Strategic Plan Progress Report

Strategic Plan Progress Report

DRAFT SEPTEMBER 2018

Fort Worth Police Department

FY17-FY21 Strategic Plan

FY19 IMPLEMENTATION PROGRESS REPORT

DRAFT SEPTEMBER 2018 Table of Contents

A. Introduction ............................................................................................................... 1

B. Overall Implementation Progress ............................................................................... 2

C. Significant Accomplishments, FY17 - FY18.................................................................. 3

D. Strategic Direction Accomplishments

1. Professionalism and Organizational Excellence .................................................... 12

2. Community Engagement and Partnerships .......................................................... 15

3. Operational Improvements .................................................................................. 18

4. Technology Development and Infrastructure Expansion ...................................... 21

E. Bureau Goal Accomplishments

Patrol Bureau ........................................................................................................... 24

Support Bureau........................................................................................................ 32

Finance/Personnel Bureau ....................................................................................... 35

F. Moving Forward

Strategic Directions .................................................................................................. 38

Capital Improvements ............................................................................................. 40

Staffing Priorities ..................................................................................................... 55

Strategic Plan Implementation Progress Report

Introduction

The Fort Worth Police Department FY17-FY21 Strate- gic Plan was developed in 2016 to guide depart- mental decision making over the next five years. The plan identified departmental and community priori- ties, established S.M.A.R.T. (specific, manageable, achievable, realistic, and time bound) goals, action items to achieve the goals, and assigned persons in the organization responsible for implementation. As the plan has been implemented during the past two fiscal years, key accomplishments, organizational changes, and new opportunities necessitate a review of the plan to ensure the Police Department focuses resources to maximize opportunities and continue implementation for the remaining three years, FY19- FY21. The FY2019 Implementation Progress Report includes implementation accomplishments made during the past two fiscal years, key focus areas moving forward including capital improvement updates and staffing priorities.

Strategic Plan Goals and Action Items

The Strategic Plan includes more than 400 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.

STRATEGIC DIRECTIONS 1. Professionalism and Organizational Excellence

BUREAU GOALS Patrol Bureau

North Command South Command





2. Community Engagement and Partnerships

Support Bureau

Tactical Command



3. Operational Improvements

Investigative and Support Command



Finance/Personnel Bureau

4. Technology Development and Infrastructure Expansion

Operational Command



Administrative Support Command



1

Overall Implementation Progress

As of September 30, 2018, 11 percent of all action items and bureau goals have been “completed”, and 60 percent are “on target” to be accomplished by their estimated completion date. “On target” items may also be ongoing items continuously being implemented by the department. Fifty-four items are “lagging”, 14 items have “insufficient progress”, and 94 items are being “monitored”. Overall Implementation Progress

Complete - 59

On Target - 337

Lagging– 54

Insufficient Progress - 14

Monitoring - 94

Numbers indicate the amount of goals and action items in each category.

Implementation Legend 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 .

A green arrow indicates that the goal or action item is on target to be completed within the specified timeline or may be an ongoing goal or action item.

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 imple- mentation of that goal or action item is expected to start in a future quarter or year or is dependent upon funding availability.

2

Significant Accomplishments, FY17-FY18

The Fort Worth Police Department implemented the following significant accomplishments during the past two fiscal years. More accomplishments for each Strategic Direction and each Bureau are included in this report beginning on page 11.

Accreditation from Texas Police Chief’s Association On February 7, 2018, the FWPD received the official approval of “Recognized” agency and is the largest department in the State of Texas to receive such an honor. The program is a vol- untary process where police agencies in Texas prove their com- pliance with 168 Texas Law Enforcement Best Practices. The best practices were carefully developed by Texas law enforce- ment professionals to assist agencies in the efficient and effec- tive delivery of service, the reduction of risk, and the protec- tion of individual’s rights. Being “Recognized” means that the agency has proven that it meets or exceeds all of the identified best practices for Texas law enforcement. The best practices cover aspects of law enforcement operations such as use of force, protection of citizen rights, pursuits, property and evi- dence management, and patrol and investigative operations .

City Council Presentation

Patrol Commander Rank Approved The City Council approved the addition of six commander positions to the Patrol Bureau ranks on Novem- ber 25, 2017, allowing the department to select officers who possess the leadership skills, intellect, experi- ence, and dedication to build and maintain relationships in the community. The six Patrol Commanders are:

East Commander Paula Fimbres

Central Commander Joseph Sparrow

North Commander Neil Noakes

Northwest Commander Pedro Criado

South Commander Greg Weathers

West Commander Cynthia O’Neil

3

Significant Accomplishments, FY17-FY18 (cont.)

