Strategic_Plan_02282017 updated

Strategic_Plan_02282017 updated

Fort Worth Police Department Strategic Plan

Fort Worth Police Department Five-Year Strategic Plan FY17-FY21

The mission of the City of Fort Worth Police Department is to safeguard the lives and property of those we serve, to reduce the incidence and fear of crime, and to enhance public safety through partnering and building trust with the community.

City of Fort Worth—Working together to build a strong community .

Fort Worth Police Department Strategic Plan

Table of Contents A CKNOWLEDGEMENTS ...................................................................................................................................i M ESSAGE FROM THE C HIEF ....................................................................................................................... vii E XECUTIVE S UMMARY ..................................................................................................................................x P ART 1: I NTRODUCTION ............................................................................................................................. 1 P URPOSE OF THE P LAN .......................................................................................................................................... 1 F OUR S TRATEGIC D IRECTIONS ............................................................................................................................. 2 2016 O RGANIZATIONAL C HART .......................................................................................................................... 5 P ROPOSED O RGANIZATIONAL C HART .................................................................................................................. 6 R ECENT M AJOR A CCOMPLISHMENTS ................................................................................................................... 7 P ART 2: F ORT W ORTH D EMOGRAPHICS AND T RENDS .............................................................................. 9 P OPULATION G ROWTH .......................................................................................................................................... 9 A GE S TATISTICS ................................................................................................................................................... 13 S OCIOECONOMIC S TATISTICS ............................................................................................................................. 14 C RIME T RENDS .................................................................................................................................................... 14 P ART 3: H OW G ROWTH A FFECTS THE F ORT W ORTH P OLICE D EPARTMENT ........................................17 S TAFFING M ODELS /W ORKLOAD A NALYSIS ..................................................................................................... 18 C APITAL I MPROVEMENT P LAN : F ACILITIES ..................................................................................................... 43 C APITAL I MPROVEMENT P LAN P RIORITIES ...................................................................................................... 60 T ECHNOLOGY D EVELOPMENT AND I NFRASTRUCTURE E XPANSION ............................................................... 66 P ART 4: F ORT W ORTH P OLICE D EPARTMENT O PERATIONS ..................................................................77 P OLICING P HILOSOPHY ....................................................................................................................................... 77 P RESIDENT ’ S T ASK F ORCE ON 21 ST C ENTURY P OLICING I NITIATIVE ............................................................ 78 N ATIONAL I NITIATIVE FOR B UILDING C OMMUNITY T RUST AND J USTICE ..................................................... 79 3-E A CTION P LAN ............................................................................................................................................... 81 F UTURE A CCREDITATION ................................................................................................................................... 89 Q UALITATIVE AND Q UANTITATIVE B ENEFITS OF COMPSTAT .................................................................... 90 P ART 5: S TRATEGIC P LANNING P ROCESS .................................................................................................92 O VERALL P LANNING P ROCESS AND A DVISORY C OMMITTEE .......................................................................... 92 C OMMITTEE I NPUT O VERVIEW .......................................................................................................................... 92 A N EW D IRECTION .............................................................................................................................................. 94 P ART 6: S TRATEGIC D IRECTIONS G OALS AND A CTION I TEMS .................................................................96 G OALS AND A CTION I TEMS ................................................................................................................................. 96 1: P ROFESSIONALISM AND O RGANIZATIONAL E XCELLENCE .......................................................................... 97 2: C OMMUNITY E NGAGEMENT AND P ARTNERSHIPS .....................................................................................102 3: O PERATIONAL I MPROVEMENTS ..................................................................................................................108 4: T ECHNOLOGY D EVELOPMENT AND I NFRASTRUCTURE E XPANSION ........................................................114

