Strategic Plan Implementation Update - FWPD

FY17 - FY21 STRATEGIC PLAN

IMPLEMENTATION UPDATE

Fort Worth Police Department

As of March 31, 2018

FWPD TABLE OF CONTENTS A. Strategic Plan Implementation..................................................................... 1

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.......................................................................... 20

FWPD 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.

BUREAU GOALS

STRATEGIC DIRECTIONS

Patrol Bureau

1. Professionalism and Organizational Excellence 2. Community Engagement and Partnerships

North Command South Command

Support Bureau

Tactical Command Investigative and Support Command Finance/Personnel Bureau Operational Command Administrative Support Command

3. Operational Improvements

4. Technology Development and Infrastructure Expansion

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.

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 or is dependent upon funding availability.

FWPD A. STRATEGIC PLAN IMPLEMENTATION

In FY2017, the Fort Worth Police Department began the implementation of the department’s five-year Strategic Plan. Each fiscal quarter, the responsible party of each goal and action item provides quarterly accomplishments. As March 31, 2018, 10 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

ON TARGET - 270

LAGGING - 17

COMPLETE - 46

INSUFFICIENT PROGRESS - 3

MONITORING - 125

B. S TRATEGIC D IRECTIONS

1 PROFESSIONALISM AND . Promote a culture of mutual respect within the Fort Worth Police Department.

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

4. Represent the population that the Fort Worth Police Department serves.  Began creating a Diversity Journey Plan to increase diversity. (FY18) 5. Recruit, hire, promote, and retain the best candidates to serve the Fort Worth Community.  Recruiting Unit is creating a video presentation to give insight on how to prepare and apply to become a Fort Worth Police Officer. (FY18)  Recruiting Unit marketed at the following diverse institutions: Prairie View A&M University, Texas Christian University, University of North Texas, Mississippi Valley State, Ala- bama State, and NY John Jay College. (FY18) 6. Ensure the department’s organizational structure is appropriate to respond to community needs.  Organizational structure with six new Patrol Bureau Commanders updated in November 2017.

 Created external complaint procedure that is on the Fort Worth Police Department website for the public to utilize. (FY17)  Ask the Executive Staff Link created for personnel to submit questions/ideas. (FY17) 2. Improve the interactions of members of the FWPD and the community.  Following training scheduled: Strategic Management and FBI LEEDA. (FY18)  Provided presentation on Procedural Justice to Civilian Training Advisory Board. (FY18). 3. Continuously build relationships with diverse populations within Fort Worth to create and expand the future recruiting base.  Recruiting Unit visited the following locations seeking college graduates: University of North Texas, Prairie View A&M University, Re- mington College, Texas Christian University, Tarrant County Community College and Dunbar High School. (FY18) sponsored by the following organizations: Handley Safety Fair, Jet Relays Soul Festival, NY John Jay College Law Enforcement Career Fair, P.R.I.D.E. and U.N.I.T.Y. marches. (FY18)  Recruiting Unit participated in events

 Created a sixth patrol division. (FY17)

1 PROFESSIONALISM AND I MPLEMENTATION P ROGRESS

ORGANIZATIONAL EXCELLENCE

ON TARGET - 20

LAGGING - 0

COMPLETE - 2

INSUFFICIENT PROGRESS - 0

MONITORING - 2

Cumulative Professionalism and Organizational Excellence Action Items Completed:

 Establish detailed expectations of professionalism, accountability, and transparency through all ranks, require sign back through PowerDMS, and share with the public. (Professional Standards)  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. (Police Administration)

2 COMMUNITY ENGAGEMENT AND PARTNERSHIPS A CCOMPLISHMENT H IGHLIGHTS

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.

