FY2018 Quarterly Implementation Update

FY2018 Quarterly Implementation Update

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 specied 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 specied timeline. A red arrow indicates that the goal or action item has insucient progress needed in order to meet the specied 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.

- 1 -

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 Insucient Progress - 5 Monitoring - 132

Click here to go to the Strategic Plan Implementation Dashboard.

- 2 -

B. S TRATEGIC D IRECTIONS

- 3 -

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 ocer. (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.

- 4 -

QUARTERLY IMPLEMENTATION UPDATE

PROFESSIONALISM AND ORGANIZATIONAL EXCELLENCE

I MPLEMENTATION P ROGRESS

21%

71%

Lagging - 0 Complete - 2 On Target - 17 Insucient 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 eciencies 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.

- 5 -

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 Coee with Cops, expanding the KidID program, and Auto Etching. (FY18) • Six School Resource Ocers 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 Oce 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 Insucient 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.

- 7 -

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 modications to the operational structure to address ineciencies. 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.

- 8 -

QUARTERLY IMPLEMENTATION UPDATE

OPERATIONAL IMPROVEMENTS

I MPLEMENTATION P ROGRESS

7%

12%

10%

71%

Lagging - 4 Complete - 3 On Target - 29 Insucient Progress - 0 Monitoring - 5

Completed Operational Improvements Action Items: 1.1 Establish a system for personnel to submit innovative ideas to enhance departmental eciencies 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 eciency, increase visibility in neighborhoods, and give patrol ocers 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 ocers 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 >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24

Made with FlippingBook Online newsletter