FY2017

Strategic Direction
Action Items Accomplishments Bureau Responsible Party - Lead Strategic Direction
1.1-P Establish detailed expectations of professionalism, accountability, and transparency through all ranks, require sign back through PowerDMS, and share with the public.

Goal complete.
  • Finance / Personal Bureau
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  • Professional Standards Captain
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  • 1: Professionalism and Organizational Excellence
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    1.2-P Establish system by the end of 2016 for personnel to submit innovative ideas to enhance departmental efficiencies and suggest improvements. Create process for Executive Staff to review submissions and provide feedback.

    Goal complete.
  • Finance / Personal Bureau
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  • Police Administration Lieutenant
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  • 1: Professionalism and Organizational Excellence
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    2.1-P Implement at least one new best practice each year.

    Goal complete.
  • Finance / Personal Bureau
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  • Training Captain
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  • 1: Professionalism and Organizational Excellence
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    2.2-P Require annual professional development training program for all personnel including leadership and team building exercises.

    No Training held this month due to Covid 19.
  • Finance / Personal Bureau
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  • Training Captain
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  • 1: Professionalism and Organizational Excellence
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    2.3-P Require annual cultural diversity training for all personnel to improve relationships within the community.

    No Training held this month due to Covid 19.
  • Finance / Personal Bureau
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  • Training Captain
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  • 1: Professionalism and Organizational Excellence
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    2.4-P Implement key recommendations related to training from the Final Report of the President’s Task Force on 21st Century Policing in FY20.

    No Training held this month due to Covid 19.
  • Finance / Personal Bureau
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  • Training Captain
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  • 1: Professionalism and Organizational Excellence
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    2.5-P Implement recommendations related to training from the National Initiative for Building Community Trust and Justice Report, expected to be final in FY19.

    Goal complete.
  • Finance / Personal Bureau
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  • Training Captain
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  • 1: Professionalism and Organizational Excellence
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    3.1-P Create an annual list of at least five diverse events for the department to participate.

    In process.
  • Finance / Personal Bureau
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  • Recruiting Lieutenant
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  • 1: Professionalism and Organizational Excellence
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    3.2-P Engage with organizations, i.e., Women in Law Enforcement, LIFE (LEMIT), etc.

    Goal complete and ongoing.
  • Finance / Personal Bureau
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  • Recruiting Lieutenant
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  • 1: Professionalism and Organizational Excellence
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    3.3-P Engage with local school districts and local colleges quarterly.

    Goal complete and ongoing.
  • Finance / Personal Bureau
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  • Recruiting Lieutenant
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  • 1: Professionalism and Organizational Excellence
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    3.4-P Engage with youth communities at every FWPD youth function and receive at least 10 contact cards from youth per event.

    Goal complete and ongoing.
  • Finance / Personal Bureau
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  • Recruiting Lieutenant
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  • 1: Professionalism and Organizational Excellence
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    3.5-P Actively recruit in minority communities at every meeting/function.

    Goal complete and ongoing.
  • Finance / Personal Bureau
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  • Recruiting Lieutenant
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  • 1: Professionalism and Organizational Excellence
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    4.1-P Create a Diversity Journey Plan to increase diversity over the next five years.

    Goal complete.
  • Finance / Personal Bureau
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  • Training Captain
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  • 1: Professionalism and Organizational Excellence
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    4.2-P Increase the number of diverse recruits graduated.

    Continued training Recruit Class 149 with a graduation date of  March 26, 2021.

    Preparing for Class 150 with a start date of March 22, 2021 with a total of 55 recruits.
  • Finance / Personal Bureau
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  • Training Captain
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  • 1: Professionalism and Organizational Excellence
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    5.1-P Market the department at a diverse group of colleges, universities, community colleges, and other institutions locally and nationally each quarter.

    Goal complete and ongoing.
  • Finance / Personal Bureau
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  • Recruiting Lieutenant
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  • 1: Professionalism and Organizational Excellence
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    5.2-P Improve and streamline the process for potential recruits in 2017.

    Goal complete.
  • Finance / Personal Bureau
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  • Recruiting Lieutenant
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  • 1: Professionalism and Organizational Excellence
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    5.3-P Match hiring demands associated with expansion and attrition by graduating at least 100 recruits each year.

    Goal complete and ongoing.
  • Finance / Personal Bureau
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  • Recruiting Lieutenant
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  • 1: Professionalism and Organizational Excellence
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    5.4-P Create an Attrition Plan in 2017.

    Goal complete.
  • Finance / Personal Bureau
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  • Finance / Personal Assistant Chief
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  • 1: Professionalism and Organizational Excellence
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    5.5-P In 2017, expand the City Wellness Plan for all FWPD personnel to include designing and mandating an emotional wellness training.

    Goal complete.
  • Finance / Personal Bureau
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  • Training Captain
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  • 1: Professionalism and Organizational Excellence
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    5.6-P Develop a plan to implement (1:1) FWPD: off-site testing, by 2018.

    Goal complete.
  • Finance / Personal Bureau
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  • Recruiting Lieutenant
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  • 1: Professionalism and Organizational Excellence
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    5.7-P Ensure department personnel are operating efficiently by utilizing an early intervention and self-auditing system by FY18.

    EIPro and MakeNote currently being used by Commander & above to identify any needed changes.
  • Finance / Personal Bureau
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  • Professional Standards Captain
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  • 1: Professionalism and Organizational Excellence
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    5.8-P By FY18, implement 360-degree critiques of Field Training Officers, performance-based assessments, and interviews with Command Staff, etc. to ensure training programs are positive, results-oriented, and focused programs.

    Goal complete.
  • Finance / Personal Bureau
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  • Training Captain
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  • 1: Professionalism and Organizational Excellence
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    6.1-P Annually review the department’s organizational chart and consider revisions to the department structure to ensure focus areas are appropriate.

    Organizational chart is current. 
  • Chief's Office
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  • Chief's Office
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  • 1: Professionalism and Organizational Excellence
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    6.2-P Consider adding a fourth bureau to the organizational chart.

    Fourth bureau could be considered in the future.
  • Chief's Office
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  • Chief's Office
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  • 1: Professionalism and Organizational Excellence
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    1.1-C Create a Community Outreach Team with existing resources by FY18 to assist in educating the community about various public safety initiatives and attending and organizing community events.

    Began a Citizens Police Academy Class in a virtual / on-line format.  As the COVID restrictions begin to be lifted, in-person attendees can be included in these presentations.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    1.2-C Increase monthly face-to-face interactions between the community and police personnel through neighborhood park and ride patrols, community service walks, and at various community events. Encourage cross-trained beat officers to ride bicycles.

    The Commanders have been tasked with coming up with creative methods to increase face-to-face interactions. North and South Command Patrol Commanders did not hold any safety fairs or community events due to COVID19. 
  • Patrol Bureau
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  • Patrol Deputy Chief
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  • 2: Community Engagement and Partnerships
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    1.3-C Create a Police Athletic League in FY17 to encourage youth engagement activities throughout the community.

    Goal complete. Created a Police Athletic League in FY17 and worked to expand the League and increase participation.
  • Support Bureau
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  • Gang Lieutenant
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  • 2: Community Engagement and Partnerships
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    1.4-C Create a mentorship program in FY17 in elementary and middle schools where School Resource Officers and other police officers serve as student mentors.

    Completed.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    1.5-C Research and implement other best practices for engaging youth in FY17.

    FWPD Explorers conducted small group meeting(s) and began preparatory training for upcoming summer competition events.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    1.6-C Establish and coordinate annual programs for the community such as Secret Santa, Operation Thanksgiving, Back-to-School Programs, etc.

    Organized and distributed cards for elderly citizens and nursing home citizens from the FWPD as part of the outreach programs.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    1.7-C Recruit youths to join and diversify the Police Explorers Post. Collaborate with JROTC for youths considering a reserve military career.

    Completed and on going.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    1.8-C Increase the number of explorers by 10% and make the Explorer program one of the most diverse programs we have.

    Completed and on going.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    2.1-C Provide quarterly educational and informational outreach materials (patrol division newsletters, etc.) to the community in paper form and online to show how the department operates while highlighting the decision-making process.

    The divisional Citizens on Patrol Coordinators correspond regularly with their respective COP members through emails, announcements, and phone calls, as needed. Newsletters are provided either quarterly or monthly at the patrol division level. Crime Prevention also provides brochures and newsletters as trends or information becomes available. Outreach personnel provided information at several meetings. The Code Blue Volunteer Coordinator provides a quarterly digital newsletter highlighting events that have occurred within our volunteer programs.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    2.2-C Utilize the department website, YouTube channel, and social media platforms to provide the community information when significant and high profile public safety issues occur in the community in English and Spanish.

    Goal complete and ongoing. 
  • Finance / Personal Bureau
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  • Public Relations Office
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  • 2: Community Engagement and Partnerships
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    2.3-C Utilize all methods of communication annually to improve public perception, address misinformation, provide crime prevention tools, and actively educate and engage with the public in English and Spanish.

    Goal complete and ongoing. 
  • Finance / Personal Bureau
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  • Public Relations Office
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  • 2: Community Engagement and Partnerships
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    2.4-C Create informational videos from the Chief of Police and Executive Staff to inform the public about crime and crime prevention tools in English and Spanish.

    Informational videos currently created by PRO Team.  Videos included weather updates television interview.
  • Finance / Personal Bureau
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  • Public Relations Office
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  • 2: Community Engagement and Partnerships
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    2.5-C Establish educational outreach efforts for English and Spanish speaking residents to inform them about crime prevention tools and participation opportunities.

    Goal complete and ongoing. 
  • Finance / Personal Bureau
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  • Public Relations Office
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  • 2: Community Engagement and Partnerships
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    2.6-C Ensure public awareness-training programs are presented to the public each quarter. Utilize school districts to help get the word out to the community. (e.g., What to do at a traffic stop, how Priority 1, 2, and 3 calls for service are adjudicated, and Non-emergency number training). (English and Spanish)

    Goal complete and ongoing. 
  • Finance / Personal Bureau
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  • Public Relations Office
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  • 2: Community Engagement and Partnerships
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    2.7-C Ensure appropriate federal, state, local law enforcement partners, and officials meet at Executive Staff meetings quarterly, and receive information in advance about events with regional, statewide, or national significance to ensure the appropriate level of support.

    Communication with partnering federal agencies is fluid, meetings have occurred with different agencies (DEA, DHS ICE, HIDTA, etc.) during this month to coordinate details.
  • Support Bureau
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  • Tactical Command Deputy Chief
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  • 2: Community Engagement and Partnerships
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    2.8-C Initiate use of programs similar to Facebook Live and Skype to communicate crime related press releases directly with the public.

    Goal complete.
  • Finance / Personal Bureau
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  • Public Relations Office
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  • 2: Community Engagement and Partnerships
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    3.1-C Maintain an email and mailing list of all community, religious institutions, and business partnerships for each patrol division, updated quarterly in English and Spanish.

    Division Captains and NPOs maintain list.
  • Finance / Personal Bureau
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  • Public Relations Office
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  • 2: Community Engagement and Partnerships
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    3.2-C Increase partnership contacts overall in the community by 15% each year.

    Unable to gauge at this point since the lists are divided by division.
  • Finance / Personal Bureau
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  • Public Relations Office
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  • 2: Community Engagement and Partnerships
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    3.3-C Ensure personnel from all divisions and ranks attend at least one community meeting per quarter to expand interactions with neighborhood associations and other groups to increase community connections. Maintain a list of meetings attended.

    The Commanders have been tasked with coming up with creative methods to increase face-to-face interactions. North and South Command Patrol Commanders did not hold any safety fairs or community events due to COVID19.
  • Finance / Personal Bureau
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  • Patrol Deputy Chief
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  • 2: Community Engagement and Partnerships
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    3.4-C Ensure Neighborhood Police Officers continue to attend monthly neighborhood and community meetings in their assigned beats.

    The NPOs now track their community meetings on a daily worksheet. Those numbers are tabulated and verified by their Chain of Command to ensure we are meeting our goals.
  • Patrol Deputy Chief
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  • 2: Community Engagement and Partnerships
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    3.5-C Continue to strengthen relationships with law enforcement agencies and other entities including the District Attorney’s Office, School Districts, Safe City Commission, etc.

    The department continues to partner with each agency on a variety of programs.
  • Chief's Office
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  • Chief's Office
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  • 2: Community Engagement and Partnerships
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    3.6-C Continue implementation of a Community Camera Program so residents and business owners can collaborate with the Department. This interconnects with a Technology Development goal.

    Goal complete. Info on fortworthpd.com.
  • Finance / Personal Bureau
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  • Technology Services Section
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  • 2: Community Engagement and Partnerships
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    4.1-C Recruit 5% more Code Blue Program volunteers annually.

    Citizen volunteers and neighborhood groups met with divisional NPO's in small group meetings and by telephone contact.  Individual patrols by COP's, but meeting activities curtailed due to COVID virus restrictions.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    4.2-C Implement Citizens on Patrol Strategic Plan within five years.

    Continuing to work on and implement Strategic Plan.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    4.3-C Increase number of active Citizens on Patrol members to 850.

    Code Blue newsletter sent including current contact information for NPO's and articles highlighting some of the support activities of the department
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    4.4-C Seek CODE Blue volunteers in high schools and colleges to encourage more interest from all age groups.

    Police Cadets shifted to utilize them in areas where needed.  Began process for another round of selection / hiring.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    4.5-C Create annual incentives for volunteers by FY18.
    Preparing a farewell message communicated from Mayor Betsy Price to be distributed to citizen volunteers.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    4.6-C Increase membership by 5% in the Code Blue Program for Spanish speaking residents.

    Continued with participants involved in neighborhood patrols in their areas
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    5.1-C Coordinate speakers to present best practices for anti-crime strategies annually at All Staff.

    No further updates. 
  • Finance / Personal Bureau
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  • Public Relations Office
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  • 2: Community Engagement and Partnerships
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    5.2-C Research and present best practices to engage youth at-risk of committing crimes in order to reduce juvenile crime annually.

    Individual boxing workout sessions conducted. Police athletic League activities were largely curtailed due to COVID virus restrictions, including shutting gym facilities, but has resumed recently with limited capacity provisions in place. 
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    5.3-C Establish partnerships with other agencies on juvenile and adult diversion programs. Present ideas/findings at an All Staff meeting.

    CERT and Cadets supported COVID vaccination sites in registration and processing activities.
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    5.4-C Market ride-along programs quarterly.

    Ride in activities have been suspended due to COVID restrictions   
  • Support Bureau
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  • Support Services Division
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  • 2: Community Engagement and Partnerships
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    5.5-C Research and evaluate implementation of Crime Prevention through Environmental Design (CPTED) principles for Fort Worth by FY19. Work with the Planning and Development Department to determine feasibility.

    Expected to evaluate in FY21.
  • Finance / Personal Bureau
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  • Research & Planning
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  • 2: Community Engagement and Partnerships
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    5.6-C Work with NPOs to identify areas of blight and coordinate with other city departments to address those conditions in every police division.

    NPOs continue to work with owners in areas of blight and improve safety through Crime Prevention Through Environmental Design strategies.
  • Patrol Bureau
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  • Patrol Deputy Chief
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  • 2: Community Engagement and Partnerships
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    1.1-O Reduce Fort Worth’s crime rate by 8% annually.

    January through March data expected to be available in April.
  • Chief's Office
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  • Chief's Office
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  • 3: Operational Improvements
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    1.1.a-O Establish a system by the end of 2016 for personnel to submit innovative ideas to enhance departmental efficiencies and suggest improvements. Create process for Executive Staff to review submissions and provide feedback.

    Goal complete.
  • Chief's Office
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  • Chief's Office
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  • 3: Operational Improvements
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    1.1.b-O Suppress crime rate in FY17 for Crimes Against Persons below 3-year average of 1,551.08 offenses per 100,000 population.

    January through March data expected to be available in April.
  • Chief's Office
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  • Chief's Office
    •
  • 3: Operational Improvements
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    1.1.c-O Suppress crime rate in FY17 for Crimes Against Property below 3-year average of 5,374.06 offenses per 100,000 population.

    January through March data expected to be available in April.
  • Chief's Office
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  • Chief's Office
    •
  • 3: Operational Improvements
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    1.1.d-O Develop and implement Crime Suppression Plans as well as other tactical tools and approaches to reduce crime each year.

    Tactical Command Divisions/Unit are responsible for staffing the COVID-19 secure sites. Patrol, CIU, RTTC, and other specialized units continue to develop and implement actionable crime suppression plans in areas identified as experiencing high crime. Plans and areas are adjusted based on crime trends and coordination of different tactics and details are implemented to assist patrol as needed.

    Continue with detail - Violent Crime Gang -  this detail was created to address the surge of violent crimes in the City.

    Additional details and taskforces have and are being coordinated with several federal agencies to address crime trends.

    New Gang and RTCC SOF details scheduled for the month of February 2021 to address increase on violent crimes. 
  • Tactical Deputy Chief
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  • 3: Operational Improvements
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    1.1.e-O Ensure Homicide clearance rate is above the three-year average of 82 percent annually.

    The homicide unit received 9 homicide investigations in January.  Of those cases 3 cases have been filed with with the district attorney's office.   6 cases are still open and under investigation.  
  • Support Bureau
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  • CID Captain
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  • 3: Operational Improvements
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    1.1.f-O Increase clearance rate of robbery cases incrementally each year to 40% by FY21.

    22 cleared out of 55 cases (40%).  This includes cases received in prior months but closed in February. 17 arrest warrants issued.
  • Support Bureau
    •
  • CID Captain
    •
  • 3: Operational Improvements
    •
    1.2-O Enhance Community Policing in Fort Worth each year.

    Community Policing is always a top priority for FWPD. NPOs and Beat Patrol Officers meet with the community each day to enhance relationships. Began drafting new document that showcases various programs.
  • Chief's Office
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  • Chief's Office
    •
  • 3: Operational Improvements
    •
    1.2.a-O 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.

    Goal complete.
  • Patrol Bureau
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  • Patrol Assistant Chief
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  • 3: Operational Improvements
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    1.2.b-O Continuously work with the community on creative, innovative ways to reduce, solve, and prevent crime especially in identified high crime areas.

    Neighborhood Police Officers and Crime Prevention Specialists are tasked with engaging neighborhoods, businesses, and citizens to discuss crime trends and assist with solutions specific to their area. 
  • Support Services Division
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  • 3: Operational Improvements
    •
    1.3-O Monitor emerging trends, social issues, and law enforcement programs each year.

    Read relevant law enforcement/city planning publications weekly.
  • Finance / Personal Bureau
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  • Research & Planning
    •
  • 3: Operational Improvements
    •
    1.3.a-O Assign details and units to focus on emerging crime trends.

    Details and units are evaluated and assigned as needed. 
  • Support Bureau
    •
  • Investigative and Support Deputy Chief
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  • 3: Operational Improvements
    •
    1.3.b-O Evaluate the creation of a Mental Health Unit to focus on mental health issues in the community in FY18.

    Goal complete.
  • Patrol Deputy Chief
    •
  • 3: Operational Improvements
    •
    1.3.c-O Create a Violent Crimes Task Force to focus on violent crime trends in FY18.

    A Violent Crimes Task Force has been created that includes US Marshal, Federal Bureau of Investigations, and Federal Bureau of Alcohol, Tobacco, and Firearms.
  • Support Bureau
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  • Investigative and Support Deputy Chief
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  • 3: Operational Improvements
    •
    1.3.d.-O Partner with local agencies to identify best practices for deterrence and re-entry programs for paroled individuals annually.

    Continued discussions with Re-entry First Stop Program /Cornerstone Assistance Network, discussed needs to increase capacity of Re-entry program through coordination of resources with County, CFW and PD.
  • Support Bureau
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  • Support Services Division
    •
  • 3: Operational Improvements
    •
    1.4-O Work closely with federal agencies to investigate interstate drug trafficking and to advance the involvement of FWPD personnel in Fort Worth federal and state investigations during the next five years.

    There are a total of 16 Task Force Officers assigned to our federal partners in the FBI, JTTF, HIDTA, DEA, and ATF. In addition, Tactical Command has six K-9 interdiction officers that work with the local train stations, airlines, and bus depots.  Intervention teams go into major shipping providers to investigate possible drug smuggler cases. 

    Additional teams within Narcotics have been incorporated to assist with task-force duties and officers and supervisors have been deputized by federal agencies partners.

    New details have been coordinated with DHS ICE and Gang.
  • Support Bureau
    •
  • Tactical Deputy Chief
    •
  • 3: Operational Improvements
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    1.5-O Immediately collaborate with Adult and Juvenile Parole and Probation agencies and local youth workers to design responses to youth violence, i.e., impact player lists, improve the frequent home visits, and scheduling annual offender notification meetings over the next five years.

    Requests for juvenile information from parole and probationary officers get a prompt response, and directives to apprehend are disseminated immediately. SRU developed after hours unit from SRO's to respond to threats of violence at schools and a procedure for response. 
  • Support Bureau
    •
  • Investigative and Support Deputy Chief
    •
  • 3: Operational Improvements
    •
    2.1-O Research best practices to continue to implement Intelligence-Led Policing in Fort Worth annually.

    As a department, we rely heavily on the Community Oriented Policing Services (COPS) through the Department of Justice and the Police Executive Research Forum (PERF) to research best practices. RTTC, Crime Analysts, as well as our Intelligence Section work together to identify prolific offenders.
  • Support Bureau
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  • Tactical Deputy Chief
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  • 3: Operational Improvements
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    2.2-O Consider expanding and enhancing Real Time Crime Center in FY18.

    RTCC has added on loan personnel to assist Patrol during the Covid-19 Crisis, taking call and reports. Although we have increased staffing in the RTCC, the goal is to get enough officers assigned to provide 24/7 coverage. New RTCC SOF detail to be implemented during the month of February 2021.
  • Support Bureau
    •
  • Tactical Deputy Chief
    •
  • 3: Operational Improvements
    •
    2.3-O Attend conferences and seminars on ways to expand Intelligence-Led Policing over the next five years.

    RTCC personnel did not attend training.
  • Support Bureau
    •
  • Tactical Deputy Chief
    •
  • 3: Operational Improvements
    •
    2.4-O Track population growth and major developments throughout Fort Worth and determine its implication on policing each year.

    Continued to review development activity.
  • Finance / Personal Bureau
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  • Research & Planning
    •
  • 3: Operational Improvements
    •
    2.5-O Implement recommendations from the National Initiative (NI) for Building Community Trust and Justice Report, expected to be final in FY18.

    Goal complete.
  • Finance / Personal Bureau
    •
  • F/P Assistant Chief
    •
  • 3: Operational Improvements
    •
    2.6-O Expand and enhance Citywide Camera Program and License Plate Readers by FY18.

    Funding for pilot was approved, project is moving forward as planned. Materials have been purchased and being delivered. LPR MOU with DPS was renewed.

    Additional purchases for camera's materials are in the process of being purchased for two additional projects in the Rosemont and Northside areas.

    With the completion of the Flock ALPR program installation, new call types are being coordinated with Communications to track the number of calls associated with cameras activation.
  • Support Bureau
    •
  • Tactical Deputy Chief
    •
  • 3: Operational Improvements
    •
    3.1-O Decrease Priority 1 Response Time (time call received to on scene) citywide average to below 8:50 minutes.

