FY2017 Annual Report

Fort Worth Police Department STRATEGIC PLAN IMPLEMENTATION

FY2017 Annual Report

FY17 ANNUAL REPORT IMPLEMENTATION The purpose of the 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. A green star indicates that the goal or action item is complete for the current fiscal year. A green arrow indicates that the goal or action item is on target to be completed within the specified 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 specified timeline. A red arrow indicates that the goal or action item has insufficient progress needed in order to meet the specified 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 or year.

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Introduction Strategic Directions Patrol Support Finance/Personnel

FY17 ANNUAL REPORT 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.

Overall FY17 Progress

Strategic Directions

1. Professionalism and Organizational Excellence 2. Community Engagement and Partnerships 3. Operational Improvements 4. Technology Development and Infrastructure Expansion

7%

30%

Patrol

58%

North Command South Command

4% 1%

Support

Tactical Command Investigative and Support Command

Completed On Target

Lagging Insufficient Progress

Monitoring

Finance/Personnel

Operational Command Administrative Support Command

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Introduction Strategic Directions Patrol Support Finance/Personnel

STRATEGIC DIRECTIONS

1. Professionalism and Organizational Excellence Highlights

Accomplishments

Goals 1. Promote mutual respect. 2. Improve interactions between FWPD and community. 3. Create and expand future recruiting base. 4. Represent population FWPD serves. 5. Recruit and retain best candidates. 6. Ensure organizational structure is appropriate to respond to community needs. Attended multiple recruiting events including: Prairie View A&M University Career Fair, Poly High Career Day, Veteran Job Fair of Forest Hill, Superstar Program, W.J. Turner Elementary Career Day, and FWISD Career Day. Created “What it Takes” recruiting video about being a FWPD officer. Developed relationships with radio and marketing organizations for recruiting efforts. Created Ask Executive Staff tool and held employee forums. Established external complaint process. Provided De-Escalation and Procedural Justice training.

FY17 Annual Progress

4%

22%

74%

Completed On Target

Lagging Insufficient Progress

Monitoring

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Introduction Strategic Directions Patrol Support Finance/Personnel

FY17 ANNUAL REPORT IMPLEMENTATION

2. Community Engagement and Partnerships Highlights

Accomplishments

FY17 Annual Progress

Attended numerous community events including CODE Blue After Dark Basketball, Police Athletic League (PAL) flag football games, Stop the Violence Rally, several multifamily community meetings, and Worth Reading Celebration. Attended back to school events. Enhanced social media usage to communicate with community and to solve crime. Advertised volunteer opportunities to increase numbers.

3%

15%

9%

73%

Completed On Target

Lagging Insufficient Progress

Monitoring

Goals 1. Promote positive interactions.

2. Improve external communication. 3. Enhance community partnerships. 4. Increase number of volunteers. 5. Research innovative community programs.

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Introduction Strategic Directions Patrol Support Finance/Personnel

FY17 ANNUAL REPORT IMPLEMENTATION 3. Operational Improvements Highlights

Accomplishments

FY17 Annual Progress

Overall crime rate decreased 4.3%. Implemented crime suppression plans. Created Violent Crimes Task Force and Drug Interdiction Unit. Established Sixth Patrol Division in north Fort Worth. Produced Crime Control and Prevention District quarterly performance reports. Goals 1. Reduce, solve, and prevent crime. 2. Expand Intelligence-Led Policing (ILP). 3. Reduce calls for service response times. 4. Strengthen internal communication. 5. Create additional patrol divisions. 6. Identify and prioritize highest funding needs. 7. Promote Crime Control and Prevention District (CCPD)

3%

2%

7%

15%

73%

Completed On Target

Lagging Insufficient Progress

Monitoring

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Introduction Strategic Directions Patrol Support Finance/Personnel

FY17 ANNUAL REPORT IMPLEMENTATION 4. Technology Development and Infrastructure Expansion Highlights

FY17 Annual Progress 2%

Accomplishments

Researched 31new technologies including multifunctional robot, uploading videos to a secure online server, and virtual reality headsets. Installed new in-car video systems. Expanded citywide surveillance camera program. Began developing software for Public Service Kiosk Program. Managed six major facility construction and renovation projects.

