The Career Development Section Lieutenant will receive a list of suitable candidates from the Backgrounds and Recruiting Section Lieutenant prior to the projected start date of a new police academy or modified lateral entry academy. The Career Development Section Lieutenant will prepare a worksheet within an Excel workbook to track the progress of each recruit class or modified lateral class. The lieutenant will track attrition within the classes and reason for the separation of the employee. The total number of graduates will be calculated on graduation day.

Sum of total graduates for the year within a recruit academy class or modified lateral academy class. 

The number of recruits that graduate from the Fort Worth Police Academy is a measure of our success towards keeping up with the hiring demands associated with expanision and attrition. 

The Career Development Section Lieutenant will receive a list of suitable candidates from the Backgrounds and Recruiting Section Lieutenant prior to the projected start date of a new police academy or modified lateral entry academy. The Career Development Section Lieutenant will prepare a worksheet to track the progress of each recruit class or modified lateral class broken down by gender and race. The total number of graduates will be calculated by gender and race on graduation day.

Sum of total graduates for the year by gender and race within a recruit academy class or modified lateral academy class. All race and gender categories will be counted in the diverse percentage except white male.

The diversity profile of the recruits that graduate from the Fort Worth Police Academy is a measure of our success towards increasing the diversity of the Department to more closely match the diversity of Fort Worth. Diversity for the purposes of this measure is defined by race and gender. There is no specific target for this measure, it is tracked for general knowledge only. Increase the diversity of the police department to mirror the City of Fort Worth.

Information about reporting requirements and 5-year completeness percentages by the county can be obtained by contacting Angie Kendall at [email protected] or 512-424-2471.  

You must have access to the CJIS site to check the Combined Disposition Completeness Report at:  https://cch.txdps.state.tx.us/CJISAuth/login/CJIS                                                                                                                                                                                                       General information on eligibility can be found here:  http://www.txdps.state.tx.us/director_staff/saa/documents/genHSGPEligInstr.pdf                    

Open arrests for FWPD are also sent to by Tarrant County and must be checked to ensure dispositions have been reported or no duplication of charges have been reported.  FWPD Divisional staff will log onto CJIS and edit the dispositions as required.

The calculations are collected by the Texas Department of Criminal Justice and the Texas Department of Public Safety.  They take the number of arrests reported (Class B and above) divided by the number of dispositions reported to obtain a yearly percentage.  They then take a five year span that skips the past year.  For example, for the 2016 grants, the five year span would be from 2010 to 2014.  Deadline is August 1 for 2016 arrest dispositions and needs to be 90% for grant applications.  You can contact the CJIS field rep or the CJIS office at 512-424-2478 or [email protected] 

Pursuant to Texas Code of Criminal Procedure article 60.14, the Texas Homeland Security State Administrative Agency (THSSAA), before allocating money to a county from any federal grant program for the enhancement of criminal justice programs shall certify that the County has taken, or will take necessary action to provide its criminal history records to the Texas Department of Criminal Justice and the Department of Public Safety.  Criminal history reporting eligibility requirement will be applied to all State Homeland Security Program (SHSP) sub-recipients.  Only entities within a county that has met the 90% completeness rates will be eligible for certain THSSAA awards issued on or after the current grant cycle.  Prior to allocating any money to a jurisdiction/entity within a county, the THSSAA will review the county's criminal history reporting performance for a 90% average disposition completeness rate for adult arrests and juvenile arrests for the last five calendar years.  If the county does not have a 90% average for each, jurisdictions/entities within the county will not be eligible for Homeland Security Grand funds (some exceptions apply).  Historical: Percentage of arrests/dispositions for past 5 years, excluding the prior year. Regulatory: Texas Dept of Criminal Justice webiste- Open arrests reported.

Based on information submitted by Police Department Staff related to the Professional and Organizational Excellence section Strategic Directions Goals and Action Items of the Departments 5-year Strategic Plan.

Take total for action items that are lagging or insufficient progress for the quarter / total number of action items.

Professionalism and Organizational Excellence requires commitment at all levels of the organization to ensuring our police officer’s behavior aligns with the department mission, vision and core values and ensures every employee performs at the highest level. Internal standard that may change as more data become available.

The Citizens on Patrol statistics will be gathered and reported by the Volunteer Coordinator.

Actual = total # of Citizens of Patrol who actively volunteered during the time period being reported.