    10:31
  • Patrol Bureau
    •
  • Patrol Assistant Chief
    •
  • 3: Operational Improvements
    •
    3.2-O Ensure less than three percent of calls are in queue for more than 15 seconds.

    63.14% of calls to Communications were answered within 10 seconds. 69.93% of calls to Communications were answered within 20 seconds. This is far from the past few months numbers and the main culprit is again, staffing. Staffing is currently 20% under what it's supposed to be. In addition to that number, we have been as many as 15 down due to Covid and other health issues. We haven't been able to hire and train people fast enough to keep up with the losses and it's showing. At this moment we have 5 in call taking training, and another group going through the back ground process. Since this current class started, we have already lost 5 personnel for various reasons. In addition, to the winter storm at the end of the month increasing call volume by more than 200% over normal for the week.
  • Finance / Personal Bureau
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  • Communications
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  • 3: Operational Improvements
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    3.3-O Conduct monthly analysis of call response times to determine trends in each patrol division and present findings at COMPSTAT.

    Central P1 8:55, P2 15:14 P3 41:05            East P1 10:30, P2 20.34, P3 66:57                    North P1 14:17, P2 21:38, P3 63:26              Northwest P1 9:39, P2 17:52, P3 46:43    South P1 9:14, P2 19:55, P3 94:.28             West P1 8:46, P2 16:18, P3 45:41
  • Finance / Personal Bureau
    •
  • Communications
    •
  • 3: Operational Improvements
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    3.4-O Annually evaluate call types within each priority 1, 2, 3, etc. and analyze trends that could reduce call response times. Submit an Annual report through the chain of command to the Chief.

    Currently evaluating methods to reduce intake call load. With new units being created, so too are call types specific to those units.
  • Finance / Personal Bureau
    •
  • Communications
    •
  • 3: Operational Improvements
    •
    4.1-O Enhance internal communication methods from Executive Staff to front line employees, and develop additional channels of communication for supervisors and employees.

    Goal complete.
  • Chief's Office
    •
  • Chief's Office
    •
  • 3: Operational Improvements
    •
    4.2-O Encourage open communication within the organization.

    Goal complete and ongoing.
  • Chief's Office
    •
  • Chief's Office
    •
  • 3: Operational Improvements
    •
    4.3-O Create internal Public Service Announcements (PSA), interactive videos, face-to-face accessibility to chain of command, utilize FWPD portal to provide information and encourage its use by personnel, implement Ask the Chief/Executive Staff tool.

    Goal complete. The PD Portal tool is frequently utilized weekly for employees to inquire directly to command staff on any topic desired.
  • Finance / Personal Bureau
    •
  • Public Relations Office
    •
  • 3: Operational Improvements
    •
    4.4-O Create informational tools about divisions and units in the department such as handbooks, newsletters, etc. annually.

    Pro Team participated in Chief Noakes Swearing in Ceremony at Council. On-scene press releases for I-35 Accident, Mayor and Chief press conference on I-35 Accident, Community Crisis Forum at Doxology Church for I-35 Accident, Winter storm updates throughout the week, Press conference with Mayor and Chief on weather related issues, Walkthrough for Congressman Ron Wright’s funeral, Telemundo National Television Interview, US Congressman Ron Wright’s funeral, Fox National News interview on weather issues in Texas, Funeral for Dallas Officer Pelton, Father Jasso Funeral – All Saints Church, Nascar All Star Promotion Meeting, Chief Kraus retirement. Industrial Fire w/ FWFD, and AC Ramirez Retirement.
  • Patrol Bureau
    •
  • Chief's Office
    •
  • 3: Operational Improvements
    •
    5.1-O Establish a Sixth Patrol Division in FY18 to respond to significant population and development growth in north Fort Worth.

    Completed.
  • Patrol Bureau
    •
  • Patrol Deputy Chief
    •
  • 3: Operational Improvements
    •
    5.2-O Establish a Seventh Patrol Division by FY20 to respond to anticipated growth on the west side of Fort Worth (toward Parker County).

    The plans to establish a Seventh Patrol Division are being reviewed.
  • Patrol Bureau
    •
  • Patrol Deputy Chief
    •
  • 3: Operational Improvements
    •
    5.3-O Establish an Eighth Patrol Division by FY21-22 to respond to anticipated growth in southern portions of Fort Worth (toward Johnson County).

    Core Construction was selected as the CMAR for the South Patrol facility. Schematic designs and Design Development plans have been approved. Construction documents are expected to be complete in March with construction beginning in July.
  • Patrol Bureau
    •
  • Patrol Deputy Chief
    •
  • 3: Operational Improvements
    •
    6.1-O Create draft assessment by FY17 and finalize in FY18.
  • Finance / Personal Bureau
    •
  • F/P Assistant Chief
    •
  • 3: Operational Improvements
    •
    6.2-O Research and implement best practices for assessing law enforcement agencies in FY17.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • Quality Assurance
    •
  • 3: Operational Improvements
    •
    6.3-O Determine if assessment should be annual or biennial.
  • Finance / Personal Bureau
    •
  • F/P Assistant Chief
    •
  • 3: Operational Improvements
    •
    6.4-O Determine if assessment should be an internal review process or conducted by an external consultant.
  • Finance / Personal Bureau
    •
  • F/P Assistant Chief
    •
  • 3: Operational Improvements
    •
    6.5-O Provide completed report to the department, City officials, the City Council, and the community in FY19.
  • Chief's Office
    •
  • Chief's Office
    •
  • 3: Operational Improvements
    •
    6.1-O Utilize the department Needs Assessment System and Budget Committee to conduct overall annual prioritization of funding.

    Two new assessments were added in February.
  • Finance / Personal Bureau
    •
  • Fiscal Command Assistant Director
    •
  • 3: Operational Improvements
    •
    6.2-O Reference the 2014 Police Executive Research Forum Staffing Study, the strategic plan, the needs assessment system and future studies to refine staffing needs.

    No update.
  • Finance / Personal Bureau
    •
  • Personnel/Assets Command Assistant Director
    •
  • 3: Operational Improvements
    •
    6.3-O Identify most appropriate funding source for departmental needs (General Fund, Crime Control and Prevention District, Asset Forfeiture, Grants).

    Fiscal continues to work with Executive Staff to identify the right funding source for unfunded priorities approved through the Budget Committee. The Budget Committee has not met so the focus has been on finding sources for emergency procurements both for COVID 19 and for unplanned protest activities
  • Finance / Personal Bureau
    •
  • Fiscal Command Assistant Director
    •
  • 3: Operational Improvements
    •
    6.4-O Utilize the Needs Assessment System, Budget Committee and Executive Staff to identify and implement the highest staffing priorities annually.

    Two new assessments were added in February.
  • Finance / Personal Bureau
    •
  • Fiscal Command Assistant Director
    •
  • 3: Operational Improvements
    •
    6.5-O Use best practice analysis tools and models to determine staffing numbers in patrol and detective units annually.

    No update.
  • Finance / Personal Bureau
    •
  • Personnel/Assets Command Assistant Director
    •
  • 3: Operational Improvements
    •
    7.1-O Continue to educate the community annually about the Crime Control and Prevention District and identify which items receive funding through the District.

    Provided Command Staff and City Management program reports that outlines each program's funding and performance. The report was provided to the Crime Control and Prevention District Board and posted on the department's website. 
  • Finance / Personal Bureau
    •
  • Personnel/Assets Command Assistant Director
    •
  • 3: Operational Improvements
    •
    7.2-O Prepare and plan for the 2019 Renewal Election.

    Goal complete.
  • Finance / Personal Bureau
    •
  • Personnel/Assets Command Assistant Director
    •
  • 3: Operational Improvements
    •
    1.1-TI Complete the City of Fort Worth annual Five-Year Capital Improvement Plan that identifies equipment and technology needs.

    City Budget Office began new annual Capital Improvement Plan process.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    1.2-TI Conduct annual review of equipment and technology for inadequacies and/or end of life.

    No Interview rooms installed this month.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    1.3-TI Utilize the annual Needs Assessment process to identify priority technology needs.

    There were 2 technology requests this month.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    1.4-TI Continuously research the market for the latest technology and equipment.

    1 technology researched this month.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    1.5-TI Invite vendors to provide the department with demonstrations of new technology and equipment (Quarterly All Staff meetings).

    1 vendor demo provided this month.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    1.6-TI Continuously identify predictive analytical tools for crime prevention.

    Project Cancelled
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    1.7-TI Work with the IT Solutions Department to enhance the City’s Open Data site for public access to crime mapping data.

    Project Completed
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    1.8-TI Review the department’s Computer Aided Dispatch (CAD) and Records Management Software (RMS) in FY17. Work with IT and Fire to plan for overall system replacement (FY19).

    Project completed.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    1.9-TI Improve efficiencies within the department to use less paper and utilize more digital retention methods.

    Due to consolidation; IT Solutions supports e-Forms.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    1.10-TI Begin in-car video system replacement.

    Original 600 completed.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    1.11-TI Finish Mobile Data Computer (MDC) replacement.

    Goal Completed.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.1-TI The department’s existing Website Working Group should continue to meet monthly or quarterly as needed to monitor and assess website effectiveness.

    Website Working Group did not meet this month. Content is updated on the website as needed.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.2-TI Develop a Standard Operating Procedure by FY20 for developing, reviewing, and approving content on the website.

    Implementation expected FY21.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.3-TI Benchmark websites of other agencies annually.

    Reviewed other city websites that use the platform the City is planning to use.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.4-TI Review FWPD website weekly to ensure content is up-to-date.

    Research and Planning staff review the website weekly to ensure content was up to date. The website is also updated as requested from other staff and organizations.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • Public Relations Office
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.5-TI Identify and utilize programs similar to FaceTime and Skype to communicate with the public.

    PRO team utilizes Facebook Live and You Tube for press releases to inform the public.
  • Finance / Personal Bureau
    •
  • Public Relations Office
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.6-TI Expand citywide surveillance camera program to enhance officer and public safety, and aid in investigations annually.

    POs are in place for further expansion.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.7-TI Expand License Plate Reader (LPR) network annually.

    POs are in place for further expansion.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.8-TI Continue promoting and marketing Community Camera Program each year.

    Camera program in place and continues to grow.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.9-TI Expand WiFi infrastructure to support expanded camera projects and connectivity to City network annually.

    Expansion dependent on funding.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.10-TI Purchase 400 additional body camera systems in FY17.

    Goal complete.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.11-TI Expand data available on Omega CrimeView Dashboard quarterly.

    Goal complete.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.12-TI Initiate and expand the Public Service Kiosk program.

    Project Cancelled
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.13-TI Incorporate additional data on the Open Data portal quarterly.

    Updates ongoing.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.14-TI Purchase gunshot detection software in FY18.

    Project Cancelled
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.15-TI Initiate and expand E-Citation solution in FY20.

    Goal complete.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    2.16-TI Present biometric solutions technology that integrates with Computer Aided Dispatch (CAD).

    Project Cancelled
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    3.1-TI Conduct audit of existing police facilities to confirm assets and technology capacity every two years.

    Technology needs reviewed as needed.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    3.2-TI Create a checklist of technological needs for new and leased police facilities annually.

    Technology needs reviewed as needed.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    3.3-TI Create a Technology Readiness Report for facilities in FY20.

    Implementation expected FY21.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    4.1-TI Review and revise Technology Disaster Recovery Plan (TDRP) in FY21.

    Implementation expected FY21.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    4.2-TI Identify necessary equipment and software needed to implement the TDRP in FY20.

    Implementation expected FY21.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    4.3-TI Create assignments and test the TDRP in FY20.

    Implementation expected FY21.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    4.4-TI Visit all facilities and identify user groups and resources required for operations annually.

    Ongoing.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    4.5-TI Develop business continuity plans for each location annually.

    Technology is part of the department's Continuity of Operations Plan.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.1-TI Ensure top priority facility projects are included in the City of Fort Worth Five-Year Capital Improvement Plan (CIP), and updated annually.

    Facility project priorities are approved by Executive Staff and the CMO.
  • Finance / Personal Bureau
    •
  • Research & Planning Manager
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.2-TI Analyze and make recommendations for the realignment of patrol boundaries, including the creation of a 7th and 8th Patrol Division, to ensure the effective allocation of resources and personnel to address crime prevention and reduction efforts.

    Will analyze in FY21.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.3-TI Design facilities to accommodate existing and future growth and service needs allowing for flexibility and future expansion.

    The new South Division facility approved in the 2018 Bond Program will be programmed to accommodate future growth and service needs. Schematic designs and Design Development plans have been approved. Core Construction was selected as the CMAR. Schematic designs and Design Development plans have been approved. Construction documents are expected to be complete in March with construction beginning in July.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.4-TI As resources are limited, consolidate facilities as feasible and/or combine police facilities with other city functions if joint-use facilities support planning goals to fulfill neighborhood and police service needs.

    Managed Property Room/Arson storage and South Patrol projects. Began planning for move to old City Hall.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.5-TI Work with the Property Management Department to identify sites for potential acquisition for future Police facilities.

    Worked with Property Management on Northwest Patrol/Auto Pound land, South Division facility, new property room in fire training shell space, gate repair projects, KXAS lab HVAC improvements, KXAS video wall, and homicide electrical addition.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.6-TI Ensure all future facility design sustains operations for more than 25 years. New facilities must function efficiently, be located in optimal areas, and have the opportunity for future expansion in order to effectively serve the community, encourage police and community interaction, and limit the need for new capital dollars.

    The new South Division facility approved in the 2018 Bond Program will be programmed to accommodate future growth and service needs. Schematic designs and Design Development plans have been approved. Core Construction was selected as the CMAR. Schematic designs and Design Development plans have been approved. Construction documents are expected to be complete in March with construction beginning in July.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.7-TI Seek co-location opportunities with other departments and entities, as appropriate.

    Will continue to evaluate as opportunities arise. Police and Fire are partnering on a Property Room Expansion and Arson/Bomb Squad Evidence Room in the Bob Bolen Fire Training Building.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.8-TI Evaluate the use/effectiveness of all storefronts, and recommend whether their use should continue in the future, discontinue, or relocate to different locations.

    Will continue to evaluate all storefront leases.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.9-TI Utilize leased facilities only when necessary for operational effectiveness, and where possible, reduce the number of leased facilities by FY21.

    Will continue to evaluate all leases.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.10-TI Ensure that future police facilities are designed to maintain critical operations in the event of a disaster.

    Will continue to evaluate as opportunities arise. Police and Fire are partnering on a Property Room Expansion and Arson/Bomb Squad Evidence Room in the Bob Bolen Fire Training Building.
  • Finance / Personal Bureau
    •
  • Research & Planning
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.11-TI Review security of existing Police Department facilities and make improvements as necessary to implement best practices and comply with Criminal Justice Information Systems (CJIS) standards.

    Technology needs reviewed as needed.
  • Finance / Personal Bureau
    •
  • Communications
    •
  • Technology Services
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.12-TI Determine technology infrastructure needs for future Police Department facilities.

    Technology needs reviewed as needed.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • ITS Department
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    5.13-TI Procure Uninterrupted Power Source and new backup Generator as part of the Phase II Public Safety Complex Improvement Project.

    Implementation dependent on funding.
  • Finance / Personal Bureau
    •
  • Technology Services
    •
  • ITS Department
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    A1-PB Establish and maintain positive and trusting community relationships by increasing the number of community forums by six per year.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    A2-PB Solicit employee (sworn and civilian) and community input in creative ways to address ongoing crime problems by establishing and facilitating focus groups four times per year with employees and community members.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    Patrol - Increase use of technology as it continues to evolve rapidly by including one consistent representative from each Division in Technology Committee meetings to remain informed on available enhancements.
    Patrol Bureau

    Completed. 
  • 3: Operational Improvements
    •
    Patrol - Address facility needs for all Patrol Divisions to include new facilities for the Sixth Division, Far West Division, South Division, and a consolidated Central Division.
    Patrol Bureau

    The North Division and West Division/ Joyce projects were completed in 2018. The new South Division project was approved in the 2018 Bond Program. Property for the new facility was purchased in November 2018. Design on the new facility began in 2019 and is expected to open in late 2021/early 2022. In August 2020, the City Council approved acquiring property for a new Northwest Division facility; closing is expected in 2021; funding for construction is not yet secured.  Central Division is planning to be moved to the existing city hall when the new city hall is complete.
  • 4: Technology Development and Infrastructure Expansion
    •
    Patrol - Pursue advanced tactical training and equipment for large scale events.
    Patrol Bureau

    Training has been cancelled due to COVID-19.
  • 1: Professionalism and Organizational Excellence
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    Patrol - Increase officer and sergeant patrol staffing in Patrol Divisions each year based on call load and vacancies in support of calls for service workload. (See Staffing Section for details.)
    Patrol Bureau

    Staffing updates are dependent on implementing the staffing study that was completed in March by the Matrix Consulting Group and recommendations from City Manager/City Council approval.  New positions were approved to be assigned according to need based on call load and vacancies.  There will likely be changes to the number of approved positions due to the economic impact of COVID-19.
  • 3: Operational Improvements
    •
    Patrol - Address neighborhood quality of life issues proactively by identifying neighborhoods that require mowing, alley way clearance, bulk trash pick-up, sealing and condemnation of dilapidated homes.
    Patrol Bureau
  • 3: Operational Improvements
    •
    B2-PB Develop a Crime Action Plan (CAP) committee to meet monthly consisting of supervisory and officer-level representatives from each shift (and NPOs).
    Patrol Bureau
  • 3: Operational Improvements
    •
    B3-PB Collaborate with organizations that serve homeless individuals and vulnerable populations to provide them guidance, and assistance with obtaining resources. NPOs will identify and establish relationships with the facilities on their beats and participate / assist with the facility needs. NPO’s will provide monthly stats on the number of persons who benefit from placement in work programs and/or obtain housing assistance.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    B4-PB Assist with increasing economic development and investment through enforcement, crime prevention, and active engagement with various community partners. Commanders shall establish an economic development committee and meet four times per year to discuss and identify new modes of collaboration and joint venture opportunities.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    B5-PB Enhance communication between officers and their counterparts in various supporting units (NPOs, specialized units, etc.), by having each specialized unit and NPOs attend at least one roll call per week and disseminate timely intelligence information to Patrol.
    Patrol Bureau
  • 3: Operational Improvements
    •
    B6-PB Train officers in beat integrity/beat management techniques such as identification of and relationship development with community members who can and will assist law enforcement efforts. Make better use of crime analysis tools and personnel for trending offenses, and the effective use of all available resources. Use one extended roll call training one day/week to encompass all of Patrol in coordination with Advanced Training.
    Patrol Bureau
  • 1: Professionalism and Organizational Excellence
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    C1-PB Address neighborhood quality of life issues more proactively with NPOs and beat officers meeting with twenty citizens and ten businesses on their assigned beats per month.
    Patrol Bureau
  • 3: Operational Improvements
    •
    C2-PB Increase communication between NPOs, community groups, apartment managers, beat officers, and other departmental groups regarding new beat trends, making a concerted and collaborative effort to address them in a timely manner by hosting police sponsored neighborhood meetings within each neighborhood.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    C3-PB Develop youth activities in each beat to improve relations between the police and the public. NPOs and beat officers will canvass their beats and ascertain what sport or activity will be productive / successful in their neighborhoods of responsibility. NPOs shall attend PAL meetings on a routine basis and share/encourage participation with the citizens within their beats.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    C4-PB Become more involved in community programs to build better relations and partnerships between the police and the public. NPOs shall develop or facilitate four new meetings in their areas per year.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    C5-PB Utilize mobile storefronts that rotates to different locations each month offering services normally offered at regular permanent police storefront locations. NPOs shall utilize the mobile storefront once per month on each of their beats and advertise one week in advance of location.
    Patrol Bureau
  • 4: Technology Development and Infrastructure Expansion
    •
    C6-PB Identify areas of blight and address in cooperation with other city departments to reduce conditions conducive to crime. NPOs and beat officers shall identify these areas and NPOs will report this information to their chain of command.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    C7-PB Submit monthly NPO reports on activities, problem solving efforts, community meetings, community problems, etc.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    C8-PB Create at least two new CODE Blue groups per year per Division by conducting community walks, creating bilingual advertisements, solicitation through neighborhood association meetings, bringing Code Blue applications to all events where police are present, and providing short recruitment speeches at all applicable events.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    C9-PB Increase Code Blue Membership by 5% per year for five years.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    C10-PB Increase active Code Blue participation. NPOs are required to provide one special detail per month on their beat outside of normal operations.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    D1-PB Ensure efficient case management and effective investigations by conducting monthly audits to ensure adherence to compliance standards.
    Patrol Bureau
  • 3: Operational Improvements
    •
    D2-PB Conduct weekly case review meetings to ensure identification and discussion of all cases assigned to individual detectives; in particular cases that may be related or part of ongoing crime sprees in COMPSTAT and violent crime meetings.
    Patrol Bureau
  • 3: Operational Improvements
    •
    D3-PB Increase timely information sharing on trends and wanted-person information with beat officers, NPOs, business owners, community groups, and apartment communities. Captains will schedule and attend ad-hoc and scheduled police informational meetings within each neighborhood. The beat officers, NPOs, and community leaders for each area will be encouraged to participate and create networking events.
    Patrol Bureau
  • 3: Operational Improvements
    •
    D4-PB Establish regular Roll-Call training by detectives for patrol personnel. A divisional CID detective will attend one roll call each week to facilitate information sharing.
    Patrol Bureau
  • 1: Professionalism and Organizational Excellence
    •
    D5-PB Assign patrol officers to the detective office on two-week rotations to facilitate their understanding of the intricacies in investigations and the requirements necessary when filing thorough/quality cases.
    Patrol Bureau
  • 1: Professionalism and Organizational Excellence
    •
    D6-PB Develop community informants to glean additional information on criminals and trends. NPOs and beat officers shall develop or refer one potential confidential informant to the Intelligence Section per month.
    Patrol Bureau
  • 3: Operational Improvements
    •
    Patrol - Increase the number of patrol investigators to twenty-seven in order to keep up with the increasing citizen population that is occurring throughout the city by FY18.
    Patrol Bureau

    Staffing updates are dependent on implementing the staffing study that was completed in March by the Matrix Consulting Group and recommendations from City Manager/City Council approval.  New positions were approved to be assigned according to need based on call load and vacancies.  There will likely be changes to the number of approved positions due to the economic impact of COVID-19.
  • 3: Operational Improvements
    •
    Northwest - Create a plan to either relocate or rebuild the 2500 N. Houston facility with the goal of consolidating what is anticipated to be a Northwest patrol division into one centralized facility.
    Patrol Bureau
  • 3: Operational Improvements
    •
    North - Maintain an annual clearance rate for North Division Property Crimes Unit of 20%.
    Patrol Bureau

    Property crime clearance rate for February was 17%.
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    North - Organize monthly meetings with businesses and commercial stakeholders in North Division to share information related to crime trends and foster collaborative relationships.
    Patrol Bureau

    Communicaton with businesses continues to be conducted via email and phone.  Met with Tanger Outlet representatives who donated $1500 to North Division.
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    North - Ensure complainants receive a callback on all cases within 72 hours and document in Records Management System.
    Patrol Bureau

