (FY18) • Face-to-face interactions increased due to the implementation of new initiatives such as Co ee with Cops, expanding the KidID program, and Auto Etching. (FY18) • Six School Resource O cers partnered with the Clayton YES! program to serve as student mentors. (FY18) 2. Improve external communication. • Patrol Division newsletters are provided each quarter and are available on the FWPD website. (FY18) • Public Relations O ce utilizes
3. Enhance community partnerships. • Personnel from all divisions and ranks attended community events including Bike Rodeos, Fall Festivals, National Night Out events, Convoy of Hope, Trunk or Treat, and the Mayor’s Spooky Bike Ride. (FY18) • Continued to implement Community Camera Program for residents and business owners to collaborate with the Fort Worth Police Department. (FY18) 4. Increase the number of volunteers involved in Fort Worth Police Department programs. • Teen Youth Academy increased participation by 40 members. (FY18) • 648 active Citizens on Patrol members this quarter. (FY18) • CERT program accepting applications for a Teen Academy planned for summer 2018. 5. Continue to research innovative, community oriented programs to engage the public. • Predictive Crime Analytics webinar scheduled for February 2018. • Partnered with high schools in East Division using the new Pathway To Justice federal grant. (FY18) • Ash Crescent in Central Division designated as the next area to receive cameras. (FY18)
numerous communication platforms to engage the public including Facebook, YouTube, and community forums. (FY18)
For more Community Engagement and Partnerships implementation details click here. - 6 -
QUARTERLY IMPLEMENTATION UPDATE
COMMUNITY ENGAGEMENT AND PARTNERSHIPS
I MPLEMENTATION P ROGRESS
6%
3%
9%
82%
Lagging - 1 Complete - 2 On Target - 28 Insu cient Progress - 0 Monitoring - 3
Completed Community Engagement and Partnerships Action Items: 1.3 Create a Police Athletic League in FY17 to encourage youth engagement activities throughout the community. 3.6 Continue implementation of a Community Camera Program so residents and business owners can collaborate with the Department. This interconnects with a Technology Development goal.
For more Community Engagement and Partnerships implementation details click here.
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QUARTERLY IMPLEMENTATION UPDATE
OPERATIONAL IMPROVEMENTS Operational improvements advance the delivery of quality police services and enable the department to meet short and long-term goals. In order to address the emergent challenges that confront all law enforcement agencies, it is critical that FWPD make modi cations to the operational structure to address ine ciencies. Goals and action items for this strategic direction are below.
A CCOMPLISHMENT H IGHLIGHTS
4. Strengthen Internal Communication. • Public Service Announcement videos created by Public Relations Office in English and Spanish. (FY17) • Community Engagement calendar on portal allows for improved communication of different programs within the organization. (FY17) 5. Create additional Patrol Divisions. • A new North Division was established on August 19, 2017. Communications supplied dispatchers to create a North Division radio channel. The move into the new facility is scheduled for April 2018. (FY17 & FY18) • South Patrol Division facility included in the City's 2018 Bond Program is scheduled for a May 2018 election. (FY18) 6. Identify and prioritize highest funding needs. • Monthly Budget Committee meetings held to review needs assessments. (FY18) • FY18 budget completed three-year staffing plan adding 27 civil service positions and 13 civilian positions in support of 6th Division. • Administrative Support Command prepared its annual prioritized needs assessment report to identify appropriate funding sources. (FY18) 7. Promote Crime Control and Prevention District (CCPD). • Provided CCPD Board of Directors and public quarterly program report that outlines each program's funding and performance. (FY18)
1. Reduce, solve, and prevent crime. • Crimes Against Persons crime rate increased from 370.20 offenses in the 1st quarter of FY17 to 393.75 offenses per 100,000 population in the 1st quarter of FY18. • Crimes Against Property crime rate decreased from 1,179.65 in the 1st quarter of FY17 to 1,123.86 offenses per 100,000 population in the 1st quarter of FY18. • Community Policing is a top priority for FWPD. NPOs and Beat Patrol Officers meet with the community each day to enhance relationships. (FY18) • Crisis Intervention Team (CIT) Unit is fully operational and becoming one of the more demanding units assisting with mental health-related incidents. (FY18) 2. Expand Intelligence-Led Policing (ILP). • Over 900 officers received Procedural Justice III training. (FY18) • Held the first Community Listening Session. (FY18) 3. Reduce calls for service response times.