Fort Worth Police Department Strategic Plan

P ART 7: B UREAU O VERVIEW AND G OALS ............................................................................................. 120 D EPARTMENTAL O VERVIEW ............................................................................................................................120 P ATROL B UREAU ...............................................................................................................................................120 S UPPORT B UREAU .............................................................................................................................................147 F INANCE / P ERSONNEL B UREAU .....................................................................................................................167 APPENDIX............................................................................................................................................ 193 A PPENDIX A: G OALS AND A CTION I TEMS I MPLEMENTATION M ATRIX ....................................................... A-1 A PPENDIX B: C OMMUNITY E NGAGEMENT AND P ROGRAM H ANDBOOK ...................................................... B-1 A PPENDIX C: C RIME T REND D ATA ...................................................................................................................C-1 A PPENDIX D: P OLICE E XECUTIVE R ESEARCH F ORUM S TAFFING S TUDY .................................................... D-1 A PPENDIX E: P LAN I NPUT E XERCISES .............................................................................................................E-1

Fort Worth Police Department Strategic Plan

Acknowledgements The Fort Worth Police Department’s 2017-2021 Strategic Plan is a collaborative endeavor, involving both City of Fort Worth employees and community members. The individuals listed belowplayed a significant role in creating this plan for the department’s future. Special thanks to the Strategic Plan Advisory Committee and employees of the Fort Worth Police Department, who dedicated their time and expertise to the process. The Strategic Plan Facilitation Teamwishes to acknowledge and thank all contributors for their dedication and commitment to completing this plan.

Fort Worth City Council Betsy Price, Mayor Sal Espino, District 2 W.B. ‘Zim’ Zimmerman, District 3 Cary Moon, District 4 Gyna Bivens, District 5 Jungus Jordan, District 6 Dennis Shingleton, District 7 Kelly Allen Gray, District 8 Ann Zadeh, District 9

City Manager’s Office David Cooke, City Manager

Susan Alanis, Assistant City Manager Jay Chapa, Assistant City Manager Fernando Costa, Assistant City Manager Valerie Washington, Assistant City Manager

Fort Worth Police Department Executive Staff Joel F. Fitzgerald, Sr., Ph.D., Chief of Police

Kenneth Dean, Assistant Chief Edwin Kraus, Assistant Chief Abdul Pridgen, Assistant Chief Arthur Barclay, Deputy Chief Ty Hadsell, Deputy Chief Rene Kamper, Deputy Chief Vance Keyes, Ph.D., Deputy Chief Charles Ramirez, Deputy Chief Leo Luna, Assistant Director

Acknowledgements

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Fort Worth Police Department Strategic Plan

Strategic Plan Advisory Committee

Community Stakeholders Don Boren

City of Fort Worth Employees Brandon Bennett

Neighborhood Leader

Code Compliance Legal Department Fire Department

Ruth Calzada Calvin Clayton Wanda Conlin Gary Gailliard

Metro Ministries

Laetitia Brown

Neighborhood President Neighborhood Leader UNT Health Science Center

David Coble Steve Cooke

Property Management Financial Management Financial Management Planning and Develop. Planning and Develop. Legal Department Parks and Recreation City Manager’s Office Legal Department Fire Communications IT Solutions

Enrique Duran Kip Dernovich Eric Fladager Randle Harwood Victoria Honey Reginald Hurd Trikinya Johnson Josh Marcum Angela Miller Melissa Ramon Robert Sturns Bobby Tatum Anthony Vasquez Kevin Gunn

Monnie Gilliam Community Activist Melinda Hamilton Women of Excellence Lola Hardisty Trinity Cumberland Church Randy Hardisty Trinity Cumberland Church Suzanne Hoff Business Ass. President Judy Horton Harris Methodist Hospital William Ivie Tarrant County College PD Michelle Kennedy Habitat for Humanity Charles Mitchell Hulen Bend Estates Mike Phipps Neighborhood Leader Dr. Talben Pope Bridging the Gap Rob Ramage Texas Motor Speedway Gary Randle Hope Farms Grant Summers Safe City Commission Bill Thornton FW Chamber of Commerce Cobi Tittle Tarrant County Fort Worth Police Department Arthur Barclay Deputy Chief Maureen Beaucond Code Blue Captain Judy Bell Volunteer Coordinator Officer Raymond Cervantes Media Services Specialist Carlos Cespedes Detective Tyson Cheek Captain Angelo Chincarini Officer Brian Clouse Sergeant Kenneth Dean Assistant Chief Melony Ebel Public Safety Support Mgr. Paula Fimbres Lieutenant Joel Fitzgerald, Ph.D. Chief of Police Vicky Fluty COP Group Captain Ariel Garcia Officer Damon Gardner Ast. Public Safety Sup. Mgr. Carey Gilbert Officer Shallah Graham Assistant Director Felicia Grantham Admin Assistant Demetra Bradley Graciano Calzada Officer