    Contact with crime victims are being made within 72 hours on assigned cases
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    F1-PB Identify an appropriate location for a new far West Patrol Division in close proximity to anticipated major development.
    Patrol Bureau
  • 4: Technology Development and Infrastructure Expansion
    •
    F2-PB Complete renovations in West Division Patrol Headquarters (Marquita St.) and renovations of the adjoining Joyce St. building to consolidate West Patrol.
    Patrol Bureau
  • 4: Technology Development and Infrastructure Expansion
    •
    F3-PB Expand the West Division Bike Patrol Unit by ten officers and one sergeant for the 7th Street corridor in FY18.
    Patrol Bureau
  • 3: Operational Improvements
    •
    F4-PB Provide more problem solving solutions to the homeless population. NPOs and beat officers establish relationships with businesses/organizations and combine resources to address this issue. NPOs are required to keep stats on how many receive jobs and housing on a monthly basis. NPO’s and beat officers shall coordinate one area of clean up per week pertaining to homeless camps.
    Patrol Bureau
  • 3: Operational Improvements
    •
    F5-PB Create an action plan to work with other City Departments, volunteers, and community groups, to address crimes in the Las Vegas Trail corridor.
    Patrol Bureau
  • 3: Operational Improvements
    •
    Central - Work with the Property Management Department to identify a suitable location for the Central Patrol Division to consolidate two facilities into one facility.
    Patrol Bureau

    Researching a suitable location for Central Division is ongoing.  This will likely be accomplished through the master City plan of consolidating resources downtown into a new larger facility for all City departments. 
  • 4: Technology Development and Infrastructure Expansion
    •
    Central - Create a dedicated police Homeless Reaction Team comprised of seven officers and one sergeant in FY19 that are properly trained in dealing with all homeless related issues.
    Patrol Bureau

    The HOPE Unit is fully operational and works daily with homeless service providers to connect individual's experiencing homelessness to services. NPOs have worked in support of HOPE in that the NPOs report and update the database created to report homeless encampments. The NPOs also provide assistance / security  / and presence to CFW CODE Staff at clean up sites as required or requested.
  • 3: Operational Improvements
    •
    Central - Provide additional problem solving solutions to the homeless population. NPOs and beat officers shall establish relationships with businesses/organizations and combine resources to address this issue. NPOs are required to keep stats on how many receive jobs and housing on a monthly basis. NPOs and beat officers shall coordinate one area of clean up per week used for homeless camps.
    Patrol Bureau

    Training has been provided to all NPO's on homeless service providers and connection to service options. NPO's can call HOPE out to assess people for service and housing. By working together more individuals experiencing homelessness can be connected to services. 
  • 3: Operational Improvements
    •
    Central - Expand the Central Bike Unit by ten officers and one sergeant in FY20 to address city growth and visitors to the downtown area.
    Patrol Bureau

    At this time we do not have funding or personnel to move forward with this project, therefore it is on hold. 
  • 3: Operational Improvements
    •
    Central - Decrease Downtown panhandling complaints by 10% through education of tourists, citizens, and enforcement details. NPOs shall conduct one enforcement detail per month in affected areas and document them in monthly reports.
    Patrol Bureau

    NPOs have performed numerous hours of monitoring of the panhandling "hotspots", focusing on the Central Business District, 121/Riverside, and 121/Beach. This daily detail has been in place for months. At this point it remains Officer discretion to warn / cite / arrest homeless offenders due to the pandemic.
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    Air Support - Retrofit both helicopters with night- vision goggles (NVG) compatible equipment and purchase two sets of night-vision goggles for crews to use at night.
    Patrol Bureau

    Incomplete.  On hold while awaiting status determination of older 3rd helicopter.
  • 4: Technology Development and Infrastructure Expansion
    •
    Air Support - Purchase two larger and more powerful helicopters to replace the existing ones.
    Patrol Bureau

    In process. Finally picked up new helicopter in December.   
  • 4: Technology Development and Infrastructure Expansion
    •
    Air Support - Establish internal training and annual in-house proficiency checks for pilots and flight officers.
    Patrol Bureau

    This is currently being done.
  • 1: Professionalism and Organizational Excellence
    •
    Air Support - Rewrite the FWPD Air Support Standard Operating Procedures manual and approve for implementation.
    Patrol Bureau

    Completed.
  • 3: Operational Improvements
    •
    Air Support - Decommission and replace the 2nd helicopter.
    Patrol Bureau

    In progress. The new helicopter was picked up in December.
  • 3: Operational Improvements
    •
    Air Support - Minimize out of air/out of service time by 8 hours/ week during peak hours of need.
    Patrol Bureau

    In progress. The new helicopter was picked up in December.
  • 3: Operational Improvements
    •
    Air Support - Add one additional administrative support staff to maintain various databases and perform a range of services.
    Patrol Bureau
  • 3: Operational Improvements
    •
    South - Initiate a plan to consolidate South Patrol Operations into one newer facility.
    Patrol Bureau

    This project was approved as part of the 2018 Bond Program. The City purchased land in November 2018 at the southwest corner of Reisinger and McCart and the design process began in 2019. Construction is expected to begin in July 2021.
  • 4: Technology Development and Infrastructure Expansion
    •
    South - Create a plan for a far South Division to accommodate growth south along the Chisolm Trail Parkway.
    Patrol Bureau

    This project was approved as part of the 2018 Bond Program. The City purchased land in November 2018 and the design began in 2019. Schematic design plans are complete. The project is progressing
  • 4: Technology Development and Infrastructure Expansion
    •
    South - Devise an action plan to target large volume retail thefts at major retailers, which are responsible for large portions of calls for service regarding property crimes. The goal is to collaborate with these major retailers to reduce shoplifting by 15%.
    Patrol Bureau

    South is using the mobile store front as additional presence in front of the big box retailers in the evening to help reduce thefts/shoplifting during various hours
  • 3: Operational Improvements
    •
    South - Work with community partners to help reduce the homeless population citywide by working with businesses and volunteer organizations.
    Patrol Bureau

    On going work with the Homeless Liaison
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    South - Work with other City departments and neighborhood associations to close, repurpose, and clean the large grain silos along the Alice corridor.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    South - Prevent and reduce the fear of crime throughout the Division by having the NPO and beat officers meet with twenty citizens and ten businesses on their assigned beats per month to address quality of life issues and build rapport with the community.
    Patrol Bureau

    Occurs throughout the month/ also using online Neighborhood Next Door
  • 3: Operational Improvements
    •
    South - Establish a weekly crime meeting to foster communication between Patrol and CID discussing latest crime trends and issues with reports, investigations, and resources.
    Patrol Bureau

    Meeting occurs on a weekly basis with CID/Property Crimes/NPO
  • 3: Operational Improvements
    •
    South - Conduct weekly case review meetings to ensure identification and discussion of all cases assigned to individual detectives; in particular cases that may be related or part of ongoing crime sprees in COMPSTAT and violent crime meetings.
    Patrol Bureau
  • 3: Operational Improvements
    •
    South - Working with other City Departments, each NPO will identify neighborhoods that need quality of life issues addressed such as mowing, bulk trash pickup, and sealing dilapidated/abandoned houses, etc.
    Patrol Bureau

    NPOs are working with Code Enforcement in various communities to address several needs
  • 3: Operational Improvements
    •
    East - Work with other City departments, community leaders, volunteer groups and private/public partnerships to revitalize neighborhoods. Captain shall establish a committee involving all stakeholders that meets 4 times per year to address these issues and assure that all requested resources and items have been acquired and results / progress is being made in the identified areas.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    East - Create a Nuisance Abatement Team of three officers in FY19 to address the problem of absentee landlords renting substandard structures to be used for illegal activities. The team shall identify at least 4 properties each month to work on and provide a monthly report of their statuses.
    Patrol Bureau

    A decision package was created to add additional positions, but was not ranked as a priority. Staffing shortages in patrol have made this goal difficult to fulfill at this time. However, NPO's work together with City Code to work on Nuisance Abatement issues.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    East - Increase economic development and investment in the E. Lancaster Avenue corridor through law enforcement, crime prevention, and active engagement with our various community partners to discover new avenues of collaboration and joint venture opportunities.
    Patrol Bureau

    The public improvement district was approved by the City Council. DC Shedd was elected to the board of the East Fort Worth Business Association. The East Lancaster PID was selected as the project of the year by East Fort Worth Business Association. The initial scope of work for the security company was developed.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    West - Expand the scope of the Crime Free Multi-Housing ordinance training and its enforcement by providing additional training each year to NPO’s and beat officers.
    Patrol Bureau

    One WEST NPO has been assigned to be the instructor for Crime Free Multi Housing for the Department. 
  • 1: Professionalism and Organizational Excellence
    •
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    East - Expand the Crime Free Multi-Housing Unit to eventually become a citywide asset, responsible for those issues specific to apartment communities.
    Patrol Bureau

    West Division took over the Crime Free Multi-Housing responsibilities with the transfer of Officer Speed's position.  However, Crime Prevention Specialists helps with those endeavors. 
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    East - Develop a Crime Action Plan (CAP) committee consisting of supervisory and officer-level representatives from each shift and the NPO unit. This committee shall meet twice per month and provide monthly stats.
    Patrol Bureau
  • 3: Operational Improvements
    •
    Traffic - Provide increased training for the Division necessary to maintain and improve skills and competencies of officers. Each officer shall attend two special trainings associated with their assignment per year.
    Patrol Bureau

    Ongoing.  Solo Motor training is conducted on a monthly basis.  TIU, DWI, TacMed and CIT also complete recurrent training.
  • 1: Professionalism and Organizational Excellence
    •
    Traffic - Increase the size of the traffic facility or add space at other facilities to accommodate personnel and equipment growth.
    Patrol Bureau

    Deferred.  Priority has been placed on other units/sections/divisions with greater need for vehicles and equipment.
  • 4: Technology Development and Infrastructure Expansion
    •
    Traffic - Add one Office Assistant in FY21.
    Patrol Bureau

    Deferred.  Budget approval for this position was obtained in 2019, but the position was not filled.  The position was requested again through a needs assessment in January 2020.  In the interim, an approved part-time employee staffs the front desk for four (4) hours a day. 
  • 3: Operational Improvements
    •
    Traffic - Increase traffic enforcement staffing by ten officers and one sergeant in FY19.
    Patrol Bureau

    Deferred.  Priority has been placed on other units/sections/divisions with greater need for sworn staffing positions.
  • 3: Operational Improvements
    •
    Traffic - Increase vehicles and equipment as the number of officers increase.
    Patrol Bureau

    Deferred.  Priority has been placed on other units/sections/divisions with greater need for vehicles and equipment.
  • 4: Technology Development and Infrastructure Expansion
    •
    Traffic - Reduce fatalities and the large number of accidents that occur on area freeways, which can be accomplished by adding enforcement officers solely responsible visibility and accidents response on freeways in order to provide patrol officers increased time to answer calls for service.
    Patrol Bureau

    Deferred.  Priority has been placed on other units/sections/divisions with greater need for sworn staffing positions.
  • 3: Operational Improvements
    •
    Traffic - Purchase electronic ticket writers or software for MDCs and printers to accommodate the entire Traffic Division within the next two years.
    Patrol Bureau

    Completed. The M&C was approved by City Council in August, 2017, the PO accepted by Brazos/Tyler Technologies and the order processed for 158 electronic citation writers.  We have fulfilled this item with reciept of 158 total devices. Traffic Division has 68.  Each patrol division has 9 ticket writers (54 total).   West 7th Bikes and Central Bikes have 30 devices total between them. The remaining 6 devices are assigned to T/PW for their parking enforcement.
  • 4: Technology Development and Infrastructure Expansion
    •
    Traffic - Ensure motors will cover the major thoroughfares seven days a week providing longer coverage daily while conducting education and enforcement related duties with the additional motors.
    Patrol Bureau

    Deferred.  No additional staffing has been provided for this endeavor.  Priority has been placed on other units/sections/divisions with greater need for sworn staffing positions.
  • 3: Operational Improvements
    •
    Traffic - Increase motor fleet and electronic ticket writers to equip added officers.
    Patrol Bureau

    Deferred.  We have not increased the Traffic Division sworn staffing or our motor fleet.  An M&C was approved by City Council in August, 2017, the PO accepted by Brazos/Tyler Technologies and the order processed for 158 electronic citation writers.  We have fulfilled this item with reciept of 158 total devices, to include 68 ticket writers issued to the Traffic Division.
  • 4: Technology Development and Infrastructure Expansion
    •
    Traffic - Increase DWI Unit by ten officers and one sergeant in FY18. All patrol officers and NPO’s will work one week in DWI per year, either within their own Division or as directed by DWI during peak DWI times. The DWI lieutenant will schedule officers and maintain a log and provide monthly reports to all Divisional captains.
    Patrol Bureau

    Deferred.  No additional staffing has been provided for this endeavor.  Priority has been placed on other units/sections/divisions with greater need for sworn staffing positions.
  • 3: Operational Improvements
    •
    Traffic - Provide seven-day coverage during peak DWI times.
    Patrol Bureau

    Deferred.  No additional staffing has been provided for this endeavor.  Priority has been placed on other units/sections/divisions with greater need for sworn staffing positions.
  • 3: Operational Improvements
    •
    Traffic - Relieve patrol officers from having to work DWIs by having additional officers and seven-day coverage. Reduce the time patrol officers are out of service.
    Patrol Bureau

    Deferred.  No additional staffing has been provided for this endeavor.  Priority has been placed on other units/sections/divisions with greater need for sworn staffing positions.  The DWI Unit works almost all DWIs during their duty hours and do not work on Sunday, Monday or Tuesday.
  • 3: Operational Improvements
    •
    Traffic - Increase equipment to accommodate new officers.
    Patrol Bureau

    Deferred.  Other than 158 new electronic citation writers, priority has been placed on other units/sections/divisions with greater need for vehicles and equipment.
  • 4: Technology Development and Infrastructure Expansion
    •
    O5-PB Only add new DWI vehicles with low profile light packages (interior, grill, bumper and strobe lights) with subdued markings to reduce detectability by violators.
    Patrol Bureau

    10 all wheel drive Dodge Chargers, eight black subdued and two marked were ordered and new vehicles are usually added yearly. However, since our city vehicles are in good shape, we will not order any new vehicles this year to save city money.
  • 4: Technology Development and Infrastructure Expansion
    •
    O6-PB Create a clean room in the jail and train Intoxilyzer operators to draw blood evidence, or hire nurses or phlebotomists.
    Patrol Bureau
  • 3: Operational Improvements
    •
  • 1: Professionalism and Organizational Excellence
    •
    P1-PB Increase TIU staffing by one sergeant in FY20 and one sergeant in FY22.
    Patrol Bureau

    Deferred.  No additional staffing has been provided for this endeavor.  Priority has been placed on other units/sections/divisions with greater need for sworn staffing positions.
  • 3: Operational Improvements
    •
    Traffic - Eliminate working minor accidents or minor hit and run accidents that have no solvability factors.
    Patrol Bureau

    Deferred.  No additional staffing has been provided for this endeavor.  Priority has been placed on other units/sections/divisions with greater need for sworn staffing positions.
  • 3: Operational Improvements
    •
    Traffic - Purchase robotic mapping stations to decrease fatality accident investigations; clear accident scenes faster to create increased traffic mobility.
    Patrol Bureau

    Completed.  The robotic mapping station purchase has been approved by City Council, the PO accepted and the station was transferred to TIU on August 31, 2017.  Continual training has since been conducted by TIU detectives on the device.
  • 4: Technology Development and Infrastructure Expansion
    •
    R1-PB Provide assistance with freeway accidents to provide quick response time to accidents on the freeway and remove the accident / debris as soon as possible. The goal is to improve traffic mobility as the majority of fatalities are caused by rear-ending vehicles stopped in traffic.
    Patrol Bureau

    A contract was approved by City Council with a goal of getting wreckers to the scene quicker to help clear freeways and other roadways. Other techniques continue to be evaluated.
  • 3: Operational Improvements
    •
    Traffic - Acquire 2 new trucks each year to ensure inventory allows for 1 assigned truck per AVE staff member.
    Patrol Bureau

    Completed.  We have received all five AVE vehicles and they are now in service.
  • 4: Technology Development and Infrastructure Expansion
    •
    R3-PB Ensure reclassification of staff is complete and reevaluate pay adjustments pursuant to Knowledge, Skills, and Abilities, risk factors, etc.
    Patrol Bureau

    Completed.
  • 1: Professionalism and Organizational Excellence
    •
    Traffic - Add 10 Traffic Control Technicians, and 2 Traffic Control Technician Supervisors.
    Patrol Bureau

    Deferred.  No additional staffing has been provided for this endeavor.  Priority has been placed on other units/sections/divisions with greater need for sworn staffing positions.  The DWI Unit works almost all DWIs during their duty hours and do not work on Sunday, Monday or Tuesday.
  • 3: Operational Improvements
    •
    Central - A1-PB - Establish and maintain positive and trusting community relationships by increasing the number of community forums by six per year. (Copy)
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    A6-PB: Add Sixth Patrol Division goals to the Strategic Plan once the new patrol division is created.
    Patrol Bureau
    Northwest - Establish and maintain positive and trusting community relationships by increasing the number of community forums by six per year.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    H7-PB Add one administrative support staff to maintain various databases and perform a range of services.
    Patrol Bureau
    Northwest - Solicit employee (sworn and civilian) and community input in creative ways to address ongoing crime problems by establishing and facilitating focus groups four times per year with employees and community members.
    Patrol Bureau

    We continue to meet virtually with our citizens who chose to participate during covid. We have held a total of 31 Focus Group meetings  for the month of February that included the community and police employees. These meetings included Police-Initiated, Neighborhood / HOA and COP meetings. Dorothy continues to assist us in setting up some of the above events and help with their organization. 
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    Northwest - Maintain an annual clearance rate for Northwest Division Property Crime Unit of 20%
    Patrol Bureau

    Our current clearance rate for the month of February is 21.92%
  • 3: Operational Improvements
    •
    West - Open a new W. 7th Street area storefront facility.
    Patrol Bureau

    West 7th Storefront is open and in use.  
    Northwest - Address neighborhood quality of life issues proactively by identifying neighborhoods that require mowing, alley way clearance, bulk trash pick-up, sealing and condemnation of dilapidated homes.
    Patrol Bureau

    NPOs continue to work with Code Compliance in correcting issues that face North West.  These issues and remedies are noted in the weekly report for each NPO in Northwest Division.  I personally as the commander NW DIV drive the neighborhoods in order to address any quality of life issues. We continue to cooridnate all city resources as needed to respond to citizen complaints or quality of life issues that arise. Each NPO walked/drove their respective beats; they contact Code Enforcement once a week on homeless camps and the Homeless coordinator in order to seek assistance or the homeless.   In addition, the NPO's discuss with code the areas of blight (tall grass, parking in yard, substandard structures, dumping) within their beat as well communicate with specialized units to assist with problem establishments. NPO's are utilizing the MYFW app to address code complaint issued and have passed this information along to citizens are the meetings we are attending.  NW NPO's Met with code on 33 occassions for the month of February to address quality of life isssued. 
  • 3: Operational Improvements
    •
    Northwest - Maintain contact with managers of hotels and motel stakeholders along the I-35/820 area to share information related to crime trends.
    Patrol Bureau

    NPO Vanbrunt continues to send out weekly newsletters to his beat and check on the businesses in C15. NPO Vanbrunt had 5 Business contacts during the month of February. NPO Vanbrunt continues to work with Sgt. Kenjura and Dorothy in regards to the hotel in his beat that has been housing homeless. 
  • 3: Operational Improvements
    •
    Northwest - Develop a Crime Action Plan (CAP) committee to meet monthly consisting of supervisory and officer-level representatives from each shift (and NPOs).
    Patrol Bureau

    Our crime action committee consists of patrol supervisors, NPO officers, SRT, CIU, Metal Reycling Officers and Property Crimes Officers, Captain and Commander.  Each one of us is tasked with monitoring the crime rate/trends within the division and bringing input to the table at the monthly meeting for crime prevention/reduction strategies.   
  • 3: Operational Improvements
    •
    Northwest - Collaborate with organizations that serve homeless individuals and vulnerable populations to provide them guidance, and assistance with obtaining resources. NPOs will identify and establish relationships with the facilities on their beats and participate / assist with the facility needs. NPO’s will provide monthly stats on the number of persons who benefit from placement in work programs and/or obtain housing assistance.
    Patrol Bureau

    The NW NPO's have been following up on their homeless complaints as normal. We follow up with emails to the hope team.So we will continue to do what we are doing with the NPO unit as it appears to be working.My NPOS continue to handle their complaints as normal during the months of Covid 19 restrictions. We initiated 31 homeless complaints in the area that were resolved during the month of February
  • 2: Community Engagement and Partnerships
    •
    Northwest - Assist with increasing economic development and investment through enforcement, crime prevention, and active engagement with various community partners. Commanders shall establish an economic development committee and meet four times per year to discuss and identify new modes of collaboration and joint venture opportunities.
    Patrol Bureau

    We have not specifically assigned officers to the economic development committee; however, this will be assigned by the Commander of the NW Division by the 3-4 quarter of this year.  Keep in mind that NPO's, Captain and Commander meet monthly with area businesses/owners to discuss ways of faciilitating communication/collaboration to prevent, combat and reduce crime so that area businesses and communities thrive within NW Division. We meet every few weeks to discuss issues among NW with the command staff.  In addition, the C-Dst Lieutenant and I both meet with the representatives from the Stockyards that are responsible for the new development on  a regular basis in person or via phone. 
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    Northwest - Enhance communication between officers and their counterparts in various supporting units (NPOs, specialized units, etc.), by having each specialized unit and NPOs attend at least one roll call per week and disseminate timely intelligence information to Patrol.
    Patrol Bureau

    NPO disseminate their weekly activity report to the shift Sgts. During our monthly meetings we have tasked/delegated the authority for NPO's to take ownership of their respective areas and reach out to specialized units and their beat officers.  We have a citywide property crimes meeting so we communicate across Divisional lines.  The specialized units weekly reports are disseminated to all patrol supervisors.  We reach out to specialized units on a weekly basis and vice versa. Roll calls are now in back in order practicing social distancing. 
  • 3: Operational Improvements
    •
    Northwest - Train officers in beat integrity/beat management techniques such as identification of and relationship development with cay/weommunity members who can and will assist law enforcement efforts. Make better use of crime analysis tools and personnel for trending offenses, and the effective use of all available resources. Use one extended roll call training one dek to encompass all of Patrol in coordination with Advanced Training.
    Patrol Bureau

    We are educating the patrol officers on how important their intial contact with citizens is and to continue community engagement and be receptive to their input about crime.  In addition, NPO's have been instructed to increase the communication by NPO's and each shift beat officer. The NPO's communicated directly with their beat officers via email and have posted relevant information on their Beat whiteboard.  Lists for gang members on each beat have disseminated as well; Parolees are also checked. 
  • 1: Professionalism and Organizational Excellence
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    Northwest - Work with Vice / Narcotics to establish a 72-hour response time to game room complaints. Achieve 90% compliance by FY18.
    Patrol Bureau