This KPI will measure the number of active individuals participating in the Citizens on Patrol program. Citizens on Patrol is made up of volunteers who actively patrol their neighborhoods to watch for and report suspicious and/or criminal activity. Citizens on Patrol members provide extra eyes and ears for the Ft. Worth Police Department and work closely with Neighborhood Patrol Officers to prevent or solve crimes. Volunteers receive training covering legal liabilities, patrol procedures, communications, and the penal code before patrolling neighborhoods.

Based on information submitted by Police Department Staff related to the Community Engagement and Partnership Strategic Direction Goals and Action Items of the Departments 5-year Strategic Plan.

Take total for action items that are lagging or insufficient progress for the quarter / total number of action items.

Fostering trust with fellow members of this community is a vital step towards creating sustained crime reductions.  Community engagement is working with stakeholders to collaborate and build trusting relationships, to reduce crime and improve the health of the community.

The data is a snapshot of the Fort Worth Police Department’s National Incident-Based Reporting System (NIBRS) data that is queried from the Records Management System (RMS). The Department’s RMS is updated regularly based on ongoing investigations. Since this is a snapshot, data queried before or after this date is subject to change and may vary from other reports.

Actual = (Total crimes against persons /  census population estimate) X 100,000

Measures rate of crime offenses against persons.  Crimes Against Persons includes National Incident-Based Reporting System (NIBRS) categories 13A-Aggravated Assault, 13B-Simple Assault, 13C-Intimidation, 64A-B Human Trafficking, 100-Kidnapping/Abduction, 09A-B Murder & Nonnegligent Manslaughter and Negligent Manslaughter, 11A-D Sex Offenses, Forcible, and 36A-B Sex Offenses, Nonforcible.  This KPI measures the overall rate of Crimes Against Persons.  Suppressing Crimes Against Persons is one of the most important goals of the Fort Worth Police Department.   This KPI measures the volume of crimes compared to population for the city overall.

The data is a snapshot of the Fort Worth Police Department’s National Incident-Based Reporting System (NIBRS) data that is queried from the Records Management System (RMS). The Department’s RMS is updated regularly based on ongoing investigations. Since this is a snapshot, data queried before or after this date is subject to change and may vary from other reports.

Actual = (Total crimes against property / census population estimate) X 100,000

Measures rate of property crimes.  Crimes Against Property includes National Incident-Based Reporting System (NIBRS) categories 200 Arson, 510 Bribery, 220 Burglary/Breaking and Entering, 250 Counterfeiting/Forgery, 290 Destruction/Damage/Vandalism of Property, 270 Embezzlement, 210 Extortion/Blackmail, 26A-E Fraud Offenses, 23A-H Larceny/Theft Offenses, 240 Motor Vehicle Theft, 120 Robbery, and 280 Stolen Property offenses.   This KPI measures the overall rate of Crimes Against Property.  Suppressing Crimes Against Property is one of the most important goals of the Fort Worth Police Department.  This KPI measures the volume of property crime compared to population for the city overall.

Based on information submitted by Police Department Staff related to the Operational Improvement Strategic Direction Goals and Action Items of the Departments 5-year Strategic Plan.

Take total for action items that are lagging or insufficient progress for the quarter / total number of action items.

Operational improvements advance the delivery of quality police services and enable the department to meet short and long-term goals.   This measure will show the completed goals and action items related to the Operational Improvements Section of the Police Department's 5 Year Strategic Plan.

Based on information submitted by Police Department Staff related to the Technology Development and Infrastructure Expansion section Strategic Directions Goals and Action Items of the Departments 5-year Strategic Plan.

Take total for action items that are lagging or insufficient progress for the quarter / total number of action items.

The expanding reliance upon technology transformed policing in many ways.  New and emergent technologies have critical roles in the daily work of officers; and largely dictate the probability that a department meets the expectations of citizens.  Enhancements in technology make it easier to transmit dynamic information to officers, and provides them contemporary enforcement and investigative tools.  In order to support current and future operational needs, existing police facilities should also be flexible, adaptive, and supportive enough to facilitate change.   The projected development and investment into new facilities and infrastructure will be critical to accommodating immediate staffing needs and requires attention if enhanced services are the expectation of our citizenry.

Computer Aided Dispatch (CAD) query through Tritech CAD system.  Parameters requirement are queried upon priority one calls. Query based on parameters set for priority one calls.  Priority one is a selected field in CAD.  The measurement will be an average for all priority one calls that the Fort Worth Police Department responded to.