IT Solutions

Economic Development

Fire Department

Public Works

Pat Vasquez

Fire Department Municipal Courts

Dakisha Wesley

Lance Griggs

Code Blue

Ty Hadsell

Deputy Chief

Brent Halford Misty Hayes Tiffany Hayes John Heckart Steven Hederer ShelbyHopson Roy Hudson Yvette Jones Garcia Jovan Sasha Kane Sharon Kamper

Sergeant

Officer

Payroll Supervisor

Officer

Lieutenant

Garlanda Hempstead Officer Jami Hoffman

Management Analyst Victim Assistance Cord.

Sergeant

Employment Services

Officer

Grant Manager Deputy Chief

Jeff Keck Sergeant Christianne Kellett Admin Services Manager Tracey Knight Corporal Ed Kraus Assistant Chief Amy Ladd Sergeant

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Fort Worth Police Department Strategic Plan

Fred Long

Lieutenant

William Simmons Eric Skinner Bill Sterner Tom Stimpson Brittany Taylor Elizabeth Van Michael Ward Buck Wheeler Luke Stout

Officer Officer

Robert Mills Lu Moskowitz Michael Munday

Officer

Code Blue IT Manager

Public Safety Support Mgr. Forensic Division Manager

Jhonnie Ortiz

Public Safety Support Mgr.

Sergeant

Michael Pinkston

Officer

Administrative Technician

Billie Price

Sergeant

Forensic Supervisor Forensic Supervisor

Abdul Pridgen Robert Purselley Melissa Ramon Charles Ramirez Manuel Ramirez

Assistant Chief

Officer

Sergeant

Acting Assistant Director

Chris Wells

Officer

Deputy Chief

Michael Williams Sergeant James Willingham Forensic Examiner Clarence Wiesepape COP Group Captain Ivanna Wiesepape Code Blue

Detective Christy Rodriguez Program Support Admin. Michael Shedd Captain Susan Shore Crime Scene Unit

Strategic Plan Meeting

Fort Worth Police Department Strategic Plan Facilitation Team Becky McGibson, Planning Manager

Noah Heath, Senior Planner LaShanda Dockery, Planner Lorraine Leonard, Senior IT Business Planner Isaac Robles, Planner Andrew Ruegg, Planner Strategic Plan Facilitation Team Support Staff Raymond Cervantes, Media Services Specialist Drew Pavel, Sr. IT Tech Support Analyst Brad Beasley, IT Support Specialist

Strategic Plan Facilitation Team

Acknowledgements

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Fort Worth Police Department Strategic Plan

Message from the Chief

On behalf of the dedicated members of the Fort Worth Police Department (FWPD), thank you for your interest in the 2017- 2021 Strategic Plan. Strategic planning in law enforcement is a management tool designed to prevent crime, achieve high performance, to develop and mentor future organizational leaders, and to enhance community-police partnerships. It is the roadmap for our success, detailing expectations and outputs for every level of the organization. We will meet these ambitious goals by placing emphasis upon effective communication, cooperation, and collaboration with citizens, and by reinforcing our inherent role in the delivery of the four foundational pillars of Procedural Justice.

I.

Voice

II.