    NPO's routinely communicate with Vice on active game rooms.  I, Criado, have and continue to communicate with Vice since I have first hand knowledge of the game room model.  Since Vice has had a full time team, we have had about 100% compliance in acknowleding our complaints within  the 72 hour response and will work the complaints based on priority. We continue to do Game Room enforcement and invite code along at each detail for citations. We have done three details this month and the NPOS will continue to enforce the Tarrant County Game Room Regulations in March. 
  • 3: Operational Improvements
    •
    Northwest - Address neighborhood quality of life issues more proactively with NPOs and beat officers meeting with twenty citizens and ten businesses on their assigned beats per month.
    Patrol Bureau

    NPOs continue to work with Code Compliance in correcting issues that face North West.  These issues and remedies are noted in the weekly report for each NPO in Northwest Division.  I personally as the commander NW DIV drive the neighborhoods in order to address any quality of life issues. We continue to cooridnate all city resources as needed to respond to citizen complaints or quality of life issues that arise. Each NPO walked/drove their respective beats; they contact Code Enforcement once a week on homeless camps and the Homeless coordinator in order to seek assistance or the homeless.   In addition, the NPO's discuss with code the areas of blight (tall grass, parking in yard, substandard structures, dumping) within their beat as well communicate with specialized units to assist with problem establishments. NPO's are utilizing the MYFW app to address code complaint issued and have passed this information along to citizens are the meetings we are attending.  NW NPO's Met with code on 33 occassions for the month of February to address quality of life isssued. 
  • 3: Operational Improvements
    •
    North - Establish and maintain positive and trusting community relationships by increasing the number of community forums by six per year.
    Patrol Bureau

    No community forums this month due to restrictions but other methods of relationships through smaller groups such as Apt manager meeting on F13, 2 Food Bank drive on F15 and E11.
  • 2: Community Engagement and Partnerships
    •
    Northwest - Increase communication between NPOs, community groups, apartment managers, beat officers, and other departmental groups regarding new beat trends, making a concerted and collaborative effort to address them in a timely manner by hosting police sponsored neighborhood meetings within each neighborhood.
    Patrol Bureau

    We have had 31 meetings for the month of February to include zoom meetings and in person meetings practicing social distancing while outside. NW NPO's continue to handle out complaints as they come in quickly. These in person meetings appear to be going well. Those in attendance including NW NPO's continue to utilize safe social distancing precautions. This number does not include the bi-weekly meetings in preparation for the NFR Stockyards event this month. 
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    Northwest - Develop youth activities in each beat to improve relations between the police and the public. NPOs and beat officers will canvass their beats and ascertain what sport or activity will be productive / successful in their neighborhoods of responsibility. NPOs shall attend PAL meetings on a routine basis and share/encourage participation with the citizens within their beats.
    Patrol Bureau

    NPO attend and are actively involved in the PAL youth program. However Covid has still put a limit on these programs. However all NPOS have still been speaking with children in the streets of NW Division during this Covid-19.  NW NPO's had a total 15 interactions with children that were documented for the month of February 
  • 2: Community Engagement and Partnerships
    •
    Northwest - Become more involved in community programs to build better relations and partnerships between the police and the public. NPOs shall develop or facilitate four new meetings in their areas per year.
    Patrol Bureau

    NW NPO's continue to send out emails regarding crime to their communities and follow up with reports and crime trends in our area.  NW NPOs have been assisting mornings and evenings with the call load due to shortages on patrol. For the month of February NW NPOS conducted 3 game room details which led to arrests, We assisted with Father Stephen Jasso (priest) Funeral services over three days, we had a meeting with the Texas State Comptroller about game room questions, bike patrol in the stockyards and D12’s beat, worked the Major Accident in the bad weather, provided rides to city employees during the bad weather, provided water to those in need during the bad weather, worked the overnight Convention Center Homeless station during the bad weather, worked warming stations in Northwest.
  • 2: Community Engagement and Partnerships
    •
    Northwest - Utilize mobile storefronts that rotates to different locations each month offering services normally offered at regular permanent police storefront locations. NPOs shall utilize the mobile storefront once per month on each of their beats and advertise one week in advance of location.
    Patrol Bureau

    The mobile storefront was set to deployed 1 time for the month of February at the Major Accident located on I35 for the Command Post. 
    The Mobile Skywatch was deployed 3 times for the month of February at Rockwood Gold Course (C16), 3701 Tanacross (C15) and at Huffines at Cromwell Marine Creek (D14)
    The Speed/Radar trailer was deployed 3 times for the month of February at W. Long near Jacksboro Hwy, 7200 Lake Country Dr. and at 7200 Golf Club Dr. 
  • 4: Technology Development and Infrastructure Expansion
    •
    Northwest - Identify areas of blight and address in cooperation with other city departments to reduce conditions conducive to crime. NPOs and beat officers shall identify these areas and NPOs will report this information to their chain of command.
    Patrol Bureau

    NPO's met with Code Compliance and completed 33 issues in Northwest Division with Code for the month of February. The issues addressed directly dealt with areas of blight (tall grass, parking in yard, substandard structures, dumping, homeless). NPOS also located several homeless camps and worked with code on these locations. We are also now utilizing the MYFW APP to place in some of these complaintsl The citizens are being told about this app as well and how to utilize it and it is continuing to work well. These complaints do not include those complaints that were sent in from an email complaint that i have my officers handle. We also worked closely with Code during the current game room detail we have running at the moment. 
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    Northwest - Submit monthly NPO reports on activities, problem solving efforts, community meetings, community problems, etc.
    Patrol Bureau

    NPO's continue to provide intel and recruit additional departmant resources to fix any issues that develop within the division. They have worked with narcotics to identify problem areas and also game rooms that have re-opened.  Every NPO increased positive citizen contacts this quarter in regards to reaching out and meeting new people to attend their meetings. 
  • 2: Community Engagement and Partnerships
    •
    Northwest - Create at least two new CODE Blue groups per year per Division by conducting community walks, creating bilingual advertisements, solicitation through neighborhood association meetings, bringing Code Blue applications to all events where police are present, and providing short recruitment speeches at all applicable events.
    Patrol Bureau

    There have been 0 new crime watch groups added to NW division for the month of February. NPOS continue to assist patrol due to shortages. We continue to push this our however people are hesitant due to covid still.
  • 2: Community Engagement and Partnerships
    •
    Northwest - Increase Code Blue Membership by 5% per year for five years.
    Patrol Bureau

    0 new code blue applicants for the month of February. They do have a class set up at the end of April to start this process back up per Mrs. Fitts.
  • 2: Community Engagement and Partnerships
    •
    Northwest - Increase active Code Blue participation. NPOs are required to provide one special detail per month on their beat outside of normal operations.
    Patrol Bureau

    NW NPO's have been in contact with the HOPE team member in regards to the homeless issues in NW. We continue to utilize these availiable resources to assist in the field.  NW NPO's have also been following up on homeless complaints in their respective beats. They have also been utilizing the hope teams form on the portal listing new locations for follow up. We have also been using a new contact that NPO Wright located. The JPS Outreach team who comes out and helps provide resources to the homeless. In turn keeping the homeless numbers down. They continue to contact Wright as well to assist on their issues. 
  • 2: Community Engagement and Partnerships
    •
    Northwest - Ensure efficient case management and effective investigations by conducting monthly audits to ensure adherence to compliance standards.
    Patrol Bureau

    Audits were conducted monthly in Northwest Division to ensure adherence to compliance standards.
  • 3: Operational Improvements
    •
    Northwest - Conduct weekly case review meetings to ensure identification and discussion of all cases assigned to individual detectives; in particular cases that may be related or part of ongoing crime sprees in COMPSTAT and violent crime meetings.
    Patrol Bureau

    This is completed by the CIU Lieutenant and CIU Sergeant.  They contact the relevant officers, if needed, to discuss cases/trends. In addition, NPOs conduct follow-ups investigations on reports initiated within their beats and contact detectives with any relevant information located. They have been reaching out to detectives this month to help gather relevant info for the detectives in regards to witnesses and video from offenses. The NPOs also reach out to detectives while following up on cases on their beats.
  • 3: Operational Improvements
    •
    Northwest - Increase timely information sharing on trends and wanted-person information with beat officers, NPOs, business owners, community groups, and apartment communities. Captains will schedule and attend ad-hoc and scheduled police informational meetings within each neighborhood. The beat officers, NPOs, and community leaders for each area will be encouraged to participate and create networking events.
    Patrol Bureau

    The   commander, lieutenants, sergeants, detectives, and officer's attend many of the regularly scheduled meetings within the division. Since the COVID-19 pandemic slowed interaction only 15 were attended by NW Division staff. My calendar gives specific dates and times of these meetings, not counting the impromptu meetings not on my calendar and the ones to which the chief's office schedules me.
  • 3: Operational Improvements
    •
    Northwest - Establish regular Roll-Call training by detectives for patrol personnel. A divisional CID detective will attend one roll call each week to facilitate information sharing.
    Patrol Bureau

    Detectives and NPOs are sending out information to officers on a regular basis and attend roll calls on a rotational basis.
  • 1: Professionalism and Organizational Excellence
    •
    Northwest - Assign patrol officers to the detective office on two-week rotations to facilitate their understanding of the intricacies in investigations and the requirements necessary when filing thorough/quality cases.
    Patrol Bureau

    No patrol officers were assigned to CIU during the month of February. 
  • 1: Professionalism and Organizational Excellence
    •
    Northwest - Develop community informants to glean additional information on criminals and trends. NPOs and beat officers shall develop or refer one potential confidential informant to the Intelligence Section per month.
    Patrol Bureau

    NPO's, Patrol, SRT, Detectives continue to facilitate informants throughout the division. 
  • 3: Operational Improvements
    •
    North - Solicit employee (sworn and civilian) and community input in creative ways to address ongoing crime problems by establishing and facilitating focus groups four times per year with employees and community members.
    Patrol Bureau

    NPO had meeting to discuss recent crime trend problems with Property Crimes to include the recent catalytic converter thefts, got suspect info to our Code Blue patrollers to watch for suspect vehicle.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    North - Address neighborhood quality of life issues proactively by identifying neighborhoods that require mowing, alley way clearance, bulk trash pick-up, sealing and condemnation of dilapidated homes.
    Patrol Bureau

    Main North division quality of life issue is the panhandling at the major intersections along Beach and along North Freeway, due to bad weather this was down dramatically this month.  NPOs assisted in shelter details at Convention Center during winter storm.
  • 3: Operational Improvements
    •
    North - Develop a Crime Action Plan (CAP) committee to meet monthly consisting of supervisory and officer-level representatives from each shift (and NPOs).
    Patrol Bureau

    Monthly meeting between Property Crimes and NPOs continued this month, with information exchanged about recent crime trends. 2/23/21
  • 3: Operational Improvements
    •
    North - Collaborate with organizations that serve homeless individuals and vulnerable populations to provide them guidance, and assistance with obtaining resources. NPOs will identify and establish relationships with the facilities on their beats and participate / assist with the facility needs. NPO’s will provide monthly stats on the number of persons who benefit from placement in work programs and/or obtain housing assistance.
    Patrol Bureau

    North does not have homeless facilities but did work with Gateway Church on large homeless feeding of over 1000 meals to Presbyterian Night Shelter on 2/19/21.
  • 2: Community Engagement and Partnerships
    •
    North - Assist with increasing economic development and investment through enforcement, crime prevention, and active engagement with various community partners. Commanders shall establish an economic development committee and meet four times per year to discuss and identify new modes of collaboration and joint venture opportunities.
    Patrol Bureau

    NPO's are bulding contacts for businesses.  Businesses are still operating at a reduced capacities where restaurants and bars are concerned.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    North - Enhance communication between officers and their counterparts in various supporting units (NPOs, specialized units, etc.), by having each specialized unit and NPOs attend at least one roll call per week and disseminate timely intelligence information to Patrol.
    Patrol Bureau

    Updated beat officer list sent to the NPOs, they continue to coordinate crime trends and other concerning issues between beat NPO and beat Officers for each shift.  Also NPOs assisted backgrounds in civil service testing along with oral review boards this month.
  • 3: Operational Improvements
    •
    North - Train officers in beat integrity/beat management techniques such as identification of and relationship development with community members who can and will assist law enforcement efforts. Make better use of crime analysis tools and personnel for trending offenses, and the effective use of all available resources. Use one extended roll call training one day/week to encompass all of Patrol in coordination with Advanced Training.
    Patrol Bureau

    In-person roll calls are being restarted, to include NPO and detectives participating in info sharing.
  • 1: Professionalism and Organizational Excellence
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    North - Work with Vice / Narcotics to establish a 72-hour response time to game room complaints. Achieve 90% compliance by FY18. (Copy)
    Patrol Bureau
  • 3: Operational Improvements
    •
    North - Address neighborhood quality of life issues more proactively with NPOs and beat officers meeting with twenty citizens and ten businesses on their assigned beats per month.
    Patrol Bureau

    NPOs continue to meet with businesses, apartments and schools on their beats.  F12 apartment manager meeting on 2/24/21, Sagestone Apt manager meeting on 2/24/21 with E14 NPO, F15 Avondale senior center meeting.
  • 3: Operational Improvements
    •
    North - Increase communication between NPOs, community groups, apartment managers, beat officers, and other departmental groups regarding new beat trends, making a concerted and collaborative effort to address them in a timely manner by hosting police sponsored neighborhood meetings within each neighborhood.
    Patrol Bureau

    Nextdoor website utilized by both the NPO and the Crime Prevention Specialist weekly to share crime reports and other concerning trends, or safety tips such as driving in inclimate weather this month.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    North - Develop youth activities in each beat to improve relations between the police and the public. NPOs and beat officers will canvass their beats and ascertain what sport or activity will be productive / successful in their neighborhoods of responsibility. NPOs shall attend PAL meetings on a routine basis and share/encourage participation with the citizens within their beats.
    Patrol Bureau

    NPOs worked with school Officers in Northwest high school to  develop emergency response on lockdown drill on 2/25/21, also worked with youth at Gateway Church on packing meals for those in need on 2/19/21.
  • 2: Community Engagement and Partnerships
    •
    North - Become more involved in community programs to build better relations and partnerships between the police and the public. NPOs shall develop or facilitate four new meetings in their areas per year.
    Patrol Bureau

    NPOs continue to interact with the public in outreach situations such as 2 Tarrant Food Bank Deliveries at Avondale Senior center on F15 beat on 2/4/21 and Sedona Village on E11 beat on 2/26/21.
  • 2: Community Engagement and Partnerships
    •
    North - Utilize mobile storefronts that rotates to different locations each month offering services normally offered at regular permanent police storefront locations. NPOs shall utilize the mobile storefront once per month on each of their beats and advertise one week in advance of location.
    Patrol Bureau

    Mobile storefront still not utilized due to Covid restrictions but discussions on re-starting Kids ID and Auto Etching on an individual basis was asked of chain of command, still waiting on approval to begin those again.
  • 4: Technology Development and Infrastructure Expansion
    •
    North - Identify areas of blight and address in cooperation with other city departments to reduce conditions conducive to crime. NPOs and beat officers shall identify these areas and NPOs will report this information to their chain of command.
    Patrol Bureau

    NPOs continue to  work with Code on complaint resolutions.  20 abandoned vehicles tagged, also conducted Game Room detail with Code and they wrote 6 violations on F17 beat game room off Watuaga Smithfield.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    North - Submit monthly NPO reports on activities, problem solving efforts, community meetings, community problems, etc.
    Patrol Bureau

    NPOs continue to share weekly crime reports through the NextDoor website, along with providing information at monthly code blue meetings.
  • 2: Community Engagement and Partnerships
    •
    North - Create at least two new CODE Blue groups per year per Division by conducting community walks, creating bilingual advertisements, solicitation through neighborhood association meetings, bringing Code Blue applications to all events where police are present, and providing short recruitment speeches at all applicable events.
    Patrol Bureau

    No new Code Blue groups established this month, but the re-start of the monthly division wide Code Blue meetings on 2/9/21 with guest speaker on homeless issues and how to provide assistance.
  • 2: Community Engagement and Partnerships
    •
    North - Increase Code Blue Membership by 5% per year for five years.
    Patrol Bureau

    No new Code Blue members added, but upcoming training in April, so recruiting will resume this month.
  • 2: Community Engagement and Partnerships
    •
    North - Increase active Code Blue participation. NPOs are required to provide one special detail per month on their beat outside of normal operations.
    Patrol Bureau

    NPOs reached out  to Code Blue about recent catalytic converter trend, sharing suspect vehicle that was spotted at local Chic Fil A video.  Also F17 conducted residential parking detail with Chisolm Ridge group on 2/22 and 2/23.
  • 2: Community Engagement and Partnerships
    •
    North - Ensure efficient case management and effective investigations by conducting monthly audits to ensure adherence to compliance standards.
    Patrol Bureau

    Detective Lonergan and Officer Quintana were audited for this cycle; minor issues  noted.
  • 3: Operational Improvements
    •
    North - Conduct weekly case review meetings to ensure identification and discussion of all cases assigned to individual detectives; in particular cases that may be related or part of ongoing crime sprees in COMPSTAT and violent crime meetings.
    Patrol Bureau

    Habitual offender identified in 8 burglary of vehicle offenses, and one vehicle theft offense.  The same subject is suspected in a Robbery where shots were fired.  Suspect still outstanding.
  • 3: Operational Improvements
    •
    North - Increase timely information sharing on trends and wanted-person information with beat officers, NPOs, business owners, community groups, and apartment communities. Captains will schedule and attend ad-hoc and scheduled police informational meetings within each neighborhood. The beat officers, NPOs, and community leaders for each area will be encouraged to participate and create networking events.
    Patrol Bureau

    NPO's are sharing info on Nextdoor and are in process of building email trees to distribute info to local businesses and apartment managers.
  • 3: Operational Improvements
    •
    North - Establish regular Roll-Call training by detectives for patrol personnel. A divisional CID detective will attend one roll call each week to facilitate information sharing.
    Patrol Bureau

    Roll calls are now restarting.  Detectives will attend in person and distribute information weekly.
  • 1: Professionalism and Organizational Excellence
    •
    North - Assign patrol officers to the detective office on two-week rotations to facilitate their understanding of the intricacies in investigations and the requirements necessary when filing thorough/quality cases.
    Patrol Bureau

    Three patrol officers assigned to property crimes assist Property crimes; assist in locating fugitives and intel gathering for detectives.
  • 1: Professionalism and Organizational Excellence
    •
    North - Develop community informants to glean additional information on criminals and trends. NPOs and beat officers shall develop or refer one potential confidential informant to the Intelligence Section per month.
    Patrol Bureau

    No informants developed this month but NPOs continue to push for more enrollment in the online neighborhood camera system.  NPOs also been providing information on the FLOCK camera system.
  • 3: Operational Improvements
    •
    West - Establish and maintain positive and trusting community relationships by increasing the number of community forums by six per year.
    Patrol Bureau

    NPOs continued to meet with neighborhood groups by Zoom and through Social Media.
  • 2: Community Engagement and Partnerships
    •
    West - Solicit employee (sworn and civilian) and community input in creative ways to address ongoing crime problems by establishing and facilitating focus groups four times per year with employees and community members.
    Patrol Bureau

    Commander met with roll calls to encourage officer involvement in developing responses to crime trends. No trends of note at this time.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    West - Address neighborhood quality of life issues proactively by identifying neighborhoods that require mowing, alley way clearance, bulk trash pick-up, sealing and condemnation of dilapidated homes.
    Patrol Bureau

    NPO's are active on their beats identifying and correcting QOL issues. 
  • 3: Operational Improvements
    •
    West - Develop a Crime Action Plan (CAP) committee to meet monthly consisting of supervisory and officer-level representatives from each shift (and NPOs).
    Patrol Bureau

    Met with division staff to discuss how to move forward with developing crime response plans.
  • 3: Operational Improvements
    •
    West - Collaborate with organizations that serve homeless individuals and vulnerable populations to provide them guidance, and assistance with obtaining resources. NPOs will identify and establish relationships with the facilities on their beats and participate / assist with the facility needs. NPO’s will provide monthly stats on the number of persons who benefit from placement in work programs and/or obtain housing assistance.
    Patrol Bureau

    West Divison personnel regularly assist with the needs of the homeless via community groups such as Birchman Baptist Church and Restoration Center. 
  • 2: Community Engagement and Partnerships
    •
    West - Assist with increasing economic development and investment through enforcement, crime prevention, and active engagement with various community partners. Commanders shall establish an economic development committee and meet four times per year to discuss and identify new modes of collaboration and joint venture opportunities.
    Patrol Bureau

    The West 7th met with business owners several times this month. Most other meetings were held by WebEx due to COVID-19 precautions.   
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    West - Enhance communication between officers and their counterparts in various supporting units (NPOs, specialized units, etc.), by having each specialized unit and NPOs attend at least one roll call per week and disseminate timely intelligence information to Patrol.
    Patrol Bureau

    NPO are on a weekly rotating schedule to meet with patrol officers and attend role calls.NPO's and Proprerty Crimes regularly provide information This has been handled by email this month. Will return to in person attendance in March.
  • 3: Operational Improvements
    •
    West - Train officers in beat integrity/beat management techniques such as identification of and relationship development with community members who can and will assist law enforcement efforts. Make better use of crime analysis tools and personnel for trending offenses, and the effective use of all available resources. Use one extended roll call training one day/week to encompass all of Patrol in coordination with Advanced Training.
    Patrol Bureau

    Officers are actively engaging in their beats with positive results. Patrol officers have been instrumental in obtaining information on gang members in LVT as well as other information by meeting with residents.
  • 1: Professionalism and Organizational Excellence
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    West - Work with Vice / Narcotics to establish a 72-hour response time to game room complaints. Achieve 90% compliance by FY18. (Copy)
    Patrol Bureau
  • 3: Operational Improvements
    •
    West - Address neighborhood quality of life issues more proactively with NPOs and beat officers meeting with twenty citizens and ten businesses on their assigned beats per month.
    Patrol Bureau

    NPO's completed 161 Business Checks, 16 school checks and 22 Community Service Functions to include Security Surveys and Crime Watch. 
  • 3: Operational Improvements
    •
    West - Increase communication between NPOs, community groups, apartment managers, beat officers, and other departmental groups regarding new beat trends, making a concerted and collaborative effort to address them in a timely manner by hosting police sponsored neighborhood meetings within each neighborhood.
    Patrol Bureau

    NPO's are active on their beats identifying and correcting QOL issues. NPO's regulary hold Community meeting, mostly On-Line.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    West - Develop youth activities in each beat to improve relations between the police and the public. NPOs and beat officers will canvass their beats and ascertain what sport or activity will be productive / successful in their neighborhoods of responsibility. NPOs shall attend PAL meetings on a routine basis and share/encourage participation with the citizens within their beats.
    Patrol Bureau

    NPO's are currently involved in LVT Rise and COMO Community Center activites. 
  • 2: Community Engagement and Partnerships
    •
    West - Become more involved in community programs to build better relations and partnerships between the police and the public. NPOs shall develop or facilitate four new meetings in their areas per year.
    Patrol Bureau