Actual = average reponse time for priority 1 calls

This measurement is the time a call is received until an Officer arrives on scene for priority one calls, calls that are by their nature or the circumstances surrounding the call pose an immediate threat to human life.  This KPI measures the citywide average for how quickly PD personnel respond to priority one calls. FY16 target is to return to 2014 response time. Overall target is average of 2010 - 2011 performance.

Computer Aided Dispatch (CAD) query through Tritech CAD system.  Parameters requirement are queried upon priority two calls.Query based on parameters set for priority three calls.  Priority three is a selected field in CAD.  The measurement will be an average for all priority two calls that the Fort Worth Police Department responded to.

Actual = average response time for priority 2

This measurement is the time a call is received until an Officer arrives on scene for priority two calls, calls that do not meet the criteria of priority one but by their nature require an immediate response.  Calls shall be classified priority two if, bodily injury has been sustained, possibility injury may resuly, citizen believes that they are in immediate danger, offense has been committed and a possibility of apprehending the actor exists, person has made a citizen's arrest, or major thoroughfare is blocked with the possibility of further injury or damage. This KPI measures the citywide average for how quickly PD personnel respond to priority two calls. FY16 target is to return to 2014 response time. Overall target is average of 2010 - 2011 performance.

Computer Aided Dispatch (CAD) query through Tritech CAD system.  Parameters requirement are queried upon priority three calls.  Query based on parameters set for priority three calls.  Priority three is a selected field in CAD.  The measurement will be an average for all priority three calls that the Fort Worth Police Department responded to.

Actual = average response time for priority 3

This measurement is the time a call is received until an Officer arrives on scene for priority three calls, calls that any delay sustained is unlikely to create an adverse effect.  Examples include, but are not limited to, hospital call, abandoned property, or meet complainant.  This KPI measures the citywide average for how quickly PD personnel respond to priority three calls. FY16 target is to return to 2014 response time. Overall target is average of 2010 - 2011 performance.

Based on information submitted by Police Department Staff related to the Patrol Bureau Action Items of the Departments 5-year Strategic Plan.

Take total for action items that are lagging or insufficient progress for the quarter / total number of action items.

The Patrol Bureau answers calls for service and provides proactive services such as community policing, patrolling, self-initiated work, special events, criminal investigations, traffic enforcement and Neighborhood Patrol Officers.  The measure will measure the success of the Patrol Bureau at completing goals and action items related to the Police Department's 5 Year Strategic Plan.

The data is retrieved from the Fort Worth Police Department Dashboard.  Information is pulled from the Tiburon case management system. Data will cross reference with a report received from the FBI/NIBRS reporting system.  The CID commander will provide a report from accessing the Dashboard.  Melony Ebel, Public Safety Support Manager, will be responsible for providing NIBRS report.  

Actual =  (#of cases cleared / total #of homicide offenses)*100

Homicide is considered a violent personal crime.  The measure provides data on the rate of cleared homicide cases.  The measure is defined as the number of cases cleared by the number of offenses.

The data is retrieved from the Fort Worth Police Department Dashboard.  Information is pulled from Tiburon case management.    Data will cross reference with a report received from the FBI/NIBRS reporting system.    The CID commander will provide a report from accessing the Dashboard.   Melony Ebel, Public Safety Support Manager will be responsible for providing NIBRS report .  

Actual = (# cases cleared / Total # cases)

Robbery is considered a violent personal crime.  The measure provides data on the rate of cleared robbery cases.  The measure is defined as the number of cases cleared by number of offenses.  National average is around 29% cleared. 35% is a reasonable target above the national average.

Local database maintained by the Latent Print Unit supervisor.  Turnaround time in days - T, Date Case Assigned - A, Date final report is published - R. T=(R-A), #cases where T<or = to 90 days/ Total # cases in reporting period X100= % cases reported out within 90 days.  Historical performance was used to determine high and low variances for turnaround times and % accomplished.  The first and second quarter are historical performance.  A incremental approach was taken for the increases to reach the overall goal.