National Initiative Implementation; Procedural Justice and De-Escalation Training Through the City’s involvement with the Na- tional Initiative for Building Community Trust and Justice, the department is providing criti- cal training to all officers. The mission of the National Initiative for Building Community Trust and Justice is to improve relationships and increase trust between communities and the criminal justice system. In 2017, there were five dedicated FWPD staff teaching Na- tional Initiative classes and providing infor- mation to the community. In 2017, more than 900 officers completed Procedural Justice III training. The remaining officers completed the class in 2018. All officers in the department received de-escalation training in 2017. Police Executive Research Forum trainers provided the intensive, eight-hour Integration Communications, Assessment, and Tactics (ICAT) training course. The training included hands-on tools for officers to learn different approaches to de- escalate tense situations. The ICAT course is designed to assist officers with safe and professional resolu- tions to critical incidents that involve unarmed individuals who may pose a danger to themselves and oth- ers. The primary goals of the course are to reduce the use of deadly force, uphold the sanctity of life, build community trust, and promote public safety by learning skills and strategies related to decision making, cri- sis recognition, tactical communications, and safety tactics. Chief ’s Advisory Board The Police Chief's Advisory Board (CAB) was re- established in 2017 under the direction of Chief Joel F. Fitzgerald. The board was created to act as a community resource for the Chief in the for- mation of strategies, development of communi- ty policing concepts, and increasing public awareness. The primary purpose of the Chief's Advisory Board is to provide a forum with key stakeholders regarding law enforcement policies within the community and is comprised of a di- verse cross-section of community leaders repre- sentative of Fort Worth. The rotating member- ship of the board consists of at least 40 promi- nent citizens from throughout the community (34 adults and 6 high school students) who rep- resent a range of interests and experiences. Members are from diverse backgrounds, including business, education, non-profits, public relations, faith community, the political arena, and more. Training Presentation CAB Presentation

4

Significant Accomplishments, FY17-FY18 (cont.)

Fort Worth Police Athletic League

The vision of the Fort Worth Police Athletic League (FWPAL) is to provide guid- ance and leadership to ensure the safety of youth, improve their lives, reduce crime and better serve the community by building strong and trusting relation- ships through athletic programs and community partnerships. FWPAL is a 501 (c)(3) non-profit organization currently with over 350 youth participating in multiple sport programs including flag football, cheerleading, an outdoor ad- venture camp, and boxing located at two gyms. PAL reached milestones with five kids reaching Golden Gloves status and an increase in participation at the North PAL gym to 20 youth. The 2018 Flag Football League consisted of chil- dren ages 5-13 finishing the season June 2. In addition, FWPAL developed a partnership with the Southside Hornets Athletic Association and now have 50 cheerleader participants.

Mental Health Crisis Intervention Team The Mental Health Crisis Intervention Team (CIT) was established on September 1 and consists of six spe- cially trained and Texas Commission on Law Enforcement (TCOLE) certified Mental Health Peace Officers. Each officer is assigned a patrol division and is under the direction of two Corporal/Detectives (Team Lead- ers) and a Sergeant. The primary purpose of the team is to reduce the hazards associated with interactions between law enforcement and people with mental illness, to proactively engage those with mental illness that pose a threat to the community as a whole, and to connect those with mental illness with support ser- vices as appropriate. The secondary purpose of the CIT is to reduce return calls for service related to men- tal health, ultimately freeing patrol officers to provide additional service to the community.

Winning Big with the FWPD Explorer Program The FWPD Explorer Program is a career educa- tional and experience-based program de- signed to help young people develop into ma- ture and responsible adults. Explorers train to compete against other Explorer teams throughout the area, state and even the na- tion. FWPD Explorers test their learned skills against one another, with the top participants and teams receiving awards for their perfor- mance.

In 2018, the FWPD Explorer Program attended and competed at the TLEEAA State Law En- forcement Exploring Competition and placed

FWPD Explorers

in the following Team Scenarios: 1 st Place Misdemeanor Traffic Stops, 1st Place Crisis Negotiation, 1st Place Unknown Call for Police, 2nd Place Felony Traffic Stops, 3rd Place Traffic Accidents, 3rd Place Domes- tic Crisis, and 3rd Place Suicidal Mental Person. The FWPD Explorer Program was also awarded Agency of the Year.

5

Significant Accomplishments, FY17-FY18 (cont.)

3 rd Most Popular Police Department in the Nation Over the last two years, FWPD has published elaborate, fun videos to fuel interest in becoming a police officer in Fort Worth. The first video, Darth Vader Interview, has been viewed by more than 200,000 on YouTube and over one mil- lion times on Facebook since its release in December 2015. In December 2016, the department released Stormtrooper Re- cruit, which received more than 20 million views on Face- book. In 2017, FWPD focused on a Police Officer’s first day of work in 2017. The video stars Chewbacca and follows him on his first day on the job, which received over 2 million views. As of 2018, the FWPD Facebook page has over 200,000 fol- lowers, putting FWPD as the 3 rd most popular police depart- ment on social media in the nation.

FWPD Video

In 2017, the Fort Worth Police Department won 3rd place at the 2017 Government Social Media Conference and Expo’s Golden Post Awards held in Dallas. They were nomi- nated in the category “Best Use of Humor on Social Me- dia”. The Golden Post Awards honor outstanding use of so- cial media in local and state government agencies across the United States. During the 2017 Government Social Me- dia Conference and Expo ceremony, the FWPD’s Stormtrooper Recruitment video placed third in the Golden Post Awards Best Use of Humor in Social Media category.

Government Social Media Conference

FWPD Hurricane Harvey Response

The Fort Worth Police Department de- ployed 149 officers to Houston to assist with Hurricane Harvey relief efforts. The first 100 officers deployed on August 30, 2017. Fort Worth officers answered pa- trol calls for service and responded to incidents throughout Houston. The de- ployment included Chief Fitzgerald, three assistant chiefs, two deputy chiefs, other command staff and officers.

Law Enforcement Mutual Aid for Hurricane Harvey

6

Significant Accomplishments, FY17-FY18 (cont.)

Technology at Work Technology Services staff worked with the IT Solutions Department and Financial Management Services De- partment to expand technology improvements in each of the following categories: access to >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 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52-53 Page 54-55 Page 56-57 Page 58-59 Page 60-61 Page 62

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