1. Promote positive interactions with the public during every contact with a great attitude, positivity, and guardian mentality.  Members of the Police Athletic League boxing team competed in the Fort Worth Regional Golden Gloves. (FY18)  Created new recruiting brochures and working on posters for high schools and middle schools. (FY18)  Face-to-face interactions increased due to the implementation of initiatives such as Community Game Nights, Stop Six Mobile Food Pantry, COPS 4 Kids BBQ Fundraiser, and Child ID events. (FY18)

4. Increase the number of volunteers involved in Fort Worth Police Department programs.  660 active Citizens on Patrol members. (FY18)

 CERT program is now accepting

applications for the Teen Academy. Apply here: http://www.certfortworth.org/ (FY18)

5. Continue to research innovative, community oriented programs to engage the public.  Two Crimescape Webinars completed for predictive analysis. (FY18)  Executive Staff, Command Staff, and other Fort Worth Police personnel visited Chicago to gain knowledge on COMPSTAT. (FY18)  Ash Crescent Neighborhood was designated by the City of Fort Worth as the next community to receive community cameras. The NPO is currently working with the community to identify locations for the cameras. (FY18)

2. Improve external communication.

 Educational outreach materials were provided by crime prevention and patrol division staff. (FY18)  Public Relations Office assisted in creating a Procedural Justice video. (FY18)

3. Enhance community partnerships.

 Patrol Officers now use signal 90, which is a police code used to document when an officer is attending a community event/ meeting. (FY18)

2 COMMUNITY ENGAGEMENT AND PARTNERSHIPS I MPLEMENTATION P ROGRESS

ON TARGET - 29

LAGGING - 3

COMPLETE - 2

INSUFFICIENT PROGRESS - 0

MONITORING - 0

Cumulative Community Engagement and Partnerships Action Items Completed:

 Create a Police Athletic League in FY17 to encourage youth engagement activities throughout the community. (Gang Unit)  Continue implementation of a Community Camera Program so residents and business owners can collaborate with the Department. This interconnects with a Technology Development goal. (Technology Services Section)

3 OPERATIONAL IMPROVEMENTS 1. Reduce, solve, and prevent crime. A CCOMPLISHMENT H IGHLIGHTS

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 modifications to the operational structure to address inefficiencies. Goals and action items for this strategic direction are below.

4. Strengthen Internal Communication.

 Overall crime rate decreased 6.8% in the 2nd quarter of FY18 compared to the 2nd quarter of FY17.  Crimes Against Persons crime rate decreased 2.3% in the 2nd quarter of FY18 compared to the 2nd quarter of FY17.  Crimes Against Property decreased 8.6% in the 2nd quarter of FY18 compared to the 2nd quarter of FY17. .

 “New with the Blue” weekly newsletter is being prepared to highlight upcoming weekly events. (FY18)

5. Create additional Patrol Divisions.

 New North Division facility opened in March with a grand opening ceremony planned in April 2018.  South Patrol Division facility included in the City’s 2018 Bond Program, which will be voted on during the 3rd quarter of FY18.  Monthly Budget Committee meetings held. New Budget Committee members and chair selected. (FY18)  Administrative Support Command continues to work with the Performance and Budget Office on the FY19 Budget development process to address the Police Department’s staffing and other needs. (FY18). 6. Identify and prioritize highest funding needs.

2. Expand Intelligence-Led Policing (ILP).

 Presented Procedural Justice III to students at multiple schools. (FY18)

 Began creating a Facilitator’s Guide to

Youth Engagement and Conversations that is structured toward the School Resource Officers. (FY18)

3. Reduce calls for service response times.

 Priority 1 response time average decreased from 9:54 in the 2nd quarter of FY17 to 9:24 in the 2nd quarter of FY18.

7. Promote Crime Control and Prevention District (CCPD).

 Response times by patrol division:

 Provided CCPD Board of Directors and

FY18 Second Quarter Priority 1

FY17 Second Quarter Priority 1

public quarterly program report that outlines each program’s funding and performance. (FY18)

Division

8:35

8:58

Central

11:35

12:35

North

9:06

9:20

East

9:47

9:53

South

8:10

8:39

West

10:29

Northwest*

*Realignment of patrol divisions and new Northwest Division added on August 19, 2017.