Latent Print Unit analysts apply scientific methods to process evidence from criminal investigations for the presence of latent (invisible) and patent (visible) fingerprints, palm prints and footprints.  Prints are developed and/or enhanced using various powders, chemical, and illumination techniques. These prints are then visually compared to known inked fingerprints of a suspect or victim, and/or entered into Automated Fingerprint Identification Systems (AFIS). AFIS is a computer database which enables unidentified latent prints, recovered from crime scenes or evidence, to be compared with hundreds of thousands of fingerprint and/or palm print records from known individuals within the database.  By successfully identifying the source of a print or linking prints between crimes, important investigation information can be developed.  Latent Print Analysts provide expert testimony regarding their findings and opinions in courts throughout the state of Texas, but primarily in Tarrant County.

Based on information submitted by Police Department Staff related to the Support Bureau Action Items of the Departments 5-year Strategic Plan.

Take total for action items that are lagging or insufficient progress for the quarter / total number of action items.

The Support Bureau oversees tactical and investigative services including Narcotics, Gang, SWAT, Intelligence, Violent Personal Crime, Special Victims Section, Victim's Assistance, Forensics and Economic Crimes, as well as other support services including Property/Records Management, Community Programs, and Crime Intervention Services.

Turnaround time in days - T, Date Case Assigned - A, Date final report is published - R. T=(R-A), #cases where T<or = to 30 days/ Total # cases in reporting period X100= % cases reported out within 30 days.

The Crime Lab provides key support to the mission of the police department “The Fort Worth Police Department exists 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.” 

Chemistry analysists must obtain an accurate weight of samples and use presumptive and confirmatory testing for identification of the unknown substances.  The most commonly used instrumentation are the Gas Chromatograph / Mass Spectrometer and the FTIR.  Upon completion of analysis, the analyst has to prepare an official report containing their findings and occasionally appear in court to testify to their results.      

The Chemistry Unit is also responsible for the analysis of all the blood alcohol cases submitted to the Crime Lab to determine the blood alcohol concentration of a sample.  This technique is a quantitative technique in which the analyst determines the concentration of ethanol present in a blood sample. 

Turnaround time in days - T, Date Case Assigned - A, Date final report is published - R. T=(R-A), #cases where T<or = to 90 days/ Total # cases in reporting period X100= % cases reported out within 90 days.

The Crime Lab provides key support to the mission of the police department “The Fort Worth Police Department exists 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.” 

The Firearm Unit test-fires recovered firearms, conducts comparative microscopic examinations of bullets and cartridge cases in order to determine origin, enters appropriate cartridge case evidence into the National Integrated Ballistic Information Network (NIBIN), restores obliterated serial numbers on firearms, conducts non-firearm tool mark examinations and conducts muzzle to target distance determination testing.  The work done in this Unit assists detectives in identifying criminal offenders and exonerating the innocent; it also assists the American Judicial system by offering expert witness testimony in regard to forensic examinations that were conducted.

# of extracted DNA samples.

The Crime Lab provides key support to the mission of the police department “The Fort Worth Police Department exists 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." 

The Biology Unit examines evidence upon request for the presence of biological material.  Samples of possible DNA can then be selected to undergo DNA testing. The end result is that the Tarrant County District Attorney’s Office is often able to use this scientific data to determine how to approach a case.  The Biology Unit additionally maintains a local CODIS database that feeds into the larger state and national CODIS databases. These databases are the driving force for developing investigative leads for cases in which no suspect has been identified.

The information is gathered from data from our Positron phone system and Symposium telephone switch.  It is then entered into a spreadsheet to capture data.  The report was created and is stored in Positron MIS. I pull up the report which is called “calls in queue by ½ hour”. I put in the date range and once the report is generated, I manually type the numbers into a spread sheet stored on my computer called “calls in queue 2016”.  The MIS report was created by me and the only parameters we built into the report was, we consider a call in queue anything not answered 15 seconds or more. This report is generated in a PDF and I retype into excel.

Actual = ( Calls answered within 15 seconds / total calls received )*100

This measurement is the percentage of calls answered within 14 seconds divided by the total number of calls received. Due to the serious nature of calls received by communications it is critical that all calls for service are answered quickly.  Citizens are often calling due to a life-theatening situation.  

Based on information submitted by Police Department Staff related to the Finance/Personnel Bureau Action Items of the Departments 5-year Strategic Plan.

Take total for action items that are lagging or insufficient progress for the quarter / total number of action items.

The Finance/Personnel Bureau oversees Police Administration, Operational Command consisting of Training, Professional Standards, and Communications & Quality Assurance, and Administrative Support Comand consisting of Finance Management and Program Support.