    Meetings have been cancelled due to COVID-19 restrictions. NPOs and other officers have been maintaining relationships with community members through email as well as other creative measures like birthday brigades. West NPOs and officers have a great working relationship with CODE Blue members, although activities have been greatly reduced. 
  • 2: Community Engagement and Partnerships
    •
    West - Utilize mobile storefronts that rotates to different locations each month offering services normally offered at regular permanent police storefront locations. NPOs shall utilize the mobile storefront once per month on each of their beats and advertise one week in advance of location.
    Patrol Bureau

    Due to Covid, Community events have greatly decreased. To adhear to CDC requirements.
  • 4: Technology Development and Infrastructure Expansion
    •
    West - Identify areas of blight and address in cooperation with other city departments to reduce conditions conducive to crime. NPOs and beat officers shall identify these areas and NPOs will report this information to their chain of command.
    Patrol Bureau

    Quality of life issues are a primary focus for NPOs and other West Division Personnel. The Las Vegas Trail area has been identified as an area of need and is being addressed with a revitalization program. During April 2019 the YMCA has been purchased to become a community center for the area and services are being provided there. 1st remodel of the building is complete but awaiting reopening.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    West - Submit monthly NPO reports on activities, problem solving efforts, community meetings, community problems, etc.
    Patrol Bureau

    NPO's have conducted Game Room Checks, made arrests out of Game Rooms, assisted Vice as well as other sides of town with their Game Room checks.
  • 2: Community Engagement and Partnerships
    •
    West - Create at least two new CODE Blue groups per year per Division by conducting community walks, creating bilingual advertisements, solicitation through neighborhood association meetings, bringing Code Blue applications to all events where police are present, and providing short recruitment speeches at all applicable events.
    Patrol Bureau

    Covid has slowed the Code Blue efforts, however, Code Blue Training is about to start up again. 
  • 2: Community Engagement and Partnerships
    •
    West - Increase Code Blue Membership by 5% per year for five years.
    Patrol Bureau

    Code Blue is currently assisting with a "Porch Pirate" Detail by putting "Bait" packages with trackers in an effort to abduct package thives.
  • 2: Community Engagement and Partnerships
    •
    West - Increase active Code Blue participation. NPOs are required to provide one special detail per month on their beat outside of normal operations.
    Patrol Bureau

    NPO's constantly request Code Blue assistance on all details.
  • 2: Community Engagement and Partnerships
    •
    West - Ensure efficient case management and effective investigations by conducting monthly audits to ensure adherence to compliance standards.
    Patrol Bureau

    Ongoing monthly audits are being conducted by Criminal Investigations Unit sergeants and lieutenant. These audits are submitted up the chain of command every month, now via Blue Team.
  • 3: Operational Improvements
    •
    West - Conduct weekly case review meetings to ensure identification and discussion of all cases assigned to individual detectives; in particular cases that may be related or part of ongoing crime sprees in COMPSTAT and violent crime meetings.
    Patrol Bureau

    On Target - Case Management and review is conducted on a regualr basis
  • 3: Operational Improvements
    •
    West - Increase timely information sharing on trends and wanted-person information with beat officers, NPOs, business owners, community groups, and apartment communities. Captains will schedule and attend ad-hoc and scheduled police informational meetings within each neighborhood. The beat officers, NPOs, and community leaders for each area will be encouraged to participate and create networking events.
    Patrol Bureau

    Crime Trends are consistently shared with all personnel assigned to West Division
  • 3: Operational Improvements
    •
    West - Establish regular Roll-Call training by detectives for patrol personnel. A divisional CID detective will attend one roll call each week to facilitate information sharing.
    Patrol Bureau

    Crime Trends are consistently shared with all personnel assigned to West Division. Detectives share information through various means, including roll-call training.
  • 1: Professionalism and Organizational Excellence
    •
    West - Assign patrol officers to the detective office on two-week rotations to facilitate their understanding of the intricacies in investigations and the requirements necessary when filing thorough/quality cases.
    Patrol Bureau

    Patrol staffing is nearly 100% and COVID restrictions are starting to be eased. Will resume this program when CDC guidelines allow.
  • 1: Professionalism and Organizational Excellence
    •
    West - Develop community informants to glean additional information on criminals and trends. NPOs and beat officers shall develop or refer one potential confidential informant to the Intelligence Section per month.
    Patrol Bureau

    On Target - West Divison has and utilizes an active list of informants
  • 3: Operational Improvements
    •
    Central - Establish and maintain positive and trusting community relationships by increasing the number of community forums by six per year.
    Patrol Bureau
  • 2: Community Engagement and Partnerships
    •
    Central - Solicit employee (sworn and civilian) and community input in creative ways to address ongoing crime problems by establishing and facilitating focus groups four times per year with employees and community members.
    Patrol Bureau

    NPOs participate in "Virtual" Code Blue Meetings facilitated by Shirley Zertuche, and Allison Golden. The past few meetings have had fewer than 10 civilian participants. NPOs have been encouraged to outreach and engage their stakeholders by phone and email as much as possible due to Covid. NPOs also engage their stakeholders utilizing the Nextdoor.com application.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    Central - Address neighborhood quality of life issues proactively by identifying neighborhoods that require mowing, alley way clearance, bulk trash pick-up, sealing and condemnation of dilapidated homes.
    Patrol Bureau

    NPOs patrol their areas and look for quality of life issue every week and report them to Code Compliance or the HOPE unit. In addition, beat officers can report information they observe for action as well.  NPOs handle complaints from citizens and other sources and take the appropriate action based upon the specific problem.  
  • 3: Operational Improvements
    •
    Central - Develop a Crime Action Plan (CAP) committee to meet monthly consisting of supervisory and officer-level representatives from each shift (and NPOs).
    Patrol Bureau

    NPOs have been assisting patrol for the previous 2 months due to minimum staffing issues. This has included evening and midnight shifts. That being said "official" details have been reduced however; Weekly Crime Stat Reports have been sent to Adam District Patrol Sgts to enhance and direct patrol efforts. NPOs continue to monitor violent crime hotspots and trends within their assigned areas. SOF details in Central were discontinued in 10/2020 (funding)
  • 3: Operational Improvements
    •
    Central - Collaborate with organizations that serve homeless individuals and vulnerable populations to provide them guidance, and assistance with obtaining resources. NPOs will identify and establish relationships with the facilities on their beats and participate / assist with the facility needs. NPO’s will provide monthly stats on the number of persons who benefit from placement in work programs and/or obtain housing assistance.
    Patrol Bureau

    The HOPE team is a multidisciplinary team that is based on partnerships with social services. Some of these collaborations include: MHMR, Tarrant County Homeless Coalition, Directions HOME, DRC Solutions, FD, VA, Hands of HOPE, and JPS.  All of these social services are available to any NPO or Patrol officer. 
  • 2: Community Engagement and Partnerships
    •
    Central - Assist with increasing economic development and investment through enforcement, crime prevention, and active engagement with various community partners. Commanders shall establish an economic development committee and meet four times per year to discuss and identify new modes of collaboration and joint venture opportunities.
    Patrol Bureau

    The DSG serves as our economic development group. It includes business owners and security partners and the purpose is to keep downtown thriving. Typically we meet every month in various locations downtown (before distancing). This includes Matt Beard, Tia Perez, TCSO Deputy Chief Driscoll, Commander Ladd, Lieutenant Demore, NPO Andriotto, NPO Adam Coleman as well as many others.    These meetings resumed virtually this month. 
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    Central - Enhance communication between officers and their counterparts in various supporting units (NPOs, specialized units, etc.), by having each specialized unit and NPOs attend at least one roll call per week and disseminate timely intelligence information to Patrol.
    Patrol Bureau

    NPO Sgt disseminates weekly crime reports (pulled from SQL) to District Lieutenant and Patrol and Bike Sgts. NPOs continue to meet and work with patrol beat officers on a regular daily basis. NPOs are encouraged to keep the beat boards updated, communicate with Property Crime Units and Central Detectives to follow up on crimes in their assigned area.
  • 3: Operational Improvements
    •
    Central - Train officers in beat integrity/beat management techniques such as identification of and relationship development with community members who can and will assist law enforcement efforts. Make better use of crime analysis tools and personnel for trending offenses, and the effective use of all available resources. Use one extended roll call training one day/week to encompass all of Patrol in coordination with Advanced Training.
    Patrol Bureau

    Beats are covered every shift to the extent staffing allows, and we try to use the same officers each day to cover the specific beats.  NPOs are communicating with beat officers about issues issues specific to their beats.  Older officers continue to act as mentors and assist younger officers with beat details and beat integrity.  Beats are staffed according to crime volume and crime trends.
  • 1: Professionalism and Organizational Excellence
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    Central - Work with Vice / Narcotics to establish a 72-hour response time to game room complaints. Achieve 90% compliance by FY18. (Copy)
    Patrol Bureau
  • 3: Operational Improvements
    •
    Central - Address neighborhood quality of life issues more proactively with NPOs and beat officers meeting with twenty citizens and ten businesses on their assigned beats per month.
    Patrol Bureau

    Adam NPOs have not attended any meetings due to Covid Pandemic. (Most of our clientele are older and probably more susceptible to being infected.) NPOs have attended 3-4 meetings a month over alternate sources (Zoom/WebEx, etc.….) Approximately 100 people were met with over these alternate sources. Approximately 20 businesses/owners were met with.
  • 3: Operational Improvements
    •
    Central - Increase communication between NPOs, community groups, apartment managers, beat officers, and other departmental groups regarding new beat trends, making a concerted and collaborative effort to address them in a timely manner by hosting police sponsored neighborhood meetings within each neighborhood.
    Patrol Bureau

    Community and neighborhood meetings have been suspended due to COVID restrictions but meetings that can be conducted virtually will be resuming. 
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    Central - Develop youth activities in each beat to improve relations between the police and the public. NPOs and beat officers will canvass their beats and ascertain what sport or activity will be productive / successful in their neighborhoods of responsibility. NPOs shall attend PAL meetings on a routine basis and share/encourage participation with the citizens within their beats.
    Patrol Bureau

    No PAL activity
  • 2: Community Engagement and Partnerships
    •
    Central - Become more involved in community programs to build better relations and partnerships between the police and the public. NPOs shall develop or facilitate four new meetings in their areas per year.
    Patrol Bureau

    Due to COVID in person meetings have been suspended. We are working on getting back to these most meetings virtually. 
  • 2: Community Engagement and Partnerships
    •
    Central - Utilize mobile storefronts that rotates to different locations each month offering services normally offered at regular permanent police storefront locations. NPOs shall utilize the mobile storefront once per month on each of their beats and advertise one week in advance of location.
    Patrol Bureau

    The Storefront was not deployed in February 2021 in Adam District.
  • 4: Technology Development and Infrastructure Expansion
    •
    Central - Identify areas of blight and address in cooperation with other city departments to reduce conditions conducive to crime. NPOs and beat officers shall identify these areas and NPOs will report this information to their chain of command.
    Patrol Bureau

    NPOs engage their beat assignments daily by physically patrolling, engaging with stakeholders thru email and phone calls. Stakeholders primary complaints are prioritized, to include blight, homeless camps, junked vehicles, illegal dumps, loitering/narcotics activity. NPOs also utilize CFW CODE as necessary.  
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    Central - Submit monthly NPO reports on activities, problem solving efforts, community meetings, community problems, etc.
    Patrol Bureau

    NPOs pass along information to specialty units as needed (Traffic / Narc / Vice). NPOs have deployed cameras in high crime areas. NPOs have published Crime Reports Weekly on NEXTDOOR app and have also included crime trends (such as catalytic converter thefts).
  • 2: Community Engagement and Partnerships
    •
    Central - Create at least two new CODE Blue groups per year per Division by conducting community walks, creating bilingual advertisements, solicitation through neighborhood association meetings, bringing Code Blue applications to all events where police are present, and providing short recruitment speeches at all applicable events.
    Patrol Bureau

    No new CODE BLUE Groups were created/recruited. CODE BLUE program basically has been stalled due to the COVID pandemic.
  • 2: Community Engagement and Partnerships
    •
    Central - Increase Code Blue Membership by 5% per year for five years.
    Patrol Bureau

    Central NPO's regularly work to increase code blue involvement and with the integration of COP members in SOF details.  Planning these types of  events has been limited due to restrictions due to COVID. The NPO's conducted a drive through Christmas celebration this month to make socially distanced contact with our volunteers.
  • 2: Community Engagement and Partnerships
    •
    Central - Increase active Code Blue participation. NPOs are required to provide one special detail per month on their beat outside of normal operations.
    Patrol Bureau

    Central NPO's regularly work to increase code blue involvement and with the integration of COP members in SOF details.  Planning these types of  events has been limited due to restrictions due to COVID. The NPO's conducted a drive through Christmas celebration this month to make socially distanced contact with our volunteers
  • 2: Community Engagement and Partnerships
    •
    Central - Ensure efficient case management and effective investigations by conducting monthly audits to ensure adherence to compliance standards.
    Patrol Bureau

    Monthly case management audits were performed. Any issues noted were addressed.
  • 3: Operational Improvements
    •
    Central - Conduct weekly case review meetings to ensure identification and discussion of all cases assigned to individual detectives; in particular cases that may be related or part of ongoing crime sprees in COMPSTAT and violent crime meetings.
    Patrol Bureau

    Regular information sharing is performed among Central Division detectives and other investigators.  The CIU Sergeants and Lieutenant regularly discuss cases and a weekly report is sent detailing relevant detective cases. A daily review of cases is done by the CIU Sergeants and/or Lieutenant and pertinent information is quickly shared with other units or CIU's as needed.
  • 3: Operational Improvements
    •
    Central - Increase timely information sharing on trends and wanted-person information with beat officers, NPOs, business owners, community groups, and apartment communities. Captains will schedule and attend ad-hoc and scheduled police informational meetings within each neighborhood. The beat officers, NPOs, and community leaders for each area will be encouraged to participate and create networking events.
    Patrol Bureau

    NPO's have put up "beat boards" in the roll call rooms at both Sectors.  The beat boards are used on a daily basis to communicate with patrol.  NPO's also have a email mailing lists in which they share information with their beat officers. A lengthy list of scheduled meetings is included above in the Neighborhood Police Officer section. Most , if not all meetings have been canceled or are now held virtually due to COVID.
  • 3: Operational Improvements
    •
    Central - Establish regular Roll-Call training by detectives for patrol personnel. A divisional CID detective will attend one roll call each week to facilitate information sharing.
    Patrol Bureau

    Roll calls are still cancelled because of COVID restrictions. Detectives reach out directly to officers and NPO's as needed to address issues, solve problems or discuss concerns. 
  • 1: Professionalism and Organizational Excellence
    •
    Central - Assign patrol officers to the detective office on two-week rotations to facilitate their understanding of the intricacies in investigations and the requirements necessary when filing thorough/quality cases.
    Patrol Bureau

    Central Division's cross training program has been suspended due to the added demands that COVID quarantined employees have put on our patrol response and other staffing issues. We will resume the cross-training program as soon as we are able to do so safetly.
  • 1: Professionalism and Organizational Excellence
    •
    Central - Develop community informants to glean additional information on criminals and trends. NPOs and beat officers shall develop or refer one potential confidential informant to the Intelligence Section per month.
    Patrol Bureau

    Detectives, NPOs, and beat officers constantly facilitate informants, and more common informal street sources of information, to assist in the investigation of offenses and identify offenders. Central has also had significant success with Flock cameras this period.
  • 3: Operational Improvements
    •
    South - Establish and maintain positive and trusting community relationships by increasing the number of community forums by six per year.
    Patrol Bureau

    Not being done at this time due to Covid restrictions
  • 2: Community Engagement and Partnerships
    •
    South - Solicit employee (sworn and civilian) and community input in creative ways to address ongoing crime problems by establishing and facilitating focus groups four times per year with employees and community members.
    Patrol Bureau

    On going via weekly meetings
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    South - Address neighborhood quality of life issues proactively by identifying neighborhoods that require mowing, alley way clearance, bulk trash pick-up, sealing and condemnation of dilapidated homes.
    Patrol Bureau

    On going and conducting several homeless camp cleanups in South
  • 3: Operational Improvements
    •
    South - Develop a Crime Action Plan (CAP) committee to meet monthly consisting of supervisory and officer-level representatives from each shift (and NPOs).
    Patrol Bureau

    CAP developed to address Part 1 crimes and various other crimes in the division
  • 3: Operational Improvements
    •
    South - Collaborate with organizations that serve homeless individuals and vulnerable populations to provide them guidance, and assistance with obtaining resources. NPOs will identify and establish relationships with the facilities on their beats and participate / assist with the facility needs. NPO’s will provide monthly stats on the number of persons who benefit from placement in work programs and/or obtain housing assistance.
    Patrol Bureau

    NPOs work on this however no numbers to track job placement
  • 2: Community Engagement and Partnerships
    •
    South - Assist with increasing economic development and investment through enforcement, crime prevention, and active engagement with various community partners. Commanders shall establish an economic development committee and meet four times per year to discuss and identify new modes of collaboration and joint venture opportunities.
    Patrol Bureau

    South has reached out to develop a Economic development plan and will be meeting with Business leaders at the next quarterly meeting
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    South - Enhance communication between officers and their counterparts in various supporting units (NPOs, specialized units, etc.), by having each specialized unit and NPOs attend at least one roll call per week and disseminate timely intelligence information to Patrol.
    Patrol Bureau

    Not being conducted at this time due to Covid restrictions
  • 3: Operational Improvements
    •
    South - Train officers in beat integrity/beat management techniques such as identification of and relationship development with community members who can and will assist law enforcement efforts. Make better use of crime analysis tools and personnel for trending offenses, and the effective use of all available resources. Use one extended roll call training one day/week to encompass all of Patrol in coordination with Advanced Training.
    Patrol Bureau

    Not being conducted due to COVID restrictions
  • 1: Professionalism and Organizational Excellence
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    South - Work with Vice / Narcotics to establish a 72-hour response time to game room complaints. Achieve 90% compliance by FY18. (Copy)
    Patrol Bureau
  • 3: Operational Improvements
    •
    South - Address neighborhood quality of life issues more proactively with NPOs and beat officers meeting with twenty citizens and ten businesses on their assigned beats per month.
    Patrol Bureau

    South Division had 365 quality of life issue contacts with citizens and businesses. 
  • 3: Operational Improvements
    •
    South - Increase communication between NPOs, community groups, apartment managers, beat officers, and other departmental groups regarding new beat trends, making a concerted and collaborative effort to address them in a timely manner by hosting police sponsored neighborhood meetings within each neighborhood.
    Patrol Bureau

    0 due to Covid restrictions
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    South - Develop youth activities in each beat to improve relations between the police and the public. NPOs and beat officers will canvass their beats and ascertain what sport or activity will be productive / successful in their neighborhoods of responsibility. NPOs shall attend PAL meetings on a routine basis and share/encourage participation with the citizens within their beats.
    Patrol Bureau

    0 due to Covid restrictions
  • 2: Community Engagement and Partnerships
    •
    South - Become more involved in community programs to build better relations and partnerships between the police and the public. NPOs shall develop or facilitate four new meetings in their areas per year.
    Patrol Bureau

    South Division had 3 community meetings during the month of Feb.
  • 2: Community Engagement and Partnerships
    •
    South - Utilize mobile storefronts that rotates to different locations each month offering services normally offered at regular permanent police storefront locations. NPOs shall utilize the mobile storefront once per month on each of their beats and advertise one week in advance of location.
    Patrol Bureau

     South division deployed the mobile storefront 9 times this month. 
  • 4: Technology Development and Infrastructure Expansion
    •
    South - Identify areas of blight and address in cooperation with other city departments to reduce conditions conducive to crime. NPOs and beat officers shall identify these areas and NPOs will report this information to their chain of command.
    Patrol Bureau

     South Division identified 24 areas of concern or code compliance issues this month. 
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    South - Submit monthly NPO reports on activities, problem solving efforts, community meetings, community problems, etc.
    Patrol Bureau

    South Division completed 183 worksheets this month.
  • 2: Community Engagement and Partnerships
    •
    South - Create at least two new CODE Blue groups per year per Division by conducting community walks, creating bilingual advertisements, solicitation through neighborhood association meetings, bringing Code Blue applications to all events where police are present, and providing short recruitment speeches at all applicable events.
    Patrol Bureau

    0 due to Covid restrictions
  • 2: Community Engagement and Partnerships
    •
    South - Increase Code Blue Membership by 5% per year for five years.
    Patrol Bureau

    0 due to Covid restrictions
  • 2: Community Engagement and Partnerships
    •
    South - Increase active Code Blue participation. NPOs are required to provide one special detail per month on their beat outside of normal operations.
    Patrol Bureau

    South Division had 20 Citizens on Patrol member involved details this month.
  • 2: Community Engagement and Partnerships
    •
    South - Ensure efficient case management and effective investigations by conducting monthly audits to ensure adherence to compliance standards.
    Patrol Bureau

    Audits conducted with weekly follow up 
  • 3: Operational Improvements
    •
    South - Conduct weekly case review meetings to ensure identification and discussion of all cases assigned to individual detectives; in particular cases that may be related or part of ongoing crime sprees in COMPSTAT and violent crime meetings.
    Patrol Bureau

    CIU Lt/Sgt and Commander discuss violent crime cases weekly 
  • 3: Operational Improvements
    •
    South - Increase timely information sharing on trends and wanted-person information with beat officers, NPOs, business owners, community groups, and apartment communities. Captains will schedule and attend ad-hoc and scheduled police informational meetings within each neighborhood. The beat officers, NPOs, and community leaders for each area will be encouraged to participate and create networking events.
    Patrol Bureau

    Information is shared throughout the division via email/roll call hook as soon as its received
  • 3: Operational Improvements
    •
    South - Establish regular Roll-Call training by detectives for patrol personnel. A divisional CID detective will attend one roll call each week to facilitate information sharing.
    Patrol Bureau

    Not being conducted due to COVID restrictions
  • 1: Professionalism and Organizational Excellence
    •
    South - Assign patrol officers to the detective office on two-week rotations to facilitate their understanding of the intricacies in investigations and the requirements necessary when filing thorough/quality cases.
    Patrol Bureau

    Not occurring due to staffing shortage
  • 1: Professionalism and Organizational Excellence
    •
    South - Develop community informants to glean additional information on criminals and trends. NPOs and beat officers shall develop or refer one potential confidential informant to the Intelligence Section per month.
    Patrol Bureau

    0- due to COVID restrictions
  • 3: Operational Improvements
    •
    East - Establish and maintain positive and trusting community relationships by increasing the number of community forums by six per year.
    Patrol Bureau

    No in person meetings due to COVID restrictions.
  • 2: Community Engagement and Partnerships
    •
    East - Solicit employee (sworn and civilian) and community input in creative ways to address ongoing crime problems by establishing and facilitating focus groups four times per year with employees and community members.
    Patrol Bureau

    No in person meetings due to COVID restrictions.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    East - Address neighborhood quality of life issues proactively by identifying neighborhoods that require mowing, alley way clearance, bulk trash pick-up, sealing and condemnation of dilapidated homes.
    Patrol Bureau

    NPOs addressed 267 Quality  of life and Code Compliance Issues this month.  NPOs targeted game rooms this month as well.  6 arrests were made as well as numerous code violations were addressed.
  • 3: Operational Improvements
    •
    East - Develop a Crime Action Plan (CAP) committee to meet monthly consisting of supervisory and officer-level representatives from each shift (and NPOs).
    Patrol Bureau