38%

58%

2%

Completed On Target

Lagging Insufficient Progress

Monitoring

Goals 1. Replace aging equipment and technology. 2. Improve/expand existing systems and solutions. 3. Determine technology infrastructure needs. 4. Revise Disaster Recovery Plans for facilities. 5. Ensure facilities are adequate for operations.

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Introduction Strategic Directions Patrol Support Finance/Personnel

PATROL BUREAU North Division Northwest Division West Division Central Division South Division East Division Auto Pound/Fleet Services Traffic Division

FY17 ANNUAL REPORT IMPLEMENTATION Patrol Bureau Highlights

West Division began implementing revitilzation effort in the Las Vegas Trail area. North Division began holding regular meetings with stakeholders opening new businesses. Northwest Division continued to meet with hotels and motels to discuss and address crime prevention. Central Division dedicated several personnel to work directly on homelessness related issues. South Division established weekly meetings with Code Compliance to discuss and address quality of life issues. East Division created Crime Action Plan Committee to discuss crime trends and seek solutions.

FY17 Annual Progress 7%

49%

38%

5%

1%

Completed On Target

Lagging Insufficient Progress

Monitoring

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Introduction Strategic Directions Patrol Support Finance/Personnel

SUPPORT BUREAU Tactical Operations Division Tactical Intelligence Division Tactical Investigations Division Community Programs Division Criminal Investigations Division Forensic Science Division Property/Records Management Division

FY17 ANNUAL REPORT IMPLEMENTATION Support Bureau Highlights

Continued youth boxing programs and hosted six youth flag football games in partnership with Park and Recreation Department. K-9 Unit was accredited by National Detector Dog Association. Mental Health Unit was created and includes one sergeant, one corporal, and six police officers. Gang Unit dismantled three documented criminal street gangs. Gas chromatography-mass spectrometry (GC-MS) and flame ionization detector (FID) for blood alcohol count (BAC) analysis was ordered and will be delivered in early FY18.

FY17 Annual Progress

7%

34%

59%

Completed On Target

Lagging Insufficient Progress

Monitoring

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Introduction Strategic Directions Patrol Support Finance/Personnel

FINANCE/PERSONNEL BUREAU Police Administration

Training Division Professional Standards Communications Division and Quality Assurance Policy Management and Safety Employment Services Financial Management Division Program Support Division

FY17 ANNUAL QUARTER IMPLEMENTATION Finance/Personnel Bureau Highlights

Department was accepted into Texas Police Chiefs Association’s Best Practices Recognition Program. 165 out of 166 standards are complete. Procedural Justice training provided to all sworn personnel. Procedural Justice 1 and 2 classes are completed and Procedural Justice 3 training began in 4th quarter. Digital application, testing, and scoring process developed for police officer recruits. Programs selected for funding as part of FY18 Community Based Programs budget include: Girl’s Inc. of Tarrant County, Safe Haven of Tarrant County, JPS Foundation, CASA of Tarrant County, and Lena Pope Home, Inc.

FY17 Annual Progress

12%

20%

4%

4%

62%

Completed On Target

Lagging Insufficient Progress

Monitoring

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Introduction Strategic Directions Patrol Support Finance/Personnel

FY17 COMPLETED GOALS and ACTION ITEMS

FY17 ANNUAL REPORT IMPLEMENTATION

FY17 Completed Goals and Action Items

Action Item

Accomplishments

Scorecard

1.2-P Establish system by the end of 2017 for personnel to submit innovative ideas to enhance departmental efficiencies and suggest improvements. Create process for Executive Staff to review submissions and provide feedback. 1.3-C Create a Police Athletic League in FY17 to encourage youth engagement activities throughout the community. 1.1.a-O Establish a system by the end of 2016 for personnel to submit innovative ideas to enhance departmental efficiencies and suggest improvements. Create process for Executive Staff to review submissions and provide feedback. 2.10-TI Purchase 400 additional body camera systems in FY17. A3-PB 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. J3-PB Create a competitive wage and salary plan for Electronic Technician positions in the division. The current pay scale for these positions is not competitive with the industry, which leads to high turnover. Turnover decreases the efficiency and stability of the division as new employees are constantly in a training process diverting quality production time from the division.

An "Ask the Executive Staff" link was created and posted to the portal for personnel to submit questions/ideas. Executive Staff can directly address the issues. Continued current youth boxing programs, hosted six youth flag football games in partnership with the Park and Recreation Dept. and began planning for the youth basketball program.