• Priority 1 response time average decreased from 9:54 in the 1st quarter of FY17 to 9:43 in the 1st quarter of FY18. • Response times by patrol division:
FY18 First Quarter Priority 1
FY17 First Quarter Priority 1
Division
Central
9:09
8:35
North
12:13
12:12
East
9:18
9:54
South West
10:01
10:06
8:06
9:20
Northwest*
11:06
--
*Realignment of patrol divisions and new Northwest Division added on August 19, 2017.
For more Operational Improvements implementation details click here.
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QUARTERLY IMPLEMENTATION UPDATE
OPERATIONAL IMPROVEMENTS
I MPLEMENTATION P ROGRESS
7%
12%
10%
71%
Lagging - 4 Complete - 3 On Target - 29 Insu cient Progress - 0 Monitoring - 5
Completed Operational Improvements Action Items: 1.1 Establish a system for personnel to submit innovative ideas to enhance departmental e ciencies and suggest improvements. Create process for Executive Sta to review submissions and provide feedback. 1.2 Restructure patrol divisions in FY17 to a true beat concept to improve e ciency, increase visibility in neighborhoods, and give patrol o cers ownership of a geographic area.
1.3 Create a Violent Crimes Task Force to focus on violent crime trends in FY18.
For more Operational Improvements implementation details click here. - 9 -
QUARTERLY IMPLEMENTATION UPDATE
Technology Development and Infrastructure Expansion
An expanding reliance upon technology has transformed policing in many ways. New and emergent technologies have increasingly critical roles in the daily work of o cers and largely dictate the proba- bility that a department meets the expectations of citizens. Goals and action items for this strategic direction are below. A CCOMPLISHMENT H IGHLIGHTS
• A new workforce management solution that provides automated scheduling for daily roster assignments and special event scheduling management is scheduled for implementation later this spring. • Technology Services is spearheading a program to expand our public-private partnership of camera networks that will improve operational efficiency, break down silos, improve public safety, and strengthen community relations. (FY18) • Community Camera Program is available on the Fort Worth PD website: www.fortworthpd.com . 719 registrations, providing access to over 3,550 potential camera views. (FY18) 3. Determine technology infrastructure needs for Police Department facilities. Technology Services involved in new construction phase of the North Patrol Division facility, Tactical Center, 350 basement, and Calvert renovations. (FY18) • Review network infrastructure at Police Department facilities insuring adequate connectivity and performance. • Expand external WiFi access at appropriate facilities to accommodate wireless upload of in-car videos. 4. Revise Disaster Recovery Plans for mission-critical systems and create business continuity plans for Police Department facilities. • Review and revise as necessary the Technology Disaster Recovery Plan. (FY18) 5. Ensure Police facilities are adequate for the department's operations to serve the community. • North Patrol Division anticipated to open April 2018. • New South Patrol Division facility part of 2018 bond. • Began planning for West 7th St. storefront lease. (FY18)
1. Replace aging and out-of-date equipment and technology. • In collaboration between Police, Fire and IT Solutions, the TriTech Computer Aided Dispatch (CAD) system was upgraded to version 5.7. (FY17) • In process of upgrading to the latest version of TriTech’s Records Management System (RMS). Anticipated to go live in October 2018. • 250 Axon in-car video installations completed (FY17 & FY18). This latest generation of in-car video integrates with officers’ body cameras and, when activated; it automatically activates the systems of other officers’ systems within range. • Replaced Crimes Against Children Unit (CACU) two interview room video systems. (FY18) • In collaboration with IT Solutions, new Mobile Data Computers (MDC’s) are currently being tested and scheduled for deployment later this Spring and through the Summer. These new devices will replace our current aging inventory of MDC’s. 2. Improve/expand existing systems or solutions that aid investigations, improves operations, or increases data access or transparency. • Public Relations Office utilized Facebook Live and YouTube for press releases. (FY18) • Citywide camera program expanded by purchase of 179 additional cameras. (FY17) Over 100 cameras have already been installed and installation of remaining cameras will continue in FY18. • E-Citation program is being expanded by 150 electronic ticket writers, in conjunction with an enterprise project in collaboration with IT Solutions, Code Compliance, and TPW. Anticipated go-live date is later this summer.