3 OPERATIONAL IMPROVEMENTS I MPLEMENTATION P ROGRESS

ON TARGET - 28

LAGGING - 3

COMPLETE - 4

INSUFFICIENT PROGRESS - 1

MONITORING - 5

Cumulative Operational Improvements Action Items Completed:

 Establish a system by the end of 2016 for personnel to submit innovative ideas to enhance depart- mental efficiencies and suggest improvements. Create process for Executive Staff to review submis- sions and provide feedback. (Chief’s Office)  Restructure patrol divisions in FY17 to a true beat concept to improve efficiency, increase visibility in neighborhoods, and give patrol officers ownership of a geographic area. (Patrol Bureau)  Evaluate the creation of a Mental Health Unit to focus on mental health issues in the community in FY18. (Patrol Bureau)  Establish a Sixth Patrol Division in FY18 to respond to significant population and development growth in north Fort Worth. (Patrol Bureau)

4 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 officers and largely dictate the probability that a department meets the expectations of citizens. Goals and action items for this strategic direction are below. 1. Replace aging and out-of-date equipment and technology. 3. Determine technology infrastructure needs for Police Department facilities. A CCOMPLISHMENT H IGHLIGHTS

5. Ensure Police facilities are adequate for the department's operations to serve the community.  The 350 W. Belknap to Calvert renovation and move, Tactical Center renovation, new leases on W. 7th, West Division/Joyce and the new North Patrol Division facilities were programmed to accommodate future growth and service needs.  Expanded external WiFi access to appropriate facilities to accommodate wire- less upload of in-car videos. (FY18)  Technology Services completed Phase 1 with installing technology systems at the new North Patrol facility, Tactical Center, Calvert, and 350 Belknap basement. (FY18)  Reviewed network infrastructure at Police Department facilities insuring adequate connectivity and performance. (FY18) 4. Revise Disaster Recovery Plans for mission- critical systems and create business continuity plans for Police Department facilities.  Reviewed and revised as necessary the Technology Disaster Recovery Plan. (FY18)

 300 patrol vehicles received new

in-car video systems. Additional 250 in-car video systems installed in the 2nd quarter. (FY18)  Two E-Forms were developed: Personnel Transfer and Overtime Request. (FY18) Community engagement smartphone app, Grappler police bumper-tire net, Amazon Web Services (AWS) GovCloud, Automated Injury Detection (AID) vest, Workforce Management Scheduling 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)  Community Camera Program is available on the Fort Worth PD website: www.fortworthpd.com. 123 registrations during the 2nd Quarter of FY2018. This brings the total number of registrations to 758, providing access to over 3,780 camera views.  Eight new technologies researched: Application, Signal SideArm, Signal Performance Power Magazine, and GrayKey technology.

4 TECHNOLOGY DEVELOPMENT AND INFRASTRUCTURE EXPANSION I MPLEMENTATION P ROGRESS

ON TARGET - 22

LAGGING - 0

COMPLETE - 2

INSUFFICIENT PROGRESS - 0

MONITORING - 24

Cumulative Technology Development and Infrastructure Expansion Action Items Completed:

 Expand WiFi infrastructure to support expanded camera projects and connectivity to City network annually. (Technology Services)

 TI Purchased 400 additional body camera systems in FY17. (Purchased 550) (Technology Services)

C. B UREAU G OALS

FWPD P ATROL

B UREAU H IGHLIGHTS

OVERALL PATROL BUREAU

 Each patrol division held multiple community forums to address community concerns and neighborhood and community safety. (FY18)  Each patrol division actively participated in youth activities including the Police Athletic League (PAL), after school basketball games, and reading events. (FY18)  Neighborhood Police Officers (NPOs) are active within their beats identifying and assisting with quality of life issues. (FY18)

 Mobile storefront was used by each division at multiple events throughout the city. (FY18)

NORTH COMMAND N ORTHWEST D IVISION

 Maintained weekly contact throughout the quarter with area hotels, motels, and businesses. (FY18)

 Attended more than 200 neighborhood associations, businesses, and volunteer group meetings. (FY18)  Neighborhood Police Officers attended STEM training that provided officers training in robotics and engineering, so they can engage with youth at schools and recreation centers after school. (FY18)

N ORTH D IVISION

 Neighborhood Police Officers attended “Book Patrol” at Northbrook Elementary where they read with 4th graders. (FY18)

 Installed a “Little Free Library”, a free book exchange network, at the new North Patrol Facility. (FY18)

 Hosted Kid ID and Bicycle Rodeo events. (FY18)

 Created an Economic Development Committee and hosted the first meeting in March. (FY18)