Strategic Direction

Strategic Direction

System created in fall 2016 and can be found on the Police Portal homepage.

Strategic Direction

Completed.

Strategic Direction

Completed.  A representative from each Patrol Division has been assigned.

Patrol Bureau

Completed.

Patrol Bureau

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Introduction Strategic Directions Patrol Support Finance/Personnel

FY17 ANNUAL REPORT IMPLEMENTATION FY17 Completed Goals and Action Items

Action Item

Accomplishments

Scorecard

H6-PB Minimize out of air/out of service time by 8 hours/ week during peak hours of need. J4-PB Add one additional Electronic Technician to maintain the department’s fleet and install associated minor equipment in vehicles. K6-PB Develop a Crime Action Plan (CAP) committee consisting of supervisory and officer-level representatives from each shift and the NPO unit. This committee shall meet twice per month and provide monthly stats. Q3-PB Increase civilian staff by one permanent Animal Technicians to provide for care and maintenance of the 19 horses. R3-PB Ensure reclassification of staff is complete and reevaluate pay adjustments pursuant to Knowledge, Skills, and Abilities, risk factors, etc. A6-PB: Add Sixth Patrol Division goals to the Strategic Plan once the new patrol division is created.

Accomplished.

Patrol Bureau

Completed.

Patrol Bureau

This committee is made up of the Division Lieutenants, the NPOs, the Property Crimes Unit, the Crime Analyst, the CIU Sergeant, and a representative from SRT. We meet each Wednesday at 14:30 to discuss crime trends and seek solutions.

Patrol Bureau

Implemented.

Patrol Bureau

Completed.

Patrol Bureau

Completed.

Patrol Bureau

K-9 Unit is accredited by the National Detector Dog Association.  Officer Tidwell is a certified trainer with Utah Peace Officers Standards and Training, a highly regarded program. The unit has been created and includes 1 Sgt., 1 Cpl., and 6 officers.

C2-SB Apply to become a nationally accredited K-9 Unit.

Support Bureau

J1-SB Implement a new Mental Health Unit staffed with a sergeant and six officers (FY19-FY20). M2-SB Outsource the Crossing Guard Program to a Private Vendor to increase efficiency. N3-SB Develop a basic Detective Training Manual for use Department-wide.

Support Bureau

Outsource to ACMS completed.

Support Bureau

Completed

Support Bureau

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Introduction Strategic Directions Patrol Support Finance/Personnel

FY17 ANNUAL REPORT IMPLEMENTATION

FY17 Completed Goals and Action Items

Action Item

Accomplishments

Scorecard

Q3-PB Increase civilian staff by one permanent Animal Technicians to provide for care and maintenance of the 19 horses. R3-PB Ensure reclassification of staff is complete and reevaluate pay adjustments pursuant to Knowledge, Skills, and Abilities, risk factors, etc. A6-PB: Add Sixth Patrol Division goals to the Strategic Plan once the new patrol division is created.

Implemented.

Patrol Bureau

Completed.

Patrol Bureau

Completed.

Patrol Bureau

K-9 Unit is accredited by the National Detector Dog Association.  Officer Tidwell is a certified trainer with Utah Peace Officers Standards and Training, a highly regarded program. The unit has been created and includes 1 Sgt., 1 Cpl., and 6 officers.

C2-SB Apply to become a nationally accredited K-9 Unit.

Support Bureau

J1-SB Implement a new Mental Health Unit staffed with a sergeant and six officers (FY19-FY20). M2-SB Outsource the Crossing Guard Program to a Private Vendor to increase efficiency. N3-SB Develop a basic Detective Training Manual for use Department-wide. N4-SB Create an audit process to ensure all detectives work their cases in a timely, thorough manner. AF3-SB Validate Global filer DNA test kit with expanded Combined DNA Index System (CODIS) loci.

Support Bureau

Outsource to ACMS completed.

Support Bureau

Completed

Support Bureau

Completed audit process. Will continue to review audit process for effectiveness. Quantifier Trio and Global Filer are actively being used in casework.

Support Bureau

Support Bureau

Introduction Strategic Directions Patrol Support Finance/Personnel

Fort Worth Police Department STRATEGIC PLAN IMPLEMENTATION

FY2017 Annual Report

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