For more Technology Development and Infrastructure Expansion implementation details click here. - 10 -
I MPLEMENTATION P ROGRESS 4 TECHNOLOGY DEVELOPMENT AND INFRASTRUCTURE EXPANSION 4% QUARTERLY IMPLEMENTATION UPDATE
42%
54%
Lagging - 0 Complete - 2 On Target - 26 Insu cient Progress - 0 Monitoring - 20
Completed Technology Development and Infrastructure Expansion Action Items: 2.6 Expand citywide camera program to enhance o cer and public safety, and aid in investigations annually.
2.10 Purchase additional body camera systems in FY17. (Purchased 550)
For more Technology Development and Infrastructure Expansion implementation details click here. - 11 -
C. B UREAU G OALS
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P ATROL
B UREAU H IGHLIGHTS
QUARTERLY IMPLEMENTATION UPDATE
OVERALL PATROL BUREAU HIGHLIGHTS
• Each patrol division held multiple community forums. (FY18) • Division NPO’s actively address neighborhood quality of life issues by identifying areas needing assistance. (FY18) • Each patrol division increased community engagement. East Division held more than 50 neighborhood group meetings. Northwest Division worked with multiple apartment complexes and updated all gate codes, and North, South, West, and Central continued to hold regular meetings. (FY18) • Division NPO’s attended Police Athletic League (PAL) meetings and hosted youth events. East Division established a reading program at the MLK Community Center. North Division started the “Book Patrol”, and Central Division had four high school students participate in the Chief’s Advisory Board. (FY18) • Mobile storefront was used by each division at multiple events throughout the city. (FY18) • Each division continued to recruit CODE Blue members. (FY18) • CODE Blue members participated in special details. Details included Blue Christmas Detail, Stop the Grinch, Shelter District Motel, end of year violent crime reduction special detail, parking enforcement, panhandling, burglary, and package theft details. (FY18) NORTH COMMAND • Construction on the West Division, Joyce Street project will begin in January 2018. • Designated sergeant and corporal assigned to the West 7th Street area to supervise the Bike Patrol Team. (FY18) N ORTH D IVISION • Made contact with business stakeholders in the area. Meetings were scheduled with businesses that have responded. (FY18) • Contact with crime victims are within 72 hours and documented in case management. (FY18) N ORTHWEST D IVISION • Property Crime Unit had a 20% clearance rate compared to 21% in the 4th Quarter of FY17. • Maintained weekly contact throughout the quarter with area hotels, motels, and shopping centers. (FY18) W EST D IVISION • Las Vegas Trail revitalization program began. (FY18) • West 7th Street substation at Montgomery Plaza is anticipated to open in 2018. • 14 homeless camp areas were cleaned and removed. (FY18) C ENTRAL D IVISION • An o cer was assigned to the Shelter District along with a homeless liaison, a NPO, and two other o cers who are not subject to other calls in the area. (FY18) • NPOs conduct daily spot checks at peak times to address loitering. NPO’s have conducted four camp cleanups. (FY18) • Panhandling complaints decreased from 110 to 98 between July and December 2017.
For more Patrol Bureau implementation details click here. - 13 -
P ATROL
B UREAU H IGHLIGHTS
QUARTERLY IMPLEMENTATION UPDATE
SOUTH COMMAND • Current bike team operations and dedicated East Lancaster NPO are obtaining positive feedback from businesses in the area. (FY18) • 10 new Chargers have been ordered for the DWI Unit and will be delivered in early 2018.