    Regular meetings had with NPOs and Officers starting this month
  • 3: Operational Improvements
    •
    East - Collaborate with organizations that serve homeless individuals and vulnerable populations to provide them guidance, and assistance with obtaining resources. NPOs will identify and establish relationships with the facilities on their beats and participate / assist with the facility needs. NPO’s will provide monthly stats on the number of persons who benefit from placement in work programs and/or obtain housing assistance.
    Patrol Bureau

    NPOs responded to 510 calls for service and had 1126 positive citizen contacts.
  • 2: Community Engagement and Partnerships
    •
    East - Assist with increasing economic development and investment through enforcement, crime prevention, and active engagement with various community partners. Commanders shall establish an economic development committee and meet four times per year to discuss and identify new modes of collaboration and joint venture opportunities.
    Patrol Bureau

    No in person meetings due to COVID restrictions.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    East - Enhance communication between officers and their counterparts in various supporting units (NPOs, specialized units, etc.), by having each specialized unit and NPOs attend at least one roll call per week and disseminate timely intelligence information to Patrol.
    Patrol Bureau

    NPO's are communicating with patrol this month via email, phone, and MDC.  Information on NPO's have been left at the sector in the roll call room.  Patrol officer lists have been provided to NPO's.
  • 3: Operational Improvements
    •
    East - Train officers in beat integrity/beat management techniques such as identification of and relationship development with community members who can and will assist law enforcement efforts. Make better use of crime analysis tools and personnel for trending offenses, and the effective use of all available resources. Use one extended roll call training one day/week to encompass all of Patrol in coordination with Advanced Training.
    Patrol Bureau

    Beats being done. Roll call has been reenacted 
  • 1: Professionalism and Organizational Excellence
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    East - Work with Vice / Narcotics to establish a 72-hour response time to game room complaints. Achieve 90% compliance by FY18. (Copy)
    Patrol Bureau
  • 3: Operational Improvements
    •
    East - Address neighborhood quality of life issues more proactively with NPOs and beat officers meeting with twenty citizens and ten businesses on their assigned beats per month.
    Patrol Bureau

    NPOs handled a total of 417 citizen business and quality of life issues and had 3170 citizen contacts during January.
  • 3: Operational Improvements
    •
    East - Increase communication between NPOs, community groups, apartment managers, beat officers, and other departmental groups regarding new beat trends, making a concerted and collaborative effort to address them in a timely manner by hosting police sponsored neighborhood meetings within each neighborhood.
    Patrol Bureau

    NPO's held 3 meetings and 38 community service functions events during January
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    East - Develop youth activities in each beat to improve relations between the police and the public. NPOs and beat officers will canvass their beats and ascertain what sport or activity will be productive / successful in their neighborhoods of responsibility. NPOs shall attend PAL meetings on a routine basis and share/encourage participation with the citizens within their beats.
    Patrol Bureau

    NPOs had 620 school contacts during January. NPOs assisted the schools by following up with school staff, making appearances at schools and helping FWISD and other schools. 
  • 2: Community Engagement and Partnerships
    •
    East - Become more involved in community programs to build better relations and partnerships between the police and the public. NPOs shall develop or facilitate four new meetings in their areas per year.
    Patrol Bureau

    NPOs have had to be more creative in staying connected.  288 Email contacts were made.  NPOs are conducting special details weekly with COPs with social distancing and radio contact only. 
  • 2: Community Engagement and Partnerships
    •
    East - Utilize mobile storefronts that rotates to different locations each month offering services normally offered at regular permanent police storefront locations. NPOs shall utilize the mobile storefront once per month on each of their beats and advertise one week in advance of location.
    Patrol Bureau

    There were 0 RV usages for this month.  It has been down at the moment due to fire damage at the electrical plug.
  • 4: Technology Development and Infrastructure Expansion
    •
    East - Identify areas of blight and address in cooperation with other city departments to reduce conditions conducive to crime. NPOs and beat officers shall identify these areas and NPOs will report this information to their chain of command.
    Patrol Bureau

    Code enforcement and East NPOs work closely together to address community concerns. 24 homeless camps and code complaints were resolved in January
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    East - Submit monthly NPO reports on activities, problem solving efforts, community meetings, community problems, etc.
    Patrol Bureau

    NPOs submitted 257 worksheets. 
  • 2: Community Engagement and Partnerships
    •
    East - Create at least two new CODE Blue groups per year per Division by conducting community walks, creating bilingual advertisements, solicitation through neighborhood association meetings, bringing Code Blue applications to all events where police are present, and providing short recruitment speeches at all applicable events.
    Patrol Bureau

    NPOs continue recruiting on Next-door, community meetings, businesses, apartment complexes, complaints,  victim follow-ups and dispatched calls.
  • 2: Community Engagement and Partnerships
    •
    East - Increase Code Blue Membership by 5% per year for five years.
    Patrol Bureau

    There was 0 recruited COPs for East last month.
  • 2: Community Engagement and Partnerships
    •
    East - Ensure efficient case management and effective investigations by conducting monthly audits to ensure adherence to compliance standards.
    Patrol Bureau

    Case mgt was kept up with daily/weekly by  Sgt Williams/Orogbu and all has been addressed and remains acceptable. CIU audits were  completed for Det. Fogus, Det. Inman and  Det. Pinkston, Det. Gray  -Violent crimes continue to be tracked and addressed
  • 3: Operational Improvements
    •
    East - Increase active Code Blue participation. NPOs are required to provide one special detail per month on their beat outside of normal operations.
    Patrol Bureau

    There were 12 COP details this month.
  • 2: Community Engagement and Partnerships
    •
    East - Conduct weekly case review meetings to ensure identification and discussion of all cases assigned to individual detectives; in particular cases that may be related or part of ongoing crime sprees in COMPSTAT and violent crime meetings.
    Patrol Bureau

    Sgt Williams /Orogbu continues to conduct weekly reviews on all detectives and one on one meetings are had based on what issues are found. OA Cherish works from home.
  • 3: Operational Improvements
    •
    East - Increase timely information sharing on trends and wanted-person information with beat officers, NPOs, business owners, community groups, and apartment communities. Captains will schedule and attend ad-hoc and scheduled police informational meetings within each neighborhood. The beat officers, NPOs, and community leaders for each area will be encouraged to participate and create networking events.
    Patrol Bureau

    No in person meetings due to COVID restrictions.
  • 3: Operational Improvements
    •
    East - Establish regular Roll-Call training by detectives for patrol personnel. A divisional CID detective will attend one roll call each week to facilitate information sharing.
    Patrol Bureau

    Roll Calls are still being restricted due to Covid-19
  • 1: Professionalism and Organizational Excellence
    •
    East - Assign patrol officers to the detective office on two-week rotations to facilitate their understanding of the intricacies in investigations and the requirements necessary when filing thorough/quality cases.
    Patrol Bureau

    Officer D. Little was assigned to EPCU as on-loan personnel from East Patrol to harvest more in depth investigation skills for the field.
  • 1: Professionalism and Organizational Excellence
    •
    East - Develop community informants to glean additional information on criminals and trends. NPOs and beat officers shall develop or refer one potential confidential informant to the Intelligence Section per month.
    Patrol Bureau

    NPOs are out every day addressing issues on their beats. NPOs are contacted by multiple specialized units to help tack down subjects or for info about cases and suspects. NPOs work with Narcotics, SRT, Vice, T.C., Fugitive, SWAT, and many other units to identify trends, and apprehend criminals.
  • 3: Operational Improvements
    •
    A1-SB Obtain air mobile capabilities and equipment for entire unit in FY19.
    Support Bureau

    No updates
  • 1: Professionalism and Organizational Excellence
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    A2-SB Obtain waterborne operation capabilities and equipment for entire unit in FY20.
    Support Bureau

    No updates
  • 1: Professionalism and Organizational Excellence
    •
    A3-SB Obtain railway assault training for entire unit in FY17.
    Support Bureau

    SWAT officers have ongoing assault training.
  • 1: Professionalism and Organizational Excellence
    •
    B1-SB Centralize the six teams at 3900 Barnett.
    Support Bureau
  • 4: Technology Development and Infrastructure Expansion
    •
    B3-SB Replace a rapidly aging fleet of vehicles since SRT utilizes high mileage vehicles from Patrol.
    Support Bureau

    Completed.
  • 4: Technology Development and Infrastructure Expansion
    •
    C1-SB Purchase or obtain donors for two additional canines.
    Support Bureau

    Two additional canines have been purchased and are currently training.
  • 4: Technology Development and Infrastructure Expansion
    •
    C2-SB Apply to become a nationally accredited K-9 Unit.
    Support Bureau

    This has been completed.
  • 1: Professionalism and Organizational Excellence
    •
    C3-SB Train two dogs in bomb detection.
    Support Bureau

    This program was halted by the Assistant City Manager's Office due to funding and FWFD having the resources in place.
  • 4: Technology Development and Infrastructure Expansion
    •
    C4-SB Create a canine training area at the Bob Bolen Public Safety Complex. (See Public Safety Complex Phase II in the Facility Section for more details.)
    Support Bureau

    Completed
  • 4: Technology Development and Infrastructure Expansion
    •
    D1-SB Increase staffing levels by a total of 14 crime analysts in FY18-FY22. (See staffing section for details.)
    Support Bureau

    Hiring of Grant funded Intelligence Analyst is in progress.
  • 3: Operational Improvements
    •
    E1-SB Increase staffing levels by six officers to allow the RTCC to operate 24/7 by FY18.
    Support Bureau

    Staffing study recommendations have been put on hold due to COVID-19 crisis effect on Police Department budget.
  • 3: Operational Improvements
    •
    E2-SB Purchase and install cameras and license plate readers to be monitored at the RTCC.
    Support Bureau

    Materials are being delivered for the completion of Rosemont and Northside neighborhoods camera projects and built continues.
  • 4: Technology Development and Infrastructure Expansion
    •
    Establish a 72-hour response time to game room complaints. Achieve 90% compliance by FY18.
    Support Bureau

    Procedures and tactics are changing due to Legal Department opinion on Game Rooms, we are seeking other options to prosecute the cases.
  • 3: Operational Improvements
    •
    E3-SB Identify new training classes for RTCC personnel.
    Support Bureau

    No training reported for this month.
  • 1: Professionalism and Organizational Excellence
    •
    F1-SB Increase staffing by two officers in FY19 and two officers in FY20 to purchase, maintain, and install cameras and License Plate Readers.
    Support Bureau

    No updates
  • 3: Operational Improvements
    •
    G1-SB Increase staffing by 5 officers and 1 detective to handle increased domestic and international threats in (FY20 & FY22).
    Support Bureau

    Staffing study recommendations have been put on hold due to COVID-19 crisis effect on Police Department budget.
  • 3: Operational Improvements
    •
    H1-SB Increase staffing by ten officers and one detective to provide investigative support on late shifts (FY21-FY22)
    Support Bureau

    Staffing study recommendations have been put on hold due to COVID-19 crisis effect on Police Department budget.
  • 3: Operational Improvements
    •
    I1-SB Increase staffing by one corporal to provide additional supervision in FY20.
    Support Bureau

    Staffing study recommendations have been put on hold due to COVID-19 crisis effect on Police Department budget.
  • 3: Operational Improvements
    •
    J1-SB Implement a new Mental Health Unit staffed with a sergeant and six officers (FY19-FY20).
    Support Bureau

    This has been completed and is successful. 

  • 3: Operational Improvements
    •
    J2-SB Purchase two drones and draft policy for their use.
    Support Bureau

    No updates.
  • 4: Technology Development and Infrastructure Expansion
    •
  • 3: Operational Improvements
    •
    K1-SB Reinstate and staff a Vice Unit, adding one sergeant, one detective and nine officers in both FY18 and FY19 for a total of two sergeants, two detectives and eighteen officers.
    Support Bureau

    No updates, transfers are being completed as personnel is approved by their respective Chain of Command. 
  • 3: Operational Improvements
    •
    K2-SB Increase Asset Forfeiture Seizures by 10% each year.
    Support Bureau

    On track.
  • 3: Operational Improvements
    •
    K3-SB Purchase additional Narcotics (redacted) equipment for undercover operations to expand the Drug Market Initiative (DMI).
    Support Bureau

    No updates.
  • 4: Technology Development and Infrastructure Expansion
    •
    K4-SB Increase staffing levels by five narcotics officers and one detective to expand DMI and Highway/Postal Interdictions in FY18.
    Support Bureau

    Personnel is not available for this unit at this time.
  • 3: Operational Improvements
    •
    K5-SB Create a debriefing methodology and track performance in terms of Confidential INformants used to solve violent crime investigations. Provide updates at COMPSTAT.
    Support Bureau

    Completed.
  • 3: Operational Improvements
    •
    K6-SB Create a hotel/motel interdiction section.
    Support Bureau

    Personnel is not available for this unit at this time.
  • 3: Operational Improvements
    •
    K7-SB Disrupt and dismantle at least two Drug Trafficking Organizations (DTOs) per year.
    Support Bureau

    On track.
  • 3: Operational Improvements
    •
    L1-SB Increase participation in both the Parent Project and PAL program by 5% each year.
    Support Bureau

    PAL continued to resume more regular workout schedule, while adhering to health precautions.
  • 2: Community Engagement and Partnerships
    •
    L2-SB Increase the number of educational presentations to elementary students during after school programs by 5% each year.
    Support Bureau

    No updates.
  • 2: Community Engagement and Partnerships
    •
    L3-SB Facilitate quarterly FWISD after-school education programs.
    Support Bureau

    No updates.
  • 2: Community Engagement and Partnerships
    •
    L4-SB Disrupt and dismantle two documented criminal street gangs per year.
    Support Bureau

    The Gang Section continues to utilize a pro-active approach in identifying and disrupting gang activity throughout the city. Some of the tactics employed this past month included traffic stops in high gang crime areas, surveillance on known gang locations, visibility in high crime areas, and assisting Narcotics and VICE on details involving potential gang members. New Violent Gang Crime detail was created to address the surge of violent crimes. Additional details in conjunction with federal agencies have had positive results.
  • 2: Community Engagement and Partnerships
    •
    M1-SB Increase participation in volunteer programs by 5% each year: Citizens on Patrol, Ministers Against Crime, Clergy and Police Alliance, Citizens Police Academy.
    Support Bureau

    Discussing concepts for expanded classes and training for CAPA / MAC and others to increase learning opportunities.
  • 2: Community Engagement and Partnerships
    •
    M2-SB Outsource the Crossing Guard Program to a Private Vendor to increase efficiency.
    Support Bureau

    Outsource to ACMS completed.
  • 3: Operational Improvements
    •
    J1-PB Achieve 90-95% vehicle availability in every division by FY21.
    Support Bureau

    Vehicles are being delivered by the vendor and sent to the up-fitter vendor, we have been receiving up-fitted vehicles and they are being assigned to the different units in the field. Purchase of vehicles for FY21 have been submitted and are being processed through PMD.
  • 3: Operational Improvements
    •
    M3-SB Obtain a long-term jail services contract.
    Support Bureau

    Complete
  • 3: Operational Improvements
    •
    M4-SB Each SRO will provide at least one presentation to students in the classroom or at an after-school program each semester.
    Support Bureau

    60 presentations were made at school locations . 0 school threat addressed, 11 cases filed. 
  • 4: Technology Development and Infrastructure Expansion
    •
    M5-SB All SROs will be TCOLE certified instructors and Mental Health Peace Officers by FY18.
    Support Bureau

    Complete
  • 1: Professionalism and Organizational Excellence
    •
    J2-PB Explore acquiring a fleet maintenance and information software system to improve the efficiency of managing police vehicle inventory and police equipment installed in and transferred among police vehicles. The software will also be used to track and document technician activities supporting police vehicle equipment packages and will provide equipment and parts inventory tracking for items purchased for vehicle up fitting and police package equipment.
    Support Bureau

    No progress, waiting for IT in developing the form. IT advised is not a priority at this time.
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    N1-SB Each CID unit will have a detective or sergeant attend at least one Patrol Roll Call per month.
    Support Bureau

    CID units attend roll calls as needed to clarify investigative duties and responsibilities or share call out criteria. Restricted due to COVID 19
  • 1: Professionalism and Organizational Excellence
    •
    J3-PB Create a competitive wage and salary plan for Electronic Technician positions in the division. The current pay scale for these positions is not competitive with the industry, which leads to high turnover. Turnover decreases the efficiency and stability of the division as new employees are constantly in a training process diverting quality production time from the division.
    Support Bureau

    The salary schedule has been updated for this position in 2017. This goal is complete.
  • 3: Operational Improvements
    •
    N2-SB Create a detective development program in which detectives/officers from other divisions can spend a month on loan to one of the CID Units.
    Support Bureau

    Program is developed; CID units.     
  • 1: Professionalism and Organizational Excellence
    •
    N3-SB Develop a basic Detective Training Manual for use Department-wide.
    Support Bureau

    Complete.
  • 1: Professionalism and Organizational Excellence
    •
    N4-SB Create an audit process to ensure all detectives work their cases in a timely, thorough manner.
    Support Bureau

    Completed audit process. Will continue to review audit process for effectiveness.
  • 3: Operational Improvements
    •
    N5-SB Organize and host a monthly regional CID meeting w/ all internal CID Units, surrounding agencies, federal, state and local partners.
    Support Bureau

    Robbery, Sexual Assault, Fraud, and Major Case/HT Units currently participate in regional CID meetings.
  • 3: Operational Improvements
    •
    J5-PB Hire temporary personnel to perform the upfitting of new police vehicles and the reset of police vehicles into other areas of the department during high workloads.
    Support Bureau

    Currently outsourcing the up-fitting has proven effective. Not currently in the process of looking for temps.
  • 3: Operational Improvements
    •
    O1-SB Evaluate new training opportunities and recommend at least one course/class for each Homicide investigator.
    Support Bureau

    No training in February due to Coronavirus restrictions
  • 1: Professionalism and Organizational Excellence
    •
  • 3: Operational Improvements
    •
    O2-SB Increase staffing by a total of five detective positions in order to keep pace with ever more complicated and difficult investigations (FY19-FY22).
    Support Bureau

    Awaiting Funding
  • 3: Operational Improvements
    •
    P1-SB Create a habitual runaway detail by adding a total of three detectives from FY19-FY21.
    Support Bureau

    Implementation not expected until FY2021 or later. Awaiting funding.
  • 3: Operational Improvements
    •
    P2-SB Evaluate new training opportunities and recommend at least one course/class for all Major Case Detectives, and Missing Persons Officers and Civilians.
    Support Bureau

    No training in February due to Coronavirus restrictions.
  • 1: Professionalism and Organizational Excellence
    •
    P3-SB Expand Human Trafficking efforts by adding an officer in FY18, a civilian in FY19, a total of four detectives in FY20-FY22 to handle high-profile investigations, and Critical Police Incidents.
    Support Bureau

    Awaiting funding.
  • 3: Operational Improvements
    •
    P4-SB Add total of three detectives; one in FY19 and two in FY21
    Support Bureau

    Implementation not expected until FY2021. No additions in 2020. Awaiting funding.
  • 3: Operational Improvements
    •
    Q1-SB Annually evaluate the need for additional officers in an effort to keep up with ever-increasing demand.
    Support Bureau
    Evaluated need for additional officers. Awaiting funding for needed increases.
  • 3: Operational Improvements
    •
    Q2-SB Create a detail within the unit to specifically address and apprehend family violence and protective order offenders.
    Support Bureau

    Grant funding not available. Assigned officer to make DV and PO Violation warrants a priority.
  • 3: Operational Improvements
    •
    R1-SB Add two detectives to the unit every year (total 10) to make the unit more efficient, productive, and effective.
    Support Bureau

    Awaiting funding.
  • 3: Operational Improvements
    •
    I1-PB Explore acquiring impound management software to improve the efficiency of the Vehicle Impound Division. Many processes required for operations are performed manually, but new technology will allow the automation of these tasks. Accurate inventory and accountability is essential as well as evidence control and protection.
    Support Bureau

    Completed
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    S1-SB Aggressively investigate all crimes against children and present cases to the District Attorney within 90 days.
    Support Bureau

    174 cases assigned/133 cleared. When evidence/cases allow, it is presented to the District Attorney within 90 days.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    I2-PB Plan and secure funding for lighting and surface preparations needed for a new auto impound area to be created as a result of the Trinity River Water District project.
    Support Bureau

    No new updates 
  • 3: Operational Improvements
    •
    S2-SB Add three detectives each year in FY18-FY20, and four detectives in FY21 and FY22 for a total of 17, and two sergeants to ensure that there is sufficient time dedicated to each case to put together the best cases possible.
    Support Bureau

    Awaiting funding.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    I3-PB Auction vehicles as soon as they are eligible for auction to ensure no more than 200 vehicles are on the lot, which will result in increased revenue and provides storage space for vehicles that are required to remain in inventory due to owner notifications and investigative holds.
    Support Bureau

    Reviewing vehicle hold list and sending out weekly to CIU Sgt's for review. Have 2 people working on getting vehicles ready for auction instead of 1. Worked with Captains over CIU to get vehicles released / auction company found alternate storage for an additional 40 vehicles
  • 3: Operational Improvements
    •
    S3-SB A supervisor will contact complainant families within 48 hours, and monthly until case adjudication (documentation required).
    Support Bureau

    Sgt. Dehoyos is currently completing this goal.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    J4-PB Add one additional Electronic Technician to maintain the department’s fleet and install associated minor equipment in vehicles.
    Support Bureau

    Additional Tech added to personnel list in 2017. This task completed.
  • 3: Operational Improvements
    •
    T1-SB Add two detectives each year in FY18-FY20, and one detective in FY21 and FY22 for a total of eight officers and one sergeant (FY20) to keep up with a growing demand created by a rapidly growing city and Department.
    Support Bureau

    Awaiting funding.
  • 3: Operational Improvements
    •
    T2-SB Evaluate advanced training and recommend at least one training class/course for each investigator.
    Support Bureau

    No outside training in February due to Coronavirus restrictions and budget constraints
  • 3: Operational Improvements
    •
    T3-SB Use Focused Deterrence principles and work with community partners to decrease domestic violence homicides by 5% each year.
    Support Bureau

    Focused deterrence principles are being used by One Safe Place, Detectives, and NPO's to achieve this goal.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    T4-SB Aggressively investigate and present cases to the district attorney’s office within 30 days.
    Support Bureau

    When evidence/investigations allow, cases are presented to the District Attorney within 30 days. 
  • 3: Operational Improvements
    •
    T5-SB Create a high-risk checklist to educate officers, citizens and victims about factors that may indicate a greater threat.
    Support Bureau

    Sgt. Coleman has been sharing information and has incorporated information into family violence education packet.
  • 3: Operational Improvements
    •
    T6-SB Apply for grant funding to create a program based on Focused Deterrence principles to aggressively pursue and prosecute abusers, and direct lower level offenders to services available to help end their destructive behavior.
    Support Bureau

    Grant was funded for the additions of three Domestic Violence Detectives.  All three Detectives are currently assigned to the DV unit.
  • 3: Operational Improvements
    •
    T7-SB Detectives will accept and investigate each domestic violence case. At a minimum, each report will receive telephone follow-up.
    Support Bureau