W EST D IVISION

 Las Vegas Trail revitalization program is on track and making noticeable improvements in the area. The LVTRise program has established a Mobile Community Center to provide services immediately including Workforce Solutions and job placement, public benefit applications, coaching and mentoring, early childhood development screening, exercise and healthy living classes, and financial coaching. (FY18)

 West 7th Street substation at Montgomery Plaza anticipated to open in the third quarter. (FY18)

C ENTRAL D IVISION

 Held 26 formal meetings with staff, three COP group meetings, three Bike Security meetings, four Downtown Security meetings, and multiple neighborhood meetings throughout Central Division. (FY18)

 Dedicated an officer to the Crisis Intervention Team. (FY18)

FWPD P ATROL

B UREAU H IGHLIGHTS

SOUTH COMMAND A IR S UPPORT

 Continued training relief officers. (FY18)

 FWPD Air Support Standard Operating Procedures manual is being developed. (FY18)

A UTO P OUND /F LEET S ERVICES

 Overall vehicle availability is 94.5%. Division Manager is working on a method to report by each patrol divisions. (FY18)

 314 vehicles were auctioned. (FY18)

S OUTH D IVISION

 Developed and implemented an action plan to handle historical crime spikes using predictive analysis products. (FY18)  Met with100 citizens to address quality of life issues and to build relationships with the community. (FY18)

 Conducted a homeless and burglary detail with Code Blue participants. (FY18)

E AST D IVISION

 Held seven community forums and attended 150 community meetings. (FY18)

 Created a new bilingual COP group. (FY18)

 Involved Code Blue members in a high crime area detail, parking enforcement detail, and a bimonthly truancy detail. Code Blue members attended roll calls to meet with officers. (FY18)

 Attended the MLK Community Center reading program on Tuesdays and Thursdays. (FY18)

T RAFFIC D IVISION

 Provided monthly solo motor training for the Freeway Enforcement officers in the new Dodge Chargers. (FY18)  Abandoned Vehicle Enforcement vehicles were ordered, and we are awaiting arrival and installation of equipment. (FY18)

FWPD P ATROL

B UREAU H IGHLIGHTS

I MPLEMENTATION P ROGRESS

LAGGING - 0

ON TARGET - 51

COMPLETE - 9

INSUFFICIENT PROGRESS - 1

MONITORING - 39

Cumulative Patrol Bureau Goals Completed:

 Increase use of technology as it continues to evolve rapidly by including one consistent representa- tive from each Division in Technology Committee meetings to remain informed on available en- hancements. (Overall Goal)  Add Sixth Patrol Division goals to the Strategic Plan once the new patrol division is created. (Overall Goal)  Expand the West Division Bike Patrol Unit by ten officers and one sergeant for the 7th Street corridor in FY18. (West Division)  Create a dedicated police Homeless Reaction Team comprised of seven officers and one sergeant in FY19 that are properly trained in dealing with all homeless related issues. (Central Division)  Add one additional Electronic Technician to maintain the department’s fleet and install associated minor equipment in vehicles. (Fleet/Auto Pound)  Create a competitive wage and salary plan for Electronic Technician positions in the division. (Fleet/ Auto Pound)  Develop a Crime Action Plan (CAP) committee consisting of supervisory and officer-level representa- tives from each shift and the NPO unit. This committee shall meet twice per month and provide monthly stats. (East Division)  Ensure reclassification of staff 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/ week during peak hours of need. (Air Support Unit)

TACTICAL COMMAND T ACTICAL O PERATIONS D IVISION FWPD S UPPORT

B UREAU H IGHLIGHTS

 Special Response Teams are being programmed into patrol division facilities. (FY18)

 SWAT Unit obtained necessary air mobile training. (FY18)

 Special Events and Emergency Response conducted upgrades to the command truck. (FY18)

 Mounted Patrol worked with Patrol Divisions, downtown, and on the Trinity Trails. (FY18)

T ACTICAL I NTELLIGENCE D IVISION

 Crime Analyst position for the Northwest Division was approved. (FY18)

 The Real Time Crime Center converted three on-loan positions to permanent. (FY18)

T ACTICAL I NVESTIGATIONS D IVISION

 A full time Vice Unit with ten officers and one sergeant is in place and fully functional. (FY18)