Neutrality

III. IV.

Respect

Trustworthiness

It is important that all stakeholders know that the City of Fort Worth is one of the safest places in the nation. That success is due to the outstanding efforts of the proud members of our agency, and the vigilance of our community in actively participating in crime prevention. While there are always emergent challenges, our employees demonstrate the optimism and motivation to meet each problem with the intelligence and resolve necessary to enhance the quality of life in this city. It is clear that FWPD places the safety and security of all persons and property within our jurisdiction as its highest priority. In January 2016, the Department began to change the way we do business, to engage key stakeholders in a planning committee, and collaborate to establish a 2017-2021 Strategic Plan, that is consistent with the City Manager’s FY17 Work Plan. Out of the initial discussions, the first step for a safer Fort Worth became a renewed focus over the next five years on four broad Strategic Directions:

I. Professionalism and Organizational Excellence II. Community Engagement and Partnerships III. Operational Improvements IV. Technology Development and Infrastructure Expansion

The committee used the strategic directions as a framework for goals that are clear and ambitious, but nonetheless realistic and achievable. The resulting 5-year plan provides a basic description of how FWPD empowers employees to demonstrate leadership at every level of this department by encouraging them to conceptualize future ideas, identifying goal champions, and by creating other organizational accountability measures as prerequisites to achieve success. The enclosed information emphasizes that it is only through a shared vision

Message from the Chief

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Fort Worth Police Department Strategic Plan

of the future that we continue on the path of high performance and professionalism in a manner that proactively addresses the needs of our diverse community. Fort Worth can become a benchmark for cities seeking to promote strong and sustainable foundations for police/community partnerships. Our participation in the Department of Justice National Initiative, related Implicit Bias and Procedural Justice training for all employees, and achievement of the goals identified in this document, serve as reminders of the many variables necessary to achieve that end. The positive perception of this city, and citizen safety, is not solely reliant upon the tremendous generosity and volunteerism with grass roots supporters like the Police Awards Foundation, the Bike/SWAT/K9 Support Groups, Back the Blue, CODE Blue, Ministers Against Crime (MAC), and Clergy and Police Alliance (CAPA). We shall strive for additional sources of citizen satisfaction and support, by achieving statewide and national accreditation and enhancing our reputation to all whom we serve. Continuous development of proactive and innovative cooperative and collaborative police initiatives that maintain emphasis on organizational transparency and integration of solutions to problems identified as systematic; raised by the Community Leadership Coalition and Black, Brown, and Tan Community Caucus, and the 3-E Action Plan (Equity, Equality, Everyone), are further reasons that we dedicate ourselves to reforms suggested by those groups and the President’s Task Force on 21 st Century Policing. The reforms will join our General Orders, arbitration rulings, and other transparency matters to this document on the police department’s website and will link our achievements within this plan to overall city priorities. Each of our sworn officers (1,635 authorized) and civilian employees (461 authorized) deserve our gratitude for their dedication, desire, and passion in performing their public service. It was their efforts during 2016, which prompted an overall decrease in crime offenses of 1.3%, and from 2012 to 2016, a crime rate decrease of 20.9%. A crime reduction during such a tumultuous time in our country does not occur in a vacuum, and is a result of a combination of their perseverance and the selfless commitment of our active volunteer base. It is also an outcome of a well-managed minimum staffing strategy, fiscally responsible planning; both principles used in 2016 to establish realistic and achievable workload projections, and to forecast capital needs over the duration of this plan (and beyond). We pledge to continue performing our duties ethically, while driving those who would commit criminal acts in our city away using Constitutional, Intelligence-Led and Evidence Based strategies. Serving a community that is economically viable, diverse, and experiencing growth at an exponential rate is challenging, but also presents huge opportunities to share responsibilities with new stakeholders. As we continue to grow, it is important to build upon the goodwill earned in the community, and to maintain public trust, by promoting democratic policing. The department accepts that it is in the unique position to make the City of Fort Worth the safest major city in the nation, and a great place to work, play, and live. Finally, I extend sincere thanks to Mayor Price, City Council, City Staff, and to you, our supportive community. We would be unable to provide the level of service you have come to expect without your unwavering support. Know that from the bottom up, each member of the FWPD Family plays a distinct and important role in your safety and security, and do not hear “thank you” enough. To all FWPD employees, whether you hear it or not from