     628 cases assigned.  Detectives are tasked with making contact on every report.  Sgt. Coleman is monitoring. 
  • 3: Operational Improvements
    •
    U1-SB Evaluate advanced training opportunities and recommend at least one course/class for each investigator.
    Support Bureau

    No training in February due to Coronavirus restrictions.
  • 1: Professionalism and Organizational Excellence
    •
    U2-SB Add a total of ten detectives from FY19-FY22, and one sergeant in FY21.
    Support Bureau

    Awaiting Funding
  • 3: Operational Improvements
    •
    U3-SB Purchase recording equipment to be installed in interview rooms at One Safe Place.
    Support Bureau

    Current system (Avigilon) in the process of being replaced by AXON
  • 3: Operational Improvements
    •
    U4-SB Add one investigator in FY19 to seek out and arrest internet predators, increasing those arrests by at least 100%.
    Support Bureau

    ICAC unit currently housed in CACU; 1 detective and 1 officer
  • 3: Operational Improvements
    •
    U5-SB Add one Administrative Assistant by FY21.
    Support Bureau

    Awaiting Funding
  • 3: Operational Improvements
    •
    V1-SB Evaluate advanced training opportunities and recommend at least one class/course for each officer and detective.
    Support Bureau

    Officers were scheduled to Attend US Marshals Sex Offender Investigations Course - Cancelled due to COVID.
  • 1: Professionalism and Organizational Excellence
    •
    V2-SB Maintain a 100% conviction rate for cases filed by the officers and the detectives of the unit.
    Support Bureau

    Conviction rate (DA stat) is meeting standards.
  • 3: Operational Improvements
    •
    V3-SB Create a public education program regarding the prevention of sexual assaults and have each officer provide the training to at least one group annually.
    Support Bureau

    Working with Tarrant County Re-entry First Stop Center to use their resources.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    W1-SB Develop a Community Outreach Program that works to educate the community and law enforcement about domestic and sexual violence through community outreach activities on dating violence, domestic violence, sexual violence, the effects of domestic violence on children, and victim sensitivity including culturally sensitivity training.
    Support Bureau

    Community Outreach Program completed by Shelby Hopson in Victims Assistance.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    W2-SB Expand the volunteer/intern program by adding at least one position each year to provide comprehensive services to domestic violence and sexual assault victims and their families in a safe, comforting, and supportive environment.
    Support Bureau

    Volunteer/intern program is in developing stages; all positions are currently funded positions.
  • 3: Operational Improvements
    •
    W3-SB Establish performance measures, evaluate services, and make adjustments or improvements as necessary.
    Support Bureau

    Shelby Hopson evaluating performance.
  • 3: Operational Improvements
    •
    W4-SB Add two staff members to complete assessments, provide safety planning, assist with access to benefits, assist with the criminal justice system, and facilitate referrals to social services agencies.
    Support Bureau

    Awaiting Funding
  • 1: Professionalism and Organizational Excellence
    •
  • 3: Operational Improvements
    •
    X1-SB Add five detectives per year (FY20-FY22) to investigate the multitude of economic crimes properly.
    Support Bureau

    Complete
  • 3: Operational Improvements
    •
    X2-SB Evaluate advanced training opportunities and send each investigator to at least one advanced class/course.
    Support Bureau

    New   training opportunities have been identified. Training attended throughout the   year.
  • 1: Professionalism and Organizational Excellence
    •
    X3-SB Continually work with partners (U.S. Secret Service, FBI, Postal Inspectors, area agencies) to identify new economic crime trends, and develop investigative responses to disseminate public education materials within thirty days of discovering new scams/threats.
    Support Bureau

    Continue   to partner with other agencies--FBI Financial Crimes Task Force
  • 3: Operational Improvements
    •
    Y1-SB Add total of three detectives by FY22 to create a 24/7 COBRA Unit.
    Support Bureau

    Awaiting funding.
  • 3: Operational Improvements
    •
    Y2-SB Recommend training courses in heavy equipment thefts, tracking technologies, and cargo thefts for each detective.
    Support Bureau

    Implementation   expected once funding becomes available.
  • 3: Operational Improvements
    •
    Y3-SB FWPD will host industry training on cargo theft, heavy equipment theft, and commercial vehicle specialties.
    Support Bureau

    Implementation   expected FY21. Awaiting funding.
  • 3: Operational Improvements
    •
    Z1-SB Determine new location for Crime Scene Search Unit personnel since currently in leased building.
    Support Bureau

    Awaiting funding for a permanent solution.
  • 3: Operational Improvements
    •
    Z2-SB Annually evaluate the need for additional Crime Scene personnel based on call load and advances in evidence collection techniques.
    Support Bureau

    Awaiting funding.
  • 3: Operational Improvements
    •
    Z3-SB Increase staff by two Crime Scene Technicians by FY18.
    Support Bureau

    Awaiting funding.
  • 3: Operational Improvements
    •
    AA1-SB Create incentives, such as certification pay, to keep highly trained examiners from leaving the Department.
    Support Bureau

    Awaiting funding.
  • 3: Operational Improvements
    •
    AA2-SB Establish an actual line-item training budget for the Unit to keep examiners current on the latest forensic methodologies.
    Support Bureau

    Awaiting funding.
  • 1: Professionalism and Organizational Excellence
    •
    AA3-SB Reduce the case backlog to less than 30 days for any piece of evidence submitted for examination.
    Support Bureau

    Implementation   expected in FY21. Working on backlog.  February backlog is 17 phones, 4  computers and 0 videos.
  • 3: Operational Improvements
    •
    AA4-SB Increase lab personnel by three examiner positions, adding one position each year in FY18, FY19, and FY20.
    Support Bureau

    Awaiting funding.
  • 3: Operational Improvements
    •
    AB1-SB Increase staffing to two additional Chemists, one additional Forensic Scientist/Biology, one Forensic Scientist/DNA, one Biology Technician/Admin, one Firearm Technician, and one Forensic Scientist Firearm and Toolmark position to provide timely delivery of results and maintain manageable backlogs.
    Support Bureau

    Implementation expected FY22. Awaiting funding.   
  • 3: Operational Improvements
    •
    AB2-SB Provide training and development of employees annually to become eligible for and to maintain licensure.
    Support Bureau

    We had 149 different entries in the Laboratory’s Professional Development Log for the month of February. These training entries primarily represent webinar presentations. The Laboratory had JAG Grant funding for training in Fiscal Year 2019, and was able to send a variety of Laboratory personnel to different quality training venues.  The Crime Laboratory has 29 positions allotted to it; we currently have 26 current employees and three vacancies.  Of Lab’s 26 current employees, 16 are licensed Forensic Analysts by the State of Texas, and 3 are Latent Print Examiners certified in Latent Print Examination by the International Association of Identification (IAI).  All 3 vacancies will need to be filled with licensed Forensic Analysts.  In order to maintain statutorily required Continuing Forensic Education (CFE) for Licensed Analysts, and required training for the Certified Latent Print Examiners, the Laboratory’s Training Budget must be increased.  The Lab's current training budget is inadequate. Currently the Laboratory’s total training budget is $9,300.00.  Based on the historical Cost per Credit Hour for training for Laboratory personnel, I have requested that the Budget/Finance Unit increase the Lab’s training budget by $29,622.40.   On the positive side, due to COVID-19 there are now online training venues available that Laboratory personnel can receive CFE that previously did not exist; it cost less to attend online training venues than in-person training venues.
  • 1: Professionalism and Organizational Excellence
    •
    AB3-SB Acquire new and replacement equipment, technology and software annually in order to become more efficient and to stay on the cutting edge of forensic science.
    Support Bureau

    In September 2020 the Crime Laboratory received its new LCMS instrument.  The validation process of the LCMS has not begun due to City purchasing polices that have created numerous barriers and obstacles to the procurement of a Nitrogen generator and the consumable supplies that are necessary for the validation process.  City Purchasing seems uncaring of the Crime Laboratory’s concerns, and unresponsive to our requests for assistance; therefore, the Crime Laboratory has reached out to the Police Department’s Assistant Director of Finance Christianne Kellett and asked for assistance in dealing with City Purchasing so that the necessary items can be purchased.  It should be noted that there are tangible negative consequences for delaying the validation process.  The Crime Laboratory spends approximately $5,498.00 per month to outsource THC cases The Crime Laboratory has reviewed the original Qiacube validation reports and it was determined that further evaluation was required.  Qiagen personnel responded to the Crime Laboratory multiple times in July 2020 to perform additional testing and to complete repairs on the Qiacubes, and the EZ1 instrument.  The Biology Unit reviewed the new validation report, and after discussions with Qiagen personnel everyone agreed that additional work was necessary.  Due to travel restrictions, the earliest that Qiagen personnel can respond to the Laboratory and conduct additional validation testing will be March 2021. The Crime Laboratory has changed its instrument procurement plan for the Chemistry Unit.  The Laboratory has funding in fiscal year 2021 to purchase one new GCMS to replace an aging GCMS instrument and two FTIRs to replace two aging FTIR instruments.  The Crime Laboratory now plans to use its funding to purchase one LCMS and one FTIR.
  • 4: Technology Development and Infrastructure Expansion
    •
    Q1-SB Provide the Support Bureau updates on Mounted Patrol Unit duties so they better utilize resources in crime prevention / control. Mounted supervisor shall attend one All Staff meeting per month, introduce themselves, and summarize their duties and services provided.
    Support Bureau

    Mounted continues attending meetings and assisting patrol divisions and specialized units in different details related to crime prevention.

    They currently work the West 7th and Stockyards detail on Friday and Saturday nights.
  • 1: Professionalism and Organizational Excellence
    •
    AB4-SB Develop and submit a plan to use new personnel, equipment, and technology to expand the scope of services provided by the Crime Lab.
    Support Bureau

    The Crime Laboratory acquired three new Qiacubes in 2020.  Currently Biology Unit personnel manually conduct DNA extractions.  The Qiacubes will be used to conduct automated DNA extractions.  The Qiacubes will be utilized in the processing of sexual assault evidence that has been evaluated both by traditional serological screening and Y-screening. The Crime Laboratory acquired a new LCMS system in September 2020.  This system will be used to quantify THC.  We will have to pass an ANAB Assessment and have quantification testing added to our Scope of Accreditation prior to beginning quantification casework.  The Crime Laboratory hopes to bring THC quantification testing online between August 2021 and November 2021; however, it should be noted that we have not been able to begin the validation process because we have been unable to procure the necessary Nitrogen generator and consumable supplies.  The Texas Forensic Science Commission has established a Working Group on STRMIX (including a committee focused on validation).  The Crime Laboratory has decided to postpone our validation of STRMIX until the Texas Forensic Science Commission has completed their work.  The Crime Laboratory reallocated funding that was originally designated for STRMIX validation to DNA outsourcing.
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    Q2-SB Increase training for unit to better utilize the benefits of a Mounted Unit.
    Support Bureau

    Coordinating with outside trainers to come to our Mounted facility to allow all personnel in Mounted to take advantage and make better use of the funds allocated in FY21.
  • 1: Professionalism and Organizational Excellence
    •
    AB5-SB Explore a possible revenue stream by marketing and providing laboratory services to smaller agencies.
    Support Bureau

    Texas SB1325 took effect when it was signed by Governor Abbott on June 10, 2019, and legalized hemp in the State of Texas.  Marijuana and hemp are both Cannabis sativa L plants containing Delta-9-tetrahydrocannabinol.  The difference between the two is the quantity of Delta-9-tetrahydrocannabinol present.  The Crime Laboratory needed new equipment in order to be able to quantify THC in evidentiary items.  The Crime Laboratory has begun the process of setting up the LCMS instrument, but we have not begun the validation process because we do not have the necessary Nitrogen generator and consumables supplies.  If the Chemistry Unit gets an additional chemist, the Crime Laboratory could begin to insource THC quantification cases.  This could be a good opportunity for insourcing THC cases from smaller agencies, since we may be the first government laboratory in the area with the ability to conduct THC quantification testing.  The Chemistry Unit would have to acquire additional personnel in order to insource THC testing, or the Unit’s turnaround time and backlog would increase.  COVID-19 has had a deleterious effect on the City’s budget; I do not foresee funding for an additional chemist position.  
  • 3: Operational Improvements
    •
    AC1-SB Reduce turnaround time for routine cases to 30 days and rush cases to a maximum of two weeks.
    Support Bureau

    "January 28, 2021 to February 24, 2021 
                                                                        
    20  total cases currently in queue 

    246 total cases completed and reported 
    • ---58 BAC cases completed and reported; 6 BAC backlogged*
    • ---188 CS cases completed and reported; 3 CS backlogged*
     
    10 Rush cases requested                                                                                                                                10 Rush cases completed within 14 days 

    100% of rush cases completed <14 days
    100% total cases completed <30 days                                                                                                        

    Average days to complete case: 3.8 days                                                                              

    *LCMS training scheduled for Feb 23-26, 2021 for all analysts.   RUSH cases are completed as promptly as possible, all others are backlogged until after training.     "
  • 3: Operational Improvements
    •
    Q3-SB Increase civilian staff by one permanent Animal Technicians to provide for care and maintenance of the 19 horses.
    Support Bureau

    Completed.
  • 3: Operational Improvements
    •
    AC2-SB Chemists will receive the required training and development licensure.
    Support Bureau

    Analyst: Web based / Articles Training for Professional Development

     Jason Allison: 23 / 12
     Jennifer Naquin:16 / 8
     Maria Olds: 20 / 3
     Sharon Patton: 6 / 4
     Elizabeth Van: 17 / 4
     Courtney Vito: 12 / 0
     Teree Warren: 4 / 20

    -All 7 analysts participated in the LCMS-WATERS software, instrumentation application on-site training
  • 1: Professionalism and Organizational Excellence
    •
    AC3-SB Acquire new and replacement instrumentation, technology and software as needed and in a timely manner.
    Support Bureau

    "Installed the new LCMS by WATERS vendor.  At time of installation, it was discovered that the LAB air compressor, used as air carrier for the LCMS system, is inadequate for the system.  A loaner nitrogen-compressor was installed which will deliver adequate air for the system.  The additional cost of the nitrogen-compressor system had not been originally in the budget.  Additional funds will need to be found in order to purchase the correct nitrogen-compressor for the LCMS system. Original system returned to vendor for credit.  Class on software and method developement scheduled from Feb 23-26, 2021.   The validation process will take approximately 6 to 9 months.                                        

    NEEDS ASSESSEMENT:                                                                                                                                                                                                                                          (6) dry vacuum pumps requested- HIGH priority rating                                                                                                                                                                                                                                                                                                                    (1) FTIR instruments  - funding has been approved, and process has started for purchase to replace oldest FTIR; contract for service ends March 2021.                                     (1) LCMS#2 ( will be 2nd LCMS) funding has been approved and process has started for purchase of LCMS #2                                                                     

    Note: after 2020 the existing Laboratory FTIR instruments will not be able to be serviced due to their age.  Christianne Kellett located funding for two new FTIR instruments and Supervisor Van had began the RFP process.                           
    "
  • 4: Technology Development and Infrastructure Expansion
    •
    AC4-SB Expand capacity in the Chemistry Unit to process bold alcohol testing as part of soliciting as many as 1,000 cases annually from local police departments.
    Support Bureau

    At our current staffing level, no insourcing of blood alcohol cases from external agencies will be feasible.  We have approved Needs Assessments for two additional chemists and one BAC analyst; however, no funds have been allocated.  If we insource cases without adding personnel, the Unit’s turnaround time would increase, which would be contrary to the Strategic Goal of reducing Unit turnaround times. 
  • 3: Operational Improvements
    •
    AD1-SB Reduce turnaround time for routine cases to 30 days and rush cases to a maximum of two weeks.
    Support Bureau

    "February 1 to February 25, 2021

    2 Cases completed. 1 (50%) had a turnaround time less than 30 days (average turnaround time is 28.5 days).

    2 (100%) of 2 cases were completed in the Firearm Unit less than 30 days (The average time to complete a case once it gets into the Unit was 8 days).

    No rush cases were completed. 

    1 of the 2 cases completed was a CPI. 1 of 1 (100%) was completed in less than 14 days; Average turnaround time was 6 days and average time in the unit was 2 days. 

    There were 170 entries into NIBIN with 21 leads (12.3% hit rate).

    "
  • 3: Operational Improvements
    •
    S1-SB Acquire four-wheel drive vehicles for all personnel assigned to SEER.
    Support Bureau

    Completed.
  • 4: Technology Development and Infrastructure Expansion
    •
    AD2-SB All Firearms examiners will receive required training and development to qualify for licensure.
    Support Bureau

    All members of the firearms unit telecommuted the week of February 15th during the Winter Storm Uri and participated in various webinars and reviewed journal articles related to forensic firearms. 
  • 1: Professionalism and Organizational Excellence
    •
    S2-SB Replace the Mobile Command Truck.
    Support Bureau

    Completed.
  • 4: Technology Development and Infrastructure Expansion
    •
    AD3-SB Submit a plan to increase the capacity of the Firearms Unit.
    Support Bureau

    On February 21, 2019, Police Chief Joel Fitzgerald approved the Crime Laboratory’s IOC on changes made to NIBIN protocols.  
  • 3: Operational Improvements
    •
    S3-SB Locate a climate-controlled warehouse for equipment storage out of the elements.
    Support Bureau

    Completed.
  • 4: Technology Development and Infrastructure Expansion
    •
    AE1-SB Reduce turnaround time for routine cases to 30 days and rush cases to a maximum of two weeks.
    Support Bureau

    The average turnaround time for all cases completed during January was 9.9 days. There were no rush requests noted during this month. 
  • 3: Operational Improvements
    •
    AE2-SB All Latent Print examiners will receive required training and development to maintain certifications.
    Support Bureau

    Latent Print Examiner Heather Wigginton is continuing her BS degree program.  Latent Print Supervisor Deborah Smith participated in an A2LA webinar, a CSAFE webinar, an AFQAM webinar, and two Qualtrax webinars.
  • 1: Professionalism and Organizational Excellence
    •
    AE3-SB Submit a plan to expand the services of the Latent Print Unit.
    Support Bureau

    The Latent Print Unit will be providing its extra superglue chamber, and training on its use, to the Gang & Narcotics Units once the COVID-19 crisis has lessened and it is safe to come together for the training.  The Latent Print Unit has also offered to assist CSSU with additional processing of evidence and taking on some of the officer training responsibilities, in an effort to maximize the services offered by both units.
  • 3: Operational Improvements
    •
    AF1-SB Reduce turnaround time for routine cases to under 3 months, for case assignment to report, and reduce the total turnaround time to under one year.
    Support Bureau

    As of 2-18-21:   Average total turnaround time for February 2021: 682 days.  Case assignment to report average turnaround time for February 2021: 531 days.  The Biology Unit backlog as of 2-18-21 is 466 case records and 2 requests pending approval.    
  • 3: Operational Improvements
    •
    AF2-SB Biologists will receive required training and development to qualify for licensure.
    Support Bureau

    Forensic Supervisor Cassie Johnson completed laboratory-required training on Fire Extinguishers, Bloodborne Pathogens, and Laboratory Safety.
  • 1: Professionalism and Organizational Excellence
    •
    AF3-SB Validate Global filer DNA test kit with expanded Combined DNA Index System (CODIS) loci.
    Support Bureau

    Quantifier Trio and Global Filer are actively being used in casework.
  • 3: Operational Improvements
    •
    AG1-SB Submit a plan to eliminate multiple identifying numbers for individuals listed in the Records Management System.
    Support Bureau

    No update
  • 3: Operational Improvements
    •
    AG2-SB Improve the Laserfiche jail records project to make the process easier to accomplish and look at a way to electronically send records to Laserfiche and file instead of printing and rescanning.
    Support Bureau

    We are 80% complete with this process and staff are keeping up with the arrests and scanning each day.  
  • 3: Operational Improvements
    •
    AG3-SB Conduct workload analysis and evaluate staffing needs annually to determine if additional staff is needed.
    Support Bureau

    With the FV fingerprints (mandatory new statute requirement) we will need to increase this unit by 2 ID techs.  New needs assessment will be filled out regarding this.  
  • 3: Operational Improvements
    •
    AG4-SB Increase staff by one Identification Technician.
    Support Bureau

    Same- no change.  Needs assessment is still on the books for this position.  Need funding.  
  • 3: Operational Improvements
    •
    AH1-SB Evaluate staffing needs annually to ensure personnel are able to adequately handle call load, averaging less than 10 calls being held to pass on to the following shift.
    Support Bureau

    We currently have 4 vacancies at the end of the month. We are posting internally and externally .  Report review is behind for DRU and Calls are still being passed on between shifts.  
  • 3: Operational Improvements
    •
    AH2-SB Implement training program to increase staff retention.
    Support Bureau

    Completed.
  • 1: Professionalism and Organizational Excellence
    •
    AJ1-SB Implement bar coding system for property and evidence take in.
    Support Bureau

    Completed
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    AI2-SB Finalize the Accident Report contract to sell accident reports online and include in kiosks that would be available in all divisions for citizens to purchase reports from the kiosk or online.
    Support Bureau
    Complete- Kiosks are not needed since citizens have been able to get everything they need during the past two months due to our building closing.  Showing this complete to take off the list.  