A IR S UPPORT • Training began for two additional o cers to serve as relief ight o cers. (FY18) • FWPD Air Support Standard Operating Procedures manual is being developed. (FY18)
S OUTH D IVISION • Worked with major retailers to develop an action plan to reduce shoplifting. (FY18) • O cers worked with business and volunteer organizations to reduce the homeless population. (FY18) • NPO’s coordinated and attended weekly meetings with Code Blue and Code Compliance to discuss quality of life standards. (FY18) E AST D IVISION • Police o cers worked on nuisance abatement and identi ed properties to improve. (FY18) • Crime Action Plan committee created. Committee includes NPOs, NPO supervisors, CIU Sergeant, CIU Lieutenant, SRT Sergeant, all three patrol shift lieutenants, Property Crimes Unit, a Crime Analyst, and an appointed executive o cer. Committee meets every Wednesday. They met 10 times this quarter. (FY18) A UTO P OUND /F LEET S ERVICES • Overall vehicle availability is 93.6%. Division Manager is working on a method to report by individual divisions. (FY18) • New software options identi ed for Impound Management and Fleet Maintence. (FY18) • 532 vehicles were auctioned. (FY18) T RAFFIC D IVISION • Purchase of 158 electronic citation writers approved by the City Council. (FY18) • Robotic mapping station purchased with grant funds and utilized by Traffic Investigation Unit. (FY18)
For more Patrol Bureau implementation details click here. - 14 -
P ATROL B UREAU
QUARTERLY IMPLEMENTATION UPDATE
I MPLEMENTATION P ROGRESS
8%
45%
7%
2%
Lagging - 7 Complete - 8 On Target - 38 Insu cient Progress - 2 Monitoring - 45
Completed Patrol Bureau Goals: • Increase use of technology as it continues to evolve rapidly by including one consistent representative from each Division in Technology Committee meetings to remain informed on available enhancements. (Overall Goal) • Add Sixth Patrol Division goals to the Strategic Plan once the new patrol division is created. (Overall Goal) • Develop a Crime Action Plan (CAP) committee consisting of supervisory and o cer-level representatives from each shift and the NPO unit. This committee shall meet twice per month and provide monthly stats. (East Division) • Create a competitive wage and salary plan for Electronic Technician positions in the division. (Fleet/Auto Pound Division) • Add one additional Electronic Technician to maintain the department’s eet and install associated minor equipment in vehicles. (Fleet/Auto Pound Division) • Purchase robotic mapping station to increase e ciency with fatality accident investigations; clear accident scenes faster to create increased tra c mobility. (Tra c Investigation Unit) • Ensure reclassi cation of sta is complete and reevaluate pay adjustments pursuant to Knowledge, Skills, and Abilities, risk factors, etc. (Abandoned Vehicle Enforcement Unit) • Minimize out of air/out of service time by 8 hours each week during peak hours of need. (Air Support Unit)
For more Patrol Bureau implementation details click here. - 15 -
S UPPORT
B UREAU H IGHLIGHTS
QUARTERLY IMPLEMENTATION UPDATE
T ACTICAL O PERATIONS D IVISION • Special Response Teams received training on handling large scale events with the Mobile Field Force. (FY18) • New Mobile Command Truck expected in 2018. • Mounted Patrol received the following training: Procedural Justice III, Tactical Lifesaver, Controlled TACTICAL COMMAND • 3900 Barnett remodel is underway and expected to be completed in May. (FY18) • Additional 179 cameras are being installed that will be monitored by the Real Time Center. (FY18) T ACTICAL I NVESTIGATIONS D IVISION • Vice Unit created and includes one sergeant and ten police o cers. (FY18) • Parent Project program is being developed which will o er weekly o cer lead classes to parents who are interested in gang prevention. (FY18) • Gang Intervention/Prevention Unit is active in gang education and counseling programs with local schools and community programs. (FY18) • Gang Section implemented a new long-term investigations team to focus on dismantling criminal street gangs. (FY18) T ACTICAL I NTELLIGENCE D IVISION • Crisis Intervention Team created and includes one sergeant, one corporal, and six police o cers. (FY18) Tactics, Use of Force, and Formation training. (FY18) • SWAT members trained with federal agencies. (FY18)
For more Support Bureau implementation details click here.