 Gang Intervention/Prevention Unit is fully staffed with an addition off three new officers. Officers provide opportunities for counseling and mentoring children. (FY18)  Gang Intervention/Prevention Unit have been actively meeting with the community and YMCA administrators to begin setting up summer programs. (FY18)

FWPD S UPPORT

B UREAU H IGHLIGHTS

INVESTIGATIVE & SUPPORT COMMAND C OMMUNITY P ROGRAMS D IVISION

 46 new Citizens on Patrol members trained. (FY18)

 25 presentations provided by the School Resource Unit at participating schools. (FY18)

C RIMINAL I NVESTIGATIONS D IVISION

 Criminal Investigations Division Units attended multiple roll calls. Domestic Violence Unit attended roll calls and provided training on new Emergency Protection Order procedures. (FY18)  Digital Forensics Lab Unit reduced the case backlog from 29 phones and 7 computers in the first quarter of FY2018 to 11 phones and 2 computers in the second quarter of FY2018.  Economic Crimes Unit continues to partner with other agencies to identify new economic crime trends and to develop investigative responses to disseminate public education materials. (FY18)  Forensic Science Division will begin the process of validating Y-screen for sexual assault kit examinations (rapid processing of swabs) and to validate STRMIX (probabilistic genotyping). (FY18)  Seven chemists attended the DEA South Central Laboratory’s Updates and Instrument Application Training. (FY18)  Biology Unit members completed the following training conducted by the American National Standards Institute and the American Society for Quality (ANAB): ANAB Forensic: Auditing Principles and ANAB Delta to AR 3028; and, From Training to Trail: A Reflection on Nearly Three Years of Probabilistic Genotyping. (FY18)  Average turnaround time for routine cases in unit: Latent Print Unit - 68 days, Firearms Unit - 15.98 days, and Chemistry Unit - less than 60 days. (FY18) F ORENSIC S CIENCE D IVISION

P ROPERTY /R ECORDS M ANAGEMENT

 The Data Reporting Unit is fully staffed. The trainer position has been instrumental in retaining staff and retraining existing staff. (FY18)  Continued to work on a plan to eliminate multiple identifying numbers for individuals listed in the Records Management System. (FY18)

FWPD S UPPORT

B UREAU H IGHLIGHTS

I MPLEMENTATION P ROGRESS

LAGGING - 3

COMPLETE - 11

ON TARGET - 64

INSUFFICIENT PROGRESS - 0

MONITORING - 41

Cumulative Support Bureau Goals Completed:

 Obtain railway assault training for entire unit in FY17. (SWAT Unit)

 Purchase or obtain donors for two additional canines. (K9 Unit)

 Apply to become a nationally accredited K-9 Unit. (K9 Unit)

 Implement a new Mental Health Unit staffed with a sergeant and six officers (FY19-FY20). (Intelligence Section)  Outsource the Crossing Guard Program to a Private Vendor 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)  Increase civilian staff by one permanent Animal Technicians to provide for care and maintenance of the 19 horses. (Mounted Patrol Unit)  Validate Global filer DNA test kit with expanded Combined DNA Index System (CODIS) loci. (Biology Unit)

 Implement training program to increase staff retention. (Data Reporting Unit)

 Upgrade security camera system. (Property Records Management Unit)

P OLICE A DMINISTRATION FWPD F INANCE/

P ERSONNEL

B UREAU

H IGHLIGHTS

 Held two Procedural Justice conversations with youth at FWISD Schools. (FY18)

 Held community listening session involving each divisional commander. (FY18)

 Facilitator’s Guide is being created for structured conversations with youth. (FY18).

OPERATIONAL COMMAND P OLICY M ANAGEMENT AND S AFETY

 Received recognition status from the Texas Police Chiefs Association Best Practices Recognition Program. (FY18)

 12 tests were attached to documents in PowerDMS for all FWPD personnel. (FY18)

 Five facility safety inspections, eight assessments in relation to health and safety concerns, and two Emergency Action Plans completed. (FY18).

T RAINING D IVISION

 Forty-hour in-service began for the 2017-2019 training cycle. (FY18)

 Conducted four dimensional tactics courses (active shooter) trainings. (FY18)

 Provided Civilian Response to Active Shooter Event (CRASE) presentations to over a dozen businesses between February and March 2018.  FWISD and Crowley ISD Superintendents attended CRASE and have sent additional staff to receive training. (FY18).

