Strategic Plan Implementation Update

Strategic Plan Implementation Update

Fort Worth Police Department FY17 - FY21 Strategic Plan

FY2017 - FY2021 As of March 31, 18 IMPLEMENTATION UPDATE

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.

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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

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B. S TRATEGIC D IRECTIONS

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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)

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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)

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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)

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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)

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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.

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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)

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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 >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 Page 25

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