Message from the Chief

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Fort Worth Police Department Strategic Plan

others, I am extremely thankful for all you do, and proud to serve by your side. As we continue to perform our duties well, each of us should be able to provide a positive answer to the question, “What have we done to affect the quality of life in the City of Fort Worth today?” It is commitment to that mantra that increases the likelihood that those we serve recognize the reality of, “the Fort Worth Way.”

Joel F. Fitzgerald, Sr., Ph.D.

The crucial goal is to create a unified police culture that both empowers officers to do police work and ensures that they will do it properly—reflexively, out of habit.

George Kelling, 1995

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Fort Worth Police Department Strategic Plan

Executive Summary Envision a police department that is engaged with the community in a trusted partnership, dedicated to crime prevention, focused on high quality, purposeful training, committed to seeking solutions to complex problems, and preparing for the future. These desirable qualities are the vision of the Fort Worth Police Department and help frame the overall purpose of developing a FY17-FY21 Strategic Plan. The Fort Worth Police Department (FWPD) is fortunate to have a supportive community that has helped make Fort Worth one of the safest major cities to live, work, shop, and play. While the department is pleased with recent accomplishments including reducing the crime rate by 20.9% since 2012, creating and nurturing relationships by hosting community forums, and investing in professional development with more advanced training related to focused deterrence programs and mental health, there is more work to do. Calls for service response times are increasing, detective caseloads are growing, police facilities are in need of major investment, and technology improvements are critical to continue to reduce, prevent, and solve crimes. Rapid population, development, and city limit growth has substantially impacted the department’s ability to operate effectively using existing or reduced resources. Significant investments in personnel , facilities , and technology are critical to the ability to maintain, or increase the efficiency and delivery of services the department provides to the community. The FY17-FY21 Strategic Plan identifies the priorities the department should focus on during the next five years. A Strategic Plan Advisory Committee was assembled in early 2016 to guide the planning process. The committee was comprised of community stakeholders representing neighborhoods, businesses, civic organizations, FWPD employees, and other city departments. The group participated in various meetings, ranging from focus group discussions, input exercises, and completed surveys to provide input into the overall planning process. The committee helped create new vision and mission statements, core values, goals, and action items. Through multiple meetings and exercises, the Strategic Plan Advisory Committee identified the following four FY17-FY21 Strategic Directions that form the basis for goals and action items in the plan:

• Professionalism and Organizational Excellence • Community Engagement and Partnerships • Operational Improvements • Technology Development and Infrastructure Expansion

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Fort Worth Police Department Strategic Plan

Each action item corresponds with one of the following six Citywide Expectations:

1) Great Customer service: responsive, respectful, attentive, friendly 2) Business-like, professionally managed 3) Creative problem-solvers; solutions-oriented 4) Tight; fiscally conservative 5) Open and transparent; nothing to hide and everything to share 6) Optimistic and future oriented