 67 youth participated in the Explorer Program.

P ROFESSIONAL S TANDARDS

 IAPro software annual upgrade completed. (FY18)

 Obtained 100% compliance with Recognition Program Monthly Audits. (FY18)

C OMMUNICATIONS D IVISION AND Q UALITY A SSURANCE

 Planning to meet with Fire Department to discuss the plans to build a new back-up communications location. (FY18)

FWPD F INANCE/

P ERSONNEL

B UREAU

H IGHLIGHTS

ADMINISTRATIVE SUPPORT COMMAND E MPLOYMENT S ERVICES

 Met with Training Division and Finance personnel to plan for the next recruit class. (FY18)

 Participated in the following training: Administrative Support Command Retreat for Leadership, Point of Dispensing, Leading Teams, Family Medical Leave Act webinar, and Drug and Alcohol for Supervisors. (FY18)

 Met with stakeholders regarding background screening processes for COPs Volunteers. (FY18)

F INANCIAL M ANAGEMENT D IVISION

 Budget updates are provided at Executive Staff meetings. Overtime reports are sent each pay period. (FY18)  The Grant and Program Management Unit staff visited Partners with a Shared Mission programs during their operating hours to gain a better understanding of the activities provided to participants and answer for any questions. (FY18)  Grant and Program Management Unit personnel met with representatives from each CCPD program. (FY18)  Procurement and Contract Management monitored and reconciled all accounts and journal entries submitted and posted within monthly deadlines. (FY18)  Research and Planning facilitated, implemented, and tracked goals and initiatives outlined in the Strategic Plan, Business Performance Plan, and the CCPD report. (FY18)  Research and Planning managed 5 significant facility construction and move projects including 350 W. Belknap basement, Calvert, Tactical Center, North Division, and West Division/Joyce. (FY18) P ROGRAM S UPPORT D IVISION

 41training opportunities were attended/completed by staff. (FY18)

FWPD F INANCE/

P ERSONNEL

B UREAU

H IGHLIGHTS

I MPLEMENTATION P ROGRESS

LAGGING - 8

ON TARGET - 56

COMPLETE - 16

INSUFFICIENT PROGRESS - 1

MONITORING - 14

Cumulative Finance/Personnel Bureau Goals Completed:

 Establish a video production component of the Public Relations Office Team to include broadcasts in Spanish. (Public Relations)

 Add one Asset Management Technician in FY18. (Asset Management)

 Over a 5-year period, acquire 400 additional carbine rifles and train personnel. (Enhanced Skills Unit) (Purchased 500)  Purchase a multi-screen use of force simulator and staff it to provide training across all shifts. (Reality Based Training Unit)

 Streamline application process for out-of-town applicants. (Backgrounds Unit)

 Move to a digital application, testing, and scoring process. (Backgrounds Unit)

 Acquire TPCA Accreditation in 2017. (Internal Affairs Section)

 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. (Communications Division)

 Install 5-7 new consoles each year through 2020. (Communications Division)

FWPD F INANCE/

P ERSONNEL

B UREAU

H IGHLIGHTS

I MPLEMENTATION P ROGRESS

Cumulative Finance/Personnel Bureau Goals Completed Continued:

 Work with Human Resources Department to identify and implement a plan to ensure that five key positions are aligned with the complexity of the position responsibilities and/or duties in FY17. (Program Support Division)  Increase the number of Grant and Program Management personnel by two positions in FY18 and FY19 to increase capacity to apply for and manage additional grant funding opportunities as di- rected by the Chief and Command staff. (Grant and Program Management Unit)  Evaluate the CCPD Community Based Program process and implement improvements for FY18. (Grant and Program Management Unit)  Increase the number of Contract and Procurement personnel by two staff to ensure the appropriate amount of resources are provided to execute and manage approximately 250+ agreements and procurement responsibilities assigned to this Section in FY18. (Procurement and Contract Manage- ment Section)  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)  Move forward to obtain accreditation through the Texas Police Chiefs Association Best Practices Recognition Program. (Policy Management and Safety Unit)

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