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S UPPORT
B UREAU H IGHLIGHTS
QUARTERLY IMPLEMENTATION UPDATE
INVESTIGATIVE & SUPPORT COMMAND
C OMMUNITY P ROGRAMS D IVISION • 60 active Clergy and Police Alliance Program (CAP A) members. (FY18)
C RIMINAL I NVESTIGATIONS D IVISION • Detective Development Program created , in which detectives/officers from other divisions spend a month on loan to another CID Unit Robbery and Domestic Violence Units . (FY18) • Developed audit process to ensure all detectives work their cases in a timely and thorough manner and to review work processes. (FY18) • Human Trafficking increased staffing by 2 officers and 1 corporal. (FY18) • Domestic Violence Unit attended the annual Crimestoppers Certification Course. (FY18) • Economic Crimes Unit received Gypsy Traveler Without Mercy training. (FY18) • Commercial Auto Theft Unit received Texas Association of Vehicle Theft Investigators training. (FY18) • Chemistry Unit, in conjunction with the Tarrant County Medical Examiner’s Chemistry Unit, hosted the 2017 Southwestern Association of Forensic Scientists (SWAFS) Conference in Fort Worth. (FY18) • Biology Unit members attended Combined DNA Index System (CODIS) conference and International Symposium on Human Identi cation conference. (FY18) • Average turnaround time for routine cases: Latent Print Unit - 44 days, Firearms Unit - 12.58 days, and Chemistry Unit - less than 60 days. (FY18) P ROPERTY /R ECORDS M ANAGEMENT • Accident Reports can now be taken o nline. (FY18) • Implemented a new training program in the Data Reporting Unit to increase retention. (FY18) • School Resource Officers provided weekly presentations in all represented school districts. (FY18) • Tarrant County Sherriff’s Office Jail (TCSO) b egan taking custody of all persons arrested for felonies, Class A and Class B misdemeanor January 29, 2018. Ionization Detector (FID) for blood alcohol content (BAC) analysis. (FY18) F ORENSIC S CIENCE D IVISION • Forensic Science Division received the gas chromatography-mass-spectrometry (GC-MS) and the Flame
For more Support Bureau implementation details click here. - 17 -
S UPPORT B UREAU
QUARTERLY IMPLEMENTATION UPDATE
I MPLEMENTATION P ROGRESS
10%
10%
33%
56%
1%
Lagging - 0 Complete - 12 On Target - 67 Insu cient Progress - 1 Monitoring - 39
Completed Support Bureau Goals: • Purchase or obtain donors for two additional canines. (K-9 Unit) • Apply to become a nationally accredited K-9 Unit. (K-9 Unit)
• Implement a Crisis Intervention Team staffed with a sergeant and six officers. (Intelligence Section) • Outsource the Crossing Guard Program to increase efficiency. (Community Programs Division) • Develop a basic Detective Training Manual for use department-wide. (Criminal Investigations Division) • Create an audit process to ensure all detectives work their cases in a timely, thorough manner. (Criminal Investigations Division) • Develop a Community Outreach Program that works to educate the community and law enforcement about domestic and sexual violence through community outreach activities on dating violence, domestic violence, sexual violence, the effects of domestic violence on children, and victim sensitivity including culturally sensitivity training. (Victim Assistance Section) • Validate GlobalFiler DNA test kit with expanded Combined DNA Index System (CODIS) loci. (Biology Unit) • Implement training program to increase staff retention. (Data Reporting Unit) • Finalize the Accident Report contract to sell accident reports online. (Property Records Management Unit) • Upgrade security camera system. (Property Records Management Unit) • Increase civilian staff by one permanent Animal Technician to provide for care and maintenance of 19 horses.(Mounted Patrol Unit)
For more Support Bureau implementation details click here.