  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    AJ2-SB Upgrade security camera system.
    Support Bureau
    Still waiting on the security monitors to be hooked up in office area for live feed / M Munday is assisting.
  • 4: Technology Development and Infrastructure Expansion
    •
    AJ3-SB Obtain additional storage for the property and evidence room to include new refrigeration for blood/DNA evidence and warehouse space for long term homicide/sexual assault DNA evidence.
    Support Bureau

    Sent markup for security needs to B McGibson including camera placement and card reader access.
  • 4: Technology Development and Infrastructure Expansion
    •
    A1-FPB Ensure an effective and timely response to community requests and complaints received by the Office of the Chief of Police. Staff will make contact with residents or complainants within 24 hours.
    Finance / Personnel Bureau

    Goal complete and ongoing.
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    A2-FPB Improve communication and enhance the relationship between the Police Department and members of the City Council and staff by attending weekly City Communications meetings at City Hall.
    Finance / Personnel Bureau

     Goal complete and ongoing.
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    A3-FPB Professionally and thoroughly complete all special tasks and initiatives as directed by the Executive Staff.
    Finance / Personnel Bureau

     Goal complete and ongoing.
  • 1: Professionalism and Organizational Excellence
    •
  • 3: Operational Improvements
    •
    B1-FPB Establish a video production component of the Public Relations Office Team to include broadcasts in Spanish.
    Finance / Personnel Bureau

     Goal complete.
  • 3: Operational Improvements
    •
  • 4: Technology Development and Infrastructure Expansion
    •
    B2-FPB Produce and disseminate a quarterly internal informational video series originating from the Office of the Chief of Police.
    Finance / Personnel Bureau

    Implementation expected in FY21.
  • 3: Operational Improvements
    •
    B3-FPB Increase followers on Department's social media sites such as Facebook, Twitter, and YouTube, to include Spanish-speakers.
    Finance / Personnel Bureau

    Goal complete and ongoing. Followers increase daily.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    C1-FPB Add one Asset Management Technician in FY18.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
    D1-FPB Build an internal and external infrastructure to facilitate, promote sustainability, and expand operational abilities of focused deterrence strategies initialized during the National Initiative project.
    Finance / Personnel Bureau

    Goal complete.
  • 1: Professionalism and Organizational Excellence
    •
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    D2-FPB Continue to develop and maintain a proactive relationship with academic institutions, originated during the National Initiative, to facilitate internal and external periodic evaluations of police legitimacy, operational tactic efficiency and effectiveness, and to obtain community feedback on police policies.
    Finance / Personnel Bureau

    Goal complete.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    D3-FPB Develop an internal system of recognition for officers and command leadership who consistently exhibit the principles espoused within the Procedural Justice Training provided during the National Initiative to include recognition for external and internal modeling of behaviors.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
    E1-FPB Ensure every member of the FWPD seeks and receives TCOLE certification for each level that they are qualified.
    Finance / Personnel Bureau

    No Training held this month due to Covid 19.
  • 1: Professionalism and Organizational Excellence
    •
    E2-FPB Ensure sufficient amount of TCOLE eligible classes are available for personnel to qualify for certifications.
    Finance / Personnel Bureau

    No Training held this month due to Covid 19.
  • 1: Professionalism and Organizational Excellence
    •
    E3-FPB Introduce a 3-part supervisor leadership series.
    Finance / Personnel Bureau

    Goal complete.
  • 1: Professionalism and Organizational Excellence
    •
    E4-FPB Introduce a 3-part corporal leadership series.
    Finance / Personnel Bureau

    Continued to work on a new Pt. 1 corporal/detective class; Pt. 2 basic interview/interrogation training; and Pt. 3 corporal rank in basic supervisor liability training;
  • 1: Professionalism and Organizational Excellence
    •
    E5-FPB Expand outside training and continue to host leadership courses for all ranks.
    Finance / Personnel Bureau

    Goal complete.
  • 1: Professionalism and Organizational Excellence
    •
  • 2: Community Engagement and Partnerships
    •
    E6-FPB Pursue the viability of developing the new training building into a Regional Training Facility.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
  • 1: Professionalism and Organizational Excellence
    •
  • 2: Community Engagement and Partnerships
    •
    F1-FPB Continue providing exceptional firearms training to recruits and LEOs.
    Finance / Personnel Bureau

    Continued annual qualifications.
  • 1: Professionalism and Organizational Excellence
    •
    F2-FPB Implement proactive programs to improve qualification scores and reduce remedial training.
    Finance / Personnel Bureau

    Restarted annual qualifications.
  • 1: Professionalism and Organizational Excellence
    •
  • 3: Operational Improvements
    •
    F3-FPB Implement structured firearms drill sessions across all shifts to improve firearms performance and decision-making.
    Finance / Personnel Bureau

    No Training held this month due to Covid-19
  • 1: Professionalism and Organizational Excellence
    •
    F4-FPB Over a 5-year period, acquire 400 additional carbine rifles and train personnel.
    Finance / Personnel Bureau

    Goal complete.
  • 4: Technology Development and Infrastructure Expansion
    •
    F5-FPB Increase staff by one Administrative Technician.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
    G1-FPB Expand the driver-training unit to allow continuous and consistent driving courses.
    Finance / Personnel Bureau

    Driver training staff currently stands at one officer.
  • 3: Operational Improvements
    •
  • 1: Professionalism and Organizational Excellence
    •
    G2-FPB Purchase a multi-screen use of force simulator and staff it to provide training across all shifts.
    Finance / Personnel Bureau

    Goal complete.
  • 4: Technology Development and Infrastructure Expansion
    •
  • 3: Operational Improvements
    •
    G3-FPB Develop patrol drills for mock village and conduct training across all shifts.
    Finance / Personnel Bureau

    Coordinated with Intel and SRT to develop updated Mobile Field Force training.
  • 1: Professionalism and Organizational Excellence
    •
    G4-FPB Conduct Advanced Law Enforcement Rapid Reponse Training (ALERRT) and other force-on-force training in realistic scenario-based evolutions.
    Finance / Personnel Bureau

    No training due to COVID-19.
  • 1: Professionalism and Organizational Excellence
    •
    H1-FPB Streamline application process for out-of-town applicants.
    Finance / Personnel Bureau

    Utilized local hotel  for out of town applicants to streamline out of town applicants.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    H2-FPB Move to a digital application, testing, and scoring process.
    Finance / Personnel Bureau

    Implemented a new digital testing cycle for civil service.
  • 4: Technology Development and Infrastructure Expansion
    •
  • 3: Operational Improvements
    •
    H3-FPB Increase frequency of civil service exams.
    Finance / Personnel Bureau

    Implemented a new digital testing cycle for civil service.
  • 3: Operational Improvements
    •
    H4-FPB Amend the minimum hiring standards to match benchmark studies of other Texas agencies.
    Finance / Personnel Bureau

    Currently reviewing civil service minimum standards.
  • 3: Operational Improvements
    •
    I1-FPB Increase diversity within the Fort Worth Police Department by recruiting and testing at selective locations.
    Finance / Personnel Bureau

    Civil service new digital testing taking place February 10-17th, 2021, and rescheduled due to snow/ice days to March 1-5.
  • 1: Professionalism and Organizational Excellence
    •
  • 2: Community Engagement and Partnerships
    •
    I2-FPB Increase the participation in the Explorer Program and adopt formal methods to try to recruit members to become lifelong employees.
    Finance / Personnel Bureau

    Goal complete. No longer a backgrounds function
  • 2: Community Engagement and Partnerships
    •
    I3-FPB Test off site a minimum of 2 times per year to reach more diverse and qualified individuals.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    I4-FPB Fort Worth Police Training Division will establish a committee for the purpose of identifying and selecting citizens to serve as Oral Review Board members
    Finance / Personnel Bureau

    In process.
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    J1-FPB Design and implement an officer Early Intervention Program.
    Finance / Personnel Bureau

    Goal complete.
  • 1: Professionalism and Organizational Excellence
    •
    J2-FPB Add four public information specialists.
    Finance / Personnel Bureau

    No additional positions added.
  • 3: Operational Improvements
    •
    J3-FPB Upgrade the IA Pro software system with new software extensions.
    Finance / Personnel Bureau

    Goal complete.
  • 4: Technology Development and Infrastructure Expansion
    •
    J4-FPB Acquire TPCA Accreditation in 2017.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
    J7-FPB Update use of force policy and add de-escalation and excessive force (levels I, II, and III) policies in the General Orders.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
    J5-FPB Acquire CALEA Accreditation within five years.
    Finance / Personnel Bureau

    Application planned in FY21.
  • 3: Operational Improvements
    •
    J6-FPB Obtain 100% compliance with Recognition Program Monthly Audits.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
    T5-FPB Utilize PowerDMS for testing purposes each quarter.
    Finance / Personnel Bureau

    No tests were developed.
  • 3: Operational Improvements
    •
    K1-FPB Assist Municipal Court with establishing their own Criminal Justice Agency for CJIS.
    Finance / Personnel Bureau

    Goal complete.
  • 2: Community Engagement and Partnerships
    •
    K2-FPB Install 5-7 new consoles each year through 2020.
    Finance / Personnel Bureau

    New consoles are currently slated to be installed on the call taking side in April. Almost a year delayed due to issues from Purchasing.
  • 4: Technology Development and Infrastructure Expansion
    •
    K3-FPB Develop a “needs assessment/ funding” plan to build a new back-up location.
    Finance / Personnel Bureau

    In process.
  • 4: Technology Development and Infrastructure Expansion
    •
    K4-FPB Install a new phone system.
    Finance / Personnel Bureau

    Goal complete.
  • 4: Technology Development and Infrastructure Expansion
    •
    L1-FPB Provide timely communication to internal customers, field personnel, by responding to email requests within one business day at least 95% of time.
    Finance / Personnel Bureau

    This is occurring even with teleworking.
  • 1: Professionalism and Organizational Excellence
    •
    L2-FPB Gather variance information required for quarterly financial forecasts prior to the end of the reporting period and have final draft forecasts ready for review by command staff two business days prior to submission to the Budget Office.
    Finance / Personnel Bureau

    Worked through forecast with Planning and Data Analytics.
  • 3: Operational Improvements
    •
    L3-FPB Provide monthly status reports to command staff within two weeks of the month end close for all periods that are not covered by the quarterly forecasting process.
    Finance / Personnel Bureau

    Providing weekly updates in Executive Staff.
  • 3: Operational Improvements
    •
    L4-FPB Conduct a budget development meeting with the command staff of each Command prior to the submission of the proposed budget to the Budget Office.
    Finance / Personnel Bureau

    Fiscal Month 5 forecast complete. The city budget process kicks off March 25.
  • 3: Operational Improvements
    •
    L5-FPB Conduct an adopted budget review meeting with the command staff of each Command during the month of October.
    Finance / Personnel Bureau

    This only happens in October.
  • 3: Operational Improvements
    •
    P4-FPB Process at least 90% of invoices within 30 days of receipt.
    Finance / Personnel Bureau

    This is occurring even with teleworking.
  • 3: Operational Improvements
    •
    P5-FPB Process at least 90% of invoices offering cash discounts for prompt payment within the discount period.
    Finance / Personnel Bureau

    City is still not distributing cash reports.
  • 3: Operational Improvements
    •
    P6-FPB Process at least 95% of travel requests within 3 business days of receipt of approved requests.
    Finance / Personnel Bureau

    This is occurring. Due to COVID travel ban, PCAS processed 44 requests, 3 requests were cancelled, 5 requests were postponed, 7 travel expense statements were processed, and no travel requests were denied.
  • 3: Operational Improvements
    •
    P7-FPB Process 100% of travel advances for per diem received at least two weeks prior to travel date.
    Finance / Personnel Bureau

    PCAS processed 27 with no per diem advance, submitted 11 for per diem, 3 requests were submitted too late, and two requests are on hold until they are 30 days out.

  • 3: Operational Improvements
    •
    P8-FPB Process at least 95% of travel reimbursement requests within 3 business days of receipt of complete and approved requests.
    Finance / Personnel Bureau

    0 reimbursements were processed in February.
  • 3: Operational Improvements
    •
    P9-FPB Monitor accounts for compliance regularly to ensure at least 90% of journal entries are complete by month end closing and at least 97% of required journal entries are completed by the month end closing of the following month of the affected transaction.
    Finance / Personnel Bureau

    All accounts were monitored and reconciled regularly and timely. Journal entries were submitted and posted within deadlines of month end closing.
  • 3: Operational Improvements
    •
    N1-FPB Work with Human Resource Department to identify and implement a plan to ensure that five key positions are aligned with the complexity of the position responsibilities and/or duties in FY17.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
    N2-FPB Provide quarterly reports/updates internally and externally for Command staff, City Management, CCPD Board and the public.
    Finance / Personnel Bureau

    CCPD Quarterly Report and Quarterly Crime Reports are developed and provided for distribution purposes.
  • 3: Operational Improvements
    •
    N3-FPB Continue to provide job training opportunities and leadership development for at least 15% of Division staff per year.
    Finance / Personnel Bureau

    72% of Program Support Division employees received one or more training opportunities.
  • 1: Professionalism and Organizational Excellence
    •
    N4-FPB Increase staff by one Administrative Technician in FY19.
    Finance / Personnel Bureau

    Implementation anticipated in FY21.
  • 3: Operational Improvements
    •
    O1-FPB Increase the number of Grant and Program Management personnel by two positions in FY18 and FY19 to increase capacity to apply for and manage additional grant funding opportunities as directed by the Chief and Command staff.
    Finance / Personnel Bureau

    Goal completed.
  • 3: Operational Improvements
    •
    O2-FPB Maximize grant funding opportunities to meet the needs of the department and/or assist to advance the department’s mission to be a national leader in law enforcement. Increase number of applications submitted by at least 10% each year once staffing levels have increased to ensure the funding can be managed in compliance with all requirements and program guidelines.
    Finance / Personnel Bureau

    Goal complete and ongoing. Vetted 4 grants,  grants submitted, and 0 grants in the application process.
  • 3: Operational Improvements
    •
    O3-FPB Work to increase the overall funding from grants annually by evaluating the returns on investment.
    Finance / Personnel Bureau

    Processing a reclass/reorganization that will assimilate additional grants into the Unit (Task Forces and LEOSE).  This will change the data reporting.
  • 3: Operational Improvements
    •
    O4-FPB Continue to explore and seek funding in support of community oriented policing annually.
    Finance / Personnel Bureau

    No updates during this period. 
  • 3: Operational Improvements
    •
    O5-FPB Annually evaluate the Crime Control and Prevention District, Partners with a Shared Mission programs to ensure programs align with District goals and are accomplishing the desired outcome as indicated by the Board of Directors and the Chief of Police.
    Finance / Personnel Bureau

    Request for Qualifications was submitted to Purchasing for Release.
  • 3: Operational Improvements
    •
    O6-FPB Evaluate the CCPD Community Based Program process and implement improvements for FY18.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
    O7-FPB Support job training and cross-training opportunities, as well as, leadership development among at least two staff each year.
    Finance / Personnel Bureau

    No updates during this period. 
  • 1: Professionalism and Organizational Excellence
    •
    P1-FPB Increase the number of Contract and Procurement personnel by two staff to ensure the appropriate amount of resources are provided to execute and manage approximately 250+ agreements and procurement responsibilities assigned to this Section in FY18.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
    P2-FPB Provide quarterly training sessions and materials to the field so that departmental staff are aware of the procurement and contract execution process, how to plan ahead of time, who to contact and how to start the procurement and/or contract execution process.
    Finance / Personnel Bureau

    Staff continues to wait for opportunity to deliver f2f training after COVID.
  • 1: Professionalism and Organizational Excellence
    •
    P3-FPB Continue to monitor the improper purchasing report and invoice aging report (in collaboration with other Police work groups providing similar services) monthly to keep the Police Department in good standing with City Policy and continue to build good relationships with City Purchasing.
    Finance / Personnel Bureau

    City is still not distributing these reports.
  • 3: Operational Improvements
    •
    Q1-FPB Provide quality customer service to the public by providing accurate and timely information to the public and to staff as requested.
    Finance / Personnel Bureau

    Staff responds to multiple open records requests each month and typically responds within one day. Staff also processes multiple departmental and City requests for data.
  • 2: Community Engagement and Partnerships
    •
    Q2-FPB Assist Technology Services Section with revamping the website to align under the City of Fort Worth website structure and to make crime data enhancements to the City’s open data initiative in FY17.
    Finance / Personnel Bureau

    FWPD website will have a similar platform as a new City website that went live in October. In the interim, FWPD has updated the content and overall look of the current website. Strategic Plan implementation progress, patrol division information, and crime data are included on the redesigned site.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    Q3-FPB Facilitate, implement, and/or track initiatives and goals at least quarterly as outlined and assigned in the Strategic Plan, the Business Plan, and CCPD as well as annual Chief driven initiatives as assigned.
    Finance / Personnel Bureau

    Staff created a Strategic Plan Implementation Dashboard in ClearPoint for monthly reports; provided monthly updates for Business Plan, and finalized quarterly CCPD Performance Reports.
  • 3: Operational Improvements
    •
    Q4-FPB Create a Five-Year Strategic Plan implementation database showing status of all action items using City Clear Point software in FY17.
    Finance / Personnel Bureau

    Goal complete.
  • 3: Operational Improvements
    •
    Q5-FPB Facilitate formal process to prioritize facility needs and develop a more formal procedure or policy for work group/facility moves in FY17.
    Finance / Personnel Bureau

    Strategic Plan includes prioritized list of major facility needs. Worked with Executive Staff and CMO to prioritize all facility projects.
  • 3: Operational Improvements
    •
    Q6-FPB Assist Property Management annually with the implementation of facility projects once funding is available to ensure facilities are meeting operational need.
    Finance / Personnel Bureau

    Managing several projects including new South Division facility, new property room in training shell space, and gate repair projects.
  • 3: Operational Improvements
    •
    Q7-FPB Continue to provide annual facility-related recommendations for incorporation into the Capital Improvement Plan.
    Finance / Personnel Bureau

    Provide updates to the Budget Unit. 
  • 3: Operational Improvements
    •
    Q8-FPB Provide support to the Crime Control and Prevention District Board of Directors by continuing to make improvements to the data provided and by assisting with the educational efforts leading to the next renewal election in 2019.
    Finance / Personnel Bureau

    Began collecting data for 2nd quarter CCPD Program Performance Report.
  • 3: Operational Improvements
    •
  • 2: Community Engagement and Partnerships
    •
    Q9-FPB Maintain departmental GIS layers monthly on behalf of the Department, and incorporate improvements as appropriate.
    Finance / Personnel Bureau

    Senior Planner reviews and makes updates to city limits, Neighborhood Police Officer (NPO) names, facility updates, and other data monthly as needed.
  • 4: Technology Development and Infrastructure Expansion
    •
    Q10-FPB Analyze workload and provide justification for one additional senior planner position to support departmental growth (FY19).
    Finance / Personnel Bureau

    Continue to review.
  • 3: Operational Improvements
    •
    Q11-FPB Increase staff by one senior planner in FY19.
    Finance / Personnel Bureau

    Continue to review.
  • 3: Operational Improvements
    •
    R1-FPB Continue to analyze workload and provide justification for three additional positions (FY19-FY21) in support of department growth and technological advancements to increase capacity and efficiencies.
    Finance / Personnel Bureau

    Hiring freeze implemented.
  • 3: Operational Improvements
    •
    R2-FPB *Continue to implement technological advancements to increase officer capabilities, increase efficiencies and provide improved customer service to the community each year.
    Finance / Personnel Bureau

    Technology needs reviewed as needed.
  • 4: Technology Development and Infrastructure Expansion
    •
    R3-FPB *Continue to conduct research to advance the department in the use of technology in support of law enforcement each year.
    Finance / Personnel Bureau

    10 new technologies reviewed in FY21.
  • 4: Technology Development and Infrastructure Expansion
    •
    S1-FPB Work to recruit and hire a qualified workforce that reflects the diversity of the population of Fort Worth as defined by the City Human Resource Department.
    Finance / Personnel Bureau

    Section Manager provided the Personnel/Assets & Fiscal Command AD's with the monthly Attrition Report; prepared a salary proposal for the newly appointed sworn for the F/P Bureau Chief; and provided the weekly staffing status update to PD Executive Staff on behalf of the AD.  Section Manager and Employment Specialists held a conference call with City HR, Talent Acquisition regarding the new job application system.  Employment Specialists requested the eligibility lists for Feb and March promotions; processed 11 sworn promotions/appointments/rehires; processed 6 civilian vacancies and filled 7; consulted with hiring managers on internal recruitments, reclassifications, reorganizations, interview questions, and the selection process.  
  • 1: Professionalism and Organizational Excellence
    •
    S2-FPB Ensure that Employment Services’ staff stay up to date with State and Federal laws and regulations by performing an annual review of new and revised materials, and ensuring that all staff is trained prior to implementation of those changes.
    Finance / Personnel Bureau

    Section staff attended the MRC Training provided by City HR, ELRD. Section internal cross-training continued: Driver's License Audit, Strategic Goals, Civilian NEOP, CIP incentive pays, and promotional process tracking.  Employment Specialists participated in the NFBPA Summit, and attended an Excel Dashboard Training, and a Section Staff member attended the Developing Better Relationships at Work training.
  • 3: Operational Improvements
    •
    S3-FPB Meet with the appropriate City Human Resource Division teams at least quarterly to continually improve the consistency and congruency of communication among the work units.
    Finance / Personnel Bureau

    Section staff participated in the City HR, HRC Monthly Conference Call.  Medical Records Supervisor participated in a discussion with City HR, Risk Management and City Legal on upcoming contested occupational cases. Employment Specialists consulted with City HR, Talent Acquisition regarding the CJIS requirements for job applicants as part of their new Applicant Tracking System; City HR, Risk Management regarding fraudulent unemployment claims; City HR, Records regarding pending audits for sworn rehires; and City HR, Class and Comp regarding the revised Civil Service testing schedule and a job description for a newly created civilian grant funded position.  Section staff provided assistance to the City HR Civil Service Commission/Class & Comp to proctor the Civil Service entrance Exam. 
  • 3: Operational Improvements
    •
    S4-FPB Provide timely and professional counsel and guidance to employees and supervisors in all areas of human resource management by responding to requests by the appropriate method within period of time set for by the applicable regulation, i.e. FMLA.
    Finance / Personnel Bureau

    Section Manager provided consultation on two civilian employee termination cases, a sworn Grievance, PD employee Driver's License requirements, provided the PD an updated Pandemic Leave Use & RTW Guide, reviewed & advised sworn supervisors on interview questions, and provided the out-going Chief's resume to the Office of the Chief.  Section staff provided consultation to internal and external customers regarding benefits and terminal leave payouts for recently termed employees; personnel file reviews; restricted police powers; military leave; General Order requirements for sworn time in assignments; policy interpretation for CPPT; the M&C process for Reserve Officers; a facial hair waiver issue; and badge numbers for rehired officers.   The MRU supervisor continued to submit the COVID daily data/counts and consulted with employees, supervisors, and the JEOC on new exposures and positive cases; consulted with City HR on a deceased employee; and assisted employees navigate the Disability Retirement processes. 
  • 1: Professionalism and Organizational Excellence
    •
  • 3: Operational Improvements
    •
    J8-FPB Update disciplinary policy, procedure, and matrix
    Finance / Personnel Bureau

    Currently being revised by committee.
  • 3: Operational Improvements
    •
    T1-FPB Move forward to obtain accreditation through the Texas Police Chiefs Association Best Practices Recognition Program.
    Finance / Personnel Bureau

    Goal completed.
  • 1: Professionalism and Organizational Excellence
    •
  • 3: Operational Improvements
    •
    D4-FPB Provide Procedural Justice training to all sworn personnel and provide Procedural Justice training to community members.
    Finance / Personnel Bureau

    Goal complete.
  • 2: Community Engagement and Partnerships
    •
  • 3: Operational Improvements
    •
    T2-FPB Continue to conduct research to advance the department with innovative programs and policies in support of law enforcement.
    Finance / Personnel Bureau

    Participated in one survey by our agency, 14 from other agencies.
  • 3: Operational Improvements
    •
    G5-FPB Implement additional use of force and de-escalation training.
    Finance / Personnel Bureau

    Goal complete.
  • 1: Professionalism and Organizational Excellence
    •
  • 3: Operational Improvements
    •
    T3-FPB Continue to provide comprehensive support services to the Chief, Executive Staff, and department personnel in the areas of policy development and employee safety by communicating responsively with accurate and timely information.
    Finance / Personnel Bureau

    One Special Order issued. The Policy Management and Safety Section coordinated opening a COVID-19 vaccination clinic  serving employees and public and helped staff the facility
  • 3: Operational Improvements
    •
    T4-FPB Continue the process to provide educational seminars and materials to both sworn and non-sworn personnel so department staff remain up-to-date on new departmental policies, procedures and safety issues.
    Finance / Personnel Bureau

    Twenty-seven injury/illness claims processed related to normal injuries and to covid-19.
  • 1: Professionalism and Organizational Excellence
    •
  • 3: Operational Improvements
    •