The goals and action items seek to accomplish the City Council’s Strategic Goal to “Make Fort Worth the nation’s safest major city,” as stated in the City’s 2016 Comprehensive Plan. The plan also includes specific goals for each unit within the department’s three bureaus: Patrol, Support, and Finance/Personnel. The recommendations in this plan are a guide for progress, and not a definitive funding plan. As the importance of strengthening police and community relations grows in our city and across the nation, FWPD continues to participate in proactive programs that enable us to improve community-policing practices. Departmental participation in national programs including, The President’s Task Force on 21st Century Policing and our selection as one of six pilot cities to participate in the U.S. Department of Justice National Initiative for Building Community Trust and Justice Program , are critical to this agency maintaining our status as a national leader in law enforcement. The incorporation of major tenets of the aforementioned programs, as well as 2011 and 2013 input from the Community Leadership Coalition and Black, Brown and Tan Community Caucus, and 2016 community forums, facilitated the integration of numerous recommendations, like those highlighted in the 3-E (Equity, Equality, Everyone) Action Plan. The 3-E Action Plan addressed concerns raised by prominent members of the community regarding the method and delivery of police services, critical incident management, and police professionalism. The Strategic Plan includes implementation updates on all recommendations made in the 3-E Action Plan, and addresses the following issues:  Police response to critical police incidents  The development of a FWPD plan for increasing and respecting diversity within the department The Community Policing philosophy has long been the core of FWPD’s daily operations. From the nationally recognized Citizens on Patrol Program to the Neighborhood Police Officer Program, FWPD is committed to establishing and sustaining positive relationships with the community. In January 2016, FWPD returned to a beat concept for patrol officers that provides necessary support for the community policing philosophy, and increases accountability and ownership, as officers’ assignments are smaller, more manageable geographic areas. The police beat concept also increases the likelihood that FWPDmeets the policing needs of the community with semi-customized service levels in defined areas in the City of Fort Worth. This concept requires that FWPD staff each beat during each work shift, a concept that requires additional personnel for full implementation. The Staffing and  Police encounters with citizens

Executive Summary

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Fort Worth Police Department Strategic Plan

Workload Analysis section of the plan recommends an increase in the number of patrol officers to re-implement the concept, andmaintain a manageable supervisory span of control of 1 sergeant for every 7 officers. It also ensures officers spend 45% of their time responding to calls for service, and dedicate approximately 55% of their time on proactive activities (i.e., patrolling neighborhoods). This increase does not underestimate the proactive resources provided by Neighborhood Police Officers (NPOs), yet supports their efforts. Nor does it fail to factor, or recommend, a concurrent increase in the number of investigative, tactical, and administrative positions, who support citywide expectations, solve crimes, and help the police department achieve its mission. In addition to the need for increased staffing to provide optimal service to a growing city, it is also important to plan for future facility needs in specific and strategic geographic areas that project to expand each year through annexation and development. Call volumes and the demand for services are expected to increase exponentially as additional population swells, and development occurs. During the past decade, the northern portions of the city experienced rapid and extensive growth, which resulted in expanding the number of patrol divisions from five to six and necessitating the construction of a Sixth Patrol Division facility. In the next 5-7 years, the southern and western portions of Fort Worth project similar rates of urban sprawl. The FY17-FY21 Strategic Plan recommends acquiring land and constructing facilities in both areas and securing funding for other facility needs including the consolidation of similar uses to terminate high cost leases and improvements to existing facilities. Technological improvements also play a critical role in the ability of FWPD to provide quick responses to a growing city and emergent crime trends. Leveraging enhanced technology has the potential to revolutionize how FWPD engages in policing, by offering better information rapidly, which gives officers the ability to design their own plans to prevent or investigate crimes in their beats. In order to support current and future operational needs, technological improvements must be flexible, responsive, and adaptive to change. It will be critical for the FWPD to cultivate relationships with stakeholders and identify public/private partnership opportunities in support of future technological advancements. Expansion of the current infrastructure is necessary for the department to be prepared for the future. The FY17-FY21 Strategic Plan includes a Technology Development and Infrastructure Expansion section that prioritizes the technology and equipment needs for the next five years. The successful implementation of this plan will result in a strengthened relationship between FWPD and the community and the provision of targeted and effective services. A few of the aggressive outcomes of implementing the plan includes: reducing Fort Worth’s crime rate by up to 8% each year , reducing response times to under 9 minutes citywide , recruiting 5% more Code Blue Program volunteers annually , adding diversity to the department , financial and cultural commitment to the professional development of all staff, and reducing the department’s supervisory span of control . Over the next five years, the major priorities that require significant financial investment in the context of overall needs of the city includes adding 169 patrol officers, positioning for additional growth in the southern and western areas of Fort Worth, replacing the aging

Executive Summary

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Fort Worth Police Department Strategic Plan

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