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F INANCE/
P ERSONNEL
B UREAU H IGHLIGHTS
QUARTERLY IMPLEMENTATION UPDATE
P OLICE A DMINISTRATION
• Exceeded 200,000 Facebook followers, putting FWPD as the 3rd most popular police department on social media in the nation. (FY18) • Procedural Justice Unit attended its first community conversation with the Chief in East Division. Over 900 officers received Procedural Justice III training. (FY18)
OPERATIONAL COMMAND
P OLICY M ANAGEMENT AND S AFETY • Seven tests were attached to documents in PowerDMS for all FWPD personnel. (FY18)
T RAINING D IVISION • Completed all Texas Commission on Law Enforcement (TCOLE) classes. All o cers are in TCOLE compliance for training cycle 2015 - 2017. (FY18) • Provided training using the Virtra 300 virtual reality simulator to all shifts with available sta ng. (FY18) • Provided the following courses and training: Advanced Law Enforcement Rapid Response Training (ALERRT), Rescue Task Force, Active Shooter table top exercise for DFW Nursing Rehabilitation facility sta , and a civilian response to active shooter event. (FY18) P ROFESSIONAL S TANDARDS • Updated use-of-force policy and added de-escalation and excessive force policies to the General Orders. (FY18) • Updating the disciplinary diplomacy procedure and matrix. (FY18) • Initiated first camera audit. (FY18) C OMMUNICATIONS D IVISION AND Q UALITY A SSURANCE • Cost analysis portion of needs assessment to build a new back-up communications location completed. (FY18) • Installation of a new phone system is taking place in 2018. • All electronic submissions for the accreditation through the Texas Police Chiefs Association Best Practices Recognition Program have been accepted and the on-site visit is scheduled for the end of January 2018. • Four facility safety inspections, ve assessments in relation to health and safety concerns, and eight Emergency Action Plans completed. (FY18)
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F INANCE/
P ERSONNEL
B UREAU H IGHLIGHTS
QUARTERLY IMPLEMENTATION UPDATE
ADMINISTRATIVE SUPPORT COMMAND
E MPLOYMENT S ERVICES • Met with Assistant Director, PD Executive Sta , City HR, and Legal to plan the Commissioned Promotional Process. (FY18) • Attended the following trainings: Drug & Alcohol, Records Management, and HRC/MRC annual training. (FY18) • Met with City Human Relations o ce twice this quarter for the monthly case review and with the City Human Resource Risk Management for the monthly workers’ compensation case discussion. (FY18) • Provided new supervisors training to sergeants regarding Human Resources law issues and department processes. (FY18) F INANCIAL M ANAGEMENT D IVISION • Budget updates are provided at Executive Sta meetings. Overtime reports are sent out bi-weekly. (FY18) • Grant and Program Management Unit is in the process of reviewing upcoming notices of funding opportunities. Grant writing season begins in February. (FY18) • Grant and Program Management Unit sta received 11 training opportunities. (FY18) P ROGRAM S UPPORT D IVISION • Research and Planning managed multiple facility construction projects including 350 W. Belknap, Calvert, Tactical Center, North Division, andWest Division/Joyce. (FY18) • Research and Planning facilitated, implemented, and tracked goals and initiatives outlined in the Strategic Plan, the Business Plan, and the CCPD report. (FY18) • Procurement and Contract Management monitored and reconciled all accounts and journal entries submitted and posted within monthly deadlines. (FY18) • Procurement and Contract Management is on target to process at least 90% of invoices offering cash discounts for prompt payment within the discount period. (FY18) • Technology Services researched five new technology advancements in the first quarter of FY18. • Technology Services implemented a multitude of projects - see Technology Development and Infrastructure Expansion Strategic Direction Goals and Action Items. (FY18) • 15 training opportunities were attended and completed bydivision staff. (FY18)
For more Finance/Personnel bureau implementation details click here. - 20 -
F INANCE/ P ERSONNEL B UREAU QUARTERLY IMPLEMENTATION UPDATE
I MPLEMENTATION P ROGRESS
10%
5% 2% 16%
67%
Lagging - 5 Complete - 9 On Target - 64 Insu cient Progress - 2 Monitoring - 15
Completed Finance/Personnel Bureau Goals: • Establish a video production component of the Public Relations Office Team to include broadcasts in Spanish. (Public Relations) • Over a 5-year period, acquire additional carbine rifles and train personnel. (Enhanced Skills Unit) (Purchased 500) • Streamline application process for out-of-town applicants. (Backgrounds Unit) • Move to a digital application, testing, and scoring process. (Backgrounds Unit) • Update use of force policy and add de-escalation and excessive force (levels I, II, and III) policies in the General Orders. (Internal Affairs Section) • Assist Municipal Court with establishing their own Criminal Justice Agency for CJIS Compliance. (Communications Division) • Install 5-7 new consoles each year through 2020. (Communications Division) • Evaluate the CCPD Community Based Program process and implement improvements for FY18. (Grant and Program Management Unit) • Create a Five-Year Strategic Plan implementation database showing status of all action items using City Clear Point software in FY17. (Research and Planning Section)
For more Finance/Personnel bureau implementation details click here. - 21 -
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